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Chapter (1) Introduction to organizational Behavior The key to profits, productivity, innovation, and real organizational learning ultimately lies in managing people.Management is coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively.Power of human resources, globalism, culturally diverse, rapidity of change, and technology must be understood and leveraged.Organizations that have recognized these forces are working to channel their managerial talents to accomplish goals by using their knowledge about each of six major forces.A number of forces are reshaping the nature of managing within organizations.Management is what managers do. It's obvious that managers work in organizations.They are concerned by both; effectiveness and efficiency.

Chapter (1)
Introduction to organizational Behavior
The key to profits, productivity, innovation, and real organizational learning ultimately lies in managing people. A number of forces are reshaping the nature of managing within organizations. Power of human resources, globalism, culturally diverse, rapidity of change, and technology must be understood and leveraged. Organizations that have recognized these forces are working to channel their managerial talents to accomplish goals by using their knowledge about each of six major forces.
Management is coordinating and overseeing the work activities of others so their activities are completed efficiently and effectively. Management is what managers do. It’s obvious that managers work in organizations. They are concerned by both; effectiveness and efficiency. Effectiveness is often described as “doing the right things,” that is, doing those work activities that will result in achieving goals. Efficiency refers to getting the most output from the least amount of inputs or resources. But what is an organization? It’s a deliberate arrangement of people to accomplish some specific purpose.
Understanding the behavior of people in organizations has become increasingly important as management concerns—such as employee productivity, the quality of work life, job stress, and career progression
continue to make front-page news. Why do employees behave as they do in organizations? Why is one individual or group more productive than another? Why do managers continually seek ways to design jobs and delegate authority? These and similar questions are important to the relatively new field of study known as organizational behavior.
Incorporating OB principles into the workplace can yield many positive organizational outcomes. First, companies known as good places to work—have been found to generate superior financial performance. Second, developing managers’ interpersonal skills helps organizations attract and keep high-performing employees, which is important since outstanding employees are always in short supply and are costly to replace. Third, there are strong associations between the quality of workplace relationships and employee job satisfaction, stress, and turnover. Positive social relationships also were associated with lower stress at work and lower intentions to quit. Further research indicates that employees who relate to their managers with supportive dialogue and proactivity find that their ideas are endorsed more often, which improves workplace satisfaction. Fourth, increasing the OB element in organizations can foster social responsibility awareness. We understand that in today’s competitive and demanding workplace, managers can’t succeed on their technical skills alone. They also have to exhibit good people skills. This text has been written to help both managers and potential managers develop those people skills with the knowledge that understanding human behavior provides.
There are great responsibilities that lie with the human resource regarding work within organizations, which pertain to collecting information, predicting the future, drawing up policies, identifying deviations and correcting them, and other works and activities that are practiced within each organization, according to which the performance of the organization is improved and the optimal utilization of its material and human resources in order to continue the work of the organization maintain and achieve its objectives. All of these aspects required attention to the human resource because it is the real driver of success. Thus, studying the behaviors and actions of individuals and groups aims at understanding and predicting them, then working to influence these behaviors with the final aim of controlling/managing them and directing them towards achieving organizational goals.
Definition of Organizational Behavior:
A very simple definition of organizational behavior is the study of human behavior in organizations. But that simple statement doesn’t tell much. Organizational behavior, in depth, is the study of human behavior and performance within an organizational setting; drawing on theory, methods, and principles from different disciplines to learn about individual actions while working in groups and within the total organization. In addition, Organizational behavior (OB) is the study of factors that affect the behaviors of individuals, groups, and organizations. The individual and groups behaviors represent how would they act, think, feel, and respond to work. The behavior of organizations represents how they would respond to the surrounding environments.
In sum, it can be said that it is the study, analysis, and detection of human behavior while working in an organization. What is meant by human behavior? Behavior can be defined as the actions or reactions of a person in response to external or internal stimulus situation whether in conscious or subconscious way.
Thus, it can be said that organizational behavior is a science and an art, it is a science because it is based on a set of theories related to the interpretation of organizational behavior, predicting it, and directing it towards achieving organizational objectives. Moreover, it is an art because managers benefits from their experiences, knowledge, and personalities to manage human behavior.
Managerial Functions
The work of managers can be condensed to four activities: planning, organizing, leading, and controlling. The planning function encompasses defining an organization’s goals, establishing an overall strategy for achieving those goals, and developing a comprehensive set of plans to integrate and coordinate activities.
When managers organize, they determine 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. Organizing is a management function that involves arranging and structuring work to accomplish the organization’s goals.
Influencing is another of the basic functions within the management process. This function—also commonly referred to as motivating, leading, directing, or actuating—is concerned primarily with the people within organizations. Influencing can be defined as guiding the activities of organization members in appropriate directions toward achieving organizational goals.
The final management function is controlling. After goals and plans are set (planning), tasks and structural arrangements are put in place (organizing), and people are hired, trained, and motivated (leading), there has to be an evaluation of whether things are going as planned. Controlling is a management function that involves monitoring, comparing, and correcting work performance if goals aren’t achieved.

