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Introduction to Organisational Behaviour (Challenges and Opportunities in…

- - - - Monitor
        
        Receives a wide variety of information; serves as nerve center of internal and external information of the organization
      - Disseminator
        
        Transmits information received from outsiders or from other employees to members of the organization
      - Spokesperson
        
        Transmits information to outsiders on organisation's plans, policies, actions, and results; serves as expert on organisation's industry
    - - Entrepreneur
        
        Searches organization and its environment for opportunities and initiates projects to bring about change
      - Disturbance Handler
        
        Responsible for corrective action when organization faces important, unexpected disturbances
      - Resource Allocator
        
        Makes or approves significant organizational decisions
      - Negotiator
        
        Responsible for representing the organization at major negotiations
    - - Figurehead
        
        Symbolic head; required to perform a number of routine duties of a legal or social nature
      - Leader
        
        Responsible for the motivation and direction of employees
      - Liason
        
        Maintains a network of outside contacts who provide favors and information
  - - - the ability to apply specialised knowledge or enterprise
    - - the ability to work with, understand, and motivate other people, both individually and in groups
    - - the mental ability to analyse and diagnose complex situations
  - - - Traditional Management
        
        more for effective
      - Communicating
        
        more for effective
      - Networking
        
        less for effective
      - Human Resource Management
        
        more for effective
  - - - planning, organising, leading and controlling
      - implement, copy, maintain, control, think short term, accept status quo and do things 'right'
      - Leading - motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts
      - Organising - 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 made
      - Controlling - monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations
      - Planning - defining goals, establishing strategy, and developing plans to coordinate activities
    - - create, originate, develop, inspire trust, think long term, challenge status quo, 'do the right things'
      - Leadership - the ability to influence people towards the achievement of a vision or set of goals
- - - - never used to track online shoppers
    - - Roles of Big Data
        
        predicting any
        event
        
        detecting how much
        risk is incurred at any time
        
        preventing catastrophes large and small
    - - help employees with mental illnesses monitor
        and change their behavior
      - use of big data for understanding, helping,
        and managing people
      - correcting management assumptions and increasing positive performance outcomes
      - applied toward making effective decisions and managing human resources
    - - issues of privacy - especially for surveillance equipment
      - What do people think about big data when they are the source of the data?
      - big data will always be limited in predicting
        behavior, curtailing risk, and preventing catastrophes
      - human
        behavior is often capricious and predicated on innumerable variables
- - - - working with bosses, peers, and other employees born and raised in different cultures
      - need to understand how their culture and background have
        shaped them and how to adapt your management style
    - - Managers face the difficult task of balancing the interests of their organizations with their responsibilities to the communities in which they operate e.g using low cost labour
    - - transferred to your employer’s operating division
      - manage a workforce very
        different in needs, aspirations, and attitudes
    - - managers need to know the cultural norms of the workforce in each country they do business
- - - - the set of actions employees take to separate themselves from the organisation
        e.g showing up late, failing to attend meetings
      - turnover - not necessarily bad for organisation
    - - discretionary behaviour that contributes to the psychological and social environment of the workplace
    - - Stress - an unpleasant psychological process that occurs in response to environmental pressures
    - - the combination of effectiveness and efficiency at doing core job tasks
    - - the quantity and quality of a groups work output
    - - the extent to which members of a group support and validate one another while at work
    - - the combination of the effectiveness and efficiency of an organisation
      - effectiveness - the degree to which an organisation meets the needs of its clientele or custojmers
      - efficiency - the degree to which an organisation to achieve its goals at a low cost
    - - organisational survival - the degree to which an organisation is able to exist and grow over the long term