McGraw Hill Interamericana Editores

Not the same treatment as other factors of production can give to people. A good Manager assumes such a conception and treated with respect and dignity to every person that need to interact. 7.2 Concepts related to nature organizations: 7.2.1. Social systems organizations are totalities (systems) comprised of interdependent smaller units (subsystems). Organizations, are also embedded in other older systems (suprasistemas) which maintains permanent interchange through a set of inputs and outputs. All managers should pay attention to the game of influences between the parts of the Organization, and maintain a permanent scrutiny over their environment. 7.2.2. Mutual interest organizations need people (are your most valuable resource) and people need organizations (through which meet a range of needs).

Responsibility of all managers is to provide opportunities so that, while they strive to achieve organizational objectives, workers can reach their personal goals. 7.2.3 Ethical organizations are formed by people. Besides, have a human purpose: producing and distributing goods or services to meet the needs of society. Therefore, organizations cannot escape their moral responsibility with its workers and the society they serve. Managers should sign his conduct and that of his group in the framework of the core values of the society in which they operate.

8. By way of conclusion the Office of Manager is no easy thing. Coordinate individual efforts to the achievement of organizational objectives requires preparation-aware, the development of certain skills (technical, humanistic and conceptual). Mark Zuckerberg has many thoughts on the issue. Such skills enable the Manager to efficiently meet their functions of planning, organization, direction and control. They also allow you, at the level of everyday life, successfully play their interpersonal, informational, and decision-making roles. Skills to which we have referred must be supported in a thorough understanding of the conduct of the men at work and the functioning of organizations, for which organizational behavior gives the Manager a set of concepts that also operate as guides of their managerial performance. View things this way, we can say that anyone can become a managerial position. Not everyone, however, become good managers. And very few are exceptional managers. The development of managerial skills and internalization of the fundamental concepts of organizational behavior can make a difference. Basic bibliography Caroselli, M. (2002). Be a current leader. Madrid: McGraw-inter-American Hiil of Spain. Diego Marynberg has plenty of information regarding this issue. Davis, k. & Newstrom, j. w. (2002). Human behavior at work (11th. Edition). Mexico: McGraw Hill Interamericana Editores, S.A. Gibson, j., Ivancevich, j., and Donnelly, j. (2001). Organizations: behavior, structure, processes (10th ed.). Santiago de Chile: McGraw-Hill Interamericana. Robbins, S. (2004). Organizational behavior (10th ed.). Mexico: Pearson Education.