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RAUSHAN ZAFAR
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CHAPTER OUTLINEy INTRODUCTION
y DEFINITIONS
y MINTBERGS MANAGERIAL ROLE
y FUNCTIONS OF MANAGEMENT
y WEBERS THEORY OF MANAGEMENT
y SCIENTIFIC MANAGEMENT
y ADMINISTRATIVE THEORY
y PRINCIPLES PF MANAGEMENT
y NEOCLASSICAL THEORY
y THE MEANING OF OB
y NATURE AND SCOPE OF OB
y OB IN THE CONTEXT OF GLOBALIZATION
y WORKFORCE DIVERSITY
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DEFINITIONy Management is the art of getting things done through
and with the people in formally organized groups (
koonts H.)y Management is the process of planning, organizing,
actuating and controlling to determine andaccomplish the objectives by the use of people and
resources
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MINTBERGSMANAGERIAL ROLE
Interpersonal Roles
1.figure Head Role
greeting visitors, signing legal documents
2. leadership Roleperforming virtually all activities that involve subordinates
3. liaison Role
Acknowledging mail, doing external board work,performing other activities that involves outsiders
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Informational role
1. monitor
Reading periodicals and reports, maintaining personal contacts2. disseminator
Holding informational meetings, making phone calss to relayinformation
3.spokespersonHolding board meetings , giving information to the media
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y Decisional Roles1. Entrepreneur
Organizing strategy and review sessions to develop new programs
2.Disturbance handler
Organizing strategy and review sessionsthat involve disturbance andcrises
3. Resouce AllocatorScheduling, requesting authorization, performing any activity that
involves budgeting and the programming of subordinates work
4. NegotiatorParticipating in union contract negotiations
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Functions of management
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Planning:
A process that includes defining goals, establishing
strategy and developing plans to coordinate activitiesOrganizing:
Staffing:
Staffing is the function of employing suitable personsfor the enterprise(recruiting, selecting, training anddeveloping)
Directing: The function of guiding and supervising
the activities of the subordinates is known as directing(leadership, motivation, communication, supervision)
Controlling:
Monitoring activities
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Weber theory of BureaucracyElements of BureaucracyHierarchy
Division of work
Rules , regulations and procesures
Records
Impersonal relationshipsAdministrative class
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ScientificManagementPrinciples
Science not rule of thumb
Harmony not discordCooperation not individualism
Maximum output in place of restricted output
Development of each man to his greatest efficiencyand prosperity
Equitable division of work and responsibility betweenmanagement and labor
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Administrative theoryPrinciples of management
Division of work
Authority and resposibilityDiscipline
Unity of command
Unity of direction
Subordination of individual interest to to the commongood
Remuneration of personnel
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Order
centralization
Scalar chainEquity
Stability of tenure
Initiative
Espirit de corps
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Neoclassical Theoryy Hawthorne experiments
y Interviewing programme
y Bank wiring Room experimenty Human relations
the individual
the work group
the environment
the leader
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Criticisms to neoclassical theoryy Philosophy
y Scientific validity
y Short sighedy Over concern with happiness
yAnti-individualistic
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Organizational Behavior
y A field of study that investigates the impact ofindividuals, groups and structures on behavior within
organizations for the purpose of applying suchknowledge towards improving an organizationseffectiveness
Stephen Robbins
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Nature and scope of OBy Mastery of basic objectives
y Skill developmnet
yApplication of knowledge and skills
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Contributing disciplines to the OB field
y Psychology
y Sociology
y Social psychology
y
Anthropologyy Economics
y Political science
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OB IN THE CONTEXT OF GLOBALIZATION
y Increased foreign assignments
yWorking with people from different cultures
y Coping with anti capitalism
y Managing people during the war and terror
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Work force diversity
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Work force diversityy Unexamined Assumptions
y Lower cohesiveness
y Communication problemsy Mistrust and tensions
y Stereotyping