International
Organizations and
Human Resource
Management
IB YEAR 1 PERIOD 3
,WHAT IS ORGANIZATIONAL
BEHAVIOUR?
THE IMPORTANCE OF INTERPERSONAL SKILLS
- “Good places to work” have better financial performance
- Helps to attract and keep high-performing employees (important because
outstanding employees are short in supply and costly to replace); lower turnover of
quality employees and higher quality applications for recruitment
- Strong associations between quality of workplace relationships and employee job
satisfaction, stress, and turnover
- Fosters social responsibility awareness
MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR
- Manager: an individual who archives goals through other people (sometimes called
administrator); activities:
- Planning: process that includes defining goals, establishing strategy, and
developing plans to coordinate activities
- Organizing: determining what tasks are to be done, who is to do them, how
the tasks are grouped, who reports to whom, and where decisions are to be
made
- Leading: function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving conflicts
- Controlling: monitoring activities to ensure they are being accomplished as
planed and correcting any significant deviations
- Staffing: determining what type of people should be hired; recruiting
prospective employees; selecting employees; setting performance standards;
compensating employees; evaluating performance; counseling employees;
training and developing employees
- 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 a
set of goals
- Management Roles:
- Interpersonal Roles:
, - Figurehead: symbolic head; required to perform a number of routine
duties of a legal or social nature
- Leader: responsible for the motivation and direction of employees
- Liaison: maintains a network of outside contacts who provide favors
and information
- Informational Roles:
- Monitor: receives a wide variety of information; serves as nerve
center of internal and external information of the organization
- Disseminator: transmits information received from outsiders or from
other employees to members of the organization
- Spokesperson: transmits information to outsiders on organization’s
plans, polices, actions, and results; serves as expert on organization’s
industry
- Decisional Roles:
- Entrepreneur: searches organization and its environment for
opportunities and initiates projects to bring about change
- Disturbance Handler: responsible for corrective action when
organization faces important, unexpected disturbances
- Resource Allocator: makes or approves significant organizational
decisions
- Negotiator: responsible for representing the organization at major
negotiations
- Management Skills:
- Technical Skills: the ability to apply specialized knowledge or expertise; all
jobs require some specialized expertise, and many people develop their
technical skills on the job
- Human Skills: the ability to work with, understand, and motivate other
people, both individually and in groups
- Conceptual Skills: the mental ability to analyze and diagnose complex
situations
- Managerial Activities:
- Traditional Management: decision making, planning, controlling
- Communication: exchanging routine information and processing paperwork
- Human Resource Management: motivating, disciplining, managing conflict,
staffing, and training
- Networking: socializing, politicking, and interacting with outsiders
- Successful managers: defined in terms of speed of promotion within their
organization
- Effective managers: defined in terms of quantity and quality of their performance
and the satisfaction and commitment of employees
- Organizational Behavior: field of study that investigates the impact individuals,
groups, and structure have on behavior within organizations, for the purpose of
applying such knowledge toward improving an organization’s effectiveness; includes:
- Motivation
- Leader behavior and power
- Interpersonal communication
- Group structure and processes
- Attitude development and perception
, - Change processes
- Conflict and negotiation
- Work design
COMPLEMENTING INTUITION WITH SYSTEMATIC STUDY
- Systematic Study: looking at relationships, attempting to attribute causes and
effects, and drawing conclusions based on scientific evidence
- Behavior generally is predictable if we know how the person perceived the
situation and what is important to him or her
- Evidence-Based Management (EBM): basing of managerial decisions on the best
available scientific evidence; complements systematic study
- Intuition: instinctive feeling not necessarily supported by research
- Systematic study and EBM add to intuition
- Making decisions only based on intuition likely leads to working with
incomplete information
Big Data:
- Background: use of big data for managerial practices is a relatively new area, but
one that holds convincing promise; identifying which statistics are:
- Persistent: giving relatively constant outcomes over time
- Predictive: showing steady causality between certain inputs and outputs
- Current usage: predicting any event, detecting how much risk is incurred any time,
and preventing catastrophes
- New trends: use of big data for understanding, helping, and managing people
- Limitations: increasing issues of privacy; human behavior is often capricious and
predicated on innumerable variables use evidence as much as possible to inform
your intuition and experience
DISCIPLINES THAT CONTRIBUTE TO THE OB FIELD
- Psychology: seeks to measure, explain, and sometimes change to behavior of
humans and other animals
- Contributors: learning theorists, personality theorists, counseling
psychologists, and industrial and organizational psychologists
- Contribution: learning, motivation, personality, emotions, perception, training,
leadership effectiveness, job satisfaction, individual decision machining,
Organizations and
Human Resource
Management
IB YEAR 1 PERIOD 3
,WHAT IS ORGANIZATIONAL
BEHAVIOUR?
