skills Skills: Conversion of knowledge into action Technical skills Human skills Conceptual skills Design skills Leadership skills Facilitation skills Interpersonal skills Team building skills and many more………
Managerial activities Traditional Management Decision making, planning and controlling Communication Human resource management Training Motivation Managing problems and conflicts Networking
Organization behavior Impact of individual, group and structure have on the behavior within the organization to improve the effectiveness Effectiveness Efficiency Key results of effective Management Task performance Job satisfaction What people do, think, feel in the organization
Organization behavior Tools Understand Improve
Other disciplines Psychology: emotions, attitude, stress Sociology: communication, team, group Anthropology: cross culture, diversity Political science: power, politics, authority Economics: decision making Engineering: design, measurements Marketing And many more……….
Characteristics Mingle well Enthusiasm Self awareness Empathetic Effective in communication Conflict handling skills
nature Distinct field of study Understanding human behavior Theories leads to creative thinking Three levels: rational thinking Psychological in nature
Organizational Behavior Challenges and opportunities Responding to globalization Managing workforce diversity Improving quality and productivity Responding to labor shortage Improving customer service Improving people skills Empowering people Stimulating innovation and creativity Improving ethical behavior Helping employees balance work and life conflict Job rotation
Motivation Intensity Direction Persistence
Mc Gregor theory X and Y Theory X Dislike work, avoid Need to control, threaten, punishment and coercive Avoid responsibilities, need direction Little attention, security is even more important then work Theory Y Work is as normal and rest and play Self direction, self control, committed Accept, seek and complete responsibility Innovative, creative and it is not the limited to management positions
Theories Two-factor theory Motivation-hygiene---what do people want from the job? Good and bad points about the job
Two factor theory Dissatisfaction: supervision Salary Working conditions Personal life Status Relations Security Satisfaction: recognition Achievement Work Growth advancement Hygiene factors Motivation factors
Two factor theory Opposite of satisfaction is no satisfaction Opposite of dissatisfaction is no dissatisfaction Criticisms: blaming others Reliability is questioned Satisfaction can not be measured No situational variables Productivity was not looked into
Alderfer’s ERG Need Level Description Examples Growth Self-development, creative work Worker continually improves skills Highest Relatedness Interpersonal relations, feelings Good relations, feedback Existence Food, water, shelter Basic pay level to buy items Lowest After lower level needs satisfied, person seeks higher needs. When unable to satisfy higher needs, lower needs motivation is raised.
Alderfer’s ERG More than one need can be operative at one time If the gratification of a higher need is stifled, desire to satisfy the lower need increases No hierarchy Frustration-regression dimension Family background, culture and education brings difference
Mc Clelland’s theory Best managers are high in need of power and low in need for affiliation, being a achiever does not necessarily mean that you are a good manager Need for achievement achievement than rewards desire to do better, Open to criticism and challenging goals. never say no to responsibility intermediate difficulty Need for power Status, control, esteem prestige etc Need for affiliation Friendship, appreciation
Goal Setting Theory,Edwin Locke Specific and difficult goals with feedback leads to higher performance. Intension is a major source of motivation goal commitment adequate self efficacy Task characteristics National culture
Expectancy Theory Developed by Victor Vroom and is a very popular theory of work motivation. Vroom suggests that motivation will be high when workers feel: Effort-performance Performance-reward Reward-personal goals
Quality of work life (QWL) An indicator of the overall quality of human experiences in the workplace. QWL indicators: Fair pay Safe working conditions Opportunities to learn and use new skills Room to grow and progress in a career Protection of individual rights Pride in work itself and in the organization
High performing managers
Build working relationships with others.
Help others develop their skills and performance competencies. Foster teamwork. Create a work environment that is performance-driven and provides satisfaction for workers.
High performing managers
The organization as an upside-down pyramid …
Each individual is a value-added worker. A manager’s job is to support workers’ efforts. The best managers are known for helping and supporting.
Qualities of a Good manager Education Training Intelligence Leadership Foresight Maturity Technical knowledge Human relations attitude Self confidence