week 1 Flashcards
(45 cards)
What is Organisational Behaviour?
Organisational Behaviour looks at what managers DO. This involves understanding how individuals and groups act within an organization and how to manage them effectively. The core functions of management are Planning, Organizing, Leading, and Controlling.
what are the Core Management functions
Plan
Organize
Lead
Control
Planning
This is a foundational process for managers. It includes defining the organization’s goals, establishing an overall strategy to achieve those goals, and developing a comprehensive set of plans to coordinate various activities.
Organize
This function involves the structural aspects of management. It includes determining what specific tasks need to be done, who is responsible for performing them, how these tasks should be grouped together (e.g., by department), establishing reporting relationships (who reports to whom), and deciding where in the organizational hierarchy decisions are to be made.
Leading
This function is heavily focused on the people within the organization. It encompasses motivating employees to achieve organizational goals, directing the activities of others, selecting the most effective communication channels to ensure clear and efficient information flow, and resolving any conflicts that may arise. Ultimately, leading is about effectively managing and guiding people.
Controlling
This function ensures that the organization stays on track towards its goals. It involves monitoring the actual performance of the organization or its units, comparing this actual performance against the goals that were previously set during the planning phase, and taking corrective action for any significant deviations to ensure goals are met.
Mintzberg’s Managerial Roles, what 3 cats and what does it d o
grouped into three categories: Interpersonal, Informational, and Decisional. These roles describe the different types of activities and behaviors that managers engage in as part of their jobs.
Interpersonal Roles (Roles that involve interacting with people)
Figurehead: In this role, the manager acts as a symbolic head of the organization or unit. They are required to perform a number of routine duties that are of a legal or social nature, such as greeting visitors or signing legal documents.
Leader: This role involves taking responsibility for the motivation and direction of employees. It includes activities like hiring, training, and encouraging staff to achieve organizational objectives.
Liaison: As a liaison, the manager maintains a network of outside contacts who provide favors and information. This involves interacting with peers and other people outside the organization to gain insights and build alliances.
Informational Roles (Roles that involve processing and disseminating information)
Monitor: In this role, the manager receives a wide variety of information from both internal and external sources. They serve as the nerve center of internal and external information for the organization, constantly scanning the environment for relevant data.
Disseminator: As a disseminator, the manager transmits information received from outsiders or from other employees to members of the organization. This ensures that relevant information flows to the appropriate people within the organization.
Spokesperson: In this role, the manager transmits information to outsiders on the organization’s plans, policies, actions, and results. They also serve as an expert on the organization’s industry when dealing with external stakeholders.
Decisional Roles (Roles that involve making significant choices and commitments)
Entrepreneur: As an entrepreneur, the manager actively searches the organization and its environment for opportunities and initiates projects to bring about change and improvement.
Disturbance Handler: In this role, the manager is responsible for taking corrective action when the organization faces important, unexpected disturbances or crises.
Resource Allocator: This role involves making or approving significant organizational decisions regarding the allocation of resources, such as budget, personnel, and equipment.
Negotiator: As a negotiator, the manager is responsible for representing the organization at major negotiations, such as collective bargaining with unions or significant contracts with suppliers.
Katz’s Key Essential Manager SKills what are they
Technical Skills: This refers to the ability to apply specialized knowledge or expertise. These skills are often related to specific methods, processes, or procedures relevant to the manager’s field. For example, an accounting manager needs strong accounting skills.
Human Skills: This is the ability to work with, understand, and motivate other people, both individually and in groups. These skills include communication, empathy, teamwork, and conflict resolution, and are crucial for all levels of management.
Conceptual Skills: This involves the mental ability to analyze and diagnose complex situations. It includes the capacity to see the organization as a whole, understand how different parts affect each other, and to think strategically about the future. These skills are particularly important for top-level managers.
In Organisational Behaviour research, what is an Independent Variable (X)?
The presumed cause of a change in the dependent variable. It’s the variable that researchers manipulate or observe to see its effects.
In Organisational Behaviour research, what is a Dependent Variable (Y)?
The response to the independent variable. It’s what OB researchers aim to predict or explain (e.g., productivity, job satisfaction).
Define Productivity as a key dependent variable in OB.
Transforming inputs to outputs at the lowest cost. It includes:
Effectiveness: Achievement of goals.
Efficiency: Meeting goals at a low cost.
Define Absenteeism as a key dependent variable in OB.
An employee’s failure to report to work.
Define Presenteeism as a key dependent variable in OB.
When employees are physically present at work but their minds are not engaged, leading to reduced productivity.
Define Turnover as a key dependent variable in OB.
Voluntary and involuntary permanent withdrawal from an organisation.
Define Job Satisfaction as a key dependent variable in OB.
A general positive feeling an individual has towards their job, resulting from an evaluation of its characteristics.
Define Work Engagement as a key dependent variable in OB.
The extent to which employees are involved with, enthusiastic about, and committed to their jobs.
What are “abilities” in the context of workplace performance?
Natural or developed capacities that determine an individual’s potential to perform job-related tasks.
What are the two major categories of abilities?
Intellectual abilities and physical abilities.
What are intellectual abilities used for in the workplace?
Reasoning, problem-solving, learning, and performing mental tasks.
Why are intellectual abilities important?
They help individuals analyze information, make decisions, and solve problems — especially in technical or analytical jobs.
What is number aptitude?
The ability to perform arithmetic operations quickly and accurately.
