MGTS1601 Lecture Notes - Lecture 2: Organizational Theory, Job Satisfaction, Job Performance
Document Summary
Three different approaches to managerial skills and activities: planning, organising, leading, controlling. Informational roles: decisional roles, technical skills (apply specialised knowledge, human skills (work with people, conceptual skills (analyse and diagnose complex situations. Four managerial activities: traditional management, decision making, planning, controlling, communication, exchanging routine information, processing paperwork, human resource management, motivating, disciplining, managing conflict, staffing and training, networking, socialising, politicking. Investigates the impacts that individuals, groups and structure have on behaviour within organisations: purpose of i(cid:373)pro(cid:448)i(cid:374)g a(cid:374) orga(cid:374)isatio(cid:374)(cid:859)s effe(cid:272)ti(cid:448)e(cid:374)ess, studies three determinants of behaviour in organisations. Individuals: groups, structures, applies the knowledge about individuals, groups and the effect of structure on behaviour to make organisations work more effectively. Evidence-based management: ebm complements systematic study basing managerial decisions on the best available scientific evidence, use evidence as much as possible to inform intuition and experience, there are no absolutes in ob.
