introduction to organizational behavior
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ORGANIZATIONAL BEHAVIOR
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OPINION
“YOU NEED A JOB TO GET A EXPERIENCE AND YOU NEED EXPERIENCE TO GET A JOB”
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WHAT IS ORGANIZATIONAL
BEHAVIOR
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WHAT IS ORGANIZATIONAL BEHAVIOR
Organizational behavior is the study of human behavior in organizations.
It is an academic discipline devoted to understanding individual and group behavior, interpersonal processes, and organizational dynamics.
Dr. John R. Schermerhorn, Jr. et. Al 2012
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TO PUT IT SIMPLY
that helps peoplework
together
ORGANIZA-TIONAL
BEHAVIOR is a
knowledge base
to improve the performance
of organizations.
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NATURE OF ORGANIZATION
SPECIALIZATION AND DIVISION OF WORK
-ASSIGN RESPONSIBILITY FOR EACH ORGANIZATIONAL COMPONENT TO A SPECIFIC INDIVIDUAL OR GROUP THEREOF
-WHEN THERE IS A DESIGNATED EXPERT IN A FIELD, IT IS A SPECIALIZATION
-EFFORTS OF THE OPERATIVES ARE COORDINATED TO ALLOW THE PROCESS AT HAND TO FUNCTION CORRECTLY
-CERTAIN OPERATIVES OCCUPY POSITIONS OF MANAGEMENT AT VARIOUS POINTS IN THE PROCESS TO ENSURE COORDINATION
CHARACTERISTICS OF AN ORGANIZATION
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NATURE OF ORGANIZATION
COMPOSITION OF INDIVIDUALS AND GROUPS
• AN ORGANIZATION IS COMPOSED OF GROUPS OF INDIVIDUALS AND INDIVIDUALS
• INDIVIDUALS ARE ALSO GROUPED INTO DEPARTMENTS AND THEIR WORK IS COORDINATED AND DIRECTED TOWARDS ORGANIZATIONAL GOALS
CHARACTERISTICS OF AN ORGANIZATION
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• WORK IS DIVIDED AND ASSIGNED TO INDIVIDUALS TO ACHIEVE ORGANIZATIONAL OBJECTIVES
• INTEGRATION IS COLLECTING ALL TASKS DONE BY ALL INDIVIDUALS WHICH ARE COORDINATED WITH THE TASKS OF OTHERS
NATURE OF ORGANIZATIONCHARACTERISTICS OF AN ORGANIZATION
COMPOSITION OF INDIVIDUALS AND GROUPS
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NATURE OF ORGANIZATION
CONTINUITY
• AN ORGANIZATION IS A GROUP OF PEOPLE WITH A DEFINED RELATIONSHIP IN WHICH THEY WORK TOGETHER TO ACHIEVE THE GOALS OF THAT ORGANIZATION
• THIS RELATIONSHIP DOES NOT COME TO END AFTER COMPLETING EACH TASK
• ORGANIZATION IS A NEVER ENDING PROCESS
CHARACTERISTICS OF AN ORGANIZATION
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GOALS OF AN ORGANIZATION
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-EVERY ORGANIZATION HAS ITS OWN PURPOSES AND OBJECTIVES
-ORGANIZING IS THE FUNCTION EMPLOYED TO ACHIEVE THE OVERALL GOALS OF THE ORGANIZATION
-ORGANIZATION HARMONIZES THE INDIVIDUAL GOALS OF THE EMPLOYEES WITH OVERALL OBJECTIVES OF THE FIRM.
