1. Organizational Psychology
Interactive lecture
Jolanta Babiak
Winter semester 2018/2019

2. 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

3. 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+)
Very good (5)

4. 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

5. 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

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 functions Paramount 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
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?

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. 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?

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
That is most effective managers are both participative and hard driving, both nurturing and competitive

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
This is where we start.

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