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MANAGEMENT
AND
ORGANISATIONAL BEHAVIOUR
DEFENITIONS OF ALL THE TOPICS COVERED IN THE SYLLABUS
PREPARED BY:
SILIVERU SANDHYA [31]
FANESA BEGUM [09]
AFROSE BEGUM []
PRIYANKA []
MBA Regular I Semester – 2010
School of Management Studies
Jawaharlal Nehru Technological Univerisity
Kukatpally, Hyderabad-500 085.](https://image.slidesharecdn.com/mobdefinitions-121202002738-phpapp01/85/Mob-definitions-1-320.jpg)
Mob definitions
- 1. 0 MANAGEMENT AND ORGANISATIONAL BEHAVIOUR DEFENITIONS OF ALL THE TOPICS COVERED IN THE SYLLABUS PREPARED BY: SILIVERU SANDHYA [31] FANESA BEGUM [09] AFROSE BEGUM [] PRIYANKA [] MBA Regular I Semester – 2010 School of Management Studies Jawaharlal Nehru Technological Univerisity Kukatpally, Hyderabad-500 085.
- 2. 1 UNIT – I DECISION MAKING: The process of identifying and selecting a course of action to solve a specific problem {(or) take advantage of an opportunity – is an impact of every manager’s job}. MANAGEMENT: The process of planning, organizing, leading and controlling the work of organization members and of using all available organizational resources to stated organizational goals. MANAGER: People responsible for directing the efforts aimed at helping organizations achieve their goals. ORGANIZATION: Two or more people who work together in a structured way to achieve a specific goal or set of goals. PLANNING: The process of establishing goals and a suitable course of action for achieving those goals. ORGANIZING: The process of engaging tow or more people working in together in structured way to achieve a specific goal on set of goals. LEADING: The process of directing and influencing the task-related activities of group members or an entire organization. CONTROLLING: The process of ensuring that actual activities conform to planned activities. FIRST LINE MANAGERS: The lowest level in an organization at which individuals are responsible for the work of others. MIDDLE MANAGERS: Middle managers direct the activities of lower level managers and sometimes those of operating employees as well. They are responsible for other managers and sometimes for some operating employees. They also report to more senior managers. TOP MANAGERS: Managers responsible for the over all management of the organization; they establish operating policies and guide the organizations interaction with its environment. FUNCTIONS: A classification referring to a group of similar activities in an organization, such as marketing or operations. STAFFING: It involves the process of filing positions in the organization structure.
- 3. 2 PROGRAMMED DECISIONS: It is applied to structured/routine problems. NON PROGRAMMED DECISIONS: These decisions are used for unstructured novel and ill defined situations of a nonrecurring nature. UNIT - II ORGANIZING: Identification and classification of required activities, the grouping of activities necessary to attain objectives; the assignment of each grouping to a manager with the authority necessary to supervise it; the provision for co-ordination horizontally (similar organizational level) and vertically(i.e., corporate headquarters and department) ORGANIZATION: Formalized international structure of roles or positions. Sometimes denotes an enterprise. FORMAL ORGANIZATION: The intentional structure of roles in a normally organized enterprise. The structure must furnish an environment in which individual performance both present and future, contributes most effectively to group goals. INFORMAL ORGANIZATION: Network of personal and social relations not established or required by the formal organization but arising spontaneously as people associated with one another. DEPARTMENT: It designates a distinct area of division, or branch of an organization over which a manager has authority for the performance of specified activities. SPAN OF MANAGEMENT: It states that there is a limit to the number of subordinates a manager can effectively supreme but the exact number will depend on the impact of several underlying factors. 1. Subordinate training 2. clarity of delegation of authority 3. clarity of mans 4. use of objective standards 5. rate of change ENTREPRENEURSHIP: Innovation that is goal oriented change to utilize the enterprises potential. ENTREPRENEUR: A person who focuses on innovation and creativity and who transforms a dream or an idea into a profitable venture by operating within the organizational environment. STRUCTURE OF ORGANIZING:
- 4. 3 1. Objectives – activities derived from them. 2. Authority available to an enterprise’s management. 3. Plan must reflect its environment 4. Grouping of activities and the authority relationship of an organization structure. DEPARTMENTATION: Grouping activities and people into departments. POWER: Is the ability of individuals or groups to induce or influence the beliefs or actions of the persons or groups. AUTHORITY: It is the right in a position to exercise discretion in making decisions affecting others. LINE FUNCTIONS: These have direct impact on the accomplishment of the objectives of the enterprise. SCALAR PRINCIPLE ORGANIZATION: The clearer the line of authority form the ultimate management position in an enterprise to every subordinate position, the clearer will be the responsibility for decision making and the more effective will be organization communication. STAFF FUNCTIONS: These functions are those that help the line persons work most effectively in accomplishing the objectives. FUNCTIONAL AUTHORITY: It is right which is delegated to an individual or a department to control specified processes, practices, policies by persons in other departments. DECENTRALIZATION: It is the tendency to disperse decision making authority in an organized structure. DELEGATION: Authority is delegated when a superior gives a subordinate discretion to make decisions. STAFFING: It is defined as filling and keeping filled positions in the organization structure. GROUP DYNAMICS: Study of groups (>2 individuals) concerned with small group behavior. It implies continuously changing and adjusting relationships among group members. GROUPS VS TEAMS: A group consists of two or more individuals, interacting and interdependent who have come together to achieve a common goal.
