Organization behavior

1. organizational behavior
Applied College

2. Section I
Dimensions of organizational behavior
chapter I
(concept of organizational behavior)

3. Concept of organizational
behavior
⚫Definition of organizational behavior:
-It is a field concerned with the study of the (behavior
+ trends + views) of employees of organizations, the
impact of (formal + informal) organizations on
(perception + feelings + performance) workers, the
impact of the environment on (organization + human
powers + objectives) and the influence of employees
on (organization + efficiency).

4. ⚫The definition focuses on the following:
-(Persons + groups) and their attitudes.
-Environmental relationship with organization.
-The impact of working people on targets.
-Importance of science (behavioral + scientific
method of study)

5. Organizational Behavior Traits
⚫Features:
-In general it's a way of thinking. In particular, an area
of knowledge, some of which are essential roles.
-It's based on the non - random scientific approach.
-He focuses on the behavior within the organization
and everything that's about his competence.
-There's agreement on (+) subject-area, formation of
organizational behavior, but there's disagreement on
who's most important.

6. ⚫-There is agreement on key topics that are at the
centre of organizational behavior such as (motivation,
incentives, leadership, power, trust, negotiation,
trends, perception, group dynamics, conflict
management, organizational development)

7. Why are we studying
organizational behavior?
⚫Because he cares about (the person+ group) and their
organizational activity and they represent the most
important elements of management.
Manager:
-For decisions to be taken, groups and persons must
know, understand and know their behavior.
-In order to conduct the administrative process of
(planning, organizing, coordinating, leading), it is
essential to know their needs + motives + how to
convince them + resist change.

8. Concerns for organizational
behavior
⚫The management man needs theories that provide the
scientific foundations and principles that help him
address and solve problems and guide the
organizational process.
-The large size of the organizations requires large
numbers of such staff who need to coordinate +
understand their needs + solve their problems.
-Modern technology has made the Organization more
complex than it needs a deeper understanding of
communication, understanding and conflict
resolution.

9. ⚫-Their needs are different from those of employees
and that's why they had to understand their desires +
motives.
-Knowledge and analysis of individuals' personality
and psychological composition.
-Protecting the human soul from threats (anxiety,
frustration, conflict, psychological imbalance).
-Changing the handling of human behavior from
resistance to (team spirit, collaboration, creativity)
Increase the managerial leadership of the Director
and introduce him (motivation, needs, personality
components, trends, abilities, tendencies).

10. Chapter II
(Evolution of organizational behavior)
⚫1- Hill + Egan
They said there was an unequal relationship between
owners + workers.
The persons are isolated, and impersonal despite having
natural abilities and talents. They do work without
conviction or psychological satisfaction. It's a burden for
them to get rid of if the opportunity arises. The only
motive they have is money.
2- Max Weber
The organization is a hierarchy of power from the top up
to the bottom up, the State must intervene in
administrative activities.

11. The qualities of the ideal administrative organization (with
characteristics and features until sufficient):
⚫-Division of labour.
-Separation of staff (private + public).
-Filling posts by appointment, not nomination.
-Selection of the right qualified staff member for work
skills.
-Promotion based on seniority + achievement.
-Oversight of an employee's performance.
-The employee's right to salary plus allowance.

12. ⚫-Max Weber took an interest in (ideal organization
characteristics + physical incentives to drive an the
person to work).
-However, he was not interested in assessing the staff
member's (psychological + social) variables, nor in the
internal environment of the organization and its
effects on the morale and production of
individuals. Nor was it concerned about the external
environment and its impact on the efficiency of the
Organization and its workers.

13. Negative effects of Max Webber's approach (for
bureaucrat)
⚫The inertia of individuals' behavior due to the literal laws
and regulations.
Rejection of the organization + lack of enthusiasm for
achieving the goals, due to the organization's lack of
interest in them as their own (emotions, feelings, desires
and tendencies).
the minimum performance due to the formal system
imposed by the Organization.
Resistance to change due to strict actions + lack of
personal incentives.
Avoid responsibility + make decisions that just fit
regulations and laws.

14. ⚫3- Schmond Freud
Focus on:
-Developing concepts about life (persons + groups +
organizations + society).
-Groups place restrictions on the freedom of
individuals. However, by joining the group,
individuals achieve their goals + take risks.
-The behavior of an individual is influenced by the
components of his or her personality, namely, the
status of desires and instincts and the orientation of
his or her behavior for maximum pleasure

15. ⚫-The Ego, an person's mind, aims to achieve the goals
of the Him, but depending on the circumstances
available.
-The Super Ego, which is the supreme feeling that
determines the wrong and right as you call for
religions and customs.
-Him + the ego + supper ego are inherited personal
components but are influenced by experience +
learning.

16. ⚫Scientific curricula
-Scientific management: Frederick Taylor + Henry
Fayol.
-Human relations: (Elton Mayo and his experience at
the Hawthorne Factory) (Testar BrennaRd)
Douglas McGarr
-Behavioral approach: Abraham Maslow. Simon
Hirsberg, David Buckleland, Winster Leckert.
-Organizational direction: level (individual +
collective + organizational + environmental).

17. (Scientific Department)
⚫-Frederick Taylor
He's interested in studying Time + Movement + Material
Incentives, because workers work differently than what
needs to be done.
- It was necessary to find a better way of doing the work,
i.e. (determining the time + movement needed to do the
work, leading to (rationality + objectivity + effectiveness +
economic) work.
⚫Criticism of him
-Although he demonstrated the possibility of studying
management in a scientific way, he neglected the human
aspect + working with the workers, focusing only on the
physical aspects of guiding individual + group behavior.

19. (Human relations)
⚫1-Elton May
His studies at the Hawthorn factory
-The objective of the studies is (to know the relationships
between physical factors (lighting + rest + wages) on the
worker's productivity.
-Expectations were that there were positive relationships,
that is, if the lights increased, the performance increased,
and vice versa. However, the results showed otherwise
(the physical factors did not have a positive impact on the
productivity of the individual, but rather demonstrated
that social considerations had a greater impact on (morale
+ productivity).