Management roles:
Managers perform 10 different, highly interrelated roles, or sets of behaviors, and serve a critical function in organizations interpersonal roles.
a. Interpersonal roles

All managers are required to perform duties that are ceremonial and symbolic in nature. For instance, when the president of a college hands out diplomas at commencement or a factory supervisor gives a group of high school students a tour of the plant, they are acting in a figurehead role.
Another key interpersonal role all managers have is a leadership role. This role includes hiring, training, motivating, and disciplining employees.
The third role within the interpersonal grouping is the liaison role, or contacting and fostering relationships with others who provide valuable information. The sales manager who obtains information from the quality-control manager in his own company has an internal liaison relationship. When that sales manager has contact with other sales executives through a marketing trade association, he has external liaison relationships.

b. Informational roles:

All managers, to some degree, collect information from outside organizations and institutions, typically by scanning the news media and talking with other people to learn of changes in the public’s tastes, what competitors may be planning, and the like. This is the monitor role.
Managers also act as a conduit to transmit information to organizational members. This is the disseminator role. In addition, managers perform a spokesperson role when they represent the organization to outsiders.
c. Decisional roles

In the entrepreneur role, managers initiate and oversee new projects that will improve their organization’s performance. As disturbance handlers, managers take corrective action in response to unforeseen problems. As resource allocators, managers are responsible for allocating human, physical, and monetary resources.
Finally, managers perform a negotiator role, in which they discuss issues and bargain with other units (internal or external) to gain advantages for their own unit.

The Importance of Studying Organizational Behavior
Organizational behavior is not only useful to aspiring managers. A good understanding is useful to any employee who has to interact with others in the organizations to get things done. This multidisciplinary view of organizational behavior illustrates a number of points.
First, OB is a way of thinking. Behavior is viewed as operating at individual, group, and organizational levels. This approach suggests that when studying OB, we must identify clearly the level of analysis being used—individual, group, and/or organizational.
Second, OB is multidisciplinary. This means that it utilizes principles, models, theories, and methods from other disciplines. The study of OB is not a discipline or a generally accepted science with an established theoretical foundation. It is a field that only now is beginning to grow and develop in stature and impact.
Third, there is a distinctly humanistic orientation within organizational behavior. People and their attitudes, perceptions, learning capacities, feelings, and goals are of major importance to the organization. Fourth, the field of OB is performance oriented. Why is performance low or high? How can performance be improved? Can training enhance on-the-job performance? Practicing managers face these important issues.

