MNGT

• Get things done through other people.
• They make decidsons, allocate resources, and direct activities of others to attin goals
• The people who oversee the activites or others and who are responsible for attainging goals in these organizations
• aka-administrators

Consciously coordinated social unit composed of two or more people that functions ona realitvell continuous basis to acheive a common goal or set of goals

• Planning
• Organizing
• Leading (commanding, coodination)
• controlling

• Defining an organizations goals
• Establishing an overall strategy for achieveing those goals
• Developinga comprehnesive set of plans to integreate and coordinate activities

• Determining what tasks are to be done
• Who will do them
• How the tasks are to be grouped
• Who reports to whom
• Where decisions are to be made

• Motivating employees
• Direcct the activities of others
• Select the most effective communication channels
• Resolve confilicts amoung members

• Moniter the organizations performance
• Moniter, co,mparing and potential correcgting

• Interpersonal
• Informational
• Decisional

• Figureheard: Symbolic head; required to perform a number of routine duties of a leagal or socialnature
• Leader: Responsible for the motivation and idrection of employees
• Liason: Maintains a network of ouside contacts who provide favors and information

• Monitor: Recieves a wide variety of info; serves a snerve center of ineteral and exteral infor of the organizaton
• Disseminator: Transmits infromations recieve from outsiders or from other employees to members of the organization
• Spokesperson: Transmits infromation to outsiders on organizations plans, plicies, actions, and results

• Entrepreneur: Searches organiztion and its enviroment for opportunines and intitias projects to being about change
• Disturbance handler: REsponsible fro correctivce acton when organizationg faces importatn unexpeced dirturbances
• Resouce Allocator: makes or approves significatn organization decisons
• Negotiator: Resoonsible for represendting the organizztion at major negotioatso

• Technical: The ability to apply specialed knowlege or expertise
• Human: The ability to work with, understand, andmotivate other people aboth indivuidually and in groups
• Conceptual: THe mental abiltiy to analyze and diagnose complex situations

A field of study that invesstigares teh impact that individual, groups, and structure have on behaviro within organiztions for the purpose of applying such knowledge towrd imporving orangizatons effectivness

Looking at relationships, attempting to attribute causes and effects and drawing conclusinos based on scientific evidence.

• Evidence-based Management
• BAsing managerial decisions on the best available scientfic evidence

A gut feeling not necesarily supported by reserach

• Psychology: the schince that seeks to measuere, explain, and somtimes change the behavior of humans and other animals
• Social Psychoology: an area of psychology that bklends concepts form pshychology abd socialogy and that focuses on the influence of people on one another
• Sociology: the study of peopl ein relation to their soical enviornment or culture
• Anthropology: the study of soicieties to learn about uman beings and their activities

Globalizaion: Increased foreign assignments, Working with people from diff cultures, coping with anticapitalism, overseeing movement of jobs to countries with low-cost labor, managing people during the war on terror

The concpt that organizaionts are becomeing more heterogeneous interms of gender, age, race, ethnicity, sexual orientaton, and inclusion of other diverse groups.

The success of any effore at imporving quality and productivity must include their employees

OB can help creat cultures in which employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customers needs, and willing to do what;s necessary to please the customer

• Improving people skills
• Stimulationgn innovationa nd change
• Coping with temporariness
• Workin gin newtwokred organizations
• Helping employees balance work-life conflicts
• Creating a positive work enviornment
• Improving ethical behavior

An areao f ob reserach that concers hwo organizations develop human strength, foster vitatliy and resilience, and unlock potential

Situations in which individuals are required to define right and wrong conduct

• Individual level
• Group level
• Orangainzation systmes level

• The key factore that you wont to explain or predice tthast is affected by some other factor
• Productivity
• Absenteesm
• Turnover
• Devient workplace behavior
• Organizaitonal citizenship behavor
• Job satisfactions

A performance mearsure that includes effectivness and efficiencey

Achievement of goals

The ratio of effecive outpu to the input required to achieve it

The failure to reprot to work

Volunary and involuntary permanent withdrawla from an organization

Voluntary behavior that violaltes signifcant organizatonal norms and in so doing threatens teh well being of the organiaton or its members

Discretionaly behavior that is not part of an employee's formal job requirments but taht nevertheless promotes the effective functionong of the organiuzation

