What is OB?

It is the field of study that investigates the impact that individuals, groups and structure have on behaviour within organisations for the purpose of applying such knowledge towards improving an organisation’s performance.

Four central characteristics of the field:– OB applies the scientific method to

practical managerial problems.– OB focuses on three levels of analysis:

individuals, groups, and organisations.– OB seeks to improve organisational

effectiveness and the quality of life at work.– OB is multidisciplinary in nature.

Contributing disciplines to the field of OB

Psychology

Sociology

Anthropology

Political Science

• Motivation• Learning• Personality• Perception• Leadership

• Group dynamics• Communication• Power & Conflict• Organisational change & culture

• Comparative values•Cross-cultural analysis

• Power• Politics• conflict

Study of Organisational

Behaviour

Shifting Paradigms of OB

• Flat organisational structure

• Empowerment

• Teamwork

• Work-life balance

• New workforce expectations where less tolerance for hierarchy, more informality and concern of performance rather than status

What is Management?

Management is the process of coordinating work activities so that they are completed effectively and efficiently with and through other people.

Efficiency (Means) Effectiveness (Ends)

Low Waste High Attainment

Resource Usage

Goal Attainment

Management strives for:Low resource waste (High Efficiency)High goal attainment (High Effectiveness)

Productivity and Managerial Performance

Effective managers focus on 2 key results:

- Task performance

- Job satisfaction

Managers

Team Leaders

Planning

Controlling Organising

Leading

Choosing goals and means to achieve them

Measuring performance & ensuring results

Creating structures & work systems

Inspiring people to work hard

PROCESS OF MANAGEMENT

Time spent in carrying out functions at various levels of mnagement

Top level

managers

Middle level managers

First level supervisors

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ESSENTIAL MANAGERIAL SKILLS -- Robert Katz

Lower-levelManagers

Middle-levelManagers

Upper-levelManagers

TECHNICAL SKILLSThe ability to perform specific tasks

HUMAN SKILLSThe ability to work well with people

CONCEPTUAL SKILLSThe ability to solve complex problems

Interpersonal RolesHow a manager interacts with other people• Figurehead• Leader• Liaison

Informational Roles

How a manager exchanges and processes information• Monitor• Disseminator• Spokesperson

Decisional Roles

How a manager uses information in decision making• Entrepreneur• Disturbance handler• Resource allocator• Negotiator

Ten Roles of an effective manager – Henry Mintzberg