Trimester: January-April 2021

Course Name: Management and Organizational

Behavior
Course Code: MGT 7301

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Introduction of the Course Instructor

BBA (MGT), MBA (HRM), DU, MPhil, BUP

Assistant Professor, Department of Management Studies
Program Coordinator, MBA (Professional)
Faculty of Business Studies
Bangladesh University of Professionals (BUP)
E-mail: mohammadali@bup.edu.bd
 Introduction of the Course
Course Title: Management and Organizational Behavior
Course Code: MGT 7301
Textbooks:
• Management Principles and Practices: Ricky W. Griffin (11th
Edition)
• Organizational Behavior, Human Behavior at Work: Keith Davis &
John W. Newstrom (12th Edition)

Recommended Books:
• Management: A Global and Entrepreneurial Perspective: Heinz
Weihrich and Harold Koontz (12th Edition)
• Organizational Behavior: Stephen P. Robbins, Timothy A. Judge &
Neharicka Vohra (15th Edition).

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 Course Description

 Management and organizational behavior is a combination of

two courses which is designed to develop knowledge
regrading managerial roles, skills of managers, principles,
functions of management and different theories of motivation
and leadership.
 Moreover, this course is designed to introduce the students
with the dynamics of individual and group behavior in
organizations.
 From well-established concepts and practices, students will
learn about the interrelationship of behavioral phenomena
among individual, group, and organizational levels which will
enhance their ability to communicate and work effectively
with others.
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 Course Objectives

 To identify the basic managerial roles played by managers and the skills they
need to be successful;
 To be knowledgeable about practical application of motivation and
leadership;
 To study decision making and discuss types of decisions and decision-making
conditions;
 To identify the basic elements of organizations;
 To explain the purpose of control and describe the steps in the control
process;
 To contrast the three components of an attitude;
 To define personality, describe how it is measured, and explain the factors
that determine an individual’s personality;
 To compare generational differences in values and identify the dominant
values in today’s workforce;
 To analyze perception and explain the factors that influence it;
 To identify the five stages of group development;
 To identify the characteristics of effective teams;
 To differentiate among the traditional, interactionist, and managed-conflict
views of conflict.
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 Learning Outcomes

• Understand the concepts and key theories relating to management;

• Recognize that the three levels of management are significant to
ensure effectiveness and efficiency in organizational activities;
• Analyze and apply leadership theories and better understand about
leadership style;
• Apply motivational techniques and theories to stimulate people
toward organizational objectives;
• Apply the controlling concept of management in different contexts;
• Explain the effect of personality, attitudes, and perceptions in team
and organizational settings;
• Know how to develop team and ensure team effectiveness;
• Identify and apply tactics for resolving conflict in work groups;

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 Assessment Strategy

Events Weightage
Trimester Final Exam 40%
Midterm Exam 20%
Class Tests (Total Four) 12%

Term Paper (with the different topic) including Presentation 10%

Assignments and Case Studies (Individual/Group) Including
Presentation
05%
Regular Class Presentation and Participation 05%
Class Attendance 05%
Attitude/Conduct/Manners 03%
Total: 100%

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 Chapter: One
Introduction to Management

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 What is Management?
Conceptual Definition
Management is a process of getting things done through
others.
Functional Definition
Management is a set of activities consisting of planning,
organizing, leading and controlling.

Management is the process of designing and maintaining an

environment in which individuals, working together in
groups, efficiently accomplish selected aims.
Weihrich and Koontz

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 Expansion of the Basic Definition

 As managers, people carry out the managerial functions of

planning, organizing, staffing, leading, and controlling.

 It applies to managers at all organizational level.

 The aim of all managers is to create surplus.

 Management applies to any kind of organization.

 Management is concerned with productivity, which implies

effectiveness and efficiency.

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 Basic Managerial Functions

Organizing

Leading
Planning

Controlling

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Management Functions
Planning
Planning involves selecting missions and objectives as
well as taking actions to achieve them; it requires
decision making. In other words, planning is deciding in
advance what is to be done in the future. Planning
bridges the gap from where we are to where we want
to go.

Decision making is defined as

the selection of a course of
action among available
alternatives; it is at the core of
planning.
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Management Functions
Organizing
Organizing involves establishing an intentional structure of
roles for people to fill in an organization. In other words,
organizing is deciding how best to group organizational
elements. It includes:

designing jobs,
 grouping jobs,
 establishing reporting relationships
between jobs,
distributing authority among jobs,
 coordinating activities among jobs.

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Management Functions
Staffing
Staffing involves filling, and keeping filled, the positions in
the organization structure. This is done by identifying work-
force requirements, recruiting, selecting, placing,
promoting, appraising, compensating, and training.

