Chapter 1
Management: An Applied Behavioral Sciences Approach
Chapter Overview
This chapter introduces Management of Organizational Behavior: Leading Human
Resources, Tenth Edition, and discusses the dynamic era we inhabit as we endeavor to
meet the challenges of applying the behavioral sciences in today’s environment. To meet
Chapter Learning Objectives
After studying this chapter, each student should be able to:
1. Explain the role of behavioral sciences in improving human productivity
2. Define leadership and management and explain the differences between the two
Key Terms and Concepts
Concepts, Tools, and Skills
Knowledge of important behavioral science concepts like Situational Leadership® and the
skills necessary to apply these concepts are vital to becoming an effective leader.
Management Defined
Management is defined as the process of working with and through individuals and
Leadership Defined
Leadership occurs whenever one person attempts to influence the behavior of an
The Three Competencies of Leadership
Leading or influencing requires three general skills, or competencies:
1. Diagnosing – understanding the situation you are trying to influence;
Management Processes
Four functions are central to any discussion of management:
1. Planning involves setting goals and objectives for the organization and
developing “work maps” showing how these goals and objectives are to be
accomplished. Once plans have been made, organizing becomes meaningful.
2. Organizing involves bringing together resources – people, capital, and equipment
Skills of a Manager
There are three areas of skill necessary for carrying out the management processes.
1. Technical Skills – Doing your job: the ability to use the knowledge, methods,
techniques, and equipment necessary for performance of specific tasks acquired
2. Human Skills – Relating to people: the ability and judgment used in working
with and through people includes an understanding of motivation and
3. Conceptual Skills – Seeing the whole: navigating the wider world of ideas,
patterns, and trends. They enable you to understand the direction and complexities
of the overall organization, the competitive or social context in which it operates,
Ingredients for Effective Human Skills
Managers need two levels of expertise in their human skills:
1. Understanding Behavior: Managers need to understand why people behave as
2. Influencing Behavior: When you accept the role of leader, you accept along with
it the responsibility of having an impact on the behavior of other people. Your
Suggested Teaching Approaches
It is important for students to become familiar with research in the behavioral sciences,
particularly the contrast between research in the physical and behavioral sciences. John
Directions
1. Designate pairs of students to ask each other the questions listed below.
2. Use about 5–10 minutes per person to gather the information. These questions are
Questions:
1. Name?
2. Home town?
3. How did you come to be at this particular school?
4. Previous schools?
Discussion Questions
1. Is behavioral science research relevant to leaders and managers today ? Ask
students to read an article from a research-based journal, write a short paper (2–3
Activities
1. LEAD Inventory
Have students complete the online inventory (known as the LEAD Self-Report) that
serves as a warm-up introduction exercise for the course. The inventory consists of a
a. You can use some of these questions for class or group discussions, such as:
Think about your finest moments as a leader, in word and deed – what are you
2. Case Study
Have students read and answer the questions accompanying the case study for Chapter 1.
Exam Questions
1. Warren Bennis described the differences between management and leadership.
Discuss these differences and give examples.
Answer:
The manager administrates; the leader innovates. The manager is a copy; the
2. The three competencies of leadership are diagnosing, adapting, and
communicating. Discuss and describe what skills are required in each
competency.
Answer:
Diagnosing – understanding what the situation is now and knowing what you can
3. The four functions necessary for management processes are planning, organizing,
motivating, and controlling. Discuss these functions and describe what each
function involves.
Answer:
Planning – involves setting the goals and objectives for the organization and
developing “work maps” showing how these goals and objectives are to be
4. Discuss the three areas of skills required of managers and how the needs for each
skill change as a manager advances in an organization. What skills are required in
each competency?
Answer:
The three skills required of managers are: Technical, Human, and Conceptual.
Technical Skills: Technical skill is the ability acquired through education,
5. What types of expertise are necessary for effective human skills?
Answer:
Leaders who use human skills effectively are good at understanding past
behavior, and influencing future behavior. The effective manager needs to be able