...Organizational Behaviour Unit 4 Sikkim Manipal University Page No. 58 Unit 4 Learning Structure: 4.1 Introduction Objectives 4.2 Learning and Learning Cycle 4.3 Components of Learning 4.4 Theories of Learning 4.5 Summary 4.6 Glossary 4.7 Terminal Questions 4.8 Answers 4.1 Introduction In the earlier units you have learnt about organizational and interpersonal behavior. In this unit we will get an understanding about the concept ‘learning’. Let us relate it with a small example - you pick up a cat and take it to a new environment such as a new house or a new garden and leave it there. Immediately the cat begins to move around slowly looking and sniffing at various objects, identifying avenues to enter and escape, places where food may be available, and objects that are dangerous and hence are to be avoided. The cat is learning. Thus we see that learning is natural, spontaneous, important and beneficial. It is wrong to assume that only human beings learn, or that learning is unnatural or that it is not important. A cat is looked upon as a great survivor and it is its natural instinct to learn which helps it to survive. Like the cat we human beings too have to learn not just in schools, but in every walk of life including within organizations. An organization where people learn the right things quickly is successful. An organization where learning is neglected falls apart. Since learning is so essential for the well-being of an organization it is not surprising that...
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...intrinsically satisfying to each worker. Situational leadership theory From Wikipedia, the free encyclopedia Jump to: navigation, search | This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. (July 2008) | The situational leadership theory,is a leadership theory developed by Paul Hersey, professor and author of the book Situational Leader, and Ken Blanchard, leadership guru and author of The One Minute Manager, while working on the first edition of Management of Organizational Behavior (now in its 9th edition).[1] The theory was first introduced as "Life Cycle Theory of Leadership".[2] During the mid-1970s, "Life Cycle Theory of Leadership" was renamed "Situational Leadership theory".[3] In the late 1970s/early 1980s, the authors both developed their own models using the situational leadership theory; Hersey -...
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...entThe Change Management Life Cycle: How to Involve Your People to Ensure Success at Every Stage +1 (703) 558-4445 • (877) 766-3337 An ESI International White Paper www.esi-intl.com Table of Contents Abstract .................................................................................................................................. 3 Introduction .......................................................................................................................... 4 Why Change?......................................................................................................................... 5 The Elements of Change ..................................................................................................... 5 The Change Management Life Cycle ............................................................................... 7 Phase 1: Identify the Change ............................................................................................. 8 Phase 2: Engage the People .............................................................................................10 Phase 3: Implement the Change ..................................................................................... 12 Conclusion ...........................................................................................................................14 References ......................................................................................................................
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...paper On COCOMO Model Introduction The original COCOMO stands for Constructive Cost Model. The word "constructive" implies that the complexity of the model can be understood because of the openness of the model, which permits exactly to know WHY the model gives the estimates it does. The model was first published by Dr. Barry Boehm in 1981, and reflected the software development practices of these days. The name of this model was COCOMO I or COCOMO ’81. Since this time many efforts were done in the improvement of the software development techniques. Some of the changes were moving away from mainframe overnight batch processing to real time applications, strenuousness in effort in building software for reusing, new kind of system development in including off-the-shelf software components (COTS) and spending as much effort on designing and managing the software development process as was once spent creating the software product. This advanced version at present time is known as COCOMO II. The work for COCOMO II has been supported financially and technically by the COCOMO II Program Affiliates: Aerospace, Air Force Cost Analysis Agency, Allied Signal, DARPA, DISA, Draper Lab, EDS, E-Systems, FAA, Fidelity, GDE Systems, Hughes, IDA, IBM, JPL, Litton, Lockheed Martin, Loral, Lucent, MCC, MDAC, Microsoft, Motorola, Northrop Grumman, ONR, Rational, Raytheon, Rockwell, SAIC, SEI, SPC, Sun, TASC, Teledyne, TI, TRW, USAF Rome Lab, US Army Research Labs, US Army TACOM, Telcordia...
