Summary
Organizational Behaviour
Anika Ochel
Ch. 1 What is Organizational Behaviour? P. 2
Ch. 2 Foundations of Individual Behaviour P. 9
Ch. 3 Attitudes and Job Satisfaction P. 14
Ch. 4 Personality and Values P. 19
Ch. 5 Perception and Individual Decision Making P. 25
Ch. 6 Motivation Concepts P. 30
Ch. 7 Motivation: from Concepts to Application P. 34
Ch. 9 Foundations of Group Behaviour P. 37
Ch. 10 Understanding Work Teams P. 47
Ch. 12 Basic Approaches to Leadership P. 54
Ch. 13 Contemporary Issues in Leadership P. 61
Ch. 14 Power and Politics P. 63
, What is organizational behaviour?
The importance of interpersonal skills
importance to interpersonal skills to managerial effectiveness
importance of developing manger’s interpersonal skills is closely ties to need for
organizations to get and keep high-performing employees
manager with good interpersonal skills likely makes workplace more pleasant, easier to hire
and keep qualified people
creating a pleasant workplace appears to make good economic sense
What managers do
manager: gets things done through other people, makes decisions, allocates
resources and directs activities of others to attain goals, work in organization
organization: consciously coordinated social unit, composed of two or more people,
that functions on a relatively continuous basis to achieve common goals
management functions
planning: defining an organization’s goal, establishing overall strategy to achieve
goal, develop comprehensive set of plans to integrate and coordinate activities
organizing: responsible for designing an organization’s structure, determining what
tasks are to be done, who is to do them, how tasks are to be grouped, who reports to
whom and where decisions are to be made
leading: direct and coordinate, motivate employees, direct activities, select most
effective communication channels or resolve conflicts among members
controlling: ensure that things are going as they should, monitor organization’s
performance, get it back on track, monitoring, comparing and potential correcting
management roles
role description
figurehead symbolic head; performs routine duties of legal or social nature
inter-
leader responsible for motivation and direction of employees
perso-
maintains network of outside contacts who provide favours and
nal liaison
information
receives a wide variety of information; serves as nerve centre of
monitor
internal and external information of organization
infor-
transmits information received from outsiders or from other
matio- disseminator
employees to members of organization
nal
spokes- transmits information to outsiders on organization’s plans, policies,
person actions and results; serves as expert on organization’s industry
entre- searches organization and environment for opportunities and
preneur initiates projects to bring about change
disturbance responsible for corrective action when organization faces important,
deci-
handler unexpected disturbances
sional
resource
makes or approves significant decisions
allocator
negotiator responsible for representing organization at major negotiations
Summary Organizational Behaviour – Anika Ochel 2
Organizational Behaviour
Anika Ochel
Ch. 1 What is Organizational Behaviour? P. 2
Ch. 2 Foundations of Individual Behaviour P. 9
Ch. 3 Attitudes and Job Satisfaction P. 14
Ch. 4 Personality and Values P. 19
Ch. 5 Perception and Individual Decision Making P. 25
Ch. 6 Motivation Concepts P. 30
Ch. 7 Motivation: from Concepts to Application P. 34
Ch. 9 Foundations of Group Behaviour P. 37
Ch. 10 Understanding Work Teams P. 47
Ch. 12 Basic Approaches to Leadership P. 54
Ch. 13 Contemporary Issues in Leadership P. 61
Ch. 14 Power and Politics P. 63
, What is organizational behaviour?
The importance of interpersonal skills
importance to interpersonal skills to managerial effectiveness
importance of developing manger’s interpersonal skills is closely ties to need for
organizations to get and keep high-performing employees
manager with good interpersonal skills likely makes workplace more pleasant, easier to hire
and keep qualified people
creating a pleasant workplace appears to make good economic sense
What managers do
manager: gets things done through other people, makes decisions, allocates
resources and directs activities of others to attain goals, work in organization
organization: consciously coordinated social unit, composed of two or more people,
that functions on a relatively continuous basis to achieve common goals
management functions
planning: defining an organization’s goal, establishing overall strategy to achieve
goal, develop comprehensive set of plans to integrate and coordinate activities
organizing: responsible for designing an organization’s structure, determining what
tasks are to be done, who is to do them, how tasks are to be grouped, who reports to
whom and where decisions are to be made
leading: direct and coordinate, motivate employees, direct activities, select most
effective communication channels or resolve conflicts among members
controlling: ensure that things are going as they should, monitor organization’s
performance, get it back on track, monitoring, comparing and potential correcting
management roles
role description
figurehead symbolic head; performs routine duties of legal or social nature
inter-
leader responsible for motivation and direction of employees
perso-
maintains network of outside contacts who provide favours and
nal liaison
information
receives a wide variety of information; serves as nerve centre of
monitor
internal and external information of organization
infor-
transmits information received from outsiders or from other
matio- disseminator
employees to members of organization
nal
spokes- transmits information to outsiders on organization’s plans, policies,
person actions and results; serves as expert on organization’s industry
entre- searches organization and environment for opportunities and
preneur initiates projects to bring about change
disturbance responsible for corrective action when organization faces important,
deci-
handler unexpected disturbances
sional
resource
makes or approves significant decisions
allocator
negotiator responsible for representing organization at major negotiations
Summary Organizational Behaviour – Anika Ochel 2
