...Robbins & Judge Organizational Behavior 14th Edition What Is Organizational Behavior? Kelli J. Schutte William Jewell College Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-0 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 few absolutes apply to OB. – Identify the challenges and opportunities managers have in applying OB concepts. – Compare the three levels of analysis in this book’s OB model. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-1 The Importance of Interpersonal Skills Understanding OB helps determine manager effectiveness – Technical and quantitative skills are important – But leadership and communication skills are CRITICAL Organizational benefits of skilled managers – Lower turnover of quality employees – Higher quality applications for recruitment – Better financial performance Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1-2 What Managers Do They get things done through other people. In order to facilitate that process managers: – Make decisions – Allocate resources – Direct activities of others to attain goals ...
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...“Crafting Strategy” (Mintzberg, 1987) Positioning in the Field of Strategy “…I believe the problem often lies one step beyond, in the distinction we make between formulation and implementation, the common assumption that thought must be independent of (and precede) action.” (Mintzberg, 1987) The above quotation, taken from Henry Mintzberg’s “Crafting Strategy”, concisely outlines one of the most prominent debates in the field of strategy over the last fifty years. Although the field is heavily fragmented - a feature highlighted by Mintzberg’ et al.’s “Ten Schools of Thought” model (1998) – it can be reduced into the two key approaches implicit above: the prescriptive, or Planning School, and the descriptive, or Learning School. The prescriptive approach describes strategy formation as a deliberate, conscious process of thought that comes prior to implementation. Most authors from this school define strategy as the establishment of a company’s future position [see, for example, Andrews, 1965; Ansoff, 1965, Byers, 1985; Chandler, 1962], illustrating how planning is a cornerstone of the prescriptive approach to strategic management. Serving as a juxtaposition, the descriptive approach suggests that strategies will emerge through the process of trial-and-error and that intention need not precede action. Mintzberg and Waters (1985) argue that the “open, flexible and responsive” nature of emergent strategies is especially important during crises when the environment...
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...does the job at his/her best and he knows if that is the best. If he’s happy doing the job, the employees could feel it and they might say “We have a happy boss.” The short scripted picture below could also explain. Everyday is learning. I believe a manager today could be a different manager tomorrow. Whatever affects your ability as a manager, people around you still say something about you. And in fact, people talk and will not forget your single failure but most of them forgot to appreciate your thousand great jobs. So, being a manager is to love your self, attend parties with friends, go on to nature adventures, attend family gatherings and recreations, exercise and play sports. The whole you will show how healthy you can manage an organization. “Management is a skill that can be learned.” said F. John Reh. You can improve as a manager by working every day to get better. Work on selecting the best people, being a good motivator, building a team, becoming a leader, improving as a communicator, get better at managing money and time, improving yourself, practicing ethical management and always take a break. You will be a better manager before you know it. And others will notice it too. According to the research of Marcus Buckinghum, which begins...
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...1.0 Introduction: Strategic management is a continuous activity that appraises and controls the industries and the business in which the company is involved; evaluates its rivals and sets organizational purpose and strategies to address with all existing and potential competitors; and then reevaluates each strategy after a definite time period to determine how it has been applied and whether it has thrived or needs replacement by a new strategy to meet changed environments, new rivals or new political, economical social, technological environment. Strategic management is very important and broader area than any specific functional management area. It determines whether an organization excels, survives, or dies. It is very essential because it leads all the functional arenas of the business. It is generally believed that businesses, which develop formal strategic management systems, have a greater possibility of success than those, which do not. (Jauch and Glueck,1988,) Strategic management helps organizations predict future problems and opportunities. It endows with crystal-clear vision, mission, objectives, and strategies that guide organization into the secured future. Strategic management is a stream of decisions and actions. (Jauch and Glueck,1988). It is a procedure by which top-level management decides and does for the success of the company. It helps to determine the best possible strategy so that company could win the game in competitive business environment...
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...many demands of performing their functions, managers assume many roles in management. Management is one of the important human activities and has critical impact on life, growth, development or destruction of an organization. In an organization, managers with any rank or status should understand their basic duties, that is, managers would not be able to perform their duties unless they are aware of their managerial roles. In this paper, the terms management, roles and organization will be defined, management’s research history will be briefly looked at and then Henry Mintzberg’s ten managerial roles will be discussed. Stoner(1992:4), define management as, “the process of planning, organizing, leading and controlling the work of organization members and using all available organizational resources to reach stated organizational goals.” McShane and Steen(2009) define management as a process of assembling and using sets of resources in a goal-directed manner to accomplish tasks in an organizational setting. Therefore it can be said that management is what managers do, it is not passive, but an activity that involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively in achieving the organizational goals. According to Mintzberg(1973) cited in Ramezani and Tondnevis(2011:559), a role is defined as, “an organized set behaviors identified with a specific management position and therefore, is measured by what...
