HBOR

• Organizational Behavior (OB) is important in the actual world of work and its application is crucial in a tight labor market.
• Organizational Behavior (OB) goals include understanding the nature of people and organizations, key factors affecting OB, and foundations of individual behavior.
• Organizational Behavior: Improving Performance and Commitment in the Workplace
• Human Relations in Organizations: Applications and Skills Building
• Organizational Behavior: Introducing organizational behaviour and management
• Organizational Behavior (OB) foundations include learning outcomes, recognition of the importance of developing managers’ interpersonal skills, understanding the key forces affecting OB, differentiating the nature of organization and people, understanding the foundations of individual behaviour, and understanding the foundations of individual behaviour.
• Organizational Behavior (OB) learning content includes understanding the importance of developing managers’ interpersonal skills, understanding the key forces affecting OB, differentiating the nature of organization and people, understanding the foundations of individual behaviour, and understanding the foundations of individual behaviour.
• Organizational Behavior (OB) learning content also includes understanding the foundations of individual behaviour.
• An organization is a consciously coordinated social unit composed of two or more people that function on a relatively continuous basis to achieve a common goal or set of goals.
• Organizational behavior is a field of study that studies three determinants of behavior in organizations: individuals, groups, and structure.
• Organizational behavior applies the knowledge gained about individuals, groups, and the effect of structure on behavior in order to make organizations work more effectively.
• Organizational behavior is concerned with the study of what people do in an organization and how that behavior affects the performance of the organization.
• Behavior is the activities or processes that can be observed objectively such as the organized patterns of responses as a whole.
• Organizational behavior includes the core topics of motivation, leader behavior and power, interpersonal communication, group structure and processes, learning, attitude development and perception, change processes, conflict, work design, and work stress.
• Organizational behavior emphasizes behavior as related to jobs, work, absenteeism, employment turnover, productivity, human performance, and management.
• The final function managers perform is controlling, which involves monitoring the organization’s performance to ensure that things are going as they should.
• When managers motivate employees, direct the activities of others, select the most effective communication channels, or resolve conflicts among members, they are engaging in leading.
• Managers perform a negotiator role, in which they discuss issues and bargain with other units to gain advantages for their own unit.
• Every organization contains people, and it is management’s job to direct and coordinate those people, a function known as leading.
• All managers are required to perform duties that are ceremonial and symbolic in nature, such as handing out diplomas at commencement or giving a group of high school students a tour of the plant, acting in a figurehead role.
• Managers also have a leadership role, which includes hiring, training, motivating, and disciplining employees.
• Managers act as a conduit to transmit information to organizational members, a disseminator role.
• The planning function encompasses defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities.
• Mintzberg identified four roles that revolve around the making of choices, including the entrepreneur role, in which managers initiate and oversee new projects that will improve their organization’s performance.
• Organizations exist to achieve goals, and management is the function that defines those goals and determines the means by which they can be achieved.
• Managers are also responsible for designing an organization’s structure, a function known as organizing.
• The liaison role involves contacting others who provide the manager with information, either individuals or groups inside or outside the organization.
• As disturbance handlers, managers take corrective action in response to unforeseen problems, a role Mintzberg referred to as the disturbance handler role.
• As resource allocators, managers are responsible for allocating human, physical, and monetary resources, a role known as the resource allocator role.
• Organizing includes the determination of 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.
• Managers additionally perform a spokesperson role when they represent the organization to outsiders.
• Management roles can be grouped as being primarily concerned with interpersonal relationships, the transfer of information, and decision making.
• All managers, to some degree, collect information from organizations and institutions outside their own, typically by reading magazines and talking with other people to learn of changes in the public’s tastes, what competitors may be planning, and the like, acting in the monitor role.
• Human Skills: The ability to work with, understand, and motivate other people, both individually and in groups, describes human skills.
• Management Skills: Robert Katz has identified three essential management skills: technical, human, and conceptual.
• Technical Skills: Technical skills encompass the ability to apply specialized knowledge or expertise.
• Among effective managers, communication made the largest relative contribution and networking the least.
• Effective vs. Successful Managerial Activities: Fred Luthans and his associates looked at the issue of what managers do from a somewhat different perspective.
• Conceptual Skills: Managers must have the mental ability to analyze and diagnose complex situations.
• Among successful managers, networking made the largest relative contribution to success, and human resource management activities made the least relative contribution.