1. Organizational Behavior BBA & MBA
Lecture 123
Overview and Introduction
Course Lecturer: Farhan Mir

2. Lectures 123 Administration
Introduction of Instructor
Course Introduction
Few Words on Articles & Additional Readings
Suggestions and criticism about previous semesters
Suggestion for future course of action
OB Overview
Subject Website as Online Resource Center (

3. Introduction Farhan Mir Projects Training Interests
Assistant Professor (IMS, BZU)
MS (Monash, Australia)
PhD (Management) Candidate (UMT, Lahore)
Director Operations and Lead Trainer (MIRS)
Projects
Mumkinkar (Social Responsibility Group)
SAI (Sports Awareness Initiative)
Blood Bank, Book Bank, CBC
MIRS
Training Interests
Personality Development
Soft Skills (Team Skills, Presentation Skills,
Motivation, Emotional Intelligence and Hygiene)
Sports Skills (Sports Training – Golf,
Sportsmanship, Champion’s Attitude)
Sports (Cricket, Squash, Golf)
1000+ Wins in Competitive Matches

4. Instructors Introduction - The Story of MIRS
MIRS Website:
Our Events:
Products:
Facebook Page:
YouTube Channel:

5. Instructors Introduction - MIRS

6. Instructors Introduction - MIRS
Business Administration – Scenario and Activity based training sessions in close interaction settings
BSES
Critical Evaluation
Scenario Building
Context Judgment & Development
Precise and Relevant yet Complete (PRC)
Active Discussion
Work Attitude

7. Instructors Introduction - MIRS

9. Instructors Introduction - MIRS

10. My Introduction: Consultation Method
Best through address OR
In case of submission of assignment through
After/before lectures on lecture day OR
Announced Timings in case of Assignments or Reports 10

11. My Introduction: Interests
Social &
Cultural
Change
Sports
Personality
Development
History &
Art
Creativity
& New
Ideas
Religion
1000+ Wins in Competitive Matches

12. Instructors Introduction - Favorite Quotes
"Champions aren't made in gyms. Champions are made from something they have deep inside them: A desire, a dream, a vision. They have to have last-minute stamina, they have to be a little faster, they have to have the skill and the will. But the will must be stronger than the skill." -Muhammad Ali  12

13. Course Administration & Requirements

14. Course Administration
Exams and Assessment
Basically 2 exams method Mid & Final
30 Mid
50 Final
20 Sess

15. Examination
I personally believe in “thorough studies” so usually no choices given in the exam
Every thing discussed, during the class or given as reading material, could be part of the exams
Questions will be formulated in a way to examine both bookish as well as conceptual thinking
Other details will be given close to Mid
I will try to follow my simple rule that is
“ I’ll be very friendly in the lectures and very strict in the exam hall (believe me no chance of misconduct…)”

16. Lecture Notes
Available from Photostat shop before lectures or preferably one day before the start of new week
Usually the lecture material will cover the topics of one week
Lecture Notes also now available online on the given website address (
Lecture Notes will not be in detail format rather these will contain topics of discussion and important announcements regarding assessments.
Most Importantly Lecture Notes are just a supporting material and students must not forget to read books for detail and complete understanding

17. Course Administration
Sessionals
Written assignments (Small Tasks) (details in coming lectures)
Critiques on Articles (a one page summary on an article related to the discussion topic and trends in Training and Development
Idea is to initiate research oriented writing not “cut-copy-paste”
Attendance, Presentations, Quiz & Class Discussion & Participation (as a regular activity)
Volunteer presentations (you must not be that familiar with this kind of stuff but you need to respond to it quickly!)
Sessional’s loot sale
Formal Presentations in groups and preferably case study presentations linking contents to an organization (local)

18. How to get more marks? Requirements Overall Class Attitude
Things to Avoid (Referencing, Cut-Copy-Paste Culture, Carelessness, leg-pulling)
Things to do (Innovation, Confidence, Work Attitude)
Sense of Maturity and continuous learning

19. One of the Major Sessional
Case Study Presentation
Students in groups of 6-7 will choose an Organization that has implemented a project recently (Preferably a Pakistani Organization)
Written Case should be developed on the given format (A model format will be discussed in upcoming lectures)
Students need to develop a proper case study using the case study development guidelines
Eventually will present their findings in the shape of a Presentation in front of the class or classes on Multimedia
Students need to submit both Hard (Printed) and Soft copies (Computer files) of the Case itself and that of the PowerPoint Presentation
This is day 1 so you can start working now!
I will myself present at least one Case Study well before the presentation schedule so that you people have an idea

20. Course Orientation Basically Theoretical focus & Practical as well But
Introduction of Concepts and Issues regarding Training and Development (This subject is developed in case study mode: it means that there are lot of case studies)
But
The practical orientation will also be also be a major focus of the course (this will include practical demonstration on multimedia)
Lecture notes will include more graphical explanation of things to give more practical orientation about concepts & applications especially the latest trends
Formal Presentation from Students will also work in this regard
Video or Audio Presentation will also be part of the lectures

