1–11–1 "People are the key" – Sam Walton, founder of Wal-Mart. There are many solutions being offered to deal with the challenges in modern management.

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"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.

ORGANIZATIONAL BEHAVIORORGANIZATIONAL BEHAVIOR

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The OrganizationThe 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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What Managers Do?What Managers Do?

Managerial Activities

• Make decisions

• Allocate resources

• Direct activities of others to attain goals

• What else?

Managerial Activities

• Make decisions

• Allocate resources

• Direct activities of others to attain goals

• What else?

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Management Functions:Management Functions:

ManagementManagementFunctionsFunctions

ManagementManagementFunctionsFunctions

PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing

LeadingLeadingLeadingLeadingControllingControllingControllingControlling

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Management Functions (cont’d)Management Functions (cont’d)

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Management Functions (cont’d)Management Functions (cont’d)

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Management Functions (cont’d)Management Functions (cont’d)

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Management Functions (cont’d)Management Functions (cont’d)

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Mintzberg’s Managerial RolesMintzberg’s Managerial Roles

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Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

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Mintzberg’s Managerial Roles (cont’d)Mintzberg’s Managerial Roles (cont’d)

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Management Skills:Management Skills:

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Basic OB Model, Stage I:Basic OB Model, Stage I:

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Contributing Disciplines to the O-B Field:Contributing Disciplines to the O-B Field:

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Contributing Disciplines to the O-B Field (cont’d)Contributing Disciplines to the O-B Field (cont’d)

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Contributing Disciplines to the O-B Field (cont’d)Contributing Disciplines to the O-B Field (cont’d)

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Contributing Disciplines to the O-B Field (cont’d)Contributing Disciplines to the O-B Field (cont’d)

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Contributing Disciplines to the O-B Field (cont’d)Contributing Disciplines to the O-B Field (cont’d)

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The Dependent VariablesThe Dependent Variables

x

y

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The Dependent Variables (cont’d)The Dependent Variables (cont’d)

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The Dependent Variables (cont’d)The Dependent Variables (cont’d)

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The Dependent Variables (cont’d)The Dependent Variables (cont’d)

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The Dependent Variables (cont’d)The Dependent Variables (cont’d)

deviant workforce behaviourVoluntary 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 VariablesThe Independent Variables

IndependentIndependentVariablesVariables

IndependentIndependentVariablesVariables

Individual-Level Individual-Level VariablesVariables

Individual-Level Individual-Level VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

OrganizationOrganizationSystem-LevelSystem-Level

VariablesVariables

Group-LevelGroup-LevelVariablesVariables

Group-LevelGroup-LevelVariablesVariables