Manger & Managers
Manager, an individual who achieves goals through other people.
Mangers, those individuals in organizations who make decisions about the use of resources and who concerned with planning, organizing, staffing, directing and controlling the organization's a
Organization
A group of people who work "come" together to achieve some specific goals
Managers or Administrator are
The people who oversee the activities of others and who are responsible for attaining goals in these organizations
are managers (sometimes called administrators, especially in not-for-profit
organizations).
Management Functions
Plan, Organize, Lead and Control
Planning
the process of defining an organization's goals, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities.
Evidence indicates this function increases the most as manager
Organize
It includes 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
When managers motivate employees, direct their activities, select the most effective communication channels, or resolve conflicts among members, they're engaging in leading.
Controlling
ensure things are going as they should, management must monitor the organization's performance and compare it with previously set goals. If there are any significant deviations, it is management's job to get the organization back on track.
monitoring, com
Management Roles
Interpersonal Roles, Informational Roles, Decisional Roles
Interpersonal Roles
How a manager interacts with other people; Figurehead, Leader, Liaison
Figurehead
Acting in
Required to perform a number of routine duties
of a legal or social nature.
someone who appears to be in charge, but someone else was really in control
Leader
This role includes hiring, training, motivating, and disciplining employees.
Responsible for the motivation and direction of employees
Liaison
Contacting others who provide the manager with information.
A communication between different groups; the person in charge of a communication
Maintains a network of outside contacts who provide favors and information
Informational Roles
key roles include the monitor the disseminator and the spokesperson
Monitor
Collect information from outside organizations and institutions, typically by scanning the news media
(including the Internet) and talking with other people to learn of changes in the public's tastes, what competitors may be planning
Receives a wide varie
Disseminator
Transmit information to organizational members
Transmits information received from outsiders or from other employees to members of the organization
Spokesperson
When they represent the organization to outsiders.
Transmits information to outsiders on organization's plans, policies, actions, and results; serves as expert on organization's industry
Decisional Roles
Entrepreneur, disturbance handler, resource allocator, negotiator. Managerial roles that involve making choices
Entrepreneur
Managers initiate and oversee new projects that will improve their organization's performance..
a person who uses their ideas and takes risks in order to create a new business.
Searches organization and its environment for opportunities and initiates proj
Disturbance handler
Managers take corrective action in response to unforeseen problems.
Helping to solve various problems, including clashes between individuals and groups.
Responsible for corrective action when organization faces
important, unexpected disturbances.
Resource allocator
Managers are responsible for allocating human, physical, and monetary resources.
Manage and decide who will get what resources and in what amounts.
Makes or approves significant organizational decisions.
Negotiator
In which they discuss issues and bargain with other units to gain advantages for their own unit
Engaging in negotiations with parties outside the organization as well as inside.
Responsible for representing the organization at major
negotiations.
Management Skills
Skills managers need. Includes technical skills, human skills, and conceptual skills.
Technical skills
The ability to apply specialized knowledge or expertise
Human skills
The ability to understand, communicate with, motivate,
and support other people, both individually and in groups.
Because managers get things done through other people, they must have good human skills
Conceptual skills
Managers must have the mental ability to analyze and diagnose complex situations
Managerial activities
1. Traditional management.
2. Communication.
3. Human resource management.
4. Networking.
Traditional management
Decision making, planning, and controlling.
Communication
Exchanging routine information and processing paperwork.
Human resource management
Motivating, disciplining, managing conflict,staffing, and training.
Networking
Socializing, politicking, and interacting with outsiders.
Average managers
Spent 32 percent of his or her time in traditional
management activities, 29 percent communicating, 20 percent in human resource management activities, and 19 percent networking.
Successful managers
(defined in terms of speed of promotion within their organization), networking made the largest relative contribution to success, and human resource management
activities made the least relative contribution.
Effective managers
(defined in terms of quantity and quality of their performance and the satisfaction and commitment of employees), communication made the largest
relative contribution and networking the least.
Organizational behavior
A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organizations' effectiveness.
is the study of what people do in an
OB Systematic study
looking at relationships, attempting to attribute causes and effects, and basing our conclusions on scientific
evidence�that is, on data gathered under controlled conditions and measured and interpreted in a reasonably rigorous manner.
Behavior generally
Evidence based management (EBM)
The basing of managerial decisions on the best available
scientific evidence.
Intuition
A gut feeling not necessarily supported by research.
What we are advising is to use evidence as much as possible to inform your intuition and experience.
Identify the major behavioral science disciplines that
contribute to OB.
Organizational behavior is an applied behavioral science built on contributions from a number of behavioral disciplines, mainly psychology and social psychology,
sociology, and anthropology
Psychology
Seeks to measure, explain, and sometimes change the behavior of humans and other animals.
