Eslesca OB Ppt

8/2/2019 Eslesca OB Ppt

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ROBBINS/JUDGE

13th Edition

Presented by :

Dr. Azza El Bendary


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Chapter One

What Is Organizational Behavior?


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What is Organization/ Behavior?

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.

Behavior:

A response of an individual or group to an action, environment, person,

or stimulus.


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What is Organization Behavior?

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

organizations effectiveness.


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Management Functions

Planning :defining goals,establishing strategy, developing plansto coordinate activities

Organizing: determining what tasksbe done, who is to do them, how thetasks are to be grouped, reporting line

Leading:motivating employees,directing others, selecting the mosteffective communicating channels,resolving conflicts

Controlling:monitoring activities toensure that they are being accomplished

as planned and correcting and significant

deviations


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Management Roles

Figurehead

Leader

Liaison

Interpersonal Roles

Monitor

Disseminator

Spokesperson

Informational Roles

Entrepreneur

Disturbance handler

Resource allocator

Negotiator role

Decisional Roles


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Three Essential Management Skills

Technical Skills

Human Skills

Conceptual Skills


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Group Discussion


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Professional Wheel Exercise


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Effective Versus Successful Managerial

Activities

Fred Luthans & associatesmanagers engage in four managerial activities

Traditional management: decision making, planning & controlling

Communication: routine information & paperwork

Human resource management: motivating, disciplining, staffing, etc.

Networking: socializing, politicking, interacting with outsiders


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Effective Versus Successful

Managerial Activities

Successful managers

those promoted most quickly

Networking - largest relative

contribution to success

Human resource management -leastrelative contribution

Effective managers

performance & commitment to employees

Communicationlargest relative

contribution

Networkingleast relative

contribution


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Allocation of activities by Time Exhibit 1-2


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Complementing Intuition with Systematic Study

Intuition

a gut feeling not necessarily supported by research

Making decisions with incomplete information

Evidence-Based Management

approach that complements systematic studies

managers decisions should be based on scientific evidence (ex.

Surveys, researches)


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Disciplines that contribute to the OB Field

Psychology: the science that seeks to measure, explain, change the

behaviorof human beings

Social Psychology:an area of psychology that blends concepts from

psychology & sociology thatfocuses on the influence of people on oneanother

Sociology: the study of people in relation to theirsocial environment

Anthropology: The study ofsocieties to learn about human beings and

their activities

hibi 1 3 d


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Exhibit 1-3 Toward

an OB Discipline


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Challenges & Opportunities for OB

Responding to Globalization:

No more national borders

Burger King is owned by a British

firm, McDonalds sells in Moscow , 75% of Exxon Mobile sales outside U.S.

Nokia recruits from India & China in

Finland.

Auto industry build cars outside their

borders : Volkswagen in Mexico,

Mercedes & BMW in South Africa.


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globalization

increased foreign

assignments

working with people from

different cultures

movement of jobs tocountries with low cost

labor

managing people during

the war on terror/ political

change ex. revolutions


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Managing workforce diversity

mix of age, gender, race

embracing diversity

accepting differences


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Improving Quality and

Productivity

Improving Customer

Service

Improving People Skills Stimulating Innovation and

change

Helping Employees

Balance Work-Life

Creating a Positive WorkEnvironment

Improving Ethical Behavior


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A model is an abstractionof reality,

A simplified representation

of some real- world

phenomenon.

We better understand OBas we move from one level

to the other.

Each level is constructed

on the previous level.

OB Basic Model


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Developing an OB Model

Dependent VariablesA response that is affected by an independent variable

Productivity

Absenteeism

Turnover

Deviant Workplace Behavior

Organizational Citizenship

Behavior

Job Satisfaction

Independent VariablesThe presumed cause of some change in a dependent variable

Individual-Level Variables

Group-Level Variables

Organizational System-Level

Variables


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DevelopingInterpersonal Skills


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Interpersonal Skills

The skills used by a person to properly interact with others.

In the business domain, it refers to an employee's ability to get along withothers while getting the job done.

Interpersonal skills include everything from communication and listeningskills to attitude and deportment.

Good interpersonal skills are a prerequisite for many positions in anorganization.

It refers to character traits possessed by an individual rather than skillsthat can be taught in a classroom.


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The Importance of Interpersonal

Skills

Interpersonal skilled managers:

better work environment

attracting good calibers

employees leave managers not organizations


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Group ExerciseWhat are the interpersonal skills of a good Manger?


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Attributes of a

Good Boss


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What is competency?

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SkillsKnowledge

Attitude

A learned capability

based on Emotional Intelligence

that results in outstanding performance


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Study is based on Daniel Golemans EIC Model

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PersonalCompetence

Self

Awareness

Self

Management

Social

Awareness

Relationship

Management

SocialCompetence

EmotionalSelf-awareness

AccurateSelf-assessment

Self Confidence

Empathy

Organizationalawareness

Serviceorientation

EmotionalSelf-control

Transparency

AchievementOrientation

Initiative

Adaptability

Optimism

Developing others

Inspirationalleadership

Influence

Change catalyst

ConflictManagement

Teamwork andcollaboration

EI Competencies

RM-Conflict


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RM-Change catalystRM-Influence RM-Inspirational

RM-Developing

othersSA-Service SM-Initiative SM-Optimism

RM-Conflict

Management

Employees Performance is affected by leaders emotional intelligence


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IQ is considered a threshold competence, aminimum capability that all must have.

Once you are in a group of similar IQs , IQwill no longer distinguish you in a group.

IQ takes second position to emotionalintelligence in determiningperformers.

IQ + EQ = Success

Why some people function better than

others?


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Chapter Three


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Exhibit 3-1 page 110

Exibit 3-2


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Exibit 3-3


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Exhibit 3-4

Active

VOICEEXIT

NEGLECT LOYALTY

Passive

ConstructiveDestructive


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Exhibit 3-5


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