Organizational Behavior - a systematic study of a person’s behavior.
Several issues of interest to organizational behavior researchers: Motivation, Emotions, Personality and Communication.
(Self Assessment Library? IV.G.1)
Importance of Interpersonal Skills in the Workplace.
Previously, Business School focused on technical aspects of management, inc: econ, accounting, finance, etc. Human Behavior and People skills was barely covered. Last 30 years though, business teachers have realized the role of understanding human behavior in determining a manager’s effectiveness and thusly required courses on people skills are now included in MBA programs.
Why? Developing a manager’s interpersonal skills helps organizations attract and keep high-performing employees.
- Regardless of labor market conditions, outstanding employees are hard to find and companies with a good reputation for treating their employees well have the advantage.
Positive Social Relationships with co-workers and supervisors are strongly related to an employees overall job satisfaction.
Having managers with good interpersonal skills will most likely make the workplace more pleasant and that makes it easier to hire and keep qualified people.
Creating a pleasant workplace also makes good economic sense. Companies deemed good places to work (ex: Forbes 100 best companies to work for) have been found to generate superior financial performance.
Describe the Manager’s Functions, Roles and Skills
An individual who gets things done through other people. -
Make decisions, allocate resources and direct activities of others to achieve goals. -
Managers do their work in an Organization.
this is a coordinated social unit that is composed of two or more people and works continuously to achieve a common goal. -
ex: Manufacturing firms, service firms, schools, hospitals, churches, retail stores, police departments, local and federal government agencies: All of these are Organizations.
Who oversees the Organization? The Managers.
What do Managers do? They Plan, Organize, Lead and Control: 1.
There are 4:
Organizations exist to achieve goals.
PLANNING - process that includes defining goals, establishing strategy and developing plans to coordinate activities.
ORGANIZING - designing an organizations’ structure. Includes: what tasks are to be done, who does them, who reports to whom and where decisions are made.
LEADING - is when Managers motivate employees, direct their activities, select communication channels and resolve conflicts.
CONTROLLING - monitoring activities to ensure they are being accomplished as planned and correcting any deviations.
2. MANAGEMENT ROLES
A1960’s study of Management Execs established 10 sets of behavior which are categorized into 3 main Management Roles:
a. Interpersonal Roles
b. Informational Roles
c. Decisional Roles
Figurehead: Symbolic head; required to perform routine duties of legal or social
Leadership: hiring, training, motivating and disciplining of employees.
Liaison: maintains network of outside contacts who provide favors and
Monitor: Receives wide variety of info, serves as NERVE center of information.
Disseminator: Transmits information received from outsiders or from other
employees to members of the organization
Spokesperson: Transmits info to outsiders of the organization on the plans,
policies, actions and results of the organization. Serves as it’s expert on the
Entrepreneur: Searches organization and it’s environment for opportunities and
initiates projects to bring change.
Disturbance Handler: Responsible for corrective action when organization faces
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