组织行为学英文课件
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© 2009 Prentice-Hall Inc. All rights reserved. 1-3
Four Management Functions
• PLAN
– A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
© 2009 Prentice-Hall Inc. All rights reserved. 1-1
The Importance of Interpersonal Skills
• Understanding OB helps determine manager effectiveness
– Technical and quantitative skills important – But leadership and communication skilLeabharlann Baidus are CRITICAL
• ORGANIZE
– 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.
© 2009 Prentice-Hall Inc. All rights reserved. 1-2
What Managers Do
• They get things done through other people. • Management Activities:
– Make decisions – Allocate resources – Direct activities of others to attain goals
• Work in an 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.
Chapter Learning Objectives
• After studying this chapter you should be able to:
– Demonstrate the importance of interpersonal skills in the workplace. – Describe the manager’s functions, roles, and skills. – Define organizational behavior (OB). – Show the value to OB of systematic study. – Identify the major behavioral science disciplines that contribute to OB. – Demonstrate why there are few absolutes in OB. – Identify the challenges and opportunities managers have in applying OB concepts. – Compare the three levels of analysis in this book’s OB model.
• Organizational benefits of skilled managers
– Lower turnover of quality employees – Higher quality applications for recruitment – Better financial performance
© 2009 Prentice-Hall Inc. All rights reserved. 1-4
Four Management Functions
• LEAD
– A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
• Decisional
– Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.
1-5
Mintzberg’s Managerial Roles
• Ten roles in three groups (Exhibit 1-1) • Interpersonal
– Figurehead, Leader, and Liaison
• Informational
– Monitor, Disseminator, Spokesperson
Robbins & Judge
Organizational Behavior
13th Edition
Chapter 1: What Is Organizational Behavior? Student Study Slideshow
Bob Stretch
Southwestern College © 2009 Prentice-Hall Inc. All rights reserved. 1-0
• CONTROL
– Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation.
© 2009 Prentice-Hall Inc. All rights reserved.
Four Management Functions
• PLAN
– A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
© 2009 Prentice-Hall Inc. All rights reserved. 1-1
The Importance of Interpersonal Skills
• Understanding OB helps determine manager effectiveness
– Technical and quantitative skills important – But leadership and communication skilLeabharlann Baidus are CRITICAL
• ORGANIZE
– 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.
© 2009 Prentice-Hall Inc. All rights reserved. 1-2
What Managers Do
• They get things done through other people. • Management Activities:
– Make decisions – Allocate resources – Direct activities of others to attain goals
• Work in an 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.
Chapter Learning Objectives
• After studying this chapter you should be able to:
– Demonstrate the importance of interpersonal skills in the workplace. – Describe the manager’s functions, roles, and skills. – Define organizational behavior (OB). – Show the value to OB of systematic study. – Identify the major behavioral science disciplines that contribute to OB. – Demonstrate why there are few absolutes in OB. – Identify the challenges and opportunities managers have in applying OB concepts. – Compare the three levels of analysis in this book’s OB model.
• Organizational benefits of skilled managers
– Lower turnover of quality employees – Higher quality applications for recruitment – Better financial performance
© 2009 Prentice-Hall Inc. All rights reserved. 1-4
Four Management Functions
• LEAD
– A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
• Decisional
– Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.
1-5
Mintzberg’s Managerial Roles
• Ten roles in three groups (Exhibit 1-1) • Interpersonal
– Figurehead, Leader, and Liaison
• Informational
– Monitor, Disseminator, Spokesperson
Robbins & Judge
Organizational Behavior
13th Edition
Chapter 1: What Is Organizational Behavior? Student Study Slideshow
Bob Stretch
Southwestern College © 2009 Prentice-Hall Inc. All rights reserved. 1-0
• CONTROL
– Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation.
© 2009 Prentice-Hall Inc. All rights reserved.