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Management Functions
Leading
Leading is influencing people so that they will contribute
to organizational and group goals. Effective managers
also need to be effective leaders. According to
whichrich and koontz, “leadership is the art or process
of influencing people so that they will strive willingly and
enthusiastically toward the achievement of group goals.”

Influencing and supporting

others.
 Others accept as leader.
 Achievement of group goals.
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Management Functions

Controlling

Controlling is measuring and correcting individual and

organizational performance to ensure that events
conform to plans.
It involves measuring performance against goals and
plans, showing where deviations from standards exist,
and helping to correct deviations from standards.

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The Management Pyramid

Top
Managers

Middle
Managers

First-line
Managers

Chapter 6 - 17
 The Management Pyramid

President, CEO, VP •Make long-range plans

•Establish policies
Top
•Represent the company
Managers

Middle
Managers

First-line
Managers

Chapter 6 - 18
 The Management Pyramid

Controller, Marketing •Implement goals

Manager, Sales Manager •Make decisions
Top
•Direct first-line managers
Managers

Middle
Managers

First-line
Managers

Chapter 6 - 19
 The Management Pyramid

Office Manager, •Implement plans

Supervisor, Foreman, •Oversee workers
Top
Department Head •Assist middle managers
Managers

Middle
Managers

First-line
Managers

Chapter 6 - 20
Henri Fayol’s 14 Principles of Management

The father of Administrative

and Modern Management

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 1. Division of Work

If the job is divided and subdivided and allotted to various

persons according to their expertise in a particular area,
then it will be easier to achieve actual result. It also helps
individual in acquiring speed and accuracy in his
performance.

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 2. Authority and Responsibility

Authority and responsibility are co-existing. If authority is

given to a person, he should be made responsible. In a
same, if any one is made responsible for any job, he should
have concerned authority.

Authority without responsibility leads to irresponsible

behavior whereas responsibility without authority makes
the person ineffective.

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 3. Discipline

Discipline means sincerity, obedience, respect of authority

and observance of rules and regulations of the enterprise.
This principle applies that subordinate should respect their
supervisors and obey their orders. Management will also
be cooperative to their subordinates.

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 4. Unity of Command

A subordinate should receive orders and be accountable to

one and only one boss at a time for maintaining sound
organizational environment. If two supervisors exercise their
authority on the same employee, there will be disorder and
confusion.

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 5. Unity of Direction

Fayol advocates one head one plan which means there

should be one plan for a group having similar objectives.
Efforts of all the members of the organization should be
directed towards common goals.

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 BASIS FOR
UNITY OF COMMAND UNITY OF DIRECTION
COMPARISON
Meaning Unity of command refers to a Unity of direction is a
principle of management which management principle which
states that one incumbent should implies that all the activities with
get orders from and report to one same objective must have one
boss. head and one plan.

Purpose To prevent dual subordination. To prevent activities overlap.

Focuses on Single employee Entire organization

Outcome The principle leads to effective The principle results in
functioning of the subordinates. coordination of work of various
employees.
Relationship Represents relationship between Represents relationship of
superior and subordinate. activities, as per organizational
plans and goals.
Need It is needed to fix the responsibility It is needed for sound
of each person in the organization. organization of activities. 27
 6. Subordination of individual interest

An organization is much bigger than the individual it

constitutes. Therefore group interest should be given
more importance. Individual may sacrifice his/her own
interests for bigger interests.

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 7. Remuneration

The method of remuneration to be paid to the workers should

be fair, reasonable, satisfactory and rewarding of the efforts.
It should be determined on the basis of cost of living.

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 8. Centralization (Or Decentralization)

Centralization is a situation in which top management

retains most of the decision making authority.

Decentralization means disposal of decision making

authority to all the levels of the organization.

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 9. Scalar chain

Fayol defines scalar chain as “The chain of supervisors

ranging from the ultimate authority to the lowest.” Every
orders, instructions, messages, requests, explanation has to
pass through scalar chain.

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 10. Order

This principle is concerned with proper and systematic

arrangement of things and people. Things should be in safe,
appropriate and specific place. Suitable person should be on
the suitable job.

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 11. Stability of Tenure of Personnel

Fayol emphasized that employees should not be moved

frequently from one position to another. The period of
service in a job should be fixed.

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 12. Equity

Equity means combination of fairness, kindness and justice.

It implies that managers should be fair and impartial with
subordinates. He should not discriminate with respect to
age, caste, sex, religion, relation etc.

