Robbins, Judge, Campbell
ORGANISATIONAL
BEHAVIOUR
Book summary
(2nd edition, New York: Pearson, 2016)
Based on the course 1JK00 Management of Human Behaviour
in Organizations, Technical University of Eindhoven
Hanna Broszczak, 2022
° - “degree to which …” (+) – advantages, benefits [+] - positive Text in blue comes from different
↗ - increase, ↘ - decrease (-) – disadvantages [-] – negative resources (micro-lectures, videos)
, Hanna Broszczak, 2022
1. WHAT IS ORGANIZATIONAL BEHAVIOUR?
Employability – the ability to gain and maintain employment.
Manager – an individual who achieves goals through other people (does that in an
organization).
Organization – a consciously coordinated social unit (at least 2 p.) that functions on a
relatively continuous basis to achieve a common goal(s).
MANAGEMENT FUNCTIONS
HENRI FAYOL
5 (planning, organizing, commanding, coordinating, controlling) à 4:
o Planning – includes defining goals, establishing strategy, and developing plans to
coordinate activities (increases the most as managers move form low- to mid-level
management)
o 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
o Leading – includes motivating employees, directing others, selecting the most effective
communication channels, and resolving conflicts
o Controlling – monitoring activities to ensure that they are being accomplished as
planned and correcting any significant deviations
MANAGEMENT ROLES
HENRY MINTZBERG
o Interpersonal
• Figurehead – “head” – legal or social “routine” duties (ceremonial, symbolic in
nature)
• Leader – motivation and direction of employees (hire, train, discipline)
• Liaison – network of outside contacts – get info
o Informational
• Monitor – receive internal and external info (like changes in public’s tastes, what
competitors may be planning)
• Disseminator – transmit info within organization
• Spokesperson – transmit info to outside
o Decisional
• Entrepreneur – search org and environment for opportunities, initialize change,
new projects
• Disturbance handler – corrective action to unforeseen problems
• Resource allocator – make/approve org decisions
• Negotiator – represent org at major negotiations
MANAGEMENT SKILLS
o Technical skills – the ability to apply specialized knowledge or expertise.
o Human skills – the ability to work with, understand and motivate other people, both
individually and in groups.
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, Hanna Broszczak, 2022
o Conceptual skills – the mental ability to analyse and diagnose complex situations.
MANAGERIAL ACTIVITIES – EFFECTIVE VS. SUCCESSFUL
FRED LUTHANS
4 managerial activities:
o Traditional management – decision making, planning, controlling
o Communication – exchanging routine info, processing paperwork
o HR management – motivating, disciplining, managing conflict, staffing, training
o Networking – socializing, politicking, interacting with outsiders
Successful (speed of promotion) ß networking (confirmed by many studies in various
countries)
Effective (quantity and quality of performance, satisfaction, and commitment of
employees) ß communication
Average Successful Effective
Traditional management
Communication
HR management
Networking
Organizational behaviour (OB) – a field of study that investigates the impact that
individuals, groups, and structure have on behaviour within organizations, for the purpose
of applying such knowledge to improve the organization’s effectiveness.
3 determinants of behaviour in organizations: individuals, groups, structure
OB à mainly employment-related situations
Core topics: motivation, leadership, interpersonal communication, group structure and
processes, attitude, change processes, conflict and negotiation, work design.
INTUITION + SYSTEMATIC STUDY
Casual or common-sense approach to reading others is error-prone.
Systematic approach based on a belief that there are certain fundamental consistencies
underlying behaviour (which allow predictability.
Systematic study – looking at relationships, attempting to attribute causes and effects
and drawing conclusions based on scientific evidence.
Evidence-based management (EBM) – basing managerial decisions on the best
available scientific evidence. Managers need to become more scientific in how they think
about management problems.
Intuition – a gut feeling not necessarily supported by research. “The trick is to know when
to go with your gut.”
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