Chapter 1 What is Organizational Behavior pages 2 14 and 23 30 The Importance of Interpersonal Skills Communication and leadership skills distinguish managers Interpersonal skills help organizations attract and keep high performing employees better social relationships higher overall job satisfaction lower stress at work lower intentions to quit What Managers Do Manager an individual who achieves goals through other people make decisions allocate resources direct the activities of others to attain goals Organization a consciously coordinated social unit composed of 2 or more people that functions on a relatively continuous basis to achieve a common goal or set of goals Management functions o Planning defining an organization s goals establishing an overall strategy for achieving these goals developing a comprehensive set of plans to integrate and coordinate activities o 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 o Leading motivate employees direct activities select the most effective communication channel resolve conflicts o Controlling monitor organization s performance compare it with previously set goals correct if not on track Management Roles Minztberg s Managerial Roles o Interpersonal Figurehead symbolic head required to perform a number of routine duties President of college handing out diplomas Leader responsible for the motivation and direction of employees Liaison maintains a network of outside contacts who provide favors and information o Informational Monitor receives a wide variety of information serves as a nerve center of internal external information Disseminator transmits info received from outsiders or from other employees to members of the organization Spokesperson transmits info to outsiders of organization s plans policies actions results Entrepreneur initiate and oversee new projects Disturbance handler responsible for corrective action when problems arise o Decisional Resource allocator responsible for allocating human physical and monetary resources Negotiator discuss issues and bargain with other units to gain advantages for the organization Management Skills o Technical skills encompass the ability to apply specialized o Human skills the ability to understand communicate with motivate knowledge or expertise and support other people o Conceptual skills must have the mental ability to analyze and diagnose complex situations decision making Managerial activities o Traditional management decision making planning controlling o Communication exchanging routine info and processing paperwork o Human resource management motivating disciplining managing conflict staffing and training o Networking socializing politicking and interacting with outsiders o Successful managers defined in terms of speed of promotion networking made the largest contribution to success and HR management the least o Effective managers defined in terms of quality and quantity communication made the largest contribution and networking the least Enter Organizational Behavior Organizational behavior OB is a field of study that investigates the impact that individuals groups and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organization s effectiveness o Includes core topics of motivation leader behavior and power interpersonal communication group structure and processes learning attitude development and perception change processes conflict work design and work stress Complementing Intuition with Systematic Study Fundamental consistencies in people s behavior can lead to predictability Systematic study looking at relationships attempting to attribute causes and effects and drawing conclusions based on scientific evidence Evidence based management EBM the basing of managerial decisions on the best available scientific evidence Intuition a gut feeling not necessarily supported by research Disciplines that Contribute to the OB Field OB is an applied behavioral science built on contributions from a number of behavioral disciplines psych social psych sociology anthropology Psychology seeks to measure explain and sometimes change the behavior of humans and other animals Social psychology blends concepts from both psychology and sociology to focus on people s influence on one another change how to implement it and how to reduce barriers to acceptance measure understand change attitudes identify communication patterns build trust study group behavior power and conflict focuses on the individual Sociology studies people in relation to their social environment or culture Anthropology is the study of societies to learn about human beings and their activities Coming Attractions Developing an OB Model Model an abstraction of reality a simplified representation of some real world phenomenon 3 variables inputs processes outcomes 3 levels of analysis individual group organizational Inputs are the variables like personality group structure and organizational culture that lead to processes set the stage for what will occur determined in advance of the employment relationship Processes are actions that individuals groups and organizations engage in as a result of inputs and that lead to certain outcomes individual level emotions moods motivation perception decision making group level communication leadership power politics and conflict negotiation organizational level HR management change practices Outcomes key variables that you want to explain or predict and that are affected by some other variables o Individual level outcomes attitudes satisfaction task performance citizenship behavior withdrawal behavior o Group level cohesion and functioning o Organizational level overall profitability and survival Task performance the combination of effectiveness and efficiency at doing your core job tasks most important human output contributing to organizational effectiveness Citizenship behavior discretionary behavior that contributes to the psychological and social environment of the workplace need employees who will go above and beyond their job description Withdrawal behavior the set of actions employees take to separate themselves from the organization ex showing up late Group cohesion the extent to which members of a group support and validate one another while at work Group functioning the quantity and quality of a work group s output
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