Summary of chapter 1 organizational behavior 18th edition global edition, Pearson
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Grado
Organizational Behavior
Institución
Hanzehogeschool Groningen (Hanze)
Book
Organizational Behavior, Global Edition
Extensive summary of chapter 1 of the book organizational behavior it's the 18th edition. It contains 5 pages of explanations and terms. It is written in English.
Organizational behavior
18th edition, global edition, Pearson
, Chapter 1 what is managerial behavior?
Interpersonal skill the behavior and tactics a person uses to interact with others effectively. In the
business world, the term refers to an employee’s ability to work well with others.
Interpersonal skill in the workplace
- Good places to work have better financial performance
- Better interpersonal skill result in lower turnover of quality employees and higher quality
applications for recruitment
- There is a strong association between the quality of the workplace relationships and job
satisfaction, stress and turnover
- It fosters social responsibility awareness
Manager also called “administrators” an individual who achieves goals through other people.
Managers need a cadre of skills to create a productive workplace, including technical and
quantitative skills. However leadership and communication skills are critical to organizational
success. When managers have solid interpersonal skills, there are positive work outcomes include
lower turnover of strong employees, improved recruitment pools for filling employment positions,
and a better bottom line
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.
Management tasks:
- 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 that they are being accomplished as planned and
correcting any significant deviations
Henry Minzberg’s managerial roles
Minzberg concluded that managers perform 10 different, highly interrelated roles or set of
behaviors, thus serving a critical function in organizations. These roles are primarily (1) interpersonal
(2) informational, or (3) decisional.
- Interpersonal roles:
all managers are required to perform duties that are ceremonial and symbolic in nature (figurehead).
Another key interpersonal role all managers have is a leadership role this includes hiring, training,
motivating and disciplining employees. The liaison role maintains a network of outside contacts who
provides favors and information.
- Informational role:
The monitor role receives a wide of variety of information; serves as a nerve center of internal and
external information of the organization. The disseminator role transmits information received from
the outsiders or from other employees to members of the organization. Spokesperson role transmits
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