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  • Example Summary IBA, Organizational Behavior 2014-2015

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    1

    Hi freshman IBAer!

    After a very long and hopefully joyful summer holiday, the time has come to get back to

    business. And as the business students you are as of this September, you can take this

    literally! You probably just witnessed one of the first lectures of many to come, and there

    is much more to think about. You have to order books, find your way around campus,

    maybe move the last few things to your new room, and build up your new social life. All

    this can be very overwhelming, and we understand. All the people working for

    SlimStuderen.nl IBA have been in your exact position. Together we form a diverse and

    motivated group of IBA students that are dedicated to make your lives a little easier by

    providing high quality and reliable summaries for all courses.

    One golden tip from us: planning is everything. Do not waste time doing things other

    people can do for you. Hopefully this free example summary for Organizational Behavior

    can convince you of all the good we have to offer. It consists, like all our first-year

    summaries, of a drained down version of the literature of the course, supplemented by

    useful notes we took from this years lectures*.

    To help you save you some money, you can now order one of our summaries for half the

    original price. Use discount code EUIB12 to order a discount package with 10% off on

    www.slimstuderen.nl; this is also where you can find our other offerings throughout the

    year. Moreover, you can always drop by the StudyStore to purchase our products. The

    discount code is valid until November 30th.

    Anyway, we want to wish you the best of luck this year, we believe you can do it!

    Kind regards,

    Suzanne Louis

    Study manager IBA

    SlimStuderen.nl

    http://www.slimstuderen.nl/

  • Example Summary IBA, Organizational Behavior 2014-2015

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    2

    TABLE OF CONTENTS

    A. Behavior in organizations ......................................................................... 3

    B. Th SlimStuderen-method....................................................................... 10

    C. Interview with Polonia Molengraaf (author) ........................................... 12

    D. Tentamens halen? Volg een tentamentraining bij Capita Selecta! ........... 14

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    *Note that, since this example summary has been published before the first lecture, it is

    based on last years lecture.

    A. Behavior in organizations

    The following chapter summarizes the definition of Organizational Behavior. Moreover,

    we will discuss some other important disciplines and definitions in this field of study.

    Interpersonal skills

    In order for companies to perform at their best, their employees need to perform at their

    highest level. To achieve this, managers need to develop their interpersonal skills; these

    skills have proven to make the workplace more interesting and pleasant since it creates

    more understanding about the wants and needs of the employees. These interpersonal

    skills can be divided into good people skills and good technical skills.

    Organizations and managers

    An organization is 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. A manager is someone who gets things done by delegating tasks to others.

    In order to achieve their goals, they must direct the activities of others, allocate

    resources and make decisions.

    Managerial functions

    A managers functions can be divided into four categories: planning, organizing, leading

    and controlling. Planning is about setting goals, and establishing an overall strategy for

    achieve these goals. This function increases the most as managers move from lower-

    level to middle management. Organizing entails the distribution of resources and tasks

    in such way that the goals can be achieved. Important here is to provide clear directions

    to all people within this structure. The leading function is about connecting to the

    employees on an interpersonal level. The manager must encourage, inspire and motivate

    their employees to perform at their best possible level. Then, the controlling function

    entails checking whether or not the set goals have been met.

    Managerial roles

    Based on a study of Henry Mintzberg, we can say that managers perform 10 different,

    highly related roles, that can be grouped into the interpersonal role, informational role

    and decisional role.

    Within the interpersonal role, we can distinguish three main roles. Within the

    figurehead role, the manager has a symbolic and ceremonial function. Also, all managers

    perform a leadership role. Then, the third role within this section is that of the liaison.

    According to Mintzberg, this means contacting outsiders to find necessary information.

    Informational roles exist from the need for managers to collect or provide information.

    In the role of monitor, the manager talks to other people and reads magazines in order

    to learn about changes in the market and the plans of the competition. Managers also act

    as a conduit to transmit information to organizational members. This is the disseminator

    role. Moreover, managers perform a spokesperson role when they represent the

    organization or institution to outsiders.

    From the lecture

    Organizational Behavior focuses on how to improve factors that make organizations more effective. Managers need to develop their interpersonal skills to be effective.

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    Lastly, Mintzberg defined a category of decisional roles. There is the entrepreneur role,

    wherein managers initiate and oversee new projects that need to improve the

    organizations performance.

    When managers discuss issues and bargain with other units to gain advantages they

    perform the negotiator role. The resource allocator role entail the allocation of human,

    physical and monetary resources. Finally, there is the role of disturbance handler, when

    acting upon unforeseen problems.

    The table below summarizes the different leadership roles.

    General roles Sub-roles

    Interpersonal roles Figurehead, leadership, liason

    Informational roles Monitor, disseminator, spokesperson

    Decisional roles Entrepreneur, negotiator, resource allocator,

    disturbance handler

    Managerial skills

    Researcher Robert Katz has defined three different necessary managerial skills, namely:

    Technical skills: the ability to apply specialized knowledge or expertise;

    Human skills: the ability to understand, work with and motivate others;

    Conceptual skills: the mental ability to analyze and diagnose complex problems.

    Managerial activities

    Managers all engage in four kinds of managerial activities. There is the traditional

    management, which revolves around decision making, planning and controlling. The

    second activity entails exchanging information and processing paperwork; we call this the

    communication category. Then there is networking, which is about socializing and

    interacting with outsiders. Lastly, everything that includes the motivating, disciplining

    and training of people is called human resource management.

    For successful managers it holds that they mostly engage in networking activities. On the

    contrary, effective managers contribute most of their time in communication activities.

    Overall it is absolutely essential to recognize the importance of managing people.

    Organizational Behavior

    There is a field of study that has investigated the impact that certain conditions can have

    on behavior within organizations; Organizational Behavior. It is a distinct area of

    expertise with a common body of knowledge, and it studies individuals, groups, and

    structure within organizations. It also includes core topics of motivation, leadership

    behavior and power, interpersonal communication, group structure and processes,

    learning, attitude development and perception, change processes, conflict, work design

    and work stress.

    Combining intuition and systematic study

    In social science, the systematic approach uncovers important facts and relationships

    that will secure a base that enables researchers to make more accurate predictions of

    behavior. There are certain fundamental consistencies underlying the behavior of all

    individuals that can be identified and then modified to reflect individual differences.

    These fundamental consistencies are very important, because they allow predictability.

    Systematic study looks at relationships in an attempt to attribute causes and effects,

    and basing our conclusions on scientific evidence. Evidence-based management

    (EBM) is an approach that complements systematic study, and involves taking

    managerial decisions based on the best available scientific evidence.

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    Both systematic study and EBM add to intuition, or those gut feelings about why I