حل جزئيتي فقط بالبروجكت

أكيد! هذا أفضل تقسيم شغل على ٦ أشخاص لمشروع MGMT 304 Final Project بطريقة عادلة ومنظمة ومناسبة تماماً لمحتوى الملف الذي رفعتيه  ⸻ 📌 تقسيم الشغل على ٦ أشخاص (أفضل توزيع) 👤 الشخص الأول – Leader + Introduction + Project Structure المهام: • كتابة المقدمة (Introduction). • توضيح هدف المشروع + أهمية دراسة OB. • ترتيب وتنسيق الملف كاملًا. • توحيد الخط، المسافات، العناوين، المراجع. • إعداد: • Cover Page • Table of Contents • Formatting ⸻ 👤 الشخص الثاني – Literature Review (OB Theories) المهام: • كتابة Literature Review على 3 مستويات OB: • Individual level • Group level • Organizational level • شرح نظريات: • Motivation • Decision-making • Power & influence • Leadership • Organizational culture • Change management • إضافة مراجع Harvard. ⸻ 👤 الشخص الثالث – Organization Background المهام: • اختيار المنظمة داخل القطاع. • كتابة Organizational Background: • Mission • Vision • Structure • Products/services • Size + industry • شرح سبب اختيار هذه المنظمة. ⸻ 👤 الشخص الرابع – Data Collection (Interviews + Observation) المهام: • إجراء مقابلات مع: • موظفين • مدير أو مشرف • إعداد: • Methodology (كيف جمعتم البيانات) • Interview questions • Interview findings • تلخيص البيانات الخام Raw Data. ⸻ 👤 الشخص الخامس – OB Analysis (Main Analysis) المهام: تحليل النتائج حسب مستويات OB: • Individual level perception, motivation, decision-making • Group level teamwork, leadership style, communication • Organizational level culture, structure, change, power, negotiation • ربط التحليل بالمقابلات والأمثلة. ⸻ 👤 الشخص السادس – Conclusion + Recommendations + Poster + Presentation المهام: • كتابة الخاتمة. • إعداد التوصيات Recommendations. • تصميم Poster Presentation (مرتب – ألوان – جرافيكس). • تجهيز Talking Points لعرض 7 دقائق. • إضافة الرسوم البيانية أو النقاط المهمة. ⸻ 📌 تقسيم العرض Presentation (٧ دقائق) المتحدث الجزء 1 مقدمة المشروع + سبب اختيار القطاع 2 Literature Review (مختصر) 3 Background عن المنظمة 4 Data Collection findings 5 Analysis (أهم 3 نقاط) 6 الخاتمة + التوصيات + شكر الجمهور ⸻ ( أنا الشخص الخامس ) جزئيتي الخامسة 4.Data collection The group collected data on Jarir Bookstore (the chosen organization within the retail sector) using methods of collecting data through interaction with its employees, conducting an interview with a supervisor, and observing briefly in the store. The goal of this data collection was to learn about employee behaviour and attitudes, teamwork, how communication occurs in the organization, and what management practices are employed at Jarir Bookstore. 4.1 Methodology The qualitative method used for gathering data is through the use of semi-structured interviews. The participants included two employees (one sales associate and one customer service representative) and one store supervisor. Additionally, there was an opportunity for a short workplace observation of Jarir Bookstore, which provided information regarding how customers interact with employees, what type of communication occurs between employees,employee’s ability to collaborate, how they share responsibilities with their colleagues, and their overall experience of working in the store. 4.2 Interview Questions ( Employees ) 1. Length of employment with Jarir Bookstore? 2. How are employee communications managed within your department? 3. What is most motivating to you at work each day? 4. Challenges working with customers? 5. Describe Supervisor's Leadership Style? 6. Do you believe you have strong teamwork at your store? If yes/no, explain. 7. How are peak time decisions made? 8. What type of assistance do you receive from management? 4.3 Interview Questions ( Supervisor ) 1. Describe the work environment at this branch overall? 2. What type of Leadership do you practice with your team? 3. What are the biggest obstacles for employees to overcome? 4. What methods do you use for fostering teamwork? 5. How do you handle conflict? 6. How do you manage workflow during busy times? 7. What is the greatest motivator of employees? 8. How does the Organization evaluate employee performance? 4.4 Raw Data Summary (Interview Findings) Employee Responses: - Communication is mostly smooth but stressful during peak hours. - Motivation comes from customer satisfaction and monthly incentives. - Main challenges: customer pressure and product availability. - Supervisor described as supportive but strict during rush hours. - Decision-making relies on quick supervisor instructions. Supervisor Responses: - Work environment is fast-paced but organized. - Uses directive + supportive leadership style. - Encourages teamwork through daily briefings. - Handles conflicts quickly. - Motivation comes from incentives and recognition. - Monthly performance evaluations are conducted. 