...However, the human capital behavior is extremely complex to understand and manage. Hence, it is important for the management to value Organization Behavior (OB) highly and continue to practice scientifically established methods. Organization behavior principles help the management to effectively manage the human behavior to be successful in the paradigm-shifting business environment of 21st century. There is growing research evidence that employees’ psychological capital is positively related to their performance and desired attitudes. Investing in this human capital results in desired performance outcomes such as increased productivity and customer satisfaction (Luthans, pp. 6). The current work-force is increasingly mobile, spread over globally, culturally diverse and a heterogenous mix of computer literacy. It is evident that such a work-force has created great challenges to the management in performance management, sustaining the intellectual capital and minimizing associated expenses. Monetary incentives alone are not effective in the current environment. Businesses can no longer offer or sustain job security to employees. Hence, in order to keep the employee morale high, it order to sustain reasonably good performance from its human social capital, the management needs to invest in organization behavior and its principles. Understanding, predicting, and management of human behavior helps...
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...Financial Management Chapter 5 * Future value VS present value * The present value technique uses discounting to find the present value of each cash flow at the beginning of the project. t=0 * The future value technique uses compounding to find the future value of each cash flow at the end of the project’s life * The future value equation * ( * FVIF is the FV of 1 dollar at i% per annum after n periods * Future value DEPENDS on the number of periods in which interest can be compounded. * The longer the number of periods, the greater the future value * Also the higher the interest rate, the greater the future value * Total compound interest = Total simple interest + Total interest on interest * Simple interest earned is * Compounding more frequently than once a year * The present value equation * * PVIF is the PV of 1 dollar at i% per annum after n periods * The larger the number of periods the smaller the present value * The higher the interest rate, the smaller the present value * The relationship between time, the discount rate,and present value * The further in the future a dollar will be received, the less it is worth today * The higher the discount rate, the lower the present value of a dollar * The rule of 72 * Compound Frequency Chapter 6 * Annuities A series of equally spaced and level cash flows extending over a finite number of periods * Ordinary Annuity ...
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...Executive |Summary Motivation, Leadership and management and human resource management are important factors in the working of any organization. Each of them have certain theories or principles founded by various researchers and scholars. These theories have gained some criticisms over time. Under motivation there are two types of theories: content and process theories. Content theories include Maslow’s Hierarchy of Needs, Herzberg’s Motivation-Hygiene theory. Process theories include equity theory and expectancy theory. The organizational example is that of a robotics’ manufacturing firm. Leadership and management includes trait theory of leadership, leader behavior theories which focuses on the Michigan Studies and The Ohio state studies and contingency theories of leadership which includes Fiedler’s Contingency theory and the |Path – Goal theory of leadership. This is followed by the fourteen principles of management. The organizational example is that of Continental |Airlines. Lastly, there are three models mentioned under human resource management, the Harvard model, the Michigan model and the Fombrun, Tichy and Devanna model. The organizational example is that of a laundry company called Kwik & Kleen. Table of contents Introduction ………………………………………………………………..Page 1 1. Motivation ………………………………………………………....Page 1 • Maslow’s Hierachy of Needs ……………………………………...Page 1 • Herzberg’s Motivation-Hygiene...
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...Consequences of inactivity Lack of physical activity is a risk factor of several chronic diseases and premature death. * Increase of obesity. * High blood pressure and high blood cholesterol. (Heart problems). * Weakening of the bones, i.e. osteoporosis and osteoarthritis. * Get type 2 diabetes * Functional capacity, the ability to engage in activities needed for daily living (Climbing stairs, walking, lifting, or running). * Mental health, such as depression and cognitive function. * Sedentary lifestyle on mental and emotional level. (Bad mood, headache, fatigue, poor coordination of our movements). Recommendations to help you get active Being Active for Life * Start by doing what you can, and then look for ways to do more. * Walking is one way to add physical activity to your life. When you first start, walk 10 minutes a day on a few days during the first couple of weeks. * Add more time and days. Walk a little longer. Try 15 minutes instead of 10 minutes. Then walk on more days a week. * Pick up the pace. Once this is easy to do, try walking faster. Keep up your brisk walking for a couple of months. You might want to add biking on the weekends for variety. * Move yourself — use active transportation to get places. Whenever you can, walk, bike, or run instead of taking the car. * Join a team — take part in sports and recreation activities...
