1. ORGANISATIONAL BEHAVIOUR & ITS RELATION TO MANAGEMENT

2. There is a job in the office and to be finished soon. Case I  A knows his job & believes to finish it soon. Case 2  Now A has to get this job done by three other namely B, C & D.

3. Rohit is a young MBA Graduate from a A+ Institute. He has been an outstanding student. Now after a successful completion of the course he was selected for a reputed MNC firm. From day one in the job he was very committed for work assigned to him. During lunch he prefer listening song after lunch & simply telling very focused in his work. One day his boss calls him & tell that “ what is your problem & why have you so much attitude” That is the complain from most of your coworker.

4. Management- Functions,Roles & Skills A Manager is someone who gets things done through other people. He makes decisions, allocates resources and directs the activities of others to achieve common goals. Henri Fayol – Plan, Organise, Command, Control, Coordinate (poc 3 ) (polc)

5. Management Functions 1Plan Define goals strategise 2Organise Determine tasks; delegate; establish reporting systems; determine if decisions to be centralised/decentralised 3Lead Motivate, direct activities, communicate, resolve conflicts 4Control Monitor performance, compare performance with set goals, correct deviations

6. Case study. Mr.Amit is now a manager in an Engineering firm. He joined six years ago as an apprentice engineer in his campus placement. He had been a good student & had a sound technical knowledge. He was a quick learner at learning the various points of his job that impressed his seniors. He accepted all his responsibility & could be safely entrusted with it. Due to unforeseen circumstance, his immediate boss who were Germans from collaborating firm left earlier than expected & there were sudden vacancies. In a couple of quick promotion, he found himself senior manager within a matter of four years. And there occurred a change in his manner of thought. He discovered that technical advice to certain office subordinates was interpreted as interference in their work. Production targets & schedule he now made & which he was confident he would have been able to carry out himself, could not be met by them.

7. In his zeal to achieve results, he started making decision for them & in certain cases bypass their suggestions & authorities. All this built up a good deal of resentment in the engineers below him & they resorted to indirect sabotage of his plan. Workers & foreman were puzzled by contradictory orders, labors morale went down and production slumped. He felt puzzled and regarded his subordinates as incompetent and useless. He still does, and when last heard he was looking for a new job.

8. Solution of case Individual Level  Technical Skills  Human Skills  Conceptual Skills. Organizational Level  Poor Planning process.  Selection process is questioned mark  Unavailability of top Management  Unable to maintain organizational Structure.

9. Meaning & Scope What Is OB? OrganisationsBehaviour Individuals Groups Organisation Structures Why OB – describe, understand and predict organizational events, enable greater effectiveness in managers Social systems Common goals

10. Organisational Behaviour Organisational Behaviour is a field of study that investigates the impact that individuals, groups and structure have on behaviour within the organisation and then applies this knowledge to make organisations work more effectively Focuses on how to improve productivity, reduce absenteeism, turnover and deviant workplace behaviour and increase organisational citizenship behaviour and job satisfaction Organisational Behaviour must be studied in a contingency framework because of individual differences

11. Understanding Org. OB is omnipresent & all pervasive. OB is most secular. OB is most close to human life. OB is most challenging. OB is most interdisciplinary. OB helps manager understand the two way impact of org on people.

12. Understanding Behaviour.  managerial queries : what are the cause & effect of a particular behavior?  directing behavior- can people & org be influenced?  controlling behavior- what can be done when mgmt instructions & influences fail to obtain desired results.  predicting- can people behavior be predicted

13. 5. influenced by number of factor- 6. by individual differences- 7. influenced by past experiences-

14. Implications Issues and challenges in team work How to make collaboration possible Other dynamics - Culture and climate Development. Dealings with external environment – politics adapt to the changing environment Impact on the environment

15. 21 ST CENTURY WORKPLACE. Globalization Workforce Diversity Information Technology Workplace Values and Ethics Corporate Social Responsibility Work life balance Information Technology. Changing Context (Challenges & Opportunities) – Implications for Management

16. Why Study Organisational Behaviour Insights to improve managers people skills Managers see the value of workforce diversity Managers learn to empower employees, design and implement change programs, improve customer service, meet labour shortages, motivate employees and stimulate innovation, creating an ethically healthy work climate Help employees balance work- life conflicts

17. Approaches Human Resources Approach Improve human environment Help people develop their potential Respect for the dignity of the human being Contingency Approach Different situations require different behavioural practices for effectiveness