Samenvatting Organizational behaviour

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ISBN-10 0273739638 ISBN-13 9780273739630
211 Flashcards en notities
22 Studenten
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Dit is de samenvatting van het boek "Organizational behaviour". De auteur(s) van het boek is/zijn Stephen P Robbins, Timothy A Judge, Timothy T Campbell. Het ISBN van dit boek is 9780273739630 of 0273739638. Deze samenvatting is geschreven door studenten die effectief studeren met de studietool van Study Smart With Chris.

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Samenvatting - Organizational behaviour

  • 1 What is organizational behavior

  • Which management function are there?

    Planning, organizing, leading, and controlling

  • Who created the management funtions?

    Henri Fayol

  • At first there where 5 managemet roles: Planning, organizing, commanding, coordinating, and controlling

  • Which management roles are there and who created them?

     

    Henry Mintzberg

    Interpersonal: Figurehead, leader, and laison

    Informational: Monitor, disseminator, and sporkesperson

    Decisional: Entrepreneur, Disturbance handler, resource allocator, and Negotiator.

  • Which management skills are there and who created them?

    Robert kate: Technical, Human, and Conceptual skills

  • Which type of managers are there? And why are they different

    Average managers: focus on traditional management

    Succeful managers: focus on Networking

    Effective managers: focus on comminucation and HRM

  • 1.1 What managers do

  • 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 a set of goals.

  • 1.1.1 Management functions

  • The four management functions:

    Planning
    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.

    Organizing
    Managers are also responsible for designing an organization's structure. This 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.

    Leading
    When managers motivate employees, direct the activities of others, select the most effective communication channels or resolve conflicts among members, they're engaging in leading.

    Controlling
    To ensure that things are going as they should, management must monitor the organization's performance. Actual performance is then compared with the previously set goals. If there are any significant deviations, it is management's job to get the organization back on track.

  • 1.1.2 Management roles

  • Managers perform 10 different roles that can be grouped as being primarily (1) interpersonal, (2) informational and (3) decisional.

    1. Interpersonal
    Figurehead
    Symbolic head; required to perform a number of routine duties of a legal or social nature.

    Leader
    Responsible for hiring, training, motivating and disciplining employees.

    Liaison
    Maintains a network of outside contacts who provide favours and information.


    2. Informational
    Monitor
    Receives a wide variety of information; serves as nerve centre 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 expert on organization's industry. They represent the organization to outsiders.


    3. Decisional

    Entrepreneur
    Searches organization and its environment for opportunities and initiates projects to bring about change. They initiate and oversee new projects that will improve their organization's performance.

    Disturbance handler
    Responsible for corrective action when organization faces important, unexpected disturbances.

    Resource allocator
    Makes or approves significant organizational decisions.

    Negotiator
    Responsible for representing the organization at major negotiations, in which they discuss issues and bargain with other units to gain advantages for their own unit.

  • 1.1.3 Management skills

  • Robert Katz has identified three essential management skills: technical, human and conceptual.

     

    Technical skills encompass the ability to apply specialised knowledge or expertise. All jobs require some specialised expertise, and many people develop their technical skills on the job.

     

    Human skills encompass the ability to work with, understand and motivate other people, both individually and in groups. Because managers get things done through other people, they must have good human skills to communicate, motivate and delegate.

     

    Managers must have the mental ability to analyse and diagnose complex situations. These tasks require conceptual skills. Decision making, for instance, requires managers to identify problems, develop alternative solutions to correct those problems, evaluate those alternative solutions, and select the best one. This all requires the ability to rationally process and interpret information.

  • 1.1.4 Effective versus successful managerial activities

  • Four managerial activities:
    Traditional management
    Decision making, planning and controlling.
    Communication
    Exchanging routine information and processing paperwork.
    Human resource management
    Motivating, disciplining, managing conflict, staffing and training.
    Networking
    Socialising, politicking and interacting with outsiders.

    Studies show that managers who are successful (defined in terms of the speed of promotion within their organization) had a very different emphasis from managers who were effective (defined in terms of the quantity and quality of their performance and the satisfaction and commitment of their employees).

    Successful managers:
    Traditional management (13%),
    Communication (28%), Human resource management (11%) and Networking (48%).

    Effective managers:
    Traditional management (19%), Communication (44%), Human resource management (26%) and Networking (11%).

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Voorbeelden van vragen in deze samenvatting

Which management function are there?
5
Who created the management funtions?
5
Which management roles are there and who created them?  
5
Which management skills are there and who created them?
5
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