This document summarizes key concepts from a workshop on organizational behavior. It outlines the basic requirements to pass the subject, including assignments, workshops, and exams. It also provides an overview of the topics that will be covered, which include individual behavior, group dynamics, and organizational systems. The document summarizes models of organizational behavior and discusses what managers do, including their roles, skills, and functions.

1. Workshop of the subject bearing title
“Organizational Behavior”
Resource Person:
Muhammad Kamran

2. Basic Requirements to pass this
Subject
 Assessment criteria is as under:
i. Assignments 20Marks
ii. Workshops 30Marks (Attendance 10Marks+Quiz during
workshops 20 Marks)
iii. Final-term Examination (50 Marks)
 Please note that 50% marks in aggregate however, 50% in final
exams are mandatory to pass the course, otherwise students will
be declared fail.
 70% Attendance in workshops is mandatory for a student.
Attendance of the students will be accessed directly through their
online logs so there is no need to take any manual attendance.

3. Overview of
Organizational
Behavior

4. Organizational Behavior
The study of individual
behavior and group
dynamics in
organizational settings.

5. Organizational Behavior
 How
people behave in
organizations
 How
organizations
use human
resources to
achieve goals

6. Part-I The Individual
 Ability & Learning
 Values, Attitudes and Job Satisfaction
 Personality & Emotions
 Perception & Individual Decision Making
 Basic Motivation Concepts
 Motivation and its Applications

7. Part-II The Group
 Foundation of Group Behavior
 Group and Team Work
 Functions of Communication
 Basic Approaches to Leadership
 Contemporary Issues in Leadership
 Power and Politics
 Conflict and Negotiation

8. Part-III The Organization System
 Organizational Structure
 Work design and Technology
 HR Policies and Practices
 Organizational Culture
 Organizational Change
 Stress Management

9. Organization
systems level
Group
level
Individual
level
Basic OB Model

10.  Organizational Behavior by Stephen P. Robbins
 Behavior in Organizations by Griffin, R. W., &
Moorhead, G. or
 Organizational Behavior by Fred Luthans or

11. What
Managers do?

12. Managers….Individuals
who achieves goals
through other people.

13. What Managers Do
 Gets things done through other
people
 Make decisions, allocate
resources, and direct the activities
of others to attain goals
 Do their work in an organization

14. 14
What is the nature of managerial work?
Managers:
– Perform jobs that involve directly supporting the
work efforts of others.
– Help other people get important things done in
timely, high-quality, and satisfying ways.
– Assume roles such as coordinator, coach, or
team leader.

15. Levels of Management

16. Planning
Organizing
Leading
Controlling
Four Management Functions

17. Core Concepts of Organizational
Behavior: Chapter 1 17
What is the nature of managerial work?
Functions of management.
– Planning.
 Defining goals, setting specific performance
objectives, and identifying the actions needed to
achieve them.
– Organizing.
 Creating work structures and systems, and arranging
resources to accomplish goals and objectives.

18. Core Concepts of Organizational
Behavior: Chapter 1 18
What is the nature of managerial work?
Functions of management — cont.
– Leading.
 Instilling enthusiasm by communicating with others,
motivating them to work hard, and maintaining good
interpersonal relations.
– Controlling.
 Ensuring that things go well by monitoring
performance and taking corrective action as
necessary.

19. Continuous
Improvement
Total Quality
Management
New Managerial Functions
To provide leadership and direction

20.  Total Quality Management--a concept
popularized by W. Edwards Deming to promote
customer satisfaction through continuous
improvement of business processes.
 Continuous improvement requires all
employees to improve the quality of products or
services on an on-going basis. Managing
quality becomes everyone’s job.

21. The 4-P Cycle of Continuous
Improvement
People
(Skilled, motivated
people who can handle
change. Less stress.)
Products
(Satisfied customers
because of better
quality goods/services.)
Processes
(Faster, more flexible,
leaner, and ethical organizational
processes. Organizational learning.)
Productivity
(Less wasteful, more
efficient use of all
resources.)

