Summary Behaviour Management Organisation

BMO chapter 1
Mintzberg’s managerial roles:
- Interpersonal ( ceremonial and symbolic in nature )
 Figurehead  symbolic head
 Leader  motivate
 Liaison  maintains network for favours and information

- Informational ( collecting information )
 Monitor  receives wide variety of information
 Disseminator  transmits information to employers
 Spokesperson  transmits information to outsiders

- Decisional ( making choices )
 Entrepreneur  searches for opportunities + initiates projects
 Disturbance handler  responsible for corrective actions while unexpected disturbances
 Resource allocator  makes/approves organizational decisions
 Negotiator  representing the organization at major negotiations

Robert Katz’s three essential management skills:
- Technical skills  the ability to apply specialized knowledge or expertise
- Human skills  the ability to work with, understand and motivate other people, both
individually and in groups
- Conceptual skills  the mental ability to analyze and diagnose complex situations

Fred Luthans four managerial activities:
- Traditional management  decision making, planning and controlling
- Communication  exchanging routine information and processing paperwork
- Human Resource Management  motivating, disciplining, managing conflict, staffing and
training
- Networking  socializing, politicking and interacting with outsiders

Henry Fayol:
- Planning
- Organizing
- Leading
- Controlling

Organizational behavior:
A field of study that investigates the impact that individuals, groups and structure have on behavior
within organizations, for the purpose of applying such knowledge towards improving an
organizations effectiveness

Psychology:
Science that seeks to measure, explain and sometimes change the behavior of humans and other
animals

Social psychology:
Focuses on peoples influence on one another

Sociology:
Studies people in relation to their social environment or culture

, Anthropology:
The study of societies to learn about human beings and their activities

Dependent variables:
- Productivity
- Absenteeism
- Turnover
- Deviant workplace behavior
- Organizational citizenship behavior (OCB)
- Job satisfaction

Independent variables:
- Individual-level variables
- Group-level variables
- Organization system-level variables


BMO chapter 2

Intellectual abilities:
Abilities needed to perform mental activities

Dimensions of intellectual ability:
- Number aptitude  ability to do speedy and accurate arithmetic
- Verbal comprehension  ability to understand what is read or heard and the relationship of
words to each other
- Perceptual speed  ability to identify visual similarities and differences quickly and
accurately
- Inductive reasoning  ability to a logical sequence in a problem and then solve the problem
- Deductive reasoning  ability to use logic and assess the implications of an argument
- Spatial visualization  ability to image how an object would look if its position in space were
changed
- Memory  ability to retain and recall past experiences

Nine basic psychical abilities
Strength factors:
- Dynamic strength  ability to exert muscular force repeatedly or continuously over time
- Trunk strength  ability to exert muscular strength using the trunk muscles
- Static strength  ability to exert force against external objects
- Explosive strength  ability to expend a maximum of energy in one or a series of explosive
acts
Flexibility factors:
- Extent flexibility  ability to move the trunk and back muscles as far as possible
- Dynamic flexibility  ability to make rapid repeated flexing movements
Other factors:
- Body coordination  ability to coordinate the simultaneous actions of different parts of the
body
- Balance  ability to maintain equilibrium despite forces pulling off balance
- Stamina  ability to continue maximum effort requiring prolonged effort over time