Organization at Behaviour
Chapter 1 1
Chapter 17 11
am =
writer test
,Organisation at Behaviour
Chapter 1 What is Organization at behaviour
I. Demonstrate the importance of interpersoneel skills in the work Place
soft skills : teamwork
Communications effectively
Leadership
Cultural Awareness
1 . Devdoping managers interpersoneel skills is closeley tied to the
Reed for organisations to getand keer high perform in employees -
.
the Positive Social relationships among ( 0 Wolters and supervisors
-
are Stronge related to overall Job Satisfaction that lead to : -
2. -
Lower stress at work
3. -
Lower intenties to Guit
having a manager with 900k interpersoneel skills is likely
to make the work place :
4. Mare Pleasance
-
→ leads to superiors financial performance
5. employees when hou to relate to their managers Welt with
know
supportive dialogue and Proactivity Wilt find their ideas are endorsed
Morre often
in todays competitie and demand ins workPlace managers can 't .
succeed on their technical skills done they also Reedpeople skills
,
2. Describe the managers functions skills
,
roes and
manager an individual WNO achieve s goals through other propte
they work in an Organisation f- administrator in a non-Profit )
.
Organisation =
a conscience ( oord inated Social Unit, Camposed of
2 Morepeople that functions on a relatively
or ,
continu ons basis to achieve a Common 90dL or set
of goals
I. functions
'
planning
process that includes de firing goals establishing strategy
=
a ,
and develop in 9 Plans to coordinatie Activities
'
Organ izing
=
Betermining what tasks are to be done Wmo is to do them hou , ,
the tasks are to be Ground who reports to whom and where
,
decisions are to be made
.
Leading
=
a function that includes motivaties employees , directing
others ,
selectins the must effective Communication channels and
resulting conflicts
I
, '
Controling
=
monitoring activities to ensure that they are being accompli shed
US Planet and correct ins any significant deviatie
2. raes
- Inter personal
1 . figure he ad
=
Symoliehead ; required to perform a number of routine duties of a
Legal or Social nature ( harding ont degree s giving studentsatour)
. .
2- leader
responsible for the motivatie and direction of employees
=
( hiring training motivaties and disciplinering employees )
, ,
3. liaison
maintain a Network of outside contacts when Profile favour and
=
Information these can be individuals or groups intent site of the Organ
.
( inside liaison : the Sales manager gets into from the Ghali ty Control
outside liaison : the Sales manager has contacts with other Sales
executives via a marketing trade association )
. information al
I. Monitor
=
receive a Wide Variety of information ; serves as herve Centre
of Internal and external information of the Organisation .
teading magazines ,
taking with Peake to learn about changes in
the Public laste .
What competities may be planning .
2. Disseminatie
transmits Information received from outsiders
=
or other employees
to members of the Organisation
3. Spoke person
=
transmits information to outsiders on organisations plans Politics , ,
actions and results ; serves as expert on organizations Industry
.
Decision al
I. entrepreneur
=
Search es Organization and its environment for opportunities and
initiaties Projects to being about charge
2. Disturbine handler
responsible for correctie Action when Organization at decisions
=
3. resource allocatie
=
makes significant
or approes Organization at decisions .
responsible for allocaties human Physik and Monetart
,
resources
4. negotiate
responsible for represented the Organization at
=
Major negotiations .
3. Skills
-
technical
= the ability to apply specialised knowledge or expertise
al Jobs realrite some specialised expertise and many Pede ,
develop their
technical skills on the job
'
human
= the ability to work with understand and motivatie other Peoples individual
, ,
and in groups ( managers getting done via others human skills are important ) 2
Chapter 1 1
Chapter 17 11
am =
writer test
,Organisation at Behaviour
Chapter 1 What is Organization at behaviour
I. Demonstrate the importance of interpersoneel skills in the work Place
soft skills : teamwork
Communications effectively
Leadership
Cultural Awareness
1 . Devdoping managers interpersoneel skills is closeley tied to the
Reed for organisations to getand keer high perform in employees -
.
the Positive Social relationships among ( 0 Wolters and supervisors
-
are Stronge related to overall Job Satisfaction that lead to : -
2. -
Lower stress at work
3. -
Lower intenties to Guit
having a manager with 900k interpersoneel skills is likely
to make the work place :
4. Mare Pleasance
-
→ leads to superiors financial performance
5. employees when hou to relate to their managers Welt with
know
supportive dialogue and Proactivity Wilt find their ideas are endorsed
Morre often
in todays competitie and demand ins workPlace managers can 't .
succeed on their technical skills done they also Reedpeople skills
,
2. Describe the managers functions skills
,
roes and
manager an individual WNO achieve s goals through other propte
they work in an Organisation f- administrator in a non-Profit )
.
Organisation =
a conscience ( oord inated Social Unit, Camposed of
2 Morepeople that functions on a relatively
or ,
continu ons basis to achieve a Common 90dL or set
of goals
I. functions
'
planning
process that includes de firing goals establishing strategy
=
a ,
and develop in 9 Plans to coordinatie Activities
'
Organ izing
=
Betermining what tasks are to be done Wmo is to do them hou , ,
the tasks are to be Ground who reports to whom and where
,
decisions are to be made
.
Leading
=
a function that includes motivaties employees , directing
others ,
selectins the must effective Communication channels and
resulting conflicts
I
, '
Controling
=
monitoring activities to ensure that they are being accompli shed
US Planet and correct ins any significant deviatie
2. raes
- Inter personal
1 . figure he ad
=
Symoliehead ; required to perform a number of routine duties of a
Legal or Social nature ( harding ont degree s giving studentsatour)
. .
2- leader
responsible for the motivatie and direction of employees
=
( hiring training motivaties and disciplinering employees )
, ,
3. liaison
maintain a Network of outside contacts when Profile favour and
=
Information these can be individuals or groups intent site of the Organ
.
( inside liaison : the Sales manager gets into from the Ghali ty Control
outside liaison : the Sales manager has contacts with other Sales
executives via a marketing trade association )
. information al
I. Monitor
=
receive a Wide Variety of information ; serves as herve Centre
of Internal and external information of the Organisation .
teading magazines ,
taking with Peake to learn about changes in
the Public laste .
What competities may be planning .
2. Disseminatie
transmits Information received from outsiders
=
or other employees
to members of the Organisation
3. Spoke person
=
transmits information to outsiders on organisations plans Politics , ,
actions and results ; serves as expert on organizations Industry
.
Decision al
I. entrepreneur
=
Search es Organization and its environment for opportunities and
initiaties Projects to being about charge
2. Disturbine handler
responsible for correctie Action when Organization at decisions
=
3. resource allocatie
=
makes significant
or approes Organization at decisions .
responsible for allocaties human Physik and Monetart
,
resources
4. negotiate
responsible for represented the Organization at
=
Major negotiations .
3. Skills
-
technical
= the ability to apply specialised knowledge or expertise
al Jobs realrite some specialised expertise and many Pede ,
develop their
technical skills on the job
'
human
= the ability to work with understand and motivatie other Peoples individual
, ,
and in groups ( managers getting done via others human skills are important ) 2
