组织行为学第一张课件

Chapter1OrganizationalBehaviourandManagementCopyright©2011PearsonCanadaInc.Chapter1Copyright©2011PearLearningObjectivesDefineorganizationsanddescribetheirbasiccharacteristics.Explaintheconceptoforganizationalbehaviouranddescribethegoalsofthefield.Definemanagementanddescribewhatmanagersdotoaccomplishgoals.Contrasttheclassicalviewpointofmanagementwiththatwhichthehumanrelationsmovementadvocated.Copyright©2011PearsonCanadaInc.LearningObjectivesDefineorgaDescribethecontemporarycontingencyapproachtomanagement.Explainwhatmanagersdo–theirroles,activities,agendasforaction,andthoughtprocesses.Describethesocietalandglobaltrendsthatareshapingcontemporarymanagementconcerns.LearningObjectives(continued)Copyright©2011PearsonCanadaInc.DescribethecontemporarycontWhatAreOrganizations?Socialinventionsforaccomplishingcommongoalsthroughgroupeffort.Socialinventions:Thecoordinatedpresenceofpeople.Thefieldoforganizationalbehaviourisaboutunderstandingpeopleandmanagingthemtoworkeffectively.Copyright©2011PearsonCanadaInc.WhatAreOrganizations?SocialWhatAreOrganizations?(continued)GoalAccomplishment:Organizationalsurvivalandadaptationtochangeareimportantgoals.Thefieldoforganizationalbehaviourisconcernedwithhoworganizationscansurviveandadapttochange.Copyright©2011PearsonCanadaInc.WhatAreOrganizations?(contiWhatAreOrganizations?(continued)GroupEffort:Interactionandcoordinationamongpeopletoaccomplishgoals.Thefieldoforganizationalbehaviourisconcernedwithhowtogetpeopletopractiseeffectiveteamwork.Copyright©2011PearsonCanadaInc.WhatAreOrganizations?(contiWhatIsOrganizationalBehaviour?Theattitudesandbehavioursofindividualsandgroupsinorganizations.Howorganizationscanbestructuredmoreeffectively.Howeventsintheexternalenvironmentaffectorganizations.Copyright©2011PearsonCanadaInc.WhatIsOrganizationalBehavioWhyStudyOrganizationalBehaviour?Organizationalbehaviourisinteresting.Itisaboutpeopleandhumannature.Organizationalbehaviourisimportanttomanagers,employees,andconsumers.Copyright©2011PearsonCanadaInc.WhyStudyOrganizationalBehavWhyStudyOrganizationalBehaviour?(continued)Organizationalbehaviourmakesadifference.Organizationalbehaviouraffectsindividuals’attitudesandbehaviouraswellasthecompetitivenessandeffectivenessoforganizations.Copyright©2011PearsonCanadaInc.WhyStudyOrganizationalBehavHowMuchDoYouKnowAboutOrganizationalBehaviour?Considerwhetherthefollowingstatementsaretrueorfalse:Effectiveleaderstendtopossessidenticalpersonalitytraits.Nearlyallworkerspreferstimulating,challengingjobs.Copyright©2011PearsonCanadaInc.HowMuchDoYouKnowAboutOrgHowMuchDoYouKnowAboutOrganizationalBehaviour?(continued)3. Managershaveaveryaccurateideaabouthowmuchtheirpeersandsuperiorsarepaid.Workershaveaveryaccurateideaabouthowoftentheyareabsentfromwork.Payisthebestwaytomotivatemostemployeesandimprovejobperformance.Copyright©2011PearsonCanadaInc.HowMuchDoYouKnowAboutOrgHowMuchDoYouKnowAboutOrganizationalBehaviour?