Preamble of Organizational Behaviour

INDEX PREAMBLE STRUCTURE HOLLISTIC FIX KEY CONCEPT KEY RESEARCH AREA KEY APPLICATION INDUSTRIAL APPLICATION RESEARCH HOW WE STUDY KEY JOBS PROJECTS ONE CAN DO TRENDS

Preamble Structure TEACHERS INTRODUCTION 1. NAME OF THE INSTRUCTOR 2. CABIN LOCATION 3. TELEPHONENO ID 5. MEETING HOURS INTRODUCTION TO “DIGITAL COMMUNICATION” WHY? WHAT? WHERE? HOW? Holistic fix Key concepts Practical example Key research area Key applications Industrial application Research Key jobs and Companies How we study? Lecture plan Reference book Reference book,journalsjournals Projects one can doTrends

Teacher introduction  1. NAME OF THE INSTRUCTOR-RUPALI SATSANGI  2. CABIN LOCATION-Room no-120  3. TELEPHONENO  4. -ID  5. MEETING HOURS– Faculty should provide 1 hour on all week days preferably between extended lunch break.

 PREREQUISITES  Knowledge of Social sciences  Management skills  organization  Group HOLLISTIC FIX OF DIGITAL COMMUNICATION Hollisticfix

What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals

Where Managers Work

Management Functions PlanningPlanningOrganizingOrganizingLeadingLeadingControllingControlling

Management Functions (cont’d)

E X H I B I T 1-1a Mintzberg’s Managerial Roles

E X H I B I T 1-1b Mintzberg’s Managerial Roles (cont’d)

E X H I B I T 1-1c Mintzberg’s Managerial Roles (cont’d)

Management Skills

Effective Versus Successful Managerial Activities (Luthans) 1.Traditional management Decision making, planning, and controlling 2.Communications Exchanging routine information and processing paperwork 3.Human resource management Motivating, disciplining, managing conflict, staffing, and training 4.Networking Socializing, politicking, and interacting with others 1.Traditional management Decision making, planning, and controlling 2.Communications Exchanging routine information and processing paperwork 3.Human resource management Motivating, disciplining, managing conflict, staffing, and training 4.Networking Socializing, politicking, and interacting with others

E X H I B I T 1-2 Allocation of Activities by Time

Enter Organizational Behavior

Contributing Disciplines to the OB Field E X H I B I T 1-3a

Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3b

Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3c

Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3d

Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3f

There Are Few Absolutes in OB Contingency Variables xy

Challenges and Opportunity for OB  Responding to Globalization  Managing Workforce Diversity  Improving Quality and Productivity  Responding to the Labor Shortage  Improving Customer Service

Challenges and Opportunity for OB (cont’d)  Improving People Skills  Empowering People  Coping with “Temporariness”  Stimulation Innovation and Change  Helping Employees Balance Work/Life Conflicts  Improving Ethical Behavior

E X H I B I T 1-6 Basic OB Model, Stage I

The Dependent Variables x y

The Dependent Variables (cont’d)

The Independent Variables Independent Variables Individual-Level Variables Organization System-Level Variables Group-Level Variables

job  PRIVATE SECTOR Texas Instruments    Alcatel Lucent. NSN ST microelectronics Reliance Communications  Bharti Airtel