Organizational Behavior
Chapter #1:
What is Organizational Behavior?
Manager: An individual who achieves goals through other people.
Organization: A consciously coordinated social unit, composed of two or more people. That functions on a relatively continuous basis to achieve a common goal or set of goals.
Q1: What is the importance of Interpersonal Skills?
1. Lower turnover of quality employees.
2. Higher quality applications for recruitment.
3. Better financial performance.
Q2: What do Managers do in terms of functions, roles, and skills?
In terms of functions, managers do the following:
Planning:
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
As managers advance, they do this function more often.
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.
Leading:
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
Controlling:
Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation.
In terms of roles, managers do the following:
Interpersonal Roles:
1. Figurehead: symbolic head; requires to perform a number of routine duties of a legal or social nature.
2. Leader: responsible for the motivation and direction of employees.
3. Liaison: maintains a network of outside contacts who provide favors and information.
Informational Roles:
1. Monitor: receives wide variety of information; serves as nerves center of internal and external information of the organization.
2. Disseminator: transmits information received from outsiders or from other employees to members of the organization.
3. Spokesperson: transmits information to outsiders on organizations plans, policies, actions, and results; serves as expert on organizations industry.
What is Organizational Behavior?
Manager: An individual who achieves goals through other people.
Organization: A consciously coordinated social unit, composed of two or more people. That functions on a relatively continuous basis to achieve a common goal or set of goals.
Q1: What is the importance of Interpersonal Skills?
1. Lower turnover of quality employees.
2. Higher quality applications for recruitment.
3. Better financial performance.
Q2: What do Managers do in terms of functions, roles, and skills?
In terms of functions, managers do the following:
Planning:
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
As managers advance, they do this function more often.
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.
Leading:
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
Controlling:
Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation.
In terms of roles, managers do the following:
Interpersonal Roles:
1. Figurehead: symbolic head; requires to perform a number of routine duties of a legal or social nature.
2. Leader: responsible for the motivation and direction of employees.
3. Liaison: maintains a network of outside contacts who provide favors and information.
Informational Roles:
1. Monitor: receives wide variety of information; serves as nerves center of internal and external information of the organization.
2. Disseminator: transmits information received from outsiders or from other employees to members of the organization.
3. Spokesperson: transmits information to outsiders on organizations plans, policies, actions, and results; serves as expert on organizations industry.