Organizational Behavior & Management

1.

Topic 1
Organizational Behavior &
Management

2.

Management Functions
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1-2

3.

Exhibit 1-1: Four Functions of
Management

4.

Management Roles
Mintzberg identified 10 roles grouped
around interpersonal relationships, the
transfer of information, and decision
making.

5.

Management Roles
Interpersonal roles
Figurehead, leader, liaison
Informational roles
Monitor, disseminator, spokesperson
Decisional roles
Entrepreneur, disturbance handler, resource
allocator, negotiator

6.

Exhibit 1-2 Minztberg’s Managerial Roles
Role
Description
Interpersonal
Blank
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
Blank
Monitor
Receives a wide variety of information; serves as nerve center of
internal and external information of the organization
Disseminator
Transmits information received from outsiders or from other
employees to members of the organization

7.

Exhibit 1-2 Minztberg’s Managerial Roles
Role
Description
Spokesperson
Transmits information to outsiders on organization’s plans,
policies, actions, and results; serves as expert on organization’s
industry
Decisional
Blank
Entrepreneur
Searches organization and its environment for opportunities and
initiates projects to bring about change
Disturbance handler
Responsible for corrective action when organization faces important,
unexpected disturbances
Resource allocator
Makes or approves significant organizational decisions
Negotiator
Responsible for representing the organization at major negotiations
Source: Mintzberg, Henry, The Nature of Managerial Work, 1st Ed., © 1973, pp. 92–93. Reprinted and
Electronically reproduced by permission of Pearson Education, Inc., New York, NY.

8.

Skills Managers Need
• Technical skills
–
The job-specific knowledge and techniques needed
to proficiently perform work tasks.
• Human skills
–
The ability to work well with other people both
individually and in a group.
• Conceptual skills
–
The skills managers use to think and to
conceptualize about abstract and complex
situations .

9.

Exhibit 1-3: Skills Needed at Different
Managerial Levels

10.

The Manager:
Omnipotent or Symbolic?
Omnipotent View of Management- the view
that managers are directly responsible for an
organization’s success or failure.
Symbolic view of Management- the view that
much of an organization’s success or failure is
due to external forces outside managers’
control.

11.

In reality, managers are neither all-powerful
nor helpless.
Their decisions and actions are constrained.

12.

Historical Background of
Management
Adam Smith The Wealth of Nations in 1776
Division of labor / job specialization
Breaking down jobs into narrow and repetitive
tasks
Increase productivity , save time lost in
changing tasks, create labor-saving inventions
and machinery.
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13.

Historical Background of Management
Industrial Revolution (late 18th century)
machine power was substituted for human
power
Large efficient factories
Forecast demand
Ensure that enough material was on hand to make
products
Assign tasks to people
Direct daily activities
……
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14.

Exhibit1-4 : Major Approaches
to Management
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15.

1. Classical approach
Emphasize rationality and making
organizations and workers as efficient as
possible.
Scientific management
General administrative theory
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16.

Scientific management
Fredrick Winslow Taylor
The “father” of scientific management
1911 Principles of Scientific Management
Scientific management: the use of scientific methods
to define the “one best way” for a job to be done.
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17.

Scientific management
The best known example of Taylor’s
scientific management efforts was the pig
iron experiment.
Daily average output increased from 12.5 tons
to 47-48 tons per day.
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18.

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19.

How today’s managers use scientific
management?
Use time-and-motion study to eliminate wasted
motions
Hire the best-qualified workers for a job
Design incentive systems based on output
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20.

General Administrative Theory
Henri Fayol
Developed 14 principles of management that
could be applied to all organizational situations
Max Weber
Developed an ideal type of organization
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21.

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22.

Max Weber
Developed a theory of authority structures and
relations based on an ideal type of organization
(bureaucracy)
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23.

Exhibit1-5: Bureaucracy
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24.

2. Quantitative Approach
Quantitative Approach
The use of quantitative techniques to improve
decision making. Also called management
science.
Involves applying statistics, optimization models,
information models, computer simulations, and
other quantitative techniques to management
activities.
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25.

The Hawthorne Studies

26.

The Hawthorne Studies
A series of productivity experiments
conducted at Western Electric from 1924 to
1932
Productivity unexpectedly increased under
imposed adverse working conditions.
The effect of incentive plans was less than
expected.

27.

The Hawthorne Studies
Research conclusions of the Hawthorne
Studies
People’s behavior and attitudes are closely
related
Group factors significantly affect individual
behavior
Group standards establish individual worker
output
Money is less a factor in determining output
than group standards, group attitudes, and
security.
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28.

3. Behavioral approach
Organizational Behavior (OB)
The field of study that researches the action
(behavior) of people at work
people were the most important asset of the
organization and should be managed
accordingly.
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29.

Exhibit1-6 Advocates of Behavioral approach

30.

4. Contemporary approach
Systems approach
Contingency approach
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31.

The Systems Approach in the 1960s
Closed systems
Are not influenced by and do not interact with their
environment (all system input and output is
internal)
Open systems
An organization takes in inputs (resources) from
the environment and transforms or processes
these resources into outputs that are distributed
into their environments.
The organization is “open” to and interacts with its
environment.
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32.

Exhibit 1-7 Open System

33.

Open systems approach
Managers coordinate work activities in the
various parts of the organization, they
ensure that all these parts are working
together so the organization’s goals can
be achieved.
No organization can survive for long if it
ignores government regulations, supplier
relations, or the varied external
constituencies upon which it depends
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34.

The Contingency Approach
Contingency Approach - sometimes called
the situational approach
Management is not based on simplistic
principles to be applied in all situations.
Organizations are different, face different
situations (contingency variables), and
require different ways of managing.
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35.

Globalization
Economic, social, and cultural connectivity
with people in other parts of the world
Due to better communication and
transportation systems
Effects of globalization on organizations
Larger markets, lower costs, more innovation
teamwork, diversity, culture values,
organizational structure, leadership etc. should
adjust to globalization.

36.

Increasing Workforce Diversity

37.

Emerging Employment Relationships
Work/life balance
Minimizing conflict between work and nonwork
demands
Virtual work
Using information technology to perform one’s
job away from the traditional physical workplace
Telecommuting – issues of social isolation,
emphasis on face time, employee self-motivated

38.

OB & Management
Important branch of Management
Direct basis for Human Resource
Management

39.

Disciplines that contribute to the OB field
Psychology
Social Psychology
Sociology
Anthropology

40.

Main Topics
Topic 1: Management & OB
Topic 2: Diversity in Organization
Topic 3: Attitudes and Job Satisfaction
Topic 4: Personality and Values
Topic 5: Perception and Motivation
Topic 6: Foundations of Group Behavior
Topic 7: Leadership
Topic 8: Organizational structure & culture

41.

Final Grade
Group discussion 20% - group work
Presentation 30% - group work
Assessment 50% - individual work