22. Management
Roles

23. 23
Set of expected
behaviors associated
with a manager
Learned and developed
Vary by level in the
organization
Interpersonal
Roles
Figurehead
Leader
Liaison
Informational
Roles
Monitor
Disseminator
Spokesperson
Decisional Roles
Entrepreneur
Disturbance Handler
Resource Allocator
Negotiator

24. Management Roles
 Figurehead – As a manager, you have social, ceremonial
and legal responsibilities. You're expected to be a source
of inspiration. People look up to you as a person with
authority, and as a figurehead.
 Leader – This is where you provide leadership for your
team, your department or perhaps your entire organization;
and it's where you manage the performance and
responsibilities of everyone in the group.
 Liaison – Managers must communicate with internal and
external contacts. You need to be able to network
effectively on behalf of your organization.

25. Management Roles
 Monitor – In this role, you regularly seek out information
related to your organization and industry, looking for
relevant changes in the environment. You also monitor
your team, in terms of both their productivity, and their well-
being.
 Disseminator – This is where you communicate potentially
useful information to your colleagues and your team.
 Spokesperson – Managers represent and speak for their
organization. In this role, you're responsible for transmitting
information about your organization and its goals to the
people outside it.

26. Management Roles
 Entrepreneur – As a manager, you create and control
change within the organization. This means solving
problems, generating new ideas, and implementing them.
 Disturbance Handler – When an organization or team hits
an unexpected roadblock, it's the manager who must take
charge. You also need to help mediate disputes within it.
 Resource Allocator – You'll also need to determine where
organizational resources are best applied. This involves
allocating funding, as well as assigning staff and other
organizational resources.
 Negotiator – You may be needed to take part in, and
direct, important negotiations within your team,
department, or organization.

27. Managerial Skills

28. 28
Ability or proficiency
in performing
particular tasks
Learned and
developed
Vary by level in the
organization
Technical Skills
Analytical Skills
Decision-making
Skills
Computer Skills
Human Relations
Skills
Communication Skills
Conceptual Skills

29. Skill Type Needed by Manager
Level
Top
Managers
Middle
Managers
Line
Managers
Conceptual Human Technical

30. Core Concepts of Organizational
Behavior: Chapter 1 30
What is the nature of managerial work?
Managerial skills and competencies.
– A skill is an ability to translate knowledge into
action that results in a desired performance.
– Categories of skills:
 Technical.
 Human.
 Conceptual.

31. Core Concepts of Organizational
Behavior: Chapter 1 31
What is the nature of managerial work?
Managerial skills and competencies — cont.
– Technical skills are relatively more important at
entry levels.
– Human skills are consistently important across
all managerial levels.
– Conceptual skills are relatively more important
at top management levels.

32. Core Concepts of Organizational
Behavior: Chapter 1 32
What is the nature of managerial work?
Managerial skills and competencies— cont.
– Technical skills.
 An ability to perform specialized tasks.
 Derives from knowledge of expertise gained from
education or experience.
 Proficiency at using select methods, processes, and
procedures to accomplish tasks.

33. Core Concepts of Organizational
Behavior: Chapter 1 33
What is the nature of managerial work?
Managerial skills and competencies — cont.
– Human skills.
 An ability to work well with other people.
 Emerges as a spirit of trust, enthusiasm, and genuine
involvement in interpersonal relationships.
 Self-awareness.
 Capacity for understanding and empathizing.
 Engages in persuasive communication.
 Deals successfully with conflicts.

34. Core Concepts of Organizational
Behavior: Chapter 1 34
What is the nature of managerial work?
Managerial skills and competencies — cont.
– Conceptual skills.
 An ability to see and understand how the system
works, and how the parts are interrelated.
 Used to:
– Identify problems and opportunities.
– Gather and interpret relevant information.
– Make good problem-solving decisions.

