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Introduction Chapter-01 1
Course Name: An Analysis of human and organizational behavior
Importance of Interpersonal Skills:
Managers have three skills that assist them to achieve their organizational goals; technical,
human and conceptual. The second one, human skill is the most essential skill for a
manager, which also known as interpersonal, communication or people skill. Interpersonal
skill is the ability to work with, understand, and motivate other people, both individually
and in groups.
Succeeding in management requires good interpersonal skills. Recognition of the
importance of developing managers’ interpersonal skills is closely tied to the need for
organizations to get and keep high-performing employees. Regardless of labor market
conditions, outstanding employees are always in short supply. Companies with reputations
as good places to work have a big advantages.
Having managers with good interpersonal skills is likely to make that workplace more
pleasant, which, in turn, makes it easier to hire and keep qualified people. In addition,
creating a pleasant workplace appears to make good economic sense. For instance,
companies with good reputation, as good workplaces to work, have been found to generate
superior financial performance.
We have come to understand that, technical and conceptual skills are necessary, but they
are not enough to succeed in management. In today’s increasingly competitive and
demanding workplace, managers can’t succeed on their technical skills alone. They also
have to have good people skills.
Managers and Organizations:
Managers get things done through other people. They make decisions, allocate resources,
and direct the activities of others to attain goals. The people who oversee the activities of
others and who are responsible for attaining goals in these organizations are managers.
Introduction Chapter-01 2
Managers do their works in an organization, which is a consciously coordinated social
unit, composed of two or more people that functions on a relatively continuous basis to
achieve a common goal or set of goals.
Management Roles:
Henry Mintzberg undertook a careful study of executives and on the basis of his
observations, he concluded that managers perform 10 different, highly interrelated roles –
or set of behaviors – attributed to their jobs. These roles can be grouped as being primarily
(1) interpersonal; (2) informational; (3) decisional.
Role Description Examples
Interpersonal
Per
son
al c
onta
ct
Figurehead Symbolic head, required to
perform a number of routine
duties of a legal or social
nature.
Greet visitors, sign legal
documents, attend ribbon
cutting ceremonies, host
receptions, etc.
Leader Responsible for the motivation
and direction of employees.
Includes almost all interactions
with subordinates.
Liaison Maintains a network of outside
contacts that provide favors
and information.
Business correspondence,
participation in meetings with
representatives of other
divisions or organizations.
Informational
Introduction Chapter-01 3P
assi
ng
Info
rmat
ion
Monitor Receives a wide variety of
information; serves as nerve
center of internal and external
information of the
organization.
Scan/read trade
press, periodicals, and reports;
attend seminars and
training; maintain personal
contacts.
Disseminator Transmits information received
from outsiders or from other
employees to members of the
organization.
Send memos and reports;
inform staffs and subordinates
of decisions.
Spokesperson Transmits information to
outsiders on organization’s
plans, policies, actions, and
results; serves as expert on
organization’s industry.
Pass on memos, reports and
informational materials;
participate in conferences/
meetings and report progress.
Decisional
Mak
ing
dec
isio
ns
Entrepreneur Searches organization and its
environment for opportunities
and initiates to bring about
change.
Implement innovations; Plan
for the future.
Disturbance
handler
Responsible for corrective
action when organization faces
important, unexpected
disturbances.
Settle conflicts between
subordinates; Choose strategic
alternatives; Overcome crisis
situations.
Resource
allocator
Makes or approves significant
organizational decisions.
Draft and approve of plans,
schedules, budgets; Set
priorities.
Introduction Chapter-01 4
Negotiator Responsible for representing
the organization at major
negotiations.
Represent during negotiations
with unions, suppliers, and
defend interests.
Differences between Liaison and Negotiator:
Liaison Negotiator
1
.
Maintains a network of outside contacts
that provide favors and information.
Responsible for representing the
organization at major negotiations.
2
.
Work as business correspondence,
participates in meetings with
representatives of other divisions or
organizations.
Represent during negotiations with
unions, suppliers, and defend interests.
3
.
Needed anytime to provide network. Needed when any type of problem with
outsiders arise.
Management Functions:
Henri Fayol stated that all managers perform five management functions: planning,
organizing, commanding, coordinating, and controlling. Today, modern management have
condensed these to four: planning, organizing, leading and controlling.
Planning – a process which includes defining goals, establishing strategy, and
developing plans to coordinate activities.
Organizing – determining what tasks are to be done, who is to do them, how the
tasks are to be grouped, who reports to whom, and where decisions are to be made.
Leading - a function that includes motivating employees, directing others, selecting
the most effective communication channels, and resolving conflicts.
Introduction Chapter-01 5
Controlling – monitoring activities to ensure that they are accomplished as planned
and correcting any significant deviations.
Management Skills:
Robert Kertz has identified three essential management skills: technical, human and
conceptual.
Technical skills: The ability to apply specialized knowledge or expertise.
Human skills: The ability to work with, understand, and motivate other people both
individually and in groups.
Conceptual skills: The mental ability to analyze and diagnose complex situations.
Effective vs. Successful:
Fred Luthans and his associates studied more than 450 managers and found that all these
managers engaged in four managerial activities.
1. Traditional management: decision making, planning, and controlling.
2. Communication: exchanging routine information, and processing paper work.
3. Hums resource management: motivating, disciplining, managing conflict, staffing,
and training.
4. Networking: socializing, politicking, and interacting with outsiders.
Managers who were successful (defined in terms of the speed of promotion within their
organization) had a very different emphasis than managers who were effective (defined in
terms of quantity and quality of their performance and the satisfaction and commitment of
their employees).
