1. Preamble of Organizational Behaviour

2. INDEX PREAMBLE STRUCTURE HOLLISTIC FIX KEY CONCEPT KEY RESEARCH AREA KEY APPLICATION INDUSTRIAL APPLICATION RESEARCH HOW WE STUDY KEY JOBS PROJECTS ONE CAN DO TRENDS

3. Preamble Structure TEACHERS INTRODUCTION 1. NAME OF THE INSTRUCTOR 2. CABIN LOCATION 3. TELEPHONENO. 4. EMAIL-ID 5. MEETING HOURS INTRODUCTION TO “DIGITAL COMMUNICATION” WHY? WHAT? WHERE? HOW? Holistic fix Key concepts Practical example Key research area Key applications Industrial application Research Key jobs and Companies How we study? Lecture plan Reference book Reference book,journalsjournals Projects one can doTrends

4. Teacher introduction  1. NAME OF THE INSTRUCTOR-RUPALI SATSANGI  2. CABIN LOCATION-Room no-120  3. TELEPHONENO.9897059954  4. EMAIL-ID RUPALI_S75@YAHOO.CO.IN  5. MEETING HOURS– Faculty should provide 1 hour on all week days preferably between extended lunch break.

5.  PREREQUISITES  Knowledge of Social sciences  Management skills  organization  Group HOLLISTIC FIX OF DIGITAL COMMUNICATION Hollisticfix

6. What Managers Do Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals

7. Where Managers Work

8. Management Functions PlanningPlanningOrganizingOrganizingLeadingLeadingControllingControlling

9. Management Functions (cont’d)

13. E X H I B I T 1-1a Mintzberg’s Managerial Roles

14. E X H I B I T 1-1b Mintzberg’s Managerial Roles (cont’d)

15. E X H I B I T 1-1c Mintzberg’s Managerial Roles (cont’d)

16. Management Skills

17. Effective Versus Successful Managerial Activities (Luthans) 1.Traditional management Decision making, planning, and controlling 2.Communications Exchanging routine information and processing paperwork 3.Human resource management Motivating, disciplining, managing conflict, staffing, and training 4.Networking Socializing, politicking, and interacting with others 1.Traditional management Decision making, planning, and controlling 2.Communications Exchanging routine information and processing paperwork 3.Human resource management Motivating, disciplining, managing conflict, staffing, and training 4.Networking Socializing, politicking, and interacting with others

18. E X H I B I T 1-2 Allocation of Activities by Time

19. Enter Organizational Behavior

20. Contributing Disciplines to the OB Field E X H I B I T 1-3a

21. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3b

22. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3c

23. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3d

24. Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3f

25. There Are Few Absolutes in OB Contingency Variables xy

26. Challenges and Opportunity for OB  Responding to Globalization  Managing Workforce Diversity  Improving Quality and Productivity  Responding to the Labor Shortage  Improving Customer Service

27. Challenges and Opportunity for OB (cont’d)  Improving People Skills  Empowering People  Coping with “Temporariness”  Stimulation Innovation and Change  Helping Employees Balance Work/Life Conflicts  Improving Ethical Behavior

28. E X H I B I T 1-6 Basic OB Model, Stage I

29. The Dependent Variables x y

30. The Dependent Variables (cont’d)

34. The Independent Variables Independent Variables Individual-Level Variables Organization System-Level Variables Group-Level Variables

35. job  PRIVATE SECTOR Texas Instruments  www.ti.com   Alcatel Lucent. www.alcatel-lucent.in NSN www.nokiasiemensnetworks.com ST microelectronics www.st.com Reliance Communications www.alcatel-lucent.in www.nokiasiemensnetworks.com www.st.com  www.relianceinfo.com Bharti Airtel www.airtel.in