Introduction, Course Overview, and the History of Ob Summary
Chapter #1 summary
General background - Introduction
The first chapter provided a general opening for the book and provides an outline for the chapters to come.
Apart of the appendix which details the history of OB (and seems highly relevant for us as it was part of first lesson slides) the chapter details the main challenges for organisational behaviour and spread them into 3 challenges (kindly find next) and focuses on each one and details the manager’s responsibility in an organisation.
Notes:
1) Structure is in the same order of the paragraphs in the book. 2) Cases are in greenish colour may be skipped as they are only there to emphasise a specific argument and not to suggest any new theory.
Key Definitions (out of order) 1) Organisation - A collection of people who work together and coordinate their actions to achieve individual and organisational goals.
Example: Police forces, for example, are formed to achieve the goals of providing security for law abiding citizens and providing police officers with a secure, rewarding career.
2) Organisation behaviour - The study of factors that affect how individuals and groups act in organisations and how organisations respond to their environments. 3) Group - Two or more people who interact to achieve their goals. 4) Team – A group which its members work together and has a specific routines to achieve a common goal. 5) Managers – Persons who supervise the activities of one or more employees. 6) Organisational effectiveness - is the ability of an organisation to achieve its goals. Tools for managers to achieve effectiveness:
* A manager can work to raise an employee’s self-esteem or beliefs about his or her ability to accomplish a certain task in order to increase the employee’s productivity or job satisfaction. * A manager can change the reward system to change employees’ beliefs about the extent to which their rewards depend on their performance. * A manager can
General background - Introduction
The first chapter provided a general opening for the book and provides an outline for the chapters to come.
Apart of the appendix which details the history of OB (and seems highly relevant for us as it was part of first lesson slides) the chapter details the main challenges for organisational behaviour and spread them into 3 challenges (kindly find next) and focuses on each one and details the manager’s responsibility in an organisation.
Notes:
1) Structure is in the same order of the paragraphs in the book. 2) Cases are in greenish colour may be skipped as they are only there to emphasise a specific argument and not to suggest any new theory.
Key Definitions (out of order) 1) Organisation - A collection of people who work together and coordinate their actions to achieve individual and organisational goals.
Example: Police forces, for example, are formed to achieve the goals of providing security for law abiding citizens and providing police officers with a secure, rewarding career.
2) Organisation behaviour - The study of factors that affect how individuals and groups act in organisations and how organisations respond to their environments. 3) Group - Two or more people who interact to achieve their goals. 4) Team – A group which its members work together and has a specific routines to achieve a common goal. 5) Managers – Persons who supervise the activities of one or more employees. 6) Organisational effectiveness - is the ability of an organisation to achieve its goals. Tools for managers to achieve effectiveness:
* A manager can work to raise an employee’s self-esteem or beliefs about his or her ability to accomplish a certain task in order to increase the employee’s productivity or job satisfaction. * A manager can change the reward system to change employees’ beliefs about the extent to which their rewards depend on their performance. * A manager can