OB midterm Flashcards
Psychology (in OB)
seeks to measure, explain and sometime change the behaviour of humans. (individual)
Contribution ex: learning, motivation, work stress, job satisfaction, leadership effectiveness etc
Social psychology (in OB)
Blends the concepts of psychology and sociology. (group)
Contribution ex: attitude change, communication, group processes/ decision making etc.
Sociology (in OB)
Studies people in relation to their social environment or culture. (group and organisation system)
Contribution ex: Conflict, intergroup behaviour, power, organisational culture/ change/ theory etc
Anthropology (in OB)
The study of societies to learn about humans and their activities. (organisation system)
Contribution ex: comparative values/ attitudes, cross-cultural analysis, organisational culture/ environment.
Why study OB?
To allow managers manage factors such as:
Describing the complex human context of organisations.
Defining the associated opportunities, problems, challenges and issues.
Isolating important aspects of the manager’s job.
What does OB help managers to understand?
Personal needs, motives, behaviours, feelings and career dynamics.
Attitudinal processes, individual differences, group dynamics, inter group dynamics, organisation culture, power and political behaviour.
Management functions
Planning
Organising
Leading
Controlling
Resources used by management
Human, financial, information and physical
Mintzberg’s managerial roles
Interpersonal: Figurehead, leader, liaison.
Informational: monitor, disseminator, spokesperson.
Decisional: entrepreneur, disturbance handler, resource allocator, negotiator.
Critical managerial skills
Technical - to accomplish specific tasks
Interpersonal - to communicate, understand and motivate
Conceptual - abstract thinking
Diagnostic - understand cause-effect relationships and to recognise solutions to problems
Top managers: more conceptual and diagnostic
First line managers: more technical and interpersonal
Basic OB model
Input: personality, group structure and organisational culture.
Processes: actions that individuals, groups and organisations engage in as a result of inputs.
Outcomes: key variables that you want to explain or predict and that are affected by the processes and other variables.
Attributes of a good leader
Personality (ex high extroversion and conscientious) Self-concept (self-view as a leader, positive self-evaluation) Leadership motivation Drive Integrity Knowledge of the business Cognitive and practical intelligence Emotional intelligence
Shared leadership flourishes:
Formal leaders are willing to delegate power.
Culture is collaborative, not competitive.
Employees develop effective influence skills.
Task vs people oriented leadership
Task-oriented:
Assign work, clarify responsibilities.
Set goals and deadlines, provides feedback.
Establish work procedures, plan future work.
People oriented: Concern for employee needs. Make workplace pleasant. Recognise employee contributions. Listen to employees.
5 levels of leadership
Level 1: position - people follow you because they have to.
Level 2: permission - people follow you because they want to.
Level 3: production - you become effective as a leader because you produce.
Level 4: people development - you are committed to the people and to “grow” them.
Level 5: pinnacle - you have done it so well for so long and with so many, that people just follow you. Because of who you are and what you have done.
