FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR (Four hours)
CHAPTER ONE- Understanding Organizational Behaviour (one hour) CHAPTER TWO- Effectiveness in organizations (one hour) CHAPTER THREE- Social systems and organizational culture (two hours)
Reference: 1. Organizational Behaviour, Stephen P.Robbins, Timothi A.Judge and Seema Sanghi, 12th ed, Prentice Hall India 2. Organizational behaviour-Human behaviour at work by John W Newstrom, 12th edition, McGrawHill 3. Organizational behavior and management by Ivancevich, Konopaske and Matteson 7th edition, Tata McGrawHill 4. Organisational Behaviour by Steven L Mc Shane Mary Ann Von Glinow Radha R Sharma Tata McGrawHill
5. Organizational behavior by Don Hellriegel; John W. Slocum; Richard W. Woodman-8th edition, Thomson South-Western
Dr Susmita Mukhopadhyay Assistant Professor, VGSOM, IIT Kharagpur firstname.lastname@example.org
Understanding Organizational Behaviour
Objectives Understanding the meaning of Organizational behaviour Understanding the fundamental concepts connected with Organizational behaviour Understanding the basic approaches of Organizational behaviour Framing the study of Organizational behaviour Understanding the goals of organizational behaviour. Knowing the importance of Organizational behaviour for the managers.
INTRODUCTION Mintzberg (1973) identified ten separate roles in managerial work, each role defined as an organised collection of behaviours belonging to an identifiable function or position. He separated these roles into three subcategories: interpersonal contact, information processing and decision making. Interpersonal contact FIGUREHEAD: the manager performs ceremonial and symbolic duties as head of the organisation; LEADER: fosters a proper work atmosphere and motivates and develops subordinates; LIASION: develops and maintains a network of external contacts to gather information; Information processing MONITOR: gathers internal and external information relevant to the organisation; DISSEMINATOR: transmits factual and value based information to subordinates; SPOKESPERSON: communicates to the outside world on performance and policies. Decision making ENTREPRENEUR: designs and initiates change in the organisation;
DISTURBANCE HANDLER: deals with unexpected events and operational breakdowns; RESOURCE ALLOCATOR: controls and authorises the use of organisational resources; NEGOTIATOR: participates in negotiation activities with other organisations and individuals. Mintzberg next analysed individual manager's use and mix of the ten roles according to the six work related characteristics. He identified four clusters of independent variables: external, function related, individual and situational. He concluded that eight role combinations were 'natural' configurations of the job: contact manager -- figurehead and liaison political manager -- spokesperson and negotiator entrepreneur -- entrepreneur and negotiator insider -- resource allocator real-time manager -- disturbance handler team manager -- leader expert manager -- monitor and spokesperson new manager -- liaison and monitor (Taken from http://www.provenmodels.com/88/ten-managerial-roles/henry-mintzberg/) For performing these roles , skills required by the managers are: Technical Skills-The ability to apply specialized knowledge or expertise Human Skills-The ability to work with, understand, and motivate other people, both individually and in groups Conceptual Skills-The mental ability to analyze and diagnose complex situations
The managers will be effective in these roles when he possesses the required skills, understands the organization and its employees properly. However some key facts about life at work: Organizations are complex systems Human behavior in organizations is sometimes unpredictable Human behavior in an organization can be partially understood There is no perfect...
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