INTRODUCTION, ETHICS, CORPORATE SOCIAL RESPONSIBILITY Flashcards
KEY ORGANISATIONS
Business Organization: A business organization is a type of entity formed for the purpose of conducting commercial or industrial
activities, such as manufacturing, selling goods or services, or investing in other companies. Business organizations can be
structured in a variety of ways, such as a sole proprietorship, partnership, limited liability company (LLC), or corporation. Each
type of structure has different legal, tax, and operational implications.
Governmental Organization: A governmental organization is a type of entity created by a government or public agency for the
purpose of providing services or regulating activities within a certain jurisdiction. Examples of governmental organizations
include federal, state, and local government agencies, as well as public schools, libraries, and hospitals. Governmental
organizations are typically funded by taxes or other public revenues, and their activities are subject to legal and regulatory
oversight.
Charity Organization: A charity organization is a type of entity formed for the purpose of promoting social welfare, such as
relieving poverty, advancing education, or providing health care services to those in need. Charity organizations can be
structured as non-profit organizations, trusts, or foundations, and are typically funded by donations from individuals,
corporations, or other organizations. Charities are often subject to legal and regulatory requirements, such as obtaining taxexempt status and filing annual financial reports.
Unlawful Organization: An unlawful organization is a type of entity that operates outside of the law or with the intent to violate
the law. Examples of unlawful organizations include criminal gangs, terrorist groups, and organized crime syndicates. These
organizations are often involved in illegal activities such as drug trafficking, extortion, and violence, and are subject to law
enforcement and regulatory oversight.
ORGANISATIONAL DILEMMA
The dilemma between individual needs and collective purpose is a common challenge faced by many organizations, particularly
those that rely heavily on teamwork and collaboration to achieve their goals. At its core, this dilemma involves balancing the
needs and desires of individual team members with the overall goals and objectives of the organization as a whole.
On one hand, individuals have their own needs and goals that they want to achieve, such as recognition, job satisfaction, and
personal growth. These needs can sometimes conflict with the collective purpose of the organization, which may require
individuals to make sacrifices or work towards goals that may not align with their own personal goals.
On the other hand, the collective purpose of the organization is what brings the team together and provides a sense of shared
vision and direction. It is what motivates individuals to work towards a common goal and achieve success as a team. However, in
order to achieve this collective purpose, individuals may need to put aside their own personal needs and desires and work
towards the greater good of the team.
To effectively manage this dilemma, it is important for organizations to create a culture of collaboration and communication
that allows for open dialogue between individuals and the larger team. This can involve setting clear expectations for individual
roles and responsibilities, providing opportunities for individual growth and development, and recognizing and rewarding
individual contributions to the team’s success
WHAT MANAGERS DO
➢ Managers gets things done through other people. He/she oversees the activities of others and is responsible for
organisational goals
FUNCTION
Planning: This involves defining goals, establishing strategies, and developing plans to coordinate activities. Planning helps
managers to set priorities, allocate resources, and anticipate and manage potential challenges and opportunities.
Organizing: This involves determining what tasks need to be done, who will do them, how tasks will be grouped, who reports to
whom, and where decisions will be made. Organizing helps managers to create efficient and effective structures and processes
that support the achievement of organizational goals.
Leading: This involves motivating, directing, and resolving conflicts within the team. Leading helps managers to create a positive
and productive team culture, and to ensure that everyone is working towards the same objectives.
