...After studying this chapter, students should be able to: 1. Define organizational behavior (OB) 2. Describe what managers do 3. Explain the value of the systematic study of OB 4. List the major challenges and opportunities for managers to use OB concepts 5. Identify the contributions made by major behavioral science disciplines to OB 6. Describe why managers require a knowledge of OB 7. Explain the need for a contingency approach to the study of OB 8. Identify the three levels of analysis in this book’s OB model CHAPTER OVERVIEW Managers need to develop their interpersonal or people skills if they are going to be effective in their jobs. Organizational behavior (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization, then applies that knowledge to make organizations work more effectively. Specifically, OB focuses on how to improve productivity, reduce absenteeism and turnover, and increase employee citizenship and job satisfaction. We all hold generalizations about the behavior of people. Some of our generalizations may provide valid insights into human behavior, but many are erroneous. Organizational behavior uses systematic study to improve predictions of behavior that would be made from intuition alone. Yet, because people are different, we need to look at OB in a contingency framework, using situational variables to moderate cause-effect relationships...
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... Human Resource Management Section A 1. It is a cultural attitude marked by the tendency to regard one’s own culture as superior to others c. Ethnocentrism 2. It is the systemic study of j ob requirements & those factors that influence the performance of those j ob requirement s a. Job analysis 3. This Act provides an assistance for minimum statutory wages for scheduled employment b. Minimum Wages Act, 1948 4. __________ is the actual posting of an employee to a specific job b. Placement 5. Broadening an individual’s knowledge, skills & abilities for future responsibilities is known as b. Development 6. Change that is designed and implemented in an orderly and timely fashion in anticipation of future events a. Planned change 7. It is a process for setting goals and monitoring progress towards achieving those goals d. Performance management system 8. A method which requires the rates to provide a subjective performance evaluation along a scale from low to high c. Rating scale 9. It is the sum of knowledge, skills, attitudes, commitment, values and the liking of the people in an organization a. Human resources 10. A learning exercise representing a real-life situation where trainees compete with each other to achieve specific objectives b. Management game Part Two: 1. Explain the importance of Career Planning in industry. 2. Write the features of HRM Human resources refers to the people that work for an organization and the capabilities of these people. The function...
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...organizational behavior (OB). 4. Show the value to OB of systematic study. 5. Identify the major behavioral science disciplines that contribute to OB. 6. Demonstrate why few absolutes apply to OB. 7. Identify the challenges and opportunities managers have in applying OB concepts. 8. Compare the three levels of analysis in this book’s OB model. Instructor Resources Instructors may wish to use the following resources when presenting this chapter. Learning Catalytics Questions: Instructor Directions and Follow-Up Organizational Behavior Concept | LC Question | Instructor Directions and Follow-Up | Management skills and managerial activities | Refer to the allocation of activities by time for average, successful, and effective managers. Prioritize how you spend your time as a college student. | This is a good discussion starter on managerial activities and what is important. First, make the connection for students between activities that managers spend their time on and similar activities that college students spend their time on. Next, display results from the class and compare with the Luthans results. For example: * Traditional management = making decisions, planning, and controlling school work and job * Communication = exchange of information * HRM = motivating self and others, conflict management on project teams and with roommate, etc. * Networking = interacting at career fairs, meeting other students at events, etc. | OB disciplines ...
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...Report on Behavior Pattern of Executives in Pharmaceutical Industry Submitted By Mahfuza Haque Papri ID #3-10-18-061 EMBA Program Department of Management Studies Faculty of Business Studies University of Dhaka Submitted To Professor Dr. Md. Ataur Rahman Department of Management Studies Faculty of Business Studies University of Dhaka. LETTER OF TRANSMITTAL December 08, 2010 To Professor Dr. Ataur Rahman Department of Management Studies University of Dhaka Subject: Submission of term paper on Behavior pattern of executives in Pharmaceutical Industry Dear Sir, This term paper is submitted as a requirement for the partial fulfillment of the course “EM-513”. My topic is ‘Behavior pattern of executives in a pharmaceutical industry’. As a sample organization I have chosen a private company ‘Incepta Pharmaceuticals Ltd.’ which manufactures high-class pharmaceutical dosage forms I hope that the following pages will live up to your expectation. Your feedback will help us further to enrich our experience in this academic area. Sincerely yours Mahfuza Haque Papri ID: 3-10-18-061 18th batch, Evening MBA Programme Department of Management Studies Dhaka University ACKNOWLEDGEMENT At this opportune moment, I am delighted to offer my heartiest thanks and deep gratitude to my respected Teacher, Dr. Atatur Rahman for his expert guidance and close supervision in getting the term paper prepared...
