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Organizational Psychology

Organizational Psychology. Interactive lecture Jolanta Babiak Winter semester 2019/2020. Grading. Grading. Content of lectures. Learning about human behavior in organizations – psychological perspective Personality and attitudes Managing organizational communication

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Organizational Psychology

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  1. OrganizationalPsychology Interactive lecture Jolanta Babiak Winter semester 2019/2020

  2. Grading

  3. Grading

  4. Content of lectures • Learning about human behavior in organizations – psychological perspective • Personality and attitudes • Managingorganizationalcommunication • Individual problem solving styles • Supporting and motivatingemployees • Leadership styles and leadership outcomes • Power, authority and influence • Buildingeffectiveteams: Dynamics within and between groups

  5. Content of lectures • Goal setting and leading positive change • Human capital growth: talent management, employee development, and leadership development / Test 2 • Managing turnarounds and crisis • Work stress and stress coping • Solving problems creatively • Negotiations and conflict resolution • Summary and test

  6. 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.

  7. 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

  8. 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

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

  10. OB puts great emphasis on examining managerial behavior One common thread runs through managerial functionsParamount importance of managing people

  11. 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

  12. 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

  13. 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

  14. Whataremanagerialskills? Identifiablesets of actionsthatindividualsperform, whichlead to certainoutcomes • Why do we need management skills? • Whataremanagerialskills? • Whatistheirnature? • Whyaretheycritical for succesfull management? • Canthey be developed?

  15. (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

  16. (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

  17. (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

  18. (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

  19. (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

  20. (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

  21. 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?

  22. 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

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

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