...review July 31, 2007) When people speak, they often insinuate their intent indirectly rather than stating it as a bald proposition. Examples include sexual come-ons, veiled threats, polite requests, and concealed bribes. We propose a three-part theory of indirect speech, based on the idea that human communication involves a mixture of cooperation and conflict. First, indirect requests allow for plausible deniability, in which a cooperative listener can accept the request, but an uncooperative one cannot react adversarially to it. This intuition is supported by a game-theoretic model that predicts the costs and benefits to a speaker of direct and indirect requests. Second, language has two functions: to convey information and to negotiate the type of relationship holding between speaker and hearer (in particular, dominance, communality, or reciprocity). The emotional costs of a mismatch in the assumed relationship type can create a need for plausible deniability and, thereby, select for indirectness even when there are no tangible costs. Third, people perceive language as a digital medium, which allows a sentence to generate common knowledge, to propagate a message with high fidelity, and to serve as a reference point in coordination games. This feature makes an indirect request qualitatively different from a direct one even when the speaker and listener can infer each other’s intentions with high confidence. eople often don’t blurt out what they mean in so many words...
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...decisions and results are detailed as introduction to group decision making. Definitions: What Is a Group? • A group is two or more people who are interacting with each other and are interdependent in the sense that to fulfill their needs and goals, they must rely on each other. A. Why Do People Join Groups? • Baumeister and Leary (1995) argue that people join groups because in our evolutionary past, there was a substantial survival advantage to establishing bonds with other people. Consequently the need to belong may be innate and is present in all societies. • Groups have many benefits, including providing information, helping us define our identity, and establishing social norms for behavior. B. The Composition and Functions of Groups • Most social groups range in size from two to six members. • Members of a group tend to be alike in terms of age, sex, beliefs, and opinions. This is both because people are attracted to similar others and because groups operate in ways that encourage similarity among members. 1. Social Norms • Groups have social norms about which behaviors are acceptable, and the consequences of violating these are pressure to conform and ultimately rejection. 2. Social Roles • Groups also often have well-defined roles, or shared expectations in a group about how particular people are supposed to behave. Roles facilitate social interaction. • Roles also may have a cost. First, adopting a role can lead people to temporarily...
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...THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL by Julie A. Paleen Aronow A Research Paper Submitted in Partial Fulfillment of the Requirements for Master of Science Degree in Training and Development Approved: 4 Semester Credits Dr. Kat Lui The Graduate College University of Wisconsin – Stout May, 2004 ii The Graduate School University of Wisconsin – Stout Menomonie, WI 54751 ABSTRACT Aronow Julie Ann Paleen ________________________________________________________________________ (Last Name) (First) (Middle) THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL ________________________________________________________________________ (Title) Training and Development Dr. Kat Lui May 2004 65 ________________________________________________________________________ (Graduate Major) (Research Advisor) (Month/Year) (No. of Pages) American Psychological Association, 5th Edition ________________________________________________________________________ (Name of Style Manual Used in this Study) The coveted epicenter for the contemporary human resource professional is partnering with other internal business leaders to fulfill the organization’s mission through sound and ethical business principles and human resource practices. Over three decades, the discipline has matured into one that includes transactional practices along side the more sophisticated organizational development...
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...Chapter 1: Introduction to Communication Theory What is communication; ● ● ● “The process by which people interactively create, sustain and manage meaning” (D&Z, p 2), It is how we plan, control, manage, persuade, understand, lead, love, and so on, Competent communication: both effective (achieving goal) and appropriate (follow social expectation). What is theory; Theory is about what we know and how we know it. ● Theories provide an abstract understanding of the communication process (Miller, 2002), ● A lens through see the world, which highlights some things (and ignores others!) (D&Z, 3), ● A systematic summary about the nature of the communication process. There are 3 types of theories: 1. Commonsense theory -Created by an individuals own personal experience, -Useful to us and are often a basis for our decisions about how to communicate, -These theory’s are not supported by research. 2. Working theory -Generalizations made in particular professions about the best techniques doing something, -Practical and more systematic than commonsense theory. 3. Scholarly theory -The theory has undergone systematic research, -Provides more thorough accurate and abstract explanations for communication, -They are often more complex and difficult to understand. Evaluating theory; These are some criteria for evaluating the usefulness of the theory. Not good or bad. What to look for Accuracy Has the research supported that the theory works the way it says it does? Look at the research...
