Managers ………………………………………………………………………………………………….. 2
Organization ………………………………………………………………………………………………. 2
Management Functions ………………………………………………………………………………… 2
Management Roles ………………………………………………………………………………………. 2
Interpersonal contact ………………………………………………………………………………… 3
Information processing ………………………………………………………………………………. 3
Decision making……………………………………………………………………………………….. 3
The goals of organizational behaviour. ………………………………………………………….. 4
Managers get things done through other people. They make decisions, allocate
resources, and direct the activities of others to attain goals. Managers do their work in
an organization , which is 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.
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 Functions: planning, organizing, leading, and controlling.
The planning function, encompasses 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 managers move from lower-level to mid-level management
The organizing function, 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.
The leading function, when managers motivate employees, direct their activities,
select the most effective communication channels, or resolve conflicts among members,
they’re engaging in leading.
The controlling function, to 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. This
monitoring, comparing, and potential correcting is the controlling function.
Management Roles
Mintzberg (1973) identified ten separate roles in managerial work, each role defined as
an organized collection of behaviours belonging to an identifiable function or position.
He separated these roles into three subcategories: interpersonal contact, information
processing and decision making.
Interpersonal contact
FIGUREHEAD: the manager performs ceremonial and symbolic duties as head of the
organization;
LEADER: fosters a proper work atmosphere and motivates and develops subordinates;
LIASION: develops and maintains a network of external contacts to gather
information;
Information processing
MONITOR: gathers internal and external information relevant to the organization;
DISSEMINATOR: transmits factual and value based information to subordinates;
SPOKESPERSON: communicates to the outside world on performance and policies.
Decision making
ENTREPRENEUR: designs and initiates change in the organisation;
DISTURBANCE HANDLER: deals with unexpected events and operational
breakdowns;
RESOURCE ALLOCATOR: controls and authorizes the use of organisational resources;
NEGOTIATOR: participates in negotiation activities with other organisations and
individuals.
Meaning of Organizational behavior
Organizational behavior is the systematic study of human behavior, attitudes and
performance within an organizational setting; drawing on theory methods and principles
from such disciplines as
psychology, seeks to measure, explain, and sometimes change the behavior of humans
and other animals.
Social psychology, generally considered a branch of psychology, blends concepts from
both sychology and sociology to focus on peoples’ influence on one another.
Sociology, While psychology focuses on the individual, sociology studies people in
relation to their social environment or culture
Cultural anthropology, is the study of societies to learn about human beings and their
activities.
to learn about individual perceptions, values, learning capacities and actions while
working in groups and careful application of knowledge about how people– as
individuals and as groups- act within the total organization; analyzing the external
environment’s effect on the organization and its human resources, missions, objectives
and strategies.
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 organization’s effectiveness.
