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Learning Objectives
Define organizational behavior Identify the functions that comprise the management process and relate them to organizational behavior Relate organizational behavior to basic managerial roles and skills Describe contemporary organizational behavior
Organizational Behavior
Organizational behavior is the study of: Human behavior in organizational settings The interface between human behavior and the organization The organization itself
Organizational Behavior
Organizational Behavior
Organizations influence our lives powerfully Most people are born/educated in organizations Most people acquire most of their material possessions from organizations Most people die as members of organizations Many of our activities are regulated by governmental organizations Most people spend most of their lives in organizations
Organizational Behavior
The study of organizational behavior can clarify the factors that affect how managers manage Describe the complex human context of organizations Define the associated opportunities, problems, challenges, and issues Isolate important aspects of the managers job Offer specific perspectives on the human side of management
Organizational Behavior
Studying OB helps managers understand: why others in the organization behave as they do personal needs, motives, behaviors, feelings and career dynamics attitudinal processes, individual differences, group dynamics, inter group dynamics, organization culture, power, and political behavior interactions with people outside of the organization
Organizational Behavior
Functions of Management Planning Organizing Leading Controlling Resources Available to Management Human Financial Physical Information
Organizational Behavior 8 Prof. Dr. Robert J. Zaugg
Organizational Behavior
Functions of Management Planning: Process of determining an organizations desired future position and the best means of getting there Organizing: Process of designing jobs, grouping jobs into units, and establishing patterns of authority between jobs and units
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Functions of Management (cont.) Leading: Process of getting the organizations members to work together toward the organizations goals Controlling: Process of monitoring and correcting the actions of the organization and its members to keep them directed toward their goals
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Technical: Skills necessary to accomplish specific tasks within the organization Interpersonal: Skills used to communicate with, understand, and motivate individuals and groups Conceptual: Skills used in abstract thinking Diagnostic: Skills to understand cause-effect relationships and to recognize optimal solutions to problems
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Overview of Organizational Behavior Figure 1.3 Managerial Skills at Different Organizational Levels
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Characteristics of the Field Interdisciplinary in focus Descriptive in nature Basic Concepts of the Field Individual processes Interpersonal processes Organizational processes/characteristics
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The Systems Perspective A system is an interrelated set of elements that function as a whole Inputs from the environment: material, human, financial, informational Managers combine/transform inputs into outputs Outputs from the system: products/services, employee behaviors, profits/losses, additional information
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The Situational Perspective Most organizational situations and outcomes are influenced by other variables
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Interactionalism Perspective Individuals and situations interact continuously to determine individuals behavior
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Managers work toward various goals Goals (outcomes) exist at specific levels in an organization Individual level Group level Organizational level
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