Stephen P. Robbins , Organizational BehaviorDessler, Gary, Human Resource Management

11th edition

Lecture outlineThe importance of interpersonal relationshipManager’s functions roles and skillsWhat is organizational behavior?OB systematic studyBehavioral disciplines that contribute to OBChallenges and opportunities in applying OB

conceptsThree levels of OB model

Importance of interpersonal skillsLets answer the following questions:

What are interpersonal skills?How can they be developed and enforced?Can we call them “people skills”?

Thus in today’s world technical skills are necessary, but they are not enough to succeed in management. They have to have good people skills> this course is designed to help and develop managers develop those skills.

What managers do?What managers do can be in the following

termsManagement functions

Panning Organizing Leading controlling

Management rolesManagement skills

Managerial RolesA role is a set of specific tasks a person

performs because of the position they hold.

Roles are directed inside as well as outside the organization.

Three broad categories of roles:1.Interpersonal2.Informational3.Decisional

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Interpersonal roleThe interpersonal roles ensure that information is

provided.

Figureheads: projecting a set of values, communicating an image Symbolizes the organization and what it is trying to achieve.

Leader role: needs to be informed, as well as informing. Leadership skills commonly lacking in managers Train, counsel, mentor and encourage high employee performance.

Liaison Role: developing channels of communication, especially informal channels with other corporate directors, political connections, media, public figures. Link and coordinate people inside and outside the organization to

help achieve goals.

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Informational role The informational roles link all managerial work together.

Monitor: sifting, sorting, selecting information (to help set the agenda) Phone, meetings, memos, social functions, mail, public gatherings Analyzes information from both the internal and external

environment.

Disseminator: the passing of relevant information to subordinates. Managers transmits information to influence attitudes and behavior

of employees

Spokesperson: has to be able to express it, have solid verbal skills That is right message at right times

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Decisional role The decisional roles make significant use of the

information.

Entrepreneurial: ability to identify opportunities and threats-able to do this in diverse situations-work or leisure.

Disturbance handler: more information available, more likely correct decision is made

Resource allocator: to divisions or departments; managers need to have an understanding of what resources are needed for effective functioning (e.g. budget gamesmanship)

Negotiator: managers need precise and relevant information to facilitate this role. Therefore the best managers.

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The performance and requirements of these roles can be played at different times by the same manager and to different degrees depending on the level and function of management.

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So what kind of basic skills and knowledge does the managers require??

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Managerial knowledge, skills & performanceKnowledge base:

Managers need a relevant, fairly extensive knowledge base for their particular managerial job. This may be in several areas e.g. Knowledge of industry Knowledge of product Knowledge of market Knowledge of technology

Skill base: Mangers also need particular skills in order to function

effectively in achieving their objective.

Conceptual skills: the ability to analyze and diagnose a situation and find the cause and effect.

Human skills: the ability to understand, alter, lead and control people’s behavior

Technical skills: the job specific knowledge required to perform a task. e.g. marketing, accounting and manufacturing.

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These skills and knowledge are required by the Managers to function in two key ways:

1. EffectivelyAn ability to choose and

achieve appropriate goals

2. EfficientlyAn ability to make the best

use of resources.

Technical skillsThe technical skill implies an understanding

of and proficiency in a specific kind of activity, particularly one involving methods, processes, procedures or techniques.

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Human skillsThis refers to the ability to work with,

understand and motivate other people.A person with a highly developed human

skills is likely to understand the feelings and emotions of other individuals and groups.

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Conceptual skillsThis skill involves the ability to see the

enterprise as a whole. It includes how the various functions of organization depend on one another and how changes in any one part affect all the others. It also extends to the relationship of the individual business to the industry.

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Vertical differences in Managerial Roles

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Effective versus successful managersSo we can conclude and say that managers

usually spend most of their time in the following managerial activities:Traditional managementCommunicationHuman resource managementNetworking

What is Organizational Behavior (OB)?It 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 towards improving an organization's effectiveness.

It includes topics such as:MotivationLeadership behaviorPowerInterpersonal communicationGroup structureLearningPerceptionChange processConflictWork designWork stress

Systematic approach to OBSystematic study means looking at

relationships, attempting to attribute cause and effects and basing your conclusion on scientific evidence, i.e. based on data gathered under controlled conditions measured and interpreted in a certain manner.

Disciplines that contribute to OB fieldPsychology

Science that seeks to measure, explain and sometimes change the behavior of humans and other animals

SociologyThe study of people in relation to their social

environment or culture

Social psychologyAn area of psychology that blends concepts

from psychology and sociology and focus on influence of people on one another

AnthropologyThe study of societies to learn about human

beings

Psychology’s contributionDeals with individualsLearningMotivationPersonalityEmotionsPerceptionTrainingJob satisfactionIndividual decision makingPerformance appraisalWork designWork stress

Social psychology’s contributionDeals with groupsBehavioral changeAttitude changeCommunicationGroup processesGroup decision makingPowerConflictIntergroup behavior

Sociology’s contributionDeals with groups and organization

systemCommunicationPowerConflictIntergroup behaviorFormal organization theoryOrganizational changeOrganizational culture

Anthropology’s contributionDeals with groups and organization

systemsCross cultural analysisComparative valuesComparative attitudesOrganizational cultureOrganizational environmentPower

Human beings are complexTwo people often act differently in different

situationsdoes everyone like complex and challenging

work??

Challenges and opportunities for OBGlobalization

Increased foreign assignmentsWorking with people from different culturesMovement of jobs to countries with low cost

laborManaging people during War on terror

Managing workforce diversityEmbracing diversityChanging demographics

Improving quality and productivityImproving customer serviceImproving people skillsStimulating innovation and changeCoping with “temporariness”Working in networked organizationsHelping employees balance work-life conflictsCreating a positive work environment

Developing and OB modelThe dependent variable

ProductivityAbsenteeismTurnover Job satisfactionDeviant workplace behavior – voluntary behavior that

violates significant organizational norms which may address any form of job dissatisfaction

Organizational citizenship behavior- discretionary behavior that is not part of an employee’s formal job requirements but that promotes the effective functioning of the organization.

The independent variablesIndividual level variablesGroup level variablesOrganization system level variables