Informational Roles: Monitor, Disseminator—a conduit to transmit information to organizational members, represent the organization to outsiders Decisional Entrepreneur, Disturbance handlers, Resource allocator, Negotiator role Management Skills (ppt1-6) Technical Skills--The ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job. Skills--Ability to work with, understand, and motivate other people, both individually and in groups, describes human skills. Conceptual Skills--The mental ability to analyze and diagnose complex situations Effective Versus Successful Managerial Activities Luthans and his associates studied more than 450 managers. They found that all managers engage in four managerial activities. (ppt 1-7 ) Traditional management. Communication. Human resource management. Networking. Successful managers are defined as those who were promoted the fastest (Exhibit 1–2) (ppt 1-8) A Review of the Manager’s Job One common thread runs through the functions, roles, skills, and activities approaches to management: managers need to develop their people skills if they are going to be effective and successful. Enter Organizational Behavior (ppt 1-9) Introduction Organizational Behavior: OB is 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. OB studies three determinants of behavior in organizations: individuals, groups, and structure. Complementing Intuition with Systematic Study (ppt 1-10) Introduction Each of us is a student of behavior The systematic approach used in this book will uncover important and relationships and will provide a base from which more accurate predictions of behavior can be made. Systematic Study of Behavior Behavior generally is predictable if we know how the person perceived the situation and what is important to him or her. Evidence-Based Management (EBM) Complements systematic Argues for managers to make decisions on evidence Intuition
Informational Roles: Monitor, Disseminator—a conduit to transmit information to organizational members, represent the organization to outsiders Decisional Entrepreneur, Disturbance handlers, Resource allocator, Negotiator role Management Skills (ppt1-6) Technical Skills--The ability to apply specialized knowledge or expertise. All jobs require some specialized expertise, and many people develop their technical skills on the job. Skills--Ability to work with, understand, and motivate other people, both individually and in groups, describes human skills. Conceptual Skills--The mental ability to analyze and diagnose complex situations Effective Versus Successful Managerial Activities Luthans and his associates studied more than 450 managers. They found that all managers engage in four managerial activities. (ppt 1-7 ) Traditional management. Communication. Human resource management. Networking. Successful managers are defined as those who were promoted the fastest (Exhibit 1–2) (ppt 1-8) A Review of the Manager’s Job One common thread runs through the functions, roles, skills, and activities approaches to management: managers need to develop their people skills if they are going to be effective and successful. Enter Organizational Behavior (ppt 1-9) Introduction Organizational Behavior: OB is 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. OB studies three determinants of behavior in organizations: individuals, groups, and structure. Complementing Intuition with Systematic Study (ppt 1-10) Introduction Each of us is a student of behavior The systematic approach used in this book will uncover important and relationships and will provide a base from which more accurate predictions of behavior can be made. Systematic Study of Behavior Behavior generally is predictable if we know how the person perceived the situation and what is important to him or her. Evidence-Based Management (EBM) Complements systematic Argues for managers to make decisions on evidence Intuition
Robbins_OB15_IM_01.docx