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...Chapter One: Introduction to Organizational Behavior Chapter Synopsis This chapter launches the students' study of organizational behavior by providing an overview of management history and the OB field, and by identifying forces that promise to reshape the nature of management. It exposes the how, what, why, and when of organizational behavior, as viewed and practiced by managers. It also identifies the skills and competencies that leaders will need to create the ideal 21st century work atmosphere, such as intelligence, passion, a strong work ethic, a team orientation, and a genuine concern for people. Learning Objectives After completing this chapter, students should be able to: 1. Define in applied terms organizational behavior. 2. Describe the disciplines that have contributed to the field of organizational behavior. 3. Discuss the importance of understanding behavior in organizations. 4. Explain the time dimension model of measuring effectiveness. 5. Explain the relationship between quality and organizational effectiveness. Key Terms power of human resources—The ability to get things done in the way one wants them to be done. globalism—The interdependency of transportation, distribution, communication, and economic networks across international borders. cultural diversity—The vast array of differences created by cultural phenomena such as history, economic conditions, personality characteristics,...
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...merez@ie.technion.ac.il 3 Department of Psychology, Koc University, Sariyer, Istanbul, Turkey 34450; email: zaycan@ku.edu.tr Annu. Rev. Psychol. 2007. 58:479–514 Key Words First published online as a Review in Advance on October 17, 2006 culture, management, organizations, work The Annual Review of Psychology is online at http://psych.annualreviews.org Abstract This article’s doi: 10.1146/annurev.psych.58.110405.085559 Copyright c 2007 by Annual Reviews. All rights reserved 0066-4308/07/0203-0479$20.00 This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. Thereafter, we consider how individuals manage their interdependence in organizations, and review research on culture and negotiation and disputing, teams, and leadership, followed by research on managing across borders and expatriation. The review shows that developmentally, cross-cultural research in OB is coming of age. Yet we also highlight critical challenges...
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...UVA-OB-0381 PREJUDICE IN ORGANIZATIONS The problems faced by women and minorities create a serious malfunction in corporate operations. Minorities and women have yet to be accepted as full members of corporate formal and informal networks. Until they are, not only do they suffer but so does the corporation. The utilization of minorities and women in many, many cases toward corporate effectiveness and efficiency continues to be seriously hampered by behaviors in crucial interpersonal relationships that reflect racist and sexist attitudes. - John Fernandez1 Although many would like to believe otherwise, prejudiced attitudes continue to present problems for millions of people in our society. Prejudices result in counter productive behavior such as demeaning humor, verbal abuse, harassment, violence, and more subtly (given comparable performance) lower pay, slower or non-existent promotions, systematic exclusion from various gatherings, greater scrutiny, higher standards, and awkward social encounters. Many groups labor with these realities in the work place: women, racial minorities, older workers, foreign nationals, sexual preference, religious and ethnic groups, and the physically handicapped all feel the sting of social prejudice. Prejudice is a problem that touches all aspects of life, but it has only recently been addressed openly in the work place. Prejudice lingers despite the fact that noticeable shifts in the composition of our work force have taken...
