1) Sets objectives.

The manager sets goals for the group, and decides what work needs to be done to meet those goals. 2) Organizes. The manager divides the work into manageable activities, and selects people to accomplish the tasks that need to be done. 3) Motivates and communicates. The manager creates a team out of his people, through decisions on pay, placement, promotion, and through his communications with the team. Drucker also referred to this as the integrating function of the manager. 4) Measures. The manager establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance. 5) Develops people. With the rise of the knowledge worker, this task has taken on added importance. In a knowledge economy, people are the companys most important asset, and it is up to the manager to develop that asset. While other management experts may use different words and focus on different aspects of these responsibilities, Mr. Druckers basic description of the managers job still holds.

Organizational behavior is a misnomer. It is not the study of how organizations behave, but rather the study of individual behavior in an organizational setting. This includes the study of how individuals behave alone, as well as how individuals behave in groups. The purpose of organizational behavior is to gain a greater understanding of those factors that influence individual and group dynamics in an organizational setting so that individuals and the groups and organizations to which they belong may become more efficient and effective. The field also includes the analysis of organizational factors that may have an influence upon individual and group behavior. Much of organizational behavior research is ultimately aimed at providing human resource management professionals with the information and tools they need to select, train, and retain employees in a fashion that yields maximum benefit for the individual employee as well as for the organization. Organizational behavior is a relatively new, interdisciplinary field of study. Although it draws most heavily from the psychological and sociological sciences, it also looks to other scientific fields of study for insights. One of the main reasons for this interdisciplinary approach is because the field of organizational behavior involves multiple levels of analysis, which are necessary to understand behavior within

organizations because people do not act in isolation. That is, workers influence their environment and are also influenced by their environment.

The main challenges and opportunities that managers face when working in teams. What role does team leadership play in this context?
Type : Presentation Pages : 8 pages Format : .doc Published date : 09/29/2010 Category : Business & market Sub category : Management Oboulo.com selection criteria

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Contents The main challenges and opportunities that managers face when working in teams. What role does team leadership play in this context? I. The team work A. The main principles of a team work and the different roles that we can have B. Main opportunities when we work in a team C. Main challenges when we work in team II. The leadership The role of the leader A. The different kind of leader Abstract : Presentation The ability to work in a team is a desired competence, which is rare in the French system, especially among the "chiefs" and the managers. In France, importance is given to genius, and a strong personality on which everything may depend. Even is teams are formed, they do not function as teams as they are built on a model where the teammembers are under the control of the chief, and must conform to the established rhythm of work, and methods. In this model, the chief does not delegate, he just sub-contracts. Real team work requires that all members are subjected to the rule, including the leader. Each one has a task allocated in order for the team to be successful. The "chief" is then the person who is in charge of the coordination, the arbitrations, animation and the impulse of the team. This requires a completely different frame of mind, where the leader accepts that all the work is not done with his measurement, and according to his good pleasure. He accepts that important components of the realization are not under his narrow control, and thus depends on the members of his team. Beyond a certain level, tasks cannot be accomplished by only one person, even if he is surrounded by an army of advisers and assistants. Although he may be exceptionally

brilliant, this person is limited by being human, and cannot know all. To work in a team makes it possible for him to create synergies, with the team-members focusing their energy on the project. They use their talents in the most optimal way, instead of having to pass part of their time to adapt to the steps of another. It is a bigger achievement when the task one performs well is replicated. Share Similar Presentations : Management