Lecture 1, Saturday, 28th October 2023 - AAMBFS.pdf
- 1. Lecture (1), Saturday, 28th October 2023. Amgad Bahaa EL Din DBA, PCT, MBTI.
- 2. Contacts Mobile : 01001026403. e mail : amjadbaha@videoportalaambfs.org amgad.bahaa2018@gmail.com YouTube: Dr. Amgad Bahaa EL Din Abdel-Raheem Facebook: Amgad Bahaa LinkedIn: Amgad Bahaa EL Din (https://www.linkedin.com/in/amgad-bahaa- el-din-dba-pct-auc-mbti-certified-b56a246b)
- 3. Resources.
- 4. Course Title : Organizational Behavior (OB). Course code: 7110 Group: 102 First semester (2023, 2024). One lectures week (Saturday) From 04.00 PM to 07.00 PM.
- 5. Bythe end of this course, you should be ableto: 1-Identify different methods about to handle organizational diversity. 2-Describe the different methods of job’s satisfaction. 3-Understand the importance of the role of employees’ personalities in the organizations. 4-Identify factors that influence employees’ motivation. 5-Describe waysof working in a team in the organization 6-Handle different cases of organizational Conflict and Negotiation 7-Explain the different ways of leadership.
- 6. Syllabus and assessment. Lecture Topics Date Parts 1 What Is Organizational Behavior? (28th Oct. 2023) 2 Diversity in Organizations (04th Nov. 2023) 3 Attitudes and Job Satisfaction (11th Nov. 2023) 4 Personality and Values (18th Nov. 2023) 5 Motivational Concepts, form concepts to applications (25th Nov. 2023) 6 Mid – term Exam (02nd Dec. 2023) 7 Foundations of Group Behavior (09th Dec. 2023) 8 Understanding work teams (16st Dec. 2023) 9 Leadership (23rd Dec. 2023) 10 Conflict and Negotiation. (30th Dec. 2023 11 Foundations of Organization Structure (06th Jan. 2024) 12 Final term exam. (13th Jan. 2024) Part 1 Introduction Part 2 Ind. Behavior Part 3 Group Behavior Part 4 Org. Structure.
- 7. What Is Organization? It is 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.
- 8. What Is Manager? An individual who achieves goals through other people.. Top management Middle management Supervisory/First- line management Nonsupervisory Employee
- 9. Executive Management Senior management Middle management First-line supervision Technical workers Clerical workers Service workers
- 10. Strategic Plans Strategic Goals Tactical Plans Tactical Goals Action Plans Operational Goals Middle Management policies First – Level Management Procedures & Rules Top Management Perspectives & Strategies Objective/plan structure Organizational structure
- 12. Basic types of managerial skills 1- Technical skills 2-Human or interpersonal skills 3-Conceptual skills.
- 13. Basic types of managerial skills 1-Technical skills: Use a variety of techniques to achieve their objectives. It is not only involved operating machines and software, production tools, and pieces of equipment but also the skills needed to boost sales, design different types of products, services, and marketing activities.
- 14. Basic types of managerial skills 2-Human or interpersonal skills: Skills that present the managers’ ability to interact, work or relate effectively with people. They enable the managers to make use of human potential in the company and motivate the employees for better results.
- 15. Basic types of managerial skills 3-Conceptual skills: Skills that allow the manager to better understand complex scenarios and develop creative solutions. These skills are valuable because those who have them can approach complicated workplace situations in a variety of different ways.
- 16. Basic types of management skills Conceptual skills Human skills Technical skills Conceptual skills Human skills Technical skills Conceptual skills Human skills Technical skills First line management Middle management Top management
- 17. Organizational Behavior Definition: 1)- A field of study that investigates the impact of individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness. 2)- The study of what people do in an organization and the way their behaviors affects the organization’s performance. 3)- Understand, predict and control human behavior at work.
- 18. Management roles (A)- Interpersonal role (B)- Informational role. (C)- Decisional role.
- 19. (C)- Decisional role. (4)- Negotiator: Responsible for representing the organization at major negotiations.
- 20. (C)- Decisional role. (4)- Negotiator: Responsible for representing the organization at major negotiations.
- 21. (A)- Interpersonal role (1)- Leadership: Responsible for the motivation and direction of employees
- 22. (A)- Interpersonal role (2)- Communicator : Maintains a network of outside contacts who provide services and information
- 23. (A)- Interpersonal role (3)- Figurehead: required to perform a number of routine duties of a legal or social nature
- 24. (B)- Informational role (1)- Monitor: Receives a wide variety of information; serves as nerve center of internal and external information of the organization.