A positive feelign about one;s job resulting from an evaluation of it characteristics

Independent variable: the presumed cause of some change in a dependent variable

• Managers must work with used human beings
• They enter an organiazaiont with some intact characteristics that will effect their behavior.
• These are things biographical (age, gender, married), Personality(emotional framework), Values and attitudes, basic ability
• And perception, motivation, individual learning

• People act different in groups than individually
• Communication, conflict, leardership, power and politics,

• Just as groups are more than the sum of their individual members, so are organiztions more than the um of their member groups.
• The desing: the organizations internal cultute, human resourse and policies and practices, and organization stucture and design

An individuals capacity to perfomr the various tase in a job

The capacityu to do mental acitivies- Thinking, reasoning, and problem solving

Intellegence contains four subparts: cognitive, social, emotional and cultureal

General mental ability: an overal factor of intelligence, as suggested by the positive correlations amoung specific intellectual ability demiensions

• The capacity to do tasks that demand stamin, dexterity, strength, and similar charactersistics
• Strangth
• Flexibility
• balance, stamina, body coordination

• Persoanl charactersistics such as age, gender, race and length of tenure- that are objective an easaliy obtained from personnel records
• Age
• Gender
• Race
• disability
• Tenor
• Religion
• Sexual orientaions
• Gender Identity

• The ability to detect and to manage empotional cues and information
• 1) be self-aware 2) detect emotions in others 3) manage emotional cues and info

Evaluative statements or judgments concering ogjects, people or events

• Congintive component: evaluation, The opinion or belief segmen t of an attitude
• Affective: feeling, The emotional or feeling segment of an attitude
• Behavioral: action, An intntiona to behave in acertain way toward someion or something

• Any incompatibility between two or more attitudes or etween behavior and attitudes
• People seek consistency amoung their attitudes and between their behavior.

• The three main atttidudes are:
• Job satisfaction
• Job involovemtn
• organizaiontal commintment

Descrivea a positive ffeeling about a job, resluting from an evaluationm of its characteristics

• The degree to which a person indentifies whith a job actively participares in it, and considers performan ce inportant to self worth
• Psychological empowerment: Belief in the degree of influence over the job, competence, job meaningfulness and autonomy

• Identifying witha particular organization and it's goals while wishing to maintain membership in the organization
• Affective: emotiaonl attachment ot org
• Continuance commitment: economic value of staying
• Normative: moral or ethical obligations

• Exit (leaving)
• Voice (improve condition)
• Neglect (get worse)
• Loyalty (passively waiting to imporve)

• Job performance more productive
• Org Citizenship behaior influcences OCB
• Customer satisfaction
• Show up to work

The sum total of wys in which an individual reacts to and interacts with others

Factors determined at conceptiomn, ones bilogical physiological, an inherent psychological makeup

Enduring characteristics that descrive an individuals behavior

• The most widely used personality-assessment insturment in the world
• Extraverted verses introverted'Sensing versus intuitive
• Thinking versus feeling
• Judging versus percieveing

• A personality assessment model that taps five basic dmensions
• Extraversion: socialble, gregarious, assertive
• Agreeableness: good natured, ooperative, trusting
• Concientiousness: responible, dependable, persisitant, organized
• Emotional Stability: self-confident, secure, depressed, insecure
• Openness to experience: imagination, sensitiyty, curiosity

• Degree to which an individual likes or dislikes himself
• If they see themself capable and effective
• Feels in control of envionment or plowerless

The degree to which an individual is pragmatic, maintains emotianl distance, and belives that ends can justify means

• The tendency to be arrogant, have a gradious sese of self inportance
• require excessive admiratoin
• sense of entitlement

Measures an individuals ability to adjust his or her behaviro to external situational factors

• Takes more risk which can lead to more effective performancde
• It might be a major obstical as well.

