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OBJECTIVES
LEARNING
Managerial Activities Managerial Activities Make decisions Make decisions Allocate resources Allocate resources Direct activities of others Direct activities of others to attain goals to attain goals
Organisational Behavior, Do Tien Long
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 11 E X H I B I T 11
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 11 (contd) E X H I B I T 11 (contd)
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 11 (contd) E X H I B I T 11 (contd)
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.
Organisational Behavior, Do Tien Long
Technical
Effective Versus Successful Managerial Effective Versus Successful Managerial Activities (Luthans) Activities (Luthans)
1. Traditional management 1. Traditional management
Decision making, planning, and controlling Decision making, planning, and controlling
2. Communication 2. Communication
Exchanging routine information and processing Exchanging routine information and processing paperwork paperwork
4. Networking 4. Networking
Socializing, politicking, and interacting with others Socializing, politicking, and interacting with others
Organisational Behavior, Do Tien Long
Evolution of the 21st Century Manager - Robert Kreitner & Angelo Kinicki
Past Managers Primary role Learning & Knowledge Compensation criteria Cultural orientation Primary source of influence View of people Primary com.cation pattern Decision-making style Ethical considerations Nature of interpersonal relationships Handling of power and key information Approach to change Order giver, privileged elite, controller Periodic learning, narrow specialist Time, effort, rank Monocultural, monolingual Formal authority Potential problem Vertical Limited input for individual decisions Afterthought Competitive (win lose) Hoard and restrict access Resist Future Managers Facilitator, team member, teacher, sponsor Long-life learning, generalist with multiple specialties Skills and results Multicultural, multilingual Knowledge (technical and interpersonal Primary resource Multidirectional Broad-based input for joint decisions Forethought Cooperative (win win) Share and broaden access
Intuition
Complementing Intuition with Complementing Intuition with Systematic Study Systematic Study
Gut feelings about why I do what I do and what makes others tick.
Systematic study
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors.
Organisational Behavior, Do Tien Long
Influences on OB.
Individuals Groups The organisation itself The environment
Organisational Behavior, Do Tien Long
Individuals
Are a central feature of OB Are a necessary part of any behavioural set Bring to the organisation their personality, skills and attributes, values, needs and expectations Can create conflict if their needs and the demands of the organisation are incompatible
Groups
Exist in all organisations Are essential to organisational working and performance Comprise a range of different individuals Can develop their own hierarchies and leaders
Organisational Behavior, Do Tien Long
Groups
Can have a major influence on behaviour and performance of individual members Have their own structures and functions, role relationships and influences and pressure An understanding of group structure and behaviour complements a knowledge of individual behaviour
Organisational Behavior, Do Tien Long
The organisation
Individuals & groups interact within the structure of the formal organisation Organisational structure is created by management to: - establish a relationship between individuals & groups - provide order and systems to direct efforts of the organisationOrganisational Behavior, Do Tien Long activities into goal seeking
The organisation
The formal structure allows people/groups to carry out organisational activities to achieve aims & objectives Behaviour is affected by patterns of organisational structure
Organisational Behavior, Do Tien Long
Environment
The environment affects the organisation through: technological & scientific development economic activity social & cultural influences government activities
Environment
The effects of the operation of the organisation within its environment are reflected in the: management of opportunities & risks successful achievement of organisational aims & objectives
Organisational Behavior, Do Tien Long
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 13 (contd) E X H I B I T 13 (contd)
E X H I B I T 13 (contd) E X H I B I T 13 (contd)
E X H I B I T 13 (contd) E X H I B I T 13 (contd)
E X H I B I T 13 (contd) E X H I B I T 13 (contd)
Economics
Political science
Source: Don Hellriegel, John W. Slocum, Jr and Richard W. Woodman, Organizational Behavior, Eighth edition, SouthWestern Publishing (1998), p.6. Reprinted with the permission of South-Western, a division of Thomson Learning: www.thomsonrights.com. Fax 800 730 2215.
Source: Don Hellriegel, John W. Slocum, Jr and Richard W. Woodman, Organizational Behavior, Eighth edition, South-Western Publishing (1998), p.6. Reprinted with the permission of South-Western, a division of Thomson Learning: www.thomsonrights.com. Fax 800 730 2215.
Source: Don Hellriegel, John W. Slocum, Jr and Richard W. Woodman, Organizational Behavior, Eighth edition, South-Western Publishing (1998), p.6. Reprinted with the permission of South-Western, a division of Thomson Learning: www.thomsonrights.com. Fax 800 730 2215.
8. Instruments of domination The metaphors are not fixed categories and are not mutually exclusive
Organisational Behavior, Do Tien Long
1. Machines
Organizations can be designed as machines with orderly relations between clearly defined parts This view can provide the basis for efficient operation in a routine, reliable and predictable way bureacratic structure However it may limit the development of human capacities
Organisational Behavior, Do Tien Long
2. Organisms
The organization is seen as a living system; in the same way that biological mechanisms adapt to changes in their environment Organizations operating within a turbulent and dynamic environment require a adaptable type of structure
3. Brains
Involves thinking about the organization as inventive and rational, and in a manner that provides for flexibility and creative action The challenge is to create new forms of organization capable of intelligent change and that can disperse brain like capacities
4. Cultures
Sees organizations as complex system made up of their own characteristic sets of ideology, values, rituals, and systems of belief and practice Attention to specific aspects of social development helps to account for variations among organizations
5. Political systems
Create order and direct people, organizations are intrinsically political They are about authority, power, superiorsubordinate relationships and conflicting of interests This view helps in a understanding of day-to-day organizational life, the wheeling and dealing, and pursuit of special interests
Organisational Behavior, Do Tien Long
6. Psychic prisons
View organizations as psychic phenomena created and sustained by conscious and unconscious processes Organizations and their members are constrained by their shadows or psychic prisons and become trapped by constructions of reality This view provides an understanding of the reality and illusions of organizational behaviour
Organisational Behavior, Do Tien Long
8. Instruments of domination
Organizations are associated with processes of domination, and individuals and groups impose their will on others A feature of organizations is a symmetrical power relation that result in the pursuit of the goals of the few through the efforts of the many
Group practice
The class is divided into two groups:
Group 1 represents the organization: do you expect from the employees? Group 2 represents the employees: What do you expect from the organization? What
Individuals expectations
Provide safe and hygienic working conditions Make every reasonable effort to provide job security Attempt to provide challenging and satisfying jobs and reduce alienating aspects of work Adopt equitable personnel policies and procedures Allow staff genuine participation in decisions which affect them Implement best practice in equal opportunity policies and procedures Provide reasonable opportunities for personal development and career progression Treat members of staff with respect Demonstrate an understanding and considerate attitude towards personal Organisational Behavior, Do Tien Long problems of staff
Process of balancing
It is unlikely that all expectations of the individual or of the organisation will be met fully There is a continual process of balancing, and explicit and implicit bargaining
Formula for balancing unwritten needs of employees with the needs of the organisation
Caring demonstrating genuine concern for individuals Communicating really talking about what the company hopes to achieve Listening hearing not only the words but also what lies behind the words Knowing - those who work for you, their families, personal wishes, desires & ambitions Rewarding money is not always necessary Stalker
A Downside to Empowerment?
E X H I B I T 1-6 E X H I B I T 1-6
x
Organisational Behavior, Do Tien Long
Turnover
The voluntary and involuntary permanent withdrawal from an organization.
Organisational Behavior, Do Tien Long
Group Level
Working With Others Workforce Diversity
Workplace
Individual Level
Job Satisfaction Empowerment Behaving Ethically