ملخص الوحدة 8_9 من ادارة دولية بالانجليزى

chapter8-Organizational Behavior ( OBالسلوك التنظيمي(
The study of the actions of people at work

What is the focus of organizational behavior?
Organizational behavior focuses on two major area:
1) individual behavior السلوك الفرديwhich includes such things as personality, perception learning an motivation.
2) Group behaviorالسلوك الجماعي which includes norms, roles, team building and conflict.

Note:
The behavior of a group of employees can't be understood by only the actions of the individual because individuals in group behave differently than individual acting alone.

What are the goals of organizational behavior? أهداف السلوك
1) To explain and to predict behaviorنتنبأ بسلوك الأخر.
2) To manage employee's behavior.إدارة سلوك العاملين

Types of the employees behavior:
1) Productivity: إنتاجيةquantity and quality of output of each employee.
2) A absence.غياب
3) turnover.مبيعات
4) organizational citizenship المواطنة في المنظمة: behavior that is not directly part of an employee's formal job.
5) job satisfaction رضاء عن العمل( attitude not behavior).

Attitudes are evaluative statements concerning objects', people ore vents.

The three components of attitude:مكونات الاتجاه
Cognitionالجانب المعرفي ,affectانفعال, behaviorسلوك

The cognitive component of an attitude.
The beliefs, opinions, knowledge and information held by a person.
The affective component of an attitude. The emotional, or feeling segment of an attitude.
The behavioral component of an attitude.
The intention to behave in a certain way toward someone or something.

Note:
The term attitude refers only to the affective component.

Note: job related attitudes;الاتجاه المرتبط بالعمل
1) job- satisfaction:الرضاء is an employee's general attitude towards his or her job.
2) Job- involvement:مشاركة في العمل is the degree to which an employee identifies with his or her job.
3) Organizational commitment : الالتزام في العمل is an employee's orientation. toward the organization.

Note:
- an individuals attitude and behavior need to be consistent.متناغم

-Cognitive dissonance.
Any incompatibility between two or more attitudes or between behavior and attitudes.


Ethical dilemma in management:
An individual's personality is the combination of the psychological traints that characterize that person is quiet, passive, loud, aggressive ambitions, extroverted loyal, tense or social.

Myers- Briggs type indicator: (MBTI)
A method of identifying personality types


Big five model:
Five-factor model of personality that includes extroversion, agreeableness,
conscientiousness, emotional stability and openness to experience.
1) extroversion: describes the degree to which someone is sociable talkative and assertive.
2) A agreeableness': describes the degree to which someone is good- natured, cooperative and trusting.
3) Conscientiousness: describes the degree to which someone is responsible, dependable, persistent and a achievement oriented
4) Emotional stability: describe the degree to which someone is calm enthusiastic, positive or tense nervous, depressed or negative.
5) Openness to experience: describes the degree to which someone is imaginative, artistically, sensitive and intellectual.

Emotional intelligence ( EI) الذكاء الشعوري ( الانفعالي).
An assortment of non cognitive skills, capabilities, and competencies that influences person's a ability to cope with environmental demands and pressures.
It composed of:
1) self _ awareness.إدراك الذات
2) self_ managementإدارة الذات.
3) self_ motivation تعزيز الذات
4) empathy الشعور
5) social skills. مهارات اجتماعيه

Personality traits: مهارات الشخصية
1)focus of control: التركيز على الرقابة
A personality attitude that measures the degree to which people believe that they are masters of their own fate.

2)Machiavellianism: ( Mach)
A measure of the degree to which people are pragmatic تعليمي , maintain emotional distance, and believe that ends can justify means.

3) Self- esteem (SE)تقدير الذات
An individual's degree of like and dislike for herself or himself.

4) Self _ monitoring:مراقبة النفس
A measure of an individual's ability to adjust his or her behavior to external situational factors.

Six basic employee personality types:
1) realistic واقعي 2) investigativeمحقق 3) socialاجتماعي 4) conventional تقليدي 5) enterprisingشخصي 6) artisticفني

proactive personality:
describes those individual who are more prone to take actions to influence their environment

perception: the process of organizing and meaning to the environment.

