Organizational Psychology Interactive lecture Jolanta Babiak Winter semester 2018/2019

Maximum number of points to gain 40 Grading Content Points Midterm 50 Final test Make-up test Maximum number of points to gain 40 Participation Up to 10

Grading Less than 60 Failing (2) Points’ threshold grade 60-70 Satisfactory (3) 71-75 Satisfactory+ (3+) 76-84 Good (4) 85-92 Good + (4+) 93 - 100 Very good (5)

Content of lectures Learning about organizational behavior – psychological perspective Personality and attitudes Perception and attribution Individual problem solving styles Learning and reinforcement Work motivation / Test 1 Goal setting Work stress

Content of lectures Dynamics within and between groups Team building Leadership and influence Introduction to the theory of conflict Negotiations/ Test 2 Summary and make-up test

Assigned readings Robins, S. Judge T.A. (2013). Organizational Behavior, New Jersey, Pearson Education, Inc. Cialdini, R. B. (2007). Influence. The psychology of persuasion. New Yor, HarperCollins Publishers Whetten, D. A., Cameron K. S. (2011). Developing Management Skills. New Jersey: Person education, Inc.

Assigned Reading for lecture 1 Robins, S. Judge T.A. (2013). Organizational Behavior, New Jersey, Pearson Education, Inc. – chapter 1 Whetten, D. A., Cameron K. S. (2011). Developing Management Skills. New Jersey: Person education, Inc. – Introduction

Organizational behavior Investigates the impact individuals, groups and structure have on behavior within organization Study of what people do in organizations and how their behavior affects the organization’s performance Understanding human behavior plays a key role in effective managing people in organizations OB is an applied behavioral science built on a contribution from psychology, social psychology, sociology and anthropology

Human beings are complex and few, if any, simple and universal principles explain organizational behavior

OB puts great emphasis on examining managerial behavior One common thread runs through managerial functions Paramount importance of managing people

What do managers do? Managers get things done through other people Managers oversee activities of others Managers are responsible for attaining goals in the organization Managers’ functions (Functional approach Henri Fayol) Planning Organizing Commanding (Leading) Coordinating Controlling

What do managers do? Cont. According to Mintzberg (1960) managers perform 10 different roles grouped into: Interpersonal: figurehead, leader, liaison Informational: monitor, disseminator, spokesperson Decisional: being responsible for decisions and their outcomes Effective vs successful managers: do managers who move up the quickest in an organization do the same activities and with the same emphasis as managers who do the best job?

Commonly known managerial skills Technical skills – ability to apply specialized knowledge or expertise Human skills – ability to understand, communicate with, motivate, and support other people Conceptual skills – mental ability to analyze and diagnose complex situations

What are managerial skills? Identifiable sets of actions that individuals perform, which lead to certain outcomes Why do we need management skills? What are managerial skills? What is their nature? Why are they critical for succesfull management? Can they be developed?

(1) We need management skills, because… Human relationships are becoming more important not less Information overload ( e.g.6000 business books each month) No mechanism to organize, prioritize or interpret this information – what is crucial? What can be ignored? Key sense-making mechanism is the relationship we have with the sources of that information

(2) What are management skills? Building blocks upon which effective management rests MS are the means by which managers translate their own style, strategy and favorite tools or techniques into practice MS form the vehicle by which management strategy, practices, tools, techniques, personality attributes work to produce effective outcomes in organizations

(2) Management skills Verbal communication (including listening) Managing time and stress Managing individual decisions Recognizing, defining, and solving problems Motivating and influencing others Delegating Setting goals and articulating a vision Self-awareness Team building Managing conflict

(3) What are the attributes of management skills? MS are behavioral, not personality attributes nor stylistic tendencies – they can be observed MS are controllable – the performance of MS is under the control of the individual – consciously demonstrated, practiced, improved, or restrained MS are developable – through practice and feedback MS are interrelated and overlapping – integrated sets of complex responses; are not demonstrated in isolation from each other MS are contradictory or paradoxical - either teamwork nor individual relations, either soft and humanistic nor hard-driving and directive That is most effective managers are both participative and hard driving, both nurturing and competitive

(4) Power of management skills Main presumption: management skills – skills needed to manage one’s own life as well as relationships with others Due to effective people management: employee turnover drops Profits increase Sales grow Shareholder value grows Produces firm’s longevity

(4) Power of management skills What factors best account for financial success? Market share? Capital intensity? Size of the firm in assets? Industry average return on sales? Good people management? One factor – the ability to manage people effectively – was three times more powerful than all other factors combined in accounting for firm financial success

How do we develop management skills? Are management skills developable? Where do we start? What is the foundation/prerequisite to managerial skills’ development process? How long does it take to master managerial skills?

Get to Know Yourself first Management skills originate from self-management (self-reverence, self-control, self-knowledge, self-insight, self-understanding) Self-management starts with self-awareness which lies at the heart of ability to master oneself (but it is not sufficient) Setting priorities and goals, managing time and managing stress are build upon self-awareness This is where we start.

A hierarchy of personal life – management skills Managing stress Managing time Setting priorities and goals Self-awareness