Key Focus Organizational

BehaviorPrepared by:

Ms. Irene V. Delarmino

INTRODUCTIONOrganizational behavior is the study and

application of knowledge about how people – as individuals and groups – act in organizations.

Its goals are to make mangers more effective at describing, understanding, predicting, and controlling human behavior.

Key elements to consider are people, structure, technology, and the external environment.

Previously known as human relations, organizational behavior has emerged as an interdisciplinary field of value to managers.

Organizational BehaviorIt is the study of how people behave

within an organization, and what incentives (or disincentives) influence their behaviors. While organizational behavior is typically applied in a business context, the principles are equally applicable to any organization – a church, a school, a team.

ORGANIZATION The term organization is broadly defined as

any group of individuals who collaborate to achieve a common goal.

In the case of business, that goal is profitability and economic value.

In the case of a sports team, it’s to win the championship.

Organizational behavior can be viewed as an application of concepts of psychology and sociology to the business or team environment.

1. Individual

2. Group

3. Organization

Levels of Organizational Behavior

Two or more people working together to achieve a common goal

Team It is a group in which members work

together under specific routines to achieve a specific goal.

In the modern world, teams can be virtual in nature, collaborating via information technology and never actually meeting.

Managerial Functions in Organizational Behavior

1.Planning2.Organizing

3.Leading4.Controlling

Managerial Functions in Organizational BehaviorPlanning It is the process of establishing an

organizational strategy which describes how resources will be divided, allocated, and utilized to aid in the accomplishment of organizational goals.

It is often a thought-intensive process, because a lot of variables have to be taken into account, and the future is rarely certain.

It is the process of establishing a management and organizational structure that will best enable the organization to achieve its goals.

Employees are grouped into groups, teams, and departments based on their function (e.g. sales, marketing, accounting, etc. )

A trend that is increasingly seen is cross-training – training employees so in an emergency, they can go beyond the normal scope of their job to assist in other areas.

Managerial Functions in Organizational BehaviorOrganizing

It is the process of actually running operations – coordinating activities to ensure that employees are all working towards accomplishing the set organizational goals.

In the 21st century, the management style shifting toward self-managed teams – instead of always having a supervisor directly overseeing their work, many teams are given a degree of autonomy to do their jobs in the way that allows them to best accomplish the set goals.

Managerial Functions in Organizational BehaviorLeading

It describes the constant process of monitoring and evaluating performance against goals and applying corrective actions where needed.

It is used across all departments of the organization, from accounting to supply chain management.

Managerial Functions in Organizational BehaviorControlling

Leader – a manager that passes down orders to employees and encourages

commitment to organizational goals.

Monitor – especially effective at planning and

controlling, finds problems and remedies them, also foresees problems before

they can crop up

Manager Types and Skills

Liaison – coordinates activities between

different groups and teams.

Negotiator – acts as an intermediary between the organization and its

suppliers and customers, trying to reach an

equilibrium beneficial to each party involved.

Entrepreneur – “new idea” thinker who expands the

organization into new areas.

Primary Skills Type of a Manager

1. Conceptual skills – utilization of logic to diagnose the causes of effects. Can be thought of as “IQ”.

2. Human skills – utilization of interpersonal skills to effectively lead a group. Can be thought of as “EQ”.

3. Technical skills – utilization of job/industry-specific knowledge and practices to ensure organizational goals are achieved. Can be thought of as “educational/experience”.

Thank you!