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Ace Institute of Management. M-B-A -e Term I V Spring Trimester 20 11. Module 1: Organizational Behaviour. ORGANIZATIONAL BEHAVIOR. PowerPoint Compilation by Course Moderator Satish Jung Shahi. Module 1: Organizational Behavior & Leadership – Ace Institute of Management.

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organizational behavior

Ace Institute of Management

M-B-A-e Term IVSpring Trimester 2011

Module 1: Organizational Behaviour

ORGANIZATIONAL BEHAVIOR

PowerPoint Compilation by Course Moderator Satish Jung Shahi

Module 1: Organizational Behavior & Leadership – Ace Institute of Management

ice breaker game
Ice Breaker Game:

Questions:

  • Gender: Female? Male?
  • Origin: Valley? Outside?
  • Religion: Muslim? Christian? Buddhist? Hindu? Others?
  • Ethnicity: Lama/Sherpa? Rai/Limbu? Gurung? Magar? Thakali? Newar? Chhetri? Bahun? Others?
  • Employment: Yes? No? “In between” jobs?
  • Status: Married? Unmarried? Single? [Children?]
  • Living status: Parents? Self?
  • Lifestyle: Somewhat private? Social?
  • Extracurricular: Games? Music? Movies? Reading?
  • Pets: Dogs? Cats? Others?
  • Travelled: Abroad, where? Inside Nepal? None?
  • Choice: Home Assignments? Class Tests? Both? None?

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theme
Theme:

“People are like fingerprints, unique in their own ways.”

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the organization
The Organization

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some definitions of ob
Some definitions of OB:
  • “Organizational Behavior is 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 and organization's effectiveness,”- Stephen P. Robbins.
  • “Organizational Behaviour is the study and application of knowledge about how people – as individuals and as groups – act within organizations,”- Keith Davis & John Newstorm.

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the organization6
Mission

Vision

Goals

Objectives

What do you plan to achieve in the next five years?

The Organization

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individual goals
Individual Goals
  • You have to work hard to be good.
  • When goal is easy, stretch.
  • Be yourself, you are the best contributor to who can make a difference.
  • Best way to change a habit is to be determined.
  • Learn from past mistakes and not repeat them.
  • You can make a difference, the choice is entirely yours.

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we the people
We the People
  • People constitute an organization’s most important vital factor in its success or failure.

Eg. Nepal Army, A-I-M, Citizen’s Bank, Chaudhary Group, Kantipur Television Pvt. Ltd., C-I-A, Shell Oil Company, Dell, FedEx, etc.

  • It is only the people who can deal with four “any” – anybody, anyplace, anytime, and anyway environment of the future.
  • An organization may start with zero funding but will become financially viable with creativity resourcefulness, hardworking and honest people.
  • Over abundance of finances and materials may go to waste if handled by incompetent and dishonest people.

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types of organization
Types of Organization:

IMAGINE, how would it be:

Case 1: If your grandfather was running a supermarket 50 years ago in Kathmandu?

Case 2: If you were to open a supermarket now in Kathmandu?

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traditional learning organizations
Traditional & Learning Organizations:

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types of organization11
Types of Organization:

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extra reading 1 discussion
Extra Reading 1 & Discussion:

A New Kind of Company

(Newsweek International, published on 04/07/2005)

  • What makes Ratan Tata a good manager?
  • What does your own bosses, i.e. managers do at your respective offices?

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what managers do cont d
What Managers Do (Cont’d):
  • Managerial Activities
  • Make decisions
  • Allocate resources
  • Direct activities of others to attain goals
  • What else?