Among successful managers, networking made the largest relative contribution to success,
and human resource management activities made the last relative contribution. Among
Introduction Chapter-01 6
effective managers, communication made the largest relative contribution and networking
the least.
→ Effective management is managing organization by using right way to reach to desired
output, defined in terms of quantity and quality of their performance and the
satisfaction and commitment of their employees. Successful management is defined in
terms of the speed of promotion within organization; it may use any ethical or non-
ethical way to get the output. But we cannot say effectiveness is opposition of success.
As, if a manager uses wrong ways to be successful, now or then he will get seized
because of it. So, if a manager wants to be successful, have to be effective.
Organizational Behavior:
Organizational behavior is a field of study that investigates the impact that individuals,
groups, and structure have on behavior within organizations, for the purpose of applying
such knowledge toward improving an organization’s effectiveness.
Systematic Study and Intuition:
Systematic Study : Looking at relationships, attempting to attribute causes and
effects, and drawing conclusions based on scientific evidence.
Intuition : A gut feeling not necessarily supported by research.
Disciplines:
Psychology : The science that seeks to measure, explains, and sometimes changes
the behavior of humans and other animals.
Social Psychology : An area of psychology that blends concepts from psychology
and sociology and that focuses on the influence of people on one another.
Sociology : The study of people in relation to their social environment or culture.
Anthropology : The study of societies to learn about human beings and their
activities.
Challenges and Opportunities for OB:
Introduction Chapter-01 7
Understanding organizational behavior has never been more important for managers than
it is today. A quick look at a few of the dramatic changes now taking place in
organizations supports this claim. There are a lot of challenges and opportunities today for
managers to use OB concepts.
Responding to globalization: Organizations are no longer considered by national
borders. McDonald’s sells hamburgers in Moscow. ExxonMobil, a so-called
American company, receives almost 75% of its revenues from sales outside the
United States. The world has become a global village. In that process, the
manager’s job is changing.
→ Increased foreign assignments
→ Working with people from different cultures
→ Coping with anti-capitalism backlash
→ Overseeing movements of jobs
→ Managing people during the war on terror
Managing workforce diversity: One of the most important and broad-based
challenges currently facing organizations is adapting to people who are different,
which is termed as Workforce diversity. Workforce diversity means that
organizations are becoming a more heterogeneous mix of people in terms of
gender, age, race, ethnicity, and sexual orientation. A diverse workforce, for
instance, includes women, people of color, the physically disabled, senior citizens,
and gays and lesbians.
Improving quality and productivity: Today, almost every industry suffers from
excess supply. Automobile factories can build more cars than consumers can
afford, and most cities now have far more restaurants than their communities can
support. Excess capacity translates into increased competition and forces managers
to reduce costs and improve their organizations’ productivity and the quality of the
products and services they offer.
Improving customer service: OB can contribute to improving an organization’s
performance by showing managers how employee attitudes and behaviors are
associated with customer satisfaction.
Introduction Chapter-01 8
Improving people skills: Ability to explain and predict the behavior of people at
work is important for managerial effectiveness.
Stimulating innovation and change: An organization’s employee can be imputes
for innovation and change or they can be a major stumbling block. The challenge
for managers is to stimulate their employees’ creativity and tolerance for change.
Coping with temporaries: Workers need to update their knowledge and skills
continually to perform new job requirements. Managers must learn to live with
flexibility, spontaneity and unpredictability.
Working in net-worked organizations: The manager’s job is different in networked
organization, especially when it comes to managing people.
Helping employees balance work-life conflicts: Recent studies suggest that
employees want job that give them flexibility in their work schedules so they can
better manage work/life conflicts.
Creating a positive working environment: OB concerns how organizations develop
human strength, foster vitality and resilience and unlock potential. Instead of
responding to competitive pressure, some organizations are trying to realize a
competitive advantage by fostering a positive work environment.
Improving ethical behavior: Situations in which individuals are required to define
right or wrong conduct.
Differences between Administrator and Manager:
Managers Administrators
1. Managers oversee the activities of others
and responsible for attaining goals of
organizations.
Administrators supervise the
activities of employees and make
decisions.
2. Managers found in profit making
organizations.
Administrators generally work in
non-profit organizations.
3. Managers do works according to the Administrators take policies for
Introduction Chapter-01 9
policies of organizations. business decisions.
4. Managers are closer to the employees. Administrators are over the
management.
5. Manager controls the employees. Administrators manage the outside
contacts and facilities as a whole.
6. Example: Bank manager. Example: Principle of a School.
Differences between Leader and Manager:
Managers Leader
1. Managers manage and take
responsibility if a situation.
A leader takes charge is influential and sets
an example.
2. Managers have subordinates who
follow their rules.
L;eaders have individuals who believe in
what they say, otherwise know as
followers.
3. Managers focus on concise,
scientifically proven methods to lead.
Leader focus on human emotion and
charisma to lead.
4. The manager has responsibility and is
able to delegate and impalement plans.
A leader is an examplefor the others and is
someone who doesnot have large
responsibily.
Differences between Leader and Figurehead:
Figurehead Leader
1. Symbolic head, required to perform a number of Responsible for motivation and
Introduction Chapter-01 10
routine duites of a legal or social nature. direction of employees.
2. McLain is a figurehead. Obama is a leader.
Differences between Negotiator and Disturbance Handler.
Disturbance Handler Negotiator
1. Responsible for corrective actions when
organizations faces important and
unexpected problems.
Responsible for representing the
organizations at major negotitations.
2. His action involves scheduling,
budgeting, allocator of duties of
subordinate’s authorization.
His actions include bringing advantages
to the organization during the access of
negotiation.
3. Organization uses at the time of particular
problem.
Organization uses at the time of regular
problem.