20. ⚫Most important results:
-Human factors are more influential than physical
factors in achieving employee satisfaction.
-Informal organizations that make up human society
define certain patterns of behavior.
-The behavior of individuals is influenced by moral
incentives.
-Social relations are one of the variables affecting an
individual's behavior and productivity.

21. ⚫2- Chester BernaRd
In writing (performance of managers), review of
the right to exercise authority in productive
organizations)
His opinion is that orders issued by senior
management may not be executed by subordinates for
two reasons:
-It may be difficult to implement.
-Subordinates' belief that it is not within the
competence of the subordinate.
An organization is a cooperative system that
(subordinates must accept authority + there must be a
balance between what a staff member provides and
what happens to him.

22. 3-Douglas McGarr
⚫Make assumptions about (what's the human self)
And the manager's behavior depends on him adopting one
of the two theories.
A theory (X) holds that a human being (does not like work
+ and does not bear responsibility + preferably as a
follower), and therefore the organization must use
(punishment + threat + material incentives) to advance
the achievement of goals.
A (Y) theory holds that an individual by nature (likes to
work + take responsibility + works not only for fear of
punishment but also for desire of reward). In order to pay
for the work, it must be given an opportunity
(participation + self-censorship + development of human
qualities).

23. ⚫What's on this approach:
-Focus on the human side + ignore formal
organization.
-Contradictions and conflicts have been neglected,
even though they lead to creativity and innovation.
-Focus on morale despite the importance of physical
aspects.

24. "Behavioral Curriculum"
1- AbraHam Maslow
The Hierarchical Ladder of Human Needs
One of the most important theories to explain human
behavior.
Human behavior is determined by the needs of the
individual and the extent to which they are satisfied.
Self-realization
Estimate
Love and Meeting
Security
Initial needs

25. ⚫2- Herbet Simon
Try to understand behavior through Decision Making
Analysis.
See:
The organization is a group of individuals who make
decisions to achieve a common goal.
-Behavior of individuals affected by (organizational
structure method of communication)
-The use of traditional decision-making steps limits
an individual's ability to evaluate alternatives. A
decision is the best alternative available to an
individual.

26. ⚫3-Hirsberg
Focus on factors that influence an individual's
satisfaction and increase productivity.
He thinks:
-Factors that (lead to satisfaction) if they do not lead
to dissatisfaction.
-Factors that (lead to dissatisfaction) if no
satisfaction.

27. ⚫4-DavidMcClelland
Emphasized the need for (achievement) (strength and
control) (working with friends, relatives and friends)
-Achievement: The individual sets realistic, achievable
goals that challenge his or her abilities and abilities. He or
she does not venture at the expense of work. He or she
prefers to face the problem and what he or she leaves
behind. He or she cares more about achievement than
about the return on work.
-Power and control like to dominate everything.
-Working with friends and relatives, working with those
who wish even at the expense of work.

28. ⚫5-Winster Lickert
Focus on the fact that if the leadership pattern is
based on participation, it will increase.
(satisfaction + effectiveness) in regulation. He
identified (4) patterns of management of productive
organizations:
-Organization (low confidence) in its staff
-There will be no participation in decision making.
-Power will be concentrated in the hands of the
Supreme leadership.
-They'll use threats and dismissal as motives for
action.
-Organization (giving an opportunity to express an
opinion + a few incentives)

29. ⚫An organization (giving some confidence in decision-
making, but public policies are the responsibility of
the top of the hierarchical peace).
-An organization (with full confidence in its staff) that
will use decentralization. Responsibility is directed to
the general conduct of the organization.
Lickert asserted that 4 is an ideal method for
influencing individual levels + satisfaction. Their
behavior is therefore directed positively. The rate of
obfuscation, Quitting work and absenteeism is low
and the Organization is high. Other methods may
raise the level of the Organization in the short term
and not in the long run.

30. Organizational direction
⚫There's a set of assumptions about what an
organization is.
-Its activities must change constantly to suit
circumstances.
-It contains different levels of behavior (persons +
group + organization) different from each other. (The
organization is affected by the behavior of persons)
(members determine the pattern of behavior of the
group) (the behavior of each member is affected by
the limitations or opportunities imposed by the
group) (the organization + group is affected by the
formal aspect of the organization + external
environment.

31. ⚫-The individual level is the outcome (external
influences + trends + regulations governing work +
customs and traditions).
-Group-level groups define their members' patterns of
behavior and offer them opportunities that others do
not have.
-The organizational level is the regulations and laws
imposed by the organization that may assist or hinder
them.
-Environment: Efficiency of the Organization's
leadership in interacting with external environment
data.
-The behavior of the organization is influenced by the
social and technical aspect.

32. Chapter III
(The importance of studying organizational behavior)
⚫We must know the behavior of the individual +
group. What are their (attitudes + reactions + roles +
abilities) and what factors influence them?
This importance has been derived from the following
considerations:
-A relationship between the working environment
(internal + physical + moral) + (individual
productivity).
-Conflict results from the interaction between levels
of organization.
-Staff deviations that impede the organization from
achieving the goal.

33. ⚫-The efficiency of regulation is influenced by the
behavior of persons.
-The person is affected by his or her psychological
condition, which in turn affects his or her
performance.
-Leadership style affects subordinates' behavior.
-An individual's behavior depends on the satisfaction
of his or her needs, which are satisfied through the
organization.
-Scientific studies help to determine the quality of
incentives appropriate to each level, often (physical to
senior management) (moral to lower levels).
-Knowing what the environment offers
(opportunities, limitations) has a positive or negative
impact on behavior.