Attribution theory:
Theory based on the premise that we judge people differently depending on the meaning we attribute to a given behavior.
1) internally caused behavior.
2) Externally caused behavior.

Fundamental attribution error:
The tendency to underestimate the influence of external factors and over estimate the influence of internal or personal factors when making judgments about the behavior of others.

Self-serving bias: خدمة الذات
The tendency for individuals to attribute their own successes to internal factors while patting the blame for failures on external factors.
Learning: as relatively permanent change in behavior that occurs as a result of experience.

Operant conditioning:
A behavioral theory that argues that voluntary or learned behavior is a function of its consequences.

Social learning theory:
The theory that learn through observation and direct experience.

Shaping behavior:أشكال السلوك
Shaping behavior: systematically reinforcing each successive step that moves an individual closer to a desired behavior.

Group المجموعة: two or more interacting and interdependent objectives.

Role:الدور a set of expected behavior patterns a attributed to someone who occupies a given position in a social unit.

0909 by the members of a group.

Statusالحالة: a prestige, grading, position or rank within a group

Social loafing: the tendency of an individual in a group to decrease his or her effort because responsibility.










Chapter-9
What are stages of team development:
Stage1:forming:.
The first stage of work team development, characterized by uncertainty about the groups purpose,structure,and leadership.
Stage2:storming:.
The second stage of work team development, characterized by intergroup conflict.
Stage 3:norming:.
The third stage of work team development, in which close relationships develop and members begin to demonstrate cohesiveness.
Stage 4:performing:.
The fourth stage of work team development, in which the structure is fully functional and accepted by laam members.
Stage 5:adjourning:.
The fifth stage of work team development of temporary work teams ,in which the team prepares for its disbandment.


Contrast work group with work teams:.
Work group:.
A group that interacts primarily to share information and to make decisions that will help each member perform within his or her area of responsibility.
Work team:.
A group that engages in collective work that requires joint effort and generates appositive synergy.


Identify four common types of work teams:.
1-problem solving teams.
2-self-managed teams.
3-cross-functional teams.
4-virtual team.

Functional teams:.
A work team composed of a manager and the employees in his or her unit and involved in efforts to improve work activities or to solve specific problems within the particular functional unit.
Problem-solving teams:.
Work teams typically composed of 5to12 hourly employees from the same department who meet each week to discuss ways of improving quality ,efficiency, and the work environment.
Quality –circles:.
Work team composed of8to 10 employees and supervisors who share an area of responsibility and who meet regularly to discuss quality problems,invesligate the causes of the problem, recommend solutions ,and task corrective actions but who have no authority.
Self-managed work teams:.
A formal group of employees that operates without a manager and is responsible for complete work process or segment that delivers a product or service to an external or internal customer.
Cross-functional work team:.
Team composed of employees from about the same hierarchical level but from different work areas in an organization who are brought together to accomplish a particular task.

Virtual team:.
Team that meets electronically, allows group to meet without concern for space or time.


Effective teams :.

-unified commitment
-good communication
Mutual trust-
Effective leadership-
External support-
Internal support-
Negotiating skills -
Relevant skills -
Clear goals-


What characteristics does a high performing work team from Ferrari possess?
Research tells us they have an understanding of goals , trust one another , and have excellent communication .these teams also have an effective leader and operate in a supportive organization climate.

What do effective teams look like?
Just as participants in outward sound professional training learn by working together, members of effective teams are committed to clear team goals and trust one another to do their respective work.




