Management

Management is a set of activities (including

planning and decision making, organizing,
leading, and controlling) directed at an
organization’s resources (human, financial,
physical, and information), with the aim of
achieving organizational goals in an efficient
and effective manner.
 Manager
Someone whose primary responsibility is to
carry out the management process. In
particular, a manager is someone who plans
and makes decisions, organizes, leads, and
controls human, financial, physical, and
information resources.
Robbins and Judge defined managers are
individuals who achieve goals through other
people.
Kind of Managers by Level and Area
 Four Management Functions
• PLAN
– A process that includes defining goals, establishing
strategy, and developing plans to coordinate
activities.
• ORGANIZE
– Determining what tasks are to be done, who is to
do them, how the tasks are to be grouped, who
reports to whom, and where decisions are to be
made.
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 Four Management Functions
• LEAD
– A function that includes motivating employees,
directing others, selecting the most effective
communication channels, and resolving conflicts.
• CONTROL
– Monitoring performance, comparing actual
performance with previously set goals, and
correcting any deviation.

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 Mintzberg’s Managerial Roles
Ten roles in three groups
• Interpersonal: The roles of figurehead, leader
and liaison, which involve dealing with other
people.
Figurehead: Attending ribbon-cutting ceremony for
new plant.
Leader: encouraging employees to improve
productivity.
Liaison: Coordinating activities of two project groups.
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 Managerial Roles (Cont’d)
• Informational: The roles of monitor,
disseminator, and spokesperson, which
involve the processing of information.
Monitor: Scanning industry reports to stay abreast
of developments,
Disseminator: Sending memos outlining new
organizational initiatives,
Spokesperson: Making a speech to discuss growth
plans.
 Managerial Roles (Cont’d)
Decisional: The roles of entrepreneur, disturbance
handler, resource allocator, and negotiator, which
relate primarily to making decisions.
Entrepreneur: Developing new ideas for innovation,
Disturbance Handler: Resolving conflict between two
subordinates,
Resource allocator: Reviewing and revising budget
requests,
Negotiator: Reaching agreement with a key
supplier or labor union.
 Katz’s Essential Management Skills
• Technical Skills
– The ability to apply specialized knowledge or
expertise
• Human Skills
– The ability to work with, understand, and motivate
other people, both individually and in groups
• Conceptual Skills
– The mental ability to analyze and diagnose complex
situations

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 Course: MGT-524
(Organizational Behaviour)
Organization is consciously coordinated social unit,
composed of two or more people, that functions on
a relatively continuous basis to achieve a common
goal or set of goals (Robbins et al, 2009).
Q . Why organization is called consciously
coordinated social unit . We know a large no of
people working with in a organization. Audio 48:44
Griffin defined organization as a group of people
working together in structured and coordinated
fashion to achieve a set of goals.
 Behaviour
Behaviour: According to Crider et al.; (1983),
“behavior is any activity that can be observed,
recorded and measured”.
Morgan et al.; (1993) mentioned that behavior
includes anything a person or animal does that
can be observed in some way. Behavior, unlike
mind or thought or feelings can be observed,
recorded and measured. No one never saw or
heard a mind but we can see and hear behavior.
We can see and measure what a person does and
hear and record what a person says.
 Types of Behaviour
• Overt behavior: The behavior which can be
observed from the external environmental is
called overt behavior. For example, walking,
talking, movement etc.
• Covert Behaviour: The behavior which cannot be
observed from the external environmental is
called overt behavior. For example, thinking,
feeling, emotions etc.
• Molar behavior: A meaningful absolute behavior
is called molar behavior that can help us to
explain the human behavior as a unit.
 Cont’d
Types of Molar behavior
•Molecular: Sometimes to explain the individual’s
behavior we divide molar behavior into various parts.
Each part of the behavior is called molecular behavior.
•Voluntary behavior: The behavior which is controlled by
the person consciously is called voluntary behavior. For
example, walking, talking, movement etc.
•Involuntary behavior: The behavior which is not
controlled by the person consciously is called voluntary
behavior. For example, emotions, feeling, thinking etc.
 Organizational Behavior

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 toward improving
an organization’s effectiveness.

