Understanding organisational behaviour chapter 2

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understanding organisational behaviour, Chapter 2 provides a framework for studying organisational behaviour, and Chapter 3 looks at concepts relating to diversity. By the end of Study Unit 1, you should be able to: 1. Demonstrate the importance of interpersonal skills in the workplace. 2. Describe the functions, roles and skills of managers. 3. Explain the nature and the purpose of organisational behaviour. 4. Identify the major disciplines that contribute to organisational behaviour. 5. Describe the three levels of analysis in the organisational behaviour model. 6. Identify challenges and opportunities managers have in applying organisational behaviour concepts. 7. Define workforce diversity and describe its two major forms. 8. Explain how personal characteristics (e.g., age, ability) influence organisational outcomes.
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BUS103 STUDY UNIT 1 SU1 2 Chapter 1: Introduction 1.1 The Importance of Interpersonal Skills Many students attend school simply to acquire technical skills in their area of specialty. For instance, a student who wishes to be an accountant may choose to obtain a degree in accountancy. However, in today’s highly competitive world, technical skills are no longer sufficient for employees to succeed in the workplace. There is increasing focus on non-technical skills such as interpersonal skills. Managers need to build strong relationships with employees in order to achieve the organisation’s goals. Moreover, managers who have strong interpersonal skills tend to create pleasant workplace environments with highly satisfied employees. Hence, in today’s highly competitive workplace, managers need to have good interpersonal skills in order to work with, attract, and keep high-performing employees. Please click here to login to your Library account and access the Newslink database. Search for the article titled “Thrust to the forefront of business” in The Business Times on October 25, 2012. When you read the article, take note of the skills that these executives need to have to succeed in their jobs. You should now read Robbins and Judge (2015), Chapter 1, pp. 35-37 to learn more about the importance of interpersonal skills. 1.2 What Managers Do As mentioned in the earlier section, the success of an organisation depends, to a large extent, on the effective functioning of managers. In this course, we will focus on understanding organisational concepts that managers can use to succeed in the workplace.
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BUS103 STUDY UNIT 1 SU1 3 Managers get things done through other people. To do this, they allocate resources and oversee the activities of others in order to obtain organisational goals. 1.2.1 Key Management Functions For a start, we need to understand what managers do. Managers perform four key functions in the organisation: Planning, Organising, Leading, Controlling. Think about what your manager does at work. Does he or she perform these same functions?
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  • Fall '15
  • Management, Big Five personality traits, Organizational studies, .........

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