Presentation on theme: "Organizational Behavior"— Presentation transcript:
1 Organizational Behavior Chapter IntroductionOrganizational BehaviorPrepared by Sohail AyazInstitute of Social Sciences
2 What Would You Do? Headquarters, Amazon.com, Seattle, Georgia. Amazon grew so fast that it lost control of the basicsSales were growing, but the company was poorly managedAmazon has lost over $3 billion since its inception, but is finally earning profitsHow can Amazon do a better job to fix what’s going wrong?
3 What Is Management?After reading the next two sections, you should be able to:describe what management is.explain the four functions of management.
4 Getting work done through others Management Is…EffectivenessEfficiencyGetting work done through others1
6 Organizational Performance EfficiencyA measure of how well or how productively resources are used to achieve a goalEffectivenessA measure of the appropriateness of the goals an organization is pursuing and the degree to which they are achieved.
17 Top Managers Chief Executive Officer (CEO) Chief Operating Officer (COO)Chief Financial Officer (CFO)Chief Information Officer (CIO)3.13
18 Responsibilities of Top Managers Creating a context for changeDeveloping commitment and ownership in employeesCreating a positive organizational culture through language and actionMonitoring their business environments3.1
20 Responsibilities of Middle Managers Plan and allocate resources to meet objectivesCoordinate and link groups, departments, and divisionsMonitor and manage the performance of subunits and managers who report to themImplement changes or strategies generated by top managers3.2
21 First-Line Managers Office Manager Shift Supervisor Department Manager 3.33
22 Responsibilities of First-Line Managers Manage the performance of entry-level employeesEncourage, monitor, and reward the performance of workersTeach entry-level employees how to do their jobsMake detailed schedules and operating plans3.3
23 Responsibilities of Team Leaders Facilitate team performanceManage external relationsFacilitate internal team relationships3.4
24 Managerial Roles Interpersonal Informational Decisional 4 Figurehead LeaderLiaisonMonitorDisseminatorSpokespersonEntrepreneurDisturbance HandlerResource AllocatorNegotiator4Adapted from Exhibit 1.4H. Mintzberg, “The Manager’s Job: Folklore and Fact:.” Harvard Business Review, July-August 1975.
25 Managerial Roles Interpersonal Roles Figurehead Leader Liaison Managers perform ceremonial dutiesManagers motivate and encourage workers to accomplish objectivesManagers deal with people outside their units4.1
26 Managerial Roles Informational Roles MonitorDisseminatorSpokespersonManagers scan their environment for informationManagers share information with others in their companyManagers share information with others outside their departments or companies4.2
27 Managerial Roles Decisional Roles Entrepreneur Disturbance Handler Resource AllocatorNegotiatorManagers adapt to incremental changeManagers respond to problems that demand immediate actionManagers decide who gets what resourcesManagers negotiate schedules, projects, goals, outcomes, resources, and raises4.3
28 What Does It Take to Be a Manager? After reading the next three sections, you should be able to:explain what companies look for in managers.discuss the top mistakes that managers make in their jobs.describe the transition that employees go through when they are promoted to management.
29 What Companies Look for in Managers Technical SkillsHuman SkillsConceptual SkillsMotivation to Manage5
30 What Companies Look for in Managers Skills are more or less important at different levels of management:5
31 Mistakes Managers Make 1. Insensitive to others2. Cold, aloof, arrogant3. Betrayal of trust4. Overly ambitious5. Specific performance problems with the business6. Overmanaging: unable to delegate or build a team7. Unable to staff effectively8. Unable to think strategically9. Unable to adapt to boss with different style10. Overdependent on advocate or mentor6Adapted from Exhibit 1.6 McCall & Lombardo, “What Makes a Top Executive?” Psychology Today, Feb 1983
32 The First Year Management Transition Be the bossFormal authorityManage tasksJob is not managing peopleInitial expecta- tions were wrongFast paceHeavy workloadJob is to be problem-solver and troubleshooterNo longer “doer”Communication, listening, positive reinforcementLearning to adapt and control stressJob is people developmentManagers’ Initial ExpectationsAfter Six Months As a ManagerAfter a Year As a Manager7Adapted from Exhibit 1.7
33 Why Management Matters After reading this section, you should be able to:explain how and why companies can create competitive advantage through people.
34 Competitive Advantage through People Management Practices in Top Performing Companies1. Employment Security2. Selective Hiring3. Self-Managed Teams and Decentralization4. High Wages Contingent on Organizational Performance5. Training and Skill Development6. Reduction of Status Differences7. Sharing Information8Adapted from Exhibit 1.8
35 Competitive Advantage through People J.M. Smucker Company has been on Fortune’s list of 100 Best Companies to Work For since the list was started in Smucker’s has extremely low employee turnover and extremely high employee satisfaction.Tim and Richard Smucker are pictured here.
36 Competitive Advantage through People Competitive Advantages of Well-Managed CompaniesSales RevenuesProfitsStock Market ReturnsCustomer SatisfactionWeb Link8