By M Shahid
Lecturer in
ORGANIZATIONAL Business
Administration
& Economics
BEHAVIOR Faisalabad
Campus
U.E
BBA 6 th(Hons) /
MBA 4 (3.5 years)
th
WHAT IS ORGANIZATIONAL BEHAVIOUR?
It is a field of study that investigates the impact that
individuals, groups and structure have on behavior of
individuals within organizations, for the purpose of applying
such knowledge towards improving an organization’s
ef fectiveness.
MANGER’S FUNCTIONS,
ROLES AND SKILLS
MANAGER
An individual who achieves goals through other people.
ORGANIZATION
A consciously coordinated social unit:
Which is composed of two or more people:
that functions on a relatively continuous basis:
to achieve a common goal or set of goals.
MANAGEMENT FUNCTIONS
Planning
Organizing
Leading
Controlling
PLANNING
A process that includes:
Defining goals
Establishing strategy
Developing Plans
to coordinate activities.
ORGANIZING
Determining what tasks are to be done
Who is to do those tasks?
How the tasks are to be grouped?
Who reports to whom?
Where descions are to be made?
LEADING
A function that includes:
motivating employees
Directing others
Selecting the most ef fective communication channels
And resolving conflicts
CONTROLLING
Monitoring activities to ensure they are being accomplished
as planned and correcting any significant deviations.
MANAGEMENT ROLES
Managers perform ten dif ferent highly inter -related roles or
set of behaviors. These ten roles are primarily:
1. Interpersonal
2. Informational
3. Decisional
(Henry Mintzberg, 1960)
INTERPERSONAL
Figurehead : symbolic head required to perform a number of
routine duties of a legal or social nature.
Leader: Responsible for the motivation and direction of
employees.
Liaison: Maintains a network of outside contacts who provide
favors and information.
INFORMATIONAL
Monitor: Receives a wide variety of information; serves as
nerve center of internal and external information of the
organization.
Disseminator: Transmits information received from outsider or
from other employees to members of the organization.
Spokesperson: Transmits information to outsiders on
organizations’ plans, policies, actions and results; serves as
expert on organization's industry.
DECISIONAL
Entrepreneur: Searches organization and its environment for
opportunities and initiates projects to bring about change.
Disturbance Handler: Responsible for corrective actions when
organization faces important, unexpected disturbances.
Resource Allocator: Makes or approves significant
organizational decisions.
Negotiator: Responsible for representing the organization at
major negotiations.
MANAGEMENT SKILLS
Technical skills
Human Skills
Conceptual Skills
Human Skills
Technical Skills
The ability to work with,
understand and The ability to apply
motivating other people specialized knowledge
both individually and in
groups or expertise.
Conceptual Skills
• The mental ability to analyze and
diagnose complex situations.
MANAGERIAL ACTIVITIES
• Communication:
Traditional Management:
Exchanging routine
Decision making, information and
planning and controlling planning paper work
Networking: Socializing,
Human Resource politicking and
Management: interacting with others
Motivating, disciplining
managing conflicts,
staffing and training
ALLOCATION OF ACTIVIT Y BY TIME
Average Manager
Effective
Traditional Management Successful
Managers
manager
Communication Traditional
Traditional Management
Management
Human Resource Communication
Communication
Management
Networking Human Resource
Human Resource Management
19% Management
32% Networking
Networking
11 19
13% % %
20%
29% 48% 26
28% % 44
%
11%
(Cambridge, MA: Bollinger 1988)
CONTRIBUTORY DISCIPLINES TO OB
FIELD
Psychology
Social Psychology
Sociology
Anthropology
PSYCHOLOGY
It seeks to:
• Measure
• Explain
• Change
the behavior of humans and other animals
SOCIAL PSYCHOLOGY
Area of psychology that blends concepts from psychology and
sociology and that focus on the influence of people on one
other
SOCIOLOGY
The study of people in relation to their social environment or
culture.
ANTHROPOLOGY
The study of societies to learn about human beings and their
activities.
LEVELS OF STUDY
Three levels of study:
Individuals (micro level)
Work groups
Organizational level (macro level)
THREE LEVELS OF OB
It is an investigative study of individuals and groups
The impact of organizational structure on human behavior
The application oh knowledge to achieve organizational
ef fectiveness.
ROLE OF OB
Ef fective organizational structure
Define authority, power and status of an employee
Making groups
Motivation
Leadership
Conflict management
Organizational development
Organizational change
Control
Project selection
CONCLUSION
Organizational behavior is the study of both group and
individual performance and activity within an organization.
This area of study examines human behavior in a work
environment and determines its impact on job structure,
performance, communication, motivation, leadership, etc .
The study of organizational behaviour gives insight on how
employees behave and perform in the workplace. It helps us
develop an understanding of the aspects that can motivate
employees, increase their performance, and help
organizations establish a strong and trusting relationship with
their employees.
REFERENCES FOR FURTHER
EXPLORATION
Book : Organizational Behavior.pdf
