304 ch1.txt

  1. Managers
    • Get things done through other people.
    • They make decisions, allocate resources, and direct the activities of other to attain goals.
  2. 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.
  3. 4 management functions
    • Planning
    • Organizing
    • Leading
    • Controlling
  4. 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
  5. Organizing function
    • Designing an org’s structure
    • 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
  6. Leading function
    Directing and coordinating the people in the org
  7. Controlling function
    Monitoring the org’s performance and compare it with previously set goals. Managers are responsible for correcting deviations.
  8. Interpersonal role: Figurehead
    • Symbolic head
    • Required to perform a number of routine duties of a legal or social nature
  9. Interpersonal role: Leader
    Responsible for the motivation and direction of employees
  10. Interpersonal role: Liaison
    Maintains a network of outside contacts who provide favors and information
  11. Informational role: Monitor
    • Receives a wide variety of information
    • Serves as nerve center of internal and external information of the organization
  12. Informational role: Disseminator
    Transmits information received from outsiders or from other employees to members of the org
  13. Informational role: Spokesperson
    Transmits info to outsiders on org’s plans, policies, actions and results; serves as expert on org’s industry
  14. Decisional role: Entrepreneur
    Searches org and its environment for opportunities and initiates projects to bring about change
  15. Decisional role: Disturbance handler
    Responsible for corrective action when org faces important, unexpected disturbances
  16. Decisional role: Resource allocator
    Makes or approves significant organizational decisions
  17. Decisional role: Negotiator
    Responsible for representing the org at major negotiations
  18. Technical skills
    Encompass the ability to apply specialized knowledge or expertise
  19. Human skills
    The ability to understand, communicate with, motivate, and support other people, both individually and in groups
  20. Conceptual skills
    Management must have the mental ability to analyze and diagnose complex situations, which require conceptual skills
  21. Organizational Behavior (OB)
    • Investigates the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an org’s effectiveness
    • In other words, studies three determinants of behavior in orgs: individuals, groups, and structure. So, OB is the study of what people do in an org and how their behavior affects the org’s performance.
  22. Systematic study
    Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence
  23. Evidence-based management (EBM)
    The basing of managerial decisions on the best available scientific evidence
  24. Psychology
    The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals
  25. Social psychology
    An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another
  26. Sociology
    The study of people in relation to their social environment
  27. Anthropology
    The study of societies to learn about human beings and their activities
  28. Contingency variables
    Situational factors: variables that moderate the relationship between two or more variables
  29. Workforce diversity
    The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups
  30. Positive organizational scholarship
    An area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential
  31. Ethical dilemmas and ethical choices
    Situations in which individuals are required to define right and wrong conduct
  32. Model
    • An abstraction of reality
    • A simplified representation of some real-world problems
  33. Input
    Variables that lead to processes
  34. Processes
    Actions that individuals, groups, and orgs engage in as a result of inputs and that lead to certain outcomes
  35. Outcomes
    Key factors that are affected by some other variables
  36. Task performance
    The combination of effectiveness and efficiency at doing your core job tasks
  37. Citizenship behavior
    Discretionary behavior that contributes to the psychological and social environment of the workplace
  38. Withdrawal behavior
    The set of actions employees take to separate themselves from the org
  39. Group cohesion
    The extent to which members of a group support and validate one another while at work
  40. Group functioning
    The quantity and quality of a group’s work output
  41. Productivity
    The combination of the effectiveness and efficiency of an org
  42. Effectiveness
    The degree to which an org meets the needs of its clientele or customers
  43. Efficiency
    The degree to which an org can achieve its ends at a low cost
  44. Organizational survival
    The degree to which an org is able to exist and grow over the long term
Card Set
304 ch1.txt