Turning individuals into team players
Transformation of individuals to players not every worker is by nature a team player. Some people prefer not to be recognized for their own individual achievements. In some organization, also working environments that are such only the strong survive. Teams to create such an environment may meet some resistance.
What are the management challenges of creating team players?
The resistance of individual workers also found success when today is part of the teams and this is evidence of the success of post personnel must be able to communicate openly and honestly with each other, to confront differences and resolve conflicts, and to place less priority on assignments in some cases impossible..
What Roles Do Team Members play ?
High performance work teams carefully match people to various roles. And a single stream of research has identified nine potential roles that team members often can be done by: creative, innovative, explorer-promoter, the control promoter, supporter - breadwinner, reporter, consultant, and a link, detailed as follows:
1. Creator - innovators are usually creative and good at initiating ideas or concepts. Be very independent and prefer to work in initiating ideas or concepts in the allotted time
2 .. Navigator - the promoters to take to take new ideas and advocate their cause. These individuals are good at taking ideas from the Creator of creators and find the resources necessary to promote those ideas. However, they often lack the patience and skills of supervision to ensure that the ideas are followed through in detail
3. Estimated developers strong analytical skills. They are in their best view of the different options for assessment and analysis before making any decision.
4. Thruster regulators should establish procedures for turning ideas into reality and get things done. They set goals, develop plans and organize the people, and establishing systems to ensure that deadlines are met. And to some extent, such as a road
5. Inferred producers take pride in the production of normal production of the standard. Control of the inspectors to have a big concern for the establishment and application of the rules and policies. They are good to study the details and labeling sure that the inaccuracies are avoided.
6. Maintainers held convictions about the way things should be done are many. Will defend the team and fighting battles with strangers
7. Correspondent strongly support the other team members. Accordingly, these individuals provide the stability the team.
8. Advisers a good listener, and tend not to press their point of view on others. They tend to favor access to more information before making decisions and have an important role in encouraging the team to obtain additional information prior to decision-making and to discourage from taking hasty decisions.
9 - linkers - overlaps with others. These roles can be undertaken by any of the actors in the roles of the previous eight. Linkers in an attempt to understand all points of view. Are the moderators and integration. They hate extremism and try to build cooperation among all team members.
( Exhibit 9-5 team member roles source: Based on C. Margerison and D.Mccann, team management: practical New Approaches(London: Mercury Bokd.1990).






























How can a manager shape team behavior?
There are several options available for managers who are trying to turn individuals into team player(see ethical dilemma in management). The three most popular ways include proper selection, employee training, and rewarding the appropriate team behaviors. Lets look at each of these.
What role does selection play?
Some individuals who already possess the skills to deal with others in order to be effective team players. 1. When you set the members of the group 2. Checking the technical skills necessary to perform this task successfully And organizations should ensure that applicants can be achieved roles of the team. Devices have been socially on individual contributions, and thus the lack of team skills because some of the existing staff who are in teams restructuring First: The most obvious, if the skills of team that there was a serious lack of such a candidate. If successful performance requires interaction, and rejected such a suitable candidate. II: the candidate who has only some basic skills can be employed in an essential part of the test and required to undergo training in the form of him or her to the team player. If you do not learn skills or practice, an individual can be separated from the company for failing to achieve the necessary skills to perform successfully on the job.

