‫الر ِح ِيم‬ ‫ن‬ ‫ـ‬‫م‬‫ح‬ ‫الر‬ ‫ه‬ ‫ـ‬َّ

َّ ِ ٰ َ َّ ِ ‫ِب ْس ِم الل‬
ْ

In the name of Almighty ALLAH,

the Most Beneficent, the entirely
Merciful.
Organizational Behavior and the
Manager’s Job
 Basic Managerial Role

 In an organization, as in a play or a movie, a role is the

part a person plays in a given situation. Managers
often play a number of different roles. In general, there
are ten basic managerial roles, which cluster into three
general categories
Table 1.1 Important Managerial Roles
Category Role Example
Figurehead Attend employee retirement ceremony

Interpersonal Leader Encourage workers to increase productivity

Liaison Coordinate activities of two committees

Scan business publications for information about
Monitor
competition
Informational Disseminator Send out memos outlining new policies

Spokesperson Hold press conference to announce new plant

Develop idea for new product and convince others
Entrepreneur
of its merit
Disturbance
Resolve dispute
handler
Decision Making
Resource
Allocate budget requests
allocator
Negotiator Settle new labor contract
Table 1.2 Critical Managerial Skills
Skills necessary to accomplish specific tasks
Technical within the organization, Budget preparation is an
example of a technical skill.

Skills used to communicate with, understand, and

Interpersonal
motivate individuals and groups

Skills used in abstract thinking, The ability to see

Conceptual the organization as a total entity (the "big
picture").

Skills to understand cause-effect relationships and

Diagnostic
to recognize optimal solutions to problems
Table 1.3 Managerial Skills at Different Organizational Levels

Top Managers Middle Managers First Line Managers

Technical Interpersonal Conceptual Diagnostic

Contemporary Organizational Behavior

 Characteristics of the Field

 Managers and researchers who use concepts and

ideas from organizational behavior must recognize
that it has an interdisciplinary focus and a descriptive
nature; that is, it draws from a variety of other fields
and it attempts to describe behavior (rather than to
predict how behavior can be changed in consistent
and generalizable ways).
 An Interdisciplinary Focus

 Psychology: The greatest contribution is from

psychology, especially organizational psychology.
Psychologists study human behavior, whereas
organizational psychologists deal specifically with the
behavior of people in organizational settings. Many of
the concepts that interest psychologists, such as
individual differences and motivation, are also central
to students of organizational behavior.
 An Interdisciplinary Focus

 Sociology: Sociology has /had a major impact on

the field of organizational behavior. Sociologists study
social systems such as families, occupational classes,
and organizations. Because a major concern of
organizational behavior is the study of organization
structures, the field clearly overlaps with areas of
sociology that focus on the organization as a social
system.
 An Interdisciplinary Focus

 Anthropology : Anthropology is concerned with

the interactions between people and their
environments, especially their cultural environment.
Culture is a major influence on the structure of
organizations and on the behavior of people in
organizations.
 An Interdisciplinary Focus

 Political science: Political science also

interests organizational behaviorists. We usually
think of political science as the study of political
systems such as governments. But themes of
interest to political scientists include how and why
people acquire power and such topics as political
behavior, decision making, conflict, the behavior
of interest groups, and coalition formation. These
are also major areas of interest in organizational
behavior.
 An Interdisciplinary Focus

 Economics: Economists study the production

distribution, and consumption of goods and services.
Students of organizational behavior share the
economist’s interest in areas such as labor market
dynamics, productivity, human resource planning and
forecasting, and cost-benefit analysis.
 An Interdisciplinary Focus

 Engineering: Engineering has also influenced the

field of organizational behavior. Industrial engineering
in particular has long been concerned with work
measurement, productivity measurement, work flow
analysis and design, job design, and labor relations.
Obviously these areas are also relevant to
organizational behavior.
 An Interdisciplinary Focus

 Medicine: Most recently, medicine has come into

play in connection with the study of human behavior
at work, specifically in the area of stress. Increasingly,
research is showing that controlling the causes and
consequences of stress in and out of organizational
settings is important for the well-being of both the
individual and the organization.
 A Descriptive Nature
 A primary goal of studying organizational behavior is to describe relationships
between two or more behavioral variables. The theories and concepts of the
field, for example, cannot predict with certainty that changing a specific set of
workplace variables will improve an individual employee’s performance by a
certain amount. At best, the field can suggest that certain general concepts or
variables tend to be related to one another in particular settings. For instance,
research might indicate that in one organization, employee satisfaction and
individual perceptions of working conditions are positively related. However,
we may not know whether that correlation occurs because better working
conditions lead to more satisfaction, because more-satisfied people see their
jobs differently than dissatisfied people, or because both satisfaction and
perceptions of working conditions are actually related through other intervening
variables. Also, the relationship between satisfaction and perceptions of working
conditions observed in one setting may be considerably stronger, weaker, or
nonexistent in other settings. Organizational behavior is descriptive for several
reasons: the immaturity of the field, the complexities inherent in studying
human behavior, and the lack of valid, reliable, and accepted definitions and
measures.
 The Systems Perspective
 A system is a set of interrelated elements functioning as a
whole. The systems perspective, or the theory of systems, was
first developed in the physical sciences, but it has been
extended to other areas, such as management. A system is an
interrelated set of elements that function as a whole.
 According to this perspective, an organizational system
receives four kinds of inputs from its environment: material,
human, financial, and informational (note that this is consistent
with our earlier description of management functions). The
organization’s managers then combine and transform these
inputs and return them to the environment in the form of
products or services, employee behaviors, profits or losses, and
additional information. Then the system receives feedback
from the environment regarding these outputs.
The Systems Perspective
Thank You