(continued)Peopleareverygoodatgivingsensiblereasonswhythesamestatementiseithertrueorfalse.Commonsensedevelopsthroughunsystematicandincompleteexperienceswithorganizationalbehaviour.Managementpracticeshouldbebasedoninformedopinionandsystematicstudy.Copyright©2011PearsonCanadaInc.HowMuchDoYouKnowAboutOrgGoalsofOrganizationalBehaviourPredictingorganizationalbehaviourandevents.Explainingorganizationalbehaviourandeventsinorganizations.Managingorganizationalbehaviour.Copyright©2011PearsonCanadaInc.GoalsofOrganizationalBehaviManagementManagementistheartofgettingthingsaccomplishedinorganizationsthroughothers.Predictionandexplanationinvolvesanalysiswhilemanagementisaboutaction.Copyright©2011PearsonCanadaInc.ManagementManagementisthearEarlyPrescriptionsConcerningManagementAttemptstoprescribethe“correct”waytomanageanorganizationandachieveitsgoals:ClassicalviewandbureacuracyHumanrelationsviewCopyright©2011PearsonCanadaInc.EarlyPrescriptionsConcerningTheClassicalViewTheclassicalviewadvocatesahighdegreeofspecializationoflabourandcoordinationandcentralizeddecisionmaking.Copyright©2011PearsonCanadaInc.TheClassicalViewTheclassicScientificManagementScientificmanagementisFrederick’sTaylor’ssystemforusingresearchtodeterminetheoptimumdegreeofspecializationandstandardizationofworktasks.Copyright©2011PearsonCanadaInc.ScientificManagementScientifiBureaucracyBureaucracyisMaxWeber’sidealtypeoforganizationthatincludes:StrictchainofcommandSelectionandpromotioncriteriabasedontechnicalcompetenceDetailedrules,regulations,andproceduresHighspecializationCentralizationofpoweratthetopoftheorganizationCopyright©2011PearsonCanadaInc.BureaucracyBureaucracyisMaxTheHumanRelationsMovementandaCritiqueofBureaucracyThehumanrelationsmovement

beganwiththefamousHawthorneStudiesofthe1920sand1930sconductedattheHawthorneplantofWesternElectric.Copyright©2011PearsonCanadaInc.TheHumanRelationsMovementaTheHawthorneStudiesConcernedwiththeimpactoffatigue,restpauses,andlightingonemployeeproductivity.Thestudiesillustratedhowpsychologicalandsocialprocessesaffectproductivityandworkadjustment.Suggestedtherecouldbedysfunctionalaspectstohowworkwasorganized.Copyright©2011PearsonCanadaInc.TheHawthorneStudiesConcernedCritiqueofBureaucracyThehumanrelationsmovement

calledattentiontocertaindysfunctionalaspectsofclassicalmanagementandbureaucracy:EmployeealienationLimitsinnovationandadaptationResistancetochangeMinimumacceptablelevelofperformanceEmployeeslosesightoftheoverallgoalsoftheorganizationCopyright©2011PearsonCanadaInc.CritiqueofBureaucracyThehuTheHumanRelationsMovementAdvocatedmorepeople-orientedandparticipativestylesofmanagementthatcateredmoretothesocialandpsychologicalneedsofemployees.Themovementcalledfor:moreflexiblesystemsofmanagementthedesignofmoreinterestingjobsopencommunicationemployeeparticipationindecisionmakinglessrigid,moredecentralizedformsofcontrolCopyright©2011PearsonCanadaInc.TheHumanRelationsMovementAContemporaryManagement–TheContingencyApproachThegeneralanswertomanyoftheproblemsinorganizationsis:“Itdepends.”Dependenciesarecalledcontingencies.Thecontingencyapproachtomanagementrecognizesthatthereisnoonebestwaytomanage.Anappropriatemanagementstylesdependsonthedemandsofthesituation.Copyright©2011PearsonCanadaInc.ContemporaryManagement–TheWhatDoManagersDo?Thefieldoforganizationalbehaviourisconcernedwithwhatmanagersactuallydoinorganizations.Researchonwhatmanagersdohasfocusedon:ManagerialrolesManagerialactivitiesManagerialagendasManagerialmindsInternationalmanagersCopyright©2011PearsonCanadaInc.WhatDoManagersDo?ThefieldManagerialRolesHenryMintzbergdiscoveredarathercomplexsetofrolesplayedbymanagers:InterpersonalrolesInformationalrolesDecisionalrolesCopyright©2011PearsonCanadaInc.ManagerialRolesHenryMintzberInterpersonalRolesInterpersonalroleshavetodowithestablishingandmaintaininginterpersonalrelations.Theyinclude:FigureheadroleLeadershiproleLiaisonroleCopyright©2011PearsonCanadaInc.InterpersonalRolesInterpersonInformationalRolesInformationalrolesareconcernedwithvariouswaysmanagersreceiveandtransmitinformation.Theyinclude:MonitorroleDisseminatorroleSpokespersonroleCopyright©2011PearsonCanadaInc.InformationalRolesInformationDecisionalRolesDecisionalrolesdealwithdecisionmaking.Theyinclude:EntrepreneurroleDisturbancehandlerroleResourceallocationroleNegotiatorroleCopyright©2011PearsonCanadaInc.DecisionalRolesDecisionalrolManagerialActivitiesFredLuthans,RichardHodgetts,andStuartRosenkrantzfoundthatmanagersengageinfourbasictypesofactivities:Routinecommunication(formalsendingandreceivinginformation)Traditionalmanagement(planning,decisionmaking,controlling)Copyright©2011PearsonCanadaInc.ManagerialActivitiesFredLutManagerialActivities(continued)Networking(interactionwithpeopleoutsideoftheorganization)Humanresourcemanagement(motivating,reinforcing,disciplining,punishing,managingconflict,staffing,traininganddevelopingemployees)Copyright©2011PearsonCanadaInc.ManagerialActivities(continuSummaryofManagerialActivitiesCopyright©2011PearsonCanadaInc.SummaryofManagerialActivitiManagerialActivitiesandSuccessEmphasisonthesevariousactivitiesisrelatedtomanagerialsuccess.Networkingisrelatedtomovinguptheranksoftheorganizationquickly.Humanresourcemanagementisrelatedtoemployeesatisfactionandcommitmentanduniteffectiveness.Copyright©2011PearsonCanadaInc.ManagerialActivitiesandSuccManagerialAgendasJohnKotterstudiedthebehaviourpatternsofsuccessfulgeneralmanagersandidentifiedthefollowingcategoriesofbehaviour:AgendasettingNetworkingAgendaimplementationCopyright©2011PearsonCanadaInc.ManagerialAgendasJohnKotterAgendaSettingWhattheywantedtoaccomplishfortheorganization.Almostalwaysinformalandunwrittenandconcernedwithpeopleissues.Copyright©2011PearsonCanadaInc.AgendaSettingWhattheywantedNetworkingEstablishedawideformalandinformalnetworkofkeypeopleinsideandoutsideoftheorganization.Thenetworkprovidesmanagerswithinformationandestablishedcooperativerelationshipsrelevanttotheiragendas.Copyright©2011PearsonCanadaInc.NetworkingEstablishedawidefAgendaImplementationManagersusednetworkstoimplementtheagendas.Theyemployedawiderangeofinfluencetactics.Copyright©2011PearsonCanadaInc.AgendaImplementationManagersManagerialAgendas(continued)Ahighdegreeofinformalinteractionandconcernwithpeopleissuesthatwerenecessaryforthemanagerstoachievetheiragendas.Managersoftenfoundthemselvesdependentonpeopleoverwhomtheywieldednopower.Copyright©2011PearsonCanadaInc.ManagerialAgendas(continued)ManagerialMindsHerbertSimonandDanielIsenbergexploredhowmanager’sthink.Experiencedmanagersuseintuitiontoguidemanyoftheiractions:TosensethataproblemexistsToperformwell-learnedmentaltasksrapidlyTosynthesizeisolatedpiecesofinformationanddataTodouble-checkmoreformalormechanicalanalysesCopyright©2011PearsonCanadaInc.ManagerialMindsHerbertSimonManagerialMinds(continued)Goodintuitionisproblemidentificationandproblemsolvingbasedonalonghistoryofsystematiceducationandexperience.Enablesthemanagertolocateproblemswithinanetworkofpreviouslyacquiredinformation.Copyright©2011PearsonCanadaInc.ManagerialMinds(continued