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organisational BEHAVIOR AND MANAGEMENT What is an Organization? An validation is a collection of community who work together to achieve individual and administrational goals. What is Organizational behaviour? Organizational behavior (OB) is the study of factors that alter how individuals and multitudes act in organizations and how organizations command their environments What is commission? Management is the process of planning, organizing, leading, and withstandling an organizations human, financial, material, and early(a)(a) resources to increase its effectiveness.Managerial Roles * Manager Any person who supervises mavin or much(prenominal) subordinates. * Role A set of behaviors or tasks a person is evaluate to perform because of the position he or she holds in a group or organization. * Managerial roles identified by Mintzberg ( sympathise Table 1. 1) FigureheadLeader LiaisonMonitor DisseminatorSpokesperson EntrepreneurDisturbance handler imagery allocatorNegotia tor Managerial Skills * Conceptual Skills The ability to analyze and diagnose a office and distinguish between cause and effect. Human Skills The ability to understand, work with, lead, and control the behavior of other people and groups. * Technical Skills Job-specific knowledge and techniques. Challenges for Organizational style and Management * employ new information technology to enhance creativeness and organizational learning. * Managing human resources to increase competitive advantage. * Developing organizational ethics and well-being. * Managing a diverse work force. * Managing the global environment. Challenge 1 Using sunrise(prenominal) Information Technology to Enhance Creativity and Organizational teaching Information technology The computer systems and softw atomic number 18 that organizations use to speed the full stop of information around an organization and to better link people and subunits indoors it. * Creativity The decision-making process that produce s novel and useful ideas that lead to new or improved goods and services or to improvements in the way they argon produced. New Ways to Increase Performance * Reengineering A complete rethinking and redesign of trade processes to increase efficiency, quality, innovation, or responsiveness to customers. * Restructuring Altering an organizations societal organisation (e. g. by eliminating a department) to streamline the organizations operations and conquer costs. * Outsourcing Acquiring goods or services from sources outside the organization. * Freelancers Independent individuals who contract with an organization to perform specific services. Challenge 3 Developing Organizational morality and Well- be * Ethics Rules, beliefs, and cheers that outline the ways in which managers and workers should serve when confronted with a situation in which their actions may help or handicap other people inside of or outside an organization. * Well-being The retard of being happy, healthy, a nd prosperous. accessible duty An organizations moral responsibility toward individuals or groups outside the organization that are affected by its actions. The summation 21st century qualities needed to create the i muss work air begin with intelligence, passion, a strong work ethic, and a genuine trouble for people. Managing and Working Today and in the Future * Managers must ferment industrious and flexible to help their firms develop and sustain competitive advantage * To be succeederful, managers lead need to harness the powers of * information technology * human keenChallenges of These Forces to Managers * Resisting the humanity of these forces will likely lead to * Unnecessary conflict * Reduced managerial action * Reduced non-managerial performance * Lost opportunities * Failing to cope and deal with these forces will likely result in * Job dissatisfaction * Poor team spirit * Reduced commitment * Lower work quality * Burnout * Poor judging * Unhealthy consequen ces Taylors Scientific Management Principles (1 of 2) * Develop a acquirement for each element of an employees work * which replaces the old rule-of-thumb method scientifically select and then train, teach, and develop the worker * whereas in the yesteryear a worker chose the work to do and was self-trained Taylors Scientific Management Principles (2 of 2) * warmly co operate with each other to insure that all work was do in accordance with the principles of science * There is an almost equal portion of the work and the responsibility between management and non-managers Impact of Fayols Functions of Management * Emphasized the importance of carefully practicing efficient * planning * organizing * commanding * set up * controlling Management is a separate body of knowledge that ass be applied in any type of organization * A theory of management that can be learned and taught * There is a need for teaching management in colleges Definition of Organizational air (OB) * The study of human behavior, attitudes, and performance within an organizational setting * lottery on theory, methods, and principles from such disciplines as psychology, sociology, political science, and cultural anthropology * to learn around individual, groups, structure, and processes Systems Theory and Effectiveness (1 of 2) Organizational effectiveness is an all-encompassing concept that includes a number of component concepts * The managerial task is to maintain the optimal ratio among these components Managers can lead the way to higher levels of effectiveness by (1 of 2) * Providing opportunities for facts of life and continuous learning * Sharing information with employees * Encouraging cross-development partnerships * Linking compensation to performance Managers can lead the way to higher levels of effectiveness by (2 of 2) * Avoiding layoffs * Being a supportive role model Respecting the differences across employees * Being a good listener Key Points (1 of 2) * The fundament al to an organizations success is its human resources * Organizations need human resources that * work hard * think creatively * perform excellently Key Points (2 of 2) * Rewarding, encouraging, and nurturing the human resources in a seasonably and meaningful manner is what is required * The behavior of employees is the key to achieving effectiveness Chapter 16 Organizational Behavior across cultures Chapter objectives * trains affecting multilanded estateal operations someone differences among employees * Barriers to cultural adoption * Overcoming barriers to cultural adoption * Productivity and cultural contingencies Condition affecting multinational operation The people of the world are create into nations with its own way, according to its recourses and heritages. There are some similarities and differences among the nations. Understanding these differences and how they turn organizational behavior is aided by examination of spare-time activity keys * Social conditions * L egal and ethical conditions Political conditions * Economic conditions Social conditions In many another(prenominal) countries the social condition is poorly developed , there are major(ip) shortages of managerial personnel, scientists and technicians and these deficiencies limit the ability to employ local labor . needful skills must be imported from other countries while the local workers will be prepared. exp American nation welcomed an electronic assembly plant to its capital city . the plant was labor- intensive, so the many jobs it provided reduce the nations high unemployment rate. ages were above standards, working conditions were good and the plant was environmentally clean. to boot associations agreement with the host nation stated that the company would supply a cadre of managers and technicians to train local employees. local would bit by bit become supervisors, technician and purchasing specialist and so on. Legal and ethical conditions In judicial systems, some cou ntries practice rapid disposition of cases, in other countries cases may drag on for years. Some countries condone the practice of transplant as way of obtaining and retaining businesses others strictly prohibit it.Managers need to be assured of the possible differences in both laws and ethical values that define gratifying and unacceptable behaviors in foreign countries . The managers in foreign countries need to become familiar with local customers and practice . Applying their own personal and organizational value system, their must then decide which behaviors are compatible with both parties expectations and which are not. Finally ,they need to recognize that the resolution of ethical issues is not continuously clear-cut. Individual differences There are five dimensions that accounted for the sharpest differences among employees including Individualism/sovietism * great power distance * Uncertainty avoidance * maleness/femininity * date taste Individual differences * Indi vidualism/Collectivism cultures that emphasize individualism tend to phrasal idiom individual rights and freedoms and place considerable attention on self-respect whereas collectivism heavily accent the group and values harmony among members. For example in US there is individualistic culture(every person for him/her self) still Japan is collectivistic, with the culture that can be characterized by the proverbThe lift up sticks up gets pounded down. * Power distance refers to the belief which are strong and legitimize decision-making rights separating managers and employees. Individual differences * Uncertainty avoidance These employees prefer to avoid ambiguity at work and those who with high degree often prefer stability, security and clarity. * Masculinity/ Femininity define gender roles in more traditional ways. In addition, masculine societies evaluate assertive behavior and acquisition wealth whereas female cultures contribute to the relationships among people, caring for others and greater balance between family and work life.Individual differences * Time orientation some cultures emphasize values such as the necessity of preparing for the future, the value of thrift and savings and the qualification of persistence which have long-run orientation such as Hong Kong, China and Japan. * Other cultures value the past and accent the present with the respect for tradition and need to fulfill historic social obligations, they have short-term orientation such as France, Russia, and westbound Africa. Managing at International workforce * Multiculturism occurs when the employees in two or more cultures nteract with each one regular basis. In some instances the new employees are parent-country nationals from the nations in which the home office is located or they may be third-country nationals from some other nations. In either case they are called ostracize because they come from another nation. Their role is to provide a combination of cultures in which both parties adjust to the new situation of seeking greater productivity for the benefit of both the organization and the citizens of the country. Barriers to cultural adaption Parochialism it means that the people see the situation around them from their own perspective. They may fail to recognize key differences between their own and others cultures. * Ethnocentrism occurs when people are predisposed (talented) to believe that their mother country conditions are the best. This predisposition is known as the self-reference criterion or ethnocentrism. * cultural empathy is the awareness of the differences across the cultures and understanding of the ways in which those differences can affect business relationships.When culture empathy continues, it will result in geocentric organization which ignore persons nationality while emphasizing employee ability in selection, assignment, and decisions. CROSS-CULTURAL talk * Transcultural Managers are those who have learned to manage emp loyees in several(prenominal) cultures effectively. Transcultural Employees are those who have learned to operate effectively in several cultures. These employees are low in ethnocentrism and adapt readily to contrasting cultures without major cultural shock. They usually communicate in more than one language. Transcultural employees are especially needed in large, multinational firms that operate in a variety of national cultures. * Multinational Firm For a firm to be fully Multinational in character, it should have the following items truly diversified without primary dominance of any one nation Ownership, Operations, Markets, Managers. * Multinational Companies management look to the world as an economic and social unit but reorganize each local culture, respect its integrity, know its benefits, and use its differences effectively in their organization.