0. What Is Organizational Behavior

1. What Is Organizational Behavior
Chapter One
What Is Organizational Behavior

2. After studying this chapter, you should be able to:
Define organizational behavior (OB).
Describe what managers do.
Explain the value of the systematic study of OB.
List the major challenges and opportunities for managers to use OB concepts.
Identify the contributions made by major behavioral science disciplines to OB.
L E A R N I N G O B J E C T I V E S
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3. After studying this chapter, you should be able to:
Describe why managers require a knowledge of OB.
Explain the need for a contingency approach to the study of OB.
Identify the three levels of analysis in this book’s OB model.
L E A R N I N G O B J E C T I V E S (cont’d)
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4. Terms Managers (or administrators) Organization Planning Organizing
Leading
Intuition
Systematic study
Psychology
Sociology
Social Psychology
Anthropology
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5. Terms Political Science Contingency variables Quality management
Process reengineering
Dependent variable
Productivity
Effectiveness
Efficiency
Absenteeism
Turnover
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6. Terms Organizational citizenship behavior (OCB) Job satisfaction
Independent variable
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7. Managers (or administrators)(المديرين)
What Managers Do
Managers (or administrators)(المديرين)
Individuals who achieve goals through other people.
(الأفراد الذين يحققون الأهداف من خلال أشخاص آخرين).
Managerial Activities
Make decisions
Allocate resources
Direct activities of others to attain goals
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8. Where Managers Work Organization(منظمة)
A consciously coordinated social unit, composed of two or more people, that functions on a relatively continuous basis to achieve a common goal or set of goals.
وحدة اجتماعية منسقة بوعي ، تتكون من شخصين أو أكثر ، و تعمل على أساس مستمر نسبيا لتحقيق هدف مشترك أو مجموعة من الأهداف.
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9. Management Functions Management Functions Planning Organizing Leading
Controlling
Management Functions
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10. Management Functions (cont’d)
Planning (التخطيط)
A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.
عملية تتضمن تحديد الأهداف ، ووضع الاستراتيجيات، ووضع خطط لتنسيق الأنشطة.
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11. Management Functions (cont’d)
Organizing(التنظيم)
Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
تحديد أي المهام ينبغي القيام بها، و من عليه القيام بها، وكيفية تجميع المهام، و من يقدم التقارير لمن, و متى يتم اتخاذ القرارات.
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12. Management Functions (cont’d)
Leading (القيادة)
A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.
وظيفة تتضمن تحفيز الموظفين ، وتوجيه آخرين، واختيار قنوات الاتصال الأكثر فعالية ، و تسوية النزاعات .
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13. Management Functions (cont’d)
Controlling (التحكم)
Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations.
رصد و متابعة الأنشطة لضمان يتم إنجاز العمل كما هو مخطط وتصحيح أي انحرافات ملحوظة.
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14. Management Skills
Technical skills (المهارات التقنية) The ability to apply specialized knowledge or expertise.
Human skills (المهارات البشرية) The ability to work with, understand, and motivate other people, both individually and in groups.
Conceptual Skills (المهارات التفهمية) The mental ability to analyze and diagnose complex situations.
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15. Effective Versus Successful Managerial Activities (Luthans)
Traditional management
Decision making, planning, and controlling
Communication
Exchanging routine information and processing paperwork
Human resource management
Motivating, disciplining, managing conflict, staffing, and training
Networking
Socializing, politicking, and interacting with others
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16. Enter Organizational Behavior
Organizational behavior (OB) (السلوك التنظيمي)
A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
مجال دراسة يبحث في أثر الأفراد والجماعات، والهيكل على السلوك داخل المنظمات، لغرض تطبيق هذه المعرفة نحو تحسين فعالية المنظمة.
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17. Replacing Intuition with Systematic Study
A feeling not necessarily supported by research.
شعور ليس بالضرورة مدعوما ببحث.
Systematic study (دراسة منهجية)
Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence.
Provides a means to predict behaviors.
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18. Replacing Intuition with Systematic Study≠
Preconceived Notions
مفاهيم مسبقة
The Facts
الحقائق
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19. Contributing Disciplines to the OB Field
Psychology (علم النفس) The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
العلم الذي يسعى إلى قياس، وشرح، وأحيانا تغيير سلوك البشر والحيوانات الأخرى.
