Chapter 1:
Interpersonal skills important for:
Better financial performance.
Better interpersonal skills-> ↓ turnover (the rate at which employees leave a workforce and are
replaced) of quality employees; ↑ quality applications for recruitment.
Strong association between: quality of workplace relationships & job satisfaction, stress,
turnover.
Manager: works through other people in org
Organization: A consciously coordinated social unit, composed of 2/ more people; functions on
continuous basis, to achieve a common goal/ set of goals.
–Planning, organizing, leading, and controlling.
Mintzberg- “managers perform 10 different, highly interrelated roles/ sets of behaviours
attributable to their jobs.”
Interpersonal:
Figurehead: Symbolic head; perform routine duties of a legal/ social nature
Leader: Responsible for motivation & direction of employees
Liaison: Maintains a network of outside contacts (provide favours & information)
Informational:
Monitor: Receives a wide variety of information; (nerve centre of internal &
external info of the org)
Disseminator: Transmits info from: outsiders/employees, to members of the org
, Spokesperson: Transmits info to outsiders on: organization’s plans, policies, actions,
results; serves as an expert on organization’s industry
Decisional: Searches org & its environment for opportunities; initiates projects to
bring change
Entrepreneur: Corrective action when org faces important, unexpected disturbances
Resource Makes/ approves significant organizational decisions
allocator:
Negotiator: Representing the organization at major negotiations
Management Skills:
Technical Skills – ability to apply specialized knowledge/ expertise. All jobs require (some)
specialized expertise; many people develop technical skills on the job.
Human Skills – ability to work with, understand, & motivate people.
Conceptual Skills – mental ability to analyze & diagnose complex situations.
Luthans found, all managers engage in 4 managerial activities:
● Traditional management
● Communication
● Human resource management
● Networking
Organizational behaviour: study that investigates the impact that individuals, groups, &
structures have on behaviour, within org, the purpose of improving an organization’s
effectiveness.
-> Built upon behavioural disciplines:
● Psychology
● Social psychology
● Sociology
● Anthropology
Systematic Study of Behavior: Behavior generally is predictable (if we know how the person
perceived the situation & what is important to them)
Interpersonal skills important for:
Better financial performance.
Better interpersonal skills-> ↓ turnover (the rate at which employees leave a workforce and are
replaced) of quality employees; ↑ quality applications for recruitment.
Strong association between: quality of workplace relationships & job satisfaction, stress,
turnover.
Manager: works through other people in org
Organization: A consciously coordinated social unit, composed of 2/ more people; functions on
continuous basis, to achieve a common goal/ set of goals.
–Planning, organizing, leading, and controlling.
Mintzberg- “managers perform 10 different, highly interrelated roles/ sets of behaviours
attributable to their jobs.”
Interpersonal:
Figurehead: Symbolic head; perform routine duties of a legal/ social nature
Leader: Responsible for motivation & direction of employees
Liaison: Maintains a network of outside contacts (provide favours & information)
Informational:
Monitor: Receives a wide variety of information; (nerve centre of internal &
external info of the org)
Disseminator: Transmits info from: outsiders/employees, to members of the org
, Spokesperson: Transmits info to outsiders on: organization’s plans, policies, actions,
results; serves as an expert on organization’s industry
Decisional: Searches org & its environment for opportunities; initiates projects to
bring change
Entrepreneur: Corrective action when org faces important, unexpected disturbances
Resource Makes/ approves significant organizational decisions
allocator:
Negotiator: Representing the organization at major negotiations
Management Skills:
Technical Skills – ability to apply specialized knowledge/ expertise. All jobs require (some)
specialized expertise; many people develop technical skills on the job.
Human Skills – ability to work with, understand, & motivate people.
Conceptual Skills – mental ability to analyze & diagnose complex situations.
Luthans found, all managers engage in 4 managerial activities:
● Traditional management
● Communication
● Human resource management
● Networking
Organizational behaviour: study that investigates the impact that individuals, groups, &
structures have on behaviour, within org, the purpose of improving an organization’s
effectiveness.
-> Built upon behavioural disciplines:
● Psychology
● Social psychology
● Sociology
● Anthropology
Systematic Study of Behavior: Behavior generally is predictable (if we know how the person
perceived the situation & what is important to them)
