The point of these notes is to highlight some key points from the chapter. It’s not meant to be an exhaustive review of the chapter. I assume you can read and that you are interested and motivated to learn about human behaviour. My job is to guide and help you; your job is to want to read, think, question and learn.
What is OB?
OB is concerned with human behaviour at work. In general, OB is concerned with how aspects of the person, the presence of others and organisational systems impact on behaviour. Employers and employees have much to learn from an understanding of OB since it contributes to ‘successes’ for both parties. Whose success is a very good question and you should be able to answer by the end of this course.
When we talk about management it seems like we are talking about a piece of technology that always works well. Management however, is not a machine or a mathematical equation that provides the same results every time. Management is a system of work but it is always done through people irrespective of whether it is a manufacturing company or a hotel. Good managers in one company are not necessarily good managers in another company. How many times do you read the business section of a newspaper to find this to be the case? In completing this course you will be better prepared to answer this question.
OB is interwoven with management. Much of what managers do is tinkering with OB concepts and this can be implicit or explicit. Managers get the work done via the people that report to them. Managers will have some ideas about how best their employees will deliver results and OB is the rationale for the strategies that managers will choose. For example, a manager may believe that employees will be better motivated by giving them more money. Sure this may work but will it work in all cases?
When you read the various management functions (Fayol), roles (Mintzberg) or skills (Katz) did you notice... [continues]
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