Behavior within organizations
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OB is still developing as a scientific discipline. While it draws from other fields like psychology, its ability to precisely predict human and organizational behavior is more limited compared to fields like physics or mathematics that deal with less complex and variable subjects. OB would likely be on the lower end of the scale, perhaps a 5 or 6, recognizing both the progress it has made as well as the challenges of its subject matter. Continued research can help strengthen OB's scientific foundation over time.
Behavior within organizations
- 1. Behavior within organizationsBehavior in organizationsPresented By :Ghanshyam Guptaghanshyamgupta7@gmail.com
- 2. Organization It is a structured social system consisting of groups and indivuals working together to meet some agreed upon objectives. To fully understand behavior in organizations we must consider three levels of analysis: processes occurring within indivuals, groups and organizations.
- 3. Theory XA traditional Philosophy of management suggesting that most people are lazy, dislike work, need direction and will work hard only when they are pushed into performing.
- 4. Theory YA philosophy of Management suggesting that under the right circumstances people are fully capable of working productively and accepting responsibility for their work.
- 5. ManagerSomeone who works with and through other people by coordinating their work activities in order to accomplish organizational goals
- 7. Efficiency & Effectiveness in Management
- 8. What do Managers Do?Functions
- 9. Roles
- 10. Skills
- 11. Conceptual skillsAbility to use information to solve business problems
- 12. Identification of opportunities for innovation
- 13. Recognizing problem areas and implementing solutions
- 14. Selecting critical information from masses of data
- 15. Understanding of business uses of technology
- 16. Understanding of organizations business modelCommunication SkillsAbility to transform ideas into words and actions
- 17. Credibility among colleagues, peers and subordinates
- 18. Listening and asking questions
- 19. Presentation skills; spoken format
- 20. Presentation skills: written and/or graphic formatsEffectiveness skillsContributing to corporate mission/ departmental objectives
- 21. Customer focus
- 22. Multitasking: working at multiple tasks in parallel
- 25. Reviewing operations and implementing improvements
- 26. Setting and maintaining performance standards internally and externally
- 27. Setting priorities for attention and activity
- 28. Time managementInterpersonal SkillsCoaching and mentoring skills
- 29. Diversity skills: Working with diverse people and cultures
- 31. Networking outside the organization
- 32. Working in teams; cooperation and commitmentChanges impacting the Managers JobChanging Technology(digitization)Increased Threats to SecurityChangesImpact of ChangesShifting organisational boundaries
- 37. Risk Management
- 38. Work life –Personal Life Balance
- 42. Employee assistanceChanges impacting the Managers JobIncreased Emphasis onOrganizational & Managerial EthicsIncreased CompetitivenessChangesImpact of ChangesRedefined Values
- 43. Rebuilding Trust
- 45. Customer service
- 46. Innovation
- 47. Globalization
- 48. Efficiency / ProductivityBusiness Organization
- 49. Changing OrganisationTraditional OrganisationNew OrganisationStableInflexibleJob focusedWork is defined by job positionsIndivual-orientedPermanent jobsCommand OrientedManagers always make decisionsRule orientedRelatively homogenous workforceWorkdays defined as 9 to 5Hierarchical relationshipsWork at organizational facility during specific hours. DynamicFlexibleSkills focusedWork is defined in terms of task to be donsTeam orientedTemporary jobsInvolvement orientedEmployees participate in decision makingCustomer orientedDiverse workforceWorkdays have no time boundariesLateral & Networked relationshipsWork anywhere ,any time
- 50. Need for management All Sizes of Organisation Small - LargeAll Types of OrganizationsProfit- Non ProfitAll Organizational areas Manufacturing, marketing, Human Resources, Accounting etcNeed for Management inAll Organization LevelsBottom- Top
- 51. Interpersonal TrustIt is a positive expectation that another will not through words ,actions, or decisions act opportunistically.It implies familiarity and risk.
- 52. POSITIVE EXPECTATION- means knowledge and familiarity about the other party. It takes time to form , building incrementally and accumulating.OPPORTUNISTIC- refers to the inherent risk and vulnerability in any trusting relationship. It is not taking risk per se rather it is a willingness to take risk.
- 54. Types of TrustDeterrence based Trust-based on fear of reprisal if the trust is violated.Knowledge based Trust-based on behavioral predictability that comes from interaction and information.Identification Based Trust- highest level ,achieved when there is an emotional connection between parties. It allows one party to act as an agent for the other and substitute for that person in interpersonal transaction.
- 55. Principles of TrustMistrust drives out trustTrust begets trustTrust can be regainedMistrusting groups Self DestructMistrust generally reduces productivity
- 56. ExerciseWhat is the importance of interpersonal skills?
- 57. What do managers do in terms of functions, roles and skills?
- 58. What do managers do in terms of functions, roles and skills?
- 59. What are effectiveness and efficiency and how are they related?
- 60. On a scale of 1 to 10 measuring the sophistication of scientific discipline in predicting phenomena, maths and physics would probably be 10. Where do you think OB stands for?