The “average” manager spent 32 percent of their time in traditional management activities, 29 percent communicating, 20 percent in human resources management activities, and 19 percent networking. However, the time and effort that different individual managers spent on those activities varied a great deal. Among managers who were successful, networking made the largest relative contribution to success, and human resources management activities made the least relative contribution.

Among effective managers (defined in terms of quantity and quality of their performance and the satisfaction and commitment of employees), communication made the largest relative contribution and networking the least. This research offers important insights. Successful (in terms of promotion) managers give almost the opposite emphases to traditional management, communication, human resources management, and networking as do effective managers.

This finding challenges the historical assumption that promotions are based on performance, and it illustrates the importance of networking and political skills in getting ahead in organizations. OB is a field of study, focusing on three determinants of behavior in organizations: individuals, groups, and structure. OB applies the knowledge gained to make organizations work more effectively. To sum up our definition, OB is the study of what people do in an organization and the way their behavior affects the organization’s performance.