34. ⚫-Knowing and controlling the causes of behavior helps
predict and guide behavior
-Figure out how to develop and improve individuals'
behavior by identifying (individual differences in
productive potential) each.
-The existence of a relationship between an individual's
attitudes and behavior.
-One's love and desire to learn and acquire new concepts.
Management must create these conditions.
-Promote positive behavior by reward until it continues.
-There is a need to understand the criteria imposed by
informal organizations to which all those who wish to
participate or continue to participate are bound.

35. Chapter IV
(Other scientific contributions to organizational behavior)
⚫Psychology
It seeks to (study + measure + interpret + change)
individual behavior as an example of theories
(learning + personality) + management psychology,
which has contributed to: (Neurological Stress +
Boredom + Training + Supervision + Eye Tests +
Leadership + Motivation + Evaluation + Job
Satisfaction).

36. ⚫Sociology
He studies people in their relationships with others.
-Contributions: Study (Groups + Formal Organization +
Bureaucracy + Communication + Power + Differences)
Social psychology
It explains (individual + social) + (how + why) individuals
behave
⚫-their contributions (concept of change + mitigation of
resistance to change + communication + satisfaction of
needs).
⚫Anthropology
Studies primitive societies and their impact on human
culture. It's his culture that determines how he behaves,
and his thinking. This illustrates the difference between
the behavior of rural people and the city.

37. ⚫Science of Politics
Studies the behavior of individuals and groups in the
political environment and how they can be used to
achieve personal reconciliation. His contributions
(differences + power).

38. Section II. Individual conduct within the
organization
Chapter V (Personality)

39. ⚫Personality
Definition of personality:
The organized movement within the human (self +
body) system that determines its unique ability to
adapt to the environment.
-That is, it determines (how a person understands and
looks at himself/herself + how it affects others).
-The external appearance of an individual's behavior
affects others.
-Values and trends: He understands + defines himself.

40. ⚫-Interaction with the environment: Sets his self - view
of people.
Personality Determinants (Heredity + Environment +
Attitude).
-Hereditary abilities are personal abilities outside the
capacity of the individual and inherited from the
parents. It's static, but the environment can affect and
modify it.
-The environment develops personality, but within its
genetic capabilities.
-Attitude can change personality. Some circumstances
may require a change in one's personality to match
them.

41. ⚫Personality characteristics are called trait
syllabuses. They are qualities that can predict an
individual's behavior when faced with a particular
situation.
-The pattern approach is derived from the (theme
approach) and includes a number of similar features
in categories.
-The "Traits + Patterns" approach was unsuccessful
due to the neglect of studying the position affecting
the individual.

42. Theories of Personality Evolution
⚫Freud + Rexon + Argers.
Freud's theory:
Human beings are not fully in the rational control of
their behavior.
In his view, personality consists of three elements:
(Insensitive + ego and self + higher self or super ego)

43. ⚫Rykson's theory:
Ericsson looked at the character through eight steps:
-Lactation: Split into two steps: First + later (1- 3 years).
-Childhood is divided into two stages (primary +
intermediate + late) (4 - 20).
-Masculinity "(First + Medium + Late) (20-65 and more).
⚫Ryxon opposes Freud (that personality can change in
youth or in manhood) except that he agrees that a
person's failure to adapt to the requirements of each step
will hinder the development of personality, resulting in
stress and self - anxiety.

44. ⚫Argers' theory: (Maturity)
The right person seeks a situation in which he or she
is independently free from a state (inertia,
dependence, subordinate, unconsciousness) to a state
(activity, independence, superior, self-awareness).
Most organizations treat their staff like children (non-
independent, subordinate, must be restricted)

45. ⚫Personality theory results:
The common factor of the three theories is:
-(Belief that character is in three steps)
-(A person is a creature that needs to be dependent
on another and then develops into an independent
person)
-(A person who fails to achieve independence cannot
develop his personality properly.
-Persons who have successfully crossed from
immature to maturation have healthy personalities
and display socially acceptable behavior.

46. ⚫The concept of self (the image in which a persons sees
himself) consists of two dimensions (me + my self).
The degree of agreement between them determines the
type of behavior + the expectations of others about
individuals. The mismatch results in a mismatch
(compatibility of expectations + psychological anxiety)
Everyone has to look at themselves positive + and make
others accept it.
Sometimes it produces some negative consequences when
preserving the concept of self, for example (concealing its
flaws + impersonating a character other than his or her
own).

47. Protective behavior and its
patterns:
⚫ The natural reaction is to protect oneself when it attacks so that
it feels mentally stable. Defensive behavior patterns include:
-"Escape from reality to fantasies."
-The justification is to find reasons and untrue caveats that
make sense.
-It is to withhold information that threatens the mind and thus
obscure the feeling and anxiety of the conscious mind and not
to feel guilty or frustrated.
-Compensation is used in other respects that make him happy
or comfortable.
-Ejection or projection: He attributed his problems to someone
else.
-Relapse or regression is the practice of immature behavior
when faced with failure (such as crying, shrewd).
-The reaction is to act contrary to its nature so that it changes
people's perception of its known behavior.

48. (Personality - functional
satisfaction - performance)
⚫-Personal traits that contribute to the effectiveness of the
resulting performance can be identified and used to trade-
off applicants in job tests. This benefits the Organization
in (expecting individuals + understanding + reducing costs
from unwanted behavior + predicting reactions).
-Feeling of satisfaction: A person who is inclined to
reason, specific rules, obedience and Dependency will be
more satisfied if he or she works in (acceptance,
registration, archive) and not in (researcher's job); it
requires thought and creativity.

49. ⚫Through this, applicants can be subjected to the
(personality test) to give the right job to the right person.
⚫-The relationship of personality to withdrawal behavior: a
staff member who is concerned, willing to accomplish and
adventurous will be more likely to leave his or her
organization.
-Absence: It can be explained by studying personal traits
(excess anxiety, conscience vigilance).
-The person you control (idealism, values, morality) will
be (more guilt + less realism).
-A person who hasn't developed this stage will be the least
valuable + weaker.
The steps of personality can explain human behavior in
organizations. The degree of job satisfaction of a staff
member is sometimes beyond the age of (30).

