Management and organization

Thèmes abordés

Motivating employees - strategy - developing plan - Monitoring activities

Résumé du document

Interpersonal skills: Understanding human behavior plays an important role in manager's effectiveness. It will help the organization to get and keep high performing employees.
Management functions:
- Planning: Define goals, establish a strategy, developing plan and coordinate activities
- Organizing: Delegate, distribute tasks
- Leading: Motivating employees, resolve conflicts, directing others
- Controlling: Monitoring activities to ensure that they are being accomplished
Mintzberg's managerial roles:
- Interpersonal
• Figurehead: Routine duties of legal or social nature
• Leader: Motivation & direction of employees
• Liaison: Maintain a network of outside contacts
- Informational:
• Monitor: Receive a wide variety of information
• Disseminator: Transmit the information received
• Spokesperson: Transmit information to outsiders on organization's plan
- Decisional:
• Entrepreneur: Look for opportunities and initiates project
• Disturbance handler: Responsible for corrective actions
• Resource allocator: Makes of approves significant organizational decisions
• Negotiator: Representing the organization at major negotiations

Extraits

[...] Working mothers want flexible job. - Race: Discrimination is present in Europe. - Employment tenure: Positive relationship between seniority (time on a particular job) and productivity. Positive correlation between seniority and job satisfaction. Negative correlation between seniority and absenteeism. [...]

[...] - Religion: Have an impact on the workplace. Victims of religious discrimination. Learning (Change that occurs as a result of experience): - Theories: Classical conditioning: Individual respond to some stimulus that would not ordinarily produce such a response (ringing bell of Pavlov). Operant conditioning: Desired voluntary behavior leads to a reward or prevent a punishment. [...]

[...] Low rate of avoidable absence but higher rate of unavoidable absence. Age and job performance are unrelated. Job satisfaction increase with the age. - Gender: Women more willing to conform to authority. No significant difference in productivity. [...]

[...] Fiches Management & Organization I. Chapter What is organizational behavior? Interpersonal skills: Understanding human behavior plays an important role in manager's effectiveness. It will help the organization to get and keep high performing employees. Management functions: - Planning: Define goals, establish a strategy, developing plan and coordinate activities - Organizing: Delegate, distribute tasks - Leading: Motivating employees, resolve conflicts, directing others - Controlling: Monitoring activities to ensure that they are being accomplished Mintzberg's managerial roles: - Interpersonal Figurehead: Routine duties of legal or social nature Leader: Motivation & direction of employees Liaison: Maintain a network of outside contacts - Informational: Monitor: Receive a wide variety of information Disseminator: Transmit the information received Spokesperson: Transmit information to outsiders on organization's plan - Decisional: Entrepreneur: Look for opportunities and initiates project Disturbance handler: Responsible for corrective actions Resource allocator: Makes of approves significant organizational decisions Negotiator: Representing the organization at major negotiations Robert Katz's management skills: - Technical: The ability to apply specialized knowledge or expertise - Human: Understand and motivate other people, both individually and in groups - Conceptual: Mental ability to analyze and diagnose complex situations Managerial activities: - Traditional management: Decision making, planning and controlling - Communication: Exchanging routine information and processing paperwork - HRM: Motivating, disciplining managing conflicts and training - Networking: Socializing, politicking and interacting with outsiders Organizational Behavior A field of study that investigates the impact that individuals, groups and structure has on behavior within organizations in order to improve organization effectiveness. [...]

[...] How behavior affects organization performances? Systematic approach: Behavior is not random: - Systematic study: Looking at relationship and draw conclusion based on evidences - Evidence-Based Management: Basing managerial decision on scientific evidences - Intuition: A gut feeling not necessarily supported by research Disciplines that contribute to the OB field: - Psychology: Science that measure, explain and change behavior of humans - Social psychology: Focus on the influence of people on one another - Sociology: Study of people on their social environment or culture - Anthropology: Study of societies to learn about human being Challenges and opportunities for OB: - Responding to globalization: Increased foreign assignments: Manage the workforce Working with people from different cultures Coping & ant capitalism: Management needs to reflect country's values Overseeing movement of jobs to countries with low-cost labor - Managing workforce diversity: Organization become more heterogeneous Embracing diversity: Melting-pot approach Changing European demographics in the labor market: Age and gender Implications: Recognize differences and responding to those differences - Improving quality and productivity: Respond to the demand - Improving customer service: Majority of employees in developed country - Improving people skills - Stimulating innovation and change: Maintain flexibility and improve quality - Coping with temporariness: Organizations have to be fast and flexible - Working in networked organization - Helping employees balance work-life conflicts - Creating a positive work environment - Improving ethical behavior The dependent variables (affected by an independent variable): - Productivity: Measure that include effectiveness and efficiency - Absenteeism: The failure to report to work - Turnover: Permanent withdrawal from an organization - Deviant workplace behavior: Behavior that violates organizational norms - Organizational citizenship behavior: Behavior that is not part of an employee formal job requirements but promote the effective functioning of the organization - Job satisfaction: Positive feeling about the job Independent variables (presumed cause of change in dependent variable): - Individual level variable: Personal and biographical characteristics - Group level variable: Groups influence the behavior of individuals\ - Organization system level variable: Internal structure and HR policies have an impact See figure 1.4 page 25. [...]