Managing People and OrganizationA good manager is he/she who can organize all the members under him/her to meet organizational goal, and members are satisfied, loyal, and committed

So, two things to noticePerformance as an individual and as a group

Job satisfaction

Managing People and OrganizationRobert Katz (1974) identified three basic and also essential skill for a good manager. These are:

Technical skill: ability to apply expertise and specialized knowledge

Human skill: ability to work with, understand, and motivate other people, both individually and in groups.

Conceptual skill: The mental ability to analyze and diagnose complex situations and decision making

Managerial FunctionsSkill Type Needed by Manager Level

Managing People and OrganizationIn the early part of 20th century, a Frenchindustrialist, Henri Fayol observed 5 importantfunctions of a manager. These are:

PlanOrganizeCommandCoordinateControl

Managing People and OrganizationNow, present organizational manager condensed these into four categories.

Managing People and Organization PlanningA process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

Managing People and Organization OrganizingDetermining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

Managing People and Organization DirectingA function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

Managing People and Organization ControllingMonitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

Managing People and OrganizationFor managing people, process, and organization, amanager should consider

Individual behavior in organizations, including diversity and demographic characteristics, decision making and the effects of personal networks.

Organizational process, interpersonal behavior, including teamwork, norms, and managing through others.

Organizational factors that affect behavior, such as reward systems, culture, and organizational design.

Managing People and Organization There is no unique way or best way to manage.A manager has to take into account the environmental conditions that apply to a specific situation or a specific time when formulating strategy. The contingency approach to management expects that a manager must consider each facet of environment and the interrelationships between these facets while decision making, problem solving, job designing.

Managing People and OrganizationChallenges of ManagersIncreasing number of global organizations.

Building competitive advantage through superior efficiency, quality, innovation, and responsiveness.

Increasing performance while remaining ethical managers.

Managing an increasingly diverse work force.

Using new technologies.

Managing People and OrganizationManagerial RoleMintzberg identified three Managerial Roles:

A role is a set of specific tasks a person performs because of the position they hold.Roles are directed inside as well as outside the organization.

Interpersonal RolesInformational RolesDecisional Roles

Managing People and OrganizationInterpersonal Roles

Roles managers assume to coordinate and interact with employees and provide direction to the organization.

Organizational roles that involve serving as a figurehead, leader, and liaison for an organization.

Managing People and OrganizationInterpersonal Roles

Figurehead role: symbolizes the organization and what it is trying to achieve.Leader role: train, counsel, mentor and encourage high employee performance.Liaison role: link and coordinate people inside and outside the organization to help achieve goals.

Managing People and OrganizationInformational Roles

Associated with the tasks needed to obtain and transmit information for management of the organization.

Organizational roles that involve monitoring, disseminating, and serving as a organizational spokesperson.

Managing People and OrganizationInformational RolesMonitor role: analyzes information from both the internal and external environment.

Disseminator role: manager transmits information to influence attitudes and behavior of employees.

Spokesperson role: use of information to positively influence the way people in and out of the organization respond to it.

Managing People and OrganizationDecisional Roles

Associated with the methods managers use to plan strategy and utilize resources to achieve goals.

Organizational roles that involve serving as an entrepreneur, disturbance handler, resource allocator, and negotiator

Managing People and OrganizationDecisional Roles

Entrepreneur role: deciding upon new projects or programs to initiate and invest. Disturbance handler role: assume responsibility for handling an unexpected event or crisis.Resource allocator role: assign resources between functions and divisions, set budgets of lower managers.Negotiator role: seeks to negotiate solutions between other managers, unions, customers, or shareholders.

Managing People and OrganizationManagerial Activities

Traditional managementDecision making, planning, and controllingCommunicationExchanging routine information and processing paperworkHuman resource managementMotivating, disciplining, managing conflict, staffing, and trainingNetworkingSocializing, politicking, and interacting with others

Managing People and OrganizationAllocation of Activities by Time

Background of Organizational TheoryTaylors Principles: Scientific ManagementStudy the way workers perform tasks and experiment with ways of improving themGather detailed, time and motion information.Try different methods to see which is best.Determine rules that govern task performanceTeach to all workers.Select (according to the rules) the worker for the task according to the rules set in Step 2.

Establish a performance standard, and develop a pay system that rewards above-standard performanceWorkers should benefit from higher output.

