Organizational behavior of Zahid Muhammad Dair

Organizational Behavior Dr. Zahid Muhammad Diri Number of pages: 344 Year of printing: 2019 Type of binding: Cardboard Edition number: 2 Print color: Black Size (cm): 17x24 The human race is imposed upon in many parts of the world by rapid local and global changes that impose on management a new way of thinking and a new vision, where some find it pleasant, and others flee from it because it is loved and hated according to the individual's dynamics and readiness. Therefore, the individual, regardless of his position, is not isolated from the influence of these variables, and no one is immune from them whether in social systems or in values and attitudes. Thus, individual expectations will differ, and accordingly, change will affect behavioral patterns, which in turn will negatively or positively impact individual performance in organizations. This book has come to address organizational behavioral patterns, which management sees as not achieving goals, through clear and objective scientific presentation for analyzing, interpreting, and understanding that behavior, then proposing solutions by management. This will be discussed through the chapters of this book, where in the first chapter we will introduce organizational behavior to clarify the concept along with the historical background of the field. The second chapter will address reinforcing and inhibiting behavior to identify types of organizational behavior and how to positively influence them. The third chapter deals with perception, and the fourth chapter discusses attitudes. In the fifth chapter, values are covered, and in the sixth chapter, learning, its conditions, characteristics, and learning theories are discussed. The seventh chapter addresses work pressures and their impact on employee performance, while the eighth chapter discusses motivation, its importance for employees, and the most important motivation theories, as well as tips for the Arab manager to succeed in implementing a good incentive system. The ninth chapter covers behavioral skills in the field of administrative leadership, and the tenth chapter introduces organizational change and development. The eleventh chapter discusses groups, their concept, and importance. The twelfth chapter covers administrative communications in organizations, their obstacles, and types of communication. Due to the importance of training, it is discussed in a separate chapter, the thirteenth. The fourteenth chapter talks about human personality. The fifteenth chapter discusses organizational conflict, its causes, and effects. The sixteenth chapter addresses organizational creativity. The seventeenth chapter discusses organizational climate and culture. Contents: 1. Introduction to Organizational Behavior First: The nature of organizational behavior Second: The goal of studying organizational behavior Third: The historical development of organizational behavior - Machiavellian model - Classical theory - Scientific management model - Administrative process model - Bureaucratic model - Human relations theories - Behavioral sciences theory (modern behavior theory) Fourth: Does the manager need behavioral skills? - Technical skills - Behavioral skills - Mental skills - Understanding organizational behavior - Elements or variables of human behavior - Elements of individual behavior - Elements of group behavior Fifth: Outcomes of organizational behavior - Performance and productivity - Job satisfaction - Questions of the first chapter 2. Motivated and Inhibited Behavior First: Concept of motivated behavior Second: Concept of inhibited behavior Third: Comparison between characteristics of motivated and inhibited behavior Fourth: Effects and results of internal and external barriers Fifth: Results of inhibited behavior Sixth: Ways to treat frustration - Questions of the second chapter 3. Perception First: Mental organization Second: Mental organization and the concept of perception Third: Perception mechanics - Motivational factors - Unconscious factors - Emotional factors - Rational factors - External influences Fourth: Social perception - Duality of perception - Motives and attitudes of the person - Subject of perception - Stable characteristics of the person - Subject of perception - Attributing all the above to the perceiver - Subject of perception to the perceiver Fifth: Psychological processes of social perception (stages of social perception process) - Perceiver problem - Stimulus characteristics - Perceiver characteristics - How to organize indicators Sixth: Accuracy in social perception - Level of intelligence - Openness - Detachment - Self-awareness - Previous social experience - Questions of the third chapter 4. Attitudes First: Definition of attitudes Second: Components of attitudes - Cognitive component - Affective or emotional component - Behavioral inclination component Third: Functions of attitudes - Utility function - Self-defense function - Self-expression function - Knowledge function Fourth: Origin of attitudes - Origin of cognitive component - Generalization - Origin of emotional component - Model of attitude formation - Origin of behavioral inclination component Fifth: Personality and attitudes Sixth: Measuring attitudes - Measuring the cognitive component Seventh: Men, women, and supervision relationship Eighth: Profession and its relation to gender Ninth: Importance of employees' attitudes in predicting behavior and organizational performance - Importance of employees' attitudes for the manager - Concept and characteristics of attitudes - Job satisfaction and organizational loyalty as key types of attitudes - Questions of the fourth chapter 5. Values First: Concept and definition of values Second: Classification of values Third: Sources of values Fourth: Can values change? - Questions of the fifth chapter 6. Learning Introduction First: Definition and concept of learning Second: Characteristics of learning Third: Conditions of learning Fourth: Learning theories - Traditional adaptation theory - Behavioral learning theory - Social learning theory - Questions of the sixth chapter 7. Work Pressures First: Concept of pressure (stress) Second: Work pressures and causes Third: Stress and its effects - Effect of stress on task performance - Stress and its impact on mental health - Stress and general health (silent killer) - Different ways to face stress Fourth: Ways to manage stress and work pressures - Questions