decision-making capabilities, how to respond to and control stress, how to .
better communicate with others, and how career dynamics unfold can all be .
of enormous benefit to individual managers.
Managers can better understand and appreciate the behavior of those around .
them by understanding the organizational behavior concepts. (Dumaine, .
1993) For example, in my organization, managers are directly responsible .
for the work-related behaviors of a set of other people "their immediate .
subordinates. Typical managerial activities include motivating their .
employees to work harder, ensuring that their jobs are properly designed, .
resolving conflicts, evaluating their performance, and helping them set .
their goals to achieve rewards.
The managers also report to others in their organization. In .
working with these individuals, understanding basic issues associated with .
leadership, power and political behavior, decision making, organization .
structure and design, and organization culture can also be extremely .
beneficial. The field of organizational behavior provides numerous .
insights into these processes.
Managers must also interact with a variety of colleagues, .
peers, and coworkers inside the organization. Understanding attitudinal .
processes, individual differences, group dynamics, intergroup dynamics, .
organization culture, and power and political behavior can help managers .
handle such interactions more effectively. Many useful ideas from the .
field of organizational behavior have provided a variety of practical .
insights into these processes.
Finally, managers also interact with various individuals from .
outside the organization, including suppliers, customers, competitors, .
government officials, representatives of citizen's groups, union .