Human Behavior in Organization
SUBJECT: HUMAN BEHAVIOR IN ORGANIZATION
CHAPTER 1: An INTRODUCTION to ORGANIZATIONAL BEHAVIOR
Practicing managers have long understood the importance of interpersonal skills to managerial effectiveness, and developing of the same is closely tied to the need of for organizations to get and keep high-performing employees.
We have to understand that technical skills are necessary , but they are not enough to succeed in management. In today’s increasing competitive and demanding workplace, managers cant succeed on their technical skills alone. They also have to have good people skills.
WHAT MANAGERS DO?
Managers get things done through other people.
How? 1. They make decisions. 2. They allocate resources. 3. They direct the activities of others to attain goals.
Managers work in an ORGANIZATION which is an consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis o achieve a common goal or set of goals.
Management Functions:
1. Planning – a process that includes defining goals, establishing strategy and developing plans to coordinate activities. 2. 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. 3. Leading – a function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflicts. 4. Controlling – monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
Management Roles:
1. Interpersonal Roles – all managers are required to perform duties that are ceremonial and symbolic in nature:
a. Figurehead role – example: when a president of a college hands out diplomas at commencement or a factory supervisor gives a group of high school students a tour of a plant b. Leadership role – includes hiring,
CHAPTER 1: An INTRODUCTION to ORGANIZATIONAL BEHAVIOR
Practicing managers have long understood the importance of interpersonal skills to managerial effectiveness, and developing of the same is closely tied to the need of for organizations to get and keep high-performing employees.
We have to understand that technical skills are necessary , but they are not enough to succeed in management. In today’s increasing competitive and demanding workplace, managers cant succeed on their technical skills alone. They also have to have good people skills.
WHAT MANAGERS DO?
Managers get things done through other people.
How? 1. They make decisions. 2. They allocate resources. 3. They direct the activities of others to attain goals.
Managers work in an ORGANIZATION which is an consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis o achieve a common goal or set of goals.
Management Functions:
1. Planning – a process that includes defining goals, establishing strategy and developing plans to coordinate activities. 2. 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. 3. Leading – a function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflicts. 4. Controlling – monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
Management Roles:
1. Interpersonal Roles – all managers are required to perform duties that are ceremonial and symbolic in nature:
a. Figurehead role – example: when a president of a college hands out diplomas at commencement or a factory supervisor gives a group of high school students a tour of a plant b. Leadership role – includes hiring,