presentation engg mgt

7/23/2019 Presentation Engg MGT

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o r g a n i z a t i o n a l b e h a v

i o r

o r g a n i z a t i o n a l b e h a v

i o r


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GROUP MEMBERS

SHAFI ULLAH KHAN 2012-CH-38

M.FARHAN BASHIR 2012-CH-66

WASEEM ABBAS 2012-CH-106

ZAHID MUSHTAQ 2012-CH-28

AMEER HAMZA 2012-CH-16

FAISAL MOHAMMAD 2012-CH-113


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Enter Organizational Behavior

Organizational behavior(OB)

A feld o study thatinvestigates the impactthat individuals, groups,and structure have onbehavior withinorganizations, or the

purpose o applying suchknowledge towardimproving anorganizations

eectiveness.


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What Managers Do

Managerial Activities

Make decisions

Allocate resources

Direct activities of others

to attain goals

Managerial Activities

Make decisions

Allocate resources

Direct activities of others

to attain goals

Managers (or administrators)Individuals who achieve goals through otherpeople.


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Where Managers Work

OrganizationA consciously coordinated socialunit, composed o two or morepeople, that unctions on a

relatively continuous basis toachieve a common goal or set ogoals.


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Management Functions

ManagementFunctions

Planning Organizing

Leadingontrolling


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Management Functions (contd)

PlanningA process that includes defninggoals, establishing strategy, anddeveloping plans to coordinate

activities.


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Organizingetermining what tasks are to bedone, who is to do them, how thetasks are to be grouped, who reports

to whom, and where decisions are tobe made.


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LeadingA unction that includes motivatingemployees, directing others,selecting the most eective

communication channels, andresolving con!icts.


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ontrolling"onitoring activities to ensure they arebeing accomplished as planned andcorrecting any signifcant deviations.


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Management Skills

!echnical skills#he ability to apply specializedknowledge or e$pertise.

"uman skills#he ability to work with,understand, and motivate otherpeople, both individually and ingroups.

once#tual $kills#he mental ability to analyze anddiagnose comple$ situations.


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Effective ersus Successful Managerial

!ctivities"

%& !raditional management

Decision making' #lanning' and controlling

& ommunication *changing routine information and #rocessing

#a#er+ork

,& "uman resource management

Motivating' disci#lining' managing conflict' staffing'

and training

-& .et+orking

$ocializing' #oliticking' and interacting +ith others

%& !raditional management

Decision making' #lanning' and controlling

& ommunication

*changing routine information and #rocessing

#a#er+ork

,& "uman resource management

Motivating' disci#lining' managing conflict' staffing'

and training

-& .et+orking

$ocializing' #oliticking' and interacting +ith others


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!llocation of !ctivities #$ %ime


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&hallenges and O''ortunities for OB (contd)

/m#roving 0ualit1 and Productivit1 %uality management

&rocess reengineering

2es#onding to the Labor $hortage

'hanging work orce demographics

(ewer skilled laborers

)arly retirements and older workers

/m#roving ustomer $ervice

Increased e$pectation o service *uality

'ustomer+responsive cultures


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What s ualit$ Management*

%& /ntense focus on the customer&

& oncern for continuous im#rovement&

,& /m#rovement in the 3ualit1 of ever1thing

the organization does&

-& Accurate measurement&

4& m#o+erment of em#lo1ees&


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m'roving ualit$ and +roductivit$

0ualit1 management #he constant attainment o customersatisaction through the continuousimprovement o all organizational processes.

e*uires employees to rethink what they do and

become more involved in workplace decisions. Process reengineering

Asks managers to reconsider how work would bedone and their organization structured i they

were starting over. Instead o making incremental changes in

processes, reengineering involves evaluatingevery process in terms o its contribution.


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&hallenges and O''ortunit$ for OB (contd)

Improving &eople -kills

)mpowering &eople

-timulating Innovation and 'hange

orking in /etworked 0rganizations

1elping )mployees 2alance ork34ie 'on!icts Improving )thical 2ehavior

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