1. ORGANIZATIONAL BEHAVIOR
CHAPTER (1)
ORGANIZATIONAL
BEHAVIOR

2. What are organizations,?
Organizations are social interventions for accomplishing common goals through group efforts.

3. What are organizations,?

4. What are organizations,?
Thus, the organizational behavior is concerned with:
Understanding people and managing them to work effectively.
Motivating people to join and remain in organizations.
Motivating people to carry out their basic work reliably in terms of productivity, quality and service.
Innovative and flexibility in order to be adaptive to change.
How to get people to practice effective teamwork.

5. What is organizational behavior?
OB refers to the attitudes and behaviors of individuals and groups in organizations.
Or: It is a field of study that try to investigate the behavior of the people In the organizations by using the scientific methods and techniques.
This means' that it aims at:
Studying these attitudes and behaviors;
Providing insight about effectively managing and changing them;
Studying how organizations can be structured more effectively and how events in their external environment affect them.

6. What is organizational behavior?
Attitudes and behaviors such as :
How satisfied people are with their jobs;
How committed they fee! to the goals of the organizations;
How supportive they are of promoting of women or minorities into management positions;
How we increase the group cohesivencss;
How we can develop effective communication.

7. Why we study organizational behavior?
There are many reasons . among them:
Organizational behavior is interesting because it is about people and human nature. It is also deals with some interesting examples of success as well as failure.
Organizational behavior is important. It is important to managers, employees and consumers, It is important because it gives explanation to the differences between people and in turn between the differences of organizational effectiveness and efficiency. It is important because it grows the awareness of people problems and opportunities which can be considered the core of organizational success and failure.

8. Q: What are the main goals of OB ?
There are a number of commonly agreed upon goals, among them:
(A) Predicting the behavior of the people:
Prediction is an essential requirement for every day life both inside and outside the organizations. In organizations, there is considerable interest in predicting when people will make ethical decisions, creative innovative products, or engage in any behavior, Through the systematic study, the organizational behavior field provides a scientific foundation that helps improve prediction of organizational events.
However, being able to predict organizational behavior does not guarantee that we can explain the reasons for the behavior and develop an effective strategy to manage it.

9. Q: What are the main goals of OB ?
(B) Explaining organizational behavior :
i.e. Explaining why do these events in the organizations occur. But we must be aware that prediction and explanation are not synonymous as the ancient societies were capable of predicting (the regular setting of the sun) but they were unable to explain where it went and why it went there.
However, accurate prediction precedes explanation. In OB, we are interested in determining why people are more or less motivated, satisfied, and prone to resign.

10. Q: What are the main goals of OB ?
Note: Explanation is more complicated than prediction, because any particular behavior can be a function of multiple causes.
Ex: People may resign their jobs because :
They are not satisfied with the salary, wage;
They are not satisfied with the coworker group;
They are discriminated against.
Also, it may due to the changeability of the behavior from time to time and from one situation to another.

11. Q: What are the main goals of OB ?
(C) Managing organizational behavior :
Management refers to the art of getting things done or accomplished in organizations through others. There are variety of management style that can be used for managing people, but the effectiveness of any of them depends on the existing situation.
Meanwhile, controlling and managing the behavior depends upon the ability to predict and explain that behavior. As a result, if we consider prediction and explanation as an analysis ,then management is considered the action.
Many of the real life problems may return to the tendency of managers to take actions with analysis (i.e. without prediction and explanation)

12. Q: What are the main goals of OB ?
There were two basic phases ,they are :
The classical view.
The human relation view.
(1) The classical view:
Most of the classical viewpoints resulted from the experience . It returned to 1900's by Fayol, Taylor, Moony .... etc.
The classical view advocated a very high degree of specialization of labor and very high degree of coordination. According to this view:
Each department has its own affairs;
For maintaining control, decision making was centralized at the top management;
Managers should have few subordinates except at lower level because the span of control is different

13. Q: What are the main goals of OB ?
(i)The scientific Management (Taylor : ):
Was a contributor to the classical view. It concerned with job design and the structure of work on the shop floor. It advocates researches to determine the optimum degree of specialization and standardization. Also, it supported the written instruction and the defined work procedures (Time and motion study).
(ii) The Bureaucracy (Max Weber: ):
Who introduced the bureaucracy approach. The main essence of it is that the ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power and selection, and promotion is based on competence.
Strict. impersonal rules ---- members to adopt minimum accepted level of performance that the rules specify.
Strong specialization----loosing sight of the overall goals of the organization.
However, not all bureaucratic organization^ have these problem . But the most important is that: The HR movement advocated and adopted the idea of more flexible system of management, designing more interesting jobs, open communication, more participation in DM , less rigid and more decentralization system of control.

