1. Chapter One: What is Organizational Behavior?
Reem Alotaibi Samar Alzayer Abrar Alribeh Maryam Alzayer Organizational Behavior BUSI Section: Dr. Kal Shadid

2. WHAT MANAGERS DO? Managers get things done through other people.
They make decisions.
They allocate resources.
They direct the activities of others.
They do their work in an organization.

3. MANAGEMENT FUNCTIONS
Planning.
Organizing.
Leading.
Controlling.

4. MANAGEMENT ROLES Management has 10 different roles.
Those roles are highly interrelated roles.
These roles are divided into three main categories:
Interpersonal Roles.
Informational Role.
Decisional Roles.

6. INTERPERSONAL ROLES
Figurehead: All mangers are required to perform that are ceremonial and symbolic in nature.
Leader: All managers have a leadership role which includes hiring, training, motivating employees, and disciplining employees.
Liaison: Contacting others who provide the manger with information.

7. INFORMATIONAL ROLES
Monitor: All manger must collect information from outside organization.
Disseminator: Mangers transfer information received to organization members.
Spokesperson: Mangers represent the organization to outsiders.

8. DESISIONAL ROLES
Entrepreneur: Mangers initiate and oversee new projects that will benefit the organization.
Disturbance handler: Mangers take corrective action in response to problems
Resource allocator: Managers are responsible for allocating human, physical, and monetary resources.
Negotiator: Mangers discuss issues and bargain with other to gain advantages for their own unit.

10. MANAGEMENT SKILLS
Technical skills: the ability to apply specialized knowledge or expertise.
Human skills: the ability to work with, understand and motivate other people, both individually and in groups.
Conceptual skills: the mental ability to analyze and diagnose complex situations.

11. EFFECTIVE VS. SUCCESSFUL MANAGERIAL ACTIVITIES
Traditional Management: Decision making, planning, and controlling.
Communication: Exchanging routine information and processing paper-work.
Human Resource Management: Motivating, disciplining, managing conflict, staffing and training.
Networking: Socializing, politicking, and interacting with outsiders.

12. DEFINE ORGANIZATION BEHAVIOR
A field of study that investigates the impact that individuals, groups, and structure have on behavior within organization, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

13. DEPENDENT VARIABLE
Dependent variable: a response that is affected by an independent variable.
Dependent variables in OB are:
1- Productivity
2-Absenteesim
3-Turnover
4- Deviant work place behavior
5- Organizational citizenship
6- Job satisfaction

14. 1- Productivity: performance measure that include effectiveness and efficiency.
Effectiveness: achievement of goal
Efficiency: a ratio of effective output to the input required to achieve.
2- Absenteeism: the failure to report work-( it is a huge cost & disruption to employers).
3- Turnover: voluntary & involuntary permanent withdrawal from an organization.
(High turnover rate will increase: 1- recruiting selection training cost ).

15. 4- deviant workplace behavior: ( it is also called, antisocial behavior or workplace inactivity). It is voluntary behavior that violates significant organizational norms & in so doing, threating the well being of the organization or its members. 5- Organization citizenship behavior (OCB): discretionary behavior that is not part of an employee’s formal job requirements but that nevertheless promotes the effective functioning of the organization. 6- Job satisfaction: the positive feeling about one’s job resulting from a evaluation of its characteristics.

16. INDEPENDENT VARIABLE
Independent variable: the presumed cause of some change in a dependent variable.
Organization behavior model levels:
Individual level variable.
Group level variable.
Organization system level variable.