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...decisions • Allocate resources • Direct activities of others to attain goals Where Managers Work Management Functions Planning Organizing Management Functions Controlling Leading Management Functions (cont’d) Management Functions (cont’d) Management Functions (cont’d) Management Functions (cont’d) Mintzberg’s Managerial Roles Mintzberg’s Managerial Roles (cont’d) Mintzberg’s Managerial Roles (cont’d) Management Skills Effective Versus Successful Managerial Activities (Luthans) 1. Traditional management • Decision making, planning, and controlling 2. Communications • Exchanging routine information and processing paperwork 3. Human resource management • Motivating, disciplining, managing conflict, staffing, and training 4. Networking • Socializing, politicking, and interacting with others Allocation of Activities by Time Enter Organizational Behavior Organisational Behaviour… is the study of individuals and groups in organisation Contributing Disciplines to the OB Field Contributing Disciplines to the OB Field (cont’d) Contributing Disciplines to the OB Field (cont’d) Contributing Disciplines to the OB Field (cont’d) Contributing Disciplines to the OB Field (cont’d) There Are Few Absolutes in OB x Contingency Variables y Challenges and Opportunity for OB • • • • • Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding...
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...The Importance of Interpersonal Skills * Understanding OB helps determine manager effectiveness * Technical and quantitative skills important * But leadership and communication skills are CRITICAL * Organizational benefits of skilled managers * Lower turnover of quality employees * Higher quality applications for recruitment * Better financial performance What Managers Do * They get things done through other people. * Management Activities: * Make decisions * Allocate resources * Direct activities of others to attain goals * Work in an organization * A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. Four Management Functions * PLAN: A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. * ORGANIZE: 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. * LEAD: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. * CONTROL: Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation. Mintzberg’s Managerial Roles Ten roles in three groups (Exhibit 1-1) * Interpersonal * Figurehead, Leader...
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...Describe the manager’s functions, roles, and skills. – Define organizational behavior (OB). – Show the value to OB of systematic study. – Identify the major behavioral science disciplines that contribute to OB. – Demonstrate why few absolutes apply to OB. – Identify the challenges and opportunities managers have in applying OB concepts. – Compare the three levels of analysis in this book’s OB model. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-1 The Importance of Interpersonal Skills Understanding OB helps determine manager effectiveness – Technical and quantitative skills are important – But leadership and communication skills are CRITICAL Organizational benefits of skilled managers – Lower turnover of quality employees – Higher quality applications for recruitment – Better financial performance Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-2 What Managers Do They get things done through other people. In order to facilitate that process managers: – Make decisions – Allocate resources – Direct activities of others to attain goals Managers do this in an organization – A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-3 Management Functions Plan Copyright © 2011 Pearson Education, Inc. publishing as Prentice...
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...June, to 26th September Time ME-(A) - ARU ME-(B) - CSS ME- C - AKD ME-(E) - PADV ME-(F) - LM ME -(G) -TT ME -(H) - IRS ME - P - SUBH BC - N - MHK BC - L - VSN ISM - I - NJ BC - D - CHE Monday FM - I - DSC FM - J - CANI FM - K - GAR FM - L - NMR FM - M - YGK FM - N - RKJ FM - O - AJM FM - P - RAN FM - Q - STK BC - C - GG ISM - A - STM ISM - B - SSG Monday OB - A - SKN OB - B - RTG X OB - D - BHJ OB - E - SHW OB - F - SRB MM-I - G - SRR OB - H - PRN BC - P - PDM BC - O - GG X X Time Monday ME - I - ARU ME - J - AKD ME - K - IRS ME - L - SUBH ME - M - PADV ME - N - LM ME - O - TT ME - Q - JOJO BC - H - AGK X ISM - C - KVR ISM - D - KB Time FM-I - A - DSC FM-I - B - CANI FM-I - C - NMR FM-I - D - YGK FM-I - E - RKJ FM-I - F - AJM FM-I - G - STK FM-I - H - GIR BC - J - CHE OB - Q - SHW ISM - L - SMY BC - I - PDM Monday 12.20 - 1.35 Monday Tuesday AFM - I - KW AFM - J - RJL AFM - K - AMG AFM - L - RJP AFM - M - VN AFM - N - LNP AFM -O - ATJ AFM -P - PRA AFM - Q - SVL BC - H - AGK BC - A - PDM BC - B - VSN Tuesday QM - A - LS MM-I - M - MKM QM - C - VSG QM - D - VM QM - E - NA QM - F - JYG QM - G - SKW QM - H - SRG OB - K - RTG OB - Q - SHW ISM - I - NJ ISM - J -Raja Tuesday MM-I - I - KSV MM-I - J - JSKC MM-I - K - DIP MM-I - L - HYM X MM-I - N - DBJ X MM-I - P - KCP MM-I - Q - ADM BC - O - GG QM - B - SRG ISM - F - CLD Tuesday AFM - A - LNP AFM - B - BRJ AFM - C - KW AFM - D - RJL AFM - E - PRA X AFM - G - RJP AFM - H - NG X X ISM - M -AJ ISM - N - Raja Tuesday QM - I - LS QM - J...
