1. BUS301

2. By the end of the course, students are expected to:  Familiarize with the complexity of the issues surrounding today’s organizations in their internal environment.  Examine the contribution of behavioral science to the management process from a theoretical and functional perspective.

3.  Be able to understand the role business and the market challenges within the organizational functions towards competitive advantage.  Be able to understand how to deal with people in business enterprises and organizational relations.

4. Students will be assessed and graded based on:  Assignments  Midterm exams  Course Works and Presentations  Final exams  Class attendance and Participation (All the information can be found on the course outline)

7.  Managers: Individuals who achieve goals through other people. They work in organizations, consciously coordinated social units, composed of two or more people, that function on a relatively continuous basis to achieve a common goal or set of goals.

10.  Planning: A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

11.  Organizing: 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 to be made.

12.  Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

13.  Controlling: Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.

14. Interpersonal 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. Liaison: Maintains a network of outside contacts who provide favors and information.

15. Informational Monitor: Receives a wide variety of information: serves as nerve center of internal and external information of the organization. Disseminator: Transmits information received for outsiders or from other employees to members of the organization. Spokesperson: Transmits information to outsiders on organization’s plans, policies, actions and results; serves as expert on organization’s industry.

16. Decisional Entrepreneur: Searches organization and its environment for opportunities and initiates projects to bring about a change. Disturbance Leader: 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 negoatiations.

18.  Technical skills The ability to apply specialized knowledge or expertise.  Human skills The ability to work with, understand, and motivate other people, both individually and in groups.  Conceptual Skills The mental ability to analyze and diagnose complex situations.

19. Traditional management Decision making, planning, and controlling Networking Socializing, politicking, and interacting with others Human resource management Motivating, disciplining, managing conflict, staffing, and training Communication Exchanging routine information and processing paperwork

20. The “average” manager, based on the study of F. Luthans, spent 32% of his or her time in traditional management activities, 29% communicating, 20% in human resource management activities and 19% networking. The successful manager however, spent 48% on networking and the effective manager spent 44% on communication.

21. Organizational behavior (OB) A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

22. Systematic Study: Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Evidence-based management (EBM): Basing managerial decisions on the best available scientific evidence. Intuition: A gut feeling not necessarily supported by research. Systematic study and EBM add to Intuition or those “gut feelings” about “why I do what I do” and “what makes others tick”.

23.  Human relations movement refers to the researchers of organizational development who study the behavior of people in groups, in particular workplace groups.organizational developmentbehavior of people in groups  It originated in the 1930s' Hawthorne studies, which examined the effects of social relations, motivation and employee satisfaction on factory productivity. The movement viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts, and it resulted in the creation of the discipline of human resource management.Hawthorne studiessocial relations motivationemployee satisfaction productivitypsychologycompanies human resource management

24. What are the major challenges and opportunities that managers have in applying OB concepts?

25.  Globalization  Managing Workforce Diversity  Improving Quality and Productivity  Improving Customer Service  Improving People Skills  Stimulating Innovation and Change  Coping with “Temporariness”  Working in Networked Organizations  Helping Employees Balance Work-Life Conflicts  Creating a Positive Work Environment

28. Productivity: A performance measure that includes effectiveness (achievement of goals) and efficiency (the ratio of effective output to the input required to achieve it). Absenteeism: The failure to report to work. Turnover: Voluntary and involuntary permanent withdrawal from an organization.

29. Deviant workplace behavior: Voluntary behavior that violates significant organizational norms and, in so doing, threatens the well-being of the organization or its members. Organizational citizenship behavior (OCB) Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization. Job satisfaction: A positive feeling of one's job resulting from an evaluation of its characteristics.

30. Individual-Level Variables: Refers to personal or biographical characteristics such as age, gender; personality characteristics; values and attitudes etc. They are essential and have an impact in on employee behavior, and there is little the management can do to change them. Group Level Variables: People’s behavior in groups is different from their behavior when they are alone. A study of group behavior is necessary. Organization System-Level Variables: Just as groups are more than the sum of their individual members, so are organizations more than the sum of their member groups. The design, the internal culture, the HR Policies and practices, all have an impact in the dependent variables.

32. ETHICAL DILEMMA – LYING IN BUSINESS