Background of Organizational TheoryProblems of Scientific ManagementManagers often implemented only the increased output side of Taylors plan.They did not allow workers to share in increased output.Specialized jobs became very boring, dull.Workers ended up distrusting Scientific Management.Workers could purposely under-performManagement responded with increased use of machines.

Background of Organizational TheorySeeks to create an organization that leads to both efficiency and effectiveness.Max Weber developed concept of bureaucracy

A formal system of organization and administration to ensure effectiveness and efficiency.

Weber developed the Five principles of bureaucracy

Background of Organizational TheoryMax Weber Principles of Bureaucracy :Managers formal authority derives from his positionPeople should occupy positions because of performance, not social standingEach persons formal authority and responsibilities should be clearly specifiedPositions should be arranged with well defined hierarchicallyManagers should create a well-defined system of rules and norms

Background of Organizational TheoryHenri Fayol, developed a set of 14 principles:Division of Labor: allows for job specialization. This is the specialization that economists consider necessary for efficiency in the use of labor. Fayol applies the principle to all kinds of work, managerial as well as technical.Fayol noted firms can have too much specialization leading to poor quality and worker involvement.

Authority and Responsibility: Fayol included both formal and informal authority resulting from special expertise.Here Fayol finds authority and responsibility to be related, with the latter arising from the former. He sees authority as a combination of official factors, deriving from the manager position and personal factors.

Unity of Command: Employees should have only one boss.This means that employees should receive orders from one superior only.

Background of Organizational TheoryHenri Fayol, developed a set of 14 principles:4. Line of Authority: a clear chain from top to bottom of the firm.Fayol thinks of this as a chain of superiors from the highest to the lowest ranks, which, while not to be departed from needlessly, should be short circuited when to follow it scrupulously would be detrimental.

5. Centralization: the degree to which authority rests at the very top.Without using the term Centralization of authority. Fayol refers to the extent to which authority is concentrated or dispersed. Individual circumstances will determine the degree that will give the best overall yield.

6. Unity of Direction: One plan of action to guide the organization.According to this principle, each group of actives with the same objective must have one head and one plan.

Background of Organizational TheoryHenri Fayol, developed a set of 14 principles:7. Equity: Treat all employees fairly in justice and respect.Loyalty and devotion should be elicited from personnel by a combination of kindliness and justice on the part of managers when dealing with subordinators.8. Order: Each employee is put where they have the most value.Breaking this into material and social order, Fayol follows the simple adage of a place for everything and everything in its place. 9. Initiative: Encourage innovation.Initiative is conceived of as the thinking out and execution of a plan. Since it is one of the keenest satisfactions for an intelligent man to experience.

Background of Organizational TheoryHenri Fayol, developed a set of 14 principles:10. Discipline: obedient, applied, respectful employees needed.Seeing discipline as respect for agreements which are directed at achieving obedience, application, energy, and the outward marks of respect. Fayol declares that discipline requires good superiors at all levels.

11. Remuneration of Personnel: The payment system contributes to success. Methods of payment should be fair and afford the maximum possible satisfaction to employees and employer.

12. Stability of Tenure: Long-term employment is important.Finding unnecessary turnover to be both the cause and the effect of bad management, Fayol points out its dangers and costs.

Background of Organizational TheoryHenri Fayol, developed a set of 14 principles:13. General interest over individual interest: The organization takes precedence over the individual.This is self explanatory when the two are found to differ, management must reconcile them.

14. Team Spirit (Esprit de corps): Share enthusiasm or devotion to the organization.This is principle that in union there is strength as well as an extension of the principle of unity of command, emphasizing the need for teamwork and the importance of communication in obtaining it.

Background of Organizational TheoryNow organizations are not viewed only from the efficiency and opportunistic aspect

While analyzing organizations, the present organizational theorists synchronize different social, behavioral, cultural, and attitudinal aspects in organizational relations.

Therefore, we need to analyze personal and social traits of organizational members.

Theory of Planned Behavior and Theory of Reasoned ActionTo learn human beings attitudinal and behavioral traits, organizational behavior study borrows theoretical paradigms from sociology and psychology.

In psychology, the theory of reasoned action (TRA) and planned behavior (TPB) are designed to link between attitudes and behavior.

Theory of Planned Behavior and Theory of Reasoned Action Basically Theory of planned behavior (TPB) is an extension of Theory of reasoned action (TRA).

However, TPB also encompasses the concept of perceived behavioral control, which originates from Self Efficacy Theory.