4.5 observation notes Observation indicated that 1) Employees rotate among different types of roles based on the level of customer demand. 2) Communication occurs rapidly and verbally. 3) During busy periods, teamwork increases. 4) Supervisors are constantly monitoring the workflow of their subordinates. 5) At times during the busy seasons, the environment becomes somewhat overwhelming. 4.6 Summary of Overall Findings Jarir Bookstore has a vibrant environment for its customers; Much of its employees' success as workers within Jarir Bookstore was due, in part, to their cooperative efforts and supervision from management. Motivation is driven by external incentives, while obstacles faced by employees stem primarily from increased workload and number of customers. The findings detailed in this report correspond directly to the Employee Survey – Administrative Survey section within "Analysis of Employee/Organisation Behaviour". ذي جزئيه رقم ٣ ممكن تحتاجها اعتقد Literature Review on Organizational Behavior (OB) Organizational Behavior is an applied social science in the service of illustrating how individuals and groups behave within organizations, along with defining how built-in organizational structural arrangements, managerial practices, and cultural systems influence thinking, behaviours, and consequences in the workplace. The purpose of Organizational Behaviour is to describe behavior merely; the intent is to understand behavior, influence it intentionally, and direct thinking, behaviours, and outcomes in order to strengthen organizational effectiveness. In the present age of the knowledge-economy, human capital has become a critical competitive resource defining an organization's ability to innovate and sustain competitive advantage (Robbins & Judge, 2020). 1. Individual Level The individual level examines the psychological bases for the thoughts, decisions, and behaviors of employees. The third level of analysis underscores the dependence of organizations on individual motivation and decision making tasks, since individual behavior is shaped by the diverse and complex work environment surrounding individuals. 1.1 Motivation Motivation is one of the most significant influences on behavior in an organization. Maslow's Hierarchy of Needs has proposed that human behavior in the workplace is motivated by increasingly elevated and more complex needs, starting with basic physiological needs and safety or "lower order" needs, and transitioning to "higher order" needs that relate to esteem and self-actualization.That is, Maslow believed that higher order needs are only able to be pursued when basic needs in the hierarchy have been satisfied (Maslow, 1943). Building on Maslow’s analysis, Herzberg’s Two-Factor Theory separates “motivators” that truly enhance job satisfaction (e.g. recognition, achievement, autonomy) and “hygiene factors” (e.g., pay, policy, working conditions) which shall prevent dissatisfaction but does not create true motivation and job satisfaction. Herzberg was particularly concerned with the idea that if organizations relied solely on hygiene factors to job satisfaction or motivation, that employees cared about compliance to the job role not committed engagement (Herzberg, 1959). 1.2 Decision-Making Decision-making in organizational settings extends beyond abstract rationality. Classical models assume that individuals evaluate options logically to arrive at the optimal choice. However, this presupposes unlimited access to information and cognitive precision. Simon challenges this idealistic perspective through the concept of “bounded rationality,” proposing that individuals rely on simplified strategies and satisfice—select adequate rather than optimal decisions—due to constraints in time, knowledge, and cognitive capacity (Simon, 1979). Accordingly, effective organizations design processes that accommodate human limitations rather than assume perfect rationality. 2. Group Level Group level constructed that employees act within a social, psychological system, influenced by interaction, commonality, power, and leadership. But a team is only as good as the team members, or employees, depending on rooting, bonding, and connectedness. 