Organizational

Behavior
Lecture-2

Naveed Ahmed Wahla

Summary
of
Lecture-1
The study of individual
behavior and group
dynamics in
organizatioal settings.
 Understand
organizational
events

Organizational
Behavior
Research
Influence Predict
organizational organizational
events events
Today’s
Topics
 Course of OB
• The purpose of the course is to
improve your ability to understand
organizations and to act effectively in
them.
• This course is a study of human and
work behavior in the workplace and
within society
 Purpose of OB
The purpose of OB is to
understand people in
organizations, to provide
managers and practitioners
with effective management
tools, and to help organizations
achieve their goals.
 Organizational
Behavior
• How • How
people behave organizations
in organizations use human
resources to
achieve goals
 Part-I The Individual
• Ability & Learning
• Values, Attitudes and Job Satisfaction
• Perception & Individual Decision Making
• Basic Motivation Concepts
• Motivation and its Applications
 Part-II The Group
• Foundation of Group Behavior
• Group and Team Work
• Functions of Communication
• Basic Approaches to Leadership
• Contemporary Issues in Leadership
• Power and Politics
• Conflict and Negotiation
 Part-III The Organization
System
• Organizational Structure
• Work design and Technology
• HR Policies and Practices
• Organizational Culture
• Organizational Change
Course Structure
• Readings
• Lectures
• Assignments
• Exam
Recommende
d Book
Organizational Behavior
by Stephen P. Robbins
Basic OB Model
Organization
Organization
systems
systems level
level

Group
Group
level
level

Individual
Individual
level
level
Lets
Lets Discuss
Discuss Some
Some Basic
Basic Concepts
Concepts
Performance Management
Organizational Performance
• Efficiency: A measure of how well
resources are used to achieve a goal.
“Doing Things Right”
• Effectiveness: A measure of the
appropriateness of the goals chosen (are
these the right goals?), and the degree to
which they are achieved.
“Doing the Right Things Right”
 TWO PERFORMANCE DIMENSIONS
Efficiency= Effectiveness=
making best use of choosing effective
resources in achieving goals and achieving
goals them

People
Money
Machines
Materials
 Who are Managers

Managers are Individuals

who achieves goals with
and through other people.
 What Managers Do ?
• Gets things done through other
people
• Make decisions, allocate
resources, and direct the activities
of others to attain goals
• Do their work in an organization
 Four Management
Functions

Planning Leading

Organizing Controlling
Emerging
Emerging Managerial
Managerial Functions
Functions

To provide leadership and direction

Total Quality Continuous

Management Improvement
• Total Quality Management--a concept
popularized by W. Edwards Deming to promote
customer satisfaction through continuous
improvement of business processes.
• Continuous improvement requires all
employees to improve the quality of products or
services on an on-going basis. Managing
quality becomes everyone’s job.
 The
The 4-P
4-P Cycle
Cycle of
of Continuous
Continuous
Improvement
Improvement
People
(Skilled, motivated
people who can handle
change. Less stress.)
Productivity Products
(Less wasteful, more (Satisfied customers
efficient use of all because of better
resources.) quality goods/services.)

Processes
(Faster, more flexible,
leaner, and ethical organizational
processes. Organizational learning.)
Roles of Managers
 Roles of Managers
Interpersonal Roles
Figurehead

Leader
Set of expected
Liaison
behaviors associated
with a manager Informational Roles
Monitor
Learned and developed Disseminator

Spokesperson
Vary by level in the
organization Decisional Roles
Entrepreneur

Disturbance Handler
Resource Allocator

Negotiator

26
 Managerial Skills

Ability or proficiency Technical Skills

in performing Analytical Skills
particular tasks Decision-making Skills
Learned and Computer Skills
developed Human Relations Skills
Vary by level in the Communication Skills
organization Conceptual Skills

27
 A Request !

• Please don’t confuse Managerial

Roles with Managerial Skills.
 Skill Type Needed by
Manager Level

Top
Managers

Middle
Managers

Line
Managers

Conceptual Human Technical

 Skills
Skills Exhibited
Exhibited by
by an
an
Effective
Effective Manager
Manager

1. Clarifies goals and objectives for everyone involved

2. Encourages participation, upward communication,
and suggestions
3. Plans and organizes for an orderly work flow
4. Has technical and administrative expertise to
answer organization-related questions
5. Facilitates work through team building, training,
coaching and support
6. Provides feedback honestly and constructively
7. Keeps things moving by relying on schedules,
deadlines, and helpful reminders
8. Controls details without being over-bearing
9. Applies reasonable pressure for goal
accomplishment
10. Empowers and delegates key duties to others
while maintaining goal clarity and commitment
11. Recognizes good performance with rewards and
positive reinforcement
 Changing Roles of the 21st
st

Century Manager
Criteria Past Managers Todays Managers

Primary Role Order giver, Privileged, Elite, Facilitator, Team

Controller Member, Teacher,
Advocate, Sponsor

Learning & Periodic Learning, Knowledge Continuous Life Long

Knowledge Specialist Learning, Generalist with
Multiple Specialties

Compensation Time, Effort, Rank Skills, Results

Criteria

Cultural Mono-cultural, Monolingual Multicultural, Multilingual

Orientation
 t o p
s s
et ’ r e
L th e
i
Summary
Basic OB Model
Organization
Organization
systems
systems level
level
Group
Group
level
level
Individual
Individual
level
level
 What Managers Do?

• Gets things done through other

people
• Make decisions, allocate
resources, and direct the activities
of others to attain goals
• Do their work in an organization
New Managerial Functions

To provide leadership and direction

Total Quality Continuous

Management Improvement
 Skill Type Needed by
Manager Level

Top
Managers

Middle
Managers

Line
Managers

Conceptual Human Technical