Organizational Behavior and Human Resource Management

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Organizational Behavior and Human Resource
Management

• Stephen P. Robbins , Organizational Behavior
• Dessler, Gary, Human Resource Management
• 
  11th edition

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Lecture outline

• The importance of interpersonal relationship
• Managers functions roles and skills
• What is organizational behavior?
• OB systematic study
• Behavioral disciplines that contribute to OB
• Challenges and opportunities in applying OB
  concepts
• Three levels of OB model

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Importance of interpersonal skills

• Lets answer the following questions
• What are interpersonal skills?
• How can they be developed and enforced?
• Can we call them people skills?
• Thus in todays world technical skills are
  necessary, but they are not enough to succeed in
  management. They have to have good people skillsgt
  this course is designed to help and develop
  managers develop those skills.

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What managers do?

• What managers do can be in the following terms
• Management functions
• Panning
• Organizing
• Leading
• controlling
• Management roles
• Management skills

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Managerial Roles

• A role is a set of specific tasks a person
  performs because of the position they hold.
• Roles are directed inside as well as outside the
  organization.
• Three broad categories of roles
• Interpersonal
• Informational
• Decisional

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Interpersonal role

• The interpersonal roles ensure that information
  is provided.
• Figureheads projecting a set of values,
  communicating an image
• Symbolizes the organization and what it is trying
  to achieve.
• Leader role needs to be informed, as well as
  informing. Leadership skills commonly lacking in
  managers
• Train, counsel, mentor and encourage high
  employee performance.
• Liaison Role developing channels of
  communication, especially informal channels with
  other corporate directors, political connections,
  media, public figures.
• Link and coordinate people inside and outside the
  organization to help achieve goals.

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Informational role

• The informational roles link all managerial work
  together.
• Monitor sifting, sorting, selecting information
  (to help set the agenda)
• Phone, meetings, memos, social functions, mail,
  public gatherings
• Analyzes information from both the internal and
  external environment.
• Disseminator the passing of relevant information
  to subordinates.
• Managers transmits information to influence
  attitudes and behavior of employees
• Spokesperson has to be able to express it, have
  solid verbal skills
• That is right message at right times

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Decisional role

• The decisional roles make significant use of the
  information.
• Entrepreneurial ability to identify
  opportunities and threats-able to do this in
  diverse situations-work or leisure.
• Disturbance handler more information available,
  more likely correct decision is made
• Resource allocator to divisions or departments
  managers need to have an understanding of what
  resources are needed for effective functioning
  (e.g. budget gamesmanship)
• Negotiator managers need precise and relevant
  information to facilitate this role. Therefore
  the best managers.

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• The performance and requirements of these roles
  can be played at different times by the same
  manager and to different degrees depending on the
  level and function of management.

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So what kind of basic skills and knowledge does
the managers require??
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Managerial knowledge, skills performance

• Knowledge base
• Managers need a relevant, fairly extensive
  knowledge base for their particular managerial
  job. This may be in several areas e.g.
• Knowledge of industry
• Knowledge of product
• Knowledge of market
• Knowledge of technology
• Skill base
• Mangers also need particular skills in order to
  function effectively in achieving their
  objective.
• Conceptual skills the ability to analyze and
  diagnose a situation and find the cause and
  effect.
• Human skills the ability to understand, alter,
  lead and control peoples behavior
• Technical skills the job specific knowledge
  required to perform a task. e.g. marketing,
  accounting and manufacturing.

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• These skills and knowledge are required by the
  Managers to function in two key ways
• 1. Effectively
• An ability to choose and achieve appropriate
  goals
• 2. Efficiently
• An ability to make the best use of resources.

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Technical skills

• The technical skill implies an understanding of
  and proficiency in a specific kind of activity,
  particularly one involving methods, processes,
  procedures or techniques.

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Human skills

• This refers to the ability to work with,
  understand and motivate other people.
• A person with a highly developed human skills is
  likely to understand the feelings and emotions of
  other individuals and groups.

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Conceptual skills

• This skill involves the ability to see the
  enterprise as a whole. It includes how the
  various functions of organization depend on one
  another and how changes in any one part affect
  all the others. It also extends to the
  relationship of the individual business to the
  industry.

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Vertical differences in Managerial Roles
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Effective versus successful managers

• So we can conclude and say that managers usually
  spend most of their time in the following
  managerial activities
• Traditional management
• Communication
• Human resource management
• Networking

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What is Organizational Behavior (OB)?

• It 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 towards
  improving an organization's effectiveness.

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• It includes topics such as
• Motivation
• Leadership behavior
• Power
• Interpersonal communication
• Group structure
• Learning
• Perception
• Change process
• Conflict
• Work design
• Work stress

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Systematic approach to OB

• Systematic study means looking at relationships,
  attempting to attribute cause and effects and
  basing your conclusion on scientific evidence,
  i.e. based on data gathered under controlled
  conditions measured and interpreted in a certain
  manner.

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Disciplines that contribute to OB field

• Psychology
• Science that seeks to measure, explain and
  sometimes change the behavior of humans and other
  animals
• Sociology
• The study of people in relation to their social
  environment or culture

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• Social psychology
• An area of psychology that blends concepts from
  psychology and sociology and focus on influence
  of people on one another
• Anthropology
• The study of societies to learn about human
  beings

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Psychologys contribution

• Deals with individuals
• Learning
• Motivation
• Personality
• Emotions
• Perception
• Training
• Job satisfaction
• Individual decision making
• Performance appraisal
• Work design
• Work stress

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Social psychologys contribution

• Deals with groups
• Behavioral change
• Attitude change
• Communication
• Group processes
• Group decision making
• Power
• Conflict
• Intergroup behavior

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Sociologys contribution

• Deals with groups and organization system
• Communication
• Power
• Conflict
• Intergroup behavior
• Formal organization theory
• Organizational change
• Organizational culture

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Anthropologys contribution

• Deals with groups and organization systems
• Cross cultural analysis
• Comparative values
• Comparative attitudes
• Organizational culture
• Organizational environment
• Power

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• Human beings are complex
• Two people often act differently in different
  situations
• does everyone like complex and challenging work??

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Challenges and opportunities for OB

• Globalization
• Increased foreign assignments
• Working with people from different cultures
• Movement of jobs to countries with low cost labor
• Managing people during War on terror
• Managing workforce diversity
• Embracing diversity
• Changing demographics

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• Improving quality and productivity
• Improving customer service
• Improving people skills
• Stimulating innovation and change
• Coping with temporariness
• Working in networked organizations
• Helping employees balance work-life conflicts
• Creating a positive work environment

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Developing and OB model

• The dependent variable
• Productivity
• Absenteeism
• Turnover
• Job satisfaction
• Deviant workplace behavior voluntary behavior
  that violates significant organizational norms
  which may address any form of job dissatisfaction
• Organizational citizenship behavior-
  discretionary behavior that is not part of an
  employees formal job requirements but that
  promotes the effective functioning of the
  organization.

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• The independent variables
• Individual level variables
• Group level variables
• Organization system level variables