ORGANIZATIONAL BEHAVIOR

• Organizational Behavior (OB)


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

  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, role is responsible for sharing it with those who may need it, in both verbal and written forms.
• Spokesperson


  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


  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

  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
• SOCIOLOGY


  The study of people in relation to their social environment or culture
• ANTHROPOLOGY


  The study of societies to learn about human beings and their activities