THE IMPORTANCE OF INTERPERSONAL SKILLS
- “Good places to work” have better financial performance
- Helps to attract and keep high-performing employees (important because
outstanding employees are short in supply and costly to replace); lower turnover of
quality employees and higher quality applications for recruitment
- Strong associations between quality of workplace relationships and employee job
satisfaction, stress, and turnover
- Fosters social responsibility awareness
MANAGEMENT AND ORGANIZATIONAL BEHAVIOUR
- Manager: an individual who archives goals through other people (sometimes called
administrator); activities:
- Planning: process that includes defining goals, establishing strategy, and
developing plans to coordinate activities
- Organizing: determining what tasks are to be done, who is to do them, how
the tasks are grouped, who reports to whom, and where decisions are to be
made
- Leading: function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving conflicts
- Controlling: monitoring activities to ensure they are being accomplished as
planed and correcting any significant deviations
- Staffing: determining what type of people should be hired; recruiting
prospective employees; selecting employees; setting performance standards;
compensating employees; evaluating performance; counseling employees;
training and developing employees
- 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 a
set of goals
- Management Roles:
- Interpersonal Roles:
, - Figurehead: symbolic head; required to perform a number of routine
duties of a legal or social nature
- Leader: responsible for the motivation and direction of employees
- Liaison: maintains a network of outside contacts who provide favors
and information
- Informational Roles:
- Monitor: receives a wide variety of information; serves as nerve
center of internal and external information of the organization
- Disseminator: transmits information received from outsiders or from
other employees to members of the organization
- Spokesperson: transmits information to outsiders on organization’s
plans, polices, actions, and results; serves as expert on organization’s
industry
- Decisional Roles:
- Entrepreneur: searches organization and its environment for
opportunities and initiates projects to bring about change
- Disturbance Handler: responsible for corrective action when
organization faces important, unexpected disturbances
- Resource Allocator: makes or approves significant organizational
decisions
- Negotiator: responsible for representing the organization at major
negotiations
- Management Skills:
- Technical Skills: the ability to apply specialized knowledge or expertise; all
jobs require some specialized expertise, and many people develop their
technical skills on the job
- Human Skills: the ability to work with, understand, and motivate other
people, both individually and in groups
- Conceptual Skills: the mental ability to analyze and diagnose complex
situations
- Managerial Activities:
- Traditional Management: decision making, planning, controlling
- Communication: exchanging routine information and processing paperwork
- Human Resource Management: motivating, disciplining, managing conflict,
staffing, and training
- Networking: socializing, politicking, and interacting with outsiders
- Successful managers: defined in terms of speed of promotion within their
organization
- Effective managers: defined in terms of quantity and quality of their performance
and the satisfaction and commitment of employees
- Organizational Behavior: field of study that investigates the impact individuals,
groups, and structure have on behavior within organizations, for the purpose of
applying such knowledge toward improving an organization’s effectiveness; includes:
- Motivation
- Leader behavior and power
- Interpersonal communication
- Group structure and processes
- Attitude development and perception
, - Change processes
- Conflict and negotiation
- Work design
COMPLEMENTING INTUITION WITH SYSTEMATIC STUDY
- Systematic Study: looking at relationships, attempting to attribute causes and
effects, and drawing conclusions based on scientific evidence
- Behavior generally is predictable if we know how the person perceived the
situation and what is important to him or her
- Evidence-Based Management (EBM): basing of managerial decisions on the best
available scientific evidence; complements systematic study
- Intuition: instinctive feeling not necessarily supported by research
- Systematic study and EBM add to intuition
- Making decisions only based on intuition likely leads to working with
incomplete information
Big Data:
- Background: use of big data for managerial practices is a relatively new area, but
one that holds convincing promise; identifying which statistics are:
- Persistent: giving relatively constant outcomes over time
- Predictive: showing steady causality between certain inputs and outputs
- Current usage: predicting any event, detecting how much risk is incurred any time,
and preventing catastrophes
- New trends: use of big data for understanding, helping, and managing people
- Limitations: increasing issues of privacy; human behavior is often capricious and
predicated on innumerable variables use evidence as much as possible to inform
your intuition and experience
DISCIPLINES THAT CONTRIBUTE TO THE OB FIELD
- Psychology: seeks to measure, explain, and sometimes change to behavior of
humans and other animals
- Contributors: learning theorists, personality theorists, counseling
psychologists, and industrial and organizational psychologists
- Contribution: learning, motivation, personality, emotions, perception, training,
leadership effectiveness, job satisfaction, individual decision machining,