- 5. 4 A team is a small group of people with complementary skills who work actively together to achieve a common purpose for which they hold themselves collectively accountable. EMPOWERMENT: It is a process in which employees are given increasing amounts of autonomy and discretion in connection with their work. ROLE AMBIGUITY: Occurs when the individual employee is unclear about the dictates of a given situation or doesn’t know what he’s supposed to be doing. UNIT – III ORGANIZATIONAL BEHAVIOR: “Organizational behavior is a field of study that investigates the impact that individuals, groups and organizational structure have on behavior within the organization, for the purpose of applying such knowledge towards improving an organizational effectiveness” Organizational behavior is the study and application of knowledge about human behavior related to other elements of an organization such as structure, technology and social systems (LM Prasad). “Organizational behavior as a field of study that investigates the impact on individuals, groups and structure have on behavior within organization for the purpose of applying such knowledge towards improving organization effectiveness (Stephen P Robins defines). PERCEPTION: Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment (Robbins). Perception is the selection and organization of environmental stimuli to provide meaningful experiences for the perceiver. Perception implicates the search for, obtaining and processing of the information in the mind. It can also be referred to as a psychological process where people obtain (or take) information from the environment and make sense of their worlds. A process by which people attend to incoming stimuli, organize and interpret such stimuli into behavior. A process by which individuals organize and interpret their sensory impression in order to give meaning to their environment.
- 6. 5 ATTRIBUTION: Attribution refers to the tendency one develops to explain the ways in which one judges other people’s behavior. Attribution is the complex process in which we observe other’s behavioiur and try to infer causes behind it from various areas. Attribution theory suggest that when we evaluate human behavior, it is either internally caused or it is caused due to external factors as explained above. The determination however depends on the following three factors Distinctiveness, Consensus, Consistency. PERSONALITY: Personality is a dynamic organization within an individual of those psychological systems that determines his unique adjustment with the environment. It is a sum total of ways in which an individual reacts and interacts with others. Personality is a stable set of characteristics and tendencies that determine those commonalities and differences in the psychological behavior (thoughts, feelings, and actions) of people that have continuity in time and that may not be easily understood as the sole result of the social and biological pressures of the moment ATTITUDES: According to G.W. Allport, “Attitude is a mental and neutral state of readiness organized through experience, exerting a directive or dynamic influence upon individual’s response to all objects and situations with which it is related.” Krech and Crutchfield defined “attitude as an enduring organization of motivational, emotional, perceptual and cognitive processes with respect to some aspect of the individual’s world” According to Katz and Scotland, “Attitude is a tendency or predisposition to evaluate an object or symbol of that object in a certain way”. BEHAVIOR MODIFICATION: Learning is essential for human resource development. Technical skills, motivational values and behavioral conduct are developed through the learning process. Organizational behavioiur is instrumental in increasing productivity and effectiveness. Reflexive behavior, operant behavior and social learning behavior and developed for the modification of organizational behavior. Technically speaking modification of organizational behavior involves identification measurement, analysis, intervention and evaluation behavior. UNIT – IV MOTIVATION: Motivation is human psychological characteristic that contributes to a person’s degree of commitment. It includes the factors that cause, channel, and sustain behavior in a particular committed direction.
