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Get help. Privacy Policy. They also have to have good people skills. This book has been written to help both managers and potential managers develop those people skills" p. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do their work in an organization. This 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 set of goals" p. Organizing: 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: Includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. But: Many people are technically proficient but interpersonally incompetent! Managers can be technically and interpersonally competent yet still fail because of an inability to rationally process and interpret information" p.
OB "studies three determinants of behavior in organizations: individuals, groups, and structure. In addition, OB applies the knowledge gained about individuals, groups, and the effect of structure on behavior in order to make organizations work more effectively" p. The predominant areas are psychology, sociology, social psychology, anthropology, and political science.
As we shall learn, psychology's contributions have been mainly at the individual or micro level of analysis, while the other four disciplines have contributed to our understanding of macro concepts such as group processes and organization" p. Those who have contributed and continue to add to the knowledge of OB are learning theorists, personality theorists, counselling psychologists, and, most important, industrial and organizational psychologists" p.
You may be transferred to your employer's operating division or subsidiary in another country. Once there, you'll have to manage a workforce that is likely to be very different in needs, aspirations, and attitudes from the ones you were used to back home" p. What motivates you may not motivate them… To work effectively with these people, you'll need to understand their culture, how it has shaped them, and how to adapt your management style to their differences. As we discuss OB concepts throughout this book, we'll frequently address how cultural differences might require managers to modify their practices" p.
Managers will need to shift their philosophy from treating everyone alike to recognizing differences and responding to those differences in ways that will ensure employee retention and greater productivity while, at the same time, not discriminating" p.
Intense focus on the customer 2. Concern for continuous improvement 3. Improvement in the quality of everything the organization does 4. Accurate measurement 5. Empowerment of employees b Reengineering Reengineering: Reconsiders how work would be done and the organization structured if they were being created from scratch.
In the s, managers were encouraged to get their employees to participate in work-related decisions. Now, managers are going considerably further by allowing employees full control of their work. An increasing number of organizations are using self-managed teams, where workers operate largely without bosses" p.
Managing today would be more accurately described as long periods of ongoing change, interrupted occasionally by short periods of stability! The world that most managers and employees face today is one of permanent temporariness" p.
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