1-6 hr management ?

Interpersonal Skills

These are important for managers to develop because they help organizations attract and keep high-performing employees

Manager

An individual who achieves goals through other people

Organization

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

Management Functions

Planning, organizing, Leading, controlling

Interpersonal Roles

Includes figurehead role, leadership role, and the liaison role

Informational Roles

Includes the disseminator role, spokesperson role, and what Mintzberg called the monitor role

Decisional Roles

Includes the entrepreneur role, the disturbance handler, resource allocator, and negotiator role

Mintzberg's Managerial Roles

Includes interpersonal roles, informational roles, and decisional roles

Planning

A process that includes defining goals, establishing strategy, and developing plans to coordinate activities

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

A function that 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

Technical Skills

The ability to apply specialized knowledge or expertise

Human skills

The ability to work with, understand, and motivate other people, both individually and in groups

Conceptual Skills

The mental ability to analyze and diagnose complex situations

Managerial Activities

-Traditional management

-Communication

-Human resource management

-Networking

Traditional Management

Decision making, planning, and controlling

Communication

Exchanging routine information and processing paperwork

Human Resource Management

Motivating, disciplining, managing conflict, staffing, and training

Networking

Socializing, potlicking, and interacting with outsiders

Organizational Behavior

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.

Systematic Study

Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence

Evidence-Based Management

The basing of managerial decisions on the best available scientific evidence

Intuition

A gut feeling not necessarily supported by research

Major Disciplines that Contribute to the OB Field

-Psychology

-Social psychology

-sociology

-Anthropology

Psychology

The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals

Social Psychology

An area of psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another

Sociology

The study of people in relation to their social environment or culture

Anthropology

The study of societies to learn about human beings and their activities

Contingency Variables

Situational factors: variables that moderate the relationship between two or more variables

Effects of Globalization

-Increased Foreign Assignments

-Working with People from Different Cultures

-Overseeing Movement of Jobs to Countries with Low-Cost Labor

Workforce Diversity

The concept that organizations are becoming more heterogeneous in terms of gender, age, race, ethnicity, sexual orientation, and inclusion of other diverse groups

Positive Organizational Scholarship

(AKA Positive Organizational Behavior)

An area of OB research that concerns how organizations develop human strength, foster vitality and resilience, and unlock potential

Reflected Best-Self

Asking employees to think about when they were at their "personal belt" in order to understand how to exploit their strengths

Ethical Dilemmas

& Ethical Choices

Situations in which individuals are required to define right and wrong conduct

Model

An abstraction of reality. A simplified representation of some real-world phenomenon.

Inputs

Variables that lead to processes

Processes

Actions that individuals, groups, and organizations engage in as a result of inputs and that lead to certain outcomes

Outcomes

Key factors that are affected by some other variables

Stress

An unpleasant psychological process that occurs in response to environmental pressures

Task Performance

The combination of effectiveness and efficiency at doing your core job tasks

Citizenship Behavior

Discretionary behavior that contributes to the psychological and social environment of the workplace

Withdrawal Behavior

The set of actions employees take to separate themselves from the organization

Group Cohesion

The extent to which members of a group support and validate one another while at work

Group Functioning

The quantity and quality of a work group's output

Productivity

The combination of the effectiveness and efficiency of an organization

Effectiveness

The degree to which an organization meets the needs of its clientele or customers

Efficiency

The degree to which an organization can achieve its ends at a low cost

Organizational Survival

The degree to which an organization is able to exist and grow over the long term

Surface-Level Diversity

Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel but that may activate certain stereotypes

Deep-Level Diversity

Differences in values, personality, and work preferences that become progressively more important for determining similarity as people get to know one another better

Discrimination

Noting ofa difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group

Discriminatory Policies or Practices

Actions taken by representatives of the organization that deny equal opportunity to perform or unequal rewards for performance

Sexual Harassment

Unwanted sexual advances and other verbal or physical conduct of a sexual nature that create a hostile or offensive work environment

Intimidation

Overt threats or bullying directed at members of specific groups of employees

Mockery and Insults

Jokes or negative stereotypes; sometimes the result of jokes taken too far

Exclusion

Exclusion of certain people from job opportunities, social events, discussions, or informal mentoring, can occur unintentionally

Incivility

Disrespectful treatment, including behaving in an aggressive manner, interrupting the person, or ignoring his or her opinions

Biographical Characteristics

Personal characteristics- such as age, gender, race, disability, religion, sexual orientation, and length of tenure- that are objective and easily obtained from personnel records. These characteristics are representative of surface-level diversity

Ability

An individual's capacity to perform the various tasks in a job

Intellectual Abilities

The capacity to do mental activities- thinking, reasoning, and problem solving

General Mental Ability (GMA)

An overall factor of intelligence, as suggested by the positive correlations among specific intellectual ability dimensions

Physical Abilities

The capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics

Diversity Management

The process and programs by which managers make everyone more aware of and sensitive to the needs and differences of others

Attitudes

Evaluative statements or judgments concerning objects, people, or events

Cognitive component

The opinion or belief segment of an attitude

Affective Component

The emotional or feeling segment of an attitude

Behavioral Component

An intention to behave in a certain way toward someone or something

Cognitive Dissonance

Any incompatibility between two or more attitudes or between behavior and attitudes

Major Job Attitudes

These include job satisfaction, job involvement, organizational commitment, perceived organizational support, and employee engagement

Job Satisfaction

A positive feeling about one's job resulting from an evaluation of its characteristics

Job Involvement

The degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth

Psychological Empowerment

Employees' belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy in their work

Organizational Commitment

The degree to which an employee identifies with a particular organization and its goals and wishes to maintain membership in the organization

Perceived Organizational Support (POS)

The degree to which employees believe an organization values their contribution and cares about their well-being

Employee Engagement

An individual's involvement with, satisfaction with, and enthusiasm for the work he or she does

Main Causes of Job Dissatisfaction

- On-the-job stress

- Pay

- Promotion

- Work

- security

- supervisor

- Coworkers

Causes of Job Satisfaction

- Interdependence

- Feedback

- Social support

- Interaction with co-workers outside the workplace

Impact of Dissatisfied Employees

-Exit

-Voice

-Loyalty