2.1 Teamwork Tuckman’s team development model suggests that teams go through specific, identifiable phases: Forming, Storming, Norming, Performing, and Adjourning. In order to actually perform at a high level, teams must address some kind of conflict during the Storming phase—conflict related to role, influence, and expectations are the usual triggers.High tangible productivity can only occur when the team has developed norms that create trust, stability, clarity, and connection (Tuckman, 1965). Therefore, organizations must focus their efforts on managing conflict and not avoid conflict. 2.2 Leadership Leadership is the primary engine which drives the direction and emotional tone of the team. Transformational leadership is about engaging followers through vision, intellectual stimulation and individualized consideration. This type of leadership does not simply influence behavior or motivate workers to do what is expected, but rather transforms their values and expectations toward agency," (which inspires innovation) and intrinsic motivation (Bass, 1985). Transactional leadership, on the other hand, operates through reinforcement. Participants are rewarded for good performance and punished for deviation. This form of leadership is effective for compliance and short-term organization-wide improvements and efficiency, but it does not generate a greater organizational commitment to the organization or innovative solutions to ambiguous problems (Burns, 1978). 3. Organizational Level At the organizational level, behavior is influenced by systems at a macro level that are referred to as culture and managing change. These constructs collectively influence expectations of performance, norms of relationship, and broader strategic direction. 3.1 Organizational Culture Organizational culture represents a robustly embedded system of mutual beliefs, values and norms related to decision making and interacting with employees. Schein describes organizational culture as contributing not only to visible behaviors of organizational members but also to the taken-for-granted assumptions that underlie these behaviors and thoughts (Schein, 2010). Thus, a unified, strong culture can serve as a potential competitive advantage that isolates resistance to change and helps increase coherence in workgroups. 3.2 Change Management Change management is indicative of the organization's ability to purposefully alter its practices, designs, and mentalities based on adapting demands from its environment. Lewin revealed that changes happen in a three-phase process of unfreezing current behavior, moving to a new behavior, and refreezing that behavior (Lewin, 1943). Kotter, on the other hand, provides more detail, encapsulating an 8-stage model of change that ultimately allows for organizations not just to change, but also, to develop a sense of urgency, establish powerful coalitions, and create wins in the short term to build momentum (Kotter, 1996). Thus, change is conceptionally performed, not as a stand-alone project, but more so as a culture of continuous learning and adaptation. References: Maslow, A.H. (1943) ‘A Theory of Human Motivation’, Psychological Review, 50(4), pp. 370–396. Herzberg, F. (1959) The Motivation to Work. New York: John Wiley & Sons. Schein, E.H. (2010) Organizational Culture and Leadership. 4th edn. San Francisco: Jossey-Bass. Lewin, K. (1951) Field Theory in Social Science. New York: Harper & Brothers. Tuckman, B.W. (1965) ‘Developmental Sequence in Small Groups’, Psychological Bulletin, 63(6), pp. 384–399. Bass, B.M. (1985) Leadership and Performance Beyond Expectations. New York: Free Press. Simon, H.A. (1979) ‘Rational Decision Making in Business Organizations’, The American Economic Review, 69(4), pp. 493–513. وذي الي قبلها بعد الشركة جرير - جزئيتي الخامسة فقط المتطلبات الكاملة موجودة في الملف المرفق الذي سأضيفه لاحقاً، وسأرسله أولاً بعد قبول الطلب.

large ─────────────────────── Final Project MGMT Analyzing Organizational Behavior in Saudi Arabian Organizations Date announced 12 October Marks 15 Deadline 2nd December Submission mode Hard copy and Soft copy of the report & ppt via Blackboard Project overview: The OB final project is designed to provide students with a practical understanding of the dynamics of organizational behavior within Saudi Arabian organizations. This project encourages students to apply their theoretical knowledge in a practical setting, fostering critical thinking, research skills, and effective communication abilities. To achieve this, students are required to conduct in-depth research by visiting the organization and engaging in direct conversations with workers and perhaps managers. 1. Group Formation: · Fo…