Presentation on theme: "Chapter 1 Introduction to Organizational Behavior"— Presentation transcript:
1 Chapter 1 Introduction to Organizational Behavior
2 OB studies what people do in an organization and how that behavior affects the performance of the organization.
3 Effective manager vs. successful manager Management duties What managers doManagement rolesManagement skills
4 Management functions Planning Organizing Leading Controlling Ask students to look back two project experience they had with their team members (a successful one and a terrible one)Were there any tasks closely related to the management functions we discussed here? Discuss any managerial task they think themselves or their team members performed very well (or poor) to contribute the success or failure of that particular projectPlanning? Setting goals, what needs to be done, get there by whenWho, what, when, where, howOrganizing? Who & howWho…assign team member’s task according to individual’s strengthWho is better at what area (search material, analyzing information, writing, or communication)Leading? Sometimes being tough sometimes being very understandable yet knowing how to inspire and motivate the entire team work towards to the same goalControlling?
5 Management functions Interpersonal roles Informational roles Decisional rolesInterpersonal role:Being recognized and respected as a leader of the team (figurehead role)Leadership role: hiring, training, motivating, and disciplining team membersLiaison role: the bridge between the team group and the outsidersInformational rolePass around the information hierarchically (upward and downward) and horizontally (inter-departmental)Decisional roleDecision on resource allocationDecision on action takingDecision on development and plan
6 Management skills Technical skills Human skills Conceptual skills Manager need to equip with professionalismHuman skills----managers get things done through other people!! If they do everything themselves….they are not “managers” because they can “manage” people to complete tasks….why? because no one listens to him/herThe ability to work with, understand, and motivate other team membersDon’t fall into the trap of “technically proficient but interpersonally incompetent” (don’t listen to other suggestions, don’t know others needs and wants, can’t communicate with others, get irritated and irritates other easily).“Level 5 leadership”Conceptual skillsCan comprehend complex world into simple concepts for subordinates to followIdentify the problems, come up with solutions, think outside the box, evaluate solutions and select the best one
7 Where in these managerial functions requires the people skills? To become an effective managers (that mean that, for most of the time, you can a job done)….it requires a good deal of “people skill” otherwise you could just fall in the categorize of “ average managers”If your people skills works only within the team level….then you can be a well respected manager. However, if you don’t know how to “network” inside and out, then you will be in the categories of “effective manager”Only if you know how to manage people within your team, as well as outside the team (across departmental, up to the level of company’s board, build a good relationships with outsiders…never eat along, eat with your team members, your professors, other team leaders, or people from other companies yet within the same association) or someone now might not be important to you but he/she may comes in hand along the road…is this good or bad?) if you only eat with someone you think are important or rich..then you are snob.Lean to expending your network…starting from NOW!!
8 Goals of Organizational Behavior Explain, predict, andcontrol human behaviorOB is a science about human being…particularly human behavior in an office setting.To know understand people…we need to know what they think, what they like and dislike, what they value, and what they want out of life…this is psychologyIf it is in a general area…it’s sociology, or anthropologyIn business setting….and target at people at work…it’s called…obIf it is in business setting, and target at people who buy your product…it’s call consumer behaviorIf we look at this human behavior in a higher level and examine the “mind games” people play ….it’s “political science”
9 The field of OB seeks to replace intuitive explanations with systematic study
11 Contributing Disciplines Sociology studies people in relation to their fellow human beingsPsychology seeks to measure,explain, and change behaviorSocial psychology focuses on the influence of people on one anotherPolitical science is the study of the behavior of individuals and groups withina political environmentAnthropology is the study of societiesto learn about human beings and their activities
13 Dependent variable Things which will be affected by OB Productivity What factors influence the effectiveness and efficiency of individualsAbsenteeismAbsenteeism is not all badHaving too high employee absent rate will affect productivityTurnoverNot all turnover is badHigh turnover rate…in some degree affect productivity, particularly 4 the hospitality inducstry
14 Organizational citizenship behavior (OCB) No one will want to pick up the slackNo one would want to walk extra miles to achieve the goals.Job satisfactionUnhappy employees…what else can you say?
15 Organizational citizenship Discretionary behaviorNot part of an employee's formal job requirementsPromotes the effective functioning of the organization
16 Examples of Organizational Citizenship Helping others on one's work teamVolunteering for extra job activitiesAvoiding unnecessary conflictsMaking constructive statements about one's work group and the overall organization
19 Typical employee is getting older More women and minorities in the workplaceGlobal competition is requiring employees to become more flexibleHistorical loyalty-bonds that held many employees to their employers are being severed
20 Responding to Globalization Increased Foreign AssignmentsWorking with People from Different CulturesCoping with Anti-Capitalism BacklashOverseeing Movement of Jobs to Countries with Low-cost Labor
21 Managing DiversityWorkforce diversity -organizations are becoming a more heterogeneous mix of people in terms of gender, age, race, ethnicity, and sexual orientation
22 Diversity Implications Managers have to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that ensure employee retention and greater productivity.
23 OB Insights Improving People Skills Improving Customer Service Empowering PeopleWorking in Networked OrganizationsStimulating Innovation and Change
24 OB Insights Coping with “Temporariness” Helping Employees Balance Work/Life ConflictsDeclining Employee LoyaltyImproving Ethical Behavior