Can we train individuals to be team players?
Good performance in the team on a range of behavior. Can be aware of the new behavior. In order that a large part of the people who brought up the importance of individual achievement are trained to become team players. Training of specialists can conduct exercises that would allow staff to experience the satisfaction that collective action can be provided. Workshops and typically cover topics such as solving the problem of team communication and negotiation, conflict resolution, and skills training. Not surprisingly, also for these individuals to experience the five stages of the development team that we have discussed earlier. In Verizon Communications, for example, focus on how to coach team goes through stages before Verizon gels. And staff are reminded of the importance of patience, because teams take longer to achieve some things, such as decision-making, staff did not act alone.
What role do rewards play in shaping team players?
Good performance in the team on a range of behavior. Can be aware of the new behavior. In order that a large part of the people who brought up the importance of individual achievement are trained to become team players. Training of specialists can conduct exercises that would allow staff to experience the satisfaction that collective action can be provided. Workshops and typically cover topics such as solving the problem of team communication and negotiation, conflict resolution, and skills training. Not surprisingly, also for these individuals to experience the five stages of the development team that we have discussed earlier. In Verizon Communications, for example, focus on how to coach team goes through stages before Verizon gels. And staff are reminded of the importance of patience, because teams take longer to achieve some things, such as decision-making, staff did not act alone.
How can a manager reinvigorate a mature team?
The fact that the team performed well at any point in time, there is no guarantee for the continuation of that. Effective teams can become stagnant. Initial enthusiasm can give way to indifference. Time can reduce the positive value of diverse perspectives, such as increased coherence.
In terms of five stages model of development - there is no difference automatically stay in the stage review - familiarity - and the teams success could lead to conviction and self-satisfaction, the Group may become less vulnerable to new ideas and innovative solutions - mature teams are also especially likely to suffer from decision making collective - members of the team to start believe they can be read on everyone's minds and bear feel free to express their ideas and less likely to challenge one another.
* Early successes for taking on the tasks easy. Normal body temperature of new teams to begin to take on those issues and problems that can easily deal with them. But these problems become easy to solve, and the team begin to tackle the most difficult issues. Working repeatedly established its operations and routine, and team members are often reluctant to change a workable system that they had developed. Problems arise when it occurs. Group internal processes are no longer working smoothly. Communications bogs down, and increases the conflict because the problems are less likely to clear solutions all in all the teams performance has declined significantly.
What can a manager do to reinvigorate mature teams – especially ones that are encountering the problems described previously?
Preparation of team members to deal with the problems of maturity group. They are unique. All the teams are successful in the end to address the issues of maturity: should not be members feel down or loses confidence in the team concept back when the initial enthusiasm and conflicts start to surface.
When we enter teams in the canyons, it helps to provide them with refresher courses in communication, conflict resolution, and the operations of the team, and similar skills. Assist in training team members to restore confidence in each other. To provide advanced training. Skills that worked well with the problems of easy may not be sufficient for some problems more difficult for the team is to address. Mature teams can often benefit from advanced training to help members develop stronger problem-solving, and personal relations, and technical skills.
Encourage teams to treat the development as a continuous learning experience. Organizations also use continuous improvement. Should look for easy teams to improve to cope with the frustrations of members and to use conflict as an opportunity to learn.
Contemporary team issues
As we close this chapter, we will address two issues related to managing teams- continuous process improvement programs and diversity in teams.
Why are teams central to continuous process improvement programs?
Team there are two contemporary issues relating to the management teams is an ongoing process and programs to improve diversity in the teams.
Why do not teams central to the programs of continuous improvement of the process? One of the characteristics central to continuous improvement programs of the process is the use of teams.
Why the difference? The difference is that progress means natural for staff to exchange ideas and implement improvements. The essence of continuous improvement is to improve the process, and employee involvement is the linchpin of the optimization process. In other words, management requires continuous improvement to encourage staff to exchange ideas and work to hone staff suggest. One author put it ;none of the various processes and techniques will catch on high levels of communication and contact, response, and adaptation, and coordination and sequencing, which requires, in short, to adapt can be supplied only be superior work teams.
How dose workforce diversity affect teams?
Management of biological difference is in the balance.
Diversity and often provide new perspectives on issues, but it makes it more difficult to unify the team and to reach agreement.
Diversity in the task forces created when the difference between you and participate in problem-solving and decision-making tasks.
The difference is not homogeneous and multiple perspectives in the debate, which increases the likelihood that the team will identify creative solutions or unique. Also the lack of a common perspective of diverse teams usually means spending more time discussing the issues, which reduces the chances of a poor substitute will be selected. The positive contribution that diversity makes the decision-making is no doubt which teams decline over time. And various groups have more difficulty and work together to solve problems, and the bat shattered this problem with time, and we expect the value-added component of a variety of teams to increase as members become more familiar with each other and become a cohesive team.
Studies show that members of cohesive teams with greater satisfaction, lower absenteeism, lower attrition of the group. After the coherence is likely that less diverse teams. So here is the potential negative impacts on diversity: he deceives be detrimental to the coherence of the group. , The relationship between productivity and cohesion of the group is moderated by performance - the relevant rules.
* ( teams at Kimberly –Clark have earned the respect of their peers by being recognized as one of America's best plant operation. How have they worked to achieve that honor? Part of their success is that each team sets its goals, which are critically linked to the organization's strategic plan . this includes a heavy emphasis on continuous improvements)