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must be attributed to OpenStax, Rice University and any changes must be noted.
CHAPTER ONE
Management and Organizational Behavior
CHAPTER SUMMARY
This chapter introduces management; including the various roles managers fulfill, levels
of management, and management skills.
The chapter presents the various of functions that managers fulfill in organizations.
Much of their time is spent communicating with subordinates, their bosses, and
numerous people from outside the organization. Managers also perform a variety of
roles in an organization. The three major types of roles include interpersonal roles,
informational roles, and decisional roles. The extent of each of these roles depends on
the manager’s position within the organizational hierarchy.
In recent years, many global businesses were reorganized to make them more efficient,
nimble, and competitive. This reorganization resulted in decentralizing many processes
along with elimination of middle management layers, resulting in many more
responsibilities loaded onto managers in downsized, flatter organizations.
The two most salient perceptions of a manager are (1) the manager’s level in the
organizational hierarchy and (2) the type of department or function for which he is
responsible. Levels include executive, middle, and first-line management. Managers can
also be distinguished by three types of management skills. While top-level executives
utilize conceptual skills, first-line managers spend more time using their technical skills.
Human relations skills, or people skills, remain important for success at all three levels in
the hierarchy.
This chapter presents introductory information about management and sets the stage
for the following chapters on various areas of management; including human resource
management, strategic management, motivation, leadership, ethics, global
management, diversity/equity, communication, etc.
LEARNING OUTCOMES
1. Do you understand the meaning of work in a societal context?
Work will almost inevitably be a large part of your life. An understanding of
organizational behavior will aid you in making that part of life more productive and
, Organizational Behavior
enjoyable for yourself as well those you are in a position to influence. In this course,
our objective is to provide sound and relevant insights concerning individuals,
groups, and overall organizational systems that will be helpful to you not just as an
executive or CEO but also when you are starting your career as an individual
contributor or subordinate.
2. Can you recognize and meet the challenge facing managers in the new
millennium?
The fundamental challenge facing managers is how to achieve performance goals
while simultaneously providing for employee welfare and satisfaction. Work may be
defined as an activity that produces something of value for other people. Work
serves several functions, including economic, social, status, self-esteem, and self-
actualization. As managers in today’s environment, several challenges arise,
including international competition, new technologies, the need for increased
quality, employee motivation and commitment, a diverse workforce, and ethical
behavior. These challenges must be met by managers concerned about survival and
competitiveness in the future.
3. Do you understand what is expected of a manager?
Management is the process of planning, organizing, directing, and controlling the
activities of employees in combination with other resources to accomplish
organizational goals. Managerial responsibilities include long range planning,
controlling, environmental scanning, supervision, coordination, customer relations,
community relations, internal consulting, and monitoring of products and services.
These responsibilities differ by level in the organizational hierarchy and by
department or function. The twenty-first-century manager will differ from most
current managers in four ways. In essence, he or she will be a global strategist, a
master of technology, a good politician, and a premier leader-motivator.
4. Can you describe what the role of the behavioral sciences is in management and
organizations?
Organizational behavior is the study of people in organizations. It can be studied on
a micro level, which focuses on individual or group behavior, or on a macro level,
which focuses on organization-wide actions and events. A model of organizational
behavior is presented, consisting of five building blocks: individuals and groups, tasks
and technology, organization design, organizational processes, and management.
May 12, 2019 2
must be attributed to OpenStax, Rice University and any changes must be noted.
CHAPTER ONE
Management and Organizational Behavior
CHAPTER SUMMARY
This chapter introduces management; including the various roles managers fulfill, levels
of management, and management skills.
The chapter presents the various of functions that managers fulfill in organizations.
Much of their time is spent communicating with subordinates, their bosses, and
numerous people from outside the organization. Managers also perform a variety of
roles in an organization. The three major types of roles include interpersonal roles,
informational roles, and decisional roles. The extent of each of these roles depends on
the manager’s position within the organizational hierarchy.
In recent years, many global businesses were reorganized to make them more efficient,
nimble, and competitive. This reorganization resulted in decentralizing many processes
along with elimination of middle management layers, resulting in many more
responsibilities loaded onto managers in downsized, flatter organizations.
The two most salient perceptions of a manager are (1) the manager’s level in the
organizational hierarchy and (2) the type of department or function for which he is
responsible. Levels include executive, middle, and first-line management. Managers can
also be distinguished by three types of management skills. While top-level executives
utilize conceptual skills, first-line managers spend more time using their technical skills.
Human relations skills, or people skills, remain important for success at all three levels in
the hierarchy.
This chapter presents introductory information about management and sets the stage
for the following chapters on various areas of management; including human resource
management, strategic management, motivation, leadership, ethics, global
management, diversity/equity, communication, etc.
LEARNING OUTCOMES
1. Do you understand the meaning of work in a societal context?
Work will almost inevitably be a large part of your life. An understanding of
organizational behavior will aid you in making that part of life more productive and
, Organizational Behavior
enjoyable for yourself as well those you are in a position to influence. In this course,
our objective is to provide sound and relevant insights concerning individuals,
groups, and overall organizational systems that will be helpful to you not just as an
executive or CEO but also when you are starting your career as an individual
contributor or subordinate.
2. Can you recognize and meet the challenge facing managers in the new
millennium?
The fundamental challenge facing managers is how to achieve performance goals
while simultaneously providing for employee welfare and satisfaction. Work may be
defined as an activity that produces something of value for other people. Work
serves several functions, including economic, social, status, self-esteem, and self-
actualization. As managers in today’s environment, several challenges arise,
including international competition, new technologies, the need for increased
quality, employee motivation and commitment, a diverse workforce, and ethical
behavior. These challenges must be met by managers concerned about survival and
competitiveness in the future.
3. Do you understand what is expected of a manager?
Management is the process of planning, organizing, directing, and controlling the
activities of employees in combination with other resources to accomplish
organizational goals. Managerial responsibilities include long range planning,
controlling, environmental scanning, supervision, coordination, customer relations,
community relations, internal consulting, and monitoring of products and services.
These responsibilities differ by level in the organizational hierarchy and by
department or function. The twenty-first-century manager will differ from most
current managers in four ways. In essence, he or she will be a global strategist, a
master of technology, a good politician, and a premier leader-motivator.
4. Can you describe what the role of the behavioral sciences is in management and
organizations?
Organizational behavior is the study of people in organizations. It can be studied on
a micro level, which focuses on individual or group behavior, or on a macro level,
which focuses on organization-wide actions and events. A model of organizational
behavior is presented, consisting of five building blocks: individuals and groups, tasks
and technology, organization design, organizational processes, and management.
May 12, 2019 2
