Scribd
Upload
45 views

Chapter-1 - Lesson 2

The document discusses Mintzberg's managerial roles theory and key management skills. It then covers effective versus successful managerial activities and how managers allocate their time. The rest of the document outlines challenges and opportunities for organizational behavior, including responding to globalization, managing diversity, improving quality and productivity, and improving people skills. It introduces the basic organizational behavior model and defines dependent variables like productivity, absenteeism, and job satisfaction as well as independent variables that can operate at the individual, group, and organizational levels.

Uploaded by

Tafsir Hossain
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
45 views

Chapter-1 - Lesson 2

The document discusses Mintzberg's managerial roles theory and key management skills. It then covers effective versus successful managerial activities and how managers allocate their time. The rest of the document outlines challenges and opportunities for organizational behavior, including responding to globalization, managing diversity, improving quality and productivity, and improving people skills. It introduces the basic organizational behavior model and defines dependent variables like productivity, absenteeism, and job satisfaction as well as independent variables that can operate at the individual, group, and organizational levels.

Uploaded by

Tafsir Hossain
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 17

Mintzberg’s

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

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.
Effective
Effective Versus
Versus Successful
Successful Managerial
Managerial Activities
Activities

1.1. Traditional
Traditionalmanagement
management
 Decision
Decisionmaking
making
 planning
planningand
andcontrolling
controlling
2.2. Communication
Communication
 Exchanging
Exchangingroutine
routineinformation
informationand
andprocessing
processingpaperwork
paperwork
3.3. Human
Humanresource
resourcemanagement
management
 Motivating,
Motivating,disciplining,
disciplining,managing
managingconflict,
conflict,staffing,
staffing,and
andtraining
training
4.4. Networking
Networking
 Socializing,
Socializing,politicking,
politicking,and
andinteracting
interactingwith
withothers
others
Allocation
Allocation of
of Activities
Activities by
by Time
Time
Challenges and Opportunities for
OB
• Responding to Globalization
– Increased foreign assignments
– Working with people from different cultures
– Coping with anti-capitalism backlash
– Overseeing movement of jobs to countries with low-cost labor
– Managing people during the war on terror.
• Managing Workforce Diversity
– Embracing diversity
– Changing U.S. demographics
– Implications for managers
• Recognizing and responding to differences
Challenges and Opportunities for
OB (cont’d)
• Improving Quality and Productivity
– Quality management (QM)
– Process reengineering
• Responding to the Labor Shortage
– Changing work force demographics
– Fewer skilled laborers
– Early retirements and older workers
• Improving Customer Service
– Increased expectation of service quality
– Customer-responsive cultures
Challenges and Opportunity for OB (cont’d)

• Improving People Skills


• Empowering People
• Stimulating Innovation and Change
• Coping with “Temporariness”
• Working in Networked Organizations
• Helping Employees Balance Work/Life Conflicts
• Improving Ethical Behavior
• Managing People during the War on Terrorism
Basic OB Model, Stage I
Model
An abstraction of reality.
A simplified representation of some real-world phenomenon.
The Dependent Variables
Dependent variable
A response that is affected by an independent variable (what
organizational behavior researchers try to understand).
y

x
The Dependent Variables (cont’d)
Productivity
A performance measure that includes effectiveness and
efficiency.

Effectiveness
Achievement of goals.

Efficiency
Meeting goals at a low
cost.
The Dependent Variables (cont’d)

Absenteeism
The failure to report to work.

Turnover
The voluntary and
involuntary permanent
withdrawal from an
organization.
The Dependent Variables (cont’d)

Deviant Workplace Behavior


Voluntary behavior that violates
significant organizational norms and
thereby threatens the well-being of the
organization and/or any of its members.
The Dependent Variables (cont’d)
Organizational citizenship
behavior (OCB)
Discretionary behavior that is not part
of an employee’s formal job
requirements, but that nevertheless
promotes the effective functioning of
the organization.
The Dependent Variables (cont’d)

Job satisfaction
A general attitude (not a behavior) toward one’s job; a
positive feeling of one's job resulting from an evaluation of
its characteristics.
The Independent Variables
Independent variable
The presumed cause of some change in the dependent variable;
major determinants of a dependent variable.

Independent
Independent
Variables
VariablesCan
Can Be
Be

Individual-Level Group-Level Organization


Organization
Individual-Level Group-Level System-Level
Variables
Variables Variables
Variables System-Level
Variables
Variables

You might also like