Controlling: This involves monitoring activities and correcting any significant deviations from the plan. Controlling helps
managers to track progress towards goals, identify areas where improvements can be made, and take corrective action when
necessary
MINTZBERG’S MANAGERIAL ROLES
o Interpersonal Roles: These roles are related to how a manager interacts with other people within and outside the
organization. There are three sub-roles within this category:
o Figurehead: The manager acts as a symbolic head of the organization and is responsible for performing routine legal or
social duties, such as attending ceremonies or signing documents.
o Leader: The manager is responsible for motivating and activating subordinates and for staffing, training, and associated
duties. Virtually all managerial activities involving subordinates fall within this role.
o Liaison: The manager maintains a self-developed network of outside contacts and informers who provide favors and
information. This sub-role involves activities such as acknowledging mail, serving on external boards, and other
activities that involve outsiders.
o Informational Roles: These roles are related to how a manager exchanges and processes information within the
organization. There are three sub-roles within this category:
o Monitor: The manager seeks and receives a wide variety of special information to develop a thorough understanding of
the organization and its environment. This sub-role involves handling all mail and contacts that are primarily concerned
with receiving information.
o Disseminator: The manager transmits information received from outsiders or from other subordinates to members of
the organization. This sub-role involves forwarding mail and verbal contacts that involve the flow of information to
subordinates.
o Spokesperson: The manager transmits information about the organization’s plans, policies, actions, results, etc. to
outsiders and serves as an expert on the organization’s industry. This sub-role involves handling mail and contacts that
involve the transmission of information to outsiders.
o Decisional Roles: These roles are related to how a manager uses information in decision-making roles. There are four
sub-roles within this category:
o Entrepreneur: The manager searches the organization and its environment for opportunities and initiates improvement
projects to bring about change. This sub-role involves the strategy and review of the design of improvement projects.
o Disturbance handler: The manager is responsible for taking corrective action when the organization faces important,
unexpected disturbances. This sub-role involves strategy and review sessions involving disturbances and crises.
o Resource allocator: The manager is responsible for the allocation of organizational resources of all kinds and for making
or approving all significant organizational decisions. This sub-role involves scheduling, requests for authorization, and
any activity involving budgeting and the programming of subordinate’s work.
o Negotiator: The manager is responsible for representing the organization in major negotiations. This sub-role involves
negotiation and bargaining with others outside the organization.
MANAGEMENT SKILLS
Technical Skills: Technical skills refer to the knowledge and proficiency required to perform specific tasks or functions within the
organization. These skills are typically associated with a specific field or industry and may include knowledge of machinery,
software, or specialized techniques. Technical skills are particularly important for front-line managers and supervisors who
oversee specific processes or operations within the organization.
Human Skills: Human skills refer to the ability to work effectively with other people and to build and maintain positive
relationships. These skills are particularly important for middle and upper-level managers who must lead teams and interact
with a wide range of stakeholders both within and outside the organization. Human skills include effective communication,
teamwork, leadership, conflict resolution, and the ability to motivate and inspire others.
Conceptual Skills: Conceptual skills refer to the ability to think critically and strategically, and to understand the “big picture” of
the organization and its place in the wider business environment. These skills are particularly important for top-level executives
who must make strategic decisions and set the overall direction for the organization. Conceptual skills include the ability to
analyse complex data, identify patterns and trends, and develop innovative solutions to problems.
Effective managers need to possess a combination of all three types of skills. Technical skills are important for ensuring that
operations run smoothly and efficiently, while human skills are critical for building strong relationships and leading teams.
Conceptual skills are important for setting strategic direction and making effective decisions that align with the organization’s
goals.
It’s worth noting that the relative importance of these skills may vary depending on the level and type of management position.
For example, front-line managers may need to focus more on technical skills, while top-level executives may need to focus more
on conceptual skills. However, all managers should strive to develop a broad range of skills that enable them to effectively
manage their teams and achieve organizational goals
LUTHANS’ STUDY OF MANAGERIAL ACTIVITIES
He identified four main categories of activities performed by managers: traditional management, communication, human
resource management, and networking. Here’s some additional information on each:
➢ Traditional management: Traditional management activities include decision making, planning, and controlling. These
activities are related to setting objectives, developing strategies, and monitoring performance. Traditional management
activities are important for ensuring that the organization is moving in the right direction and achieving its goals.
➢ Communication: Communication activities involve exchanging routine information and processing paperwork. This
includes activities such as reading and responding to emails, participating in meetings, and completing administrative
tasks. Communication activities are important for ensuring that information flows smoothly within the organization and
that everyone is working towards the same goals.
