Management & Org

Dynamics

INTRODUCTION

Shahid 1
INTRODUCTION

OrgMgmt
Dynamics

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 THE MANAGEMENT

 Defining Management
1.The attainment of organizational goals in an effective and
efficient manner through planning , organizing, leading and
controlling organizational resources.
2. Management is the process of reaching organizational goals
by working with and through people and other organizational
resources.
 WHAT MANAGERS DO

 They get things done through other people.

 Management Activities:
 Make decisions
 Allocate resources
 Direct activities of others to attain goals
 Work in an organization
 A consciously coordinated social unit composed of two or more
people that functions on a relatively continuous basis to achieve a
common goal or set of goals.

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 MANAGEMENT FUNCTIONS

 Planning

 Organizing

 Leading

 Controlling
THE MANAGEMENT TASK
THE MANAGEMENT TASK
MINTZBERG’S MANAGERIAL ROLES
 MANAGEMENT SKILL: THE KEY TO
MANAGEMENT SUCCESS
 Management Skill

 Technical Skills

 Human Skills

 Conceptual Skills
MANAGEMENT SKILL: THE KEY TO
MANAGEMENT SUCCESS
VERTICAL DIFFERENCES
 ORG DYNAMICS

 Organizational dynamics is defined as the process of

continuously strengthening resources and enhancing
employee performances. It can also be described as how an
organization manages and promotes organizational learning,
better business practices and strategic management.

 Organizational Dynamics' domain is primarily organizational

behavior and development and
secondarily, HRM and strategic management. The objective is
to link leading-edge thought and research with management
practice. 
 ORG DYNAMICS

HR
Mgmt

Org Strg
Behaviour Mgmt

Org
Dynamics
 ORG BEHAVIOUR

 Organizational behavior (often abbreviated OB) is a field of

study that investigates the impact that individuals, groups,
and structure have on behavior within organizations, for the
purpose of applying such knowledge toward improving an
organization’s effectiveness

 OB is the study of what people do in an organization and how

their behavior affects the organization’s performance.

 OB concerned specifically with employment-related situations,

so emphasizes behavior as related to concerns such as jobs,
work, absenteeism, employment turnover, productivity, human
performance, and management
 UNDERSTANDING BEHAVIOUR

Looking at relationships,
attempting to attribute causes Behavi
and effects, and drawing our
conclusions based on
scientific evidence.
Intuitio
n
The basing of managerial
A gut feeling not necessarily decisions on the best available
supported by research scientific evidence

Systema
EBM tic Study
THE OB MODEL
THE COURSE
 NOTE FOR MANAGERS

 Some generalizations provide valid insights into human behavior,

but many are erroneous. OB uses systematic study to improve
predictions of behavior over intuition alone.
 Because people are different, we need to look at OB in a
contingency framework, using situational variables to explain cause-
and-effect relationships.
 OB offers specific insights to improve a manager’s people skills.
 It helps managers to see the value of workforce diversity and
practices that may need to be changed in different countries.
 It can improve quality and employee productivity by showing
managers how to empower their people, design and implement
change programs, improve customer service, and help employees
balance work–life conflicts.
 It can help managers cope in a world of temporariness and learn
how to stimulate innovation.
 OB can guide managers in creating an ethically healthy work climate
THANK YOU