Silence that deal with mental process and behavior or The study of the human mind.
their contributions have expanded to include learning, perception, personality, em
Social Psychology
One major study area is change �how to implement it and how to reduce barriers to its acceptance. Social psychologists also contribute to measuring,
understanding, and changing attitudes; identifying communication patterns; and building trust. Finally, th
Sociology
studies people in relation to their social environment or culture. Sociologists have contributed to OB through their study of group behavior in organizations, particularly formal and complex organizations.
Anthropology
is the study of societies to learn about human beings and their activities. Anthropologists' work on cultures and environments has helped us understand differences in fundamental values, attitudes, and behavior between
people in different countries and wi
Demonstrate why few absolutes apply to OB
Because we are not alike, our ability to make simple, accurate, and sweeping generalizations is limited.
We can say x leads to y, but only under conditions specified in z �the contingency variables .
Identify the challenges and opportunities managers have
in applying OB concepts
Responding to Economic Pressures
Responding to Globalization
Managing Workforce Diversity
Improving Customer Service
Improving People Skills
Stimulating Innovation and Change
Coping with "Temporariness"
Working in Networked Organizations
Helping Employees
Responding to Economic Pressures
Anybody can run a company when business is booming, because the difference between good and bad management reflects the difference between making a lot of money and making a lot more money. When times are bad, though, managers are on the front lines with
Responding to Globalization
The world has become a global village. In the process, the manager's job has changed.
Increased Foreign Assignments
Working with People from Different Cultures
Overseeing Movement of Jobs to Countries with Low-Cost Labor
Workforce diversity
a wide variety of workers with different backgrounds, experiences, ideas, and skills in the workplace.
*) The concept that org. becoming more heterogeneous in terms of gender race, ethnicity, sexual orientation and inclusion other diverse groups.
Managing Workforce Diversity
focuses on differences among people from different countries.
Improving Customer Service
Service jobs include technical support representatives, fast-food counter workers, sales clerks, waiters and
waitresses, nurses, automobile repair technicians, consultants, credit representatives, financial planners, and flight attendants. The common char
Improving People Skills
learn ways to design motivating jobs,techniques for improving your listening skills, and how to create more effective teams.
Stimulating Innovation and Change
Today's successful organizations must foster innovation and master the art of change, or they'll become candidates for extinction. Victory will go to the organizations that maintain their flexibility, continually improve their quality,
and beat their comp
Coping with "Temporariness
Globalization, expanded capacity, and advances in technology have required organizations to be fast and flexible if they are to survive. The result is that most managers and employees today work in a climate best characterized as "temporary."
Workers must
Working in Networked Organizations
Networked organizations allow people to communicate and work together even though they may be thousands of miles apart.
Helping Employees Balance Work-Life Conflicts
First, the creation of global organizations means the world never sleeps.
today's workplace presents opportunities for workers to create and structure their own roles.
Second, communication technology allows many technical and professional employees to do
Creating a Positive Work Environment
we all have things at which we are unusually good, yet too often we focus on addressing our limitations and too rarely think about how to exploit our strengths
area of OB research that concerns how organizations develop human strength, foster vitality and
Improving Ethical Behavior
Ethical dilemmas and ethical choices
Situations in which individuals are required to define right
and wrong conduct.
model
An abstraction of reality. A simplified representation of some real-world phenomenon.
Input
Variables that lead to processes.
processes
Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes.
Outcomes
Key factors that are affected by some other variables
Variables of interest(Attitudes and Stress)
*) Attitudes and stress
Employee attitudes are the evaluations employees make,
ranging from positive to negative, about objects, people, or events.
Stress is an unpleasant psychological process that occurs in response to environmental pressures.
Attitudes
Variables of interest(Task performance)
*) Task Performance
The combination of effectiveness and efficiency at doing your core job tasks is a reflection of your level of task performance.
Task performance is the most important human output contributing to organizational effectiveness
Variables of interest(Citizenship behavior)
*) Citizenship behavior
The discretionary behavior that is not part of an
employee's formal job requirements, and that contributes to the psychological
and social environment of the workplace.
Employees who engage in "good citizenship" behaviors help othe
Variables of interest(Withdrawal Behavior)
*) Withdrawal behavior
is the set of actions that employees take to separate themselves from the organization.
Employee withdrawal can have a very negative effect on an organization. The cost of employee turnover alone has been estimated to run into the t
Variables of interest(Group Cohesion)
*) Group cohesion
is the extent to which members of a group support and validate one another at work.
- When employees trust one another, seek common goals, and work together to achieve these common ends, the group is cohesive; when employees are divided
Variables of interest(Group Functioning)
refers to the quantity and quality of a group's work output.
Variables of interest(Productivity)
*) Productivity
An organization is productive if it achieves its goals by transforming inputs into outputs at the lowest cost. This requires both effectiveness and efficiency.
- Popular measures of organizational efficiency include return on investment, p
Variables of interest(Survival)
*) Survival
is simply evidence that the organization is able to exist and grow over the long term.
efficiency
The degree to which and organization can achieve its ends at low cost.
effectiveness
The degree to which an organization meets the needs of its clientele or customers.