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 Organizational Behavior (Cont’d)
atirikto
Organizational behavior is the study and application of
knowledge about how people- as individuals and as
groups- act within organizations ( Davis). It strives to
identify ways in which people can act more effectively.
Organizational behavior is a scientific discipline in which a
large number of research studies and conceptual
development are constantly adding to its knowledge
base. It is also an applied science in that information
about effective practices in one organization is being
extended to many others
 OB (Cont’d)
Organizational behavior provides a useful set of
tools at many levels of behavior is valuable for
examining the dynamics of relationships
within small groups both formal teams and
informal groups, When two or more groups
need to coordinate their efforts, such as
engineering and sales, managers become
interested in the intergroup relations that
emerge.).
 OB (Cont’d)
Finally, organizations can also analysis, For
example, it helps managers look at the
behavior of individuals within an
organizations, when two people (two
coworkers or a superior-subordinate pair)
interact. At the next level, organizational be
viewed and managed, as whole systems that
have interorganizational relationships (e.g.,
mergers and joint ventures
 Goals/Objectives of OB
• important
• It has four goals to describe, understand, predict and
control some phenomena. The first objective is to
describe, systematically, how people behave under a
variety of conditions. Achieving this goal allows managers
to communicate about human behavior at work using a
common language.
• Why second goal is understanding A second goal is to
understand why people behave as they do. Managers
would be highly frustrated if they could only talk about
behaviors of their employees, but not understand the
reasons behind those actions.
 Goals/Objectives of OB
• Predicting future employee behavior is
another goals of organizational behavior.
Ideally, managers would have the capacity to
predict which employees might be dedicated
and productive or which ones might be
absent, tardy, or disruptive on a certain day
(so that managers could take preventive
actions).
 Goals/Objectives (Cont’d)
The final goal of organizational behavior is to control at
least partially and develop some human activity at
work. Since mangers are held responsible for
performance outcomes, they are vitally interested in
being able to make an impact on employee behavior,
skill development, team effort, and productivity.
Managers need to be able to improve results
through the actions they and their employees take,
and organizational behavior can aid them in their
pursuit of this goal.
 Key Forces of OB
There are four key forces:
The People: People make up the internal social system
of the organization. That system consists of
individuals and groups, and large groups as well as
small ones. There are unofficial, informal groups and
more official, formal ones. Groups are dynamic. They
form, change and disband. People are the living.
feeling beings who work in the organization to
achieve their objectives. We must remember that
organizations exist to serve people, rather than
people existing to serve organizations.
 Forces (Cont’d)
Structure: Structure defines the formal relationship and
use of people in organizations. Different jobs are
required to accomplish all of an organization’s
activities. There are managers and employees,
accountants and assemblers. These people have to
be related in some structural way so that their work
can be effectively coordinated. These relationships
create complex problems of cooperation, negotiation
and decision making.
 Forces (Cont’d)
Technology: Technology provides the resources
with which people work and affects the tasks
that they perform.
Environment: All organizations operate within
an internal and an external environment. A
single organization does not exist alone. It is
part of large system that contains many other
elements, such as government, the family and
other organizations.
 Nature of People
Individual Difference: People have much in common
(they become excited by an achievement; they are
grieved by the loss of a loved one) , but each person
in the world is also individually different (and we
expect that all who follow will be different). The idea
of individual differences is supported by science.
Each person is different from all others probably in
millions of ways., just as each person’s DNA profile is
different, as far as we know).
 Nature of People (Cont’d)
• Perception: People look at the world and see things
differently. Even when presented with the same object, two
people may view it in two ways. Their view of their objective
environment is filtered by perception, which is the unique
way in which each person sees, organizes and interprets
things.
• A whole Person Although some organizations may wish they
could employ only a person’s skill or brain, they actually
employ a whole person rather than certain char-acteristics.)
holistic molar
• Motivated Behavior From psychology we learn that normal
behavior has certain causes. These may relate to a person’s
needs or the consequences that result form acts.
 Nature of People (Cont’d)
• Desire for Involvement Many employees today are
actively seeking opportunities at work to become
involved in relevant decisions, thereby contributing
their talents and ideas of the organization’s success.
They hunger for the chance to share what they know
and to learn from the experience. Consequently,
organization need to provide opportunities for
meaningful involvement.
• Value of the person They want to be valued for their
skills and abilities and to be provided with
opportunities to develop themselves.
 Nature of organization
1. Social System: From sociology we learn that
organizations are social systems; consequently
activities therein are governed by social laws as
well as psychological laws.
2. Mutual Interest: organizations need people, and
people need organizations. Organizations have a
human purpose. They are formed and maintained
on the basis of some mutuality of interest among
their participants. Managers need employees to
help them reach organizational objectives; people
need organizations to help them reach individual
objectives.
 Nature of Organization (Cont’d)
Ethics: Companies have established codes of
ethics, publicized statements of ethical values,
provided ethics training, rewarded employees
for notable ethical behavior, publicized
positive role models, and set up internal
procedures to handle misconduct
Company rules and regulation
Four Contributing Disciplines of OB
Psychology
The science that seeks to measure, explain, and
sometimes change the behavior of humans and
other animals.
– Unit of Analysis:
• Individual
– Contributions to OB:
• Learning, motivation, personality, emotions, perception
• Training, leadership effectiveness, job satisfaction
• Individual decision making, performance appraisal, attitude
measurement
• Employee selection, work design, and work stress

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 Four Contributing Disciplines
Social Psychology
An area within psychology that blends concepts
from psychology and sociology and that focuses
on the influence of people on one another.
– Unit of Analysis:
• Group
– Contributions to OB:
• Behavioral change
• Attitude change
• Communication
• Group processes
• Group decision making
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 Four Contributing Disciplines
Sociology
The study of people in relation to their fellow
human beings.
– Unit of Analysis:
– Organizational System – Group

– Contributions to OB:
– Group dynamics – Formal organization theory
– Work teams – Organizational technology
– Communication – Organizational change
– Power – Organizational culture
– Conflict
– Intergroup behavior
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 Four Contributing Disciplines
• Anthropology
The study of societies to learn about human
beings and their activities.
– Unit of Analysis:
-- Organizational System -- Group

– Contributions to OB:
– Organizational culture – Comparative values
– Organizational environment – Comparative attitudes
– Cross-cultural analysis

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