50. Chapter VI (Trends and values)
⚫Direction
⚫-is (pre-readiness to respond to certain motives
such as situations, events,persons, subjects,
something in a specific way).
-Sometimes an individual's behavior is incompatible
with his/her trends and this is the result of being
imposed on him/her as the possessor, the
subordinate. The direction of the person is formed by
its contact with its external environment and other
formal and informal institutions. Although they are
consistent, they can be modified.

51. ⚫Composition of trends:
Understanding a person's orientation facilitates:
-Determine the reasons for certain behavior.
-To predict its behavior if its trends are known.
-Controlling behavior through change. And even
(studying +) analyzing an individual's trends and
knowing their impact on their behavior requires
knowing a lot about their environment that has given
them skills + experience.
-In order for a person to be in a sound direction of
anything, he/she must (receive information +
knowledge from different sources + be true).

52. ⚫Trend properties:
(Acquired order)
(experience)
(changeable by new experiences)
⚫Factors influencing trends:
-Environmental factors: the cultural environment
with which a person interacts (family + school +
media customs and traditions).
-Factors specific to the person (Experiences + skills +
Education + Culture + Perception + Ability to Analyze
+ Independence).

53. ⚫Attitude factors:
⚫ The person takes a positive attitude towards all
positions and contributing persons.
Positive in satisfying his desires and taking a stand
An antidote to what hampers an investigation
Its objectives take a negative direction (aggressive +
re-attempt or withdrawal)
⚫Trend elements:
(Assimilation of attitude + sensitivity to attitude
+ behavior resulting from prior readiness to the
subject matter).

54. ⚫Changing trends:
-Education + culture.
-Renovation + modernization.
-New experiences and skills.
-Objectives of the administrative machinery other
than its objectives.
⚫-Changing the information and facts on which the
trend is based.
-Membership of informal groups with objectives other
than its own.
-Information + publicity.
-Changing circumstances and wanting to satisfy new
desires different from the previous one in the sense of
(replacing, for example, a negative with a positive).

55. ⚫Measuring trends:
(public opinion, workers, consumers):
By identifying factors contributing to the formation of
the trend. Predicting and controlling individual
behavior.
Different methods vary depending on the objectives:
-A measurement of the public opinion of society.
-Measuring against employees.
-Measuring against consumers.
The success of measuring persons trends whether
used (personal interview, survey, observation)
depends on (design accuracy + objectivity)

56. ⚫Methods for measuring individual trends:
-The measure of social compatibility consists of (7)
degrees ranging from absolute rejection to absolute
acceptance. The example of racism.
-The Thurston scale consists of (a set of phrases to
measure the direction of individuals towards a
particular subject. It ranges from absolute positivity
to absolute negativity.
⚫For example, the organization would like to know the
direction of its personnel towards the pattern of
leadership:
-Design a set of phrases to learn about the direction of
leadership.
-Offer a phrase shake to a group of experts to make sure
(clarity + ease + no interpretation)
Give every phrase (value) that fits on the scale. Then the
average values given for each phrase are calculated.

57. ⚫Lekert measure:
It's one of the most widely used measures
because it gives freedom of opinion to choose
expressions that are consistent with its
orientation.
"Strongly agreed," "OK," "I don't know,"
"disapprove," "strongly disapproved."

58. ⚫Values
Definition of values:
The standard that governs the behavior and attitudes
of persons towards subjects, attitudes, beliefs,
judgments. To believe what is right or wrong, acceptable
or unacceptable, fair or unfair, desirable or undesirable
and to compare oneself with others and try to influence
them.
There are values that have little impact on persons. And
others have a strong influence.
⚫Values differ from trends
Trends: Tendency or pre-readiness to respond to specific
drivers and past events.
+ They depend on the values of the persons and grow
stronger with it.

59. ⚫Importance of values:
-Personal values affect the way in which persons
and groups are viewed by a manager, so that
personal relationships are influenced by an
person's values.
-Affects his awareness of the attitudes and
problems he faces.
-The Director's values influence his or her problem-
solving decisions.
-Values determine the work ethic.
-Values define accepted and rejected standards and
patterns of behavior.
-Plays a role in determining the level of achievement
-The values of the person are the basis on which the
decision is based.

60. ⚫Values and person's behavior:
-The person making the decision chooses the decision.
that agrees with the decision of his values.
-Values guide a person in how to deal with others.
-Community commitment to certain values increases their
coherence.
-Commitment to values facilitates the mission of the
Community.
-Knowledge of the values of persons helps the
organization to predict their behavior.
-The existence of organizational values may differ from
the actual application of such values.
-The existence of shared values gives impetus to achieving
the Goals.
-The values of persons influence their perception, way of
thinking.
-When a person belongs to a group, he or she shall be
governed by the values of that group.

61. ⚫How Values Are Formed
Values stem from experiences that humans believe to be
true and represent the basis on which value is built. For
values to stem from these experiences, the following
conditions must be met:
-Choose the desired position freely and not through
coercion.
-There's more than one option to compare them.
⚫-To take the position based on analysis and deep reflection
to consolidate values.
-Feeling comfortable and convinced by values.
-Emphasize its importance, defend it and advocate its
adoption.
-It has to be reflected in behavior.
-It's attached to the person everywhere and in time.

62. ⚫Values consist of:
Through experiments.
As a result of interpersonal interaction, values are
established. ‫اختاري‬
⚫
⚫Sources of values:
-From the cultural framework.
-Values? habits and Previous experience.
-The demands of life are accompanied by a vibration of
values.
-The successive cultural changes that characterize today's
world
-Religion.
-Society.
-Family.

