chapter one iips ob

8/8/2019 Chapter One IIPS OB

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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

chapter one iips ob

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