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Organizational Behavior Overview

by: Evy

Organizational Behavior Overview MGMT 340

Marketplace > California State University - Fullerton > Management > MGMT 340 > Organizational Behavior Overview
Cal State Fullerton
GPA 3.2

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About this Document

Class Notes, Reading Notes, Definitions and Overview of Organizational Behavior.
Organizational Behavior
Gerard Beenen
Class Notes
#management #organizationalbehavior, mgmt, ob, Management, organizationalmanagement
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This 3 page Class Notes was uploaded by Evy on Saturday September 17, 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 7 views. For similar materials see Organizational Behavior in Management at California State University - Fullerton.

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Date Created: 09/17/16
9/17/2016 OneNote Online ORGANIZATIONAL BEHAVIOR  Tuesday, August 23, 2016  5:41 PM  CORE MANAGERIAL SKILLS:  1. TECHNICAL   KEY TERMS:  1. MANAGER: An Individual who 2. CONCEPTUAL  acheives goals through others.   3. INTERPERSONAL   2. ORGANIZATION: A coordinated social   1.1 IMPORTANCE OF INTERPERSONAL SKILLS:   unit that funcons to   Acheive a common goal.   Interpersonal Skills are incredibly important for the   3. PLANNING: Defining goals, creang a success of individuals, teams and the organizaons  strategy.  as a whole.   4. ORGANIZING: What needs to be 1. "Good" places to work prove satscally higher done, who, what, where, etc.  Finiancial successes.   5. LEADING: Movang employees, 2. Keeps high performing employees   3. Strong correlaon between good work   direcng, most effecve  Communicaon across channels.   relaonships and job sasfacon.  6. CONTROLLING: Monitoring acvies  Employees who beer relate to their managers 7. FIGUREHEAD: Symbolic Head. provide beer workplace sasfacon and Roune (Social and legal)  environment.  8. LEADER: Movaon and Direcon    9. LIASON: Maintains a network outside 1.2 MANAGMENT and ORGANIZATIONAL BEHAVIOR   of organizaon  10. MONITOR: Nerve Center of Managers get things done through other people. Organizaon.   Make desicisions, allocate resources, and direct 11. DISSEMINATOR: Transmits info acvies.   amongst organizaon  MGMT ROLES:   12. SPOKESPERSON: Transmits info to 1. Interpersonal Roles: Figurehead, Leader and those outside org.   Liaison.  2. Informaonal Roles: Monitor, Disseminator   13. ENTREPRENEUR: Searches organizaon for new opportunies.  Spokesperson  14. DISTURBANCE HANDLER: Resp. For 3. Decisional Roles: Entrepreneur, Disturbance correcve acon  Handler, Resource Allocator, Negoator.     15. RESOURCE ALLOCATOR: Makes or approves decisions  1.3 INTUITION vs. SYSTEMATIC STUDY   16. NEGOTIATOR: Represents org. In Intuion relies on a gut feeling.   negoaons.  This is good to have, especially on an individual basis 17. TECHNICAL SKILLS: learned through and knowing ones team. (Why experience is so educaon, specialized   valued)   knowledge.  Systemac Study: The scienfic method used to evaluate siuaons.   18. HUMAN SKILLS: ability to understand, communicate and   EBM (Evidence Based MGMT) uses best available movate others.  scienfic evidence. Aribung cause and effect 19. CONCEPTUAL SKILLS: Analyzing and relaonships.   Diagnosing Situaons.    20. TRADITIONAL MGMT: descisions,   planning and controlling  Lecture: WHAT IS ORGANIZATIONAL BEHAVIOR?  Managers in an organizaon use OB to beer 21. COMMUNICATION: exchanging informaon   manage to be effecve, and efficient.   22. HUMAN RESOURCE MGMT:!179&cid=f24a31a3004b960b&app=OneNote 1/3 9/17/2016 OneNote Online Managers have FOUR main acvies: Planning, movang and disciplining  organizing, leading and controlling.   23. NETWORKING : socializing and Management Roles are broken up int oInterpersonal, poliking.  Informaonal and Decisional.   24. ORGANIZATIONAL BEHAVIOR: Management Skills are broken up into: Technical, invesgates impact on individuals   Human, and Conceptual Skills.   and groups and the impact it has on Managerial Acvies: Tradional MGMT, the enre organizaon.   