Intro to HBO

• Organizational Behavior (OB)


  The study of what people do in an organization and how their behavior affects the organization's performance

  klas
• Why we need to study OB

  • It can help you think analytically and critically, make better decisions, communicate and collaborate more effectively with others, and act with a sense of social responsibility in the workplace
  • These "employability skills" are highly valued and desired by employers
  • A lack of these skills can lead to problems in the workplace
• Why managers and workers need to study OB

  • They need to understand behavior in the organization and develop the skills required to be effective in their jobs
• Benefits of studying OB

  • It can help you develop employability skills that can aid you in your future career
  • It provides valuable insights into the intricacies of human behavior within the workplace, enabling organizations to create better working environments, enhance employee satisfaction and performance, and achieve their goals more effectively
• Worker


  People within the organizations who get things done, as individuals and members of work groups, teams, or organizations, contributing to the accomplishment of goals
• Manager


  A professional who takes a leadership role in an organisation and manages a team of employees
• Organization


  A consciously coordinated social unit composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals
• Management


  • The science of getting things done through and with the people, generally by organizing and directing activities on the job
  • A purposive activity that directs group efforts towards the attainment of certain pre-determined goals
• Management Functions

  1. Planning

  2. Organizing

  3. Directing

  4. Staffing

  5. Controlling
• Planning


  The process of deciding what needs to be done, how it will be done, and who will be responsible. It lays the foundation for all other management functions by providing a roadmap for the organization's actions and goals.
• Organizing


  Structuring the organization in a way that optimizes efficiency and effectiveness, including establishing reporting relationships, allocating responsibilities, and ensuring the necessary resources are available to carry out planned activities.
• Directing


  Influencing and inspiring employees to work towards common goals, including providing clear instructions, offering guidance, and fostering a positive work environment that encourages employee commitment and engagement.
• Staffing


  Finding the right people with the right skills to fill different positions in the organization, ensuring the organization has a competent and motivated workforce to carry out its activities effectively.
• Controlling


  The process of monitoring performance, comparing it with predetermined goals, and taking corrective actions if necessary, to ensure actual performance aligns with planned goals.
• Mintzberg's Managerial Roles

  • Interpersonal Role
  • Informational Role
  • Decisional Role
• Interpersonal Role


  Roles that concern interactions with people working inside and outside the organization, through which things get done.
• Figurehead


  As head of a department or an organization, a manager is expected to carry out ceremonial and/or symbolic duties, representing the company both internally and externally in all matters of formality.
• Leader


  In his leading role, the manager motivates and develops staff and fosters a positive work environment, coaching and supporting staff, entering into (official) conversations with them, assessing them, and offering education and training courses.
• Liaison


  A manager serves as an intermediary and a linking pin between the high and low levels, developing and maintaining an external network, bringing the right parties together to contribute positively to the organization.
• Monitor


  In this role, managers are expected to look for information necessary for their organization, as well as for information that can concern potential industry changes, gathering internal and external sources to identify problems and opportunities for growth.

  
• Disseminator


  Receiving information from various sources, a manager is responsible for sharing it with those who may need it, in both verbal and written forms.
• Spokesperson


  Managers speak for their organization, defending the company's interests and making the organization look good in the eyes of potential or new clients and the general public.
• Entrepreneur

  In the a manager organizes and runs business processes, developing and implementing new ideas or strategies, creating conditions for change to keep the company competitive.
• Disturbance Handler


  A manager solves issues as they arise, fixing problems and maintaining productivity.
• Resource Allocator


  The resource allocator role requires a manager to determine how and where to apply organizational resources, such as equipment, staff, funding, facilities, and time.
• Negotiator


  Managers participate in negotiations, trying to reach their goals, representing the interests of their organizations in negotiations with external parties as well as internal parties.
• Management Skills


  • Technical Skills
  • People Skills
  • Conceptual Skills
• Technical Skills


  The ability to apply specialized knowledge or expertise.
• People Skills

  The ability to understand, communicate with, motivate, and support other people, both individually and in groups.
• Conceptual Skills


  The mental ability to analyze and diagnose complex situations.
• • Psychology - seeks to measure, explain, and sometimes change the behavior of humans and other animals.
• Social Psychology - blends concepts from both psychology and sociology to focus on peoples’ influence on one another.
• Minztberg’s Managerial Roles

  a management scholar made a study and concluded that managers perform ten different, highly interrelated roles or sets of behaviors, thus serving a critical function in the organization.
• Interpersonal Role

  This category includes the roles that concern interactions with people working inside and outside the organization. The majority of managers’ time is spent on interpersonal communication through which things get done.
• • Liaison

  A manager serves as an intermediary and a linking pin between the high and low levels. In addition, he develops and maintains an external network.

  As a networker, he has external conflicts and he brings the right parties together.
• Liaison

  she serves as bridge, connecting and coordinating efforts to ensure smooth operations and efficient decision-making
• Leader

  Ana is the one who is in charge of organizing, guiding, and managing others
• Figurehead

  Daniel have social, ceremonial and have legal responsibilities in his company.  What is his role in the company?
• Informational Role

  Managers collect information from sources both inside and outside the organization. They are the one who create, receive, and share the information with coworkers.
• monitor role

  Bernard is comfortable with his employees' understanding of the sales products and their goals, he heads back to his office to do some research for what he will put on sale next week. Bernard spends time reflecting on the feedback his employees gave and the information his customers shared with him that day, and he also looks at what his competitors are putting on sale at this time. What information role he act.