63. ⚫Values properties:
-Values are not a goal but a criterion of trade-off.
-Values have the power to influence the individual to
the degree of binding.
-Values remain in the relative framework.
(Generational difference)

64. Chapter VII (Motives and incentives)
⚫The concept of motives and incentives:
-Motive: It's a feeling and an inner sense that directs a
person's behavior to satisfy a particular need that this
person feels unsatisfied. This need creates a kind of
tension for a person to lead to a certain behavior that
fills this shortcoming.
-Incentives: are external influences that stimulate
and encourage an individual to perform better.

65. ⚫Types of incentives:
-Incentives focused on creating a spirit of individual
competition (individual incentives).
-Incentives focused on teamwork and cooperation
between workers.
-Material incentives are to raise the administrative
level upwards and allocate part of the workers' profits.
-Moral incentives (letter of
thanks/participation/increased responsibilities) affect
the degree of satisfaction of the regulators.

66. Intellectual development of the concept of motives:
⚫ -Frederick Taylor: He felt that persons by their very nature tended to
be all-round and that material incentives should be used to influence
and guide the behavior of the organization by studying time and
movement.
-Elton May: He and his research team conducted several experiments
at the Horthon Electric Company in Chicago. These studies focused
on creating the relationship between physical factors and individual
productivity. It has brought about a fundamental shift in the concept
of motivation and waves of human behavior.
-Ibrahim Maslow: The person's behavior is considered to be the result
of unsaturated needs arranged by Maslow in the form of a five-tier
hierarchy.

67. ⚫-Alderfer: The inclusion of Maslow's physiological and
security needs is called existence needs.
-Argers: He emphasized that humans by nature have the
potential to grow this growth, which can be defined by
seven stages.
-Herzburg: Two sets of factors identified the non-
availability of one of the first group factors causing
functional dissatisfaction and thus driving an person into
negative behavior. While these factors are satisfied to a
satisfactory degree, there is no positive effect on a person's
behavior. The second group represents (driving factors)
factors that make a positive impact if satisfied.
-George Malton: He stressed that the regulatory climate
had a significant impact on an person's motivation.

68. ⚫-Passmore: Considers that there are three methods
that can be used to increase the staff member's
satisfaction( ‫)صلي‬ and to guide his/her behavior
positively. Physiological needs - the need for security -
the need for meeting - the need for recognition - self-
realization

69. ⚫1-Maslow Theory of the Needs Ladder
-Having internal needs that need to satisfy prompts a
personto take behavior to satisfy them.
-It takes a pyramid shape that steps from the bottom
up.
-The needs at the bottom of the ladder are possible to
satisfy.
-Need (sense of importance + self - realization)
cannot be fully satisfied. Needs (1 + 4 + 5) are used to
guide person's behavior at work.
-If needed, you pay for the need that follows.

70. ⚫-Physiological Needs (Primary): Water + Air + Food +
Drink + Comfort
- Necessary and equal in rank for individuals rather than
in grade
-Need for Security: My Body + Myself: Protection from
Dangers + Pain
-Need for Social Love: Love + Acceptance by Others +
Community Participation
-Need for Recognition and Appreciation: A Sense of
Importance + Appreciation + Independence, Compared to
Others.
⚫-The need to achieve oneself: The theory is accepted to
explain human behavior, but it has to be taken from some
studies:

71. ⚫Applicability to social rather than individual levels
It's a general concept that explains behavior in
aggregate.
The needs ladder is considered to be a (simplified +
fixed) model. Human needs are interrelated and
interrelated and it is difficult to attribute a particular
behavior to a specific need.

72. ⚫2-Herzburg working theory
The belief among researchers was:
-Factors that make an individual dissatisfied with his
or her work if changed will have a positive impact on
the staff member.
-The factors that make an individual satisfied with his
or her work if he or she is denied would be
dissatisfied.

73. ⚫Hirsberg theory analysis:
-The behavioral motives of this sample cannot be
disseminated to all individuals because the social and
normal levels are close to the research sample
(engineers).
-Although Herzburg claimed that defensive and
protective factors were considered different groups, it
was difficult to distinguish them.
-Someone thinks Herzburg hasn't come up with a new
one.

74. ⚫Comparing Maslow and Herzburg's theories:
Similarities:
-Both theories assume that there is a specific need to
channel the wire human.
-There is quasi-agreement between the two theories
on quality and quantity human needs.

75. ⚫3-McClelland's Theory of Achievement
According to McClelland, everyone has three basic needs:
-Need to deliver: The satisfaction of persons in need of
achievement can be achieved in achieving their goals. They
have the following characteristics:
-The desire to do the work is stronger than the material
return.
-Physical level is good.
-The desire to get an assessment of their performance
-Their goals are specific and achievable (# fantasy).
-Avoiding risks to action.
-He prefers independence to make his success clear+ Don't
leave emergency problems unresolved.
⚫-The need for power and control. They get satisfaction with
their ability to control others.
-The need for social relations gets their satisfaction from
strong social relationships and interaction with friends.

76. ⚫Criticism of McClelland's theory:
On research methodology:
-Until the sample was classified, he then offered them
positions.
-Each of them asked him to describe what happens in each
situation (this description depends on the understanding
of each individual and the meaning he gives to each
situation).
-Set each person's needs to a specific scale. (This is a non-
objective + personality-influenced method.
⚫-His vision of training adults to promote the idea of
achievement is uncertain for psychologists.
-The effect of the training to establish the principle of
achievement will be only temporary and not permanent.

