ORGANIZATIONAL BEHAVIOR

An Introduction

Key Elements In OB

PEOPLE:organizations are dynamic human

social systems. STRUCTURE: refers to format, official task relationships in organization. TECHNOLOGY: operation system and resources with which people work. ENVIRONMENT: organization is an open system that operates as a system within an environment.

DEFINITION

OB is the field that seeks knowledge of behavior in organizational settings by systematically studying individual, group and organizational processes.

COMPONENTS OF OB

Industrial Psychology Sociology : group behavior Economics: organization is economic entity Social Psy: attitudes, communication, group processes Anthropology: cultural influences on group behavior

CHARACTERSTICS OF OB

Seeks betterment of human resources. Recognizes dynamic nature of organizations. Assumes there is no one best approach. Confronts challenges of workforce diversity. Takes global perspective.

APPROACHES TO OB

Early Approaches Classical Approach Behavioral Approach Quantitative Approach Modern Approaches

SCIENTIFIC MANAGEMENT: TAYLOR

Develop scientific way to perform a job Train, prepare workers to perform the job Supervise: prescribed method is followed Plan work for the workers Two major practices that emerged were:
Piece-rate incentive
Time-and-motion study

ADMINISTRATIVE THEORY:FAYOL

Division of work Authority & responsibility Discipline Unity of command Unity of direction Align individual & general interests remuneration

Centralization Scalar chain Order Equity Control turnover Initiative Espirit de corps

BUREAUCRATIC MANAGEMENT: WEBER

Work specialization & division of labor Abstract rules and regulations Impersonality of managers Hierarchy of organization structure

MANAGEMENT FUNCTIONS

According to Fayol:

PLANNING:

define orgns goals, strategy to achieve these goals, integrate and coordinate activities.

ORGANIZING: what is to be done, who is to do, how to do,

who report to whom, who makes decisions.

LEADING: motivation, communication, conflict resolution. CONTROLLING: monitoring, comparing performance to

goals and correcting.

MANAGEMENT ROLES

INTERPERSONAL
FIGUREHEAD LEADER LIASON

INFORMATIONAL
MONITOR DISSEMINATOR SPOKESPERSON

DECISIONAL

ENTREPRENEUR DISTURBANCE HANDLER RESOURCE ALLOCATOR NEGOTIATOR

MANAGEMENT SKILLS

TECHNICAL SKILLS: ability to apply specialized

knowledge and expertise.

HUMAN SKILLS: ability to work with,understand,

motivate people, as individuals and in groups.

CONCEPTUAL SKILLS: mental ability to analyze

and diagnose complex issues, needed for effective decision making,.