Term
| LG2- Describe the manager's functions, roles and skills- Define manager and organization |
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Definition
Managers- Individuals who achieve goals through other people.
Organization- A consciously coordinated social unit, cmposed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. |
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Term
| LG2- Describe the manager's functions, roles and skills- Describe and define the four of the management functions |
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Definition
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 resoling conflicts.
Controlling: Monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations. |
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Term
| LG2- Describe the manager's functions, roles and skills- Describe the manager's roles. |
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Definition
Interpersonal roles:
Figurehead(symbolic head, supposed to perform routine duties of a legal or social nature)
Leader( Responsible for motivation and direction of employess)
Liason( maintains a network of outside contacts who provide favours and information)
Informational:
Monitor( receives a wide variety of information, serves as nerve center of internal and external information of the organization)
Disseminator (transmits information received from outsiders or from other employees to members of the organization)
Spokesperson(transmits information to outsiders on organization's plans, policies actions and results.serves as an expert on organization's industry)
Decisional:
Enterpreneur (searches organization and its environment for opportunities and initiates projects to bring about change)
Disturbances handler (responsible for corrective actions when organization faces important, unexpected disturbances)
Resource allocator (makes or approves significant organizational decisions)
Negotiator(Responsible for representing the organization at major negotiations) |
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Term
| LG2- Describe the manager's functions, roles and skills- Describe managerial skills |
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Definition
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 a group.
Conceptual skills- the mental ability to analyse and diagnose complex situations. |
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Term
| LG2- Describe the manager's functions, roles and skills- effective vs. succesful managerial activities |
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Definition
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.
A succcessful manager emphasizes on networking, and communication.
An effective manager emphasizes on communication and HRM. |
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Term
| LG3- Define organizational behaviour |
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Definition
| 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. |
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Term
| LG4-Show the value to OB of systematic study |
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Definition
Systematic study- Looking at relationships, attempting to attribute causes and effects and drawing conclusions based on scientific evidence.
Evidence Based Management (EBM)- Basing managerial decisions on the best available scientific evidence.
Intuition- A gut feeling not necessarily supported by research.
-Because we tend to overestimate the accuracy of what we think we know, a systematic study can increase the accuracy in explaining and predicting behavior |
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Term
| LG5- Identify the major behavioural science disciplines that contribute to OB |
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Definition
Psychology: 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 relation to their social environment or culture
Anthropology: The study of society to learn about human beings and their activities. |
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Term
| LG6- Demonstrate why there are few absolutes in OB |
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Definition
-Absolute: simple and universal principle that would explain organizational behavior
-Due to the contingency variable (Situational factors: variables that moderate the relationship between two or more other variables)
-Because human beings are complex, 2 humans react differently in the same situation. |
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Term
| LG7- Identify the challenges and opportunities managers have in applying OB concepts |
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Definition
1.While responding to globalization:
Increased foreign assignments, working with people from different cultures, coping with anticapitalism backslash, overseeing movement of jobs to countries with low-cost labour.
2.Regarding Managing workforce diversity:
Embracing diversity, changing european demographics, implications.
3.Improving quality and productivity
4.Improving customer service
5.Improving people skills
6.Stimulating innovation and change Coping with temporariness
7.Working in networked organizations
8.Helping employees balance work-life conflicts
9.Creating a positive work environment 10.Improving ethical behaviour |
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Term
| LG8-Compare the three levels of analysis in this book's OB model- An overview |
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Definition
A model is an abstraction of reality. A simplified representation of some real-world phenomenon. Basic OB model:
Individual level --> Group Level--> Organization systems levels |
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Term
| LG8-Compare the three levels of analysis in this book's OB model- The dependent variables |
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Definition
Dependent variable- A response that is affected by the independent variable
Dependent Variabled in the OB Model:
1. Productivity: A performance measure that includes effectiveness and efficiency.
2. Absenteeism: the failure to report to work
3. Turnover: voluntary and involuntary permanent withdrawal from an organization. (the rate at which employees leave a workforce and are replaced.)
4.Deviant workplace behavior: Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well being of the organization or its members
5. Organizational citizenship behaviour(OCB) is discretionary behavior that is not part of an employees formal job requirements but that nevertheless promotes the effective functioning of the organization.
6. Job Satisfaction: A positive feeling about one's job resulting from an evaluation of its characteristics. |
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Term
| LG8-Compare the three levels of analysis in this book's OB model- The independent variables |
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Definition
Independent variable: the presumed cause of some change in a dependent variable.
1. Individual-level variables: Personal or biographical characteristics, ability, values, attitudes, personality and emotions. Also perception, individual decision-making, learning and motivation.
2. Group level variables: Behavior of a group and of individuals in a group
3. Organization system level variables: Individual or a group in an organization, Internal culture, formal structure, HR policies and practices |
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