Aggrive involvment in a chronic, incessant styruggle to achieve moere and more in less and less time and iif necessary against the opposing efforts of other things or other people

People who identify opportunities, show initiative, take action, and perserve until meaningful change occures

Basic convictions that a specifec mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end -state existence

• Power Distance
• Individualism
• Collectivism
• Masculinity
• Femimininty
• Uncertianty avoidance
• Long-term orientation
• Shor-term orientation

• The degree to which people in a country accept that power in institutions and organizatons in sidrisbuted uneqally.
• High: large inequalities and ealth are toleratied
• Low: societies that stress equlity and ooportunity

• Individualis: the degree to wich prople prefer to act as indiiduals rather than as members of groups and believe in dindivvualk righs above all esle
• collectiism: emphasias tight social frameowkr in which people expect others in groups of which they are a part to look atfet them and protect them

• Mas: degree to which culture favors traditional masculine roles such as power and conrole instead of as equals
• Fem: culture sees little difference betweenmale and femaile roles and treats as equals

Culture attribute taht describes the extent to which a society feels threatened by uncertaun and ambiguous situations and tries to avoid them

• Long: culture emphasizes the future, thrift and persistence
• Short: emphasiss the past and present, respect for traditon and fulfillment of social obligaitons

A process by which individualas organize and interpred their sensory impresssing in order to give meabubg to their environment

• Factors in Situation: time, work setting, social setting
• Factore in Perceiver: attitudes, motives, intersts, experience, expectations
• Factors in Target: novelty, motion, sounds, size, background, similarity

• Causes us to see things we expect to see
• Differnt people will select stimuli based on their needs and personalities

• Stimuli that contrast with the surrounding enviornment are more likely to be selected
• Repetition of stimulus makes it more likesly to be percieived

• An attempt to determine wheather an individuals behavior is internally or externally caused
• Internal: we beielvie to be under the peronal control
• Externally: what we impagine the situation forced the individual to do
• Distinctiveness: if the individual displayes different behaviors in differnt situations
• Consensus: if everyone who faces a similar situation responds the same way
• Consistency: Does the person respond the same way over time?

The tendendcy for individual to attribue their own successes to interal factore and put the balame for failues on external factores

The tendency to underesteimate the influecne fo external lfactore and overestimae the influene of ointeral factors when making judgments about the behavior of others

Drawing a general inpressoin about an individual on the basis of a single characteristic

Evaluation of a person's characteristics that are affectec by comparisons with other peole recently encountered who rank high or lower on the same characteristics

The tendency to selectively interpret what one sees on the basius of ones interset, background, experience, and attitudes

Judging someone on the basis of one's percepton of the group to which tht person belongs

A form of stereotyping in which a group of individuals is singled out, ypically on bsis of race, for intesnive inquiry, scurtiny, or investigation

Percdeptual biases of rater saffect the accurac y of interviews judgment of aplicants

• Self-fulfilling prophecy (pygmalion efefect)
• The lower or higher perfomrance of employees relfects preconcieved leader expectaiuons about employee capabilities

Appraisals are aften the sujective perceptions of apprasiers of another employee's job performance

A form of stereotypin in which a group of individuals is singled out-typically on the bais of race or ethnicity-for intensive inquiry, scrutinizing, or investigation

• Pygmalion Effect
• That people's expectaions or bleifs determin their behavior and performance thus erving to make their expectaions come true

• Rational model
• Bounded rationality
• Intution

• Rational: characterized by making consistent, value-maximizing choices within specifies constraints
• Model: Describes how indiviudal should behave in order to maximize some outcome

• 1) Define problem
• 2) Identify decision criteria
• 3) Allocate weights to criteria
• 4) Develop the alternatives
• 5) Evaluate the alternatives
• 6) Select the best alternative

Constuc simplifeed modesl that extract the essential featues from problems wiout capturinmg all their complexity

An unconscious process craeted out of sitilled experiences

Overconficence is stongest when individuals are considering issures or problkems that are outside their are of expertise

The tendency to fixate on intical information and fail to adequatly adjust to subsequent information.

• Represents a specfic case of selective perception.
• The tendency to seek out info that reaffims psat choices and to discoutn info that contractcs past judgments

Tendency for peole to base their judgment on info that is readily avialibe to them

An increased commitment to precvious decisons in spite of negative information

The tendency of individual to believe that they can predict the outcome of random events

Argues taht the winning paricipant in competive auction typically pay too much for the intem

The tendency to believe fasely after the ouscome of an even is actually known, what we have accuratley predicted that outcome

• Organizations shape deciosn off of evaluatona dn reward systs to comply with the orgs formal regualtions and to meet oranizational imposed time constraints
• Performance Evaluation
• Rewards systems
• Formal Regulations