ORGANISATIONAL

BEHAVIOUR
HAT MANAGERS DO
IN
AN ORGANIZATION
MANAGERS GET THINGS DONE THROUGH
OTHER PEOPLE
MANAGERIAL FUNCTION
- PLANNING
- ORGANIZING
- LEADING
- CONTROLLING
(BASED ON HENRI FAYOL)
MANAGEMENT ROLES
(MINTZBERG)
INTERPERSONAL
Figurehead
Leader
Liaison
- INFORMATIONAL
Monitor
Disseminator
Spokesperson
- DECISIONAL
Entrepreneur
Disturbance HandIer
Resource AIIocator
Negotiator
MANAGEMENT SKILLS
(ROBERT KATZ)
1. TECHNICAL SKILLS
2. HUMAN SKILLS
3. CONCEPTUAL SKILLS
AVERAGE, SUCCESSFUL,
EFFECTIVE MANAGERS
(LUTHANS)
A S E
TRADITIONAL 32 13 19
COMMUNICATION 29 28 44
HRM 20 11 11
NETORKING 19 48 26
HUMAN RESOURCE
VARIOUS RESOURCES FOR BUSINESS
ORGANISATIONS
5 M'S
CAN HUMAN BEING BE CONSIDERED AS
RESOURCE ?
ORGANIZATONAL BEHAVIOUR
OB IS A FIELD OF STUDY THAT
INVESTIGATES THE IMPACT THAT
INDIVIDUALS, GROUPS AND STRUCTURE
HAVE ON BEHAVIOUR ITHIN
ORGANIZATIONS, FOR THE PURPOSE OF
APPLYING SUCH KNOLEDGE TOARD
IMPROVING AN ORGANIZATION'S
EFFECTIVENESS
OB IS THE STUDY AND APPLICATION OF
KNOLEDGE ABOUT HO PEOPLE ACT
ITHIN ORGANIZATIONS
KEY ELEMENTS
PEOPLE
STRUCTURE
TECHNOLOGY
&
ENVIRONMENT
INDIVIDUALS, GROUPS AND STRUCTURE
ARE THREE DETERMINANTS OF
BEHAVIOUR IN ORGANIZATIONS
SYSTEMATIC STUDY
OF ORGANIZATIONAL
BEHAVIOUR
TO UNDERSTAND HY PEOPLE ENGAGE
IN BEHAVIOUR E SEE THEM ENGAGED IN
TO PREDICT THEIR BEHAVIOUR MORE
ACCURATELY
BUT THERE ARE FE ABSOLUTES IN
ORGANIZATIONAL BEHAVIOUR
FUNDAMENTAL CONCEPTS
THE NATURE OF PEOPLE
INDIVIDUAL DIFFERENCES
A HOLE PERSON
MOTIVATED BEHAVIOUR
VALUE OF THE PERSON (HUMAN DIGNITY)
THE NATURE OF ORGANIZATIONS
SOCIAL SYSTEMS
MUTUAL INTEREST
RESULT
HOLISTIC ORGANIZATIONAL BEHAVIOUR
DEVELOPING AN OB MODEL
ORGANIZATION SYSTEMS
LEVEL
GROUP
LEVEL
INDIVIDUAL
LEVEL
APPROACHES TO
ORGANIZATIONAL BEHAVIOUR
HR APPROACH - SUPPORTIVE APPROACH
CONTINGENCY APPROACH - NO ONE
CORRECT AY FORR ALL SITUATIONS
SYSTEMS APPROACH - VARIABLES -
COMPLEX RELATIONSHIPS
PRODUCTIVITY APPROACH -
OUTPUT/INPUT - RESOURCE
THE DEPENDENT VARIABLES
DEPENDENT VARIBLE IS THE KEY FACTOR
THAT NEEDS TO BE EXPLAINED OR
PREDICTED AND THAT IS AFFECTED BY SOME
OTHER FACTOR
- PRODUCTIVITY
- ABSENTEESM
- TURNOVER
- JOB SATISFACTION
- DEVIANT ORKPLACE BEHAVIOUR
- ORGANIZATIONAL CITIZENSHIP BEHAVIOUR
ETC.
THE INDEPENDENT VARIABLES
AN INDEPENDENT VARIABLE IS THE PRESUMED CAUSE
OF SOME CHANGE IN THE DEPENDENT VARIABLE
- INDIVIDUAL LEVEL VARIABLES
PERCEPTION,INDIVIDUAL DECISION
MAKING, LEARNING AND MOTIVATION
- GROUP LEVEL VARIABLES
GROUP BEHAVIOUR, EFFECTIVE ORK
TEAMS, COMMUNICATION PATTERNS,
LEADERSHIP, POER AND POLITICS, LEVELS
OF CONFLICT
- ORGANIZATION SYSTEMS LEVEL VARIABLES
THE DESIGN OF THE FORMAL ORGANIZATION, THE
ORGANIZATION'S INTERNAL CULTURE, THE
ORGANIZATION'S HUMAN RESOURCE POLICIES AND
PRACTICES
CORE TOPICS
ABILITY, BIOGRAPHICAL CHARACTERISTICS,
LEARNING, ATTITUDE, PERSONALITY AND
VALUES, PERCEPTION AND INDIVIDUAL DECISION
MAKING, MOTIVATION, EMOTIONS, GROUP
STRUCTURE AND PROCESSES, ORK DESIGN
AND ORK STRESS,ORK TEAMS,
INTERPERSONAL COMMUNICATION, LEADERSHIP,
POER AND POLITICS, CONFLICT,
ORGANIZATION STRUCTURE, ORGANIZATION
CULTURE, HR POLICIES AND
PRACTICES,ORGANIZATIONAL CHANGE