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What Is OrganizationalBehavior?

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Managers

Organization

Individuals who achieve goals

through other people.

A consciously coordinated social

unit, composed of two or more

people, that functions on arelatively continuous basis to

achieve a common goal or set

of goals.

What Managers DoWhat Managers Do

What Managers DoWhat Managers Do

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Management Functions

Planning- Includes defining goals, establishingstrategy, and developing plans to coordinateactivities.

Organizing- Determining what tasks are to be done,who is to do them, how are tasks to be grouped, whoreports to whom and where decisions are to bemade.

Leading- Includes Motivating subordinates, directingothers, selecting the most effective communication

channels, and resolving conflicts. Controlling- Monitoring activities to ensure they are

being accomplished as planned and correcting anysignificant deviations.

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Managements Roles

Based on a study, Henry Mintzberg

concluded that managers performed 10

different roles. These ten roles can be

grouped into:

1. Interpersonal Roles

2. Informational Roles

3. Decisional Roles

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Interpersonal RolesRole Description Examples

Figurehead Symbolic head; required toperform a number of routineduties of a legal or social nature

Ceremonies status requests,

solicitations

Leader Responsible for the motivation and

direction of subordinatesVirtually all managerialactivities involving

subordinates.

Liaison Maintains a network of outsidecontacts who provide favorsand information

Acknowledgment of mailexternal board work

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Informational RolesRole Description Examples

Monitor Receives wide variety ofinformation; serves as nervecenter of internal and externalinformation of the organization

Handing all mail and contactscategorized as concernedprimarily with receivinginformation

Disseminator Transmits information receivedfrom outsiders or othersubordinates to members of theorganization

Forwarding mail intoorganization for informationpurposes; verbal contactsinvolving information flow tosubordinates such as reviewsessions

Spokesperson Transmits information tooutsiders on organizations plans,policies, actions, and results;serves as expert onorganizations industry

Board meeting; handlingcontacts involvingtransmission of information tooutsiders

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Decisional RolesRole Description Examples

Entrepreneur Searches organization and itsenvironment for opportunities andinitiates projects to bring aboutchange

Strategy and review sessionsinvolving initiation or design ofimprovement projects

Disturbancehandler

Responsible for corrective actionwhen organization facesimportant, unexpecteddisturbances

Strategy and review sessionsinvolving disturbances andcrises

Resource

allocator

Making or approving significantorganizational decisions

Scheduling ; requests forauthorization; budgeting, theprogramming of subordinateswork

Negotiator Responsible for representing theorganization at majornegotiations

Contract negotiation

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Management Skills Robert Katz

TECHNICAL SKILLS The ability to applyspecialized knowledgeexpertise.

HUMAN SKILLS The ability to work with,understand, and motivateother people bothindividually and in group

CONCEPTUAL SKILLS The mental ability toanalyze and diagnosecomplex situations.