Buku perilaku organisasi stephen p robbins pdf download

This role includes hiring, training, motivating, and disciplining employees. When the president of a college hands out diplomas at commencement or a factory supervisor gives a group of highschool students a tour of the plant, he or she is acting in a figurehead role. INTERPERSONAL ROLES All managers are required to perform duties that are ceremonial and These ten roles can be grouped as being primarily concerned with interpersonal relationships, the transfer of information, and decision making. Based on his observations of these managers, Mintzberg concluded that managers perform ten different highly interrelated roles, or sets ofД«ehaviors, attributable to their jobs.

Management Roles In the late 1960s, a graduate student at MIT, Henry Mintzberg, undertook a careful study of five executives to determine what these managers did on their jobs. So, using the functional approach, the answer to the question of what managers do is that they plan, organize, lead, and control. This monitoring, comparing, and potential correcting is what is meant by the controlling function. If there are any significant deviations, it is managementвЂ™s job to get the organization back on track. Actual performance must be compared with the previously set goals. To ensure that things are going as they should, management must monitor the organizationвЂ™s performance. After the goals are set, the plans formulated, the structural arrangements delineated, and the people hired, trained, and motivated, there is still the possibility that some thing may go amiss. When managers motivate subordinates, direct the activities of others, select the most effective communication channel, or resolve conflicts among members, they are engaging in leading The final function managers perform is controlling. Every organization contains people, and it is managementвЂ™s job to direct and coordinate these people. It includes the determination of 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. Managers are also responsible for designing an organizationвЂ™s structure. The planning function encompasses defining an organizationвЂ™s goals, establishing an overall strategy for achieving these goals, and developing a comprehensive hierarchy of plans to integrate and coordinate activities. Since organizations exist to achieve goals, someone has to define these goals and the means by which they can be achieved. If you donвЂ™t know where youвЂ™re going, any road will get you there. Today, weвЂ™ve condensed these down to four: planning, organizing, leading, and controlling. Management Functions In the early part of this century, a French industrialist by the name of Henri Fayol wrote that all managers perform five management functions: They plan, organize, command, coordinate, and control. The people who oversee the activities of others and who are responsible for attaining goals in these organizations are their managers (although theyвЂ™re sometimes called administrators, especially in not- for-profit organizations). Based on this definition, manufacturing and service firms are organizations and so are schools, hospitals, churches, military units, retail stores, police departments, and local, state, and federal government agencies. This is a consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals. Managers do their work in an organization. They make decisions, allocate resources, and direct the activities of others to attain goals. Then letвЂ™s look at the managerвЂ™s job specifically, what do managers do? Managers get things done through other people. What Managers Do LetвЂ™s begin by briefly defining the terms manager and the place where managers work-the organization. The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714.The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three.Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two.

Buku perilaku organisasi stephen p robbins pdf download