ORIENTATION TOWARDS GOALS
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FORCES THAT AFFECT THE NATURE OF ORGANIZATION
ENVIRONMENT
STRUCTURE PEOPLE
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ORGANIZATIONAL STRUCTURE/DESIGN
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SIMPLE MODEL
1. Very small business2. Inexpensive3. Can response to new challenges4. increasing complexity and size may compromise decision
making skills
ORGANIZATIONAL STRUCTURE/DESIGN
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MODERNORGANIZATIONAL DESIGN
PYRAMIDS OR HIERARCHICAL ORGANIZATION
1. OFTEN ASSOCIATED WITH BUREAUCRACY
2. FORMED ON THE BASIS THAT THERE ARE ENOUGH PEOPLE UNDER THE LEADER TO GIVE HIM SUPPORT
3. AS WITH A REAL PYRAMID, IF THERE ARE NOT ENOUGH STONE BLOCKS TO HOLD UP THE HIGHER ONES, IT WILL COLLAPSE. IF THE LEADER DOES NOT HAVE THE SUPPORT OF IS SUBORDINATES, THE ORGANIZATION WOULD COLLAPSE
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FUNCTIONAL STRUCTURE
1. MINIMAL DUPLICATION2. EMPLOYEES ARE GROUP BASED SPECIALTY LIKE
ACCOUNTING, SALES, HRM3. INITIATE INTERNAL WAR, INTENSE COMPETITION4. SOME PEOPLE DON’T KNOW WHAT IS HAPPENING5. ALSO REFERRED TO AS ECOLOGIES
ORGANIZATIONAL STRUCTURE/DESIGN
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MODERNORGANIZATIONAL DESIGN
TEAM STRUCTURE
1.CONSIST OF WORKGROUPS2.EVERYONE IS INVOLVE3.NOT CLEAR WHO IS IN-CHARGE4.THERE IS PRESSURE WHO IS THE BEST5.ALSO KNOWN AS COMMITTEES OR JURIES
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MODERNORGANIZATIONAL DESIGN
MATRIX STRUCTURE
1. ASSIGN SPECIALIST FROM DIFFERENT FUNCTIONAL AREAS TO A PROJECT
2. THERE IS A PRIORITY WITH PROJECTS. BECAUSE COMPETITING COMPANIES TRY TO DOMINATE THE MARKET BY MEANS OF TECHNOLOGY, SYSTEM AND OTHERS
3. FASTER DECISION-MAKING
4. RESPONSIVE TO ENVIRONMENT
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MODERNORGANIZATIONAL DESIGN
NETWORK STRUCTURE
1.OUTSOURCING2.HIGHLY FLEXIBLE AND RESPONSIVE3.DIFFICULTY WITH COMMUNICATION
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ENVIRONMENT
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ORGANIZATIONAL ENVIRONMENTORGANIZATIONAL ENVIRONMENT
ORGANIZATIONAL ENVIRONMENTSET OF FORCES SURROUNDING AN ORGANIZATION. MAY AFFECT ITS OPERATION AND ACCESS TO SCARCE RESOURCES
ORGANIZATIONAL DOMAINTHE RANGE OF GOODS AND SERVICES THAT THE ORGANIZATION PRODUCES, AND THE CUSTOMERS AND OTHER STAKEHOLDERS WHOM IT SERVES
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ORGANIZATIONAL ENVIRONMENTORGANIZATIONAL ENVIRONMENT
Organization
Specific Forces
Economic Forces
International Forces
Customers
Government
Suppliers Unions
Distributors
Competitors
General Forces
Technological ForcesEnvironmental Forces
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PEOPLE IN ORGANIZATION
MANAGERIAL NON-MANAGERIAL
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MANAGEMENT LEVEL
TOP MANAGERS(BIG BOSS)
1. Focus more on strategy and direction of the company
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MANAGEMENT LEVEL
MIDDLE MANAGERS
1. Manage the activities of other managers2. Coordination or communication of top
management to first line
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MANAGEMENT LEVEL
FIRST-LINE MANAGERS
1. Direct Non-manegerial employee
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MANAGEMENT FUNCTIONS
•PLANNING sets objectives and identifies the actions needed to achieve them
•ORGANIZING divides up tasks and arrangesresources to accomplish them.
•LEADING creates enthusiasm to work hard to accomplish tasks successfully
•CONTROLLING monitors performance and takes any needed corrective action.
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PLANNING TOOLS
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PLANNING TOOLS
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PLANNING TOOLS
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OTHER TOOLS
• SOAPIE
• SOAP
• ACTION PLAN
• BALANCED SCORECARD
PLANNING TOOLS
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MANAGER SKILLS
1. CONCEPTUAL SKILLS2. HUMAN SKILLS3. TECHNICAL SKILLS4. POLITICAL SKILLS
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WHAT IS A LEADER?
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WHAT IS A LEADER?
1. WHO USE INFLUENCE TO CREATE CHANGE
2. THEY HAVE FOLLOWERS BECAUSE OTHER PEOPLE SEE THE VALUE OF THEIR IDEAS
3. LEADERS SUCCEED WHEN PEOPLE FOLLOW THEM
4. LEADERS CAN BE FOUND UPWARDS OR SIDE TO SIDE OF THE ORGANIZATION
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WHO IS THE BETTER LEADER A RESEARCH BY ALICE EAGLEY ?
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RESEARCH BY EAGLEY
Eagley and her team concluded that women are frequently described asleading by inspiring, exciting, mentoring, and stimulating creativity. Theypoint out that these behaviors have “transformational” qualities that buildstronger organizations through innovation and teamwork.
Women also score higher on rewarding positive performance, while men score higher in punishing and correcting mistakes.
Eagley and her colleagues explain the findings in part by the fact thatfollowers are more accepting of a transformational style when the leader isfemale, and that the style comes more naturally to women because of its emphasis on nurturing.
They also suggest that because women may have to work harder than men to succeed, their leadership skills get tough tests and end up being better developed.
