Organizational Behavior
Ch1 cont.
The importance of interpersonal skills:
• Practicing managers have long understood the importance of interpersonal skills to managerial effectiveness.
• Until the late 1980's business school emphasized the technical aspects of management, specifically focusing on economics, accounting and quantitative techniques.
• Over the past two decades, however business faculty have come to realize the importance that understanding of human behavior plays in determining manager's effectiveness.
• Importance of developing manager's interpersonal skills is closely tied to the need for organizations to get and keep high-performing employees.
• The wages and fringe benefits are not the main reasons people like their jobs. Far more important is the quality of the employee's job and the supportiveness of the work environment.
• Good interpersonal skills make the work place more pleasant.
>> Technical skills are not enough alone, managers also have to have good people skills to succeed in management.
** Effective versus successful managerial activities
Fred Luthans looked at (what managers do?) from different perspective.
• He asked the question (Do managers who move up the quickest in an organization do the same activities as managers who do the best job?) That's not what appears to happen.
Luthans studied more than 450 managers , and found that these managers who all engaged in four managerial activities.
Traditional management: decision making, planning and controlling
Communication : exchanging routine information and processing paperwork
Human resource management : motivating ,disciplining, managing conflicts and training.
Networking : socializing , politicking and interacting with outsiders.
| |Average managers |Successful |Effective |
|T.M |32% |13%
The importance of interpersonal skills:
• Practicing managers have long understood the importance of interpersonal skills to managerial effectiveness.
• Until the late 1980's business school emphasized the technical aspects of management, specifically focusing on economics, accounting and quantitative techniques.
• Over the past two decades, however business faculty have come to realize the importance that understanding of human behavior plays in determining manager's effectiveness.
• Importance of developing manager's interpersonal skills is closely tied to the need for organizations to get and keep high-performing employees.
• The wages and fringe benefits are not the main reasons people like their jobs. Far more important is the quality of the employee's job and the supportiveness of the work environment.
• Good interpersonal skills make the work place more pleasant.
>> Technical skills are not enough alone, managers also have to have good people skills to succeed in management.
** Effective versus successful managerial activities
Fred Luthans looked at (what managers do?) from different perspective.
• He asked the question (Do managers who move up the quickest in an organization do the same activities as managers who do the best job?) That's not what appears to happen.
Luthans studied more than 450 managers , and found that these managers who all engaged in four managerial activities.
Traditional management: decision making, planning and controlling
Communication : exchanging routine information and processing paperwork
Human resource management : motivating ,disciplining, managing conflicts and training.
Networking : socializing , politicking and interacting with outsiders.
| |Average managers |Successful |Effective |
|T.M |32% |13%