Organizational

Behavior
(MGT-502)

Lecture-2

Summary
of
Lecture-1

The study of individual

behavior and group
dynamics in
organizational settings

Understand
organizational
events

Influence
organizational
events

Organizational
Behavior
Research

Predict
organizational
events

Todays Topics

Course of OB
The purpose of the course is to
improve your ability to understand
organizations and to act effectively in
them.
This course is a study of human and
work behavior in the workplace and
within society

The purpose of OB is to understand

people in organizations, to provide
managers and practitioners with
effective management tools, and
to help organizations achieve their
goals.

Organizational Behavior
How
How
people behave in organizations
use human
organizations
resources to
achieve goals

Part-I The Individual

Ability & Learning
Values, Attitudes and Job Satisfaction
Personality & Emotions
Perception & Individual Decision Making
Basic Motivation Concepts
Motivation and its Applications

Part-II The Group

Foundation of Group Behavior
Group and Team Work
Functions of Communication
Basic Approaches to Leadership
Contemporary Issues in Leadership
Power and Politics
Conflict and Negotiation

Part-III The Organization System

Organizational Structure
Work design and Technology
HR Policies and Practices
Organizational Culture
Organizational Change
Stress Management

Basic OB Model
Organization
Organization
systems
systems level
level
Group
Group
level
level
Individual
Individual
level
level

Performance Management

Organizational Performance
Efficiency: A measure of how well

resources are used to achieve a goal.

Doing Things Right

Effectiveness: A measure of the

appropriateness of the goals chosen (are

these the right goals?), and the degree to
which they are achieved.
Doing the Right Things Right

TWO PERFORMANCE DIMENSIONS

Efficiency=
making best use of
resources in achieving
goals

Effectiveness=
choosing effective
goals and achieving
them

People
Money

Machines
Materials

Doing things right

Doing the right things

Course Structure

Readings

Lectures

Assignments

Exam

Recommended
Books

Organizational Behavior by Stephen P. Robbins

Behavior in Organizations by J. Greenberg and
R. A. Baron or
Organizational Behavior by Fred Luthans or
Understanding Organizational Behavior, by
Debra L. Nelson and James Campbell Quick. Or
Any other on this subject available in the market.

Coming back to
the subject..
the OB

What
Managers do?

Managers.Individuals
who achieves goals
through other people.

What Managers Do
Gets things done through other
people
Make decisions, allocate
resources, and direct the activities
of others to attain goals
Do their work in an organization

Four Management Functions

Planning

Leading

Organizing

Controlling

New Managerial Functions

To provide leadership and direction

Total Quality

Continuous

Management

Improvement

 Total Quality Management--a concept

popularized by W. Edwards Deming to promote
customer satisfaction through continuous
improvement of business processes .

Continuous improvement requires all

employees to improve the quality of products or
services on an on-going basis. Managing
quality becomes everyones job.

The 4-P Cycle of Continuous

Improvement
People
(Skilled, motivated
people who can handle
change. Less stress.)

Productivity

Products

(Less wasteful, more

efficient use of all
resources.)

(Satisfied customers
because of better
quality goods/services.)

Processes
(Faster, more flexible,
leaner, and ethical organizational
processes. Organizational learning.)

Management
Roles

Interpersonal
Roles
Figurehead
Leader

Set

of expected
behaviors associated
with a manager

Learned
Vary

and developed

by level in the
organization

Liaison

Informational
Roles
Monitor
Disseminator
Spokesperson

Decisional Roles
Entrepreneur
Disturbance

Handler
Resource Allocator
Negotiator
28

Managerial Skills

Ability

or proficiency
in performing
particular tasks

Learned

and
developed
Vary

by level in the
organization

Technical Skills
Analytical Skills
Decision-making
Skills
Computer Skills
Human Relations
Skills
Communication
Skills
Conceptual Skills
30

Skill Type Needed by Manager

Level
Top
Managers
Middle
Managers
Line
Managers
Conceptual

Human

Technical

Skills Exhibited by an
Effective Manager
1. Clarifies goals and objectives for everyone involved
2. Encourages participation, upward communication,
and suggestions
3. Plans and organizes for an orderly work flow
4. Has technical and administrative expertise to
answer organization-related questions
5. Facilitates work through team building, training,
coaching and support
6. Provides feedback honestly and constructively

7. Keeps things moving by relying on schedules,

deadlines, and helpful reminders
8. Controls details without being over-bearing
9. Applies reasonable pressure for goal
accomplishment
10. Empowers and delegates key duties to others
while maintaining goal clarity and commitment
11. Recognizes good performance with rewards and
positive reinforcement

Evolution of the 21stCentury Manager

Past Managers
Primary Role

Todays Managers
Order giver, privileged
elite, manipulator,
controller

Learning &
Knowledge

Periodic learning, narrow

specialist
with multiple
specialties

Continuous life-long
learning, generalist

Compensation
Criteria

Time, effort, rank

Skills, results

Cultural Orientation Monocultural,

monolingual

Facilitator, team
member, teacher,
advocate, sponsor

Multicultural,
multilingual

Where do managers work?

in organizations!

p
o
t
s
s

e
t
r
e
e
L th
i

Summary

Basic OB Model
Organization
Organization
systems
systems level
level
Group
Group
level
level
Individual
Individual
level
level

What Managers Do?

Gets things done through other
people
Make decisions, allocate
resources, and direct the activities
of others to attain goals
Do their work in an organization

New Managerial Functions

To provide leadership and direction

Total Quality

Continuous

Management

Improvement

Evolution of the 21stCentury Manager

Next.

Organizations: The
Important Component

Organizational
Behavior
(MGT-502)

Lecture-2