Week 1 Flashcards
Two main classes of outcomes we look at
(1) Job performance
(2) Organisational commitment
What do managers do?
POLC
- Planning
-Organising
-Leading
-Controlling
Planning
to set the direction, decide where you want to go, decide the best way to go about it
Organising
To create structures
Leading
To inspire effort
Controlling
To ensure results, measure performance, take connective action
Core values of science
accuracy, objectivity, scepticism, open-mindedness
Theory (definition)
an integrated set of principles that specifies: how variables are related, why variables are related, under what conditions variables are related
What defines a good theory?
- a wide range of observations
- clear predictions
Hypothesis
Predictions derived from theory (test a theory; direct research, practical implications of theories)
Data collection methods:
Systematic observation
Experimental method
Systematic observation (correlational)
allows for the study of variables we can’t manipulate
(1) Partially: race, gender, organisation, team
(2) Ethically: sabotage, turnover
(allows us to examine the relationship between several variables at once)
conditions for causality
(1) correlation between x and y
(2) x comes before y in time
(3) there are no alternative explanations for the relationship between x and y
Interpersonal skills
- good people skills and excellent technical skills
- important for managerial effectiveness
Organisation (definition)
a consciously coordinated social unit that functions on a relatively continuous basis and is composed of two or more people to achieve a common goal or set of goals
Manager (definition)
an individual that fulfils goals through other people. They direct the activities of others, allocate resources and make key decision to attain their goals.
Based on the study of Henry Mintzberg, into which three categories can managers roles be grouped into?
- Interpersonal
- Informational
- Decisional
Into which three managerial roles can interpersonal role duties be divided into? State and explain their functions.
- The figurehead role (performing symbolic and ceremonial tasks of legal or social nature)
- The leadership role (coordinating, directing and motivation employees)
- The liaison role (contacting outsiders to gather information and gain favours)
Describe the monitor role
the need for managers to collect information from both external and internal sources to learn about changes in the market and what competitors may be planing
Describe the disseminator role
acting as a conduit to transmit information from outside sources to organisational members
Describe the spokesperson role
when managers represent and convey the organisation’s ideas and policies to outsiders
What are the decisional roles?
Involves making choices
- the entrepreneur
- the disturbance handler
- the resource allocator
- the negotiator
Describe the entrepreneur role
initiating and directing new projects which bring upon substantial change to improve the organisation’s performance
Describe the negotiator role
when managers discuss issues and bargain with other companies to gain advantages
Describe the disturbance handler role
responsible for making restorative action when the organisation faces unprecedented and important disturbances
Describe the resource allocator role
managers that are responsible for the allocation of human, physical and monetary resources
Which three categories of management skills did Robert Katz define?
Technical skills (ability to apply specialised knowledge/ expertise)
Human skills (ability to understand, work with and motivate people and groups)
Conceptual skills (the mental ability to analyse and diagnose complex problems)
Organisational Behaviour (definition)
the field of study that researches the impact of individuals, groups and structure on the employees’ behaviour within organisations.
The findings of the research –> improve the effectiveness of the organisation.
Systematic study
the process of looking at relationships, attempting to attribute causes and effects and basing conclusions on scientific evidence
Evidence-based management (EBM)
approach that compliments systematic study and involves managerial decisions based on the best available scientific evidence
What are the four OB disciplines?
-Psychology
-Social psychology
-Sociology
-Anthropology
Psychology
explanation of behaviour of humans and other animals
Social psychology
combines elements from psychology and sociology and investigates the influence of people on one another
Sociology
focuses on the relation between the behaviour of people and their environment
Anthropology
study that focuses on societies and humans in relation to their activities
Workforce diversity
Adapting to work with people from different backgrounds
Positive organisational scholarship
concerns the way organisations develop human strength, foster vitality and resilience and unlock potential
Ethical dilemmas
situations during which employees must define right and wrong conduct
model (definition)
an abstraction of reality, a simplified representation of some real-world phenomenon
3 types of variables (inputs, processes, outcomes)
3 levels of analysis (individual, group and organisations system)
Inputs
group roles, organisational structure, values that lead to processes
Outcomes
key variables that are predicted or achieved at the end of a model
Processes
the actions that individuals, groups and organisations partake in as a result of inputs which then lead to certain outcomes
Task performance
effectiveness and efficiency combined when employees are performing core tasks
Citizenship behaviour
discretionary actions that contribute to a good psychological and social work environment
Withdrawal behaviour
when actions are taken by employees to separate themselves from the organisation
How is group functioning measured?
by the quantity and quality go the work which the group does
Challenges and opportunities for OB
Economic pressures (decisions related to layoffs and uncertainty), globalisation (managing diverse workforces), workplace diversity (accommodating various backgrounds and avoiding discrimination), customer service (customer-responsive culture), well-being at work (balancing work and personal life)
