What Managers Do

They get things done through other people. Management Activities:

Make decisions Allocate resources Direct activities of others to attain goals

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.

Work in an organization

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Four Management Functions

PLAN

A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. 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. A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation.;

ORGANIZE

LEAD

CONTROL

Mintzbergs Managerial Roles

Ten roles in three groups Interpersonal

Figurehead, Leader, and Liaison Monitor, Disseminator, Spokesperson Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.

Informational

Decisional

Technical Skills

Katzs Essential Management Skills

The ability to apply specialized knowledge or expertise

Human Skills

The ability to work with, understand, and motivate other people, both individually and in groups
The mental ability to analyze and diagnose complex situations

Conceptual Skills

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Luthans Study of Managerial Activities

Four types of managerial activity:

Traditional Management

Decision-making, planning, and controlling.

Exchanging routine information and processing paperwork

Communication

Human Resource Management

Motivating, disciplining, managing conflict, staffing and training.

Socializing, politicking, and interacting with others.

Networking

Successful Managers: Networking48%,28%communication,11%human resource management,13%traditional management.

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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. It is the systematic study of the actions and attitudes that people exhibit within organizations. It is the study of individual and groups in organizations, it is a body of knowledge that applies to all types of work settings.

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Intuition and Systematic Study

Intuition

Gut feelings Individual observation Common sense Looks at relationships Scientific evidence Predicts behaviors

Systematic Study

The two are complementary means of predicting behavior.

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An Outgrowth of Systematic Study

There are certain fundamental consistencies underlying the behavior of all individuals that can be identified and then modified. Evidence-Based Management (EBM)
Basing managerial decisions on the best available scientific evidence. Must think like scientists:

Pose a managerial question Search for best available evidence Apply relevant information to case

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Sources of Research Insight in OB

Field studies- in real life organizational settings.

Survey studies- using questionnaires and interviews.

Case Studies- Looking in depth at single situation.

Laboratory Studies- in simulated and controlled settings.

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Managers Should Use These Approaches

Intuition Systematic study

Use evidence as much as possible to inform your intuition and experience. The trick is to know when to go with your gut. Jack Welsh

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Four Contributing Disciplines

Psychology

Sociology
Social Psychology Anthropology

OB Dependent Variables

Productivity Absenteeism Turnover Deviant Workplace Behavior

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Job satisfaction
OCB

Challenges and Opportunities for OB

Responding to Globalization

Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with low-cost labor

Managing Workforce Diversity

The people in organizations are becoming more heterogeneous demographically (disability, gender, age, national origin, non-Christian, race, and domestic partners)

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Embracing diversity Changing demographics Recognizing and responding to differences

Challenges and Opportunities for OB

Improving Quality and Productivity Improving Customer Service Improving People Skills Stimulating Innovation and Change Coping with Temporariness Helping Employees Balance Work-Life Conflicts Improving Ethical Behavior
Each level is constructed on the prior level

Our OB model has three levels of analysis:

Individual Group Organizational Systems

The Independent Variables

The independent variable (X) can be at any of these three levels in this model: Individual

Biographical characteristics, personality and emotions, values and attitudes, ability, perception, motivation, individual learning and individual decision making. Communication, group decision making, leadership and trust, group structure, conflict, power and politics, and work teams.

Group

Organization System

Organizational culture, human resource policies and practices, and organizational structure and design.

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