Fifth, since the field of OB relies heavily on recognized disciplines, the role of the scientific method is deemed important in studying variables and relationships. As the scientific method has been used in conducting research on organizational behavior, a set of principles and guidelines on what constitutes good research has emerged.
Finally, the field has a distinctive applications orientation; it is concerned with providing useful answers to questions that arise in the context of managing organizations.
Goals of organizational behavior:
1- Explaining Behavior:
A second goal of organizational behavior is to explain events in organizations and why they occur. It is usually more difficult to explain a behavior than to predict it, since a given behavior may have multiple causes, and the reasons people do things tend to change over time and circumstances. The ability to understand behavior is a necessary prerequisite to effectively managing it.
2- Predicting Behavior:
Predicting the behavior of others is an essential requirement of everyday life. prediction of future behavior in organizations is possible because of the very regularity of much behavior, its accuracy requires systematic study. So that, studying organizational behavior provides a scientific foundation that helps improve predictions of organizational events.
3- Managing Behavior:
Management is defined as the art of getting things accomplished in organizations through others. If behavior can be predicted and
explained, it can often be managed. Responding to the information gathered through prediction and explanation helps to influence organizational behavior and help management to action to direct the behavior in the appropriate direction . A number of technologies or interventions have been developed in a conscious attempt to make practical much of the information learned in the field. Students should understand that a systematic understanding of behavioral science and organizational behavior can improve management practice and decision making.
Accordingly, it can be said that organizational behavior has two aspects: first: the inputs of organizational behavior, and second: the outputs of organizational behavior. The inputs of organizational behavior are divided into three parts:
1 - Individual behavior variables.
It includes all the psychological factors that contribute to revealing individual behavior and directing it towards the planned goal, which reside in the human conscience and come out from depths and his memory and sub consciousness. These factors include social status, income, perception, motives, education, attitudes, and personality & values.
Figure (1): Individual factors that affect human behavior.
The actions of a healthy person mentally and physically result from an internal motive behind which there is a motive to reach a specific goal, where the motive is moved by the influence of the existence of a desire in the person that arises because of the presence of unsatisfied needs that he wants to satisfy, and when they are satisfied, they lose their value as a motive (hunger) to start satisfying another need. However, it cannot be said that the motives alone are behind the behavior. Rather, there are other factors that have an impact on this behavior that must be understood, such as perception, thinking, capabilities, attitudes, values, personality, and learning. Therefore, revealing these factors helps understand human behavior by 80%.
2 - Group behavior variables.
These variables include the social and cultural factors that contribute to the formation of collective/group human behaviors which are subject to the influence of these combined factors. Studying these factors help in understanding, interpreting, and predicting these behaviors. They include social factors, culture, society, leadership, communication, and decision-making style and others. A person is a social being who cannot live isolated from others, his needs cannot be satisfied by his own, as he belongs to several groups, from the family to friendship to the workplace, colleagues, study, and etc. People are interacting with each other, influence and are influenced by others, and integrating with each other, and this how individuals learn the roles that must be played in order to interact and agree with the group and rules of behaviors so that behavior is consistent with the behavior of the group to which they belong.
2- Organization behavior variable:
Organizations are dynamic open systems. They obtain resource inputs from the environment and transform them into finished goods or services that are returned to the environment as product outputs. Because the environments they interact with are constantly evolving and changing, organizations must adapt to survive. How organizations interact with their external environmental forces is one of the concerns of organizational behavior as well. Organizational structure, culture, power and politics, and change are factors affecting how organizations can respond to its surrounding environment.
Organizational Behavior Outcomes
The outcomes of organizational behavior are as follows:

1. Increasing the level of performance and productivity: organizational behavior must achieve efficiency and effectiveness through a better level of performance in the organization, the best outputs with the lowest inputs and the best possible quality.


2. Job satisfaction: You must achieve the employees’ satisfaction in workplace and with wages, and this appears from the movement of labor turnover and absence / indicators of dissatisfaction / while enthusiasm, good performance and loyalty influences the employees’ satisfaction.


3. Organizational change and development: This is one of the important outputs of the science of organizational behavior because the organization operates in a dynamic environment, which requires flexibility in dealing with it and preparing for it, which requires changes at the level of operational, marketing, financial and technical processes, employee behavior and communication channels, which means that organizational development occurs at Management, work groups, and organization.