1. Lim Sei Kee @ cK

2.  A consciously coordinated social unit, composed of two or more people that functions relatively continuous basis to achieve a common goal or set of goals.

3.  Who?  Individual who achieve goals through other people (Make decisions, allocate resources and direct the activities to others).  Where?  They do their work in an organization.

4. ◦ Planning (Define goals, establish strategy, develop plans) ◦ Organizing (determine tasks to be done, who is to do them, grouping the tasks, who reports to whom and where decision to be made) ◦ Leading ( Motivating employees, directing others, selecting most effective communication channels and resolving conflicts) ◦ Controlling (Monitoring activities, ensuring that goals are accomplished and corrective actions are taken when necessary)

5.  Henry Mintzberg’s Managerial Roles: ◦ Interpersonal roles : ◦ Figurehead, Leader and Liaison. ◦ Informational roles : ◦ Monitor, Disseminator and Spokesperson. ◦ Decisional roles : ◦ Entrepreneur, Disturbance handler, Resource allocator and Negotiator.

6.  Management Skills: ◦ Technical Skills – 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 – Having the mental ability to analyze and diagnose complex situations. Managers must be able to rationally process and interpret information.

7. Traditional Management Human Resource Management Communication Networking To be effective and successful, managers need to develop their people skills.

8.  Organization Behavior - OB is the study of human behavior in the workplace, the interaction between people and the organization, and the organization itself.  The goals of OB are to explain, predict, and control behavior.

9.  Development of soft (interpersonal) skills  Personal growth via insight into others  Enhancement of individual and organizational effectiveness  Sharpening and refining common sense (common sense is often wrong)

10.  Organizational behaviour is an applied behavioural science that is built upon contributions from a number of behavioural disciplines: ◦ Psychology ◦ Sociology ◦ Social psychology ◦ Anthropology ◦ Political science

11.  Psychology - Study of individual behaviour  Sociology - Studies people in relation to their fellow human beings  Social Psychology - Focuses on the influence of people on one another  Anthropology - Study of societies to learn about human beings and their activities  Political Science - Studies the behaviour of individuals and groups within a political environment

12.  Get together with a few classmates. Develop a list of strengths of group members that you think if further developed would be career assets, and explain why these strengths might be assets.

13.  Human beings are complex, and few, if any, simple and universal principles explain organizational behavior.  Two people often act very differently in the same situation, and the same person’s behavior changes in different situations.  We can say x leads to y, but only under conditions specified in z – the contingency variables.

14. 1) Globalization: 1)Increased Foreign Assignments. 2)Working With People From Different Cultures. 3)Overseeing Movement Of Jobs To Countries With Low- Cost Labor.

15. Managers need to figure out ways to adapt their management style to employees’ differences by understanding employees’ culture, geography, and religion that shaped them. Managers also need to understand the different needs, aspirations, and attitudes. Management practices need to be modified to reflects values of different countries in which organization operates. Managers also need to balance organization’s interests with their responsibilities to the community in which they operate.

16. 2) Managing Workforce Diversity: Organization are becoming more heterogeneous mix of people in terms of gender, race, age, ethnicity and sexual orientation. Managers need to recognize differences among employees and respond to it. This includes providing diversity training and revamping the benefits program to accommodate the different needs of different employees.

17. When diversity is positively managed, it ensures: Employee retention. Higher Productivity. No Discrimination. Increase creativity and innovation. Different perspectives on problems improve decision making.

18. 3) Improving Quality and Productivity. o Increased competition forced managers to reduce cost while increasing productivity as well as increasing their products’ quality. o Process reengineering – Evaluating every process in terms of its contribution to the organization’s goals. Reengineering redefines jobs and requires employees to undergo training to learn new skills.

19. 4) Shortage of Labor o Good wages and benefits are not enough to attract and retain skilled employees. o Managers need sophisticated recruitment and retention strategies. o Practices need to be modified to reflects the needs of an older workforces and motivate younger workers.

20. 5) Improving Customer Service  Employees’ attitudes and behavior are associated with customers’ satisfactions.  Management needs to create customers – responsive cultures.

21. 6) Improving People Skills. o Design motivating jobs and techniques to improve listening skills and create effective team. 7) Empowering People.  Managers learn how to give up control and employees are having to learn how to take responsibilities for their work and make appropriate decisions.

22. 8) Stimulating Innovation and Change.  Organization must maintain its flexibility, continually improve quality and cope with competitors by constantly producing innovative products or services.  Managers should identify ways to stimulate employees’ creativity and tolerance for change.

23. 9) Coping with “ Temporariness”.  Changes, globalization, expanded capacity, advanced technologies now more likely to replace permanent workers with temporary workers.  Managers should identify ways to overcome resistance to changes and create cultures that thrives on change.  Managers have to learn to live with flexibility, spontaneity and unpredictability.

24. 10) Working in Networked Organizations.  Computerization, the Internet and the ability to link computers within organizations and between organization. 11) Work Life Balance.  The line between work life and personal life has become blurred which creates personal conflicts and stress.  Organization that does not help their people to achieve work life balance will face difficulties in attracting and retaining most capable and motivated employees.

25. 12) Improving Ethical Behavior.  Ethical Dilemmas – situations in which individuals are required to define right and wrong conduct.  Managers need to create an ethically healthy climate for his employees.  Code of Ethics should be written and distributed to guide employees goes through ethical dilemmas.  Create protection mechanisms for employees who revealed internal unethical practices.

26. Levels of Analysis.  Individual level of analysis  Group level of analysis  Organization level of analysis Individual Level Group Level Organization Systems Level Basic OB Model

27. 1. Productivity # A performance measure that includes effectiveness (Achievement of goals ) and Efficiency (The ratio of effective output to the input required to achieve it). 2. Absenteeism # The failure to report to work. 3. Turnover # Voluntary and involuntary permanent withdrawal from an organization. 4. Organizational Citizenship # discretionary behavior that is not part of an employee’s formal job requirements but that nevertheless promotes the effective functioning of the organization. 5. Job Satisfaction # A collection of feelings that an individual hold toward his or her job.

28. 1. Individual Level Variables – Biographical characteristics, personal characteristics, values and attitudes, and basic ability levels. 2. Group Level Variables – Group behavior, effective work teams, communication, leadership and power and politics. 3. Organizational Level Variables – The design of formal organization, organization’s internal cultures, HR policies and practices.

29. Organizational Behavior Focus: ◦ To improve productivity. ◦ Reduce absenteeism and turnover. ◦ Reduce deviant workplace behavior. ◦ Increase organizational citizenship behavior. ◦ Increase employee job satisfaction.