04+Org+Behavior,+Psychology

toc TEAM 2012: ( Dua Sarhan, Sawsan Judeh, Asma Jarrar, Zummurruda Fattash)  TEAM 2013: (  

=** The Social Brain... **= We are constantly impacting the brain states in other people. In my EI model, “Managing Relationships” means, at this level, that we’re responsible for how we shape the feelings of those we interact with – for better or for worse. In this sense, relationship skills have to do with managing brain states in other people.  follow [|Daniel Goleman]

Co-Director of Consortium for Research on Emotional Intelligence in Organizations

= = =Definition= Organizational behavior: is the study of individuals and their behavior within the context of the organization in a workplace setting. It is an interdisciplinary field that includes sociology, psychology, communication and management.

Organizational Behavior (OB) :is the study and application of knowledge about how people, individuals, and group s __ act __ in organizations.

What else does realy impact individual and group behavior

** Contributing Fields to Organizational Behavior: **

 * Psychology: Psychology is an applied science, which attempts to explain human behavior in a particular situation and predicts actions of individuals.**
 * Sociology : Science of Sociology studies the impact of culture on group behavior .**
 * Political science: Political science has contributed to the field of Organizational behavior.**
 * Social psychology: It is a subject where concept of psychology and sociology are blend to achieve better human behavior in organization. The field has contributed to manage change, group decision-making, communication and ability of people in the organization, to maintain social norms.**
 * Anthropology: It is a field of study relating to human activities in various cultural and environmental frameworks. It understands difference in behavior.**

**Participative management** :
is an approach which gives everyone in the organization an opportunity to contribute their skills, knowledge and talent to improve their organization. **Characteristics of participative management:-**
 * it's a method which gives employees responsibility, accountability, and authority over their work.
 * it provides simple tools to improve their work performance and positively impact the bottom line.
 * it provides an environment to make employee needs known and creates a vehicle for improved communication between all areas of the organization.
 * it addresses the relationship between the organization and its workers and stakeholders.

**Advantages of participative management : ** **Disadvantages of Participative Management** There is a flip side to everything; participative management stands no exception to it. Whereas this style of leadership or decision making leads to better participation of all the employees, there are undoubtedly some disadvantages too.
 * Main objectives of participative management:- **
 * ** to make best use of human capital **: concerning the use of human intellectual and emotional capital . which allows employees to contribute their skills and knowledge.
 * ** to meet the psychological needs of employees: ** participation of employees in decision making process gives employees the psychological satisfaction which motivate them to improve their work performance.
 * ** to retain the best talent **: Participative Management is one of the most effective strategies to retain best talent in the industry, which gives employees sense of pride for having a say in decision making process.
 * **to increase industrial productivity** : In today’s competitive world, motivation, job security and high pay packages are not enough to increase industrial productivity. Leadership, flexibility, delegation of authority, industrial democracy and employee say in decision making are important to increase annual turnover of any organization.
 * **to establish harmonious industrial relationship:** participation from management is an unbeatable tact to maintain and keep cordial relationships with employees and workers union, because the success of an organization depends on human resources**. **
 * ** increase in productivity: ** In lots or organizations that employ participative management, most of the employees are satisfied with their jobs and the level of satisfaction is very high.
 * **Motivation:** Increased productivity and job satisfaction cannot exist unless there is a high level of motivation in the employee.
 * **I mproved Quality: ** Since the inputs or feedback comes from people who are part of the processes at the lowest or execution level. This means that even the minutest details are taken care of and reported.
 * **Reduced Costs:** There is a lesser need of supervision and more emphasis is laid on widening of skills, self management. This and quality control means that the costs are controlled automatically.


 * ** Decision making slows down : ** Participative management stands for increased participation and when there are many people involved in decision making, the process definitely slows down. Inputs and feedback starts pouring from each side. It takes time to verify the accuracy of measurements which means that decision making will be slowed down.
 * ** Security Issue : ** The security issue in participative management also arises from the fact that since early stages too many people are known to lots of facts and information. This information may transform into critical information in the later stages. There is thus a greater apprehension of information being leaked out.

Participative management calls for a change and this change can not come overnight. You require patience and consistency before employees realize the usefulness of the management style. There are other problems that often arise with the managers. The problems may arise because of the following:
 * PM as Management Style**
 * 1) Managers often view it as the ends and not as a tool.
 * 2) There is confusion if whether participative management means democratization.
 * 3) Managers sometimes manipulate the process for their own advantage.



leadership:-
**IT IS A PROCESS OF INFLUENCING PEOPLE FOR ACHIEVEMENT OF CERTAIN GOALS IN** **A GIVEN SITUATION.** ** ِA leader is someone who leads other. But what makes someone a leader? **
 * A leader has a vision. Leaders see a problem that needs to be fixed or a goal that needs to be achieved. It may be something that no one else sees or simply something that no one else wants to tackle.**



the answer is: ‘mostly made.' The best estimates offered by research is that leadership is about one-third born and two-thirds made. The job of leading an organization, a military unit, or a nation, and doing so effectively, is fantastically complex. **Leader vs Manager**
 * Leaders: Born or Made? **