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...ORGANIZATION & BEHAVIOUR TESCO Organization & Behaviour TESCO Organization & Behaviour Task 1 1.1 Compare and contrast three different organizational structures and cultures. The organizational culture Culture is the way we think, feel and act in a society. Companies act not only according to their identity but also their culture and internal structure. That is, as a person, the "personality" of the company (Way of being and behaving) depends on the interaction between their structures and identity culture. Organizational culture is the way of thinking, feeling and doing shared members of the company. Culture is a good or intangible capital, consisting of shared values, which, to the extent that generates motivation, collaboration and commitment, will have a greater value for the company. It is a system of assumptions and shared meanings, such as identity, distinguishes the organization from any another. Culture not formally indicates how to do things in the company and what is their importance (Wilson, 1989, P. 303-319). It is a social construction based on customs, learning, experiences and traditions. This culture may or may not further the objectives of the company. Culture becomes visible and / or strengthened through different aspects, such as: Identification The degree of commitment of staff to the company as a whole, and not just with your type of work or specific field performance. Group organization The extent...
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...University, David J. King Hall, 4400 University Drive, 3064 Fairfax, VA 22030-444, USA Accepted 12 September 2003 Abstract Leadership theory has not lived up to its promise of helping practitioners resolve the challenges and problematics that occur in organizational leadership. Many current theories and models are not contextualized, nor do the dynamic and critical issues facing leaders drive their construction. Alternatively, practitioners too often approach leadership problems using trial and error tactics derived more from anecdotes and popular fads than validated scientific data and models. Yet, while this gap between theory and research has bedeviled the leadership community for much of its history, there have been few if any systematic examinations of its causes. In this review, we have sought to highlight the particular barriers on the leadership practice and theory-building/testing constituencies, respectively, that constrain efforts to integrate them. We also offer a number of propositions and guidelines that we hope can break through these barriers and help stakeholders create a more effective leadership theory and practice symbiosis (LTPS). Finally, we have offered two cases of effective LTPS as examples and models for such integrative research efforts. D 2003 Published by Elsevier Inc. Keywords: Leadership theory; Leadership practice; Leadership action research 1. Introduction The greatest handicap of applied psychology has been the fact that, without proper theoretical...
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...PRENTICE HALL MA NAGEMENT INFORMATION SYSTEMS TITLES MIS: Brown/DeHayes/Hoffer /Martin/Perkins, Managing Information Technology 6/e © 2009 JessuplValacich, Information Systems Today 31e © 2008 Kr oenke, Using MIS 21e © 2009 Kr oenke, Experiencing MIS © 2008 Laudon/Laudon, Management Information Systems 10le © 2007 Laudon/Laudon, Essentials of Management Information Systems 81e © 2009 Luftman et aI., Managing the IT Resource © 2004 Malaga, Information Systems Technology © 2005 McKeen/Smith, IT Strategy in Action © 2009 McLeod/Schell, Management Information Systems 10le © 2007 McNurlin/Spr ague, Information Systems Management In Practice 7Ie © 2006 Miller, MIS Cases: Decision Making with Application Software 41e © 2009 Senn, Information Technology 31e © 2004 Database Management: BordoloilBock, Oracle SOL © 2004 Bordoloi/Bock, SOL for SOL Server © 2004 Fr ost/DaylVanSlyke, Database Design and Development: A Visual Approach © 2006 Hoffer/Prescott/Topi, Modern Database Management 91e © 2009 Kroenke/Auer, Database Concepts 31e © 2007 Kroenke, Database Processing 10Ie © 2006 Perry/Post, Introduction to Oracle10g, © 2007 Per ry/Post, Introduction to SOL Server 2005 © 2007 Systems Analysis and Design: Hoffer /GeorgelValacich, Modern Systems Analysis qnd Design 5'/e © 2008 Kendall/Kendall, Systems Analysis and Design 7Ie © 2008 Valacich/George/Hoffer, Essentials of Systems Analysis and Design 31e © 2006 Object-Oriented Systems Analysis and Design: ...
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...Organization Theory Schools of Thought Abstract Organizational theory involves identifying the different approaches to understanding organizations, which cover a wide spectrum of views over many decades. The history of organizations really starts with armies (Orlikowski, 2010). Armies were the first large-scale cooperative groups formed specifically for a purpose and they are characterized by a hierarchy of authority within which decisions are made at the top and passed down in the shape of orders which must be followed. A second early development was that of public administration whereby “organizations came into being to implement the decisions of government: initially to collect taxes, but increasingly to order and regulate society through laws and the application of various rules” (Tushman & Romanelli, 1985). Again, these organizations were characterized by hierarchy of authority and a requirement to comply with its exercise. These models for the large-scale organization of people for a purpose were, with a few exceptions, followed by business organizations as they developed in the Middle Ages and, through industrialization, came to dominate work in society. The study of organizations emerged from what some would call today sociology (Knorr, 1997). This owed its origins to philosophers turning their attention to the way in which whole societies function and, in due course, to the study also of the social constructions which are created in them. Knorr believed...
