Organizational Behavior (50 Marks)

CMA - Final Level

Biplob Kumar Sannyasi
Manager: An individual who achieves goals through other people.

Organization: A consciously coordinated social unit composed of two or more people that functions on
a relatively continuous basis to achieve a common goal or set of goals.

Management Functions:

1) Planning: A process that includes defining goals, establishing strategy, and developing plans to
coordinate activities.
2) Organizing: Determining what tasks are to be done, who is to do them, 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.
3) Leading: A function that includes motivating employees, directing others, selecting the most
effective communication channels, and resolving conflicts.
4) Controlling: Monitoring activities to ensure they are being accomplished as planned and
correcting any significant deviations.

Management Role:

In the late 1960s, Henry Mintzberg, concluded that managers perform ten different, highly interrelated
roles or sets of behaviors.7 as shown in table, these ten roles are primarily

(1) Interpersonal Role,

(2) Informational Role,
(3) Decisional Role.

Table: Minztbergs Managerial Roles

Role Description
Interpersonal:-
Figurehead Symbolic head; required to perform a number of routine duties of a legal or social
nature.
Leader Responsible for the motivation and direction of employees.
Liaison Maintains a network of outside contacts who provide favors and information.
Informational:-
Monitor Receives a wide variety of information; serves as nerve center of internal and external
information of the organization.
Disseminator Transmits information received from outsiders or from other employees to members of
the organization.
Spokesperson Transmits information to outsiders on organizations plans, policies, actions, and
results; serves as expert on organizations industry.
Decisional:-
Entrepreneur Searches organization and its environment for opportunities and initiates projects to
bring about change.
Disturbance handler Responsible for corrective action when organization faces important, unexpected
disturbances.
Resource allocator Makes or approves significant organizational decisions major.
Negotiator Responsible for representing the organization at negotiations.

The Institute of Cost and Management Accountants of Bangladesh (ICMAB)

 Organizational Behavior (50 Marks)
CMA - Final Level
Biplob Kumar Sannyasi
Management Skills:

Still another way of considering what managers do is to look at the skills or competencies they need to
achieve their goals. Researchers have identified a number of skills that differentiate effective from
ineffective managers.

Technical Skills: The ability to apply specialized knowledge or expertise.

Human Skills: The ability to understand, communicate with, motivate, and support other
people, both individually and in groups.
Conceptual Skills: the mental ability to analyze and diagnose complex situations.

Effective versus Successful Managerial Activities

Fred Luthans and his associates looked at what managers do from a somewhat different perspective.
They asked, Do managers who move up the quickest in an organization do the same activities and with
the same emphasis as managers who do the best job? You might think the answer is yes, but thats not
always the case. Luthans and his associates studied more than 450 managers. All engaged in four
managerial activities:

1. Traditional management: Decision making, planning, and controlling.

2. Communication: Exchanging routine information and processing paperwork.
3. Human resource management: Motivating, disciplining, managing conflict, staffing, and
training.
4. Networking: Socializing, politicking, and interacting with outsiders.

The average manager spent 32 % of his or her time in traditional management activities, 29 %
communicating, 20% t in human resource management activities, and 19% networking.

Organizational behavior (OB)

A field of study that investigates the impact that individuals, groups, have on behavior within
organizations, for the purpose of applying such knowledge toward improving an organizations
effectiveness.

Systematic study

Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on
scientific evidence.

Evidence -Based Management (EBM)

The basing of managerial decisions on the best available scientific evidence.

Intuition

A gut feeling not necessarily and structure supported by research.

The Institute of Cost and Management Accountants of Bangladesh (ICMAB)

 Organizational Behavior (50 Marks)
CMA - Final Level
Biplob Kumar Sannyasi
Workforce diversity

The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity,
sexual orientation, and inclusion of other diverse groups.

Developing an Organizational behavior (OB) Model:

INPUT PROCESS OUTPUT

Individual Level Individual Level Individual Level

Diversity Emotions and moods Attitudes and stress
Personality Motivation Task performance
Values Perception Citizenship behavior
- Decision making Withdrawal behavior
Group Level Group Level Group Level
Group structure Communication Group cohesion
Group roles Leadership Group functioning
Team responsibilities Power and politics -
- Conflict and negotiation -
Organizational Level Organizational Level Organizational Level
Structure Human resource management Productivity
Culture Change practices Survival

Attitudes: Evaluative statements or judgments concerning objects, people, or events

What are the main components of an attitude?

1. Cognitive: The opinion or belief segment of an attitude.

2. Affective component: The emotional or feeling segment of an attitude.
3. Behavioral component: An intention to behave in a certain way toward someone or
something.

The Impact of Satisfied and Dissatisfied Employees on the Workplace

Identify four employee responses to dissatisfaction.

What happens when employees like their jobs, and when they dislike their jobs? One theoretical model
the exitvoiceloyaltyneglect frameworkis helpful in understanding the consequences of
dissatisfaction. Exhibit 3-5 illustrates the frameworks four responses, which differ along two
dimensions: constructive/ destructive and active/passive. The responses are as follows:

Exit. The exit response directs behavior toward leaving the organization, including looking for a new
position as well as resigning.
Voice. The voice response includes actively and constructively attempting to improve conditions,
including suggesting improvements, discussing problems with superiors, and undertaking some forms
of union activity.

The Institute of Cost and Management Accountants of Bangladesh (ICMAB)

 Organizational Behavior (50 Marks)
CMA - Final Level
Biplob Kumar Sannyasi
Loyalty. The loyalty response means passively but optimistically waiting for conditions to improve,
including speaking up for the organization in the face of external criticism and trusting the
organization and its management to do the right thing.
Neglect. The neglect response passively allows conditions to worsen and includes chronic
absenteeism or lateness, reduced effort, and increased error rate.

Exhibit 3-5:

Constructive Destructive

Active VOICE EXIT

Passive LOYALTY NEGLECT

The Institute of Cost and Management Accountants of Bangladesh (ICMAB)