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An Overview of Human Behavior in Organization

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Jay Ann Lagria

on 14 June 2014

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Transcript of An Overview of Human Behavior in Organization

OB AND THE MANAGER'S JOB
OB AND T
HE

MANAGEMENT PROCESS

ORGANIZATIONAL BEHAVIOR (OB)
MANAGING FOR EFFECTIVENESS
CONTEXTUAL PERSPECTIVES ON OB
CONTEMPORARY OB
An Overview of Human Behavior in Organization.
- is the study of human behavior in
organizational

settings
, of the
interface between human behavior
and
the organization
and the
organization itself
.
IMPORTANCE OF OB

Organization
influence our lives
so
powerfully.
The study of OB can
greatly clarify the factors
that
affect managers management.
OB can
play a vital role
in managerial work
.
OB AND MANAGEMENT
Ob is not a defined function or area of responsibility.

Knowledge of OB can be use by the managers to better understand their needs, motives, behaviors and feelings which help improve their decision-making capabilities.
OB is a perspective that provides insights and tools for managers.

Planning Organizing Leading Controlling
Human Resources
Financial Resources
Physical Resources
Information Resources
Effective and Efficient Attainment of Organizational Goals

PLANNING

- is the process of
determining
the organization's
desired future position
and deciding how
best to get there
.
FIRST Managerial Function
SECOND Managerial Function
ORGANIZING

-the process of
designing jobs
,
grouping jobs into manageable units
and
establishing patterns of authority
among jobs and groups of jobs.
LEADING

- the process of
motivating the the members
of the organizations
to work together toward
the organization's
goals
.
THIRD Managerial Function
FOURTH Managerial Function
Four Managerial Functions
CONTROLLING

- is the process of
monitoring
and
correcting the actions
of the organization and it's members
to keep
them
directed toward
their
goals
.
BASIC MANAGERIAL ROLES
ROLE
- is a part a person plays in a given situation
IMPORTANT MANAGERIAL ROLES
CATEGORY ROLE EXAMPLE
Interpersonal




Informational





Decision-Making
Figurehead
Leader
Liaison

Monitor

Disseminator
Spokesperson



Entrepreneur

Disturbance Handler
Resource Allocator
Negotiator
Attend employees retirement ceremony.
Encourage workers to increase productivity.
Coordinate activities of two committees.


Scan business work for information about competitors.
Send out memos outlining new policies.
Hold press conference to announce new plant.

Develop idea for the new product and convince others of its merits.
Resolve dispute.
Allocate budget requests.
Settle new labor contract.
INTREPERSONAL ROLES
Primarily social in nature; Manager's main task is to relate to other people in certain ways.
Figurehead
- taking visitors to dinner and attending ribbon-cutting.

Leader
- works to hire, train and motivate employees.

Liaison
- relating to others outside the group on organization
INFORMATIONAL ROLES
Involves some aspect of information processing.
Monitor
- actively seeks information that might be a value to the organization.


Disseminator
- transmits information.


Spokesperson
- speaks for the organization to outsiders.
DECISION-MAKING ROLES

Entrepreneur
- Voluntarily initiates change.

Disturbance Handler
- helps settle disputes between various parties.

Resource Allocator
- decides who will get what resources and how.

Negotiator
- represents the organization in reaching agreements with other organizations.
CRITICAL MANAGERIAL SKLLS
--> necessary to carry out basic functions and fill fundamental roles.
TECHNICAL SKILLS
Necessary to accomplish specifications within the organization.
Generally associated with the operations employed y the organization in its production process.
Manager uses these skills to communicate with, understand and motivate individuals and groups.
Managers spend a large of portion of their time interacting with others.
INTERPERSONAL SKILLS
CONCEPTUAL SKILLS
DIAGNOSTIC SKILLS
Manager's ability to think in the abstract.
Able to see the 'big picture'.
He/she can see opportunity whose others see roadblocks problems.
allows managers to better understand cause-and-effect relationship and to recognize the optimal solutions to problems.
CRITICAL MANAGERIAL SKILLS
Conceptual
Technical
Diagnostic
Interpersonal
Top Management



Middle Management



First-Line
Managerial Skills at DIFFERENT organizational LEVEL
CHARACTERISTICS OF THE FIELD
PSYCHOLOGY
SOCIOLOGY
ANTHROPOLOGY
POLITICAL SCIENCE
ECONOMY
ENGINEERING
MEDICINE
An Interdisciplinary Focus
A Descriptive Nature
OB is descriptive for several reasons:
Immaturity of the field.
Complexities inherent in human behavior.
Luck of valid, reliable and accepted definitions and measures.
BASIC CONCEPTS OF THE FIELD
Three Basic Categories
1. Individual Processes.

2. Interpersonal processes.

3. Organizational Processes and Characteristics.
Managerial Context Of Organizational Behavior
The Environment Context of OB
Individual Processes
Foundations
Motivations
Stress
Decision-Making
Interpersonal Processes
Groups & Teams
Communication
Leadership & Power Politics
Conflict & Negotiation
Organizational Processes
Organization Structure
Organization Design
Organization Culture
Organization Change
Individual-Level Outcomes
Productivity
Performance
Absenteeism
Attitude
Turnover
Stress
Group-Level Outcomes
Productivity
Performance
Norms
Cohesion
Group Structure
Organizational-Level Outcomes
Productivity
Performance
Turnover
Survival
Stakeholder Satisfaction
ORGANIZATION EFFECTIVENESS
SYSTEMS PERSPECTIVE
an Organizational system receives FOUR kinds of inputs from its environment.
FEEDBACK
INPUTS
Material
Human
Financial
Information
TRANSFORMATION
Technology (Including manufacturing, operations and service process)
OUTPUTS
Products/Services
Profits
Employee behavior
New Information
ENVIRONMENT
SITUATIONAL PERSPECTIVE
suggests that in most organizations, situations and outcomes are influenced by other variables.
UNIVERSAL APPROACH
SITUATIONAL APPROACH
VS.
INTERACTIONALISM
: People and Situation
--> attempts to explain hoe people select, interpret and change situation.
INDIVIDUAL
SITUATION
BEHAVIOR
Group and Team Level Outcomes
Groups Develop
productivity
performance
Norms
Cohesiveness


Organizational-Level Outcomes
Assessed in terms of;
productivity
performance
Financial Performance
Survival
Stakeholder
Individual-Level Outcomes
Individual Behaviors
productivity
performance
absenteeism
turnover
Individual Attitudes and Stress
attitudes
stress

Organizational Behavior (OB)
OB and the Management Process
OB and the Manager's Job
Contemporary OB
Contextual Perspective on OB
Managing for Effectiveness.
ORGANIZATIONAL BEHAVIOR (OB)
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