What

What Managers
Managers Do
Do
Managers (or administrators)
Individuals who achieve goals through other people.

Managerial
ManagerialActivities
Activities
••Make
Makedecisions
decisions
••Allocate
Allocateresources
resources
••Direct
Directactivities
activitiesof
ofothers
others
to
toattain
attaingoals
goals

Organizational Behavior: Dr. Rachana Chattopadhyay

 Where
Where Managers
Managers Work
Work
Organization
A consciously 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.

Organizational Behavior: Dr. Rachana Chattopadhyay

 Management
Management Functions
Functions

Planning
Planning Organizing
Organizing

Management
Management
Functions
Functions

Controlling
Controlling Leading
Leading

Organizational Behavior: Dr. Rachana Chattopadhyay

 Management
Management Functions
Functions (cont’d)
(cont’d)
Planning
A process that includes defining goals,
establishing strategy, and developing
plans to coordinate activities.

Organizational Behavior: Dr. Rachana Chattopadhyay

 Management
Management Functions (cont’d))
Functions (cont’d
Organizing
Determining what tasks are to be done,
who is to do them, how the tasks are to
be grouped, who reports to whom, and
where decisions are to be made.

Organizational Behavior: Dr. Rachana Chattopadhyay

 Management
Management Functions
Functions (cont’d)
(cont’d)
Leading
A function that includes motivating
employees, directing others, selecting
the most effective communication
channels, and resolving conflicts.

Organizational Behavior: Dr. Rachana Chattopadhyay

 Management
Management Functions
Functions (cont’d)
(cont’d)
Controlling
Monitoring activities to ensure they are being
accomplished as planned and correcting any
significant deviations.

Organizational Behavior: Dr. Rachana Chattopadhyay

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1
E X H I B I T 1–1
Organizational Behavior: Dr. Rachana Chattopadhyay
 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.

E X H I B I T 1–1 (cont’d)
E X H I B I T 1–1 (cont’d)

Organizational Behavior: Dr. Rachana Chattopadhyay

 Mintzberg’s
Mintzberg’s Managerial
Managerial Roles
Roles (cont’d)
(cont’d)

Source: Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright © 1973
by H. Mintzberg. Reprinted by permission of Pearson Education.
E X H I B I T 1–1 (cont’d)
E X H I B I T 1–1 (cont’d)

Organizational Behavior: Dr. Rachana Chattopadhyay

 Management
Management Skills
Skills
Technical skills
The ability to apply specialized
knowledge or expertise.

Human skills
The ability to work with, understand,
and motivate other people, both
individually and in groups.

Conceptual Skills
The mental ability to analyze and
diagnose complex situations.

Organizational Behavior: Dr. Rachana Chattopadhyay

 Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial
Activities
Activities (Luthans)
(Luthans)
1.
1.Traditional
Traditionalmanagement
management
• •Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling
2.
2.Communication
Communication
• •Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processing
paperwork
paperwork
3.
3.Human
Humanresource
resourcemanagement
management
• •Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,
and
andtraining
training
4.
4.Networking
Networking
• •Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others

Organizational Behavior: Dr. Rachana Chattopadhyay

 Allocation
Allocation of
of Activities
Activities by
by Time
Time

Source: Based on F. Luthans, R.M. Hodgetts, and S.A. Rosenkrantz,

Real Managers (Cambridge, MA: Ballinger, 1988).

E X H I B I T 1–2
E X H I B I T 1–2
Organizational Behavior: Dr. Rachana Chattopadhyay
 Enter
Enter Organizational
Organizational Behavior
Behavior
Organizational behavior
(OB)
A field of study that
investigates the impact that
individuals, groups, and
structure have on behavior
within organizations, for the
purpose of applying such
knowledge toward improving
an organization’s effectiveness.

Organizational Behavior: Dr. Rachana Chattopadhyay

 Replacing
Replacing Intuition
Intuition with
with Systematic
Systematic Study
Study
Intuition
A feeling not necessarily supported by research.

Systematic study
Looking at relationships, attempting to attribute
causes and effects, and drawing conclusions based
on scientific evidence.
Provides a means to predict behaviors.
Organizational Behavior: Dr. Rachana Chattopadhyay
 Replacing
Replacing Intuition
Intuition with
with Systematic
Systematic Study
Study

Preconceived The
Notions ≠ Facts

Organizational Behavior: Dr. Rachana Chattopadhyay

 Toward
Towardan
anOB
OBDiscipline
Discipline

E X H I B I T 1–3
E X H I B I T 1–3

Organizational Behavior: Dr. Rachana Chattopadhyay

 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field
Psychology
The science that seeks to measure, explain, and sometimes
change the behavior of humans and other animals.

