Organizational Behavior Quiz

Organization Management Course Topics

• The course covers the management of digital enterprises.
• The course includes modules on Understanding Organization Management, Behavior within Organizations, The Structure and Design of Organizations, and The Processes of Organizations.

Module 1: Understanding Organization Management - Overview

• Learning objectives include understanding organizations, managerial work, effectiveness approaches, and the model for organizational effectiveness.

What are Organizations?

• An organization is an entity enabling people to achieve accomplishments unattainable individually.
• An organization is a coordinated unit comprised of at least two people pursuing shared goals.
• Customer expectations are evolving, demanding social responsibility, good citizenship, and responsible management/leadership.

Organizations as a Sum of Individuals

• Organizational behavior follows the principles of human behavior.
• Individuals within organizations possess diverse abilities, backgrounds, and expectations which managers must consider.
• Organizations are social systems, with relationships between individuals and groups impacting behavior and organizational performance.

What are Organizations (Continued)

• Organizational structure outlines how people and jobs are grouped.
• Common behavioral processes include communication, decision making, and organizational development.
• Organizations must respond to customer needs, legal/political constraints, and economic/technological changes.

The Organization - A Synoptic View

• The organization comprises individuals, groups, job design, organizational design, communication, and decision making.

Behavior in Organizations - The Individual

• Understanding individual thoughts, beliefs, and needs is critical for high work performance.
• Individual characteristics (attitudes, perceptions, personality, values) influence performance.
• Individual motivation drives people to work and interact. Numerous theories attempt to explain and predict behavior.

Behavior in Organizations - The Group

• Groups facilitate communication and exchange of beliefs/values, fulfilling needs and aspirations.
• Formal groups are created by managers based on assigned jobs/tasks.
• Informal groups arise from employee interactions.
• Group conflict, structure, cohesiveness, roles, norms, and processes influence behavior and performance.
• Power and interpersonal influence are crucial in group dynamics, enabling individuals to influence others.

The Structure & Design of Organizations

• To achieve effectiveness, managers need clear understanding of job design (specific contents, methods, and relationships satisfying individual & organizational performance) and organizational design (creating a structure of tasks, authority, and interpersonal relationships improving performance).

The Processes of Organizations

• Organizational processes are a sequence of activities transforming inputs into outputs, adding value through management, behavioral, technical, and support processes.
• Inputs include human resources, technical resources, information, financial resources, and technology/know-how.
• Outputs include products/services, profit/loss, information, social responsibility, and customer satisfaction.
• Management (Plan-Do-Check-Act), behavioral (communication, decision-making), technical (transformation of raw materials), and support processes (marketing, logistics, legal, HRM) are crucial for organizational functioning.

Behavioral Processes in Organizations - Communication

• Communication allows organizations to interact with the environment and internal components.
• The ability to receive, transmit, and act on information is essential for survival.
• A communication model identifies who, to whom, what, and how something is transmitted and the expected effect.

Behavioral Processes in Organizations - Decision Making

• Decision-making is critical for organizational success due to its impact on people's lives and well-being.
• Ethics and social responsibility influence managerial decision-making.
• Decision-making involves evaluating potential consequences, including 'good/bad,' 'right/wrong,' and ethical implications.
• Conflicts may arise from clashes between managerial personality, core values, and organizational culture.

What is the Nature of Managerial Work (Introduction)

• Management is necessary when work is specialized and performed by multiple people.
• The Classical School of Management identifies planning, organizing, leading, and controlling as key management functions aided by related processes.

What is the Nature of Managerial Work (Functions)

• Effective planning defines goals, determines means, and compares alternatives to achieve optimal outcomes.
• Effective organizing structures tasks and responsibilities.
• Effective leading directs individuals toward shared goals within and outside the formal structure.
• Effective controlling evaluates performances and outcomes to ensure alignment with plan.

Management Roles (Mintzberg)

• Managerial work involves various roles, categorized as Interpersonal (figurehead, leader, liaison), Informational (monitor, disseminator, spokesperson), and Decisional (entrepreneur, disturbance handler, resource allocator, negotiator).

What Skills do Managers Need?

• Effective managers possess conceptual, technical, and interpersonal skills.
• Top managers rely heavily on conceptual skills.
• Middle management require balance between all three.
• Lower management emphasizes technical skills and support functions.

Which are the Three Approaches to Effectiveness (Goal Approach)

• The goal approach assesses organizational effectiveness based on goal achievement by individuals and groups.
• It reflects Western society's emphasis on purpose, rationality, and accomplishment.
• However, difficulty arises with goals that are intangible or conflicts to be resolved.

Which are the Three Approaches to Effectiveness (System Theory)

• The system theory approach considers organizations as interlinked elements interacting with the environment.
• Organizations must adapt to the demands of their environment.
• Inputs, processes, outputs, and feedback drive managerial attention in all areas.

Which are the Three Approaches to Effectiveness (Stakeholder Approach)

• The stakeholder approach balances the interests of all individuals and groups within and around an organization.
• Stakeholders include employees, customers, suppliers, and the public, etc.
• Management must balance the needs of different stakeholder groups.

What is the Model for Organizational Effectiveness

• The effectiveness of organizational performance depends on planning, organizing, leading, and control; all centered on individuals, groups, and organizations.