77. ⚫4-Adams Theory of Equality:
The theory assumes that treating a person like other
individuals is considered to be the driving factor for
the conduct of a person.
Justice between [what it provides to the
organization/what it receives (incentive)
Material/Moral)]
⚫Four basic elements of the theory:
-The person who feels # justice.
-Comparison group (to ascertain whether justice
exists)
-Inputs (characteristics of the person and what it
provides to the organization)
-Return received (Material/Moral)

78. ⚫Method of payment (per hour per piece) and person's
feeling
-The salary is less than it's worth.
-It's more than it's worth.
Represents the two variables a person uses to achieve
justice

79. ⚫What's on the theory:
-The difficulty of determining some factors (liability)
is (what the person provides to the organization) or
(what it gets from it)
-It is unclear how the person's chooses (the
comparison group + to define its duties and
responsibilities) to compare.
-It's hard to generalize.
-Depends on the evaluation of the person himself (for
his or her work + the work of others)
-The sense of unfairness drives a person (leaving work
or choosing another group for comparison).

80. ⚫-The theory assumes that there is a relationship
between what the person presents and what he gets,
whether positive or negative.
-In fact, the opposite may occur (the organization
may offer incentives as performance is fixed) or (the
staff member increases his or her effort free of
charge).
-The study was conducted specifically on selected
persons and not on samples from many reality
organizations).

81. ⚫5-Victor Fromm's Theory of Expectation
You suppose a human is thinking about doing
something before he actually does it.
A person's personal motivation to do a job is governed
by several things:
-Is producing that behavior desirable?
-Is what's desirable achievable?
There must be three basic conditions for motivation
to affect an individual's behavior (value + means +
expectation).

82. ⚫ *Value: positive value for things that will satisfy an person's needs
-(Material incentives) are of high value to members of the executive
levels
-(Moral incentives) are of high value to members of the higher
echelons
-The value varies from person to person based on their personal
composition (cognition/orientation/desires/needs).
-It also varies from society to society.
⚫ *Way: A person's sense of performance is linked to the achievement of
desired results.
- If the employee's performance does not enable him/her to receive
the allowance, he/she will not use it to receive it.
He's going to look for another method (means) that's appropriate.
*The expectation: is that his abilities will enable him to perform.

83. ⚫What's on the theory:
The relationship between the three variables may
always exist in practice (a student may obtain low
grades in the subject that he/she may want to
increase and may decline)
The theory assumes that a person thinks deeply
before doing a job, whereas in some circumstances we
may act without thinking about the three variables
(value/means/expectation).
There are many factors (internal and external working
environment) that influence an person's efforts and
that he or she wishes to invest in the performance of
his or her work).

84. ⚫Practical application of motivation theories
-The scientific management movement: the
rewarding physical intencives, improves performance.
-Maslow: Satisfy basic needs is the orientation of an
person's behavior to increase production, but if the
wage increases, the expectations of the individual will
be raised and luxuries become essential.
-ADAMS (Justice/Equality): Consent is affected by the
comparison of what a person gets with others doing
the same work and responsibilities. If he gets less, he
feels unfair and dissatisfied.

85. ⚫-Herzburg (Theory of Prevention Factors/Motives):
Salary and material incentives are protective factors
that can be used as motivations for work.
Salary increases will not be paid to increase
production
Reduced salary will be paid to increase production
-Mackliland (Achievement): The persons with a need
for achievement cannot use physical aspects as a
guide for their behavior.

86. ⚫The most important features of the incentive
system are:
-Based on achievable goals.
-Assisting a person in achieving his or her own goals.
-Emphasis on the principle of individual achievement.
-Provide the person with the information he needs.
-Incentives for good performance.
-Providing the highest degree of independence.

87. ⚫An individual seeks to satisfy important needs
associated with (job design)
(Nature of responsibilities + duties associated with
this function)
However, the success of these factors in driving and
guiding person's behavior depends on basic
requirements that must be satisfied:
-Staff members wish to increase their responsibilities
but must be desirable to them in order to serve the
interests of the organization.
-The impact of environmental factors may be staff
satisfaction but supervision is not desirable.

88. ⚫-The individual in developing countries may not be
able to satisfy the initial needs in the Maslow Ladder
and thus the effect of satisfying the higher needs
The top of the pyramid/impulse will have less effect in
guiding its behavior.
-The difficulty of redesigning some works and
increasing their responsibilities.
-The assumption that there is a relationship between
increased responsibilities and duties of the staff
member and his/her positive behavior is not always
correct may be mistaken and fall under blame and
thus avoid any new responsibilities.

89. ⚫From the above, it is clear that the extent to which
motives affect an person's behavior is governed by
three factors:
-How to prioritize one's needs.
-The extent to which it can meet these needs in the
workplace.
-His opportunity to satisfy these needs outside the
organization.

90. ⚫Other factors play a fundamental role in determining
the level of individual productivity:
-Available technology affects an person's competence
to do his or her work.
-One's productivity is affected by one's abilities.
-The Action Group sets out certain behavioral
patterns by which the general framework for the
behavior of its members is established.
The data of the internal environment of work affects
an person's performance.
-Social interactions with individuals.

91. Chapter VIII: (Perception and learning)
⚫1-Perception
Our understanding of what's going on around us
doesn't mean we've realized the truth, because there's
a conflict between our perception and the truth,
because we tend to see things the way we want them
to.
Perception concept:
"The process by which people organize and translate
their sensory impressions in order to give meaning to
what is going on around them."

92. ⚫ Factors affecting perception:
Selectivity: Man is not affected by everything he sees. He
captures some bright influences that he may be interested in.
Interests : A person is affected and attends to something when
that thing is his. Like based on his specialty.
Motives: unsaturated needs serve to excite a person and may
affect their perception of the facts of things. (A sense of job
insecurity makes a staff member interpret any progress made by
another staff member as a desire to remove him or her from his
or her post.
⚫ Projections:
If there is a specific expectation, the person can only see what
he or she expects whether or not he or she represents the truth.
Young people are reckless.
Prosecutors are skeptical.

