Chapter 1.
I Key Concepts:
A. Who’s Who in the World of Work
1. Worker: Individual contributing to team or organizational goals.
2. Manager: Facilitates goal achievement through decision-making and resource
allocation.
3. Organization: Social unit of two or more people working together towards common
goals.
B. Management Activities
1. Core Functions: Planning, organizing, leading, and controlling.
a. Controlling: Monitoring activities to ensure that they are being accomplished as planned
and correcting any significant deviations.
C. Management Roles
1. Mintzberg's Ten Roles:
○ Interpersonal Roles: Figurehead, Leader, Liaison.
i. Figurehead: represents the organization, as well as motivates the team
to achieve goals.
○ Informational Roles: Monitor, Disseminator, Spokesperson.
i. Monitor: overseeing the work, ensuring it's within acceptable standards
for quality, cost, schedule, scope.
ii. Disseminator: distributes information to employees, other managers, and
stakeholders. They may also act as a conduit for communication between
different departments or teams.
○ Decisional Roles: Entrepreneur, Disturbance Handler, Resource Allocator,
Negotiator.
i. Resource Allocator: responsible for assigning funds and resources
necessary to complete the work. The resource allocator role is an
important part of management when considering things like budgets and
production
D. Management Skills
1. Technical Skills: Specialized knowledge and expertise.
2. People Skills: Ability to motivate and understand others.
, 3. Conceptual Skills: Analyzing and diagnosing complex situations.
E. Effective vs. Successful Managerial Activities
1. Luthans’ Findings: Managers engage in:
○ Traditional management
○ Communication
○ Human resource management
○ Networking
F. Organizational Behavior (OB) Defined
1. OB studies the influence of individuals, groups, and structure on behavior in
organizations to enhance effectiveness.
II. Complementing Intuition with Systematic Study
A. Importance of Systematic Study
1. Improves prediction accuracy of behavior.
2. Evidence-Based Management (EBM): Using scientific evidence for managerial
decisions.
3. Recognize when to rely on intuition.
III. Disciplines Contributing to OB
A. Applied Behavioral Science
1. Major Areas:
○ Psychology: Human behavior measurement and change.
○ Sociology: Social systems and relationships.
○ Social Psychology: Blending psychology and sociology.
○ Anthropology: Study of societies and human activities.
IV. Few Absolutes in OB
A. Complexity of OB
1. Contingency variables affect relationships between variables.
V. Challenges and Opportunities
,A. Current Trends
1. Diversity and Inclusion: Creating supportive workplaces.
2. Globalization: Navigating cultural differences in a global workforce.
3. Technology and Social Media: Balancing remote work and team dynamics.
4. Ethical Behavior and CSR: Promoting fair practices and social responsibility.
5. Positive Work Environment: Fostering resilience and potential.
6. Gig Economy: Understanding independent work and its impact.
7. OB During Crises: Managing stress and decision-making in tough times.
VI. OB Model Overview
A. Model Structure
1. Inputs: Personality, group structure, culture.
2. Processes: Actions influenced by inputs, such as motivation and communication.
3. Outcomes: Key variables like job performance, organizational citizenship, and employee
withdrawal.
VII. Employability Skills
A. Essential Skills Across Majors
1. Critical Thinking: Problem-solving and decision-making.
2. Communication: Effective oral, written, and nonverbal skills.
3. Collaboration: Working effectively in teams.
4. Social Responsibility: Understanding ethics and CSR.
5. Leadership: Influencing groups toward goals.
6. Career Management: Navigating job transitions and branding.
VIII. Summary and Implications for Managers
1. Develop interpersonal skills for effectiveness.
2. Apply OB knowledge to enhance organizational effectiveness.
3. Avoid generalizations; seek nuanced understanding.
4. Use evidence-based approaches to problem-solving.
5. Focus on continuous skill improvement in OB trends.
This guide summarizes the foundational concepts of management and organizational behavior,
emphasizing the roles of managers, the skills required, and the impact of various disciplines on
organizational effectiveness. Understanding these concepts will aid in developing effective
managerial practices and enhancing workplace dynamics.
, Chapter 2:
I. Understanding Diversity
A. Importance of Individual Characteristics
● Factors Influencing Workplace Dynamics: Age, gender identity, sexual
orientation, race, ethnicity, and culture.
● Management Awareness: Understanding these characteristics is crucial for
effective management of a diverse workforce.
B. Levels of Diversity
1. Surface-Level Diversity:
○ Characteristics such as gender, age, and race.
○ Can lead to stereotypes and assumptions.
2. Deep-Level Diversity:
○ Shared personality traits and values can diminish concerns about
demographic differences.
C. Biographical Characteristics
1. Race and Ethnicity:
○ Definitions: Race as heritage; ethnicity as cultural characteristics.
○ Discrimination: Higher levels reported by racial and ethnic
minorities.