➢ Human resource management: Human resource management activities involve motivating, disciplining, managing
conflicts, staffing, and training. These activities are related to managing people and creating a positive and productive
work environment. Human resource management activities are important for ensuring that employees are engaged,
motivated, and have the skills and resources they need to perform their jobs effectively.
➢ Networking: Networking activities involve socializing, politicking, and interacting with outsiders. This includes activities
such as attending conferences, building relationships with suppliers and customers, and lobbying for the organization’s
interests. Networking activities are important for building the organization’s reputation, identifying new business
opportunities, and staying up-to-date on industry trends and developments.
EFFECTIVE VS SUCCESSFUL MANAGERIAL ACTIVITIES
➢ Average managers: As you noted, most of the time spent by average managers was on communication (29%) and
traditional management activities (32%), followed by human resource management (20%) and networking (19%). This
suggests that average managers were focused on managing day-to-day operations and ensuring that communication
flowed smoothly within the organization.
➢ Successful managers: Successful managers, according to the study, spent the majority of their time on networking
activities (48%), followed by communication (28%), traditional management (13%), and human resource management
(11%). This suggests that successful managers were focused on building relationships and networks that would help
them advance their careers within the organization.
➢ Effective managers: Effective managers, according to the study, spent the majority of their time on communication
activities (44%), followed by human resource management (26%), traditional management (19%), and networking
(11%). This suggests that effective managers were focused on setting and achieving organizational goals, managing
resources, and creating a positive and productive work environment.
ORGANISATIONS DO NOT BEHAVE ONLY PEOPLE CAN BE SAID TO BEHAVE
You are correct that organizations, as entities, do not behave. Rather, it is the people within organizations who behave and
interact with one another to create the organization’s culture and identity. Organizational behaviour is the study of how
individuals and groups behave within an organizational context and how these behaviours impact the organization’s
performance.
One way to think about this is to view organizations as complex systems made up of individual actors who have their own
motivations, goals, and behaviours. These individual actors interact with one another and with the broader environment to
create the patterns of behaviour that we see at the organizational level.
For example, an organization’s culture is the shared values, beliefs, and norms that guide behaviour within the organization. This
culture is created and sustained by the collective behaviours of the individuals within the organization. If individuals within the
organization consistently exhibit behaviours that are aligned with the organization’s values, the culture will be reinforced and
sustained. Conversely, if individuals exhibit behaviours that are inconsistent with the organization’s values, the culture may be
undermined or weakened.
Overall, understanding organizational behaviour requires a deep understanding of the individual actors within the organization
and how their behaviours interact to create the patterns of behaviour that we see at the organizational level. By studying these
patterns of behaviour, researchers and practitioners can develop strategies for improving organizational performance and
creating a positive and productive work environment
WHAT IS ORGANISATIONAL BEHAVIOUR
It is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within organisations
for the purpose of applying such knowledge toward improving and organisational effectiveness
It studies the interrelation between an individual and an organization on the following levels:
➢ Individual (concerned with personal growth)
➢ Interpersonal (concerned with social competences)
➢ Group (concerned with group dynamics)
➢ Organization (concerned with organizational structures and culture)
WHAT IS THE PURPOSE OF STUDYING OB?
Organisation can mean different things to those who use them, because they are significant personal and social source of:
– Money, physical resources, other rewards
– Relevance, purpose and identity
– Order and stability
– Security support and protection
– Status, prestige, self confidence
– Power authority and control
how to design organisations that are effective in achieving overall objectives, while also meeting the needs of those who work
for them
JOB SATISFACTION
the factors that contribute to job satisfaction and dissatisfaction, including individual, group, structural, and management
factors. Here’s a summary of each:
➢ Individual factors: Factors that relate to the individual employee, including their level of job training, personality,
communication skills, and the level of rewards they receive. These factors can significantly impact job satisfaction, with
employees who receive comprehensive training, have good communication skills, and receive reasonable rewards
generally experiencing higher levels of job satisfaction.
