1. Organizational Behavior and Human Resource Management
Stephen P. Robbins , Organizational Behavior
Dessler, Gary, Human Resource Management
11th edition

2. Lecture outline The importance of interpersonal relationship
Manager’s functions roles and skills
What is organizational behavior?
OB systematic study
Behavioral disciplines that contribute to OB
Challenges and opportunities in applying OB concepts
Three levels of OB model

3. Importance of interpersonal skills
Lets answer the following questions:
What are interpersonal skills?
How can they be developed and enforced?
Can we call them “people skills”?
Thus in today’s world technical skills are necessary, but they are not enough to succeed in management. They have to have good people skills> this course is designed to help and develop managers develop those skills.

4. What managers do? What managers do can be in the following terms
Management functions
Panning
Organizing
Leading
controlling
Management roles
Management skills

5. Managerial Roles
A role is a set of specific tasks a person performs because of the position they hold.
Roles are directed inside as well as outside the organization.
Three broad categories of roles:
Interpersonal
Informational
Decisional
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6. Interpersonal role
The interpersonal roles ensure that information is provided.
Figureheads: projecting a set of values, communicating an image
Symbolizes the organization and what it is trying to achieve.
Leader role: needs to be informed, as well as informing. Leadership skills commonly lacking in managers
Train, counsel, mentor and encourage high employee performance.
Liaison Role: developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures.
Link and coordinate people inside and outside the organization to help achieve goals.
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7. Informational role
The informational roles link all managerial work together.
Monitor: sifting, sorting, selecting information (to help set the agenda)
Phone, meetings, memos, social functions, mail, public gatherings
Analyzes information from both the internal and external environment.
Disseminator: the passing of relevant information to subordinates.
Managers transmits information to influence attitudes and behavior of employees
Spokesperson: has to be able to express it, have solid verbal skills
That is right message at right times
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8. Decisional role
The decisional roles make significant use of the information.
Entrepreneurial: ability to identify opportunities and threats-able to do this in diverse situations-work or leisure.
Disturbance handler: more information available, more likely correct decision is made
Resource allocator: to divisions or departments; managers need to have an understanding of what resources are needed for effective functioning (e.g. budget gamesmanship)
Negotiator: managers need precise and relevant information to facilitate this role. Therefore the best managers.
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9. Principles of Management

10. The performance and requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management.
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11. So what kind of basic skills and knowledge does the managers require??
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12. Managerial knowledge, skills & performance
Knowledge base:
Managers need a relevant, fairly extensive knowledge base for their particular managerial job. This may be in several areas e.g.
Knowledge of industry
Knowledge of product
Knowledge of market
Knowledge of technology
Skill base:
Mangers also need particular skills in order to function effectively in achieving their objective.
Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect.
Human skills: the ability to understand, alter, lead and control people’s behavior
Technical skills: the job specific knowledge required to perform a task. e.g. marketing, accounting and manufacturing.
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13. An ability to choose and achieve appropriate goals
These skills and knowledge are required by the Managers to function in two key ways:
1. Effectively
An ability to choose and achieve appropriate goals
2. Efficiently
An ability to make the best use of resources.
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14. Technical skills
The technical skill implies an understanding of and proficiency in a specific kind of activity, particularly one involving methods, processes, procedures or techniques.
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15. Human skills
This refers to the ability to work with, understand and motivate other people.
A person with a highly developed human skills is likely to understand the feelings and emotions of other individuals and groups.
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16. Conceptual skills
This skill involves the ability to see the enterprise as a whole. It includes how the various functions of organization depend on one another and how changes in any one part affect all the others. It also extends to the relationship of the individual business to the industry.
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17. Vertical differences in Managerial Roles
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18. Effective versus successful managers
So we can conclude and say that managers usually spend most of their time in the following managerial activities:
Traditional management
Communication
Human resource management
Networking

19. What is Organizational Behavior (OB)?
It is 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 towards improving an organization's effectiveness.

20. It includes topics such as:
Motivation
Leadership behavior
Power
Interpersonal communication
Group structure
Learning
Perception
Change process
Conflict
Work design
Work stress

21. Systematic approach to OB
Systematic study means looking at relationships, attempting to attribute cause and effects and basing your conclusion on scientific evidence, i.e. based on data gathered under controlled conditions measured and interpreted in a certain manner.

22. Disciplines that contribute to OB field
Psychology
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 social environment or culture

23. Social psychology Anthropology
An area of psychology that blends concepts from psychology and sociology and focus on influence of people on one another
Anthropology
The study of societies to learn about human beings

24. Psychology’s contribution
Deals with individuals
Learning
Motivation
Personality
Emotions
Perception
Training
Job satisfaction
Individual decision making
Performance appraisal
Work design
Work stress

25. Social psychology’s contribution
Deals with groups
Behavioral change
Attitude change
Communication
Group processes
Group decision making
Power
Conflict
Intergroup behavior

26. Sociology’s contribution
Deals with groups and organization system
Communication
Power
Conflict
Intergroup behavior
Formal organization theory
Organizational change
Organizational culture

27. Anthropology’s contribution
Deals with groups and organization systems
Cross cultural analysis
Comparative values
Comparative attitudes
Organizational culture
Organizational environment
Power

28. Human beings are complex
Two people often act differently in different situations
does everyone like complex and challenging work??

29. Challenges and opportunities for OB
Globalization
Increased foreign assignments
Working with people from different cultures
Movement of jobs to countries with low cost labor
Managing people during War on terror
Managing workforce diversity
Embracing diversity
Changing demographics

30. Improving quality and productivity
Improving customer service
Improving people skills
Stimulating innovation and change
Coping with “temporariness”
Working in networked organizations
Helping employees balance work-life conflicts
Creating a positive work environment

31. Developing and OB model
The dependent variable
Productivity
Absenteeism
Turnover
Job satisfaction
Deviant workplace behavior – voluntary behavior that violates significant organizational norms which may address any form of job dissatisfaction
Organizational citizenship behavior- discretionary behavior that is not part of an employee’s formal job requirements but that promotes the effective functioning of the organization.

32. The independent variables
Individual level variables
Group level variables
Organization system level variables