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Organizational Behavior: by M Shahid Lecturer in Business Administration & Economics Faisalabad Campus U.E

This document defines and discusses organizational behavior. It begins by defining organizational behavior as the field of study that investigates how individuals, groups, and structure impact behavior within organizations. It then discusses key management functions like planning, organizing, leading, and controlling. It also outlines management roles, skills, and activities. Finally, it discusses contributing disciplines to organizational behavior like psychology, social psychology, sociology, and anthropology and concludes that organizational behavior examines human behavior in work environments and how to improve organizational effectiveness.

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Shahid Iqbal
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53 views31 pages

Organizational Behavior: by M Shahid Lecturer in Business Administration & Economics Faisalabad Campus U.E

This document defines and discusses organizational behavior. It begins by defining organizational behavior as the field of study that investigates how individuals, groups, and structure impact behavior within organizations. It then discusses key management functions like planning, organizing, leading, and controlling. It also outlines management roles, skills, and activities. Finally, it discusses contributing disciplines to organizational behavior like psychology, social psychology, sociology, and anthropology and concludes that organizational behavior examines human behavior in work environments and how to improve organizational effectiveness.

Uploaded by

Shahid Iqbal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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By M Shahid

Lecturer in
ORGANIZATIONAL Business
Administration
& Economics
BEHAVIOR Faisalabad
Campus
U.E
BBA 6 th(Hons) /
MBA 4 (3.5 years)
th
WHAT IS ORGANIZATIONAL BEHAVIOUR?

 It is a field of study that investigates the impact that


individuals, groups and structure have on behavior of
individuals within organizations, for the purpose of applying
such knowledge towards improving an organization’s
ef fectiveness.
MANGER’S FUNCTIONS,
ROLES AND SKILLS
MANAGER

 An individual who achieves goals through other people.


ORGANIZATION

 A consciously coordinated social unit:


 Which is 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
 Leading
 Controlling
PLANNING

A process that includes:


 Defining goals
 Establishing strategy
 Developing Plans
to coordinate activities.
ORGANIZING

 Determining what tasks are to be done


 Who is to do those tasks?
 How the tasks are to be grouped?
 Who reports to whom?
 Where descions are to be made?
LEADING

A function that includes:


 motivating employees
 Directing others
 Selecting the most ef fective communication channels
 And resolving conflicts
CONTROLLING

 Monitoring activities to ensure they are being accomplished


as planned and correcting any significant deviations.
MANAGEMENT ROLES

 Managers perform ten dif ferent highly inter -related roles or


set of behaviors. These ten roles are primarily:
1. Interpersonal
2. Informational
3. Decisional
(Henry Mintzberg, 1960)
INTERPERSONAL

 Figurehead : symbolic head required to perform a number of


routine duties of a legal or social nature.
 Leader: Responsible for the motivation and direction of
employees.
 Liaison: Maintains a network of outside contacts who provide
favors and information.
INFORMATIONAL

 Monitor: Receives a wide variety of information; serves as


nerve center of internal and external information of the
organization.
 Disseminator: Transmits information received from outsider or
from other employees to members of the organization.
 Spokesperson: Transmits information to outsiders on
organizations’ plans, policies, actions and results; serves as
expert on organization's industry.
DECISIONAL

 Entrepreneur: Searches organization and its environment for


opportunities and initiates projects to bring about change.
 Disturbance Handler: Responsible for corrective actions when
organization faces important, unexpected disturbances.
 Resource Allocator: Makes or approves significant
organizational decisions.
 Negotiator: Responsible for representing the organization at
major negotiations.
MANAGEMENT SKILLS

 Technical skills
 Human Skills
 Conceptual Skills
Human Skills
Technical Skills
 The ability to work with,
understand and  The ability to apply
motivating other people specialized knowledge
both individually and in
groups or expertise.

Conceptual Skills

• The mental ability to analyze and


diagnose complex situations.
MANAGERIAL ACTIVITIES

• Communication:
Traditional Management:
Exchanging routine
Decision making, information and
planning and controlling planning paper work

 Networking: Socializing,
 Human Resource politicking and
Management: interacting with others
Motivating, disciplining
managing conflicts,
staffing and training
ALLOCATION OF ACTIVIT Y BY TIME
Average Manager
Effective
Traditional Management Successful
Managers
manager
Communication Traditional
Traditional Management
Management
Human Resource Communication
Communication
Management
Networking Human Resource
Human Resource Management
19% Management
32% Networking
Networking
11 19
13% % %
20%
29% 48% 26
28% % 44
%
11%

(Cambridge, MA: Bollinger 1988)


CONTRIBUTORY DISCIPLINES TO OB
FIELD
 Psychology
 Social Psychology
 Sociology
 Anthropology
PSYCHOLOGY

It seeks to:
• Measure
• Explain
• Change
the behavior of humans and other animals
SOCIAL PSYCHOLOGY

 Area of psychology that blends concepts from psychology and


sociology and that focus on the influence of people on one
other
SOCIOLOGY

 The study of people in relation to their social environment or


culture.
ANTHROPOLOGY

 The study of societies to learn about human beings and their


activities.
LEVELS OF STUDY

Three levels of study:


 Individuals (micro level)
 Work groups
 Organizational level (macro level)
THREE LEVELS OF OB

 It is an investigative study of individuals and groups


 The impact of organizational structure on human behavior
 The application oh knowledge to achieve organizational
ef fectiveness.
ROLE OF OB

 Ef fective organizational structure


 Define authority, power and status of an employee
 Making groups
 Motivation
 Leadership
 Conflict management
 Organizational development
 Organizational change
 Control
 Project selection
CONCLUSION

 Organizational behavior is the study of both group and


individual performance and activity within an organization.
This area of study examines human behavior in a work
environment and determines its impact on job structure,
performance, communication, motivation, leadership, etc .
 The study of organizational behaviour gives insight on how
employees behave and perform in the workplace. It helps us
develop an understanding of the aspects that can motivate
employees, increase their performance, and help
organizations establish a strong and trusting relationship with
their employees.
REFERENCES FOR FURTHER
EXPLORATION
 Book : Organizational Behavior.pdf

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