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CH. 1 Notes (OB) Includes Lecture, Text and Key Terms

by: Evy

CH. 1 Notes (OB) Includes Lecture, Text and Key Terms MGMT 340

Marketplace > California State University - Fullerton > Management > MGMT 340 > CH 1 Notes OB Includes Lecture Text and Key Terms
Cal State Fullerton
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Organizational Behavior Foundations and Core Ideas. Key terms on Management, Interpersonal Relations, Organizations, etc. Necessary for understanding importance of OB in the business world
Organizational Behavior
Gerard Beenen
Class Notes
ob, #management #organizationalbehavior, mgmt340, organizationalmanagementkeyterms, obvariables, systematic, Theory, managerialskills, intersperonalrelations




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This 6 page Class Notes was uploaded by Evy on Monday August 29, 2016. The Class Notes belongs to MGMT 340 at California State University - Fullerton taught by Gerard Beenen in Fall 2016. Since its upload, it has received 75 views. For similar materials see Organizational Behavior in Management at California State University - Fullerton.

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Date Created: 08/29/16
Organizational Behavior 8/30/16 12:18 AM Chapter One: August 22 2016 Includes LECTURE AND BOOK NOTES Focus of the course is on Interpersonal Relations and Management Skills. SKILLS FOR MANAGERS: - Organizational Skills - Interpersonal Skills - Communication Skills - Emotional Intelligence - Critical Thinking and Decision Making - Teamwork - Building motivation - Managing efficiently and effectively - Developing supportive relationships Skills Incorporate three main umbrellas: - Technical – ability to do job, efficiency, knowledge, etc. - Conceptual – ability to develop new ideas, innovation, formation - Interpersonal – relations with others. Topic ONE: Intuition vs. Systematic Study What do we mean by intuition? Personal Knowledge or experience “gut feelings”, ability to read people. This is not reliable cross fields, and changes by environment. Based entirely off personal experiences and feelings. Systematic? Scientific method of analysis. This should sound familiar.. Bio 101 guys. 1. Build a Theory – cause and affect analysis 2. Design you Research 3. Collect Data 4. Analyze the Data 5. Make an Inference 6. Interpret the Results TOPIC TWO: What is Organizational Behavior? Interdisciplinary social science engaged in the scientific study of individuals, group and organizational processes with the goal of building better management skills on all three levels. TOPIC THREE: Variables Dependent Variable: a response affected by an independent variable (the thing trying to be understood) Always on the y-axis. Individual Level: Attitude – Satisfaction – Performance – OCB (Org. Community Behaviors) Group Level: Cohesion and Teamwork Organization: Productivity and survival Independent Variable: Presumed cause of the variance in the dependent variable. Individual Level: Diversity, Personalities, Values Group Level: Structure, roles, responsibilities Organizational Level: Structure and Culture TOPIC FOUR: Importance of Interpersonal Skills Katsuyama Example from Text: you cannot survive in the field unless you know the field. That’s more than the technicalities, that is the attitudes and motivators behind your team members, competitors and investors. A focus on OB in business education is essential in understanding the modern market place, by building skills that extend beyond the technicalities and ultimately yield more satisfied and high-performing professionals. TOPIC FIVE: Evidence Based Management Using the systematic study method from above. Bases managerial decisions on the best available scientific evidence, Can be added to intuitive feeling (should be adjusted for given situations) Cannot rely on gut feeling because we often over estimate how much we really know. KEY TERMS: Manager: An individual who achieves goals through other people Organization: A consciously coordinated social unit composed of multiple people and function of a continuous basis to achieve a common goal. Planning: process of defining goals, concocting a strategy and initiating the motion. Organizing: What needs to be done, who does them, how are they grouped, who reports to who and where decisions will be made. Leading: motivating employees, directing others, selecting communication channels, and resolving conflicts. Controlling: Monitoring activities, staying on track, and addressing deviations. Interpersonal Roles: Figurehead (symbolic head), Leader (Motivation and Direction Coordinator) Liaison (maintains network of contacts) Monitor (information hoarder) Disseminator (Transmits Information) Spokesperson (Transmits to Outsiders) Entrepreneur (Searches for new opportunities) Disturbance Handler (corrective action) Resource Allocator (Makes or Approves Decisions) Negotiator (Responsible for representing the organization during negotiations). Technical Skills: Ability to apply knowledge or expertise Human Skills: Ability to work with, understand and motivate others Conceptual Skills: Mental ability to analyze sitiuations. Traditional MGMT: Technical based Communication: exchanging information Human Resource: Motivating, Disciplining and managing conflict Networking: Socializing and Politicking Psychology seeks to measure and explain behavior of humans. For OB we focus primarily on Social Psychology and Sociology Contingency Variables: Situational Factors: variables that moderate the relationship between two or more variables. This can include a multitude of circumstances and variables. Type of business, type of employment, relations with team, diversity, people skills, psychological factors, type of job tasks, positivity ratios, personalities, satisfaction, ethical behaviors, etc. Input: Variables that lead to processes (ie. Personality or group structure) Processes: Actions that all levels engage in as a result of inputs that lead to certain outcomes. Outcomes: Key factors that are affected by other variables. Stress: response to environmental pressures. Task performance: combination of effectiveness and efficiency at doing particular tasks. Organizational Citizenship Behavior (OCB): Discretionary behavior that leads to the social environment of the workplace Withdrawal Behavior: Actions an employee takes to separate themselves from the organization. Group Cohesion: The extent to which employees support and validate one another at work. Group Functioning: Quantity or Quality of a group output. Productivity: Combination of effectiveness and efficiency Effectiveness: Degree in which needs are met Efficiency: degree in which and organization can achieve ends at lowest cost. Survival (organization) : degree to which an organization is able to exist and grow in the long term. Adhering to environments and changes. 8/30/16 12:18 AM 8/30/16 12:18 AM


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