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BEHAVIOR (O.B)
“Understand and Managing People's Attitudes and
Actions in Organizations”
Fifth Version
Basic Concepts of O.B
Personality & Work Values.
Perception.
Attribution.
Job Attitudes.
Moods, Emotions & EI.
Managing Difficult People.
Working in Teams.
Managing Power and Leadership.
Managing Organizational Change.
Managing Conflict.
Managing Culture.
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Concise Handouts Prepared for MBA Class by:
Dr. Mohamed Ahmed Mohamed Fagiry
(First version, (2011) – Fifth Version, 2017)
(Shambat, Khartoum North, Sudan)
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Brief Contents
Before Take Off Pages.
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Before Take Off
Pages:
A Class Activities.
D Selected references
E Welcome to O.B
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Class Activities
Group Title of group Exercise Section pages
Exercise
Number
1 RAC’s Call Centers 5
3 Celestica as an example of 8
4 teamwork 11
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Topics for:
Assignments, Presentations and Group Discussions
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The Components and Assessment criteria
Assessment
SN Components
(in terms of % marks)
Introduction:
10%
1 i) main question.
Content analysis:
40%
i) theories.
v) comparative studies.
personal touch:
25%
i) personal view. (personal flavor)
3
ii) personal experience.
References:
10%
i) book title.
v) date of publishing.
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Selected References
1. Daft, Richard L., Management, Cengage learning, 20 channel
Center street, Boston, MA, 02210, USA, 2016.
2. Gabarro, J.J. (ed), Managing People and organizations,
Harvard business Review Press, USA, 1992.
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11. Maginn, Michael, Managing Times of Change, McGraw-
Hill, UK, 2007.
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Welcome to OB
A lot of benefits you win when you “love” your subject. That
was true when I have been looking through my master subjects
when it was organizational behavior that caught my attention
immensely. Consequently, I have prepared my master dissertation
in organizational conflict. Again, when I have been thinking to
submit my proposal for my PHD research, it was “organizational
behavior to be my favorite topic. Moreover, when I started my
teaching journey within the MBA program, organizational
behavior was my first selection.
Why organizational behavior is important? Judith Gordon
stated that dot.com companies have changed the face of business
giving rise to overnight success and equally quick failures. And to
meet these challenges managers must have a repertoire of skills
and experiences to help them manage today’s workforce in the
turbulent global workplace. Robbins and Judge put it the same
way when they attempt to offer means and ways to enable modern
managers to meet the aforesaid challenges. They stated that
business school until late 1980’s have been focusing on technical
subjects such as economics, accounting, finance, and quantitative
techniques. Now, they continue to argue, all people in the different
levels of the organizational hierarchy, believe that having
managers with good interpersonal skills is likely to make the
workplace more attractive and more effective. They added that
technical skills are not enough to make managers able to succeed.
Consequently, Robbins and judge emphasised, as Gordon did, that
in today’s increasing competitive and demanding workplace,
managers can not succeed on their technical skills only. For all
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these arguments and more, organizational behavior is important
not only for effective managers but also for us as human beings.
However, organizational behavior should not only be taught
through formal study programs (e.g. within MBA) as it is available
for all people even beyond the lecture rooms, liberaries, or
websites. As Hucenski and Buchanan said “eating a pizza in a
restaurant, purchasing a flight ticket, or arguing with a colleague at
work – are all experiences that are linked to aspects of
organizational behavior. Another relevant point that should be
considered by organizational behavior students and instructor, as
Wood et al confirmed, is that organizational behavior is a complex
mixture of theory, science, practice, and opinion. Thus, as Johns
and Saks pointed out, striking a balance between research and
theory, on one hand, and practice and application, on the other
hand, is necessary.
My last, and most important, comment is that the following
pages are pieces and extracts 1, carefully, collected from the
authoritative books, written by prominent authors of organizational
behavior. These pages are just drops that I have taken from the
deep and immerse ocean of this subject. So readers of this material,
1 dare to say, should not be satisfied with these “drops”. Rather,
they should exert enough efforts to “top up” and enrich their
knowledge about organizational behavior. One of the essential
sources of this knowledge, as indicated above, is real life
experiences.
Dr. Mohamed Ahmed Mohamed Fagiry
(Shambat, Khartoum North, 18th September, 2017)
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