Organizational Behavior

The meaning of management

It is active - it is about changing behaviour and making things happen It is an everyday activity involving interactions between people that are not unrelated or entirely dissimilar to other spheres of life

Management can be regarded as:

taking place within a structured organisational setting and with prescribed roles directed towards the attainment of aims and

objectives
achieved through the efforts of other people using systems and procedures

The emergence of management

Every achievement of management is the

achievement of a manager.
Every failure is a failure of a manager. Drucker

Imagine an army with no general, a team with no coach, or a nation with no government. How could the army beat the enemy? How could the team win games? How could the nation avoid complete anarchy? They couldnt. And an organization cant succeed without a manager. Managers make sure that an organization stays, well organized. Organizing and directing the work of others is the work of the manager. People need organization and direction if they are to work effectively, and managers provide that.

Defining management

Management is the process of achieving organisational effectiveness within a changing environment by balancing efficiency, effectiveness and equity, obtaining the most from limited resources, & working with & through other people.
Naylor

New principles for effective administrative management

Source: Reproduced with permission from Moorcroft, R., Managing in the 21st Century, Manager, The British Journal of Administrative Management, January/February 2000, p.10.

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

Managerial Activities
Make decisions Allocate resources

Direct activities of others to attain goals

Where Managers 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.

Management Functions

Planning

Organizing

Management Functions
Controlling Leading

Management Functions (contd)

Planning
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

Management Functions (contd)

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.

Management Functions (contd) Leading

A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

Management Functions (contd)

Controlling
Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

The managers role

Basic operations in the work of managers

Setting objectives
Organising

Motivating & communicating

Measuring Developing people
Drucker

Responsibilities of a Professional Manager

Responsibilities About Customer: * the right quality product may be available at right and affordable price, at the right place *proper quality, safety, purity, hygiene durability and right price. * supervise that the Points of sale where the product must be sold at the recommended price. * must undertake sale and service of legal and ethical products only. Responsibilities towards employees. * ensure the employees must get that all for which they are working and giving their best. * should get fair wages, according to the law salaries, insurance, provident fund, bonus etc. * ensure that the safety, health and suitable environment. *provide medical facilities , canteen, transport living accommodation to the employees..

 Responsibilities about Government * is to run the according to its constitution and all activities are as per the legal framework depending upon the type of the organization. * must meet all legal requirements which are laid down by government from the point of conception of the organization. * takes the responsibility of payment of taxes duties and other dues to the government.
Responsibility towards society * ensure the people living in the area do not suffer due to factory pollution sewage, toxic affluent. * The health of the society does not suffer due to the mistakes of the management of the organization in the form of polluted air, water, and food.

Responsibility about share holders * safeguard the interest of the shareholders who have contributed the capital of the organization . * The company must make profit and the share holders must get the dividend. * get the correct and timely information about the balance sheet, annual general meetings, activities and the organizational results from time to time.

 Responsibility towards the labour union * An atmosphere of mutual trust in the organization helps the development of the organization * They should be given maximum information and cooperation to get their rights. * Managers Inviting the union to the management process can help in the improvement of productivity.
Responsibility about suppliers * The suppliers depend upon the organization for orders of raw materials, parts and components. But the organization also depend upon the suppliers for the important resources. * All the needs are to be satisfied by the manager by ensuring the proper drawings, quantity payments etc .

 Responsibility to dealers and retailers. * Any delay to supply the right product can be cause of loss of the customer. * They should be provided the incentives, commissions and rewards to sell the products. * Their responsibility also includes the help in promotional activities, shop decorations and after sales service. Responsibility to industry * A healthy interaction in the industry with other organizations who are competitors but associates in the industry ,is very important for a manager. * The interaction with competitors at the various forums helps the organization to put forward the views to the opposite parties.

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Mintzbergs Managerial Roles

Mintzbergs Managerial Roles (contd)

Mintzbergs Managerial Roles (contd)

Management 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.

Effective Versus Successful Managerial Activities (Luthans)

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 others

Figure 6.4 A summary of the essential nature of management work

Enter Organizational 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 organizations effectiveness.

Basic OB Model, Stage I

Model
An abstraction of reality. A simplified representation of some real-world phenomenon.

The Dependent Variables

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

Primary dependent variables

Dependent variables are the key factors that you want to explain or predict and that are affected by some other factor. Productivity Absenteeism Turnover Organizational citizenship Job satisfaction Deviant Work Place Behavior

The Dependent Variables (contd)

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.

The Dependent Variables (contd)

Absenteeism
The failure to report to work.

Turnover
The voluntary and involuntary permanent withdrawal from an organization.

The Dependent Variables (contd)

Organizational citizenship behavior (OCB)
Discretionary behavior that is not part of an employees formal job requirements, but that nevertheless promotes the effective functioning of the organization.

The Dependent Variables (contd) Job satisfaction

A positive feeling about ones job resulting from an evaluation of its characteristics.

The Independent Variables

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

Individual-Level Variables

Group-Level Variables

Organization System-Level Variables

Individual-level variables
People enter organizations with certain characteristics that will influence their behavior at work. The more obvious of these are personal or biographical characteristics such as age, gender, and marital status; personality characteristics; an inherent emotional framework; values and attitudes; and basic ability levels. There is little management can do to alter them, yet they have a very real impact on employee behavior. Four other individual-level variables: perception, individual decision making, learning, and motivation.

Group-level variables
The behavior of people in groups is more than the sum total of all the individuals acting in their own way. People behave differently in groups than they do when alone. People in groups are influenced by:
Acceptable standards of behavior by the group Degree of attractiveness to each other Communication patterns Leadership and power Levels of conflict

Organization Level variables

Organizational behavior reaches its highest level of sophistication when we add formal structure. The design of the formal organization, work processes, and jobs; the organizations human resource policies and practices, and the internal culture, all have an impact.

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
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