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...shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. [Lean Six Sigma Institute] http://www.army.mil/aeioo/rc/terms.htm Army rallies troops behind Lean Six Sigma program (Author: RP news wires – February 11, 2006) The Army’s growing Lean Six Sigma program has its roots in a corporate method of eliminating wasted time, money and material. Lean Six Sigma integrates two independently developed improvement tools: Lean and Six Sigma. Lean is an outgrowth of the Toyota production system, and focuses on increasing efficiency and reducing cycle time by the elimination of waste. Six Sigma was developed by Motorola beginning in the 1970s as an approach to improving quality and effectiveness through statistical control. Its roots go back more than 150 years to a Prussian mathematician who introduced the concept of the normal curve. Together, Lean and Six Sigma are powerful tools in transforming organizations, Army Materiel Command officials said. They said Lean Six Sigma enables a culture of innovation that continuously listens to customers, questions the status quo, and improves results through fact-based decisions…. http://www.sixsigmainstitute.com/news/leansixsigma/2006/02/army-rallies-troops-behind-lean-six.html Books * *NOTE: The books listed below are but a sample of materials available on this subject. A call number will be included if located at the Armor School...
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...© 2011 by Perpetual Success. The book authors retain sole copyright to his or her contributions to this book. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or Copyright Clearance Center. Requests to the Publisher for permissions should be addressed to books@pscache.com, 785-307-0194 Copyright: Perpetual Success Dedication To the many teams supporting and defending our country Contents Individual Differences AGE: What a Difference a Day Makes 6 The Effect of Stress on the Metabolic Process 7 Leveraging Attributes Of Younger Team Members: 10 Who are these people? 10 Experience 15 Integrating team members 16 _______________________________ Individual Differences _______________________________ In the first chapter of the Teambuilding section I would like to introduce, Michael Huffman. Mr. Huffman is a retired Command Sergeant Major with more than 26 years experience with increased levels of leadership. He is the Director of International Relations. In this capacity he is required to meet with and train dignitaries from countries all over the world. When I met Michael...
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...Running Head: Military SCM & JIT Military Supply Chain Management and Just-In-Time Lionel O. Wright Integrated Logistics Management – LGMT682 February 15, 2011 Professor Joseph Garmon [pic] TABLE OF CONTENTS Abstract ……………………………………………………………………………………. 3 Introduction …………………………………………………………………………………4 Traditional Military Supply Chains …………………………………………………………4 Military Supply Chains and the New Environment …………………………………………6 Why Move Towards Lean (JIT) Initiatives? ……………………………………………….16 What is JIT Management? ………………………………………………………………….20 Military Supply Chains since JIT ….………………………………………………………..23 Adopting an Integrated Approach …………………………………………………………..26 Conclusion…………………………………………………………………………………...31 References…………………………………………………………………………………...34 ABSTRACT According to Van Creveld, “Strategy, like politics, is said to be the art of the possible; but surely what is possible is determined not merely by numerical strengths, doctrine, intelligence, arms and tactics, but, in the first place, by the hardest facts of all: those concerning requirements, supplies available and expected, organization and administration, transportation and arteries of communication…before a commander can even start thinking of maneuvering or giving battle, of marching this way and that, of penetrating, enveloping, encircling, of annihilating or wearing down, in short of putting into practice...
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...APACHE ENGINE LOGISTICS PROCESS STANDARDIZATION IMPROVEMENTS FOR CORPUS CHRISTI ARMY DEPOTS by Renee Alicia Patterson A Graduate Capstone Project Submitted to the Extended Campus in Partial Fulfillment of the Requirements for the Degree Master of Science in Management Embry-Riddle Aeronautical University EXTENDED CAMPUS HUNTSVILLE RESIDENT CENTER FEBRUARY 2008 APACHE ENGINE LOGISTICS PROCESS STANDARDIZATION IMPROVEMENTS FOR CORPUS CHRISTI ARMY DEPOT by Renee Alicia Patterson This Graduate Capstone Project was prepared under the direction of the candidate's Project Review Committee Member, Mr. James Dunaway, Adjunct Associate Professor, Extended Campus, and the candidate's Project Review Committee Chair, Dr. Jonathan W. Campbell, Adjunct Associate Professor, Extended Campus, and has been approved by the Project Review Committee. It was submitted to the Extended Campus in partial fulfillment of the requirements for the degree of Master of Science in Management PROJECT REVIEW COMMITTEE _____________________________ James Dunaway, M.A.S Committee Member ______________________________ Jonathan W. Campbell Ph.D. Committee Chair ACKNOWLEDGEMENTS SPECIAL THANKS TO CHRISTY FORDHAM, PATRICIA WEITZEL AND DR. WALT WHITACRE AT THE HUNTSVILLE CENTER OF EMBRY-RIDDLE AERONAUTICAL UNIVERSITY, MY COMMITTEE CHAIR DR. JONATHAN CAMPBELL MY COMMITTEE MEMBER...
