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A model is an abstraction of reality, a
simplified representation of some real world
phenomenon
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A dependent variables: is a key factor that you want toexplain or predict and that is affected by some otherfactor.
A response that is affected by an independent variable. Productivity
Absenteeism
Turnover
Job satisfaction
Deviant workplace behaviour
Organisational citizenship behaviour
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Productivity : An organisation is productive if it achievesits goals and does so by transferring inputs to outputs atlowest cost.
Transforming inputs to outputs at lowest cost. Includes theconcepts of effectiveness(achievement of goals) andefficiency(meeting goals at a low cost).
Absenteeism: is defined as failure to report at work.
Is all absenteeism bad?
Turnover : is voluntary and involuntary permanentwithdrawal from work
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Deviant workplace behaviour : Voluntary behaviourthat violates significant organisational norms and indoing so threatens the well being of the organisationsor its members. (Antisocial or workplace incivility)
Organisational citizenship behavior: is a discretionarybehavior that is not a part of an employees formal jobrequirements but that nevertheless promotes theeffective functioning of the organisation.
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Job satisfaction : A positive feeling about ones jobresulting from evaluation of its characteristics. A generalattitude (not a behavior) toward ones job.
It is directly related with productivity
It is inversely related to turnover and absenteeism.
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Independent variable
An Independent variable is a presumed cause of some
change in the dependant variable
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What is the major determinant of these
variables.
IndependentVariables
Individual-Level
Variables
Organization
System-Level
Variables
Group-Level
Variables
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Individual Level (Human input)
Biological Characteristics Perception Individual
Decision
Personality & Emotions Motivation Making
Values and attitude Individual
Ability Learning
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Group LevelGroup Decision making Leadership & trust
Communication Group Structure Work Teams
Conflict Power &Politics
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Organisation Systems Level H R policies and Practices
Org. Culture Org. Structure and design
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Human Output Productivity
Absenteeism
TurnoverJob satisfaction
Deviant workplace behaviour
Organisational citizenship behaviour
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Basic OB
Model,
Stage II
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What Managers DoThey get things done through other people. Management Activities:
Make decisions
Allocate resources Direct activities of others to attain goals
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Management FunctionsControl
Lead
Organize
Plan
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Management Functions: PlanControl
Lead
Organize
Plan A process that includes defininggoals, establishing strategy, and
developing plans to coordinate
activities.
As managers advance, they do thisfunction more often.
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Management Functions: OrganizeControl
Lead
Organize
Plan
Determining what tasks are to be
done, who is to do them, how the
tasks are to be grouped, who
reports to whom, and where
decisions are to be made.
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Management Functions: LeadControlLea
dOrganize
Plan
A function that includesmotivating employees, directing
others, selecting the most
effective communication
channels, and resolving
conflicts.
It is about PEOPLE!
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Management Functions: Control
Monitoring performance,comparing actual performance
with previously set goals, andcorrecting any deviation.
Control
Lead
Organize
Lead
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Mintzbergs Managerial Roles Discovered ten managerial roles
Separated into three groups:
Interpersonal
Informational
Decisional
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Mintzbergs Managerial Roles:
Interpersonal
Source:Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg.
Reprinted by permission of Pearson Education.
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Mintzbergs Managerial Roles:
Informational
Source:Adapted from The Nature of Managerial Work by H. Mintzberg. Copyright 1973 by H. Mintzberg. Reprinted by
permission of Pearson Education.
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Katzs Essential Management Skills
Technical Skills The ability to apply specialized
knowledge or expertise
Human Skills The ability to work with,
understand, and motivate otherpeople, both individually and in
groups
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Conceptual Skills
The mental ability to analyze and diagnose complexsituations