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LEADERSHIP NURTURE OR NATURE
INTELLIGENCEIF YOU ARE BORN INTO A SMART FAMILY, YOU MAY HAVE AN EDGE, HOWEVER EMPHASIS ON EDUCATION, CRITICAL THINKING AND DEVELOPING INTELLECTUALLY MAKES ALL THE DIFFERENCE
PROBLEM-SOLVING ABILITYWHILE IT IS UNCLEAR WHETHER THIS ABILITY CAN BE INHERITED, IT CAN BE DEVELOPED BY EARLY ENVIRONMENTAL FACTORS LIKE PARENTING AND SCHOOLING.
ARE LEADERS BORN OR MADE?
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LEADERSHIP NURTURE OR NATURE
TAKE CHARGE PERSONALITYFACTORS LIKE EXTROVERSION ARE INHERITED AND STRONGLY CORRELATED WITH LEADERSHIP ABILITY, ALONG WITH SOCIABILITY. ALTHOUGH INTROVERTS CAN MAKE GREAT LEADERS AS WELL. IT DEPENDS ON THE LEADERSHIP STYLE.
DISCIPLINEWHILE SOME PEOPLE ARE NATURALLY MORE RESERVED THAN OTHERS, PEOPLE WHO CAN DELAY IMMEDIATE GRATIFICATION FOR LONG-TERM SUCCESS TEND TO MAKE THE BEST LEADERS.
ARE LEADERS BORN OR MADE?
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WHAT IS A SUPERVISOR
A supervisor is responsible for the day-to-day operations of a business group to ensure employees are working toward a common goal, remaining productive, and avoiding conflict and negative competition
the supervisor does not have authority to make significant decisions as they relate to the workforce. A supervisor can assign work tasks, realign tasks within a department, or take corrective actions to resolve employee disputes and productivity issues.
a supervisor cannot hire, fire, or promote employees without consulting with a manager who is privy to higher-level organizational issues and concerns.
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WHAT IS A SUPERVISOR
Communicates effectively – Shares information and encourages candid and open dialog. Ensures that p. eople share information and have access to information they need to perform their tasks effectively
Demonstrated technical expertise – Understands the production systems necessary to operate the business successfully. Performs job tasks successfully.
Responsible and completes work without close supervision – Ability to work independently, solve problems and move ahead without constant instructions.
Leadership ability – Confident, knows himself well, people gravitate to him, and commands respect and trust among peers and others.
Organized – Organizes time and priorities to achieve business results in a timely manner
SKILLS OF A GOOD SUPERVISOR
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WHAT IS A SUPERVISOR
Adapts to and implements change – Accepts that change is inevitable andembraces change with innovation, courage, and resiliency.
Promotes key values – Consistently demonstrates work ethics and values. Conducts duties of the position with truth, sincerity, and fairness.
Team and people building skills – Understands the importance of mentoring and coaching employees. Shows enthusiasm for helping others improve or develop new skills.
Uses sound judgment – Applies knowledge of the business and tasks and uses common sense and analysis to make the best decision.
Produces results – Directs his/her actions and the actions of others toward achieving goals that are critical to the success of the operation
SKILLS OF A GOOD SUPERVISOR
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CAREER STAGES
Growth – The early years (4 to 13 years old) is a time when the individual first becomes aware of the future. People start to find ways to develop competencies and to achieve in order to increase control over their life.
Exploration – From the early teens to mid-twenties, people begin to crystallize, specify and implement an occupational choice. Different roles are tried and various occupational options are explored though school, leisure, part-time work and volunteering. “Trial jobs” may be tested before more firmly finding a more stable and appropriate fit.
Establishment – In the mid-twenties through mid-forties, typically a suitable field is selected and efforts are made to secure a long-term place in the chosen career. Young adulthood tends to be a time for stabilizing, consolidating, building momentum and moving up. Obtaining certifications, credentials, and advanced degrees may be the norm.
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CAREER STAGES
Maintenance - This stage usually happens in the mid-forties to mid-sixties and is characterized by constancy: 1) Holding on (stagnating or plateauing), or 2) Keeping up (updating or enriching). Continuity, stress, safety and stability tend to be the standard. Sometimes people feel risk adverse with various career options which may lead to frustration or even depression. In middle adulthood we may ask ourselves, “What have I done with my life? or Is this all there is? or even What do I truly want?” For men, state of health or career accomplishment may predominate. Women sometimes perceive this period as an opportunity to pursue new personal or professional goals now that their nurturing role has peaked.
Disengagement – The mid-sixties is typically marked by decelerating from formal employment to finding new roles with a view to retirement. Baby Boomers are teaching us that this stage should be more appropriately named “Re-inventment.” They are completely redesigning the notion of “retirement” preferring to work in some form while pursuing new or renewed outside interests. In later adulthood, there may be a need to assist or mentor younger members of society or seek self-employment.
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