Book Presentation By:

Vaishnavi Deshpande
Content

The importance of interpersonal skills Learning

What managers do Theories of learning

Mintzberg’s Managerial role Attitude

Essential management skills Personality and value

Discipline that contribute for OB Measuring Personality traits: The Big-Five

Model
Challenges and opportunities for OB values

Major workforce diversity categories Person organization fit

Organizational Behaviour
“A field of study that investigates the impact that individuals, groups and
structure have on behaviour within organizations, for the purpose of applying
such knowledge toward improving an organizations effectiveness.”
The Importance of Interpersonal Skills
Understanding OB helps determine Manager Effectiveness
Technical and quantitative skills are important.
But Leadership and Communication skills are CRITICAL.
Organizational benefits of skilled Managers
Lower turnover of Quality employees.
Higher quality applications recruitment.
Better financial performance.
What Managers do?
Management Activities:
Make Decisions .
Allocate resources.
Direct activities of other to attain goals.
Management functions:

Plan Organize

Lead Control
Mintzberg’s Managerial Role
In the late 1960s, Henry Mintzberg, a graduate student at MIT, undertook a careful study of five executives to determine what those managers did on their jobs. On the basis of his
observation he concluded that managers perform 10 different role and this grouped in primarily 1) Interpersonal 2) informational 3) decisional

1.Interpersonal

Figurehead Leader

Liaison
Mintzberg’s Managerial Role

Informational:

Monitor Disseminator

Spokesperson
Mintzberg’s Managerial Role
Decisional:

Entrepreneur Disturbance Handler

Resource allocator
and Negotiator
Essential Management Skill
Still another way of considering what managers do is look at the skills or competencies they
need to achieve their goals. Robert Katz has identified three essential management skills.

 Technical Skill
 Human Skill
 Conceptual Skill
Disciplines that contribute to the OB
Organizational behaviour is an applied behaviour science that is built on contributions from a
number of behavioural disciplines.

Psychology
Social Psychology
Sociology
Anthropology
Challenges and Opportunities for OB

1. Responding to Globalization
2. Managing workforce diversity
3. Improving quality and productivity
4. Improving people skills
5. Helping Employees Balance Work-life
6. Creating positive Work Environment
7. Improving Ethical behaviour
Chapter 2 The Individual

Ability, Intellect, and Intelligence

Ability-
An individuals capacity to perform the various tasks in a job.
Intellectual Ability-
The capacity to do mental activities.
Multiple Intelligences-
Intelligence contains four subparts: cognitive, social, emotional , and
cultural.
Learning
“Any relative permanent change in behaviour that
occurs as a result of experience.”
Theories of Learning
1) Classical conditioning-
A type of conditioning in which an individual
respond to some stimulus that would not ordinarily
produce such as response.
Learning
2) Operant conditioning-
A type of conditioning in which desired voluntary
behaviour leads to reward or prevents a
punishment.
Ex, Giving kids piece of candy when they complete
their homework. Bonus /incentive
Following Rules, Employee follow rules to avoid
disciplinary actions.
Theories of learning
Three theories offered to explain the process by which we acquire patters of behaviour.
1) Classical conditioning- A type of condition in which an individual responds to some stimulus
that would not ordinarily produce such a response.
2) Operand conditioning- A type of conditioning in which desired voluntary behaviour leads to
reward or prevents a punishment.
3) Social Learning- The view that people can learn through observation and direct experience.
Attitude
Attitude are evaluative statement or judgement either favourable or
unfavourable, about object people or event.
Cognitive component-
The opinion or belief segment of an attitude.
Affective Component-
The emotional or feeling segment of an attitude.
Behavioural Component-
An intention to behave in certain way towards someone or something.
Types of Attitude
1) Job satisfaction
2) Job Involvement
3) Organizational Commitment
The Effect of job Satisfaction on employee Performance
 Satisfaction and Productivity
 Satisfaction and Absenteeism
 Satisfaction and Turnover
Chapter 4 Personality and Value

Personality- The sum total of ways in which an individual reacts to and interacts
with others.
Personality Determinants
Personality reflects heredity and environment
Heredity is the most dominant factor
Environmental factor
Measuring Personality traits: The Big-
Five Model
Five Traits:
Extraversion- A Personality dimension describe someone who is sociable, gregarious and
assertive.
Agreeableness- A personality dimension that describes some one who is good natured,
cooperative and trusting.
Conscientiousness- A personality dimension that describes some one who is responsible,
dependable, persistent and organization.
Emotional Stability- a personality dimension that characterizes someone as calm, self-
confident, secure versus nervous, depressed, and insecure.
Openness to Experience- A personality dimension that characterize someone in terms of
imagination, sensitivity, and curiosity.
Values
“Values represent basic, enduring convictions that a specific mode of conduct or end- state
of existence is personally or socially preferable to an opposite or converse mode of conduct or
end-state existence”
Rokeach Value Survey
Terminal Values- Desirable end-states of existence
Instrumental values- Preferable modes of Behaviour or Means of achieving the terminal values.
Person-Organization Fit
It is important that employees personalities fit with the organizational culture than with the
characteristic of any specific job
The fit predicts job satisfaction, organizational commitment and turnover