ohm chapter 1.txt

organization behaviour manager - is an individual who achieve goals through others organization- organization is a consouisly coordinated social unit that continuously works towards achieving a goal or a set of goals manager has 4 main objectives planning-defining goal,making strategies and...

organization behaviour manager - is an individual who achieve goals through others organization- organization is a consouisly coordinated social unit that continuously works towards achieving a goal or a set of goals manager has 4 main objectives planning-defining goal,making strategies and developing a plan organizing-deciding what task are to be done who is going to do them who reports to whom and all the decisions leading- motivating employees directing others communicating and resolving conflicts controlling-monitoring activities to ensure if they are being achieved as planned and correcting any deviations mitzbergs managerial rules interpersonal- 1.figurehead-symbolic head, routine duties of legal and social nature 2.leader-motivating and direction of employees 3.liason- networking with people who provide outside details and favors informative- 1.monitor- serves as the nerve centre and has all the information about internal and external happenings 2.disseminator-gives information received from outsiders or from other employees to the members of the organization 3.spokesperson-transmits information to outsiders about organizations plan, policies actions and results serves as an expert on organization industry decisional 1.entreprnaur- searces organization for for opportunity and initiates projects to bring about change 2 disturbance handler- responsible for corrective actions when the organization faces disturbances 3.resourse allocator- makes or approves important organization decision 4.negotiator- responsible for representing the organization at major negotiations management skills 1.technical skills- the ability to apply specialized knowledge 2.conceptual skills-the mental ability to ananlyze and diagnose comlex situations 3.human skills- the ability to work with understand and motivate other people effective vs succesfull fred Luthans 1.traditnial managment-desicion makingplanning and controlling 2.communication-exchanging routine information and processing paperwork 3.human recourses-motivating, disciplining managing conflict,staffing and training 4.networking-socializing,politicking and interacting with outsiders average managers- 32% traditional management 29% communication 20% human recourse 19% networking effective managers 44% communications 26%human resourse 11% networking 19% traditional management successful managers 48% networking 28% communication 13% traditniol management 11% human resourse organizational behaviour- a field of study that investigates the impact that individual, group, structure have on behaviour within organizations for the purpose of applying knowledge into improving effectiveness OB core topics 1. motivation 2.leader behaviour and power 3.interpersonal communications 4.group structure and processes 5.attitude development and perception 6.change processes 7.conflict and negotiation 8. work design few absolutes in OB there are few simple and universal principles that explain organizational behaviour contingency variables- situational factors or variables that moderate the relationship between two or more variables challanges and oppurtunities in OB continuing globalization 1. increased foreign assessment 2.working with people from different cultures 3.overseeing movement of jobs to countries with low cost labour 4. adapting to different culture and regulatory norms managing workforce diversity the concept that organizations are becoming more and more heterogenous in terms of gender,age,race,ethnicity,sexual orientation coping with temporariness helping employees balance work life conflicts creating a positive work envoiroment improving ethical behaviour