Organizational Theory & Behavior in Education Source :Dr. Mahr Muhammad Saeed Akhtar

1. Organizational Theory & Behavior in Education Source :Dr. Mahr Muhammad Saeed Akhtar

2. Some Objectives • Define organizational behavior • Describe what managers do • Explain the value of the systematic study • List the major challenges and opportunities for managers to use • Identify the contributions made by major behavioral science disciplines to • Describe why managers require a knowledge of • Explain the need for a contingency approach to the study of • Identify the three levels of analysis in this book’s OB model

3. Mangers • Individual who achieve goals through other people.

4. Organization • A consciously coordinated social unit, composed or two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.

5. Management Skills Technical Skills: (ability to perform a specific job) Knowledge and proficiency of processes, procedures and methods (Typing, drawing, designing, preparing budget, teaching, advocating, assembling, Human Skills: Maintaining a network of relationship Organizing and leading people Motivation, Communication, and Group dynamics Conceptual Skills:The mental ability to analyze and diagnose complex situation.

6. What Managers Do • Planning:Includes defining goals, establishing strategy, and developing plans to coordinate activities. • Organization: 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.

7. . What Managers Do • Leading: Includes motivating empolyees, directing others, selecting the most efrective communication channels, and resolving conflicts. • Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations

8. Management Roles • Interpersonal Roles • Information Roles • Decisional Roles

9. 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.

10. Replacing Intuition with Systematic Study

11. Intuition • A feeling not necessarily supported by research

12. Systematic Study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.

13. Contributing Disciplines to OB

14. Psychology • The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.

15. Sociology • The study of people in relation to their fellow human beings.

16. Social psychology • An area within psychology that bends concepts from psychology and sociology and that focuses on the influence of people on one another.

17. Anthropology • The study of societies to learn about human beings and their activities.

18. Political science • The study of the behavior of individuals and groups within a polical environment.

19. Absolutes in OB Contingency variables • Situational actors; variables that moderate the relationship between two or more other variables and improve the correlation.

20. Challenges and Opportunities in OB • Respond to globalization • Managing workforce diversity • Improving quality and productivity • Improving people skills • Empower people • Coping with temporariness • Stimulating innovation and change • Improving ethical behavior

21. Workforce Diversity • The increasing heterogeneity of organizations with the inclusion of different groups.

22. Total Quality Management (TQM) • A philosophy of management that is driven by the constant attainment of customer satisfaction thought the continuators improvement of all organizational processes.

23. Reengineering • Reconsider show work would be done and the organization structured if they were being created from scratch.

24. Empowering Employees • Putting employees in charge of what they do.

25. Ethical Dilemma • Situation in which an individuals is required to define right and wrong conduct

26. Coming Attractions: developing an OB model • A model • Dependent variables • Productivity • Effectiveness • Efficiency • Absenteeism • Turnover • organizational citizenship • Job satisfaction

27. Model • Abstraction of reality: simplified representation of some real-world phenomenon.

28. Dependent variable • A response that is affected by an independent variable.

29. Productivity • A performance measure including effectiveness and efficiency • Effectiveness • Achievement of goals • Efficiency • The ratio of effective output to the input required to achieve it

30. Absenteeism • Failure to report to work

31. Turnover • Voluntary and involuntary permanent withdrawal from the organization.

32. Organizational Citizenship • Discretionary behavior that is not part of an employee’s formal job requirements but that nevertheless promotes the effective functioning of the organization.

33. Job Satisfaction • A general attitude toward one’s job; the differnce between the amount of rewards workers receive and the amount they believe they should receive.

34. Independent variables The presumed cause of some change in the dependent variable. • Individual level • Group level • Organization systems level