Managing People & Organizations by TpEs5ig8

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									Managing People &
  Organizations
    Week 1: Introduction
What is Organizational Behavior?
                MPO Agenda
► Review syllabus & textbook
► What is a manager?
► Organizations-what are they?
► How do we study organizations?
► Behavioral sciences and the study of organizations
► What are the roles in an organization?
► How have organizations evolved?
► What is the impact of globalization on
  management?
           MPO introduction
► What  is a manager?
► Individuals who achieve goals through other
  people. They make decisions, allocate
  resources, and direct the activities of others
  to achieve goals. (Robbins, pp. 5-6)
           MPO introduction
► What’s  an organization?
► A consciously coordinated social unit,
  composed of two or more people, that
  functions on a relatively continuous basis to
  achieve a common set of goals.
                               (Robbins, pg. 5)
► Whodefines the organization’s goals and
 how to achieve them?
    Fayol - Management functions
Henri Fayol’s Management roles:
► Plan—defining the organization’s goals and
  how to achieve them
► Organize—design the organization’s
  structure
► Lead—direct & coordinate people
► Control—monitor performance, compare
  with plan, change if need be
    Mintzberg - Management roles
Henry Mintzberg’s management roles
► Interpersonal
   Figurehead—symbolic head
   Leader—motivate & direct employees
   Liaison—outside contacts
► Informational
   Monitor—center of internal & external information
   Disseminator—transmits information within the
    organization
   Spokesperson—transmits information to outsiders
  Mintzberg - Management roles
► Decisional
   Entrepreneur—initiates projects
   Disturbance handler—corrective action
   Resource allocator—makes or approves
    significant organizational decisions
   Negotiator—represents organization at major
    negotiations
     Katz – Management skills
► Robert   Katz’ essential management skills
   Technical skills
   Human skills—the ability to work with,
    understand, and motivate people
   Conceptual skills—mental ability to analyze and
    diagnose complex situations
Effective vs. successful managers
► Fred  Luthans—who gets promoted?
► Effective versus successful managerial
  activities
     Traditional management
     Human resource management
     Communication
     Networking—socializing, politicking, interacting
      with outsiders
► The    importance of people skills
     Organizational Behavior (OB)
►   Why do we study behavior within organizations?

OB defined
► A field of study that investigates the impact that individuals,
  groups, and structure have on behavior within
  organizations, for the purpose of applying such knowledge
  toward improving an organization’s effectiveness.
                                          (Robbins, pg. 9)
►   OB is concerned is concerned with the study of what
    people do in an organization and how that behavior affects
    the performance of the organization.
  Organizational Behavior (OB)
► OBis an applied behavioral science built on
 several behavioral disciplines:
     Psychology
     Sociology
     Social psychology
     Anthropology
     Political science
        Behavioral Disciplines
► Psychology:   individual behavior
► Sociology: group behavior
► Social psychology: influence of people on
  one another (change)
► Anthropology: organizational culture
► Political science: the political environment—
  conflict, power
        Organizational Evolution
► How  have organizations changed over the years?
► What is the effect of a nation’s economic
  development on organizational design?
► How has the employee/employer relationship
  changed as an economy develops?
► What has been the impact of globalization on
  organizational design?
► How does a manager’s role change as an economy
  develops?
Challenge & Opportunities for OB
►   Increased foreign         ► The quality movement
    assignments               ► Process reengineering
►   A diverse workforce       ► Empowering employees
►   Anticapitalism backlash   ► Productivity
►   Movement of jobs to       ► Job satisfaction
    countries with low-cost   ► Ethical behavior
    labor
                              ► “temporariness”
►   Demographic changes
                              ► Balance work/life conflicts
►   Networked organizations
    (online work)
       Developing an OB Model
►   Some basic terms
►   Model—a simplified version (abstraction) of
    something
►   Dependent variable—a response affected by an
    independent variable (5)
►   Independent variable—the presumed cause of
    some change in the dependent variable
►   Contingency variable—situational factors that
    effect the relationship between variables
            Dependent Variables
1.   Productivity
        Effectiveness—achieving goals
        Efficiency—use of resources (reduce costs,
         use fewer resources for the same or greater
         output)
2.   Absenteeism
3.   Turnover
4.   Job satisfaction
5.   Organizational citizenship
           Dependent Variables
6.   Organizational citizenship—discretionary
     behavior not part of the formal job
      ►   Helping others
      ►   Avoiding unnecessary conflicts
      ►   Respecting the spirit of rules
      ►   Tolerating work-related impositions
         Independent Variables
► What  are the presumed causes of change in
  the dependent variables?
► Individual-level variables
   Individual characteristics
► Group-level   variables
   Behavior of individuals in groups
► Organization   system level variables
   Impact of the organization’s structure
        Contingency Variables
          that affect the relationship
► Situations
 between variables
   Change and stress
   Linkages between the 3 levels of analysis, e.g.,
    communication link between individual and
    group behavior
► Contingency   variables are many
                 Summary
► Managers   need to develop people skills to
  be effective—OB helps them do this
► OB studies the impact that individuals,
  groups, and structure have on behavior in
  an organization, then applies that
  knowledge to make organizations more
  effective
► OB uses systematic study to improve
  predictions about behavior

								
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