Uitgebreide samenvatting Leading and Managing People
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Course
Leading and Managing People (4603BSLM5T)
Institution
Universiteit Leiden (UL)
Book
Organizational Behavior
Het vak Leading and Managing People is een elective course binnen de master BPS & Business Studies, ook wel Science Based Business. Het boek Organizational Behavior van Robbins and Judge (18th version) wordt erin behandeld.
Lecture 9 - Culture and Communication 82
Robbins & Judge Chapter 12 & Chapter 15 82
,Lecture 1 - Introduction to OB and HRM
Robbins & Judge Chapters 1 & 16
Organizational behavior is the academic study of how people, groups, and structure
impact behavior within the organization for the purpose of applying such knowledge toward
improving the effectiveness of the organization. The study of organizational behavior
includes areas of research dedicated to improving job performance, increasing job
satisfaction, promoting innovation, and encouraging leadership and is a foundation of
corporate human resources. The way in which employees behave within an organization
ultimately determines how the company performs as a whole. OB includes these core topics:
● Motivation
● Leader behavior and power
● Interpersonal communication
● Group structure and processes
● Attitude development and perception
● Change processes
● Conflict and negotiation
● Work design
Disciplines that contribute to OB include:
❖ Psychology
➢ Seeks to measure, explain, and sometimes change the behavior of humans
and other animals
❖ Social psychology
➢ Blends concepts from both psychology and sociology to focus on people’s
influence on one another
❖ Sociology
➢ While psychology focuses on the individual, sociology focuses on people in
relation to their social environment or culture
❖ Anthropology
➢ The study of societies to learn about human beings and their activities (values,
attitudes, behavior)
1
,Managers play a central role in organizational behavior and the processes that shape this
behavior. A great manager gets stuff done through other people, and he/she has to have great
people skills: the ability to work with, understand, and motivate others, both individually
and in groups. Better human or interpersonal skills result in lower turnover of quality
employees and better financial performance.
Leading and managing are different things. Things are managed, people are led.
A leader ensures psychological safety, mentors, motivates employees, sets goals
collaboratively, facilitates innovation, facilitates communication in and out of the team, takes
responsibility, and is charismatic, agreeable, and self-assessing. A manager plans, recruits,
provides appropriate tools, focuses on performance of the team, and ensures compliance.
Overall, the key difference is that a manager will focus on planning, organizing, and
coordinating resources to manage tasks and deliver results. A leader will inspire, motivate,
and influence those around them which will drive people to achieve their goals and objectives
whilst working towards the bigger picture.
All managers engage in four standard activities:
1. Traditional management
2
, 2. Human resource management
3. Communication
4. Networking
A successful manager is one that rises through the organization quickly. On the other
hand, an effective manager is one who is able to manage his own work and that of his
team in the best way possible, thereby helping to attain the overall strategy of the
organization. Effective managers spend less time on networking and are more task oriented.
Successful managers are more people oriented.
Organizational Behavior (OB) aims to explain and predict. There are hardly any absolutes in
OB, much depends on different variables. OB concepts must reflect contingency
(situational) variables.
The basic OB model provides three variables (inputs → processes → outcomes) at three
levels of analysis (micro, meso, macro).
Micro OB: behavior of individuals. What do you do in a particular situation?
3
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