of the seventh chapter 8. Behavioral Skills in Motivating Employees Introduction First: Causes of low productivity and their relation to motivating employees Second: Needs as a basis for motivating employees Third: Expectation as a basis for motivating employees - Expectancy theory model - Principles of the theory - Lessons for the manager from expectancy theory Fourth: Reinforcing behavior as a basis for motivating employees - Reinforcement theory model - Principles of reinforcement theory - Lessons for the manager from reinforcement theory Fifth: Final words for the Arab manager regarding incentives - Questions of the eighth chapter 9. Behavioral Skills in Administrative Leadership First: Concept and sources of administrative leadership Second: Leadership theories - Trait approach - Behavioral patterns approach - Studies by Ohio and Michigan universities - Blake and Mouton managerial grid - Leadership styles or emergency approach - Trait-based approach Third: Alternatives to administrative leadership Fourth: Traits of a successful leader - Questions of the ninth chapter 10. Behavioral Skills in Organizational Change and Development Introduction First: Factors prompting organizational change Second: Sources of resistance to organizational change Third: Steps of planned change process Fourth: Approaches or strategies of planned change - Organizational approach - Technological approach - Employee approach Fifth: Organizational development as a comprehensive change approach Sixth: Steps of organizational development process Seventh: Methods of organizational development - Field study method - Consulting method - Group building method - Administrative network method Eighth: Guidelines for the Arab manager regarding change and organizational development processes - Questions of the tenth chapter 11. Behavioral Skills in Team Management First: Definition and concept of a group Second: Importance of work groups Third: Types of work groups Fourth: Stages of forming work groups Fifth: Characteristics of effective groups Sixth: Determinants of group effectiveness - Individual determinants - Situational determinants - Structural determinants Seventh: Performance determinants among work groups Eighth: Strategies for managing behavior and performance among groups Ninth: Collective thinking disease as a flaw in group decision-making - Questions of the eleventh chapter 12. Administrative Communications First: Nature and importance of communication - Nature of communication - Importance of communication for management and the manager Second: Communication obstacles - Obstacles in the sender - Obstacles in the message - Obstacles in the communication medium - Obstacles in the future - Obstacles in the communication environment Third: Communication efficiency Fourth: Communications and the manager’s role Fifth: Organizational and administrative communications Sixth: Types of organizational and administrative communication - From organization to employees - From employees to organization - To distinguish the organization’s personality and raise loyalty Seventh: Examples of major types of organizational and administrative communication - Complaint systems - Interview systems - Bulletin board - Reading shelves - Magazine - Attached monthly check Eighth: Personal skills in communication Ninth: Analysis of communication relationships - Questions of the twelfth chapter 13. Training and Development First: Methods of training and development - Management analysis method - Advisory experience method - Meetings method - Job rotation - Multiple management - Role playing - Case studies - Sensitivity training Second: Types of training and development programs - Administrative development programs - Supervisory management programs - Trainee management programs - General education programs - Adaptation programs - Skills development programs - Specialized programs - Behavioral skills programs Third: Organizational procedures related to training and development - Organizational structure of training and development - Training needs assessment - Training and development organizational chart - Preparing training staff - Using practitioners in training and development - Scheduling training and development - Evaluating training and development effectiveness Fourth: Final words - Questions of the thirteenth chapter 14. Personality First: Why managers should care about personality Second: Concept and definition of personality Third: Characteristics of personality Fourth: Components (dimensions) of personality Fifth: Theories of personality Sixth: Determinants of personality Seventh: Model of individual behavior components - Questions of the fourteenth chapter 15. Organizational Conflict First: Concept of conflict, its importance, and development Second: Definition of organizational conflict Third: Causes of organizational conflict Fourth: Managing organizational conflict Fifth: Positive and negative effects of organizational conflict Sixth: Effects of conflict between groups - Questions of the fifteenth chapter 16. Organizational Creativity First: Concept and definition of creativity Second: Types of creativity Third: The importance of organizational need for creativity Fourth: Levels of creativity Fifth: Obstacles to creativity in organizations Sixth: Characteristics of creativity Seventh: Stages of the creative process - Questions of the sixteenth chapter 17. Organizational Climate and Culture First: Organizational climate - Concept of organizational climate - Elements of organizational climate - Dimensions of organizational climate - Importance of creating a good organizational climate Second: Organizational culture - Concept and definition of organizational culture - Characteristics of organizational culture - The world of business and organizational culture - Functions of organizational culture - Changing organizational culture - Questions of the seventeenth chapter 18. Power and Influence in Organizations First: Power, influence, and political maneuvering as mechanisms of control in organizations Second: Social influence: affecting others Third: Means (tactics) of social influence Fourth: Scientific use of influence means Fifth: Individual power as the basis of influence Sixth: Group or unit power; individual: structural determinants Seventh: Resource dependency model: control of critical resources Eighth: Strategic contingency model: control through dependency - Questions of the eighteenth chapter References