21. Text & References Focus will be on topics rather Chapters of any text
Many Text/books are available in market
Stephen P. Robbins & Timothy A. Judge (17th Edition). “Organizational Behavior”.
Mostly things will be taught from the Text but students need to broaden their view and consult as many additional references as possible (Preferably available in local market and from the Internet)

22. Guidelines for me as an Instructor
Learning not Teaching
Competency & Skills
Guidelines for me as an Instructor
Miscellaneous
(Regularity, Consultancy, Support etc)
True Knowledge
not stories
Neutral Assessment (Objective)
Class Environment
Updated Teaching Methodology

23. Expected Topics Attitude and Job Satisfaction Introduction
Management
Overview and key components
Management as a Field
What are Organizations?
Management Functions & Roles
Organization Behavior
Challenges and Issues for OB
OB Model
Diversity Management
Demographic Characteristics
Discrimination and EEO laws
Affirmative Actions Vs Diversity Management
Diversity Management Strategies
Attitude and Job Satisfaction
BAB (Beliefs, Attitude and Behavior) Model
Job Attitudes
Job Satisfaction and Its Outcomes & OCB
Dissatisfaction and CWB

24. Expected Topics… Emotions and Modes Personality and Values
Perception and Individual Decision Making
Motivation
Foundation of Group Behavior
Work Teams
Communication
Leadership
Power and Politics
Conflict and Negotiation
Organizational Structure
Organizational Culture
HR Policies and Practices
Organizational change

25. Outline of Today’s Lecture
Introduction to “Management”
Management Functions
Management Roles and Skills
Traditional Vs Modern Management
Organizational Behavior, Major Contributions and Its Domains
Intuition Vs Evidence Based Management
Disciplines Contributing to OB
Key Issues Facing Managers Today
OB Model (Dependent, Independent and Other Variables)

26. What Managers Do They get things done through other people.
Management Activities:
Make decisions
Allocate resources
Direct activities of others to attain goals
Work in an organization
A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals.

27. Four Management Functions
PLAN
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
ORGANIZE
Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

28. Four Management Functions
LEAD
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
CONTROL
Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation.

29. Mintzberg’s Managerial Roles
Ten roles in three groups (Exhibit 1-1)
Interpersonal
Figurehead, Leader, and Liaison
Informational
Monitor, Disseminator, Spokesperson
Decisional
Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.

30. Katz’s Essential Management Skills
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

31. Luthans’ Study of Managerial Activities
Four types of managerial activity:
Traditional Management
Decision-making, planning, and controlling.
Communication
Exchanging routine information and processing paperwork
Human Resource Management
Motivating, disciplining, managing conflict, staffing and training.
Networking
Socializing, politicking, and interacting with others.
Managers who promoted faster (were successful) did different things than did effective managers (those who did their jobs well) – see Exhibit 1-2.

32. The Importance of Interpersonal Skills
Understanding OB helps determine manager effectiveness
Technical and quantitative skills important
But leadership and communication skills are CRITICAL
Organizational benefits of skilled managers
Lower turnover of quality employees
Higher quality applications for recruitment
Better financial performance

33. Reflection on Organizations
A good job isn't just about the paycheck and insurance benefits. Most people want to feel like their work is contributing to the greater good of the world.
They want their workplaces to be fun, not miserably stressful, given how many hours of their lives they will spend there.

34. Organizational Behavior

36. Entering in the Domain of Organizational Behavior
Organizational behavior (OB)
A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

42. Contributing Disciplines to the OB Field
Psychology The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
Sociology The study of people in relation to their fellow human beings.
Social Psychology An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
Anthropology The study of societies to learn about human beings and their activities.
Political Science The study of the behavior of individuals and groups within a political environment.

43. Four Contributing Disciplines
Psychology
The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
Unit of Analysis:
Individual
Contributions to OB:
Learning, motivation, personality, emotions, perception
Training, leadership effectiveness, job satisfaction
Individual decision making, performance appraisal, attitude measurement
Employee selection, work design, and work stress

44. Four Contributing Disciplines
Social Psychology
An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
Unit of Analysis:
Group
Contributions to OB:
Behavioral change
Attitude change
Communication
Group processes
Group decision making

45. Four Contributing Disciplines
Sociology
The study of people in relation to their fellow human beings.
Unit of Analysis:
Organizational System
Group
Contributions to OB:
Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behavior
Formal organization theory
Organizational technology
Organizational change
Organizational culture

46. Four Contributing Disciplines
Anthropology
The study of societies to learn about human beings and their activities.
Unit of Analysis:
-- Organizational System
-- Group
Contributions to OB:
Organizational culture
Organizational environment
Comparative values
Comparative attitudes
Cross-cultural analysis

47. Challenges and Opportunities for OB
Responding to Globalization
Increased foreign assignments
Working with people from different cultures
Coping with anti-capitalism backlash
Overseeing movement of jobs to countries with low-cost labor
Managing Workforce Diversity
Embracing diversity
Changing U.S. demographics
Implications for managers
Recognizing and responding to differences

48. Challenges and Opportunities for OB (cont’d)
Improving Quality and Productivity
Quality management (QM)
Process reengineering
Responding to the Labor Shortage
Changing work force demographics
Fewer skilled laborers
Early retirements and older workers
Improving Customer Service
Increased expectation of service quality
Customer-responsive cultures

49. What Is Quality Management?
Intense focus on the customer.
Concern for continuous improvement.
Improvement in the quality of everything the organization does.
Accurate measurement.
Empowerment of employees.