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...First_Pages Lut30352_ch01_001-030.qxd 8/7/09 3:26 PM Page 1 Part One Environmental and Organizational Context 1. 2. 3. 4. Introduction to Organizational Behavior: An Evidence-Based Approach Environmental Context: Globalization, Diversity, and Ethics Organizational Context: Design and Culture Organizational Context: Reward Systems 5 31 57 88 EVIDENCE-BASED CONSULTING PRACTICES A major component of the evidence-based theme of this text and the link to practice are these part openers from the world-famous Gallup Organization. Gallup draws from its internationally recognized survey science and cadre of internal and external researchers (e.g., the author of this text and a Nobel Prize winner in behavioral economics are Gallup Senior Scientists), publishes its findings in the top academic journals such as Journal of Applied Psychology and provides this evidenced-based perspective and representative practices for each text part. Gallup is the recognized world leader in the measurement and analysis of human attitudes, opinions, and behavior, building on over three-quarters of a century of success. Gallup employs many of the world’s leading scientists in management, economics, psychology, and sociology. Gallup performance management systems help organizations maximize employee productivity and increase customer engagement through measurement tools, management solutions, and strategic advisory services. Gallup’s 2000 professionals deliver services on-site at client organizations...
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...Organizational Behaviour Book Notes Chapter 1 Learning Objectives: 1. Define organizations and describe their basic characteristics. Organization – social inventions for accomplishing common goals through group effort. * Social inventions – coordinated presence of people or a group of people * Goal accomplishment * Group effort – organizations depend on interaction and coordination among people to accomplish their goals. * Organizations are social inventions for accomplishing common goals through group efforts. 2. Explain the concept of organizational behaviour and describe the goals of the field. Organizational Behaviour – the attitudes and behaviours of individuals and groups in organizations. * The field of organizational behaviour is about understanding people and managing them to work effectively. * The field of organizational behaviour is concerned with how organizations can survive and adapt to change. i. Certain behaviours are necessary for survival and adaptation: 1. they have to be motivated to join and remain in the organization; 2. carry out their basic work reliably, in terms of productivity, quality, and service; 3. be flexible to continuously learn and upgrade their knowledge and skills; and 4. be flexible and innovative. * The field of organizational behaviour is concerned with how to get people to practice...
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...LDR/531 isn’t available until Sep. 03 and has 30 questions. LDR 531 FINAL EXAM PREP 1) Mintzberg concluded that managers perform 10 different, highly interrelated roles. Which of the following is one of the broad categories into which these roles might be grouped? A) intrapersonal B) institutional C) decisional D) affective E) reflective 2) Over the past two decades, business schools have added required courses on people skills to many of their curricula. Why have they done this? A. Managers no longer need technical skills in subjects such as economics and accounting to succeed. B. Managers need to understand human behavior if they are to be effective. C. These skills enable managers to effectively lead human resources departments. D. A manager with good interpersonal skills can help create a pleasant workplace 3) Which of the following is best defined as a consciously coordinated social unit, composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals? A. Party B. Unit C. Community D. Organization 4) Which of the following is not one of the four primary management functions? A) controlling B) planning C) staffing D) organizing E) leading 5) Determining how tasks are to be grouped is part of which management function? A. Leading B. Planning C. Controlling D. Organizing E. Contemplating 6) Which of the following is least likely to be considered a manager? A. A lieutenant leading an infantry...
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...ORGANIZATIONAL BEHAVIOUR Chapters 1 to 15 www.vustudents.ning.com ORGANIZATIONAL BEHAVIOUR Organizational Behavior (OB) is the study and application of knowledge about how people, individuals, and groups act in organizations. Contributing disciplines to the OB field: Organizational behavior is an applied behavioral science that is built upon contributions from a number of behavioral disciplines. Psychology is the science that seeks to measure, explain, and sometimes change the behavior of humans and other animals. it may be the mental and behavour characteristic of an individual or group Sociology is study the social system in which individuals fill their roles; that is, sociology studies people in relation to their fellow human beings. Social psychology is the area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another. it deal with the fulfilment of social needs in a phycological sense of interpretations.it cause different socio phycho conditions and affaire for the modificationof OB. Anthropology is the study of societies to learn about human beings and their activities. we also define anthropology as "science of human beings especialy of their environment and social relations and there culture" environment play a pivotal role in the improvement and modification of OB Political science is the study of the behavior of individuals and groups within a political environment. Management...