)GoInternationalManagersThestyleinwhichmanagersdowhattheydoandtheemphasistheygivetovariousactivitieswillvarygreatlyacrosscultures.Culturalvariationsinvaluesaffectbothmanagers’andemployees’expectationsaboutinterpersonalinteraction.Copyright©2011PearsonCanadaInc.InternationalManagersThestylInternationalManagers(continued)Nationalcultureisoneofthemostimportantcontingencyvariablesinorganizationalbehaviour.Theappropriatenessofvariousleadershipstyles,motivationtechniques,andcommunicationmethodsdependsonwhereoneisintheworld.Copyright©2011PearsonCanadaInc.InternationalManagers(continSomeContemporaryManagementConcernsFiveissueswithwhichorganizationsandmanagersarecurrentlyconcerned:Diversity–LocalandGlobalEmployee-OrganizationRelationshipsAFocusonQuality,Speed,andFlexibilityTalentManagementCorporateSocialResponsibility(CSR)Copyright©2011PearsonCanadaInc.SomeContemporaryManagementCDiversity–LocalandGlobalTheCanadianworkforceisbecomingincreasinglydiverse.Manyorganizationshavenottreatedcertainsegmentsofthepopulationfairlyinmanyaspectsofemployment.Globalbusinesshasincreasedandsohastheneedtounderstandhowworkersandcustomersinothercountriesarediverseandculturallydifferent.Copyright©2011PearsonCanadaInc.Diversity–LocalandGlobalThDiversity–LocalandGlobal(continued)Organizationalbehaviourisconcernedwithissuesthathavetodowiththemanagementofadiverseworkforceandhowtobenefitfromtheopportunitiesthatadiverseworkforceprovides.Copyright©2011PearsonCanadaInc.Diversity–LocalandGlobal(Employee-OrganizationRelationshipsDownsizing,restructuring,re-engineering,andoutsourcinghavehadaprofoundeffectonorganizations.Majorstructuralchangeinworkarrangements(e.g.,part-time,temporary,contractwork).Changesintheworkplacehavechangedthenatureofemployee-organizationrelationships.Copyright©2011PearsonCanadaInc.Employee-OrganizationRelationEmployee-OrganizationRelationships(continued)Theconsequencesofthesechanges:DecreasedtrustLowermoraleandloyaltyDeclineinjobsatisfactionandorganizationalcommitmentLowlevelsofemployeeengagementIncreaseinwork-relatedillnessandstressAbsenteeismisontheriseCopyright©2011PearsonCanadaInc.Employee-OrganizationRelationWork-LifeConflictinCanadianOrganizationsAsignificantnumberofCanadianemployeesreport:HighlevelsofroleoverloadNegativespilloverfromworktofamilyHighlevelsofstressHighlevelsofburnoutHighlydepressedmoodHighlevelsofabsenteeismCopyright©2011PearsonCanadaInc.Work-LifeConflictinCanadianEmployee-OrganizationRelationships(continued)Organizationalbehaviouroffersmanysolutionstotheseproblemsandforbuildingandmaintainingstrongandpositiveemployee-organizationrelationships.Copyright©2011PearsonCanadaInc.Employee-OrganizationRelationAFocusonQuality,Speed,andFlexibilityIntensecompetitionhasgivenrisetotheneedfororganizationstoimprovequality,speed,andflexibility.Thisrequiresahighdegreeofemployeeinvolvement,commitment,andteamwork.Organizationalbehaviourisconcernedwiththeseissues.Copyright©2011PearsonCanadaInc.AFocusonQuality,Speed,andTalentManagementTalentmanagementreferstoanorganization’sprocessesforattracting,developing,retaining,andutilizingpeoplewiththerequiredskillstomeetcurrentandfuturebusinessneeds.Copyright©2011PearsonCanadaInc.TalentManagementTalentmanagTalentManagement(continued)Twomostimportantmanagementchallenges:Recruitmentofhigh-qualitypeopleacrossmultipleterritoriesImprovingtheappealofthecompanycultureandworkenvironmentCopyright©2011PearsonCanadaInc.TalentManagement(continued)TTalentManagement(continued)Organizationalbehaviourcanhelpcompaniesimprovetheirrecruitmentandretentionandbecomeanemployerofchoice.Itprovidesthemeansfororganizationstobedesignedandmanagedinwaysthatoptimizetalentattraction,development,retention,andperformance.Copyright©2011PearsonCanadaInc.TalentManagement(continued)OManagementPracticesoftheBestCompaniestoWorkforinCanadaFlexibleworkschedulesStock-options,profit-sharing,andbonusesTraininganddevelopmentprogramsFamilyassistanceprogramsCareerdevelopmentprogramsWellnessandstressreductionprogramsEmployeerecognitionandrewardprogramsCopyright©2011PearsonCanadaInc.ManagementPracticesoftheBeCorporateSocialResponsibility(CSR)CSRreferstoanorganizationtakingresponsibilityfortheimpactofitsdecisionsandactionsonitsstakeholders.Itextendsbeyondtheinterestsofshareholderstotheinterestsandneedsofemployeesandthecommunityinwhichitoperates.Copyright©2011PearsonCanadaInc.CorporateSocialResponsibilitCorporateSocialResponsibility(CSR)(continued)ManyCSRissueshavetodowithorganizationalbehaviour(e.g.,work-familybalance,employeewell-being).CSRandhasimplicationsfortherecruitmentandretentionofemployeesaswellasemployeeattitudes,motivation,andfirmperformance–issuesthatareassociatedwithorganizationalbehaviour.Copyright©2011PearsonCanadaInc.CorporateSocialResponsibilitChapter1OrganizationalBehaviourandManagementCopyright©2011PearsonCanadaInc.Chapter1Copyright©2011PearLearningObjectivesDefineorganizationsanddescribetheirbasiccharacteristics.Explaintheconceptoforganizationalbehaviouranddescribethegoalsofthefield.Definemanagementanddescribewhatmanagersdotoaccomplishgoals.Contrasttheclassicalviewpointofmanagementwiththatwhichthehumanrelationsmovementadvocated.Copyright©2011PearsonCanadaInc.LearningObjectivesDefineorgaDescribethecontemporarycontingencyapproachtomanagement.Explainwhatmanagersdo–theirroles,activities,agendasforaction,andthoughtprocesses.Describethesocietalandglobaltrendsthatareshapingcontemporarymanagementconcerns.LearningObjectives(continued)Copyright©2011PearsonCanadaInc.DescribethecontemporarycontWhatAreOrganizations?Socialinventionsforaccomplishingcommongoalsthroughgroupeffort.Socialinventions:Thecoordinatedpresenceofpeople.Thefieldoforganizationalbehaviourisaboutunderstandingpeopleandmanagingthemtoworkeffectively.Copyright©2011PearsonCanadaInc.WhatAreOrganizations?SocialWhatAreOrganizations?(continued)GoalAccomplishment:Organizationalsurvivalandadaptationtochangeareimportantgoals.Thefieldoforganizationalbehaviourisconcernedwithhoworganizationscansurviveandadapttochange.Copyright©2011PearsonCanadaInc.WhatAreOrganizations?(contiWhatAreOrganizations?(continued)GroupEffort:Interactionandcoordinationamongpeopletoaccomplishgoals.Thefieldoforganizationalbehaviourisconcernedwithhowtogetpeopletopractiseeffectiveteamwork.Copyright©2011PearsonCanadaInc.WhatAreOrganizations?(contiWhatIsOrganizationalBehaviour?Theattitudesandbehavioursofindividualsandgroupsinorganizations.Howorganizationscanbestructuredmoreeffectively.Howeventsintheexternalenvironmentaffectorganizations.Copyright©2011PearsonCanadaInc.WhatIsOrganizationalBehavioWhyStudyOrganizationalBehaviour?Organizationalbehaviourisinteresting.Itisaboutpeopleandhumannature.Organizationalbehaviourisimportanttomanagers,employees,andconsumers.Copyright©2011PearsonCanadaInc.WhyStudyOrganizationalBehavWhyStudyOrganizationalBehaviour?