1. Demonstrate the importance of interpersonal skills in the workplace. 2. Describe the manager’s functions, roles, and skills. 3. Define organizational behavior (OB). 4. Show the value to OB of systematic study. 5. Identify the major behavioral science disciplines that contribute to OB. 6. Demonstrate why few absolutes apply to OB. 7. Identify the challenges and opportunities managers have in applying OB concepts. 8. Compare the three levels of analysis in this book’s OB model.
IMPORTANCE OF INTERPERSONAL SKILLS IN THE WORKPLACE: * Over the past 3 decades business faculty have come to realize the role that understanding human behavior plays in determining a manager’s effectiveness, and required courses on people skills have been added to many curricula. * Regardless of labor market conditions, outstanding employees are always in short supply.
MANAGERS: An individual who achieves goals through other people.
ORGANIZTION: 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.
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.
INFORMATIONAL ROLES: All managers, to some degree, collect information from outside organizations and institutions, typically by the changes of public’s tastes and what competitors may be