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...knowledge is the most important factor to assist organization in getting success. With the development of information technology, human beings enter the Information-Explosion Era. Besides, organizations meet much more new challenges. Information instead of knowledge, getting more and more important in modern market. The key to survival and building of future dominance is getting much more information than competitors. Managers from its literal meaning are the persons who manage others. Therefore, organizations need good managers to help them coordinate team work and solve problems effectively and efficiently. According to Mintzberg(1973), managers have three roles which are informational roles, interpersonal roles and decisional roles. This essay focuses on Mintzberg’s informational role. The purpose is to identify and discuss the importance of informational role that are required to perform. Experts find that informational role have some relationship with interpersonal role, decisional role. Besides, experts believe that informational role play part in external environment and important for every level of managers. In addition, some experts argue that Mintzberg’s theory have some limitation in some area. Therefore, this essay will discuss several parts of informational roles: what informational roles are, the importance of informational roles, how informational roles affect in different levels management, and the limitation of Mintzberg’s theory among CEOs. Management role is the...
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...most effective on: Selected Answer: routine work efforts Question 3 1 out of 1 points Organizational restructuring and business process reengineering are basically the same thing. Selected Answer: False Question 4 1 out of 1 points The statement "My opponent is a jelly fish" illustrates the use of a metaphor to compress a complex concept into a simple image. Selected Answer: True Question 5 1 out of 1 points Bolman and Deal's political frame operates under the premise that: Selected Answer: organizations are competitive arenas Question 6 1 out of 1 points In the Hersey-Blanchard approach to situational leadership, the S2 Coaching style of leadership is most appropriate for employees with which of the following characteristics? Selected Answer: Some competence and low commitment to the job Question 7 1 out of 1 points Myron is very concerned for the well-being of his team members. He does not seem to be intent on achieving the team's performance goal. From the managerial grid perspective, he is a: Selected Answer: (1,9) manager Question 8 1 out of 1 points When organizations develop myths, the myths often focus on the origins of the organization and the heroic efforts undertaken to make the organization successful. Selected Answer: True Question 9 1 out of 1 points The metaphor that best describes...
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...that receives a considerable amount of focus in both business schools and industry throughout the world (Knight and Mueller, 2004). A key debate in the field strategy is how exactly strategy is formulated. In ‘Crafting Strategy’ Mintzberg (1987) examines the distinctions between planning strategy and crafting strategy. This literature review will discuss Mintzberg’s argument and approach in the wider debate of strategy, followed by an analysis of the articles strengths and weaknesses. The position of the article in the wider debate about processes of strategy Whittington (2001) categorised strategy in to four principle approaches; Classical, evolutionary, processual and systematic. Mintzberg challenged traditional classical planning on a number of levels; Classicalist believed that the world was stable enough that strategist could accurately forecast through a rational process of deliberate calculation and analysis and that they are best created by senior management away from the operating environment (Whittington, 2001). Prescriptive strategic management literature indicates there is “a correlation between organizational performance and strategic planning, although empirical evidence is less than conclusive in this respect (Glaister and Falshaw, 1999; McKiernan and Morris, 1994; Pearce II et al., 1987; Rigby, 2001),” (Gunn and Williams, 2007, p206). Mintzberg believes that the term ‘planning strategy’ causes people to misinterpret how strategy is actually constructed (Whittington...
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...Conceptual analysis and specification of Morgan’s metaphors using the CAST method Taken from: Gazendam, Henk W.M. (1993). Variety Controls Variety: On the Use of Organization Theories in Information Management. Groningen: Wolters-Noordhoff. 400 pp. ISBN 90-01-32950-0. 4.2. An overview of Morgan's metaphors Morgan (1986) distinguishes eight metaphors for organizations: machine, organism, brain, culture, political system, psychic prison, flux and transformation, and instrument of domination. Each metaphor highlights other aspects of organizational life (see Figure 4.1.). For further analysis, the metaphors can be grouped into three groups: the machine group, the organism group, and the mind group. The machine group only contains the machine metaphor (Paragraph 4.3.). The organism group focuses on the dynamic relationship of organization and environment and contains the organism metaphor and the flux and transformation metaphor (Paragraph 4.4.). The mind group (Paragraph 4.5.) contains two subgroups. The first mind subgroup concentrates on the relationship between the minds of persons and the organization as a social construct; it contains the brain metaphor, the culture metaphor, and the psychic prison metaphor. The second mind subgroup focuses on coordination mechanisms and power plays, and encompasses the political system metaphor and the instrument of domination metaphor. metaphor machine highlights efficiency, quality, and timeliness of production processes in a machine...
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...A Critical Review of ‘The Fall and Rise of Strategic Planning’ The arrival of strategic planning had attracted general attention because it implanted in managers’ minds a kind of imperative about the process that was rational and future-oriented (Mintzberg et al, 1998). Nevertheless, Whittington (2001:4) observed, “the plan is bound to get forgotten as circumstances change”. The purpose of this essay is to critically review ‘The Fall and Rise of Strategic Planning’. Firstly, the position of this article in the wider debate will be given followed by its theoretical underpinnings and its main strengths and weaknesses respectively. A conclusion will be drawn on the article’s contribution to the field of business strategy. The article’s position falls in between Whittington’s classical and processual approaches. On one hand, Mintzberg challenged the traditional classical planning and progressed towards the processual approach through identifying three fundamental fallacies. Firstly, classicalists held conventional wisdom that the world was sufficiently stable that today’s planning could forecast and fit market changes (Whittington, 2001). However, Mintzberg (1994:110) took the fresh view that the prediction of discontinuities was “virtually impossible” through questioning Ansoff’s “extraordinary statement”. Hogarth and Makridakis (1981) strengthened that longterm prediction was notoriously imprecise. If Wilbur Wight had anticipated the prevalence of airplanes nowadays...