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 13. Initiative

Employees should be encouraged to take initiative in the

work assigned to them. Fayol advised that management
should provide opportunity to the employees to suggest
ideas, experiences and new method of working.
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 14. Esprit de Corps

It refers to team spirit i.e. harmony in the work groups and

mutual understanding among members. Communication
among the subordinates should be ‘We’ attitude instead of
‘I’ attitude.

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 MANAGERIAL SKILLS
1. Technical skills
2. Human skills
3. Conceptual skills
4. Diagnostic skills
5. Communication skills
6. Decision making skills
7. Time management skills

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 Technical Skills
• Technical skills are the skills necessary to accomplish or understand the
specific kind of work being done in an organization.
• Technical skills are especially important for first-line managers.
• These managers spend much of their time training subordinates and
answering questions about work-related problems.
• They must know how to perform the tasks assigned to those they
supervise if they are to be effective managers.
• For example: Engineer, accountant, lawyer, doctor etc.

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 Human Skills
An individuals’ ability to cooperate with other members of the
organization and work effectively in teams.
It can also be said as interpersonal skills. Interpersonal skills refer to the
ability to communicate with, understand and motivate both individuals
and groups. As a manager climbs the organizational ladder, he or she
must be able to get along with subordinates, peers, and those at higher
levels of the organization.
For example: Interpersonal relationships, solving people’s problem and
acceptance of other employees.

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 Conceptual Skills
Conceptual skills depend on the manager’s ability to think in
the abstract. Managers need the mental capacity to
understand the overall workings of the organization and to
view the organization in a holistic manner.

For example: Idea generation and analytical process of

information.

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 Diagnostic skills
Diagnostic skills enable a manager to visualize the most
appropriate response to a situation.
A physician diagnoses a patient’s illness by analyzing
symptoms and determining their probable cause.
Similarly, a manager can diagnose and analyze a problem
in the organization by studying its symptoms and then
developing a solution.

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 Communication Skills
Communication skills refer to the manager’s abilities both to
effectively convey ideas and information to others and to
effectively receive ideas and information from others.
Communication skills help the manager listen to what others
say and to understand the real meaning behind e-mails,
letters, reports, and other written communication.

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 Decision making skills
Decision making skills refer to the manager’s ability to
correctly recognize and define problems and opportunities
and to then select an appropriate course of action to solve
problems and capitalize on opportunities.
No manager makes the right decision all the time. However,
effective managers make good decisions most of the time.

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 Time-management skills
Time-management skills refer to the manager’s ability to
prioritize work, to work efficiently, and to delegate
appropriately. As already noted, managers face many different
pressures and challenges.

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Skills Needed at Different Management Levels

1–45
 Sources of Management Skills

Most managers acquire their skills as a result of education and

experience.
Though a few CEOs today do not hold college degrees, most
students preparing for management careers earn college
degrees and go on to enroll in MBA programs.

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Management Roles Approach (Mintzberg)
• Figurehead role
Interpersonal • Leader role
Roles • Liaison role

• Recipient role
Informational • Disseminator role
Roles • Spokes person role

• Entrepreneurial role
Decisional • Disturbance handler role
Roles • Resource allocator role
• Negotiator role

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 Interpersonal Roles

One widely discussed approach to management theory is the

managerial roles approach, popularized by Henry Mintzberg
of McGill University.
– Figurehead—performing ceremonial and social duties as
the organizations representative.
– Leader—Encouraging employees to improve productivity.
– Liaison—linking and coordinating the activities of people
and groups both inside and outside the organization/
department.

1–48
 Informational Roles

Roles associated with the tasks needed to obtain and transmit

information in the process of managing the organization:
– Recipient —receiving information about the operation of
an enterprise.
– Disseminator—passing information to subordinates.
– Spokesperson—transmitting information to those outside
the organization.

1–49
 Decisional Roles

Roles associated with methods managers use in planning

strategy and utilizing resources:
– Entrepreneur—developing new ideas for innovation.
– Disturbance handler—resolving conflict between two
subordinates.
– Resource allocator—assigning resources between
functions and divisions, setting the budgets of lower
managers.
– Negotiator—reaching agreements between other
managers, unions, customers, or shareholders.

1–50
 Productivity

Productivity is the ratio of output and input within a time

period with due consideration of quality.

Productivity = output/ Input

(within a time period, quality
considered)

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Productivity can be improved by---

 Increasing outputs with the same inputs.

 Decreasing inputs but maintaining the same outputs
 Increasing outputs and decreasing inputs to change
the ratio favorably.

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 Measuring the Performance of the Managers

Peter F. Drucker suggested that managerial performance can

be measured in terms of two concepts-

Effectiveness: Effectiveness is the achievement of

objectives.

Efficiency: Efficiency is the achievement of the ends with

the least amount of time or resources.

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54
Thank You

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