93. ⚫Experience:
Past experiences influence our perception. Events that
are less unusual and no longer new become less
exciting to our senses and concerns. The stranger to
the country notes cultural differences more than the
person who has lived in them for so long.
⚫Culture:
It affects people's perception of things, and it can lead
to distortion and perversion in seeing things for what
they are.
- What is disgraceful in one society, normal in
another
Other effect:
Our impressions of someone are based on a single
trait such as decency or appearance or being social
and ignoring other aspects.

94. ⚫Impact of perception on behavior and trends:
If staff believe (are aware) that their jobs are
disturbing and the work is uncomfortable, they will act
on their belief or perception, if perception determines
behavior regardless of how realistic it is.
Productivity: One's perception affects one's
productivity more than the real conditions themselves.
Absenteeism : is a reaction to an person's perception
(lack of conviction in working conditions/lack of
opportunities for promotion) that creates problems
and drives absence and leave work.
⚫Functional satisfaction:
If there is a desire for better satisfaction among
employees, there is a need for better job recognition
and returns.

95. ⚫2-Learning
Most human behaviors are the result of learning, so
the phenomenon of individual learning within
organizations has received the attention of
researchers, especially in the area of organizational
behavior.
definition of Learning:
-Almost constant change in behavior that is caused by
skills and experiences.
-A process whereby an activity begins or changes, by
interacting with a situation to which it is exposed,
provided that the characteristics of the change in
activity are not interpreted on the basis of innate
tendencies, maturity or temporal states of the
organism.

96. ⚫Previous definitions have many connotations:
-Learning carries the concept of change.
-Change must be relatively constant.
-There's a relationship between learning and behavior
(application).
-Experience is provided through learning.

97. ⚫Key learning models:
Traditional model: (Adapted response)
The learning process is done through (iterative
conjugation) between Interest (natural + adaptor).
Example:
Serving a piece of meat to a dog (natural) that's
flavored.
The bell rang solo.
Ring the bell every time you serve the meat.
The classic model of learning:
This model explains the reaction to behavior, but it
does not explain the integrated behavior of the
individual within the organization.

98. ⚫Impact model:
Voluntary behavior through learning, not reactive
behavior without learning
-If the particular behavior is followed, the reward is
repeated.
-If management-desired behavior is not followed by
any rewards, it may not be repeated, but changed for
unwanted behavior.
-Rewarding certain behavior without jealousy means
weakening other behaviors.

99. ⚫Importance of learning:
-Increasing skills and talent
-When entering a job, a person comes in directions and
behaviors that he or she has learned before. + he or she
will continue to learn by doing the job. (It is essential to
know the dimensions of the educational process for
managers to influence the staff to get rid of inappropriate
behaviors.
-Explain the fact that organizations prefer to recruit
people with university qualifications or considerable
experience to improve the quantity and quality of
performance.
⚫-Learning and know its meaning about it provides the
basis for changing unwanted behavior at work.
- If we wish to know what an person's behavior will be.
Look at his perception is of the consequences of his
behavior and what he's gonna bring on him.

100. Chapter IX (Leadership and
Power)
⚫Definition of leadership
-The process of influencing the behavior of others
(persons or groups) to achieve specific objectives
-Interpersonal influence directed through
communication towards a specific goal or objectives

101. Theories of Leadership:
-There are tributes for the captain to be
born with. Leadership is a genetic issue.
-Specific qualities have been identified
for successful leaders
(intelligence/strength of
personality/ambition/courage/self-
confidence)
Criticism
-These theories ignored the needs of
followers.
-Failed to identify and rank traits and
their significance.
-I've neglected the situation factors.

102. I focused on what the
leader was doing
instead of looking for
his qualities, that is, his
behavior.
What behavior + skills
raises the leader's
competence?
Leadership, power and
authority

103. -The leader depends on the
power and power
available. The decision-
making process is centralized
and taken quickly because it
is a single person's decision
but takes considerable time
to implement it.

104. ⚫-The contribution of other members to influencing the
resolution may be non-existent.
-Communications from the leader to follow with the
expectation of discipline, obedience, execution of orders
and any departure from instructions will be severely
punished.
⚫-The leader uses his authority as a means of pressuring his
subordinates to carry out the work.
-The first is extreme antisemitic behavior in its autocracy
and has been called authoritarian leadership.
-The second is the non-extremist, totalitarian behavior
called good autocratic leadership.

105. -The leader shall share the
force and authority available to
him/her with the members of
the Organization and the Group
shall participate in the decision-
making process where the
decision shall take longer as a
result of consultations but shall
be faster to apply and contacts
shall be made between the
Leader and the Followers.

106. -The use of power is minimal
and it is the responsibility of the
group to define the objectives
and the ways to achieve them.
-Persons have a high degree of
autonomy, which may lead to
confusion and the leader does
not interfere with the group's
activities, except to the extent
he is required to do so and
contacts are mutual but
irregular.

107. Effective leadership is reliance on
flexibility + situation analysis and
assessment, and then use the
optimal and appropriate
leadership method.
The leader's success depends on
two factors:
-Leadership style is the method
used to interact with the group.
-Position control represents the
command's degree in position.

108. ⚫ Attitude Leadership components
-Relationship between the leader and the group:
Related to the degree of support the leader receives from the
group
A leader with the support of the group does not need much
accreditation.
On other factors such as the power of office because the group
accepts the leader's decisions and seeks to accomplish.
Structure of work:
The degree of clarity of actions and objectives means that when
there are more detailed tasks, there is a greater chance of
completion.
⚫ Power of office:
The leader shall obtain from his or her functional status the
authority to grant him or her the right to remuneration or
punishment of his or her employees and to ensure the
cooperation of all employees.

109. ⚫The three Levels to control the leader:
⚫High control:
The leader enjoys the support of the group and a
strong influence resulting from his job position
enabling him to use force and reward.
Moderate control, called medium control
Group support and endorsement of the leader
Blurred Tasks
The leader does not have official authority from his or
her job status.
⚫Weak control:
This situation is characterized by a lack of structure.
Leader does not have group support
Poor authority over him from his career status.

