Ch1-8SG

Ch1-8SG - Chapter 1: What is Organizational Behavior? The...

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Chapter 1: What is Organizational Behavior? I. The Importance of Interpersonal Skills a. Huge importance of interpersonal skills in the workplace. Succeeding in management today requires good people skills, communication skills, and leadership skills. b. [Knowledge of organizational behavior] x [behavior skills] = leadership effectiveness b.i. Behavior skills: facilitate team decision making, communicate effectively, exercise power wisely, negotiate effectively, mange organization change II. What Managers Do *Manager —an individual who achieves goals through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do their work in an organization —a consciously coordinated social unit, composed of two or more people, that function on a relatively continuous basis to achieve a common goal or set of goal. I.e.: manufacturing a service firms, schools, hospitals, churches, military units, retail stores, etc. a. Management Functions a.i. French industrialist Henri Fayol —wrote that managers perform 5 management functions: planning, organizing, commanding, coordinating, and controlling. Today we have condensed them to just 4: planning, organizing, leading, and controlling. What do managers do? They plan, organize, lead, and control. a.i.1. Planning : a process that includes defining goals, establishing strategy, and developing plans to coordinate activities. a.i.2. 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. a.i.3. Leading : a function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. a.i.4. Controlling : monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations a.ii. Management defines the organizations goals and means for achieving them. b. Management Roles b.i. Henry Mintzberg concluded that managers perform 10 different, highly interrelate rolls —or sets of behaviors. Primarily interpersonal, informational, or decisional. b.i.1. Interpersonal roles —all managers are required to perform duties that are ceremonial and symbolic in nature b.i.1.a. Figurehead —symbolic head, required to perform a number of routine duties of a legal or social nature b.i.1.b. Leader —responsible for the motivation and direction of employees b.i.1.b.i. I.e.: Hiring, training, motivating, disciplining b.i.1.c. Liaison —maintains a network of outside contacts who provide favors and information b.i.2. Informational roles —collect info from outside organizations and institutions, typically by scanning the news media and talking with other people to learn of changes in the public’s tastes, what competitors may be planning, and the like.
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This note was uploaded on 04/01/2012 for the course BUAD 304 taught by Professor Cummings during the Spring '07 term at USC.

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Ch1-8SG - Chapter 1: What is Organizational Behavior? The...

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