2. Age:
I Key Concepts:
A. Who’s Who in the World of Work
1. Worker: Individual contributing to team or organizational goals.
2. Manager: Facilitates goal achievement through decision-making and resource
allocation.
3. Organization: Social unit of two or more people working together towards common
goals.
B. Management Activities
1. Core Functions: Planning, organizing, leading, and controlling.
a. Controlling: Monitoring activities to ensure that they are being accomplished as planned
and correcting any significant deviations.
C. Management Roles
1. Mintzberg's Ten Roles:
○ Interpersonal Roles: Figurehead, Leader, Liaison.
i. Figurehead: represents the organization, as well as motivates the team
to achieve goals.
○ Informational Roles: Monitor, Disseminator, Spokesperson.
i. Monitor: overseeing the work, ensuring it's within acceptable standards
for quality, cost, schedule, scope.
ii. Disseminator: distributes information to employees, other managers, and
stakeholders. They may also act as a conduit for communication between
different departments or teams.
○ Decisional Roles: Entrepreneur, Disturbance Handler, Resource Allocator,
Negotiator.
i. Resource Allocator: responsible for assigning funds and resources
necessary to complete the work. The resource allocator role is an
important part of management when considering things like budgets and
production
D. Management Skills
1. Technical Skills: Specialized knowledge and expertise.
2. People Skills: Ability to motivate and understand others.
, 3. Conceptual Skills: Analyzing and diagnosing complex situations.
E. Effective vs. Successful Managerial Activities
1. Luthans’ Findings: Managers engage in:
○ Traditional management
○ Communication
○ Human resource management
○ Networking
F. Organizational Behavior (OB) Defined
1. OB studies the influence of individuals, groups, and structure on behavior in
organizations to enhance effectiveness.
II. Complementing Intuition with Systematic Study
A. Importance of Systematic Study
1. Improves prediction accuracy of behavior.
2. Evidence-Based Management (EBM): Using scientific evidence for managerial
decisions.
3. Recognize when to rely on intuition.
III. Disciplines Contributing to OB
A. Applied Behavioral Science
1. Major Areas:
○ Psychology: Human behavior measurement and change.
○ Sociology: Social systems and relationships.
○ Social Psychology: Blending psychology and sociology.
○ Anthropology: Study of societies and human activities.
IV. Few Absolutes in OB
A. Complexity of OB
1. Contingency variables affect relationships between variables.
V. Challenges and Opportunities
,A. Current Trends
1. Diversity and Inclusion: Creating supportive workplaces.
2. Globalization: Navigating cultural differences in a global workforce.
3. Technology and Social Media: Balancing remote work and team dynamics.
4. Ethical Behavior and CSR: Promoting fair practices and social responsibility.
5. Positive Work Environment: Fostering resilience and potential.
6. Gig Economy: Understanding independent work and its impact.
7. OB During Crises: Managing stress and decision-making in tough times.
VI. OB Model Overview
A. Model Structure
1. Inputs: Personality, group structure, culture.
2. Processes: Actions influenced by inputs, such as motivation and communication.
3. Outcomes: Key variables like job performance, organizational citizenship, and employee
withdrawal.
VII. Employability Skills
A. Essential Skills Across Majors
1. Critical Thinking: Problem-solving and decision-making.
2. Communication: Effective oral, written, and nonverbal skills.
3. Collaboration: Working effectively in teams.
4. Social Responsibility: Understanding ethics and CSR.
5. Leadership: Influencing groups toward goals.
6. Career Management: Navigating job transitions and branding.
VIII. Summary and Implications for Managers
1. Develop interpersonal skills for effectiveness.
2. Apply OB knowledge to enhance organizational effectiveness.
3. Avoid generalizations; seek nuanced understanding.
4. Use evidence-based approaches to problem-solving.
5. Focus on continuous skill improvement in OB trends.
This guide summarizes the foundational concepts of management and organizational behavior,
emphasizing the roles of managers, the skills required, and the impact of various disciplines on
organizational effectiveness. Understanding these concepts will aid in developing effective
managerial practices and enhancing workplace dynamics.
, Chapter 2:
I. Understanding Diversity
A. Importance of Individual Characteristics
● Factors Influencing Workplace Dynamics: Age, gender identity, sexual
orientation, race, ethnicity, and culture.
● Management Awareness: Understanding these characteristics is crucial for
effective management of a diverse workforce.
B. Levels of Diversity
1. Surface-Level Diversity:
○ Characteristics such as gender, age, and race.
○ Can lead to stereotypes and assumptions.
2. Deep-Level Diversity:
○ Shared personality traits and values can diminish concerns about
demographic differences.
C. Biographical Characteristics
1. Race and Ethnicity:
○ Definitions: Race as heritage; ethnicity as cultural characteristics.
○ Discrimination: Higher levels reported by racial and ethnic
minorities.
2. Age:
