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The Why and What of Managing People and

Performance in Organizations (MPPO)

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Common Myths of Human Relations
 Myth 1 - Technical skills are more important than
people skills
 Myth 2 - It’s all just common sense
 Myth 3 - Leaders are born not made

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However, the Truth is:
 Myth 1 - Technical skills are more important than people
skills
◦ Truth - Job recruiters are looking for people with
communication and interpersonal skills who are team
players

 Myth 2 - It’s all just common sense


◦ Truth - “People” issues are prominent concerns in
business – high quality relationships are important to
success

 Myth 3 - Leaders are born not made


◦ Truth - Research tells us leadership skills can be learned –
millions of dollars are spent by corporations on
leadership training

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Corporate Recruitment Survey Report - 2012
Source: http://www.gmac.com/market-intelligence-and-research/research-library/employment-outlook/2012-
corporate-recruiters-survey-survey-report.aspx
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Corporate Recruitment Survey Report - 2014
Source: http://www.gmac.com/market-intelligence-and-research/research-library/employment-outlook/2014-corporate- 5
recruiters.aspx
The Importance of Human Relations
 Interpersonal skills essential for success in most jobs
 Technical competencies not sufficient for success
 Recent trends in the workplace give new importance
to human relations

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This Course:
 Focuses on understanding and explaining
individual and group behaviors in organizations
 It is concerned with what people do in an
organization and how that behavior affects
performance
 The understanding, prediction and management
of human behavior in the organizations
 More micro than macro

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Intuition and Systematic Study

• Gut feelings
Intuition • Individual observation
• Common sense

• Looks at relationships
Systematic • Scientific evidence
Study • Predicts behaviors

The two are complementary means of predicting behavior.

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Fundamental Assumptions of Human
Behavior in Organizations
1. It recognizes
the dynamic
nature of
organizations.
2. There is no
‘One Best’
approach.

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Contributing Disciplines to the OB Field
Behavioral Contribution Unit of Output
science analysis
Learning
Motivation
Perception
Training
Leadership effectiveness
Job satisfaction
Psychology Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Individual

Group dynamics
Work teams
Communication
Power
Conflict
Intergroup behavior
Sociology

Formal organization theory Study of


Organizational technology Group Organizational
Organizational change Behaviour
Organizational culture

Behavioural change
Attitude change
Social psychology Communication
Group processes
Group decision making
Organization
Comparative values system
Comparative attitudes
Cross-cultural analysis
Anthropology
Organizational culture
Organizational environment

Conflict
Political science Intraorganizational politics
Power

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Thank You
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