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...Data 437 Transient Versus Periodic Data 438 An Example of Transient and Periodic Data 438 Transient Data 438 Periodic Data 439 Other Data VVarehouse Changes 440 The Reconciled Data Layer 441 Characteristics of Data after ETL 441 The ETL Process 442 Extract 442 Cleanse 444 Load and Index 446 Data Transformation 447 Data Transformation Functions 448 Record-Level Functions 448 Field-Level Functions 449 More Complex Transformations 451 Tools to Support Data Reconciliation 451 Data Quality Tools 451 Data Conversion Tools 452 Data Cleansing Tools 452 Selecting Tools 452 The Derived Data Layer 452 Characteristics of Derived Data 452 The Star Schema 453 Fact Tables and Dimension Tables 453 Example Star Schema 454 Surrogate Key 455 Grain of Fact Table 456 Duration of the Database 456 Size of the Fact Table 457 Modeling Date and Time 458 Variations of the Star Schema 458 Multiple Fact Tables 458 Factless Fact Tables 459 Normalizing Dimension Tables 460 Multivalued Dimensions 461 Hierarchies 461 Slowly Changing Dimensions 464 The User Interface 465 Role of Metadata 466 Querying Tools 466 Online Analytical Processing (OLAP) Tools Slicing a Cube 468 Drill-Down 468 Data Mining Tools 469 Data Mining Techniques 469 Data Mining Applications 469 Data Visualization 470 467 437 xvii 430...
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...INTRODUCTION TO PROJECT MANAGEMENT C H A P T E R 1 Introduction To Project Management Project management offers a structured approach to managing projects. The purpose of this book is to outline the latest planning and control techniques used by industry, commerce, sport and domestic projects, and particularly those used by the project planning software and referred to in the Project Management Institute's (PMI) project management body of knowledge (PMBOK), and the Association of Project Manager's (APM) body of knowledge (bok). As the use of projects becomes more pervasive, so more managers are entering the field of project management. Their success will be helped by their ability to develop a fully integrated information and control system to plan, instruct, monitor and control large amounts of data, quickly and accurately to facilitate the problem-solving and decision-making process. To achieve these goals the project manager needs a comprehensive toolkit - as a plumber works with a bag of tools, so the project manager works with a computer producing organisation charts, work breakdown structures, barcharts, resource histograms and cash-flow statements. Projects have traditionally been managed through a classic functional hierarchical type organisation structure, but with the increase of multi-disciplines, multi-departments, multi-companies and multi-national projects so there has been a move towards management-by-projects, project teams and matrix organisation structures...
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...ORGANIZATION STRUCTURE HUMAN RESOURCE MANAGEMENT ( H R M ) Definit io n 1 – Inte gr atio n “HRM is a series of integrated decisions that form the employment relationships; their quality contributes to the ability of the organizations and the employees to achieve their objectives.” Definit io n 2 – Influe ncing “HRM is concerned with the people dimensions in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true, regardless of the type of the organization – government, business, education, health, recreational, or social action.” 2 Definit io n 3 – Applica bil ity “HRM planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished.” MEANING OF HRM: HRM is management function that helps managers to recruit, select, train and develop members for an organization. Obviously HRM is...
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...Some ancillaries, including electronic and print components, may not be available to customers outside the United States. McGraw-Hill Irwin Chapter 1: Introduction to the Field of Organizational Behavior 1 Introduction to the Field of Organizational Behavior LEARNING OBJECTIVES After reading this chapter, students should be able to: 1. De1ine organizational behavior and organizations, and discuss the importance of this 1ield of inquiry. 2. Diagram an organization from an open systems perspective. 3. De1ine intellectual capital and describe the organizational learning perspective of organizational effectiveness. 4. Diagnose the extent to which an organization or one of its work units applies high‐ performance work practices. 5. Explain how the stakeholder perspective...
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