Book Notes (1) - Chapter 1: What Is Organizational...

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Chapter 1: What Is Organizational Behavior? 00:22 What Managers Do     Managers  – Individuals who achieve goals through other people. Make decisions, allocate 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 continuous basis to achieve a common goal  or set of goals. Managers do their work in an organization Management Functions     Four Management Functions:     o Planning o Organizing o Leading o Controlling Planning  – A process that includes defining goals, establishing strategy, and  developing plans to coordinate activities. Organizing  – Determining 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. Leading  – A function that includes motivating employees, directing others,  selecting the most effective communication channels, and resolving conflicts.
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Controlling  – Monitoring activities to ensure they are being accomplished as  planned and correcting any significant deviations. Management Roles      Managers perform 10 different, highly interrelated roles (can be grouped as       being primarily): o Interpersonal o Informational o Decisional Mintzberg’s Managerial Roles Interpersonal Figure head 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. Liaiso n Maintains a network of outside contacts who provide favors and  information. Informational Monitor Receives wide variety of information; serves as nerve center  of internal and external information of the organization. Dissemin ator Transmits information received from outsiders or from other  employees to members of the organization. Spokespe rson Transmits info to outsiders on organization’s plans, policies,  actions, and results; serves as expert on organi. 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 Negotiator Responsible for representing the organization at major  negotiations. 
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Management Skills     Three essential management skills:     o Technical o Human o Conceptual Technical Skills  – The ability to apply specialized knowledge or expertise. Human Skills
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This note was uploaded on 04/22/2009 for the course PSY 364 taught by Professor Telch during the Spring '06 term at University of Texas at Austin.

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Book Notes (1) - Chapter 1: What Is Organizational...

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