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o r g a n i z a t i o n a l b e h a v
i o r
o r g a n i z a t i o n a l b e h a v
i o r
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GROUP MEMBERS
SHAFI ULLAH KHAN 2012-CH-38
M.FARHAN BASHIR 2012-CH-66
WASEEM ABBAS 2012-CH-106
ZAHID MUSHTAQ 2012-CH-28
AMEER HAMZA 2012-CH-16
FAISAL MOHAMMAD 2012-CH-113
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Enter Organizational Behavior
Organizational behavior(OB)
A feld o study thatinvestigates the impactthat individuals, groups,and structure have onbehavior withinorganizations, or the
purpose o applying suchknowledge towardimproving anorganizations
eectiveness.
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What 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
Managers (or administrators)Individuals who achieve goals through otherpeople.
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Where Managers Work
OrganizationA consciously coordinated socialunit, composed o two or morepeople, that unctions on a
relatively continuous basis toachieve a common goal or set ogoals.
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Management Functions
ManagementFunctions
Planning Organizing
Leadingontrolling
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Management Functions (contd)
PlanningA process that includes defninggoals, establishing strategy, anddeveloping plans to coordinate
activities.
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Management Functions (contd)
Organizingetermining what tasks are to bedone, who is to do them, how thetasks are to be grouped, who reports
to whom, and where decisions are tobe made.
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Management Functions (contd)
LeadingA unction that includes motivatingemployees, directing others,selecting the most eective
communication channels, andresolving con!icts.
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Management Functions (contd)
ontrolling"onitoring activities to ensure they arebeing accomplished as planned andcorrecting any signifcant deviations.
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Management Skills
!echnical skills#he ability to apply specializedknowledge or e$pertise.
"uman skills#he ability to work with,understand, and motivate otherpeople, both individually and ingroups.
once#tual $kills#he mental ability to analyze anddiagnose comple$ situations.
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Effective ersus Successful Managerial
!ctivities"
%& !raditional management
Decision making' #lanning' and controlling
& ommunication *changing routine information and #rocessing
#a#er+ork
,& "uman resource management
Motivating' disci#lining' managing conflict' staffing'
and training
-& .et+orking
$ocializing' #oliticking' and interacting +ith others
%& !raditional management
Decision making' #lanning' and controlling
& ommunication
*changing routine information and #rocessing
#a#er+ork
,& "uman resource management
Motivating' disci#lining' managing conflict' staffing'
and training
-& .et+orking
$ocializing' #oliticking' and interacting +ith others
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!llocation of !ctivities #$ %ime
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&hallenges and O''ortunities for OB (contd)
/m#roving 0ualit1 and Productivit1 %uality management
&rocess reengineering
2es#onding to the Labor $hortage
'hanging work orce demographics
(ewer skilled laborers
)arly retirements and older workers
/m#roving ustomer $ervice
Increased e$pectation o service *uality
'ustomer+responsive cultures
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What s ualit$ Management*
%& /ntense focus on the customer&
& oncern for continuous im#rovement&
,& /m#rovement in the 3ualit1 of ever1thing
the organization does&
-& Accurate measurement&
4& m#o+erment of em#lo1ees&
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m'roving ualit$ and +roductivit$
0ualit1 management #he constant attainment o customersatisaction through the continuousimprovement o all organizational processes.
e*uires employees to rethink what they do and
become more involved in workplace decisions. Process reengineering
Asks managers to reconsider how work would bedone and their organization structured i they
were starting over. Instead o making incremental changes in
processes, reengineering involves evaluatingevery process in terms o its contribution.
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&hallenges and O''ortunit$ for OB (contd)
Improving &eople -kills
)mpowering &eople
-timulating Innovation and 'hange
orking in /etworked 0rganizations
1elping )mployees 2alance ork34ie 'on!icts Improving )thical 2ehavior
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5 664 Prentice "all /nc& All rights reserved& %7%8
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