Interpersonal skills
Good people skills and excellent technical skills and are important for managerial effectiveness
-MUY IMPORTANTE, read summary about it, page 1
Managers
Individuals who achieve goals through other people
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
Henri Fayols four management functions
Planning
Organizing
Leading
Controlling
Planning
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities
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
Leading
A function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflicts
Controlling
Monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations
Mintzberg's managerial roles
Interpersonal
-Figurehead
-Leader
-Liaison
Informational
-Monitor
-Disseminator
-Spokesman
Decisional
-Entrepreneur
-Disturbance handler
-Resource allocator
-Negotiator
Figurehead role
Symbolic head; required to perform a number of routine duties of a legal or social nature
Leader role
Responsible for the motivation and direction of employees
Liaison role
Maintains a network of outside contacts who provide favours and information
Monitor role
Receives a wide variety of information; serves as nerve centre of internal and external information of the organization
Disseminator role
Transmits information to outsiders or from other employees to members of the organization
Spokesperson role
Transmits information to outsiders on organization's plans, policies, actions and results; serves as expert on organization's industry
Entreprenuer role
Searches organization and its environent for opportunities and initiates projects to bring about change
Disturbance handler
Responsible for coorective action when organization faces important, unexpected disturbance
Resource allocator
Makes and approves significant organizational decisions
Negotiator role
Responsible for representing the organization at major negotiatons
Robert Katz three essential management skills
Technical skills
Human skills
Conceptual skills
technical skills
The ability to apply specialised knowledge or expertise
Human skills
The ability to work with, understand and motivate other people, both individually and in groups
Conceptual skills
The mental ability to analyse and diagnose complex situations
Fred Lutham's four managerial activities
Traditional management
Communication
HRM
Networking
Traditional management
Decision making, planning and controlling
Communication
Exchanging routine information and processing paperwork
HRM
Motivating, disciplining, managing conflict, staffing and training
Networking
Socialising, politicking and interacting with outsiders
Organizational Behaviour (OB)
A field of study that investigates the impact that individuals, groups and structure have on behaviour within organizations, ,for the purpose of applying such knowledge toward improving an organization's effectiveness
-How to make things happen, how to co
Systematic study
Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence
-Predicts behaviours
Evidence-based management (EBM)
Basing managerial decisions on the best available scientific evidence
1. Pose a managerial question
2. Search for best available evidence
3. Apply relevant information to case
Intuition
A gut feeling not necessarily supported by research
-Individual observation
-Commonsense
-Often based on inaccurate information
-Faddism is prevalent in managent
Psychology
The science that seeks to measure, explain and sometimes change the behaviour of humans and other animals
Social psychology
An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another
Sociology
The study of people in their relation to their social environment or culture
Anthropology
The study of societies to learn about human beings and their activities
'God gave all the easy problems to the physicists'
'God gave all the easy problems to the physicists'
Contingency variables
Situational factors: variables that moderate the relationshop between two or more other variables
Workforce diversity
The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation and inclusion of other diverse groups
Positive organizational scholarship
Concerns how organizations develop human strengths, foster vitality and resilience and unlock potential
Ethical dilemmas
Situations in which individuals are required to to define right and wrong conduct
Model
An abstraction of reality, a simplified representation of some real-world phenomenon
Dependent variable
The key factor that you want to explain or predict and that is affected by some other factor
f.ex. productivity, absenteeism, turnover, job satisfaction, deviant workplace behaviour, organizational citizenship behaviour
Productivity
A performance mearsure that includes effectiveness and efficiency
Effectiveness
Achieving sales and market share goals
Effeciency
The ratio of effective output to the input required to achieve it
-In other words; achieving goals at the lowest level
Absenteeism
The failure to report to work
Turnover
the voluntary and involuntary permanent withdrawal from an organization
Deviant workplace behaviour
Voluntary behaviour that violates significant organizational norms and, in doing so, threatens the well-being of the organization or its members
Organizational citizenship behaviour (OCB)
Discretionary behaviour that is not part of an employee's formal job requirements but that nevertheless promotes the effective functioning of the organization
Job satisfaction
A positive feeling about one's job resulting from an evaluation of its characteristics
Independent variable
The presumed cause of some change in a dependent variable
Divided it in three: Individual-level variables, group-level variables, organization system-level variables
Challenges and opportunities for OB
Responding to globalisation
Managing workforce diversity
Improving quality and productivity
Improving customer service
Improving people skills
Stimulating innovation and change
Coping with 'temporariness'
Working in networked organizations
Helping employe
Contributing Disciplines
Many behavioral sciences have contributed to the development of OB
-Psychology
-Sociology
-Anthropology
-Social psychology
Why bother studying OB?
Understanding OB helps determine manager effectiveness
-Technical and quantitative skills are important
-But leadership and communication skills are critical
Organizational benefits of skilled managers
-Lower turnover of quality employees
-Higher quality
If you reward employees for demanding activities they like doing, then they will
a) Like these activities even more
b) Like these activities as much as before
c) Like these activities less then before
c) Like these activities less then before
Once employees have mastered a task, they perform better when
a) They are given specific, difficult performance goals
b) They do not receive any new goals
c) They are told "to do their best
a) They are given specific, difficult performance goals
The more often an employee has been in contact with his/her co-worker, the employee will like the co-worker
a) More
b) Not more and not less
c) Less
a) More
Hans won in a lottery 5.32 Million Euro last year. Frank has lost his right arm 6 month ago. How happy are they
today?
a) Hans is extremely more happy than Frank
b) Hans is more happy than Frank
c) Hans is only slightly more happy than Frank
d) Hans and F
d) Hans and Frank are happy to the same degree
People pull harder in a tug-of-war when part of a team than when pulling by themselves.
TRUE or FALSE
FALSE
Hindsight bias
Events in the past appear simple, comprehensible, and predictable in comparison to events in the future
-knew-it-all-along effect
What should managers do when making decisions?
The trick is to know when to go with your gut
Use evidence as much as possible to inform your intuition and experience. That is the promise of OB.
Core values of science
Accuracy
Objectivity
Skepticism
Open-Mindedness
Theory
An integrated set of principles
Hypotheses
Predictions derives from theory
A good theory
Effectively summarized a wide range of observations
Makes clear predictions
Systematic observation
Correlational method
Behavior is systematically observed and recorded
-Allows for the study of variables;
- We simply can't manipulate (race, gender, organization, team)
- We ethically can't manipulate (sabotage, turnover)
-Allows us to examine the relati
Experimental method
Finding out things with experiments
-Allows us to draw conclusions about causality
-Allows us a great deal of control over the variables being studied