SUBJECT: HUMAN BEHAVIOR IN ORGANIZATION
CHAPTER 1: An INTRODUCTION to ORGANIZATIONAL BEHAVIOR
Practicing managers have long understood the importance of interpersonal skills to managerial effectiveness, and developing of the same is closely tied to the need of for organizations to get and keep high-performing employees.
We have to understand that technical skills are necessary , but they are not enough to succeed in management. In today’s increasing competitive and demanding workplace, managers cant succeed on their technical skills alone. They also have to have good people skills.
WHAT MANAGERS DO?
Managers get things done through other people.
1. They make decisions.
2. They allocate resources.
3. They direct the activities of others to attain goals.
Managers work in an ORGANIZATION which is an consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis o achieve a common goal or set of goals.
1. Planning – a process that includes defining goals, establishing strategy and developing plans to coordinate activities. 2. 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. 3. Leading – a function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflicts. 4. Controlling – monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
1. Interpersonal Roles – all managers are required to perform duties that are ceremonial and symbolic in nature:
a. Figurehead role – example: when a president of a college hands out diplomas at commencement or a factory supervisor gives a group of high school students a tour of a plant b. Leadership role – includes hiring, training, motivating and disciplining employees. c. Liaison role – this is describe as contacting outsiders insiders to provide the manager with information 2. Information Roles – all managers to some degree, collect information from outside organizations and institutions,.
a. Monitor role - Typically, they obtain it by reading magazines and talking with other people to learn of changes, innovations, competitors, new trends, etc… b. Disseminator role – managers act as a conduit to transmit information to organizational members. c. Spokesperson role – when they represent the organization to outsiders.
3. Decisional Roles – managers making choices in decision-making:
a. Entrepreneur role – managers initiate and oversee new projects that will improve their organization’s performance. b. Disturbance handlers – managers take corrective action in response to unforeseen problems. c. Resource allocators - managers are responsible for allocating human, physical, and monetary resources d. Negotiator role – managers discuss issues and bargain with other units to gain advantage for their own unit.
1. Technical skills – the ability to specialized knowledge or expertise. Professionals learn their specialized knowledge in schools, but technical skills are learned and developed on the job. 2. Human skills – the ability to work with, understand and motivate other people, both individually and in groups. 3. Conceptual skills – the mental ability to analyze and diagnose complex situations. In decision-making, managers are required to identify problem, develop alternative solutions to correct those problems, evaluate those alternative solutions and select the best one.
Effective and Successful Managerial Activities – study on more than 450 managers proved that effective and successful managers are engaged in the following activities:
1. Traditional management – decision-making,...
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