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UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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ORGANISATIONAL BEHAVIOUR
Suggested Books - By Authors1. Stephen P Robbins
2. Fred Luthans
3. Steven L McShane & Mary Ann Von Glinow
4. Don Hellriegel, John W Slocum &
Richard W Woodman
5. Jit S Chandan
6. Aswathappa
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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CHAPTER ONE
INTRODUCTION TO ORGANIZATIONAL
BEHAVIOUR
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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WHAT IS AN ORGANIZATION?
Organisations are social inventions for accomplishing goals through group efforts.
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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MANAGERIAL FUNCTION
Planning Organising Directing Controlling
Behavioural aspects are connected with each of them
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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HENRY MINTZBERG’S MANAGERIAL ROLES
I. InterpersonalII. InformationalIII. Decisional
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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I. INTERPERSONAL
Role DescriptionFigurehead - Symbolic head.
Routine duties of legal or social nature
Leader - responsible for motivation and
direction of subordinatesLiaison - maintains network of
outside contacts
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II. INFORMATIONAL
Role DescriptionMonitor Nerve centre for
internal and external information.
Disseminator Transmits information received to
members of organization.Spokesperson Transmits information
to outsiders
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III. DECISIONAL
Role DescriptionEntrepreneur - Searches for opportunity
and projects for change.Disturbance - Responsible for corrective
handler action when organization faces disturbances.
Resource - makes significant.allocator organizational decisionsNegotiator - represents organization in
major negotiation.
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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MANAGEMENT SKILLSRobert Katz
Skill Ability toTechnical - apply specialised
knowledge or expertiseHuman - work with, understand
and motivate other peopleConceptual- analyse and diagonise
complex situations
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COMPETENCY
is an interrelated set of skills, behaviours, attitude and knowledge needed by an individual to be effective in most professional and managerial positions.
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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FOUNDATION COMPETENCIES FOR
INDIVIDUAL AND MANAGERIAL EFFECTIVENESS
1. Self2. Communication 3. Diversity 4. Ethics5. Across Cultures6. Teams7. Change
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1. MANAGING SELF COMPETENCY
involves the ability to
-assess our own strengths & weakness
-set and purse professional & personal goals
-balance work & personal life-engage in new learning
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2. MANAGING COMMUNICATION
COMPETENCY
involves the ability to use all modes of transmitting, understanding and receiving thoughts and feelings – verbal, listening, nonverbal, written, electronic and the like – for accurately transferring and exchanging information and emotions.
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3. MANAGING DIVERSITY COMPETENCY
involves the ability to – value unique individual and group characteristics, embrace such characteristics as potential sources of organisational strength and respect the uniqueness of each individual.
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4. MANAGING ETHICS COMPETENCY
involves the ability to – incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviours.
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5. MANAGING ACROSS CULTURES COMPETENCY
involves the ability to – recognise and embrace similarities and differences among nations and cultures and then approach key organisational and strategic issues with an open and curious mind.
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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6. MANAGING TEAMS COMPETENCY
involves the ability to – develop, support, facilitate and lead groups to achieve organisational goals.
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7. MANAGING CHANGE COMPETENCY
involves the ability to – recognise and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures or technologies in a persons area of responsibility.
UGC/TRIEA/UNOM/DOMS/PTS OB/L01/S
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The study of Organisational Behaviour (OB)is to understand and improve
all the competencies.
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OB – DEFINITION
a. Robbins:OB is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organisations for the purpose of applying such knowledge towards improving an organisation’s effectiveness.
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OB – DEFINITION (Contd.)
b. McShane & Vonglinow:
OB is the study of what people think, feel and do in and around organisations.
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OB – DEFINITION (Contd.)
c. Hellriegel, Solcum & Woodman:OB is the study of human behaviour, attitude and performance in organisations
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FIVE ANCHORS OF OB
1. Multidisciplinary 2. Scientific method3. Contingency 4. Multi levels 5. Open system
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1. MULTI DISCIPLINARY ANCHOR
DISCIPLINESTRADITIONAL EMERGING*Psychology *Communications*Sociology *Information systems*Anthropology *Women studies*Political Science*Economics*Industrial Engineering
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2. SCIENTIFIC METHOD ANCHOR
Scientific method is a set of principles and procedures that help researches to systematically understand previously unexplained events and conditions.
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3. CONTINGENCY ANCHOR
Contingency is the idea that a particular action may have different consequences in different situations; that no single solution is best in all circumstances
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4. MULTIPLE LEVELS OF ANALYSIS ANCHOR
Individual level Team level Organisational level
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5. OPEN SYSTEMS ANCHOR
Company is a living system – within the context of larger systems.
Organisations consist of independent parts that work together to continually monitor and transact with external environment
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CONCLUSION
With the understanding of the nature and scope of OB remaining topics will be dealt from multiple levels framework