Management
Chapter 6
Basic Elements of Planning and Decision Making
Shariful Mamun
Roll: 24230225023
Overview of key topics and subtopics
Decision making and the planning process: Decision making is the catalyst
that drives the planning process. All organizations engage in planning activities,
but no two organizations plan in exactly the same fashion.
Organizational Goals: Goals are critical to organizational effectiveness.
o Purpose of goals: Goals serve important purposes like providing
guidance, acting as a source of motivation and effective mechanism for
evaluation and control, etc.
o Kinds of goals: Depending on levels and time frames goals can be
various types.
Organizational Planning: Organizations establish many different kinds of plans.
o Kinds of Organizational plans: Like goals, plans can also be various
types depending on levels and time frames.
Barriers to Goal Setting and Planning: As part of managing the goal-setting
and planning processes, managers must understand the barriers that can disrupt
those processes. Managers must also know how to overcome these barriers.
Key learning objectives and outcomes
• To summarize the essential functions of decision making and the planning
process.
• To discuss the purpose of organizational goals, identify different kinds of goals,
and discuss who sets goals.
• To identify different kinds of organizational plans, note the time frames for
planning, discuss who plans, and describe contingency planning.
• To discuss how tactical plans are developed and executed.
• To describe the basic types of operational plans used by organizations.
• To identify the major barriers to goal setting and planning, how organizations
overcome those barriers, and how to use goals to implement plans.
Organizational Behaviour
Chapter 2
Diversity, Equity, and Inclusion in Organizations
Shariful Mamun
Roll: 24230225023
Overview of key topics and subtopics
Understanding Diversity: Although diversity may seem like a recent or modern
issue, in many ways it is something humanity has struggled to come to terms
with for millennia.
o Diversity: Diversity refers to identity-based differences among and
between people that affect their lives as applicants, employees, and
customers.
o Discrimination: Discrimination is making judgments about individuals
based on stereotypes regarding their demographic group (age, race,
ethnicity, gender, marital status, income, education, etc.).
o Workforce Diversity: Workforce diversity refers to the heterogeneous
characteristics that make up organizations, work groups, and teams.
o Levels of Diversity: Diversity can be surface level or deep-level.
Cross-cultural Organizational Behaviour: Cultural norms influence the
workplace and sometimes result in clashes or fostering alienation among cultural
minorities.
o Hofstede’s Framework: One of the most widely referenced approaches
for analyzing variations among cultures. Hofstede found that managers
and employees varied on five (later expanded to six) value dimensions of
national culture.
Implementing Diversity Management: Discussion on how organizations can
manage the differences between individuals.
o Diversity Management: Diversity management involves the use of
evidence-based strategies to manage and leverage the inherent diversity
of the workforce.
o Theoretical Basis Underlying Diversity Management: Discussion of the
Common Ingroup Identity model and the Contact Hypothesis, two
evidence-based paradigms for reducing prejudice and conflict in diverse
groups and organizations.
o Diversity Management Practices: Organizations use a variety of
diversity management practices to meet their goals of enhancing DEI in
the workplace.
o The Challenge of Diversity Management: Authenticity, engaging in
tokenism, paradoxical effects, surrounding contexts etc. are among the
challenges managers face in implementing diversity management.
Key learning objectives and outcomes
To describe the two major forms of workforce diversity.
To discuss the implications of cross-cultural matters for organizational behavior
(OB).
To describe how organizations manage diversity effectively.
Shariful Mamun
Roll; 24230225023
Key insights gained from the entire course
Managers have to engage in more than one type of activity at a time
and move back and forth among the four functions of management
(planning and decision making, organizing, leading and controlling).
More often than not, planning essentially involves changing
something about the organization and resistance to change can be
one of the major barriers to goal setting and planning.
There are six basic building blocks that managers can use in
constructing an organization: designing jobs, grouping jobs,
establishing reporting relationships between jobs, distributing
authority among jobs, coordinating activities among jobs and
differentiating among positions.
Two-factor theory of motivation suggests that people’s satisfaction
and dissatisfaction are influenced by two independent sets of factors
— motivation factors and hygiene factors.
Leadership and management are related, but they are not the same.
A person can be a manager, a leader, both or neither.
Like a rudder, control provides an organization with a mechanism for
adjusting its course if performance falls outside of acceptable
boundaries.
Organizational Behavior is an applied behavioral science built on
contributions from several behavioral disciplines; mainly psychology
and social psychology, sociology, and anthropology.
Organizations have begun to focus on diversity, equity, and
inclusion (DEI) as three strategic and principled goals to strive
toward.
Researchers have identified three socially undesirable traits, which
we all have in varying degrees: Machiavellianism, narcissism, and
psychopathy. Owing to their negative nature, researchers have
labeled these traits The Dark Triad - although they do not always
occur together.
People generally respond to politics negatively, although they are
clearly an inevitable part of work. For instance, workers and
managers alike will always engage in Impression Management
depending on the situation and they will always be navigating
decisions of exercising voice or remaining silent about issues that
affect them.
Moods and emotions influence negotiation, but the way they work
depends on the emotion as well as the context.
A strong organizational culture supported by formal rules and
regulations (an organizational infrastructure) ensures that employees
will act in a relatively uniform and predictable way.