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...Comments A Bibliographical Essay on Decision Making IT has been said that administration is the critical organizational process, making possible production, procurement, and the rest; that leadership is the heart of administration; and that decision making is the key to leadership. Inherent in these statements are some remarkably accurate characterizations of current administrative theory. One thing they seem to imply is a coherence and a unity in administrative theory which do not seem to exist. When one attempts to assay the literature dealing with a concrete administrative process such as decision making, he discovers this. Divergent approaches to the study of decision making show that there are conflicting conceptions of its nature and function. And these probably are symptoms of a more fundamental conflict in contemporary administrative theory. Administration and leadership as foci for study have traditionally been the concern of historians, occasional novelists, and students of management, public and private. A generation ago these people had articulated a consistent, rather comprehensive conception of leadership, and especially administration. The Papers of Gulick and Urwick, for example, were regarded by many of us as a major conceptual achievement setting forth a twentieth-century theory of organization. Even as these ideas were gaining acceptance, however, the concepts that would replace them were emerging. After World War I, even before the 'The authors wish to express...
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...your studies. 1. UKEssays 2. Essays 3. Tourism 4. Importance Of Human Resources In The Hospitaliy Industry Tourism Essay Importance Of Human Resources In The Hospitaliy Industry Tourism Essay In order to gain competitive power for the hotel, human resource management is an elementary issue. Human resource management can be regarded as the foundation for the hotel to acquire competitive advantage. Honoring the employees through effective communication, training programs for the employees and benefit programs is what effective hospitality management is all about. Human resource management and effective hospitality management is the corner stone of successful business in hospitality industry. The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. In today's quality-driven, empowered, hospitality workplace, practices that encourage greater employee performance must become integrated into the way a hotel, restaurant, resort, or any other form of hospitality service organization does business...
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...like or what OL means. Furthermore there seems little agreement on the relationship between individual learning and collective learning in organisations and how one translates into the other. This paper initially provides a cursory glimpse at the current literature on the LO in the context of learning and OL and in particular the theoretical tensions and dilemmas existing between these concepts. Management theorists have under-utilised the insights and practices from other disciplines such as sociology, philosophy and anthropology. As Burrell (1994) argues: Sooner or later organisation studies must enter an area where philosophy and social science meet. Organisation studies must also enter intellectual theory where the well-established French and German traditions of social theory meet. The author Deb Stewart is a Lecturer in the School of Management, Victoria University, Melbourne, Victoria, Australia. Keywords Learning organization, Organizational learning, Organizational change, Metaphor, Narratives Abstract Examines the theoretical and practical development of the concept of the learning organisation (LO). Some theorists...
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...ORGANIZATIONAL PROBLEMS AS A RESULT OF POOR COMMUNICATION By Daniel Wachira Elias Ochieng Enock Onyango Odhiambo Flavia Nasambu Okanya James Etyang Janet Murugi Margaret Keyum Mohammed Godana Muchira Muchiri Nicholas Ruttoh Sharon Njoroge A Case Study ABSTRACT Communication is a two way process that involves sharing ideas, information, and messages amongst individuals using a specific media or channel. Communication is deemed incomplete without a feedback. Communication includes verbal and nonverbal communication (such as facial expressions, body language, or gestures, visual communication such as the use of images or pictures, such as painting, photography). Communication is a vital part of personal life and is also important in business, education, and any other situations where people encounter each other (Encarta, 1998). Organizational communication is largely focused upon building relationships, or repeated interpersonal interactions, with internal organizational members and interested external publics. For organizations to be successful they must have competent communicators. This case study is an attempt to bring forth, analyze and compare different aspects of workplace communication. It focuses in communication which is considered a significant factor for an organization‘s internal and external progress. It is a study on literature, which aims to link the literature findings with a real case of a company which lacks effective organizational/workplace communication...