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...The Development of Organizational Theory Carla Coleman Strayer University ECO 550 Managerial Economics and Globalization Dr. Ian McDevitt December 21, 2013 The Development of Organizational Theory Introduction Organizational theory involves identifying the different approaches to understanding organizations, which cover a wide spectrum of views over many decades. The history of organizations really starts with armies (Orlikowski 2010). Armies were the first large-scale cooperative groups formed specifically for a purpose and they are characterized by a hierarchy of authority within which decisions are made at the top and passed down in the shape of orders which must be followed. A second early development was that of public administration whereby organizations came into being to implement the decisions of government: initially to collect taxes, but increasingly to order and regulate society through laws and the application of various rules (Tushman and Romanelli, 1985). Again, these organizations were characterized by hierarchy of authority and a requirement to comply with its exercise. These models for the large-scale organization of people for a purpose were, with a few exceptions, followed by business organizations as they developed in the Middle Ages and, through industrialization, came to dominate work in society. The study of organizations emerged from what some would call today sociology (Knorr, 1997)...
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...Term paper On Relevance of leadership theories, role of leadership style and team building for organizational performance in context of Bangladesh. Organization theory and Behavior (PPG505) Submitted to Dr. Sk. Tawfique M. Haque Associate Professor Department of Political Science & Sociology And Director, MPPG Program North South University, Dhaka, Bangladesh. [pic] Submitted by MD. AMDAD HOSSAN ID NO. 1412126085 MPPG 4th Batch, Department of PSS, NSU, Dhaka 1. Introduction Leadership is a highly sought-after and highly valued commodity. In the last three decades, especially after the NPM movement, leadership has attracted substantial attention as an essential factor for organizational performance in the public sector (Cristin &Ticlu, 2012). The public has become increasingly captivated by the idea of leadership. People continue to ask themselves and others what makes good leaders. As individuals, they seek more information on how to become effective leaders (Bryman, 1992). Many people believe that leadership is a way to improve their personal, social, and professional lives. Corporations seek those with leadership ability because they believe they bring special assets to their organizations and, ultimately, improve the bottom line (Parry, 2003). In addition, leadership has gained the attention of researchers worldwide. A review of the scholarly studies on leadership shows that there is a wide variety of different...
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...Island http://www.cba.uri.edu/faculty/hamilton/ Dr. Mark Lehrer Ph.D. University of Rhode Island Module #1: Introduction by Mark Lehrer 3 Module #2: Industry Analysis by Mark Lehrer 6 Rivalry 8 Entrants 9 Bargaining Power of Suppliers / Buyers 9 Two Cases: Breakfast Cereal and Personal Computers 9 Module #3: Value Chain Analysis by Mark Lehrer 12 Module #4: Industry Value Chains by Mark Lehrer 16 Module #5a: Generic Strategies (by Mary Hamilton) 16 Module #5b: Resource-Based View (by Mary Hamilton 16 Module #6: Industry Life Cycle (by Mark Lehrer) 16 Module #7: Competitive Strategy by Mary A. Hamilton 16 Theory 16 Types of Competitive Strategy 18 Offensive strategies 18 Defensive strategies 19 Collusive Strategies 19 Strategic alliances 20 Application 21 Module #8: Business Models by Mark Lehrer 23 Beyond Strategizing 23 Business Models: A Typology 23 Business Models Beyond the Internet 25 Module #9: Corporate Level Strategy by Mark Lehrer 28 Module #10: International Strategy by Mary A. Hamilton 28 Global Opportunities 28 International Strategic Orientation 29 National Advantages 31 Mode of Entry 32 Competitive Performance 33 Module #1: Introduction by Mark Lehrer How can one introduce such a multifaceted subject as strategy? What is strategy? Why does it matter? The concept of strategy comes from military parlance. In the military it is not always enough to be superior in arms or...
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