Ob - Chapter A

Front 1

Interpersonal skills

Back 1

Good people skills and excellent technical skills.

Front 2

Manager

Back 2

Someone who gets things done through other people.

Front 3

Organization

Back 3

A consciously coordinated social unit that functions on a relatively continuous basis and is composed of two or more people to achieve a common goal or set of goals.

Front 4

What is Organizational Behaviour?

Back 4

A field of study that investigates theimpact that individuals, groups, andstructure have on behavior withinorganizations, for the purpose ofapplying such knowledge towardimproving an organization’seffectiveness.

Front 5

The 4 functions of managers

Back 5

Planning, organizing,, coordinating and controlling.

Front 6

Planning

Back 6

A process that includes defining goals, establishing strategy and developing plans to coordinate activities.

Front 7

Organizing

Back 7

Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom and where decisions are to be made.

Front 8

Leading (coordinating)

Back 8

A function that includes motivating employees, directing others, selecting the most effective communication channels and resolving conflict.

Front 9

Controlling

Back 9

Monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations.

Front 10

3 Interpersonal roles

Back 10

-Figurehead (symbolic/ceremonial function);

-Leadership (motivation/direction of employees);

-Liaison (Maintain network of outside information providers).

Front 11

3 Informational roles

Back 11

-Monitor (receive variety of internal/external information);

-Disseminator (transmits information received to members of the organization);

-Spokesperson (Transmits information to outsiders on organizational information)

Front 12

4 Decisional roles

Back 12

-Entrepreneur (searches for opportunities to initiate projects to bring about change);

-Disturbance handler (responsible for corrective actions when disturbances occur);

-Resource allocator (Makes or approves significant organizational decisions);

-Negotiator (Responsible for representing the organization at major negotiations).

Front 13

Technical skills

Back 13

These show the ability to apply specialized knowledge or expertise.

Front 14

Human skills

Back 14

These reflect the ability to understand, work with and motivate others.

Front 15

Conceptual skills

Back 15

This is the mental ability to analyze and diagnose complex problems.

Front 16

4 Mangement activities

Back 16

-Traditional (Decision making, planning, controlling);

-Communication (Exchanging routine information and processing paperwork);

-HRM (Motivating, disciplining and training employees);

-Networking (Socializing, politicking and interacting with outsiders).

Front 17

Systematic study

Back 17

Looking at relationships, attempting to attribute causes and effects and basing our conclusions on scientific evidence.

Front 18

Evidence based management

Back 18

Basing managerial decisions on the best available scientific evidence.

Front 19

Psychology

Back 19

The science that seeks to measure, explain and sometimes change the behaviour of individual humans and other animals.

Front 20

Social psychology

Back 20

An area of psychology that blends concepts from psychology and sociology and that focusses on the influence of people on one another.

Front 21

Sociology

Back 21

The study of people in relation to their social environment and culture.

Front 22

Anthropology

Back 22

The study of societies to learn about human beings and their activities.

Front 23

Workforce diversity

Back 23

The concept that organizations are becoming more heterogeneous in terms of gender, age, race etc.

Front 24

Model

Back 24

A simplified representation of some real-world phenomenon.

Front 25

Productivity

Back 25

A performance measure that includes effectiveness and efficiency.

Front 26

Efficiency

Back 26

The ratio of effective output to the input required to achieve it.

Front 27

Turnover

Back 27

Voluntary and involuntary permanent withdrawal from an organization.

Front 28

Deviant workplace behaviour

Back 28

Voluntary behaviour that violates significant organizational norms and threatens the well-being of the organization or its members.

Front 29

Organizational citizenship behaviour

Back 29

Discretionary behaviour that is not part of an employee's formal job requirements, but that nevertheless promotes the effective functioning of the organization.