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OB Study Guide


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THE BEST OB STUDY GUIDE EVER GROUP 2!!!!!! C AND L AND K AND D AND N OB notes – Chapter 1 82% of new hires fail because “failure to build good relationships with peers and subordinates” people are pleased with their jobs if their job is quality and if they have a nice working environment NOT wages/benefits MANAGERS get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Sometimes called “administrators” in a non-profit organization Organization is where a manager works. It is a coordinated social unit (2 or more people) that functions on a continuous basis to achieve a goal/goals Managers do planning, organizing, leading, and controlling (POLC) 1. Planning encompasses defining an organization’s goals, establishing a strategy for achieving those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities 2. Organizing includes the determination of what tasks are to be done, who does them, how tasks are to be grouped, who reports to whom, and where decisions are to be made 3. Leading is motivating, direct the activities of others, select communication channels, or resolve conflict among group members 4. Controlling is monitoring, comparing, and potentially correcting success in goals Executives perform interpersonal roles that are ceremonial and symbolic in nature 1. figurehead role- president of college hands out a diploma, supervisor gives students a tour of the plant 2. leadership role- hiring, training, motivating, and disciplining employees 3. liason role- contacting others who provide the manager with info Executives perform information roles that are to collect info from outside their organization 1. Monitor role - Reading magazines, and talking with other peeps of competitors, learning changes in public tastes, and taking in internal info. 2. disseminator role – transmit info to organization members 3. spokesperson role – represent organization to outside members Executives perform decisional roles which revolve around making choices 1. entrepreneur role- initiate and oversee new projects that will advance the performance of the organization 2. disturbance handlers role – they take corrective actions to unforeseen problems 3. resource allocators – they are responsible for allocating human, physical, and monetary resources 4. negotiator role – they discuss issues and bargain other units to gain advantages for their own units Managers need to have technical skills 1. ability to apply specialized knowledge or experience
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2. sometimes through extensive formal education, or sometimes skills which they receive on the job 1. Managers need to have human skills ability to work with, understand, and motivate others (individually and groups) 2. Managers need to have conceptual skills 1. mental ability to analyze and diagnose complex situations.
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