Organizational Behavior Study Guide
Human Relations in Business
Chapter 1-4 Exam: Study Guide
Chapter 1:
What do managers do?
Managers get things done through other people. The make decisions, allocate resources, and direct the activities of others to attain goals. Managers do their work in an organization, which is 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. • Plan: defining goals, establishing strategy, develop plans to coordinate activities. • Organize: who, what, when, where, why • Lead: motivating, directing, effective communication channels, conflict resolve • Control: monitoring activities and correcting and significant deviations.
Management Skills • Technical skills: the ability to apply specialized knowledge or expertise. • Human skills: the ability to work with, understand and motivate others. • Conceptual skills: The mental ability to analyze and diagnose complex situations.
Mintzberg’s Managerial Roles
1. Interpersonal • Figurehead • Leader • Liaison 2. Informational • Monitor • Disseminator • Spokesperson 3. Decisional • Entrepreneur • Disturbance handler • Negotiator
Effective vs. Successful Mangers
• Effective: spends nearly 50% of the time communicating • Successful: spends nearly 50% of the time networking.
Organizational Behavior (OB): 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.
Disciplines Of Organizational Behavior: • Psychology: The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. • Social psychology: An area of psychology that blends
Chapter 1-4 Exam: Study Guide
Chapter 1:
What do managers do?
Managers get things done through other people. The make decisions, allocate resources, and direct the activities of others to attain goals. Managers do their work in an organization, which is 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. • Plan: defining goals, establishing strategy, develop plans to coordinate activities. • Organize: who, what, when, where, why • Lead: motivating, directing, effective communication channels, conflict resolve • Control: monitoring activities and correcting and significant deviations.
Management Skills • Technical skills: the ability to apply specialized knowledge or expertise. • Human skills: the ability to work with, understand and motivate others. • Conceptual skills: The mental ability to analyze and diagnose complex situations.
Mintzberg’s Managerial Roles
1. Interpersonal • Figurehead • Leader • Liaison 2. Informational • Monitor • Disseminator • Spokesperson 3. Decisional • Entrepreneur • Disturbance handler • Negotiator
Effective vs. Successful Mangers
• Effective: spends nearly 50% of the time communicating • Successful: spends nearly 50% of the time networking.
Organizational Behavior (OB): 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.
Disciplines Of Organizational Behavior: • Psychology: The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. • Social psychology: An area of psychology that blends