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OB concepts, however law-like they can be, must take into account situational factors. Anthropology (studies societies, groups, cultures, organisational systems) Sociology (studies groups, societies, organisational systems, how individual acts in relation to a society) Social psychology (studies behavior of individual within a group) Psychology (studies behavior of individual)
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What major behavioral disciplines contribute to OB?
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Nevertheless, importance of systematic study and thus EBM cannot be questioned. Of course, intuition is inseparable from decision-making process. Managers who apply EBM act like scientists – when they face a problem, they search for scientific information which can give them possible problem solutions, then they apply the most relevant knowledge in order to solve an issue. EBM implies making managerial decision after consideration of scientific facts, data, conclusions, laws. What is closely related to systematic study is evidence-based management (EBM). Systematic study involves examining causes and effects, just like in science – this is done to make general law-like conclusions based on gathered data. If it is examined on the continuous basis one is able to forecast how people can act in particular circumstances (that is why systematic study of people’s actions are necessary). In OB systematic study and evidence-based management is combined with intuition. Knowledge about those 3 types of behaviors is necessary to apply actions which make the whole organization function successfully. It is important to remember that OB deals with 3 levels of behaviors: individuals, groups and structures. “A field of study that investigates the impact that individuals, groups, and structures have on behavior within organisations, for the purpose of applying such knowledge toward improving an organization’s effectiveness” (Robbins, Judge “Organisational Behavior”). It is understandable that average managers work most of the time on traditional management (32%) and on communication activities (29%). In contrast, successful managers spend almost half of their working time on networking activities (48%) and communication activities (28%). It was investigated in Luthans’ Study of Managerial Activities that effective managers spend most of their time on communication activities (44%) and on human resource management activities (26%). think of mechanical engineer, vet, pharmacist), human skills (easiness to work in a team, understand others’ behaviors and motives, stimulate others’ actions, ability to communicate and get along with people), conceptual skills (mental capability to analyse problems, manage complexity of an issue, decide on solutions and evaluation of possibilities). There are 3 types of management skills developed by Robert Katz: Technical skills (application of specialised knowledge, know-how, e.g. Represents the organization in negotiations Makes or approves important organizational decisions Undertakes corrective actions in case of problems Transmits information about the organisation to outside partiesĪnalyses the organisation and its environment for opportunities and initiates projects to bring about change Transmits information from outsiders to the organisation’s members Receives information, serves as nerve centre of internal and external information Symbolic head, needs to perform duties of social/legal natureĬollection and dissemination of information Roles which involve ceremonial/symbolic duties The concept was developed by Henry Mintzberg and is called Mintzberg’s Managerial Roles (below). They can be divided into 3 main categories: interpersonal roles, informational roles and decisional roles. Leading function relates to motivating workers and directing others’ actions, choosing communication canals and solving conflicts.Ĭontrolling function refers to controlling others’ work outcomes and checking whether everything is being done as planned and when necessary undertaking corrective actions.
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Organising function concerns tasks identification and division, assignment of tasks to individuals, setting reporting and decision- making systems. Planning function refers to setting goals, creating strategies, and preparation of plans that make different activities work coherently and effectively. Back to top Chapter 1: What is Organizational Behavior?īeing a good manager requires strong interpersonal skills, as communication is crucial, as one must manage different types of resources: people, money, and time in order to achieve specific goals.