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management functions

Planning

Organizing

Controlling

Leading

Management Functions:

ManagementFunctions

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management functions cont d
Management Functions (cont’d)

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management functions cont d16
Management Functions (cont’d)

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management functions cont d17
Management Functions (cont’d)

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management functions cont d18
Management Functions (cont’d)

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mintzberg s managerial roles
Mintzberg’s Managerial Roles

1-1a

E X H I B I T

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mintzberg s managerial roles cont d
Mintzberg’s Managerial Roles (cont’d)

1-1b

E X H I B I T

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mintzberg s managerial roles cont d21
Mintzberg’s Managerial Roles (cont’d)

1-1c

E X H I B I T

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management skills
Management Skills:

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effective versus successful managerial activities luthans
Effective Versus Successful Managerial Activities (Luthans):
  • Traditional Management.
    • Decision making, planning, and controlling.
  • Communications.
    • Exchanging routine information and processing paperwork.
  • Human Resource Management.
    • Motivating, disciplining, managing conflict, staffing, and training.
  • Networking.
    • Socializing, politicking, and interacting with others.

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allocation of activities by time
Allocation of Activities by Time:

1-2

E X H I B I T

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basic ob model stage i
Basic OB Model, Stage I:

1-6

E X H I B I T

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food for thought how true is it
Food for Thought: How true is it?
  • Happy workers are productive workers.
  • All individuals are most productive when their bosses are friendly, trusting and approachable.
  • The best leaders are those that exhibit consistent behaviour, regardless of the situations they face.
  • Interviews are effective selection devices for separating job applicants who would be high-performing employee from those who would be low performers.
  • Everyone wants a challenging job.
  • You have to scare people a little to get them to do their jobs.
  • Because specific goals intimidate people, individuals work harder when asked just to do their best.
  • Everyone is motivated by money.
  • Most people are much more concerned with the size of their own salaries than with the size of other people's salaries.
  • The most effective work groups are devoid of conflict.

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food for thought how true is it cont d
Food for Thought: How true is it? (cont’d)

Answer:For most part, they are all false and we shall touch on each later in this course. Moreover, what it matters is that many of the views on human behaviour are based on intuition rather than facts to a layperson. That is where O-B could have the answers as it involves a systematic approach to the study of behaviour.

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in the end
In the End…
  • Go through “Extra Reading 2 – U-turn on a Train” for next class.
  • Also, Robbins Chapter 1.
  • Please utilize your time doing a lot of extra readings. Remember, a quiz is scheduled for Session Three.
  • Drive Safely!!!

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historical perspective on o b
Historical Perspective on O-B:

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historical perspective on o b cont d
Historical Perspective on O-B (cont’d)

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historical perspective on o b cont d31
Historical Perspective on O-B (cont’d)

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historical perspective on o b cont d32
Historical Perspective on O-B (cont’d)

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contributing disciplines to the o b field
Contributing Disciplines to the O-B Field:

1-3a

E X H I B I T

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contributing disciplines to the o b field cont d
Contributing Disciplines to the O-B Field (cont’d)

1-3b

E X H I B I T

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contributing disciplines to the o b field cont d35
Contributing Disciplines to the O-B Field (cont’d)

1-3c

E X H I B I T

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contributing disciplines to the o b field cont d36
Contributing Disciplines to the O-B Field (cont’d)

1-3d

E X H I B I T

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contributing disciplines to the o b field cont d37
Contributing Disciplines to the O-B Field (cont’d)

1-3f

E X H I B I T

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food for thought
Food for Thought:

The importance of other disciplines are also rapidly increasing with the workplace turning more and more complex. What do you think of these fields?

  • Society & Culture.
  • Media & Society.
  • Research Methodology.
  • Ethnicity & Society.
  • Education & Society.
  • Economy & Society.
  • Technology & Society.
  • History & Society.
  • Gender & Society.

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extra reading 2 discussion
Extra Reading 2 & Discussion:

“U-Turn on a Train”

(Outlook, published on 19/06/2006)

  • Is Laloo Prasad Yadav a good manager?

