ORGANISATIONAL BEHAVIOR

Sekhar Chattopadhyay

Ref: Stephen P Robins, Prentice-Hall

11

What
What Managers
Managers Do
Do

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

12

Where
Where Managers
Managers Work
Work

13

Management
Management Functions
Functions

Planning
Planning

Organizing
Organizing

Management
Management
Functions
Functions
Controlling
Controlling

Leading
Leading

14

Management
Management Functions
Functions (contd)
(contd)

15

Management
Management Functions
Functions (contd)
(contd)

16

Management
Management Functions
Functions (contd)
(contd)

17

Management
Management Functions
Functions (contd)
(contd)

18

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles

19

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

110

Mintzbergs
Mintzbergs Managerial
Managerial Roles
Roles (contd)
(contd)

111

Management
Management Skills
Skills

112

Managerial
Managerial Activities
Activities
1.
1.Traditional
Traditionalmanagement
management
Decision
Decisionmaking,
making,planning,
planning,and
andcontrolling
controlling

2.
2.Communications
Communications
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
113

Allocation
Allocation of
of Activities
Activities by
by Time
Time

114

Enter
Enter Organizational
Organizational Behavior
Behavior

115

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field

116

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

117

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

118

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

119

Contributing
Contributing Disciplines
Disciplines to
to the
the OB
OB Field
Field (contd)
(contd)

120

There
There Are
Are Few
FewAbsolutes
Absolutes in
in OB
OB

Contingency
Variables

y
121

Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB

Responding to Globalization
Managing Workforce Diversity
Improving Quality and Productivity
Responding to the Labor Shortage
Improving Customer Service

122

Challenges
Challenges and
and Opportunity
Opportunity for
for OB
OB (contd)
(contd)

Improving People Skills

Empowering People
Coping with Temporariness
Stimulation Innovation and Change
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior

123

Basic
Basic OB
OB Model,
Model, Stage
Stage II

124

The
The Dependent
Dependent Variables
Variables

x
125

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

126

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

127

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

128

The
The Dependent
Dependent Variables
Variables (contd)
(contd)

129

The
The Independent
Independent Variables
Variables

Independent
Independent
Variables
Variables

Individual-Level
Individual-Level
Variables
Variables

Group-Level
Group-Level
Variables
Variables

Organization
Organization
System-Level
System-Level
Variables
Variables
130