E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)

Organizational Behavior: Dr. Rachana Chattopadhyay

 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(cont’d)

Sociology
The study of people in relation to their fellow human beings.

E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)

Organizational Behavior: Dr. Rachana Chattopadhyay

 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(cont’d)

Sociology
The study of people in relation to their fellow human beings.

E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)
Organizational Behavior: Dr. Rachana Chattopadhyay
 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(cont’d)

Anthropology
The study of societies to learn about human beings and their
activities.

E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)

Organizational Behavior: Dr. Rachana Chattopadhyay

 Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (cont’d)
(cont’d)

Political Science
The study of the behavior of individuals and groups
within a political environment.

E X H I B I T 1–3 (cont’d)
E X H I B I T 1–3 (cont’d)

Organizational Behavior: Dr. Rachana Chattopadhyay

 There
There Are
Are Few
Few Absolutes
Absolutes in
in OB
OB
Contingency variables
Situational factors: variables that moderate
the relationship between two or more other
variables and improve the correlation.

x Contingency
Variables y
Organizational Behavior: Dr. Rachana Chattopadhyay
 Major
Major Workforce
Workforce Diversity
Diversity Categories
Categories

Gender
Gender
National
National
Disability
Disability Origin
Origin

Age
Age
Non-Hindu
Non-Hindu
Race
Race
Domestic
Domestic
Partners
Partners

E X H I B I T 1–5
E X H I B I T 1–5

Organizational Behavior: Dr. Rachana Chattopadhyay

 Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB
• Responding to Globalization
– Increased foreign assignments
– Working with people from different cultures
– Coping with anti-capitalism backlash
– Overseeing movement of jobs to countries with
low-cost labor
• Managing Workforce Diversity
– Embracing diversity
– Changing demographics
– Implications for managers
• Recognizing and responding to differences

Organizational Behavior: Dr. Rachana Chattopadhyay

 Challenges
Challenges and
and Opportunities
Opportunities for
for OB
OB (cont’d)
(cont’d)
• Improving Quality and Productivity
– Quality management (QM)
– Process reengineering
• Improving Customer Service
– Increased expectation of service
quality.
– Customer-responsive cultures

Organizational Behavior: Dr. Rachana Chattopadhyay

 Improving
Improving Quality
Quality and
and Productivity
Productivity

• Quality management (QM)

– The constant attainment of customer satisfaction
through the continuous improvement of all
organizational processes.
– Requires employees to rethink what they do and
become more involved in workplace decisions.
• Process reengineering
– Asks managers to reconsider how work would be
done and their organization structured if they were
starting over.
– Instead of making incremental changes in
processes, reengineering involves evaluating every
process in terms of its contribution.
Organizational Behavior: Dr. Rachana Chattopadhyay
 Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (cont’d)
(cont’d)

• Improving People Skills

• Empowering People
• Stimulating Innovation and Change
• Coping with “Temporariness”
• Working in Networked Organizations
• Helping Employees Balance Work/Life Conflicts
• Improving Ethical Behavior

Organizational Behavior: Dr. Rachana Chattopadhyay

 Basic
Basic OB
OB Model,
Model, Stage
Stage II
Model
An abstraction of reality.
A simplified representation
of some real-world
phenomenon.

E X H I B I T 1–7
E X H I B I T 1–7

Organizational Behavior: Dr. Rachana Chattopadhyay

 The
The Dependent
Dependent Variables
Variables

Dependent variable
A response that is affected by an independent variable.

Organizational Behavior: Dr. Rachana Chattopadhyay

x
 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)
Productivity
A performance measure that includes
effectiveness and efficiency.

Effectiveness
Achievement of goals.

Efficiency
The ratio of effective
output to the input
required to achieve it.

Organizational Behavior: Dr. Rachana Chattopadhyay

 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)

Absenteeism
The failure to report to work.

Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.

Organizational Behavior: Dr. Rachana Chattopadhyay

 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)
Organizational citizenship
behavior (OCB)
Discretionary behavior that is not
part of an employee’s formal job
requirements, but that nevertheless
promotes the effective functioning
of the organization.

Organizational Behavior: Dr. Rachana Chattopadhyay

 The
The Dependent
Dependent Variables
Variables (cont’d)
(cont’d)
Job satisfaction
A general attitude toward one’s job, the difference
between the amount of reward workers receive and
the amount they believe they should receive.

Organizational Behavior: Dr. Rachana Chattopadhyay

 The
The Independent
Independent Variables
Variables
Independent variable
The presumed cause of some change in the dependent
variable.

Independent
Independent
Variables
Variables

Individual-Level Group-Level Organization

Organization
Individual-Level Group-Level System-Level
Variables
Variables Variables
Variables System-Level
Variables
Variables

Organizational Behavior: Dr. Rachana Chattopadhyay