When managers are interviewed about the problems they face, they invariably turn

to annoying workplace issues. The quotes that follow are fairly typical.

A manager of special events: 'My employees won't give that extra 5 per cent

when a crisis occurs on the convention floor.'

A sales manager: 'My sales staff is constantly making errors in quoting prices and

delivering service. How can I get them to be more customer focused?'

A union official: 'We no longer have members who are committed to union val

ues. They carry their cards, and that's all.'

A marketing manager: 'My employees refuse to work with the fellows from pro

duction. They believe production managers are only interested in output

quotas and inventory control. Their poor customer orientation is causing us

severe problems in our product warranties.'

The problems noted above are aptly referred to as 'people problems', and each

one represents an opportunity for a manager to apply knowledge of OB in his or

her job. Seasoned managers with knowledge of OB are able to find creative solu

tions to the problems just noted because they know the following to be true.

1. How behavioural theories can help solve problems in the work setting?

2. Why new behavioural theories expands the manager's skill set?

3. How behavioural theories helps managers evaluate proposed solutions to behavioural

problems in their organizations?