35. Skills Exhibited by an
Effective Manager
1. Clarifies goals and objectives for everyone involved
2. Encourages participation, upward communication,
and suggestions
3. Plans and organizes for an orderly work flow
4. Has technical and administrative expertise to
answer organization-related questions
5. Facilitates work through team building, training,
coaching and support
6. Provides feedback honestly and constructively

36. 7. Keeps things moving by relying on schedules,
deadlines, and helpful reminders
8. Controls details without being over-bearing
9. Applies reasonable pressure for goal
accomplishment
10. Empowers and delegates key duties to others
while maintaining goal clarity and commitment
11. Recognizes good performance with rewards and
positive reinforcement

37. Evolution of the 21st-
Century Manager

38. Past Managers Today’s Managers
 Primary Role Order giver, privileged Facilitator, team
elite, manipulator, member, teacher,
controller advocate, sponsor
 Learning & Periodic learning, narrow Continuous life-long
Knowledge specialist learning, generalist
with multiple
specialties
 Compensation Time, effort, rank Skills, results
Criteria
 Cultural Orientation Monocultural, Multicultural,
monolingual multilingual

39. For managers, the definition of success in
the management sciences literature is the
ability to be promoted. ... On the other hand,
an effective manager is one who is able to
manage his own work and that of his team in
the best way possible, thereby helping to
attain the overall strategy of the
organization.
Effective Vs Successful Managerial Activities

41. Organizational Performance
 Efficiency: A measure of how well
resources are used to achieve a goal.
“Doing Things Right”
 Effectiveness: A measure of the
appropriateness of the goals chosen (are
these the right goals?), and the degree to
which they are achieved.
“Doing the Right Things Right”

42. Machines
Doing the right things
TWO PERFORMANCE DIMENSIONS
Efficiency=
making best use of
resources in achieving
goals
Effectiveness=
choosing effective
goals and achieving
them
Doing things right

43. Organizational Behavior
 Organizational Behaviour’ can be defined as
the study of what people think, feel, and do
in and around organizations.
 The study of Organizational Behavior
facilitates the process of explaining,
understanding, predicting, maintaining, and
changing employee behavior in an
organizational setting.

44. Organizational Behavior
The study of individual behavior and group
dynamics in organizational settings
Organizational Variables
Performance appraisal Work design
Organizational
Design
Organizational Structure Jobs
Human Behavior

45. Behavior is a function
of both the Person
and the Environment.
B = f (P/E)

46. Individual
Group
Organization
Study of
Organizational
Behavior
Social Psychology
Political Science
Anthropology
Psychology
Sociology

47. Historical Perspective of
Organizational Behavior
 it is generally considered to have begun as an
academic discipline with the advent of scientific
management in the 1890's, with Taylorism
representing the peak of the movement. Thus, it
was Fredrick Winslow Taylor who introduced the
systematic use of goal setting and rewards to
motivate employees that could be considered as
the starting of the academic discipline of
Organizational Behavior.

48. The Classical
Era
Sciientific Management- Frederick Taylor
●Develop a science for each element of an
individual’s work
●Scientifically select, train, teach and
develop worker
●Cooperation with workers
●Divide work responsibility equally between
management and workers

49. Taylor's theory stated that:
– Physical work could be scientifically studied to
determine the optimal method of performing a
job.
– Workers could there after be made more
efficient by being given prescriptions for how
they were to do their jobs.
– Workers would be willing to adhere to these
prescriptions if paid on "differential piece work"
basis.

50. Taylor's four principles of scientific
management are summarized here: -
– Scientifically study each part of a task and develop the
best method for performing the task.
– Carefully select workers and train them to perform the
task by using the scientifically developed method.
– Cooperate fully with workers to ensure that they use the
proper method.
– Divide work and responsibility so that management is
responsible for planning work methods using scientific
principles and workers are responsible for executing the
work accordingly.

51. Hawthorne
studies
Illumination experiment
Relay room experiment
Mass interviewing
Bank wiring observation

52. Challenges/emergingissues for
OB
● Globalisation
● Workforce diversity
● Nature of organisation
● Changing nature of work
● Changing employee needs
● Improving quality and productivity

53. Forces shaping
OB
● Globalisation of economy
● Diversification of workforce
● New working arrangements (flexitime,
compressed workweek,job sharing,
telecommuting
● MNCs
● Multicultural society

54. Challenges to Organizations
Globalization
Diversity
Technology
Ethics