01. Session-One-Introduction-to-Management-and-OB-.ppt

Copyright © Houghton Mifflin Company. All rights reserved. 1 - 1
Session Two
Introduction to Management and Organizational Behaviour

Contents to be covered
 Business
 Organization
 Management
 Development of Management
 Principles of Management
 Management Process
 Levels of Management
 Roles and Skills of Manager
 Organizational Behaviour (OB)
 Major Disciplines/Areas of OB
 Basic Model of OB

Business is nothing it’s all about 6 M !!!!!
B=∑ P+E
P= Factors of production (Men, Machines, Materials, Money, and Methods)= 5Ms
E= Exchange of goods and services=Market=1 M
General perceptions
1. It must be related with economic activity
2. It must be involved in legal activity
3. It must be connected to some factors of productions.
4. Products or services usually should exchange in a market place
5. The main motive must be earning profit.

1 - 4
What Is an Organization?
• A group of people working together in a structured and coordinated
fashion to achieve a set of goals.
How Do Managers Combine and Coordinate the Various Kinds of Resources?

1 - 5
• What Is Management?
Management= Manage + Men+ T(Tactfully)
A set of activities (including planning and decision making,
organizing, leading, and controlling) directed at an organization’s
resources (human, financial, physical, and informational) with the
aim of achieving organizational goals in an efficient and effective
manner

Second Development of Management and
Behavioural Theories
Theory: Theory is simply a road map or blue print that help us by organizing
information and providing a systematic framework.
1. Classical Management Approaches/Theories
1. Scientific management
2. Administrative principles
3. Bureaucratic organization
2. Behavioral Management Approaches/Theories
1. The Hawthorne studies
2. Maslow’s theory of human needs
3. McGregor’s Theory X and Theory Y
.

Major branches in the classical
approach to management

Scientific Management
• Frederick Winslow Taylor (1856-1915) is the father of scientific
management (USA)
• Because his eye problem, he could not attend Harvard
University. Rather he started his career as lobour and worker
three companies.
• Based on his practical experience he wrote some books
8

Principles of scientific management
1. Science not rule of thumb: Develop for every job a
“science” that includes rules of motion, standardized
work implements, and proper working conditions.
2. Scientific selection: Carefully select workers with the
right abilities for the job.
3. Divide the work and responsibility: Equal power and
responsibility.
4. Supports: Support workers by carefully planning their
work and by smoothing the way as they go about their
jobs.
9

Administrative Management
• Henri Fayol (1841-1925) France Mining Engineer (France)
— rules/duties of management:
Foresight
to complete
a plan of
action for
the future
Organization
to provide
and mobilize
resources to
implement
the plan
Command
to lead,
select, and
evaluate
workers to
get the best
work toward
the plan
Coordination
to fit diverse
efforts
together and
ensure
information
is shared
and
problems
solved
Control
to make
sure things
happen
according to
plan and to
take
necessary
corrective
action

1 - 11
The Management Process
Planning
Setting the organization’s goals and deciding how
best to achieve them.
Organizing
Determining how best to group activities and
resources.
Leading
Motivating members of the organization
Controlling
Monitoring and correcting activities

01. Session-One-Introduction-to-Management-and-OB-.ppt

1 - 14
Kinds of Managers
Managing at Different Levels of the
organization:
Top Managers
• Small group of executives who
manage the overall organization, the
strategic level.
Middle Managers
• A large group that implement the
strategies developed at the top.
First-Line Managers
– Supervise and coordinate the
activities of operating employees.

1 - 15
Basic Managerial Roles and Skills
Regardless of level or area within an
organization, all managers must play certain
roles and exhibit certain skills in order to be
successful, such as:
– Do certain things
– Meet certain needs
– Have certain responsibilities

1 - 16
The ten roles as per Mintzberg (1973)

1 - 17
Managerial Skills
• In addition to fulfilling roles, managers also need
a number of specific skills.
• The most fundamental management skills are:
– Technical
– Interpersonal
– Conceptual
• Necessary to accomplish or
understand the specific kind of
work being done.
• These skills are especially
important for first line
managers.
Technical Skills

1 - 18
Interpersonal Skills
• The ability to communicate with, understand, and
motivate both individuals and groups.
• Be able to get along with:
– Subordinates
– Peers
– Those at higher levels
• A manager’s ability to think in the abstract.
• The mental capacity to:
– Understand organizational goals and its
environment.
– How the organization is structured.
– Viewing the organization as system.
Conceptual Skills

Sources of
Management Skills

20
Organizational Behaviour (OB)
Organization
A purposeful coordinated social unit composed of two or more people that functions on a relatively
continuous basis to achieve a common goal or set of goals.
Behaviour
Behaviour is an action that is observable and measurable. Usually, behavior is observable.
For example, a student may show anger by making a face, yelling, crossing his arms, and turning away
from the classroom
What indicates?
Organizational Behaviour (OB)
OB is a field of study that investigates the individuals’, groups’ behavior within organizations for the
purpose of applying such knowledge toward improving an organization‘s effectiveness.

Identify the Major Behavioral Science
Disciplines That Contribute to OB

Three Levels of OB Model
• Inputs
– Variables like personality, group structure,
and organizational culture that lead to
processes.
– Group structure, roles, and team
responsibilities are typically assigned
immediately before or after a group is
formed.
– Organizational structure and culture change
over time.

• Processes
– If inputs are like the nouns in
organizational behavior, processes are like
verbs.
– Defined as actions that individuals, groups,
and organizations engage in as a result of
inputs, and that lead to certain outcomes.

• Outcomes
– Key variables that you want to
explain or predict, and that are
affected by some other variables.

Outcome Variables (Individual)
• Attitudes and stress
– Employee attitudes are the evaluations employees make, ranging from
positive to negative, about objects, people, or events.
– Stress is an unpleasant psychological process that occurs in response to
environmental pressures.
• Task performance
– The combination of effectiveness and efficiency at doing your core job tasks is
a reflection of your level of task performance.

Outcome Variables (Individual)
• Organizational citizenship behavior
– The discretionary behavior that is not part of an employee’s formal job
requirements, and that contributes to the psychological and social
environment of the workplace, is called organizational citizenship
behavior.
• Withdrawal behavior
– Withdrawal behavior is the set of actions that employees take to separate
themselves from the organization.

Outcome Variables (Group)
• Group cohesion
– Group cohesion is the extent to which members of a group
support and validate one another at work.
• Group functioning
– Group functioning refers to the quantity and quality of a
group’s work output.

Outcome Variables (Organizational)
• Productivity
– An organization is productive if it achieves its goals by
transforming inputs into outputs at the lowest cost. This requires
both effectiveness and efficiency.
• Survival
– The final outcome is organizational survival, which is simply
evidence that the organization is able to exist and grow over the
long term.

Three Levels of Analysis in This Text’s OB Model
Exhibit 1-5 A Basic OB Model

01. Session-One-Introduction-to-Management-and-OB-.ppt

More Related Content

Similar to 01. Session-One-Introduction-to-Management-and-OB-.ppt (20)

Recently uploaded (20)

01. Session-One-Introduction-to-Management-and-OB-.ppt