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BUAD304.Midterm1 - Organizational Behavior Chapter 1 What...

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Organizational Behavior Chapter 1: What is organizational behavior? Importance of Interpersonal Skills Until 1980’s business schools emphasized technological skills rather than interpersonal ones Having managers with good interpersonal skills is likely to make the workplace more pleasant, which makes it easier to hire and keep qualified people What managers do… o Managers: get things done through other people by making decisions, allocating resources, and directing the activities to attain their goals o Organization: where managers do their work, a consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common set of goals Management Functions o Planning: defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities o Organizing: defining an organization’s structure – 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: directing and coordinating people o Controlling: to ensure that things are going as they should – monitoring, comparing, and potential correcting Management Roles o Interpersonal Roles: duties that are ceremonial or symbolic in nature (figurehead – symbol, leader – motivation, and liaison – maintaining outside contacts) o Informational Roles: collecting information from outside organizations and institutions (monitor – receives info, disseminator – transmits info to those inside org., spokesperson –transmits info to those outside org.) o Decisional Roles: revolve around making choices (entrepreneur – initiate and oversee, disturbance handler – takes corrective action, resource allocator – makes significant organizational decisions, negotiator – represents org. during negotiations) Management Skills o Technical Skills: the ability to apply specialized knowledge or expertise o Human Skills: the ability to work with, understand, and motivate other people both individually and in groups o Conceptual skills: the mental ability to analyze and diagnose complex situations Effective Versus Successful Managerial Activities o Do managers who move up the fastest also do the best job? No. (study by Fred Luthans) o All managers engaged in four managerial activities Traditional management : decision making, planning, and controlling Communication: exchanging routine information and processing paperwork
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Human resource mngmt: motivating, disciplining, managing conflict, staffing and training Networking: socializing, politicking and interacting with outsiders o Study found that managers who were successful (in terms of being promoted) focused on networking while those who were most effective focused on communication Enter Organizational Behavior Organizational behavior: (OB) a field of study that investigates the impact that individuals,
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