14. Q: What are the main goals of OB ?
(D) The contingency approach-contemporary management:
This approach recognizes that there is no one best way to manage. This approach is based on the problems related to the other two approaches as:
(i) The classical advocates considered that through control and coordination, organizations can achieve their goals;
(ii) The HR stressed on the need for flexibility and adaptability.

15. Q: What are the main goals of OB ?
But the contemporary management advocates
maintained that management approaches need to be tailored to fit the situation.
Ex: The effectiveness of the leader depends upon: (a) The characteristics of the leader, (b) the
people being led,(c) what the leader is trying to achieve.
Thus, the main essence of that av & mach is"? Jt depends" j.e. the dependences = contingencies* Le. it means " if.....then".

16. What do managers do ?
OB is interested with studying the behavior of all the people in organization or deals with it. As the managers are important elements of those people as they influence and influenced by organization . We will focus on some of their roles in organizations.

17. What do managers do ?

18. What do managers do ? (A) The informational roles:
Concerned with ways managers receive and transmit information.
(i) Spokes person:
Concerned with sending messages into the organization's external environment.
(iii) Monitor:
Scanning the internal and external environment to
keep informed of new ideas and trends.
(iv) Disseminator:
Managers and information are facts, each needs the other.

19. What do managers do ? (B) The interpersonal roles:
Emphasizes on the expected behavior that establish and maintain interpersonal relations.
(i) Figure head:
Manager serves as a symbol for the organization rather than an active decision maker .
(ii) Leader role:
The manager sleets, rewards, directs, motivates, .... The subordinates.
(iii) Liaison role:
This means mainfaining horizontal contact inside and outside the organization.

20. What do managers do ? (C) The decisional roles:
These are concerned with the decision making and taking processes.
(i)Entrepreneur role):
Means turning the problems and the opportunities into plans for improving the changes.
(ii) Disturbance handler:
Means solving and resolving the problems and conflicts among subordinates.
(iii)Resource allocator:
How to deploy time, money, people,and any other resources.
(iv) The negotiator role:
Means dealing with different parties through discussion and interacting in order to maximize the gains and minimize the losses
However, the relative importance of these roles differ from level to another, and from on type of the used technology to other.

21. What are the management activities:
Based on studies, managers engaged in four types of activities , they are:
Routine communication such as sending, receiving, meetings.
Traditional management such as planning, organizing, directing, and control;
Networking such as interacting with outsiders;
Human resource management such as motivating, reinforcing, punishing, staffing, and training.
If we look at all these activities, we will find that all of them include dealing with people, thus a good understanding of OB will help managers to achieve all what they aim at, and this in turn will help to accomplish things through others.

22. What are the management activities:
Some contemporary management concerns :
There are many currently issues that management must, concern, among these issues:
(A) Diversity -local and global:
Diversity happen due to :
The change in the workforce as now there are many women entered the labor market;
Diversity of age ,as you can find people of various ages .working in the same job. Also, the retired people reenter the work force again;
The tendency of some companies to treat the ignored segment of population because of competition;
The multinational expansion.  

23. Q: What does diversity have to do with OB ?
The field of OB is concerned with stereo types, conflict, cooperation and teamwork. Those Are the factors that managers must consider in order
to achieve effectiveness and efficiency.
(B) Morale crisis :
The studies showed that the employees morale level is growing down day by day due to firing, unemployment, lower wages, and bad working conditions.
OB field can offer many solutions to this problem % building an effective communication system,

24. Q: What does diversity have to do with OB ?
(B) A, focus on duality and speed:
Most organizations are trying to achieve high quality and speed i.e. to take competitive advantages of pursuing TQM as a systematic attempt to acteve continuous improvement in the quality of an organization's products and services . Closely allied with the quality, the speed in every thing. All these to satisfy the customers' needs before, during and after sale .

25. Q: What does diversity have to do with OB ?
The impact of this increase in the emphasize on quality and speed on OB can be summarized in the following:
This requires a high degree of employee involvement and commitment;
Managers must give the employee the power to make on spot decisions;
(c) This requires a high degree of team work between individuals and groups who might have the tendency to be uncooperative (as engineers and accountants),