week 1 readings

week 1 readings - Organizational Behavior Chapter 1 Week 1...

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Organizational Behavior Chapter 1 Week 1 Recognition of the importance of developing managers’ interpersonal skills is closely tied to the need for organizations to get and keep high-performing employees. The reason people stay with jobs is because of the quality of the employees’ jobs and the supportiveness of their work environments. What Managers Do Managers (administrators) : get things done through other people. They make decisions, allocated resources, and direct the activities of others to attain goals. Organization : a consciously coordinated social unit, composed of two or more people, that functions on a relatively continues basis to achieve a common goal or set of goals. o Ex: manufacturing and service firms, schools, hospitals, churches, military units. Management Functions Five management functions: plan, organize, command, coordinate, and control. o Now condensed into four: plan, organize, lead, and control. o Planning : defines an organization’s goals, establishes an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities. o Organizing : determines 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. o Leading : direct and coordinate people; motivate employees, direct activities of others, select the most effective communication channels, or resolve conflicts among members. o Controlling : monitor the organizations performance; performance should be compared with the previously set goals: monitoring, comparing, and potential correcting. Management Roles Managers perform 10 different, high interrelated roles, or set of behaviors attributable to their jobs. Interpersonal Figurehead: symbolic head; required to perform a number of routine duties of a legal or social nature; ex: principle hands out diplomas at commencement. Leadership: hiring, training, motivating, and disciplining employees. Liaison: maintains a network of outside contacts who provide favors and information. o A sales person who maintains information from the quality-control manager in his/her own company has an internal liaison relationship. When the sales manager contacts with other sales executives through a marketing trade association, he/she has an outside liaison relationship. Informational Monitor: receives 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 organization’s plans, policies, actions, and results; serves as expert on organization’s industry. Decisional Roles
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This note was uploaded on 10/28/2007 for the course BUAD 304 taught by Professor Cummings during the Spring '07 term at USC.

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week 1 readings - Organizational Behavior Chapter 1 Week 1...

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