Chapter One: What is Organizational Behavior?

Manager

someone who gets things done through other people in organizations

Organization

A consciously coordinated social unit composed of 2+ people that functions on a relatively continuous basis to achieve a common goal or set of goals

Mintzberg’s Interpersonal roles

figurehead, leader*, & liaison*

Mintzberg’s Informational roles

monitor*, disseminator*, & spokesperson

Mintzberg’s Decisional roles

entrepreneur*, disturbance handler, resource allocator*, & negotiator

Leader

responsible for the motivation and direction of employees

Liaison

maintains a network of outside contacts who provide favors and information

Monitor

receives a wide variety of information; serves as nerve center of internal and external information of the organization

Disseminator

transmits information received from outsiders or from other employees to members of the organization

Entrepreneur

searches organization and its environment for opportunities and initiates projects to bring about change

Resource allocator

makes or approves significant organizational decisions

Technical Skills

ability to apply specialized knowledge or expertise

People Skills

ability to work with, understand, and motivate other people

Conceptual Skills

the mental ability to analyze and diagnose complex situations

POLC

planning, organizing, leading*, & controlling*

Leading

motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts

Controlling

monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations

Organizational Behavior

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

Contingency variable

situational factors are variables that moderate the relationship between the independent and dependent variables

Basic OB Model

involves inputs, processes, & outcomes at individual, group, & organizational levels

Successful managers highest activity

networking

Effective managers’ highest activity

communication

Evidence-based management

refers to basing managerial decisions on the best available scientific proof

Disciplines that contribute to OB

psychology, social psychology, sociology, & anthropology

Inputs

Variables like personality, group structure, and organizational culture that lead to process

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 other variables.