Chapt1 - ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P....

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ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P. Robbins San Diego State University Prentice Hall International, Inc. "... the number-one-selling organizational behavior (OB) textbook in the United States and worldwide. More than 700.000 students around the globe have studied OB from this text" (preface, XXIII).
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Part One – Introduction Chapter 1 What is Organizational Behavior? Part Two – The Individual Chapter 2 Foundations of Individual Behavior Chapter 3 Values, Attitudes, and Job Satisfaction Chapter 4 Personality and Emotions Chapter 5 Perception and Individual Decision Making Chapter 6 Basic Motivation Concepts Chapter 7 Motivation: From Concept to Applications Part Three – The Group Chapter 8 Foundations of Group Behavior Chapter 9 Understanding Work Teams Chapter 10 Communication Chapter 11 Leadership and Trust Chapter 12 Power and Politics Chapter 13 Conflict and Negotiation Part Four – The Organization System Chapter 14 Foundations of Organization Structure Chapter 15 Work Design and Technology Chapter 16 Human Resource Policies and Practices Chapter 17 Organizational Culture Part Five – Organizational Dynamics Chapter 18 Organizational Change and Stress Management
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CHAPTER 1 WHAT IS ORGANIZATIONAL BEHAVIOR "We have come to understand that technical skills are necessary but insufficient for succeeding in management. In today's increasingly competitive and demanding workplace, managers can't succeed on their technical skills alone. They also have to have good people skills. This book has been written to help both managers and potential managers develop those people skills" (p. 2).
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WHAT MANAGERS DO "Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do their work in an organization. This is 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" (p. 2).
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MANAGEMENT FUNCTIONS Planning: 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: Includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
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MANAGEMENT ROLES Interpersonal Roles - Figurehead - Leader - Liason Information Roles - Monitor - Disseminator - Spokesperson Decisional Roles - Entrepreneur - Disturbance Handler - Resource Allocator - Negotiator
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Mintzberg's Managerial Roles Interpersonal Figurehead Leader Liaison Description Is symbolic head; required to perform a number of routine duties of a legal or social nature Is responsible for the motivation and direction of subordinates
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This note was uploaded on 01/16/2012 for the course BI 200 taught by Professor Potter during the Fall '11 term at Montgomery College.

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Chapt1 - ORGANIZATIONAL BEHAVIOR 9th edition by Stephen P....

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