Strategic management

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

11. Managerial Skills

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.