In the past, technical skills were crucial to the success of an organization or its employees. However, over time, this has changed. In the current market, interpersonal skills are essential for both the organizations and their employees. The managers, leaders and other employees need to possess these skills. In today’s competitive and demanding workplace there are some key factors that the students, employees and the leaders must keep in mind to emerge successive in the current market.
According to Robbins & Judge, it is important for the students and the leaders to be aware of the roles of a manager and the management skills that a manager should. Managers need to have managerial training and experience (Robbins & Judge, 2017, p. 6). The managerial roles are primarily; interpersonal, informational and decisional (Robbins & Judge, 2017, p. 7) this is according to Henry Mintzberg model. Management skills include technical skills, human skills, and conceptual skills. The roles of a manager and the management skills are important to the managers since have the ability to manage their organization and employee efficiency. On the other hand, the student will be able to apply the roles and skills in future on joining the workforce. For example, a student who has learned these key factors will be a better manager compared to a student who never received such training.
Additionally, the managers and students should beware of the challenges that they may face and opportunities that are available in the OB. Due to the dramatic changes in the environment, employment options have adapted to include new opportunities for workers and new challenges have developed (Robbins & Judge, 2017, p. 17). If the leaders and the students know these challenges and opportunities in advance, they will be in a position to solve the challenges and take advantage of the opportunities. For instance, if the student is keen to note the new opportunities in the workplace, they may be awarded a promotion in a short time after their first employment.
OB model illustrates that inputs lead to processes, which lead to outcomes. The model may be vital in understanding the group structure, roles, team responsibilities, organizational responsibility and culture (Robbins & Judge, 2017, p. 26). Hence, the OB model is important to the management of any organization. For example, a leader with the knowledge to apply the OB model in their management will make better management and leadership decisions.
In the second chapter, Robbins & Judge focuses on the diversity of the organization and how to make the best out of it. They explain the different levels of diversity that may be present and the discrimination as a result of the diversity. “Although diversity presents many opportunities for organizations, diversity management includes working to eliminate unfair discrimination” (Robbins & Judge, 2017, p. 45). Understanding the different levels of diversity will help all students and the leaders to appreciate each other in an organization no matter the differences. For example, a leader will be able to identify an employee with a disability and give special duties that match their abilities.
Biographical characteristics such as age, gender, race, and disability are some of the most obvious ways employees differ (Robbins & Judge, 2017, p. 48). It is necessary for the student and the leaders to know all biological characteristics that bring about diversity in an organization. By doing so, they will be able to appreciate all the employees no matter their differences. For instance, a leader will treat all gender and races equally.
Organizations use diversity management strategies to attract, select, develop and retain diverse employees. “Organizations use a variety of diversity programs in recruiting and selection policies, as well as training and development practices” (Robbins & Judge, 2017, p. 62). Diversity management plan is vital in making sure that a diverse workforce can still work together effectively. For example, international students interchange programs train the students to interact with students from different background hence preparing them to effectively work in a diverse workforce.
- Robbins, S. P., & Judge, T. A. (2017). Organizational behavior (17th ed.). Upper Saddle River, NJ: Pearson.
- E. Humphrey, J. D. Nahrgang, and F. P. Morgeson, “Integrating Motivational, Social, and Contextual Work Design Features: A Meta-Analytic Summary and Theoretical Extension of the Work Design Literature,” Journal of Applied Psychology 92, no. 5 (2007): 1332–56.
- H. Frey, Diversity Explosion (Washington, DC: Brookings Institution Press, 2014).