MGTS1601
LECTURE 1
ORGANISATIONAL BEHAVIOUR
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Investigates the impact that individuals, groups and structure have on behaviour within organisations, for the purpose of improving an organisation’s effectivenessINTUITION AND SYSTEMATIC STUDY
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These two are complimentary means of predicting behaviour•
Intuition:•
Gut feelings•
Individual observation•
Common Sense•
Systematic Study:•
Looks at relationships•
Scientific evidence•
Predicts behavioursEVIDENCE - BASED MANAGEMENT (EBM)
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Basing managerial decisions on the best available scientific evidence CONTRIBUTING DISCIPLINES TO OB•
Psychology•
Anthropology•
Sociology•
Social PsychologyTHE IMPORTANCE OF INTERPERSONAL SKILLS
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Technical and quantitative skills are important•
Leadership and communication skills are CRITICAL•
Organisational 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 MANAGEMENT FUNCTIONS•
Planning•
Organising•
Controlling•
LeadingMINTZBERG’S MANAGERIAL ROLES
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These are separated into three groups:•
Interpersonal Roles•
Figurehead•
Leader•
Liaison•
Informational Roles•
Monitor•
Disseminator•
Spokesperson•
Decisional Roles•
Entrepreneur•
Disturbance Handler•
Resource allocator•
NegotiatorESSENTIAL MANAGEMENT SKILLS
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Technical Skills: ability to apply specialised knowledge or expertise•
Human Skills: ability to work with, understand and motivate other people, both individually and in groups•
Conceptual Skills: mental ability to analyse and diagnose complex situations LUTHAN’S STUDY OF MANAGERIAL ACTIVITIES•
Four types of managerial activity:•
Traditional Management•
Decision making, planning and controlling•
Communication•
Exchanging routine information and processing paperwork•
Human Resource Management•
Motivating, disciplining, managing conflict, staffing and training•
Networking•
Socialising, politicking and interacting with others DEVELOPING AND OB MODEL•
Our OB model has three levels of analysis:1. Individual level 2. Group level
3. Organisation systems level
TYPES OF STUDY VARIABLES
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Independent (X): OB researchers manipulate to observe the changes in Y•
Dependent (Y): OB researchers want to predict or explain KEY OB DEPENDENT VARIABLES•
Productivity: transforming inputs to outputs at lowest cost, includes concepts of effectiveness and efficiency•
Absenteeism: failure to report to work•
Turnover: voluntary and involuntary permanent withdrawal from an organisation•
Deviant workplace behaviour: behaviour that violates organisational norms and threatens the well-being of the organisation and/or any of its members•
Organisational Citizenship Behaviour (OCB): an employee’s behaviour that is not part of the formal job requirements but promotes the effective functioning of the organisation•
Job Satisfaction:general attitude (not a behaviour) towards one’s job KEY OB INDEPENDENT VARIABLES•
The independent variable (X) can be at any of these three levels in this model:•
Individual•
Group•
Organisation SystemDIVERSITY
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Surface level diversity•
Deep level diversity•
Diversity Management BIOGRAPHICAL CHARACTERISTICS•
Age•
Gender•
Race and ethnicity•
Disability•
Tenure•
Religion•
Sexual orientation and gender identity ABILITY•
An individual’s capacity to perform the various tasks in a job•
Made up of two sets of factors:•
Intellectual abilities: abilities needed to perform mental activities•
Physical abilities: capacity to do tasks demanding stamina, dexterity, strength and similar characteristics