50. Improving Quality and Productivity
Quality management (QM)
The constant attainment of customer satisfaction through the continuous improvement of all organizational processes.
Requires employees to rethink what they do and become more involved in workplace decisions.
Process reengineering
Asks managers to reconsider how work would be done and their organization structured if they were starting over.
Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.

51. Challenges and Opportunity for OB (cont’d)
Improving People Skills
Empowering People
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior

52. There Are Few Absolutes in OB
Contingency variables
Situational factors: variables that moderate the relationship between two or more other variables and improve the correlation.

53. How to Study OB: Replacing Intuition with Systematic Study (EBM)
A feeling not necessarily supported by research.
Systematic study
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.
Provides a means to predict behaviors.

54. An Outgrowth of Systematic Study…
Evidence-Based Management (EBM)
Basing managerial decisions on the best available scientific evidence.
Must think like scientists:
Pose a managerial question
Search for best available evidence
Apply relevant information to case

57. The Dependent Variables
A response that is affected by an independent variable. x y

58. The Dependent Variables (cont’d)
Productivity A performance measure that includes effectiveness and efficiency.
Effectiveness Achievement of goals.
Efficiency The ratio of effective output to the input required to achieve it.

59. The Dependent Variables (cont’d)
Absenteeism
The failure to report to work.
Turnover
The voluntary and involuntary permanent withdrawal from an organization.
Organizational citizenship behavior (OCB)
Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.

60. The Dependent Variables (cont’d)
Job satisfaction
A general attitude toward one’s job, the difference between the amount of reward workers receive and the amount they believe they should receive.

61. The Independent Variables
The presumed cause of some change in the dependent variable.
Independent Variables
Individual-Level Variables
Organization System-Level Variables
Group-Level Variables

62. Summary and Managerial Implications
Managers need to develop their interpersonal skills to be effective.
OB focuses on how to improve factors that make organizations more effective.
The best predictions of behavior are made from a combination of systematic study and intuition.
Situational variables moderate cause-and-effect relationships – which is why OB theories are contingent.
There are many OB challenges and opportunities for managers today.
The textbook is based on the contingent OB model.

63. Lipschultz, Levin & Gray -The People’s Company
Complementary Cases
Lipschultz, Levin & Gray -The People’s Company
The new way of looking at working environment

64. Lipschultz, Levin & Gray
Introduction
A Chartered Professional Accounting Company offering variety of financial services to individuals and small & Large organizations
Stephen P. Seigel is the CEO facing new yet challenging tasks
Offer Financial consultancy to variety of organizations and their people throughout the world
Over 50 years of services for the accounting, tax and consultancy needs of these organizations

67. Lipschultz, Levin & Gray -The People’s Company
The Focus on People
The norms of the organization are based upon people involvement and participation
Creative, talented & diversified employees are the key components of company’s overall posture
To have a unique and creative way of providing financial services company focuses on acquiring and maintainning group-based and friendly human resources

68. Lipschultz, Levin & Gray -The People’s Company
Some significant changes at the company
The use of non-conventional ways to achieve the tasks
The dull CPA work is carried out with new exciting ways
Innovation is there every where in the company especially in the arrangements of things
An example is a miniature “Golf Course”
The idea is to create openness in the office environment where people could interact with each other

69. Lipschultz, Levin & Gray -The People’s Company
The Different look about the company
The interior is quite unique and different
The giant abacus (ancient computer)
A welcome wall with something about business, innovation and commitment
The setting is based on fun and exciting environment but employees are well focused on their tasks
The tend to set new standards almost everyday, where to be “great” is not enough
The core of the company is based on services offered with
Integrity, Confidentiality, Honesty and Openness

70. Lipschultz, Levin & Gray -Discussion Questions
Keeping professional excited about work that can be routine and standardized is a major challenge for Siegel. How could he use technical, human, and conceptual skills to maintain an environment that encourages innovation and professionalism in his CPA firm?
What Management Roles would Siegel will be playing?
Made a presentation to potential clients
assessed the feasibility of adding a new consulting service
Kept employees focused on the company’s commitment to customers

71. Lipschultz, Levin & Gray -Discussion Questions
Would LLG’s approach work for all CPA firms? Why or Why not? What could other managers learn from Steven Siegel?