THE INDIVIDUALS IN THE ORGANIZATION

individuals

Organizations are composed of (blank) that have various functions to meet the goals and objectives of the organization, thus making it successful.

Employees

• To obey organizational superiors 

• To pursue the organization's goals 

• Not to pursue conflicting goals

Employers

To provide employees with a fair wage And fair working conditions

Personality

• Defined as the pattern of behaviors, feelings, and thoughts exhibited by an individual

• It is affected primarily by nature (genetics factors) and nurture (upbringing and life expectancy)

nature, nurture

Personality is affected primarily by (blank) (genetics factors) and (blank) (upbringing and life expectancy)

Agrreableness, Conscientiousness, Openness, Neuroticism, Extroversion

Big Five: Modeling Traits and Personalities

Extroversion

Also known as positive affectively

positive affectively

Extroversion is known as

Extroversion

• A trait characterized by a positive thinking, high self esteem, sociability, Interpersonal affection, and other "happy" traits 

• Also termed as extraversion 

• They are generally happier with their life and more satisfied with their jobs 

Neuroticism

• Also known as negative affectivity  

• A measure of how often people experience negative thoughts 

• Sort of the opposite of extroversion 

• Correlated with stress and occasionally anger 

Agreeableness

• These individuals tend to be trustworthy, cooperative, helpful, and generally caring in regards to others

• These trait is especially important in careers and situations that require gaining the

confidence of others - for example, when seeking venture capital or trying to bring a new client on board

Conscientiousness

Describes the behavior of a person who is very self-desciplined, organized, and persevering

Openness

• describes the personality trait of being open to new ideas

• It's especially important in creative or innovative disciplines

LEADERSHIP

LEADERSHIP vs MANAGEMENT:  The ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organizations which they are members

LEADERSHIP

LEADERSHIP vs MANAGEMENT: Often called brilliant and mercurial, with great charisma

* also often seen as loners and private people

* Comfortable taking risks, sometimes seemingly wild and crazy ones

* Almost all leaders have high levels of imagination

LEADERSHIP

LEADERSHIP vs MANAGEMENT

OUTCOMES: Achievements

LEADERSHIP

LEADERSHIP vs MANAGEMENT

Look at problems and devise new, creative solutions

* using charisma and commitment.

* They excite, motivate, and focus others to solve problems and excel

Risk taking

LEADERSHIP

Approach to risk

MANAGEMENT

LEADERSHIP vs MANAGEMENT:

Comprises directing and controlling a group of one or more people or entities for the purpose of coordinating and harmonizing that group towards accomplishing a goal

MANAGEMENT

* Tend to be rational, under control problem solvers.

* Often focus on goals, structures, personnel, and availability of resources

* their personalities lean toward persistence, strong will, analysis, and intelligence

MANAGEMENT

Outcomes: Results

Risk-averse

MANAGEMENT

LEADERSHIP vs MANAGEMENT: Approach to risk

Organizational Chart

A diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions/jobs.

Organizational Chart

Typically illustrates relations between people within an organization represents the structure of an organization in terms of rank

Organizational Chart

Also represents lines of authority and responsibility

Organizational Chart

Usually shows the managers and sub-workers who make up an organization

Line

direct relationship between superior and subordinate

Lateral

relationship between different departments on the same hierarchical level

Staff

relationships between managerial assistants and other areas. The assistant will be able to offer advice to a line manager. However, they have no authority over the line manager's actions.

Functional

• relationships between specialist positions and other areas. The specialist will normally have authority to insist that a line manager implements any of their instructions.

• Generally, an organizational Chart is a horizontal or vertical tree that contains geometric shapes to represent staff or divisions

hierarchical, matrix, flat/horizontal

The different types of organization charts include:

LINES OF AUTHORITY

The chain of Command within an organization that confers the power to order subordinates to perform a task within their job

line of authority

The (blank) within a business establishes who is in charge of giving orders to whom