International Managers Group Term 2 – Session 1

EVALUATION
Class Participation 10

Case Analysis/ Assignments 10

Project work 10

Quizzes 10

Mid Term Examination 20

End Term Examination 40

TOTAL 100
GROUND RULES
 Five minutes from the start of the class, attendance closes

 You might attend the class, but you shall not get attendance, CP marks, or assignment
marks that day
 No cellphones should ring, ‘ting’, or buzz in the class. If yours does, please leave

 Ditto about other electronic gadgets. Refrain from using laptops, phones, and desktop
computers unless specifically instructed
 No eating in the class

 No parallel conversations in the class. If you must hold one, please leave. Take your
friend with you
 Be active. Monologues get boring after a while

 Pre-reading is essential

 Deadlines are sacrosanct

WHAT ARE WE GOING TO STUDY?
What is an Organization? What is Organizational Behaviour?

An entity comprising OB is the study of what people do in the organization

multiple people, such as and how their behaviour affects the organization’s
an institution or an performance
association, that has a
It studies 3 determinants of behaviour
collective goal and is linked
to an external environment Individual
Group
Structures

Robbins et al., 2013

PROJECT OXYGEN - GOOGLE
Objective What is it that successful managers do so well?

Method Datamining of appraisals, surveys, manager nominations,

interviews, for 1 year

Output 10,000 observations on manager behaviour, 400 pages of notes

Results?
PROJECT OXYGEN RESULTS – WHAT GREAT MANAGERS
DO WELL?
Good Coach
1 Is a good coach Empowering
2 Empowers the team and does not micromanage No Micromanagement
Concerned
3 Expresses interest/concern for team members’ success
Productive
4 Is productive and results-oriented Result-Oriented
5 Is a good communicator – listens and shares information Good Communicator
Guides Career
6 Helps with career development Thinks Clearly
7 Has a clear vision/strategy for the team Strategic
8 Has important technical skills that help him/her advise the team Technical
PEOPLE SKILLS VS TECHNICAL
SKILLS
Does that mean technical knowledge is not
required?

It is extremely important, it can make or break your business, but as managers,

success of your team is almost entirely driven by your people skills
SO WHERE IS THE PROBLEM?
SUCCESS IN PEOPLE SKILLS
ORGANIZATION Below 96%
Average
Technical 4% Managers
Skills simply
15%
BELIEVE
that they
know
people
skills, which
People
Skills is highly
85% Above improbable
Average…

Take A proactive time and effort investment in PEOPLE SKILLS can have a
Away miraculous payoff in one’s LEADERSHIP journey
Aspiring to Leadership: Technical Knowledge vs. People Skills by Dr. Jim Murray