(continued)Organizationalbehaviourmakesadifference.Organizationalbehaviouraffectsindividuals’attitudesandbehaviouraswellasthecompetitivenessandeffectivenessoforganizations.Copyright©2011PearsonCanadaInc.WhyStudyOrganizationalBehavHowMuchDoYouKnowAboutOrganizationalBehaviour?Considerwhetherthefollowingstatementsaretrueorfalse:Effectiveleaderstendtopossessidenticalpersonalitytraits.Nearlyallworkerspreferstimulating,challengingjobs.Copyright©2011PearsonCanadaInc.HowMuchDoYouKnowAboutOrgHowMuchDoYouKnowAboutOrganizationalBehaviour?(continued)3. Managershaveaveryaccurateideaabouthowmuchtheirpeersandsuperiorsarepaid.Workershaveaveryaccurateideaabouthowoftentheyareabsentfromwork.Payisthebestwaytomotivatemostemployeesandimprovejobperformance.Copyright©2011PearsonCanadaInc.HowMuchDoYouKnowAboutOrgHowMuchDoYouKnowAboutOrganizationalBehaviour?(continued)Peopleareverygoodatgivingsensiblereasonswhythesamestatementiseithertrueorfalse.Commonsensedevelopsthroughunsystematicandincompleteexperienceswithorganizationalbehaviour.Managementpracticeshouldbebasedoninformedopinionandsystematicstudy.Copyright©2011PearsonCanadaInc.HowMuchDoYouKnowAboutOrgGoalsofOrganizationalBehaviourPredictingorganizationalbehaviourandevents.Explainingorganizationalbehaviourandeventsinorganizations.Managingorganizationalbehaviour.Copyright©2011PearsonCanadaInc.GoalsofOrganizationalBehaviManagementManagementistheartofgettingthingsaccomplishedinorganizationsthroughothers.Predictionandexplanationinvolvesanalysiswhilemanagementisaboutaction.Copyright©2011PearsonCanadaInc.ManagementManagementisthearEarlyPrescriptionsConcerningManagementAttemptstoprescribethe“correct”waytomanageanorganizationandachieveitsgoals:ClassicalviewandbureacuracyHumanrelationsviewCopyright©2011PearsonCanadaInc.EarlyPrescriptionsConcerningTheClassicalViewTheclassicalviewadvocatesahighdegreeofspecializationoflabourandcoordinationandcentralizeddecisionmaking.Copyright©2011PearsonCanadaInc.TheClassicalViewTheclassicScientificManagementScientificmanagementisFrederick’sTaylor’ssystemforusingresearchtodeterminetheoptimumdegreeofspecializationandstandardizationofworktasks.Copyright©2011PearsonCanadaInc.ScientificManagementScientifiBureaucracyBureaucracyisMaxWeber’sidealtypeoforganizationthatincludes:StrictchainofcommandSelectionandpromotioncriteriabasedontechnicalcompetenceDetailedrules,regulations,andproceduresHighspecializationCentralizationofpoweratthetopoftheorganizationCopyright©2011PearsonCanadaInc.BureaucracyBureaucracyisMaxTheHumanRelationsMovementandaCritiqueofBureaucracyThehumanrelationsmovement

beganwiththefamousHawthorneStudiesofthe1920sand1930sconductedattheHawthorneplantofWesternElectric.Copyright©2011PearsonCanadaInc.TheHumanRelationsMovementaTheHawthorneStudiesConcernedwiththeimpactoffatigue,restpauses,andlightingonemployeeproductivity.Thestudiesillustratedhowpsychologicalandsocialprocessesaffectproductivityandworkadjustment.Suggestedtherecouldbedysfunctionalaspectstohowworkwasorganized.Copyright©2011PearsonCanadaInc.TheHawthorneStudiesConcernedCritiqueofBureaucracyThehumanrelationsmovement