Theory of Reasoned Action (TRA)Why different people behave differently in the same organizational context!!!Researcher reveals that individual characteristics, mediated by beliefs, affect attitudes and subjective norms, which affect intentions and behaviors. Behavioral attitude is dependent on some external and internal factors including experience, personality, and social values (Engel et al., 1993).Subjective norms depends on influence of associated personsTo conceptualize behavioral attitude, TRA was proposed by Martin Fishbein together with Icek Ajzen in 1975

Theory of Reasoned Action (TRA)TRA has the followingconstructs:Subjective normAttitude, andBehavioral intention TRA suggests that a person's behavioral intention depends on the person's attitude about the behavior and subjective norms (BI = A + SN). Ajzen and Fishbein (1980) proposed that a persons behavior is determined by the person's intention to perform the behavior

and that this intention is, in turn, a function of the person's attitude toward the behavior.

Theory of Reasoned Action (TRA)

Theory of Reasoned Action (TRA)For different contexts, the magnitude of beliefs, which in turn affect attitude, differs. So, these constructs will be evaluated by a person's valuation of the weight of these consequences.

One might have the belief that adopting modern ICT is good for one's professional career. It enhances efficiency and also effectiveness. However, it is time consuming to learn and resources are also not always available. Each of these beliefs can be weighted based on ones perception of the merits of those beliefs.

Theory of Reasoned Action (TRA)Subjective norm is regarded as a combination of perceived expectations from relevant individuals or groups along with the intention to comply with these expectations.

It is considered as the persons belief that individuals or groups associated with that person expect that the person should or should not perform the behavior and the person's expectation to comply with the specific references (Fishbein and Ajzen, 1975).

Theory of Reasoned Action (TRA)

Associates of one individual might have engaged in ICT-based projects. They have enough skill and are advancing their professional career by adopting ICT. These associates have explicit and implied influence on that individual's intention to learn ICT.

Theory of Reasoned Action (TRA)However, at the same time that individuals brother might have had adverse consequences in trying to adopt ICT in professional life. That brother may have devoted much time, money, and efforts to learn IT and, ultimately, could not pay back these investments. So, he might discourage that person from learning ICT. This circumstance might have a negative impression on that individuals decision making about learning ICT.

Theory of Reasoned Action (TRA)

The beliefs of these people, weighted by the importance of the individual attitude to each circumstance/opinion, might influence the persons behavioral intention to use ICT, which in turn will affect that persons behavior to learn or not learn ICT in a professional career.

Theory of Reasoned Action (TRA)So, a person's intention toward a specific behavior is affected by the person's attitude toward that behavioral outcome and the attitude a person perceives other people would have towards the performance of that behavior. A persons attitude, combined with subjective norms, forms the person's behavioral intention.

Theory of Reasoned Action (TRA)From the review of TRA, we get the essence that behavioral intention, a function of both attitudes toward a behavior and subjective norms toward that behavior can predict actual behavior. A persons attitudes about learning ICT in professional life combined with the subjective norms about learning ICT in professional life, each with their own weight, will determine intention of learning ICT in professional life (or not), which will then lead to the actual behavior.

Theory of Reasoned Action (TRA)The validity of the TRA is extensive within some conditions

However, under circumstances where internal and external factors might control or affect the motivation of the outcome of behavior, TRA is a relatively poor or partial predictor of those types of behaviors.

For actual behavioral outcome, it appears not to be completely voluntary and under control; this resulted in the addition of certain external or internal factors, termed as perceived behavioral control.

Theory of Planned Behavior (TPB)With this addition, the theory was called the TPB. TPB is a theory that predicts intended and rational behavior, because behavior can be deliberative, organized, and planned. Thus, TPB, which is an extension of TRA, was developed to incorporate behavioral control factors in predicting behavior. This theory extends the incomplete concept of TRA in predicting an actual behavior under the influence of certain stimuli that intended behaviors are also controlled by some uncertainty.

Theory of Planned Behavior (TPB)Therefore, performing a behavior depends not only on intention but also on some external or internal factors that may interfere with the motivational behavior. These factors are called as Behavioral control. Behavioral control is conceptualized as one's perception of the context of performing a behavior. This construct reflects a persons perception of the presence or absence of external favoring or non-favoring resources and opportunities to perform a behavior of interest (Barnett and Presley, 2004).

Theory of Planned Behavior (TPB)TPB is sketched in the following diagram