Module 1.pptx

1.
WHAT IS ORGANIZATIONAL
BEHAVIOR?
2

What is an Organization?
A group of people who work
together in an organized way to
achieve common goals.
3

Types of Organizations
 Corporations
 Armed forces
 Educational Institutions
 Healthcare Institutions
 Political organization
4

Functions of an organization
5

What is Psychology?
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A Scientific study of mind & behavior

Four Goals of Psychology
 Describe Behavior - “What are they doing?”
 Explain Behavior - “Why are they doing that?”
 Predict Behavior – “How will they behave in future?”
 Control Behavior – “How can the behavior be changed?”
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Definition of Organizational Behavior
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 “Organizational behavior is directly concerned
with the understanding, prediction, and control of
human behavior in organizations.” — Fred Luthans
 Organizational Behavior (OB) is the study of
human behavior in organizational settings

Why is OB important?
 Helps in becoming a more effective employee & a better manager
 Organization benefits from:
- Increased efficiency Lower Costs
- Increased employee satisfaction Lower attrition + High productivity
9
Increase in
People’s
Performance
Organizational
Success

Disciplines contributing to OB
10

What are Interpersonal Skills?
 Interpersonal skills are the behaviors we use to interact with others
effectively on the job & in the larger world
 Also known as People skills and Soft skills
 Some people are naturally gifted with interpersonal skills but others can
learn them
 Good interpersonal skills are essential for having a successful career
12

Interpersonal Skills
 Clear communication
 Active listening
 Emotional Intelligence
 Empathy
 Team work
 Assertiveness
 Integrity
13

Use of Interpersonal Skills
 Negotiating
 Getting along with others in the organization
 Dealing with difficult people
 Persuasion & Impression management
 Relationship building
15

IGNORING SOFT SKILLS = HARD LIFE
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Who is a Manager?
 An individual who achieves goals through other people (Traditional)
 Management is the act of engaging with an organization's human talent
and its resources to accomplish desired goals and objectives. (Modern)
 Responsible for a part of the company
 Different levels of manager – Junior, Mid, & Senior Level
26

What do Managers do?
Solves problems of an Organization by:
 Planning
 Organizing
 Leading
 Controlling
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Example: HR Manager
Problem statement: Payroll team is having issues with TAT (Turnaround Time).
Because of the Longer TAT employees are not happy.
 Planning: Conduct Training Needs Analysis. Needs Identified - Time management
skills , Technical skills. Define a standard of performance that the trainees will
show
 Organizing: Organize Programs on Time Management & Technical Skills, schedule
them, make arrangements, allot trainers
 Leading: Motivating his team of trainers to reach higher level of productivity and
guiding them
 Controlling: Analyze training feedback, conduct tests to measure knowledge,
performance evaluations from the managers of trainees
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Minztberg’s Managerial Roles
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Henry Minztberg

Management Skills
 Technical Skills
 Human Skills
 Conceptual Skills
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Effective Vs Successful Managers
Luthans and his associates studied more than 450 managers. All engaged in four
managerial activities:
1. Traditional management: Decision making, planning, and controlling.
2. Communication: Exchanging routine information and processing
paperwork.
3. Human resource management: Motivating, disciplining, managing conflict,
staffing, and training.
4. Networking: Socializing, politicking, and interacting with outsiders.
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Allocation of activities by time
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OB Challenges & Opportunities for Managers
 Managing Workforce Diversity
 Coping with temporariness
 Helping employees balance work life conflicts
 Responding to Globalization
33

Module 1.pptx

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