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Organizational Behavior BBA & MBA
Lecture 123 Overview and Introduction Course Lecturer: Farhan Mir
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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 (
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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
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Instructors Introduction - The Story of MIRS
MIRS Website: Our Events: Products: Facebook Page: YouTube Channel:
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Instructors Introduction - MIRS
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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
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Instructors Introduction - MIRS
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Instructors Introduction - MIRS
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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
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My Introduction: Interests
Social & Cultural Change Sports Personality Development History & Art Creativity & New Ideas Religion 1000+ Wins in Competitive Matches
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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
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Course Administration & Requirements
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Course Administration
Exams and Assessment Basically 2 exams method Mid & Final 30 Mid 50 Final 20 Sess
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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…)”
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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
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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)
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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
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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
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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
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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)
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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
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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
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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
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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)
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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.
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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.
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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.
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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.
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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
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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.
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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
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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.
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Organizational Behavior
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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.
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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.
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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
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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
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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
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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
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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
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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
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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.
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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.
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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
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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.
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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.
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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
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The Dependent Variables
A response that is affected by an independent variable. x y
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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.
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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.
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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.
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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
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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.
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Lipschultz, Levin & Gray -The People’s Company
Complementary Cases Lipschultz, Levin & Gray -The People’s Company The new way of looking at working environment
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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
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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
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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
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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
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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
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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?
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