Discussions on Importance of Interpersonal Skills What Managers Do? Management Functions Management Roles Management Skills Effective versus Successful Managerial Activities Organizational Behaviour Complementing Intuition with systematic study Case Incident -1 Reference: Stephen P Robbins, Timothy A Judge & NeharikaVohra, Organizational Behaviour, 15thed., p. 2-14

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Unit – I CHAPTER - 1
ORGANIZATIONAL
BEHAVIOUR - 1
MBA 12
Delivered By,
Dr. S. Gokula Krishnan, PhD.,
Associate Professor – OB, HR & Data Analytics,
School of Management @NCERC
E-mail : prof.gokulakrishnan@gmail.com
Discussions on
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM2
 Importance of Interpersonal Skills
 What Managers Do?
 Management Functions
 Management Roles
 Management Skills
 Effective versus Successful ManagerialActivities
 Organizational Behaviour
 Complementing Intuition with systematic study
 Case Incident -1
Reference:
Stephen P Robbins,TimothyA Judge & NeharikaVohra, Organizational
Behaviour, 15th ed., p. 2-14

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Importance of Interpersonal Skills
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM3
 Good communication skills can lead to both personal and
professional success
 Leadership and communication skills come to the fore in
distinguishing the managers whose careers really take off
 Developing managers’ interpersonal skills also helps organizations
attract and keep high-performing employees. Regardless of labor
market conditions, outstanding employees are always in short supply
 Positive social relationships also were associated with lower stress at
work and lower intentions to quit &
 Companies with reputations as good places to work have been found
to generate superior financial performance
What Managers Do?
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM4
 Managers
 Managers get things done through other people. (Or)
 An individual who achieves goals through other people
 Organization
 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.
 What Managers Do?
 The people who oversee the activities of others and who are
responsible for attaining goals in these organizations are managers
(sometimes called administrators, especially in not-for-profit
organizations)

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Management Functions (PODC)
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM5
Planning
Organizing
Directing
Controlling
Management Functions (PODC)
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM6
 Planning:
 A process that 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.
 Directing / Leading:
 A function that includes motivating employees, directing others,
selecting the most effective communication channels, and resolving
conflicts.
 Controlling:
 Monitoring activities to ensure they are being accomplished as
planned and correcting any significant deviations.

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Management Roles
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM7
Management Skills
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM8
• The ability to apply specialized knowledge or expertise.
Technical Skills
• The ability to work with, understand, and motivate other
people, both individually and in groups
Human Skills
• The mental ability to analyze and diagnose complex situations
Conceptual Skills

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Effective Versus Successful Managerial
Activities
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM9
Luthans and his associates studied more than 450 managers.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 conflict, staffing, and training.
 Networking. Socializing, politicking, and interacting with
outsiders.
Allocation of Activities by Time
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM10

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Organizational Behaviour
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM11
Organizational behavior (often abbreviated OB) 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.
 OB includes the core topics of motivation, leader
behavior and power, interpersonal communication,
group structure and processes, learning, attitude
development and perception, change processes,
conflict, work design, and work stress.
Focal Points of OB
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM12
 Jobs
 Work
 Absenteeism
 Employment turnover
 Productivity
 Human performance
 Management

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Complementing Intuition with
systematic study
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM13
 We’ve explicitly thought about it before, you’ve been “reading” people
almost all your life, watching their actions and trying to interpret what
you see or predict what people might do under different conditions.
Unfortunately, the casual or common sense approach to reading others
can often lead to erroneous predictions. However, you can improve
your predictive ability by supplementing intuition with a more
systematic approach.
 Systematic study Looking at relationships, attempting to attribute causes
and effects,and drawing conclusions based on scientific evidence.
 Evidence-based management (EBM) The basing of managerial
decisions on the best available scientific evidence.
 Intuition A gut feeling not necessarily supported by research.
Case Incident 1
Dr. S. GOKULA KRISHNAN, Associate Professor @NSM14
 Lessons for “Undercover” Bosses”
 Refer:
 Stephen P Robbins,TimothyA Judge & NeharikaVohra,
Organizational Behaviour, 15th ed., p. 37

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END OF THE CHAPTER