Presentation on theme: "MIGUEL ÁNGEL MAYA ÁLVAREZ"— Presentation transcript:
1 MIGUEL ÁNGEL MAYA ÁLVAREZ MANAGEMENTFUNCTIONINGMIGUEL ÁNGEL MAYA ÁLVAREZ
2 Describe what managers do Define organizational behavior (OB) Explain the value of the systematic study of OBList the major challenges and opportunities for managers to use OB conceptsL E A R N I N G O B J E C T I V E S
3 Individuals who achieve goals through other people What Managers DoManagers (or Administrators)Individuals who achieve goals through other people
4 Managerial Activities Make decisionsAllocate resourcesDirect activities of others to attain goals
5 Where Managers WorkOrganizationA 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.
6 Management Functions Management Functions Planning Organizing Leading ControllingManagement Functions
7 Management FunctionsPlanningA process that includes defining goals, establishing strategy, and developing plans to coordinate activities
8 Management FunctionsOrganizingDetermining 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
9 Management FunctionsLeadingA function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
10 Management FunctionsControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
14 The ability to apply specialized knowledge or expertise. Management Skills (3)Technical SkillsThe ability to apply specialized knowledge or expertise.
15 Human SkillsThe ability to work with, understand, and motivate other people, both individually and in groups.Conceptual SkillsThe mental ability to analyze and diagnose complex situations.
16 Organizational Behavior Enter Organizational BehaviorOrganizational BehaviorA 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.
17 Complementing Intuition with Systematic Study “Gut” feelings about “why I do what I do” and “what makes others approve”Systematic StudyLooking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidenceProvides a means to predict behaviors
18 There Are Few Absolutes in OB Contingency variables: “It Depends!”Situational factors that make the main relationship between two variables change—e.g., the relationship may hold for one condition but not anotherxyMay be related toInCountry 1xyInCountry 2May NOT be related to
19 Challenges and Opportunities for OB Responding to GlobalizationIncreased foreign assignmentsWorking with people from different culturesCoping with anti-capitalism reactionsOverseeing movement of jobs to countries with low-cost laborManaging people during the war on terrorManaging Workforce DiversityEmbracing diversityChanging world demographicsImplications for managersRecognizing and responding to differences
20 Major Workforce Diversity Categories GenderNational OriginDisabilityAgeNon-ChristianRaceDomestic PartnersE X H I B I T 1–4
21 Challenges and Opportunities for OB (cont’d) Improving Quality and ProductivityQuality management (QM)Process reengineeringResponding to the Labor ShortageChanging work force demographicsFewer skilled laborersEarly retirements and older workersImproving Customer ServiceIncreased expectation of service qualityCustomer-responsive cultures
22 What Is Quality Management? Intense focus on the customerConcern for continuous improvementImprovement in the quality of everything the organization doesAccurate measurementEmpowerment of employees
23 Challenges and Opportunity for OB Improving people skillsEmpowering peopleStimulating innovation and changeCoping with “temporariness”Working in networked organizationsHelping employees balance work/life conflictsImproving ethical behaviorManaging people during the war on terrorism
24 Basic OB Model, Stage I Model An abstraction of reality A simplified representation of some real-world phenomenonE X H I B I T 1-6
25 The Dependent Variables A response that is affected by an independent variable (what organizational behavior researchers try to understand)xy
26 The Dependent Variables ProductivityA performance measure that includes effectiveness and efficiencyEffectivenessAchievement of goalsEfficiencyMeeting goals at a low cost
27 The Dependent Variables AbsenteeismThe failure to report to workTurnoverThe voluntary and involuntary permanent withdrawal from an organization
28 The Dependent Variables Deviant Workplace BehaviorVoluntary behavior that violates significant organizational norms and thereby threatens the well-being of the organization and/or any of its members
29 The Dependent Variables 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
30 The Dependent Variables Job SatisfactionA general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics
31 The Independent Variables The presumed cause of some change in the dependent variable; major determinants of a dependent variableIndependent Variables Can BeIndividual-Level VariablesOrganization System-Level VariablesGroup-Level Variables