 * = **leader ** ||= **manager ** ||
 * = Tells why to do and how to do ||= Tells what to do ||
 * = how who is wrong ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif; font-size: 17px;">Show what is wrong ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif; font-size: 17px;">Inspires his men ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif; font-size: 17px;">Drives his men ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif; font-size: 17px;">Believes in "We" ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif; font-size: 17px;">Believes in "I" ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif; font-size: 17px;">Focus on people ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif; font-size: 17px;">Focus on things ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Innovates** ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Administrates** ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Is an original** ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Is a copy** ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Investigates reality** ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Accept reality** ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Asks what and why** ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Asks how and when** ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Is his or her own person** ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Is the classic good soldier** ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Does the right thing** ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Does thing right** ||
 * = <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Has a long-range perspective** ||= <span style="color: #9f1818; font-family: Arial,Helvetica,sans-serif;">**Has a short-range view** ||

**key leadership skills:** 1) ** visionary **: know what needs to be achieved and how to go about achieving it. 2) **inspirationa**l : create and bring to life an image of how things can be. 3) **Aware**: understand each individuals abilities, limitations, motives and drivers. 4)** influential **: use vision, argument and important stakeholders to sway opinion. 5) ** trustworthy **: speak honestly and openly and expect the same from others. 6) ** managerial **: keep track of progress against targets and take action on slippage.

is an important function of management which helps to maximize efficiency and to achieve organizational goals.**The following points justify the importance of leadership in a concern:**
 * leadership Functions **

1) **initiates action** : leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts. 2) **motivation**: a leader proves to be playing an incentive role in the concern's working he motivates the employees with economic and non-economic rewards and thereby gets the work from the subordinates. 3) ** providing guidance **: a leader has to not only supervise but also play a guiding role for the subordinates. guidance here means instructing the subordinates the way they have to perform their work effectively and efficiently. 4) **creating** **confidence**re : confidence is an important factor which can be achieved through expressing the work efforts to the subordinates, explaining them clearly their role and giving them guidelines to achieve goals effectively. It's also important to hear the employees with regards to their complaints and problems. 5) ** Building marale **: morale denotes willing co-operation of the employees towards their work and getting them into confidence and winning their trust. A leader can be morale booster by achieving full co-operations so that they perform with best of their abilities as they work to achieve goals . 6) ** Builds work environment **: management is getting things done from people. an efficient work environment helps in sound and stable growth. Therefore, human relations should be kept into mind by a leader. He should have personal contacts with employees and should listen to their problems and solve them. He should treats employees on humanitarian terms. 7) ** co-ordination **: co-ordination can be achieved through reconcilling personal interests with organizational goals. This sychronization can be achieved through proper and effective co-ordination which should be primary motive of a leader.

=Change Management=

Theory of change which argues that two sets of opposing forces within an organization determine how change will take place

Forces of Change
Forces for change and forces against change that making organizations resistant to change To change an organization, managers must increase forces for change and decrease forces resisting change

What is ** Org Development ** : is a planned system of change. by which we can decide __**what**__ to change to increase organization effectiveness. is a field of professional practice undertaken to change and improve organizational performance.

**Change management** is a structured approach to shifting/transitioning individuals,teams, and organizations from a current state to a desired future state. It is an organizational process aimed at helping employees to accept and embrace changes in their current business environment



change is to cause to be different,by which we can know and decide __**how**__ to move from a current state to a future state and how to change. There are two types of change: One of the foundational definitions in the field of OD is **planned change: which is ** the process by which organizations move from their present state to some desired future state to increase their effectiveness.
 * Types of Change: **
 * Unplanned change: change that happens automatically,randomly and spontaneously,change that occurs without we realize,without we even notice, it could be for better or for worse.
 * Planned change :

Change occurs through **__shock__** or through __**evolution.**...__ 1- Shock may happens suddenly,rapidly and dramatically. But we should not stand by motionless and wait for occurrence of such a shock to make change.. we have to create shock that leads us to a better change. 2- evolution :occurs gradually
 * Change By Shock or By Evolution**


 * Forces of Change**




 * Steps of planned change: **
 * 1) **Recognize the need for change.** Recognition of the need for change may occur at any parts of the organization. The change may be due to either internal or external forces.
 * 2) ** Develop the goals of the change .** Remember that before any action is taken, it is necessary to determine why the change is necessary. Both problems and opportunities must be evaluated. Then it is important to define the needed changes in terms of products, technology, structure, and culture.
 * 3) **Select a change agent.** The change agent is the person who takes leadership responsibility to implement planned change. The change agent must be alert to things that need renew, open to good ideas, and supportive of the implementation of those ideas into actual practice.
 * 4) **Diagnose the current climate.** In this step, the change agent sets about gathering data about the climate(environment) of the organization in order to help employees prepare for change.
 * 5) **Select an implementation method.** This step requires a decision on the best way to bring about the change. Managers can make themselves more sensitive to pressures for change by using networks of people and organizations with different perspectives and views, visiting other organizations exposed to new ideas, and using external standards of performance, such as competitor's progress.
 * 6) **Develop a plan.** This step involves actually putting together the plan, or the “what” information. This phase also determines the when, where, and how of the plan. The plan is like a road map. It notes specific events and activities that must be timed and integrated to produce the change. It also delegates responsibility for each of the goals and objectives.
 * 7) **Implement the plan.** The plan is put into operation. Once a change has begun, initial excitement can dissipate in the face of everyday problems. Managers can maintain the momentum for change by providing resources, developing new competencies and skills, reinforcing new behaviors, and building a support system for those initiating the change.
 * 8) ** Follow the plan and evaluate it .** During this step, managers must compare the actual results to the goals established in Step 4. It is important to determine whether the goals were met; a complete follow-up and evaluation of the results aids this determination. Change should produce positive results and not be undertaken for its own sake.



CHANGE is the only constant thing life Do not do change for the sake of change.... Do change to enhance organizational performance