Management and

Organizational Behavior
MGMT 3140 UNC Charlotte
Prof. T. A. Sgritta

Organizational Behavior and Management

Key Concepts

Product
Firm, Business Organization
Religion
Economics
Man, Men, Mankind
Profit
Costs
Profit = Market Price Costs
Customer
Work and division of labor
Stakeholders
Core Competencies

Organizational Behavior and Management

What is the Goal of Business?

Organizational Behavior and Management

What is an Organization?

Organizational Behavior and Management

People Are an Organizations Most

Important Assets

Organizational Behavior and Management

What is Organizational Behavior?

Organizational Behavior and Management

Todays OBThemes

Ethical behavior
Globalization
Technology
Utilization
Diversity
High performance
Work-life balance
Organization change

Organizational Behavior and Management

Why OB?

Organizational Behavior and Management

What is Organizational
Effectiveness?
Effectiveness vs. Efficiency?

Organizational Behavior and Management

Insert Figure 1.1 here

Organizational Behavior and Management

OB Adds Scientific Study

Organizational Behavior and Management

OB Focuses on the Application

Contingency
Shifting paradigms

Organizational Behavior and Management

Trends in Todays Workplace

Ethical behavior
Importance of human capital
Demise of hierarchy
Teamwork
Information technology
New workforce expectations
Change in careers/jobs

Organizational Behavior and Management

Levels of Analysis
Organization level
Group level
Individual level

Organizational Behavior and Management

Organization Considerations

Mission
Strategy
Stakeholders
Culture
Workforce diversity

Organizational Behavior and Management

What is Management?

Organizational Behavior and Management

Management

Planning
Organizing
Staffing
Leading/Directing
Controlling

Organizational Behavior and Management

Organizational Behavior and Management

Staffing
Selection of people
Assigning roles
Training

Organizational Behavior and Management

Controlling

Organizational Behavior and Management

Managerial Roles
Manager: Any person who supervises one
or more subordinates.
Role: A set of behaviors or tasks a person
is expected to perform because of the
position he or she holds in a group or
organization.
Managerial roles identified by Mintzberg:
Interpersonal
Informational
Decisional

Organizational Behavior and Management

Managerial Mindsets

Reflective
Analytical
Worldly
Collaborative
Action

Organizational Behavior and Management

Managerial Skills
Conceptual Skills: The ability to
analyze and diagnose a situation
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.
Emotional Intelligence: Ability
to understand and deal with
emotions.

Organizational Behavior and Management

Todays Challenges for OB

Changing Social/Cultural Environment

Evolving Global Environment
Advancing Information Technology
Shifting Work/Employment Relationships

Organizational Behavior and Management

Changing Social and Cultural

Environment
National culture
Organization ethics and well-being
Diverse work force

Organizational Behavior and Management

Diversity Challenges
Fairness
and
Justice
Decision Making
and
Performance

Flexibility

Organizational Behavior and Management

Management Challenge
Increase competitive
advantages/performance through managing
organization behavior

Organizational Behavior and Management

Increasing Competitive
Advantage

Increase efficiency
Increase quality
Increase innovation and creativity
Improve responsiveness to customers

Organizational Behavior and Management

OB in Competitive Advantage
Role of the activity manager?
Role of the Human Resource manager?

Organizational Behavior and Management

New Ways to Increase Performance

Reengineering: A complete rethinking and
redesign of business processes to increase
efficiency, quality, innovation, or responsiveness
to customers.
Restructuring: Altering an organizations
structure (e.g., by eliminating a department) to
streamline the organizations operations and
reduce costs.
Outsourcing: Acquiring goods or services from
sources outside the organization.
Freelancers: Independent individuals who
contract with an organization to perform specific
services.

Organizational Behavior and Management

Appendix OB History

Frederick Taylor
Mary Parker Follett
Hawthorn Studies
Theories X, Y

Organizational Behavior and Management

Frederick Taylor

Organizational Behavior and Management

Mary Parker Follett

Organizational Behavior and Management

Frank and Lillian Gilbreth

Organizational Behavior and Management

Abraham Maslow

Organizational Behavior and Management

Frederick Herzberg

Organizational Behavior and Management

Hawthorn Studies
Key to modern management

Organizational Behavior and Management

Douglas McGregor
Theory X
Theory Y
(Theory Z William Ouchi)