- 7. 6 MOTIVATING: It is the management process of influencing people’s behavior based on their knowledge of ‘what makes people tick’. Motivation and motivating both deal with the range of conscious human behavior. LEADERSHIP: The process of directing and influencing the task related activities of group members. NEED THEORY: Theory of motivation that addresses what people need or require to line fulfilling lives, particularly with regard to work. MASLOWS HIERARCHY OF NEEDS: Theory of motivation that people are motivated to meet five types of needs, which can be ranked in a hierarchy. They are 1. Self actualization needs 4. Safety and security needs 2. Esteem needs 5. Physiological needs. 3. Belongingness needs HERTZBERG’S TWO FACTOR THEORY: Hertzberg’s theory that work dissatisfaction and satisfaction arise from two different sets of factors. 1. Dis-satisfiers 2. Satisfiers GOAL SETTING THEORY: A process theory of motivation that focuses on the process of setting goals. It is described in terms of four phases of a persons reasoning. 1. Establishment of a standard to be attained 2. Evaluation whether the standard can be achieved. 3. Evaluation of whether the standard matches personal goals. 4. The standard is accepted, the goal is thereby set., and behavior proceeds toward the goal. JOB DESIGN: The division of an organization’s work among its employees. Job design is a vehicle for systematically implementing the degree of decentralization that managers want and believe is necessary for pursuing organizational goals. It is there a way for mangers to communicate to employees the opportunities that employees will have the exercising power and authority. LEADERSHIP STYLES: These are various patterns of behavior favored by leaders during the process of directing and influencing workers. 1. Directive 7. Free-rein 2. Supportive 8. Task – oriented 3. Achievement – oriented 9. Structured 4. Participative 10. Managerial grid
- 8. 7 5. Positive and negative 11. Contingency leadership 6. Autocratic LEADERSHIP THEORIES: 1. TRAIT THEORY: The trait theory attempts to isolate the attributes of successful and unsuccessful leaders and using this list of traits, predict the success or failure of potential leaders. 2. BEHAVIORAL THEORY: It attempts to describe leadership in terms of what leaders do, while trait theory seeks to explain leadership on the basis of what leaders are 3. SITUATIONAL THEORIES: These theories take the position that the variables in each situation must be analyzed before an optimum leadership style can be selected. Leadership is a complex social and interpersonal process; and to understand it fully we need to see the situation in which a leader operates. TRANSACTIONAL LEADER: A transaction leader is given power to perform certain tasks and reward or punish for the team's performance. It gives the opportunity to the manager to lead the group and the group agrees to follow his lead to accomplish a predetermined goal in exchange for something else. Power is given to the leader to evaluate, correct and train subordinates when productivity is not up to the desired level and reward effectiveness when expected outcome is reached. TRANSFORMATIONAL LEADER: A transformational leader motivates its team to be effective and efficient. Communication is the base for goal achievement focusing the group on the final desired outcome or goal attainment. This leader is highly visible and uses chain of command to get the job done. Transformational leaders focus on the big picture, needing to be surrounded by people who take care of the details. The leader is always looking for ideas that move the organization to reach the company's vision. LEADING VS MANAGING: 1. RELATIONSHIP: Managing implies the existence of manager. It arises within the organization where as leading can occur anywhere. It does not have to originate in the organization context. 2. SOURCES OF INFLUENCE: Managers obtain authority from the organization where as leaders get power from his followers. 3. ROLE CONTINUANCE: A manager may continue in office as long as his performance is satisfactory and acceptable to organization where as a leader maintains his position only through the day-to-day wish of the followers. 4. REASONS FOR FOLLOWING: People follow managers because their job description, supported by a system of rewards and sanctions, requires them to follow where as people follow leaders on voluntary basis. 5. ACCOUNTABILITY: Manager-ship implies a clear-cut accountability relationship where as leadership implies no accountability relationship between himself and the followers and to organization.
- 9. 8 EVALUATION: It is a systematic determination of merit, worth, and significance of something or someone using criteria against a set of standards. Evaluation often is used to characterize and appraise subjects of interest in a wide range of human enterprises, including the arts, criminal justice, foundations and non-profit organizations, government, health care, and other human services. UNIT - V COMMUNICATION: The process by which people attempt to share meaning via the transmission of symbolic messages. ENCODING: The translation of information into a series of symbols for communication. DECODING: The interpretation and translation of a message into meaningful information. LATERAL COMMUNICATION: Communication between departments of an organization that generally follows the work flow rather than the chain of command, and thus provides a direct channel for co-ordination and problem solving. INFORMAL COMMUNICATION: Communication within an organization that s not officially sanctioned. CONFLICT: Disagreement about the allocation of scarce resources or clashes regarding goals, values and so on can occur on the interpersonal or organizational level. INTEGRATIVE PROCESS: Negotiation process in which the prospects for both parties’ gains are encouraging also known as a win-win situation. DISTRIBUTIVE PROCESS: Negotiation process n which each of the parties tends to seek maximum gains and wants to impose maximum losses on the other; also known as a win- lose situation or zero sum. NEGOTIATION: The use of communication skills and bargaining to manage conflict and reach mutually satisfying outcomes. CONTROL: The process of ensuring that actual activities conform to planned activities. The central process is not automatic. It is deliberate. NOISE: Anything that confuses, disturbs, diminishes or interferes with communication. MESSAGE: The encoded information sent by the sender to the receiver.
- 10. 9 CHANNEL: The formal medium of communication between a sender and a receiver. SENDER: The initiator of a communication. RECEIVER: The individual whose senses perceive the sender’s message. LATERAL COMMUNICATION: Communication between departments of an organization that generally follows the work flow. CONTROL SYSTEM: Multi-step procedure applied to various types of control activities.