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Summary Organizational Behaviour Stephen P. Robbins

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  • Course
  • Organizational behaviour and culture
  • Institution
  • Hogeschool Utrecht (HU)
  • Book
  • Organizational Behaviour

Summary of Organizational Behaviour written by Robbins. I am a first year student of International Business management at HU Utrecht. Therefore, I only made chapter 1, 3, 4, 5, 6, 9, 12, 13. This was for the course Organizational Behaviour and culture. The green terms from the book are shaded gra...

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Document information

  • No
  • 1,3,4,5,6,9,12,13
  • November 18, 2016
  • 32
  • 2016/2017
  • Summary

Subjects

  • organizational behaviour
  • culture
  • hu utrecht
  • utrecht
  • robbins
  • judge
  • campbell
  • robbins o
  • organizational behaviour and culture
  • hu
  • hogeschool utrecht
  • stephen p robbins
  • timonthy ajudge
  • timonthy t campbell

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Written for

  • Hogeschool Utrecht (HU)
  • International Business and Management Studies / IB
  • Organizational behaviour and culture
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Organizational behaviour (Robbins)

Chapter 1 Wat is organizational behaviour

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.

Understanding OB helps determine manager effectiveness:
-Technical and quantitative skills are important
-But leadership and communication skills are CRITICAL

Organizational benefits of interpersonal skilled managers because:
-Lower turnover of quality employees
-Higher quality applications for recruitment
-Better financial performance

Managers: Individuals who achieve goals through other people.
Management activities:
Make decisions, allocate resources, direct activities to others to attain goals.
Management functions: (Henri Fayol)
Planning: A process that includes defining goals, establishing strategy’s and developing plans to
coordinate activities.
Organizing: Determining what tasks are to be done, and who is to do them, how are they grouped,
who reports to whom and where are decisions made.
Leading: A function that includes motivation employees, directing orders, 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.

10 Management roles separated in three groups:
(Henry Mitzenberg)
(1) Interpersonal roles: All managers are required to
perform duties that are ceremonial and symbolic in
nature.
(2) Informational roles: All managers, to some degree,
collect information from outside the organizations and
institutes.
(3) Decisional roles: roles that revolve around making
choices.

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