Organizational Behaviour Ch1&2

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Organizational Behavior
Chapter 1
Questions for Review
1. What is the importance of interpersonal skills?
Play a role in determining a manager’s effectiveness
Help organizations attract and keep high-performing employees. Social relationships among co-workers and supervisors were strongly related to overall job satisfaction. Likely to make the workplace more pleasant, which in turn makes it easier to hire and keep qualified people. Creating a pleasant workplace also appears to make good economic sense i.e. found to generate superior financial performance. 2. What do managers do in terms of functions, roles & skills? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals.

Management functions
Planning: encompasses defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities. Organizing: includes 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: When managers motivate employees, direct their activities, select the most effective communication channels, or resolve conflicts among members. Controlling: To ensure things are going as they should, management must monitor the organization’s performance and compare it with previously set goals. If there are any significant deviations, it is management’s job to get the organization back on track. This monitoring, comparing, and potential correcting is the controlling function.

Management Roles
Interpersonal Roles
Figurehead: symbolic head required to perform a number of routine duties of legal or social nature. Leader: responsible for the motivation & direction of employees. Liaison: maintains a network of outside contacts who provide favours & information Informational Roles

Monitor: Receives a wide variety of information; serves as nerve center of internal & external information of the organization. Disseminator: Transmits information received from outsiders or from other employees to members of the organization. Spokesperson: Transmits information to outsiders on organization’s plans, policies, actions, and results; serves as expert on organization’s industry. Decisional Roles

Entrepreneur: Searches organization and its environment for opportunities and initiates projects to bring about change. Disturbance handler: Responsible for corrective action when organization faces important, unexpected disturbances. Resource allocator: Makes or approves significant organizational decisions Negotiator: Responsible for representing the organization at major negotiations Management Skills

Technical Skills: encompass the ability to apply specialized Knowledge or expertise. Human Skills: The ability to understand, communicate with, motivate, and support other people, both individually and in groups. Conceptual Skills: the mental ability to analyse and diagnose Complex situations. 3. What is organizational behaviour (OB)?

Organizational behaviour (often abbreviated OB) is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. To sum up our definition, OB is the study of what people does in an organization and how their behaviour affects the organization’s performance. 7. What are the challenges and opportunities for managers in using OB concepts? Responding to Economic Pressures

Responding to Globalization
* Increased Foreign Assignments
* Working with People from Different Cultures
* Overseeing Movement of Jobs to Countries with Low-Cost Labour Managing Workforce Diversity
Improving Customer Service
Improving People Skills
Stimulating Innovation and Change
Coping with...
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