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enter organizational behavior
Enter Organizational Behavior

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there are few absolutes in ob
There Are Few Absolutes in OB

ContingencyVariables

x

y

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the dependent variables
The Dependent Variables

y

x

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the dependent variables cont d
The Dependent Variables (cont’d)

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the dependent variables cont d44
The Dependent Variables (cont’d)

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the dependent variables cont d45
The Dependent Variables (cont’d)

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the dependent variables cont d46
The Dependent Variables (cont’d)

deviant workforce behaviour

Voluntary behaviour that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members.

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the independent variables

Individual-Level Variables

Group-LevelVariables

OrganizationSystem-LevelVariables

The Independent Variables

IndependentVariables

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extra reading 3 discussion
Extra Reading 3 & Discussion:

“Himalayan Vistas”

(Forbes Asia, published on 06/03/2008)

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slide49
"People are the key" – Sam Walton, founder of Wal-Mart. There are many solutions being offered to deal with the challenges in modern management. However, the simple and most profound solution may be sought by looking at the following notes:

Only true & lasting competitive advantages comes through human resources and how they are managed.

The people, their ideas, their productivity, their willing to change and their ability to learn are the main things.

The fact that human resources do make a difference.

It is only the people who can deal with four 'any': anybody, anyplace, anytime and anyway environment of the future.

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challenges and opportunities in o b
Challenges and Opportunities in O-B:
  • Downsizing/Rightsizing - 'Lean & Mean' organizations .
  • Quality & Productivity (Up) – T-Q-M; Reengineering.
  • Information Technology.
    • In the past 25 years, the global network of computers, telephones & television has increased its capacity a million times over.
    • Today's $1,000 laptop computer is many times powerful than a $100 million worth mainframe computer.
    • A three-minute Kathmandu-Janakpur phone call cost around Rs. 20, but a page of e-mail to the United States cost less than a rupee in the 1980s. It would have cost more than Rs. 200 per page on a telegram.
    • No modern day communication medium has ever grown faster than the Internet.

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challenges and opportunities in o b cont d
Challenges and Opportunities in O-B (cont’d):
  • Responding to Globalization.
  • Improving People Skills.
  • Managing Workforce Diversity.
  • Responding to the Labor Shortage.
  • Improving Customer Service.
  • Improving Ethical Behaviour.
  • Stimulating Innovation Change.
  • Coping with “Temporariness”.
  • Working in Networked Organizations.
  • Helping Employees Balance Work-Life Conflicts.
  • Creating a Positive Work Environment.

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emerging trends in o b
Emerging Trends in O-B:
  • Kaizan Approach:

It is a Japanese management practice that focuses continuous improvement in a product rather than resting on the laurels of success. It means training all employees throughout the organization to build basic skills such as problem solving & communications. The training is thus incorporated into the workflow procedure that usually involves self-managed work teams. Like T-Q-M, it also means empowering employees to make decisions regarding work procedures and make suggestions on work issues such as save workspace, reduce waste, and lower costs.

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emerging trends in o b cont d
Emerging Trends in O-B (cont’d):
  • Quality Circles:

This involves a workgroup of employees who meet regularly to discuss their quality problems, investigate causes, recommend solutions, & take corrective actions.

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emerging trends in o b cont d54
Emerging Trends in O-B (cont’d):
  • Management by Objective (M-B-O):

M-B-O is a management program that encompasses specific goals, participatively set, for an explicit time period, with feedback on goal progress. It emphasizes participatively set goals that are tangible, verifiable & measurable. It was originally proposed more than 50 years ago as a means of using goals to motivate people rather than control them.

The key elements of M-B-O are:

    • Goal specificity.
    • Participative decision-making.
    • An explicit time period.
    • Performance feedback.

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o b in the nepali context
O-B in the Nepali Context:

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o b in the nepali context cont d
O-B in the Nepali Context (cont’d):

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o b in the nepali context cont d57
O-B in the Nepali Context (cont’d):

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in the end58
In the End…
  • Go through Robbins Chapter 1 & 2 for next class.
  • Quiz scheduled for Session Three; Duration 1 Hr, 30 Mins; 90 marks worth, will bear 5% in your total grading.
  • All the Best!!!

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