calledattentiontocertaindysfunctionalaspectsofclassicalmanagementandbureaucracy:EmployeealienationLimitsinnovationandadaptationResistancetochangeMinimumacceptablelevelofperformanceEmployeeslosesightoftheoverallgoalsoftheorganizationCopyright©2011PearsonCanadaInc.CritiqueofBureaucracyThehuTheHumanRelationsMovementAdvocatedmorepeople-orientedandparticipativestylesofmanagementthatcateredmoretothesocialandpsychologicalneedsofemployees.Themovementcalledfor:moreflexiblesystemsofmanagementthedesignofmoreinterestingjobsopencommunicationemployeeparticipationindecisionmakinglessrigid,moredecentralizedformsofcontrolCopyright©2011PearsonCanadaInc.TheHumanRelationsMovementAContemporaryManagement–TheContingencyApproachThegeneralanswertomanyoftheproblemsinorganizationsis:“Itdepends.”Dependenciesarecalledcontingencies.Thecontingencyapproachtomanagementrecognizesthatthereisnoonebestwaytomanage.Anappropriatemanagementstylesdependsonthedemandsofthesituation.Copyright©2011PearsonCanadaInc.ContemporaryManagement–TheWhatDoManagersDo?Thefieldoforganizationalbehaviourisconcernedwithwhatmanagersactuallydoinorganizations.Researchonwhatmanagersdohasfocusedon:ManagerialrolesManagerialactivitiesManagerialagendasManagerialmindsInternationalmanagersCopyright©2011PearsonCanadaInc.WhatDoManagersDo?ThefieldManagerialRolesHenryMintzbergdiscoveredarathercomplexsetofrolesplayedbymanagers:InterpersonalrolesInformationalrolesDecisionalrolesCopyright©2011PearsonCanadaInc.ManagerialRolesHenryMintzberInterpersonalRolesInterpersonalroleshavetodowithestablishingandmaintaininginterpersonalrelations.Theyinclude:FigureheadroleLeadershiproleLiaisonroleCopyright©2011PearsonCanadaInc.InterpersonalRolesInterpersonInformationalRolesInformationalrolesareconcernedwithvariouswaysmanagersreceiveandtransmitinformation.Theyinclude:MonitorroleDisseminatorroleSpokespersonroleCopyright©2011PearsonCanadaInc.InformationalRolesInformationDecisionalRolesDecisionalrolesdealwithdecisionmaking.Theyinclude:EntrepreneurroleDisturbancehandlerroleResourceallocationroleNegotiatorroleCopyright©2011PearsonCanadaInc.DecisionalRolesDecisionalrolManagerialActivitiesFredLuthans,RichardHodgetts,andStuartRosenkrantzfoundthatmanagersengageinfourbasictypesofactivities:Routinecommunication(formalsendingandreceivinginformation)Traditionalmanagement(planning,decisionmaking,controlling)Copyright©2011PearsonCanadaInc.ManagerialActivitiesFredLutManagerialActivities(continued)Networking(interactionwithpeopleoutsideoftheorganization)Humanresourcemanagement(motivating,reinforcing,disciplining,punishing,managingconflict,staffing,traininganddevelopingemployees)Copyright©2011PearsonCanadaInc.ManagerialActivities(continuSummaryofManagerialActivitiesCopyright©2011PearsonCanadaInc.SummaryofManagerialActivitiManagerialActivitiesandSuccessEmphasisonthesevariousactivitiesisrelatedtomanagerialsuccess.Networkingisrelatedtomovinguptheranksoftheorganizationquickly.Humanresourcemanagementisrelatedtoemployeesatisfactionandcommitmentanduniteffectiveness.Copyright©2011PearsonCanadaInc.ManagerialActivitiesandSuccManagerialAgendasJohnKotterstudiedthebehaviourpatternsofsuccessfulgeneralmanagersandidentifiedthefollowingcategoriesofbehaviour:AgendasettingNetworkingAgendaimplementationCopyright©2011PearsonCanadaInc.ManagerialAgendasJohnKotterAgendaSettingWhattheywantedtoaccomplishfortheorganization.Almos