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...Instructor BUS 520 - Leadership and Organizational Behavior April 26, 2013 Finding the Leader in You: Self-Assessment/Johari Window The originators of the Johari Window, Joe Luft and Harry Ingram, developed a model to improve self-awareness and promote understanding between individuals in a group. The model consists of four quadrants (or windows) that provides information that we know about ourselves, what we do not know about ourselves; what others know about us, and what others do not know about us. They state that communication involves information; however information is not static but moves from one quadrant to another by means of awareness, insight, self-disclosure, and feedback (Johari Window, 2009). This author completed a Jung Typology Test (2013), which noted a preference toward introversion (78%) over extraversion, sensing (12%) over intuition, thinking (38%) over feeling, and judging (33%) over perceiving. The essence of Jung's psychological type theory is that much seemingly random variation in behavior is actually quite orderly and consistent due to basic differences in the way individuals prefer to use their perceptions and judgment. Perception involves how people become aware. Judgment entails coming to conclusions about what has been perceived. Systematic differences in how perception and judgment are exercised lead to corresponding differences in behaviors, interests, values, motivations, and skills. Since the basic cognitive functions of perception and...
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...Regular technologies 9 Parametric representations of technology 10 The technical rate of substitution 11 Example: T R S for a Cobb-Douglas technology The elasticity of substitution 13 Example: The elastzczty of substztutzon for the Cobb-Douglas productzon functzon Returns to scale 14 Example: Returns to scale and the Cobb-Douglas technology Homogeneous and homothetic technologies 17 Example: The CES productzon functzon Exercises 21 2 Profit Maximization . Profit maximization 25 Difficulties 28 Example: The profit functzon for Cobb-Douglas technology Properties of demand and supply functions 31 Comparative statics using the first-order conditions 32 Comparative statics using algebra 35 Recoverability 36 Exercises 39 VI CONTENTS 3 Profit Function Properties of the profit function 40 Example: The eflects of price stabilization Supply and demand functions from the profit function...
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...such things as having TV ads that link to a website, or distributing a QR Code in print or outdoor media to direct a mobile user to a website. In this way, they can utilise the easy accessibility that the Internet has, and the outreach that Internet affords, as information can easily be broadcast to many different regions of the world simultaneously and cost-efficiently. The organizations that control these technologies, such as television stations or publishing companies, are also known as the mass media.[4][5][need quotation to verify] Contents * 1 Issues with definition * 1.1 Characteristics * 1.2 Mass vs. mainstream * 1.3 Mass vs. local * 2 Forms of mass media * 2.1 Broadcast * 2.2 Film * 2.3 Video games * 2.4 Audio recording and...
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...2008 ACKNOWLEDGEMENTS Thank you for reading the E-book and making a contribution to the charity as identified on my web portal. The E-book can be read independently or in conjunction with the Kaelo v2.0 software tool. Some of the arguments are filtered from McNutt (2005): Law, Economics and Antitrust and from books referenced in the E-book. There are indeed numerous references and secondary readings recommended in the E-book. These should be read as well. They will be fully referenced as we continue together to write this E-book on the web. Interesting books on related themes to read are Roberts (2004): The Modern Firm: Games, Strategies and Managers and Nalebuff and Dixit (2008): The Art of Strategy. For my MBA students you will be reading either Baye (2008): Managerial Economics and Business Stratagy or Besanko (2007): Economics of Strategy. For clients using my services, a note of thanks and for management in general who may happen upon this E-book a set of business slides are available as one set called Framework T3 and GEMS which is available from the author. They will appear also on my web page. Please email your comments to me via my web portal at www.patrickmcnutt.com and participate in the Discussion Forums available on that web page. Some of my arguments are distilled from consultancy work and supervision of MBA and PHD students. To all my former MBA students, I am indebted to your knowledge and thankful for your patience as we struggled through the lecture materials...