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...|WHAT IS ORGANIZATIONAL BEHAVIOR? | CHAPTER 1- OUTLINE What Manager’s Do |A. Importance of Developing Managers’ Interpersonal Skills | | |Companies with reputations as a good place to work—such as Pfizer, Lincoln Electric, Southwest Airlines, and | | |Starbucks—have a big advantage when attracting high performing employees. | | | | | |A recent national study of the U.S. workforce found that: | | | | | |Wages and fringe benefits are not the reason people like their jobs or stay with an employer. | | |More important to workers is the job quality and the supportiveness of the work environments. | | | ...
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...After studying this chapter, students should be able to: 1. Define organizational behavior (OB) 2. Describe what managers do 3. Explain the value of the systematic study of OB 4. List the major challenges and opportunities for managers to use OB concepts 5. Identify the contributions made by major behavioral science disciplines to OB 6. Describe why managers require a knowledge of OB 7. Explain the need for a contingency approach to the study of OB 8. Identify the three levels of analysis in this book’s OB model CHAPTER OVERVIEW Managers need to develop their interpersonal or people skills if they are going to be effective in their jobs. Organizational behavior (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization, then applies that knowledge to make organizations work more effectively. Specifically, OB focuses on how to improve productivity, reduce absenteeism and turnover, and increase employee citizenship and job satisfaction. We all hold generalizations about the behavior of people. Some of our generalizations may provide valid insights into human behavior, but many are erroneous. Organizational behavior uses systematic study to improve predictions of behavior that would be made from intuition alone. Yet, because people are different, we need to look at OB in a contingency framework, using situational variables to moderate cause-effect relationships...
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...Write Up On Behavioral Perspective In The Modern Management Has Started Assuming Importance At Times More Than Technical Skills To Ensure Managerial Success Submitted to Prof. Subhash C. Kapor Jagan Institute Of Management Studies Rohini, Delhi By Dipika Negi (FA140) Harsh Bansal (FA140) Karan Talwar (FA140) Priyanka Chodhary (FA140) Shivam Nath (FA140) Vithika Misra (FA14058) Index 1. Acknowledgement 2. Introduction 3. Management 4. Classical and modern management 5. Organizational behavior 6. Importance of organization behavior 7. Challenges and opportunity for organizational behavior 8. Cases and examples 9. Conclusion Acknowledgement It gives us a great pleasure to present the write up on the organizational behavior completed during the first trimester of PGDM. We owe a special debt of gratitude to Prof. Subhash C. Kapor for his constant support and guidance. His sincerity, thoroughness and preservance have been a constant source of inspiration for us. It is only his cognizant that our endeavors have seen light of the day. We also take the opportunity to acknowledge Dr. J.K. Goyal, Director JIMS and Dr. Somesh Raizada, Dean JIMS for their constant support. Last but not the least we would also like to acknowledge the contribution of all the team members of Lakshya for their kind assistance and cooperation during the development of our write up. Introduction Have you ever got up in the morning and thought, "I really don't want to go...
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...organizational behavior (OB). 4. Show the value to OB of systematic study. 5. Identify the major behavioral science disciplines that contribute to OB. 6. Demonstrate why few absolutes apply to OB. 7. Identify the challenges and opportunities managers have in applying OB concepts. 8. Compare the three levels of analysis in this book’s OB model. Instructor Resources Instructors may wish to use the following resources when presenting this chapter. Learning Catalytics Questions: Instructor Directions and Follow-Up Organizational Behavior Concept | LC Question | Instructor Directions and Follow-Up | Management skills and managerial activities | Refer to the allocation of activities by time for average, successful, and effective managers. Prioritize how you spend your time as a college student. | This is a good discussion starter on managerial activities and what is important. First, make the connection for students between activities that managers spend their time on and similar activities that college students spend their time on. Next, display results from the class and compare with the Luthans results. For example: * Traditional management = making decisions, planning, and controlling school work and job * Communication = exchange of information * HRM = motivating self and others, conflict management on project teams and with roommate, etc. * Networking = interacting at career fairs, meeting other students at events, etc. | OB disciplines ...