110. ⚫Appropriate Leadership and position control
Fiddler put in a model the appropriate fit between
leadership style and position control as follows:
-Leadership with the propellers to operate better in
high or low control situations.
-Relationship - driven leadership works better under
moderate control conditions.
⚫The importance of leadership in today's
organizations
Employees feel the following:
Sense of Importance + Trust + Pride
The question of learning and merit:
The sense of unity and cooperation
Joy of Action: Challenge + Incentives + Achievement

111. Chapter X : (Organizational
conflict)
⚫Definition:
Marsh/Simon's knowledge is
that change or imbalance in
normal behavior disrupts
the dynamics of the
decision-making system.
- Tension and commitment
in different ways between
two parties that are keen to
harm each other by using all
capabilities to achieve that
goal

112. ⚫The main characteristics of the conflict are as
follows.
-Each party's awareness and awareness of the other.
-Each party to the dispute has taken care to cause
harm to the other.
-The ability of the parties to conflict to harm each
other.
⚫Competition and organizational conflict
-Competition takes place between the parties while
trying to achieve a particular goal, but without trying
to hinder the other party.
-The conflict is where each side tries to create
obstacles that limit the ability of the other to achieve
its objectives.

113. ⚫The importance of studying organizational
conflict
-Human beings are the most important productive
element of efficient organization.
-Nature of human formation + work requirements:
You keep him in constant interaction: Conflicts,
differences.
-That is why conflict must be studied + invested for
the benefit of the Organization.

114. ⚫Steps of conflict
The underlying phase of conflict: The difference
and complexity of objectives, the desire for
independence predates the phase of the need to enter
into conflict.
Conflict Feeling Phase: Anxiety and tension on the
part of the conflicting parties, a step that suggests the
need for a particular position.
Conflict demonstration phase: Each party actually
starts trying to harm the other.
⚫Post-conflict: The outcome of the conflict is either a
satisfactory solution followed by cooperation or a
state of dissatisfaction and the conflict worsens.

115. ⚫ The intellectual evolution of the study of organizational conflict
Traditional trend:
-Conflict within the Organization is undesirable conduct.
-The existence of this phenomenon suggests that there are things
wrong with the Organization.
-The Organization must mitigate or, if possible, eliminate conflict.
-We shouldn't talk about it and avoid it.
-Limiting the powers of individuals.
⚫ Recent trend:
-Conflict is an inevitable and unavoidable phenomenon.
-Conflict may be one of the motives of the individual.
-Managing conflict and interacting positively with it is an
organizational task.
-If the conflict positively affects collective performance, the first is to
encourage it.
-The level of conflict has declined or is lacking, accompanied by a low
level of innovation and innovation.

116. ⚫Sources of conflict
-Limited sources compete with organizations for the
resources they need.
-Overlap and dependence of the Organization's
activities
-Lack of an effective communication system that
informs all parts of the organization
-Perception Difference
-Individual differences
-Failure to specify the powers and responsibilities of
the members of the organization
-Different trends and values.

117. ⚫ Levels of organizational conflict
1-At the individual level
-It is imperative to choose an alternative from several alternatives none of which is
desirable.
-Two things he wants at once and only one of them can get, anxiety and psychological
instability in the individual.
2-Conflict between individuals
Different values and perceptions and different backgrounds and experiences in
individuals affect their assessment of things and attitudes.
⚫ 3-The conflict between the person and the group
An individual falls between the laws and regulations of the Community and his or her
special needs
The mismatch between them, the upheaval and the psychological struggle drives him to
be aggressive, to withdraw, to seek a compromise.
4-: Inter-group conflict
Sections within a single organization may not agree on a single method of doing
business, Each section would create a climate conducive to organizational conflict.
⚫ 5-Conflict between organizations:
Scarcity of financial resources + raw materials + working hands + scarcity of markets
may lead organizations to enter into conflict in order to obtain as much of their lives as
possible.
- The different the objectives of the parties to the conflict, the more dependent there is
on shared resources and the more overlapping their activities, the more intense the
conflict is.

118. ⚫Effects of organizational conflict
First, positive effects
Highlighting potential and underlying preparations
Opportunity for discussion
Sharpening workers' creativity, innovation
The negative effects
Prompts parties to irresponsible behavior
⚫Conflict hampers cooperative action
Too many conflicts dissipate energies.

119. ⚫ Conflict management strategies
First: Addressing individual conflict
-Effective contribution by management to individual needs
-Building and highlighting the relevance of the individual to the
Organization and its objectives
-Creating some kind of compatibility between one's
expectations
-It is the responsibility of management to understand the real
motives of individuals.
-Determination of duties and responsibilities for each
individual.
⚫ Second: Dealing with collective conflict
-One of the duties of the Department is to strengthen social
relations.
-Highlighting points of agreement between the parties to the
conflict
-Calm him down and convince the parties to leave it to time.
-Negotiation and convincing the parties of the need to make
some waiver
-The issue of conflict is not underestimated in the eyes of the
parties to the conflict.

120. ⚫ Third: Reducing organizational conflict
-Building organizational trust to remove tension between parts of the
organization...
-Extend supervision to as much business as possible.
-Legalizing the relationship between different actions and regulation.
-Defining the duties and responsibilities assigned to each post.
-Clarification of working methods and procedures for newcomers.
⚫ Fourth: General methods of conflict management
-Diagnosis and knowledge of the causes and source of conflict
-Urge the parties to the conflict to reflect on the real reasons.
-Introducing a neutral third party to mediate conflict resolution
-Higher levels of implementation of rules and regulations.
-Calm the situation between the parties.
-Compatibility and this method ensures that both parties get part of
what they want.
-Confrontation (Openness + Presentation of Problem and
Understanding)
-Coercion