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...MFG 1010 Assignment 1 Managers are required to perform many management roles in the workplace. Over the course of time, people have looked into an in depth analysis of management to come up with a number of theories and approaches to better understand it, so as to enable them to use it effectively in running their organisations. This essay will firstly explain in relation to CEO Sue Morphet the three specific categorization schemes that have been developed through time that describe what managers do. (Robbins, Bergman, Stagg and Coulter 2012, p.13). These specific categories are the functions, roles and skills of managers. It will then go on to discuss what managerial functions, roles, and skills CEO Sue Morphet would have to undertake in order to overcome to overcome the challenges posed by the negative publicity surrounding her organisation’s decision to move jobs overseas. This will be followed by how these approaches may be used effectively by managers to achieve desired outcomes for organizations. The essay will then be ended off with a conclusion. Management is seen as a process, “Planning, organising, leading and controlling of human and other resources to achieve organizational goals effectively and efficiently” (Waddell, Jones and George 2011, p.5). In other words management is getting a group of people together and organising them in a way to maintain the targeted set of goals by having low resources wastage and high goal attainment. Robbins et al., (2012)...
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...order to manager and leader the organization better, managers should be qualified to their position. As a efficient manager or leader, they should have the essential managerial skills, such as technical skills, which is an ability to perform specialized tasks; human skill, which comprise the ability to work well with other people; Conceptual skill, which is the ability to analyze and solve complex problems. According to the organizational behavior theory, Manager operates a company with a management process, the process fulfill four functions, which involves planning, organizing, leading and controlling. Moreover, Henry Mintzberg described how managers enact the management process in a busy, hectic, and challenging work context where they are move among many tasks and face many interruptions. Mintzberg classified all the context into ten roles. During the management process, Mintzberg’s ten roles of effective managers perform in different functions with distinct essential managerial skills. Planing is a manage process that to set organization objectives and formulate the way to achieve them. Specifically, manager need to make an organization goal as well as the actions people should execute in the course of realizing team goals. In the planing function, Corporate needs monitor seek informations about the future business, then, informations are transported by disseminator to employees. After that, entrepreneur will analysis these informations with technical...
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...practice. The ability and means by which an organisation is run, requires for strong managerial expertise and leadership. The ability to realistically plan, organise resources effectively and efficiently, co-ordinate and control resources in this every changing, complex, dynamic environment is at the forefront of quality managerial practices. Good management has demonstrated itself more important than ever, with the peak Global Financial crisis in 2008/2009 proving that the historical theory’s and innovations in managerial practices are absolutely paramount to thriving economic prosperity. It is through the functions, approaches included in the literature of Henri Fayol’s 1949 English translated General and Industrial Management, Henry Mintzberg’s studies into managerial roles and German sociologist and economist Max Weber’s concept of bureaucracy that acknowledge and promote guidelines, expectations and accountability from managers. The extent, to which modern day management upholds and applies all three of these historical studies/ theories into modern management practices will be basis for coherent, strong, fully functioning and ultimately successful...
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...Business Strategy Essay - (Unit 7) Introduction In my report i will cover all the criteria given in are assessment; also i will use real life examples of various companies to assist in the answering of my questions. In addition i will explain how and why these strategic methods are implemented in this business unit to achieve this i believe that i have to show in a real life predicament how these tasks that are complex can actually work by planning and using certain elements that will make the company more efficient. I believe that the mangers role is important and that he or she must know how and when to imply their skills to assist in the running of an organisation by having prepared paper work regarding goals targets how staff are working, when is the most efficient time of business. I will also be covering stakeholder analyse whereby i will use given examples to show the importance of being in the no with your stakeholders. In addition to the above i will be organising an audit for a given company and shall use the information i have read to assist in the creation of the audit. I hope you find my report interesting and credible thank you. P1 - Explain Strategic contexts and terminology Mission is and an important assignment carried out for political, religious, or commercial purposes, typically involving organisations. They use these terminologies to help and create better work ethics, for example Wal- mart has a vision whereby they beliefs...
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...Understanding OB helps determine manager effectiveness * Technical and quantitative skills important * But leadership and communication skills are CRITICAL * Organizational benefits of skilled managers * Lower turnover of quality employees * Higher quality applications for recruitment * Better financial performance 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. Four Management Functions * PLAN: A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. * 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. * LEAD: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. * CONTROL: Monitoring performance, comparing actual performance with previously set goals, and correcting any deviation. Mintzberg’s Managerial Roles Ten roles in three groups (Exhibit 1-1) * Interpersonal * Figurehead, Leader, and Liaison * Informational * Monitor, Disseminator...
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