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...Organization Behavior? Every individual is different They exhibit different behavior at any point of time WHAT IS ORGANIZATION, ITS, STRUCTURE, DESIGN AND THEORY Organization“a consciously coordinated social entity, with a relatively identifiable boundary, that functions on a relatively continuous basis to achieve a common goal or set of goals” Consciously coordinated- imply management Social entity means composed of people interacting Relatively identifiable boundary – clear delineation to distinguish members from non-members Achieve a common set of goals- what cannot be attained individually, company mission statement DEFINITION BY STEPHEN P .ROBBINS OB 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 towards improving an organization’s effectiveness. MANAGEMENT FUNCTIONS P O S D C The most widely accepted functions of management given by KOONTZ and O’DONNEL i.e.Planning, Organizing, Staffing, Directing and Controlling. MANAGEMENT FUNCTIONS FUNCTIONS Plan- According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be”. A Future course of Action-Business Plan. Organize-to organize reporting relationships. Land,labour,capital,organizational structure, To organize a business involves determining & providing human and non-human...
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...1.0 Introduction 1.1Organizational behavior Schermerhorn et al (2005) define organizational behavior (OB) as "the study of human behavior in organizations". OB is also a multi-disciplinary study, taking knowledge from social and behavioral sciences and applying it to real-world situations. Or Actions and attitudes of individuals and groups toward one another and toward the organization as a whole, and its effect on the organization's functioning and performance. Organizational behavior (OB) and its affiliated subjects helps us understand what people think, feel and do in organizational settings. For managers and, realistically, all employees, this knowledge helps predict, understand and control organizational events. There are three determinants of behavior in order to make an organization more effective: individual, groups, and structure. The people within the organization and their behaviors affect the performance of the organization. There are a number of behavioral disciplines that contribute to OB: psychology, sociology, social psychology, anthropology, and political science. There are lot of challenges and opportunities today for managers to use OB concepts. 1.2 Organization behavior concept In every field of social science, or even physical science, has a philosophical foundation of basic concepts that guide its development. There are some certain philosophical concepts in organizational behavior also. The concepts are; Individual differences, Perception, The...
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...IBS, Hyderabad Re - Revised from 9th June(Monday) Semester I Class of 2016 Time - Table Sessions Commence from 3rd June, to 26th September End - Semester Examinations from 27th - 5th Oct, 2014 Time Monday ME-(A) - ARU ME-(B) - CSS ME- C - AKD ME-(E) - PADV ME-(F) - LM ME = G -TT ME = H - IRS ME - P - SUBH BC - N - MHK BC - L - VSN ISM - I - NJ BC - D - CHE Time Monday FM - I - DSC FM - J - CANI FM - K - GAR FM - L - NMR FM - M - YGK FM - N - RKJ FM - O - AJM FM - P - RAN FM - Q - STK BC - C - GG ISM - A - STM ISM - B - SSG Time Monday OB - A - SKN OB - B - RTG X OB - D - BHJ OB - E - SHW OB - F - SRB MM-I - G - SRR OB - H - PRN BC - P - PDM BC - O - GG X Tuesday AFM - I - KW AFM - J - RJL AFM - K - AMG AFM - L - RJP AFM - M - VN AFM - N - LNP AFM -O - ATJ AFM -P - PRA AFM - Q - SVL BC - H - AGK BC - A - PDM BC - B - VSN Tuesday QM - A - LS MM-I - M - MKM QM - C - VSG QM - D - VM QM - E - NA QM - F - JYG QM - G - SKW QM - H - SRG OB - K - RTG OB - Q - SHW ISM - I - NJ ISM - J -Raja Tuesday MM-I - I - KSV MM-I - J - AS MM-I - K - DIP MM-I - L - HYM MM-I - N - DBJ MM-I - P - KCP MM-I - Q - ADM X QM - B - SRG ISM - F - CLD Tuesday AFM - A - LNP AFM - B - BRJ AFM - C - KW AFM - D - RJL AFM - E - PRA AFM - G - RJP AFM - H - NG X ISM - M -AJ ISM - N - Raja Tuesday QM - I - LS QM - J - VM QM - K - SRG QM - L - ANS QM - M - NA QM - N - JYG ISM - G - CLD AFM - F - AMG ME - D -SUBH ISM - E - KVR ISM - O - AJ ISM - P - KB Wednesday MM-I - I - KSV ME-(A) - ARU ME-(B) - CSS ME- C - AKD ME-(E)...
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