E X H I B I T 1–3 (cont’d)
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20. Contributing Disciplines to the OB Field (cont’d)
Sociology (علم الإجتماع) The study of people in relation to their fellow human beings.
دراسة الناس فيما يتعلق بإخوانهم في الإنسانية.
E X H I B I T 1–3 (cont’d)
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21. Contributing Disciplines to the OB Field (cont’d)
Social Psychology (علم النفس الإجتماعي) An area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.
E X H I B I T 1–3 (cont’d)
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22. Contributing Disciplines to the OB Field (cont’d)
Anthropology (علم الإنسان) The study of societies to learn about human beings and their activities.
دراسة المجتمعات للتعلم عن البشر وأنشطتهم.
E X H I B I T 1–3 (cont’d)
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23. Contributing Disciplines to the OB Field (cont’d)
Political Science (العلوم السياسية) The study of the behavior of individuals and groups within a political environment.
دراسة سلوك الأفراد والجماعات داخل البيئة السياسية.
E X H I B I T 1–3 (cont’d)
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24. Challenges and Opportunities for OB
Responding to Globalization (استجابة للعولمة)
Increased foreign assignments
Working with people from different cultures
Coping with anti-capitalism backlash
Overseeing movement of jobs to countries with low-cost labor
Managing Workforce Diversity (التنوع في إدارة القوى العاملة)
Embracing diversity
Changing U.S. demographics
Implications for managers
Recognizing and responding to differences
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25. Challenges and Opportunities for OB (cont’d)
Improving Quality and Productivity (تحسين الجودة والإنتاجية)
Quality management (QM)
Process reengineering
Responding to the Labor Shortage (الإستجابة النقص في اليد العاملة)
Changing work force demographics
Fewer skilled laborers
Early retirements and older workers
Improving Customer Service (تحسين خدمة العملاء)
Increased expectation of service quality
Customer-responsive cultures
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26. What Is Quality Management?
Intense focus on the customer.
Concern for continuous improvement.
Improvement in the quality of everything the organization does.
Accurate measurement.
Empowerment of employees.
E X H I B I T 1–6
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27. Improving Quality and Productivity
Quality management (QM) (إدارة الجودة)
The constant attainment of customer satisfaction through the continuous improvement of all organizational processes.
Requires employees to rethink what they do and become more involved in workplace decisions.
Process reengineering (إعادة هندسة العمليات)
Asks managers to reconsider how work would be done and their organization structured if they were starting over.
Instead of making incremental changes in processes, reengineering involves evaluating every process in terms of its contribution.
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28. Challenges and Opportunity for OB (cont’d)
Improving People Skills
Empowering People
Stimulating Innovation and Change
Coping with “Temporariness”
Working in Networked Organizations
Helping Employees Balance Work/Life Conflicts
Improving Ethical Behavior
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29. Basic OB Model, Stage I Model (نموذج)
An abstraction of reality. A simplified representation of some real-world phenomenon.
E X H I B I T 1–7
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30. The Dependent Variables
A response that is affected by an independent variable. x y
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31. The Dependent Variables (cont’d)
Productivity (الإنتاجية) A performance measure that includes effectiveness and efficiency.
Effectiveness (الفعالية) Achievement of goals.
Efficiency (الكفائة) The ratio of effective output to the input required to achieve it.
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32. The Dependent Variables (cont’d)
Absenteeism (التغيب عن العمل)
The failure to report to work.
Turnover
The voluntary and involuntary permanent withdrawal from an organization.
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33. The Dependent Variables (cont’d)
Organizational citizenship behavior (OCB)
(سلوك المواطنة التنظيمية)
Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.
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34. The Dependent Variables (cont’d)
Job satisfaction (الإكتفاء الوظيفي)
A general attitude toward one’s job, the difference between the amount of reward workers receive and the amount they believe they should receive.
موقف عام تجاه وظيفة شخص، والفرق بين مبلغ المكافأة التي يحصل العمال عليها والمبلغ الذي يعتقدون أنه من حقهم الحصول عليه.
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35. The Independent Variables
The presumed cause of some change in the dependent variable.
Independent Variables
Individual-Level Variables
Organization System-Level Variables
Group-Level Variables
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