preamble of organizational behaviour. index preamble structure hollistic fix key concept key...
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Preamble of Organizational Behaviour
INDEXINDEX
PREAMBLE STRUCTURE HOLLISTIC FIX KEY CONCEPT KEY RESEARCH AREA KEY APPLICATION
INDUSTRIAL APPLICATION RESEARCHHOW WE STUDYKEY JOBSPROJECTS ONE CAN DOTRENDS
Preamble StructurePreamble Structure
Teacher introductionTeacher introduction
1. NAME OF THE INSTRUCTOR-RUPALI SATSANGI
2. CABIN LOCATION-Room no-120 3. TELEPHONENO.9897059954 4. EMAIL-ID [email protected] 5. MEETING HOURS– Faculty should provide 1
hour on all week days preferably between extended lunch break.
PREREQUISITES
Knowledge of Social sciences
Management skills organization Group
HOLLISTIC FIX OF DIGITAL COMMUNICATIONHOLLISTIC FIX OF DIGITAL COMMUNICATIONHollisticfix Hollisticfix
What Managers DoWhat Managers Do
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to attain goals
Managerial Activities
• Make decisions
• Allocate resources
• Direct activities of others to attain goals
Where Managers WorkWhere Managers Work
Management FunctionsManagement Functions
ManagementManagementFunctionsFunctions
ManagementManagementFunctionsFunctions
PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing
LeadingLeadingLeadingLeadingControllingControllingControllingControlling
Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
Management Functions (cont’d)Management Functions (cont’d)
E X H I B I T 1-1a
Mintzberg’s Managerial RolesMintzberg’s Managerial Roles
E X H I B I T 1-1b
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)
E X H I B I T 1-1c
Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)
Management SkillsManagement Skills
Effective Versus Successful Managerial Activities (Luthans)
Effective Versus Successful Managerial Activities (Luthans)
1. Traditional management• Decision making, planning, and controlling
2. Communications• Exchanging routine information and processing
paperwork
3. Human resource management• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking• Socializing, politicking, and interacting with others
1. Traditional management• Decision making, planning, and controlling
2. Communications• Exchanging routine information and processing
paperwork
3. Human resource management• Motivating, disciplining, managing conflict, staffing,
and training
4. Networking• Socializing, politicking, and interacting with others
E X H I B I T 1-2
Allocation of Activities by TimeAllocation of Activities by Time
Enter Organizational BehaviorEnter Organizational Behavior
Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field
E X H I B I T 1-3a
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3b
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3c
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3d
Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d)
E X H I B I T 1-3f
There Are Few Absolutes in OBThere Are Few Absolutes in OB
ContingencyContingencyVariablesVariablesx y
Challenges and Opportunity for OBChallenges and Opportunity for OB
Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service
Challenges and Opportunity for OB (cont’d)Challenges and Opportunity for OB (cont’d)
Improving People Skills Empowering People Coping with “Temporariness” Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior
E X H I B I T 1-6
Basic OB Model, Stage IBasic OB Model, Stage I
The Dependent VariablesThe Dependent Variables
x
y
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Dependent Variables (cont’d)The Dependent Variables (cont’d)
The Independent VariablesThe Independent Variables
IndependentIndependentVariablesVariables
IndependentIndependentVariablesVariables
Individual-Level Individual-Level VariablesVariables
Individual-Level Individual-Level VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
OrganizationOrganizationSystem-LevelSystem-Level
VariablesVariables
Group-LevelGroup-LevelVariablesVariables
Group-LevelGroup-LevelVariablesVariables
jobjob
PRIVATE SECTOR Texas Instruments
www.ti.com Alcatel Lucent.
www.alcatel-lucent.in NSNwww.nokiasiemensnetworks.com ST microelectronicswww.st.com Reliance Communications
www.relianceinfo.com Bharti Airtelwww.airtel.in