Communicaon, Human Resources, and 25. SYSTEMATIC STUDY: Scienfic Networking.   method cause and effect analysis.    26. EVIDENCE BASED MGMT‐ EBM, uses OB Builds on:   best available knowledge   Movaon, Leader behavior and Power.   And scienfic evidence (systemac Interpersonal Communicaon, Group structure,   study)  Atude development, Change processes, Conflict 27. INTUITION: Gut feelings, based on and Negoaon, Work Design.   relaonships, experience...    28. PSYCHOLOGY: analyzed on an   individual basis  DEPENDENT AND INDEPENDENT VARIABLES:   29. SOCIAL PSYCHOLOGY: analyzed over Dependent variables are the effect. Independent a group   variables are aributed to cause.  30. SOCIOLOGY : analyzed over group or We are trying to pin point to independent variables organizaon, relaonships between based on the changes in dependent variables.   others.    31. ANTHROPOLOGY: analyzed over an MULTI‐LEVELS :  organizaon   Individual: you as an individual.   32. CONTINGENCY VARIABLES: Group: your team and interpersonal relaons.  situaonal factors, variables that Organizaon: the enre community as a whole that moderate the relaonship between you belong to.  two or more variables.     33. WORKFORCE DIVERSITY : ABC MODEL‐ ATTITUDES DEFINED – see more next organizaons are becoming more secon (job sasfacon)  heterogenous.  Evaluave judgements about an object.   34. POSITIVE ORG. SCHOLARSHIP: how Affecve: emoonal component   organizaons develop human Cognive: opinion or belief component.  strengths. Vitality and resilience    Behavioral: intenon to behave a certain way    35. ETHICAL DILLEMAS : defining right   and wrong product.  1.5 NO ABSOLUTES:   36. MODEL: abstract of realty  X will lead to Y under condion Z (Z is the 37. INPUT : variables that lead to conngency variable, situaonal condions)   processes  The conngency variables are what is being 38. PROCESSES: acons that each level studied.    engages in as a result of inputs    39. OUTCOMES: key factors that are 1.6 CHALLENGES AND OPPORTUNITIES   affected by other variables  Categories: employed, underemployed, redeployed, 40. STRESS: response to environmental unemployed, entrepreneur, rered, job seeking, pressures.  furloughed, and laid off.  41. TASK PERFORMANCES: combinaon Types: Full me, part me, flex me, job share, of effecveness and efficiency.   conngent, independent contractor, temp, reduced 42. ORGANIZATIONAL CITIZENSHIP hours, intern.  BEHAVIOR: discreonary behavior Places: anchored, floang, virtual, flexible, home.  that contributes to workplace Condions: Local, expatriate, short term, flexpatriate, environment   traveler, visa, union.  43. WITHDRAWAL BEHAVIOR : Set of!179&cid=f24a31a3004b960b&app=OneNote 2/3 9/17/2016 OneNote Online Compensaon: salary, hourly, overme, bonus, acons employees take to separate contract, me off, benefits.  from organizaon.    44. GROUP COHESION: extent in which Important Factors:  people in a group support each Economic Pressures  other.  Push for Globalizaon  45. GROUP FUNCTIONING: quanty and Diversity   quality of a groups work output   Demographics  46. PRODUCTIVITY: the combinaon of Customer Service   effecveness and efficiency    People Skills  47. EFFECTIVENESS : meeng needs of Networks  customers  Social Media  48. EFFICIENCY: Achieving ends at lowest Employee Well Being  cost.   Posive Work Environment  49. ORGANIZATIONAL SURVIVAL : ability Ethical Behavior   of an organizaon to remain in   existence.  1.7 THE OB MODEL       Inputs:   Individual level: diversity, personality and values  Group: Structure, roles, team responsibilies   Organizaonal: structure and culture    Processes:   Individual: emoons, moods, movaon, percepon, decision makers  Group: Communicaon, leadership, power and polics, conflict and negoaon  Organizaonal: human resource, change pracces    Outcomes:  Individual: Atudes and stress, task performance, cizenship behavior, withdrawal behavior  Group: Cohesion, funconing  Organizaon: producvity and survival!179&cid=f24a31a3004b960b&app=OneNote 3/3


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