1. What Is Organizational Behavior Chapter One

2. It is concerned with the functioning of an organization by the study and application of knowledge about the human behavior- as an individual and as a group- for managing the people effectively and efficiently.

3. “Effective OB is the bedrock on which effective organisational action rests. Long term competitive advantage comews from the rich portfolio of individual and team based competencies of an organisation’s employees, managers and leaders.” - Hellriegal & Slocom “The organisation is above all social. It is people.” - Peter Drucker

4. Organizational behavior Provides a set of tools to: People to understand, analyze & describe behavior in an organization Managers to improve, enhance or change work behavior so that individuals, groups & whole organization can achieve their goals.

5. Industrial Revolution The Human Relations Movement Organisational Behaviour

6.  Robert Owen(1800) - “father of personnel management”  Andrew Ure (1835)  Mary Parker Follett (1908)  : F.W. Taylor(1911) - “Father of scientific management”

7.  The Great Depression  The Labour Movement  The Hawthorne studies.

8. OB is all about the following: 1. understanding behavior 2. Predicting behavior 3. Modifying behavior

9.  Planning  Organizing  Staffing  Directing  Controlling

10.  According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be”

11.  According to Henry Fayol, “To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnel’s”. Organizing as a process involves:  Identification of activities.  Classification of grouping of activities.  Division of labor or specialization  Departmentalization  Chain of command  Delegation of authority and creation of responsibility.  Degree of specialization

12.  According to Kootz & O’Donell, “Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure” Staffing as a process involves:  Manpower planning  Recruitment, selection & placement.  Training & development.  Compensation  Performance appraisal.  Promotions & transfer.

13. “Directing involve determining the course, giving order and instruction and providing dynamic leadership” – Marshall. Directing as a process involves:  Supervision  Motivation  Leadership  Communication

14.  According to Koontz & O’Donell, “Controlling is the measurement & correction of performance activities of subordinates in order to make sure that the enterprise objectives and plans desired to obtain them as being accomplished”. Controlling as a process involves:  Establishment of standard performance.  Measurement of actual performance.  Comparison of actual performance with the  standards and finding out deviation if any.  Corrective action.

16.  Technical skills: The ability to apply specialized knowledge or expertise.  Human skills: The ability to work with, understand, and motivate other people, both individually and in groups.  Conceptual Skills: The mental ability to analyze and diagnose complex situations.

19.  AUTOCRATIC  CUSTODIAL  SUPPORTIVE  COLLEGIAL

21.  Responding to globalization.  Workforce diversity.  Improving quality and productivity.  Quality management.  Process reengineering.  Empowering people.  Coping with temporariness.  Working in Networked organizations.

22.  Globalization  Information Technology  The changing Work Force  Emerging employment Relationships  Workplace values and Ethics