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...ORGANIZATION SCIENCE Vol. 2, No. 4, November 1991 Printed in U.S.A. ILLUSIONS AND OTHER GAMES: A TRIFOCAL VIEW OF ORGANIZATIONAL POLITICS* PATRICIA BRADSHAW-CAMBALL AND VICTOR V. MURRAY York University, 4700 Keele Street, North York, Ontario, Canada Despite recent and growing interest in organizational politics, conceptual thought in this area tends to be dominated by a single theoretical perspective. In this paper we describe and contrast three views of organizational politics (functionalist, interpretive and radical) according to their differing structures, processes and outcomes. Each view, or lens, directs attention to some aspects of politics and away from others, and each has strengths and weaknesses embedded in it. In order to assess whether multiple perspectives on politics can be fruitfully applied simultaneously, we describe and analyze a case of a hospital administration engaged in budgeting games and illusion making. The data for the case were collected using naturalistic inquiry and multiple methods including structured and unstructured interviews, review of documents, observation of meetings and casual interaction facilitated by frequent visits over a ten-month period. The case revolves around the hospital administrators' attempts to deal with what they termed a "disastrous deficit" and the most serious financial situation in the hospital's history. Strategies for dealing with the funding agency and board of directors included the management...
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...2008 ACKNOWLEDGEMENTS Thank you for reading the E-book and making a contribution to the charity as identified on my web portal. The E-book can be read independently or in conjunction with the Kaelo v2.0 software tool. Some of the arguments are filtered from McNutt (2005): Law, Economics and Antitrust and from books referenced in the E-book. There are indeed numerous references and secondary readings recommended in the E-book. These should be read as well. They will be fully referenced as we continue together to write this E-book on the web. Interesting books on related themes to read are Roberts (2004): The Modern Firm: Games, Strategies and Managers and Nalebuff and Dixit (2008): The Art of Strategy. For my MBA students you will be reading either Baye (2008): Managerial Economics and Business Stratagy or Besanko (2007): Economics of Strategy. For clients using my services, a note of thanks and for management in general who may happen upon this E-book a set of business slides are available as one set called Framework T3 and GEMS which is available from the author. They will appear also on my web page. Please email your comments to me via my web portal at www.patrickmcnutt.com and participate in the Discussion Forums available on that web page. Some of my arguments are distilled from consultancy work and supervision of MBA and PHD students. To all my former MBA students, I am indebted to your knowledge and thankful for your patience as we struggled through the lecture materials...
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...RULES AND REGULATIONS OF M.B.A. PROGRAMME – 2010 The Master of Business Administration (M.B.A.) is a Post-Graduate course offered as: I. II. Two-year i.e., four semester Full time Day programme Three year, i.e., six semester Part-time programme offered to Working Executives and employees. 1. ELIGIBILITY CONDITIONS 1.1 M.B.A. (Day) Candidate seeking admission into Full Time M.B.A. (Day) programme must be: 1. Bachelor degree holder of Osmania University or a degree recognized by the university as equivalent thereto and /(or) as per the rules laid down by the University; 2. The candidate seeking admission must qualify in the Entrance Examination, conducted by the appropriate authority in the year of admission as per the norms prescribed by the University. 3. The admission of Non-resident Indians and candidates admitted in lieu of them will be as per the University Rules in force on the date of the admission. 4. Foreign candidates’ admission is based on the Screening Process of the University currently in vogue. 1.2 M.B.A. (Evening) Candidate seeking admission into Part-Time M.B.A. (Evening) Programme has to satisfy the following Conditions: 1. Must be a Bachelor Degree holder of Osmania University or a Degree recognized by the university as equivalent thereto and/ (or) as per the Rules laid down by the University. 2. The candidate seeking admission must qualify in the entrance examination conducted by the appropriate authority in the year of admission as per the norms prescribed...
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