Organization Behavior

Organization Behavior: 2- Organization: social entity that is goal directed, designed as deliberately structured and coordinated activity system, and are linked to the external environment The key element of an organization is not buildings, or policies and procedure, but people and their relationships with one another. 3- Organizations exist when people interact with one another to perform essential functions that help attain goals. 4- Managers deliberately structure and coordinate organizational resources to achieve organization's purpose, however (even though) work may be structured into separate departments or sets of activities. Organizations are striving for horizontal co-ordinations. 5- Boundaries between apartments as well as between organizations are becoming more flexible and diffuse as companies face the need to respond to changes in the external environment more rapidly. 6- Importance of organizations: - bring together resources to achieve desired goals of outcomes. - produce goods and services efficiently: 1-Standard of living: a country's output of goods and services that people can buy with the money they have. 2-Bussiness plays a key role in determining our quality of life. 7- By providing jobs, goods & services. •

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Quality of life: refers to: general level of human happiness based on: (life expectancy, educational standards, health, sanitation, and leisure time). Creating quality of life is not without risks; risk is the potential to lose time and money without accomplishing organizational goals. Facilitate innovation. Use modern manufacturing and information technology. Adapt to and influence a changing environment. Create value for stakeholders. Accommodate challenges of diversity ethics, motivation... etc.

8- Perspectives on organizations: Two important perspectives: 1- Open system 2- Organizational configuration framework 1- Open system: - must interact with the environment to service. - Both consume resources and export resources to the environment. - internal efficiency is just one issue, it has to find resources, interpret and act on environmental change, dispose of output and control and coordinate internal activities in the face of environmental disturbance and uncertainty. 9- To understand the whole organization we must view it as a system: a set of interacting elements that require transform inputs from the environment and discharge outputs to external environment. 10Input

Boundary Spanning

Transform From Output Processes Product Maintenance Boundary Adaptation Spanning Managemen t Environment

Products & Services Subsystems

11- Organization configuration: various parts of organizations are designed to perform the key subsystem functions. - One frame work that serves organization has live parts: . Technical core . Top management . Middle management . Technical support & . Administrative support 12- Dimensions of organization design: Organizational dimensions fall into two types: structural and contextual. - Structural: provide labels to describe the internal characteristics of an organization. They provide a basis for measuring and comparing organizations.

13- Contextual Dimensions: characterize the whole organization; size, technology, environment, goals. They describe the organization setting that that influences and shapes the structural dimensions. - It can be envisioned as a set of overlapping elements that underlie an organizations structure and work processes. 14-Interacting structural and contextual dimensions of organization design: nt

Structure

Environme Goals and Strategy

Size Culture Technology

The organization -

Formalization Specialization Hierarchy of authority Centralization Professionalism Personnel ratios

15- Structural dimensions: 1- Formalization: pertains amount of written documents include (procedures, job descriptions, regulations, and policy manuals) that describe behavior and activities. - It's measured by counting the number of pages within organization - Question: Do you consider it a "toe" or a "we sign"? 162- Specialization: is the degree to which tasks are subdivided into separate jobs. 3- Hierarchy of authority: describes who reports to whom and the span of control for each manager.

4- Centralization: refers to the hierarchical levels that have authority to make a decision. 5- Professionalism: Is a level of formal education and training of employees. 6- Personnel Ratios. 17- Contextual Dimensions: 1- Size: number of people in the organization. 2- Organizational technology: tools, techniques, and actions used to transform input into output. 3- Environment: all elements outside the boundary of the organization. The key elements include (the industry, government, customers, suppliers, and the financial community). 184- The organization goals and strategy: define the purpose and the competitive techniques that set it apart from other organizations. 5- Organization Culture: underlying set of key values, beliefs, understandings, and norms shared by employees. - Attitude reflects type of leadership - The eleven contextual and structural dimensions are interdependent. 20- Performance and effectiveness outcomes: - The whole point of understanding varying perspectives and structural and contextual dimensions is to design the organization in such a way as to achieve high performance and effectiveness. 21- Contemporary organization design: To a great extent managers and organizations are still imprinted with hierarchical, bureaucratic approach that arose more than century ago. - Yet the challenges presented by today's environment: Global competitiveness, diversity, ethical concerns, rapid advances in technology, rise of e-business, shift. 22- For knowledge & information as organization's most important form of capital and the growing expectations of workers for meaningful work and opportunities for personal and professional growth: call for dramatically different responses from people and organization. 23- The perspectives of the past don't provide a road map for navigating the world of business today.

- Today managers must design and orchestrate new responses for a dramatically new world. 24- The environment for today's companies is anything but stable, which means that relationships in complex adaptive systems are non-linear and made of numerous interdependent and divergent choices that create uncertainties, unpredictability. 25- Managers can't measure, predict, and control in traditional way the unfolding drama inside or outside the organization. - Many organizations are shifting to flexible, decentralized structures that emphasize horizontal collaboration and widespread information sharing. 26- In addition boundaries are becoming diffuse as even competitors (coo-petition) from partnerships to compete globally, Sometimes joining in virtual or modular organizations. 27- In the new environment managers are redesigning their companies towards learning organizations ( that promotes communication and collaboration so that everyone is engaged in identifying and solving problems , enabling the organization to continuously experiment, improve and increase it's capability. 28- The learning organization is based on equality, open information, little hierarchy and a culture that encourages adaptability and participation, enabling ideas to bubble up from anywhere that can help organization seize opportunities and handle crises. * In a learning organization the essential value is problem solving, as opposed to traditional organizations designed for efficient performance. 29- Efficient performance versus the learning organization as managers struggle toward the learning organization they are finding that specific dimensions of the organization has to change: a) From vertical to horizontal structure: (traditionally, the most common organization structure has been one). 30- Activities are grouped together by common work from the bottom to the top of the organization. Generally, little coordination occurs across functional depts. And the whole organization is coordinated and controlled through vertical hierarchy.

31-With Decision- Making authority residing at upper – level managers. This structure could be quite effective. It promotes efficient production in- depth skill development, and the hierarchy of authority provides a sensible mechanism for supervision and control in large organizations. 32- However in a rabidly changing environment, the hierarchy becomes overloaded, top executives are not able to respond rapidly enough to problems or opportunities. 1-1- In the learning organization 1- The vertical structure: that creates distance between top management and technical core is disbanded. 2- Structure is created around horizontal work flows or processes. 3- The vertical hierarchy is few executives in support functions dramatically flattened. - Ownership of processes  teams 1.1-

Self-directed teams are the fundamental work unit in learning organizations. Boundaries between functions are practically eliminated. From routine tasks, (narrowly defined and controlled by top management) empowered role allows a person to use his discre.