- 25. (B)- Informational role (2)- Spokesperson: Transmits information to outsiders on organization’s plans, policies, actions, and results; serves as expert on organization’s industry
- 26. (B)- Informational role (3)- Disseminator: Transmits information received from outsiders or from other employees to members of the organization
- 27. (C)- Decisional role. (1)- Entrepreneur: Searches organization and its environment for opportunities and initiates projects to bring about change.
- 28. (C)- Decisional role. (2)- Disturbance handler: Responsible for corrective action when organization faces important, unexpected disturbances
- 29. (C)- Decisional role. (3)- Resource allocator: Makes or approves significant organizational decisions
- 30. (C)- Decisional role. (4)- Negotiator: Responsible for representing the organization at major negotiations.
- 31. Organizational Behavior (OB). Goals of the OB: Understand Describe Employees’ behavior Predict Control employees’ activities
- 32. Organizational Behavior it examines behavior in the context of: Job satisfaction Absenteeism. Human performance. Productivity. Employment turnover. Management.
- 33. Organizational Behavior OB includes these core topics: Motivation Leader behavior and power Interpersonal communication Group structure and processes Attitude development and perception Change processes Conflict and negotiation Work design.
- 34. Organizational Behavior Disciplines That Contribute to the OB Field: Psychology. Social psychology. Sociology. Anthropology
- 35. 1)-Psychology Measure, explain, and change the behavior of humans. Contributors to the knowledge of OB: A)- learning theorists. B)- Personality theorists. C)- Counseling. D)- Industrial and organizational psychologists: Fatigue, boredom, and other working conditions affect work performance. Recently, include learning, perception, personality, emotions, training, leadership effectiveness, motivational forces, job satisfaction, decision-making processes, performance appraisals, employee-selection techniques, work design, and job stress
- 36. 2)-Social Psychology It blends concepts from psychology and sociology to focus on the influence of people on one another. Contributors to the knowledge of OB: Identifying communication patterns; and building trust. Group behavior, power, and conflict.
- 37. 3)-Sociology: The study of people in relation to their social environment or culture Contributors to the knowledge of OB: Group behaviors in organizations. Formal organizational structure. Communications. Conflict
- 38. 4)-Anthropology: Study of societies to learn about human beings and their activities, work on cultures and environments. Contributors to the knowledge of OB: Values, attitudes. Behavior of people in different countries and within different organizations.
- 39. Behavioral sciences Psychology Social Psychology Sociology Anthropology Unit of Analysis Individual Output Stage of OB Group Organizational Structural behavior
- 40. Behavioral sciences Psychology Social Psychology Sociology Anthropology Learning Motivation Personality Emotions Perception Training Leadership effectiveness Job satisfaction Individual decision Performance appraisal Attitude Employee selection Work design Work stress Contributions Unit of Analysis Individual Stage of OB Output
- 41. Behavioral sciences Psychology Social Psychology Sociology Anthropology Behavioral change Attitude change Communication Group decision making Contributions Unit of Analysis Group Stage of OB Output Communication Power Conflict Intergroup behavior Formal org. theory Org. technology Org. change Org. culture Org. System Comparative values Comparative attitudes Cross-cultural analysis Org. culture Org. environment Power Individual
- 42. Few absolutes in Organizational Behavior 1)- No constant in human’s behaviors
- 43. Few absolutes in Organizational Behavior 2)- People differs in their preference: A job attractive to one person may not be to another. Not everyone wants a challenging job (Some people prefer routine job, or simple over complex tasks), while other may prefer challenge in job. Money does have some ability to motivate most of us. Differ in preference of the employment’s options
- 44. Employment’s options Categories of Employment Employed Underemployed/ underutilized Unemployed/jobless Entrepreneur Retired Laid off Types of Employment Full-time Part-time Flextime Temporary Intern Places of Employment Office Outdoor From home Compensation for Employment Salary Hourly Overtime Contract Benefits Bonus
- 45. Challenges and Opportunities for OB 1)- Economic Pressures
- 46. Challenges and Opportunities for OB 2)- Continuing Globalization
- 47. Challenges and Opportunities for OB 3)- Workforce demographics
- 48. Challenges and Opportunities for OB 4)- Workforce diversity Heterogenicity in cultural difference give Great challenges and opportunities.