➢ Group factors: Factors that relate to the employee’s relationships with their coworkers, including conflicts with
coworkers, pressure to conform to group norms, and whether the staff is cohesive and works well as a team.
Employees who have positive relationships with their coworkers and work in a cohesive and supportive team generally
experience higher levels of job satisfaction.
➢ Structural factors: Factors that relate to the job tasks and responsibilities, including the level of responsibility, the level
of boredom, the level of supervision, and the number of rules in place. Employees who have clear job responsibilities,
receive appropriate levels of supervision, and have engaging and varied job tasks generally experience higher levels of
job satisfaction.
➢ Management factors: Factors that relate to the employee’s relationship with their manager, including the style of
management, the level of decision-making authority given to employees, and whether there is disagreement with the
manager. Employees who have supportive and empowering managers generally experience higher levels of job
satisfaction.
REPLACING INTUITION
➢ Human behaviour is complex: Understanding and predicting human behaviour can be difficult due to the many
different factors that influence it, such as individual personalities, values, and life experiences.
➢ Common approaches may be inadequate: Approaches such as relying on personal experience or anecdotal evidence
may not provide an accurate understanding of human behaviour, as they may be biased or based on incomplete
information.
➢ Predictability requires understanding perceptions and motivations: To better understand and predict behaviour, it is
important to understand how the individual perceives the situation and what is important to them, as these factors
heavily influence behaviour.
➢ Systematic study can improve predictions: By using a systematic approach, such as through research methods and data
analysis, more accurate predictions of behaviour can be made. This is based on the belief that behaviour is not random,
but rather influenced by various factors that can be studied and understood.
CONTRIBUTING DISCIPLINES TO THE OB FIELD
- Psychology: Psychology provides insights into individual behaviour and the psychological processes that influence it,
such as learning, motivation, personality, and emotion. This discipline helps us understand how individuals behave
within an organizational context, and how their behaviour can be influenced by various organizational factors. - Sociology: Sociology focuses on the study of groups and how they interact with each other within a larger society.
Within the context of organizational behaviour, sociology provides insights into group dynamics, conflict, power, and
change. - Social psychology: Social psychology focuses on how people interact with each other and how they are influenced by
their social environment. Within the context of organizational behaviour, social psychology provides insights into
attitude change, group decision-making, and other aspects of social influence. - Communication: Communication is a discipline that studies how information is conveyed and received. Within the
context of organizational behaviour, communication provides insights into how information flows within organizations,
how it is interpreted, and how it can be used to influence behaviour. - Anthropology: Anthropology is the study of human culture and society, with a focus on cross-cultural analysis and
comparative values. Within the context of organizational behaviour, anthropology provides insights into how cultural
differences and values can influence behaviour within organizations. - Political science: Political science is the study of government, politics, and power. Within the context of organizational
behaviour, political science provides insights into how power is distributed within organizations, how it is exercised, and
how it can influence behaviour.
METHODS
- Quantitative: Quantitative research methods involve the collection and analysis of numerical data. Common
quantitative methods used in organizational behaviour research include correlation, analysis of variance, meta-analysis,
multilevel modeling, multiple regression, structural equation modeling, and time series analysis. These methods are
often used to test hypotheses, identify relationships between variables, and make predictions about behaviour. - Computer Simulation: Computer simulation involves the creation of computer models that simulate the behaviour of
individuals or groups within an organization. These models can be used to test theories and predictions about
organizational behaviour in a controlled environment. - Qualitative: Qualitative research methods involve the collection and analysis of non-numerical data, such as text,
images, and observations. Common qualitative methods used in organizational behaviour research include
ethnography, case studies, historical methods, and interviews. These methods are often used to gain a deeper
understanding of individual experiences and perspectives, and to explore complex social phenomena that cannot be
easily quantified.
