...[pic] |Leadership and Organizational Behavior – BUS 520 | |Student Course Guide | |Prerequisite: None | |Quarter |Fall 2010 | |Meeting Days/Time |Wednesday 6pm-10pm | |Instructor |Karmetria Burton | |Instructor Phone |678 362 0842 | |Instructor E-mail |Karmetria.burton@strayer.edu | |Instructor Office Hours/Location |5-6 pm Wednesdays or by appointment | |Academic Office Phone Number | | |INSTRUCTIONAL MATERIAL - Required ...
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...INTRODUCTION TO PSYCHOLOGY Definition Psychology is an academic and applied discipline that involves the scientific study of mental functions and behaviors. Psychology has the immediate goal of understanding individuals and groups by both establishing general principles and researching specific cases, and by many accounts it ultimately aims to benefit society. In this field, a professional practitioner or researcher is called a psychologist and can be classified as a social, behavioral, or cognitive scientist. Psychologists attempt to understand the role of mental functions in individual and social behavior, while also exploring the physiological and neurobiological processes that underlie certain cognitive functions and behaviors. Psychologists explore concepts such as perception, cognition, attention, emotion, phenomenology, motivation, brain functioning, personality, behavior, and interpersonal relationships. While psychological knowledge is often applied to the assessment and treatment of mental health problems, it is also directed towards understanding and solving problems in many different spheres of human activity. The majority of psychologists are involved in some kind of therapeutic role, practicing in clinical, counseling, or school settings. Many do scientific research on a wide range of topics related to mental processes and behavior, and typically work in university psychology departments or teach in other academic settings (e.g., medical schools, hospitals)....
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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...Business Administration / Public Administration CEMBA 553 Management in Organisations Copyright © Commonwealth of Learning, 2003 All rights reserved. No part of this course may be reproduced in any form by any means without prior permission in writing from: The Commonwealth of Learning 1285 West Broadway Suite 600 Vancouver, BC V6H 3X8 CANADA e-mail: info@col.org Dean Institute of Distance Learning New Library Building Kwame Nkrumah University of Science and Technology Kumasi, Ghana Phone: +233-51-60013 Fax: +233-51-60014 E-mail: idldean@kvcit.org Web: www.fdlknust.edu.gh i 553 - Management in Organisations Learning Objectives Upon successful completion of this course, learners will be able to: • • • • Explain the basic premises of management and public administration Compare different theories and approaches of organisation Distinguish behavioural patterns, advantages, disadvantages, and dysfunctions of bureaucracies Categorize the different management trends in the work environment. Topics • Introduction to Management and Organisational Behaviour • Individual and Group Behaviour in Organisations • Decision- making and Communications in Organisations • Leadership, Organisational Structure & Environment • Power and Politics • Organisational Culture • Organisational Change • Conflict and Negotiations ii TABLE OF CONTENTS 1 Introduction......................................................................................................................
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...Executive Summery Most of the South Asian economies (e.g. India, Pakistan and Bangladesh) have made significant economic progress in the last two decades and are well on track to becoming major regional or even world economic powerhouses. In the recent years, many MNCs are increasingly putting more attention to the emerging. Asian countries for competitive advantage. One classic example is China. With a population of more than 1.3 billion China is predicted to be the largest economy in the world by next 20 years surpassing United States (UN Report 2007). China has become the manufacturing and investment hub for many MNCs. Despite huge success for most of the MNCs, many already failed in doing business in China due to their management’s inability to manage their human resources appropriately. Taking the Chinese lead like the tiger economies in Asia, Bangladesh is also emerging as a dynamic and significant economic player in South Asia. Bangladesh is one of the pioneers in the region for economic liberalization. It has adopted the best policies of South Asia to attract Foreign Direct Investment (FDI). Doing business in Bangladesh is much easier than most of the developing countries. A recent report entitled “Doing Business in 2007: Creating Jobs” published jointly by World Bank and IFC placed Bangladesh in 68th position in terms of easy of doing business among 175 countries (World Bank, 2007). This places Bangladesh ahead of other countries in the region such as India (88th)...
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...understanding people and predicting their behaviour, and knowledge of the means by which their behaviour is influenced and shaped. Organisations are bodies or entities created for a stated purpose They may consist of one or more people. In the case of a sole trader or single operator, he needs to build relationships with suppliers, contractors, customers, clients, and the community. For those that consist of more than one person, internal as well as external relationships have to be created and maintained. Organisations therefore consist of individuals, groups, and relationships. Objectives, structures, systems and processes are then created to give direction and order to activities and interactions. OB is thus of great concern to anyone who organises, creates, orders, directs, manages, or supervises the activities of others. It is also of concern to those who build relationships between individuals, groups of people, different parts of organisation between different organisation, for all these activities are founded on human interactions. OB is therefore concerned with:1. The purposes for which organisations are created 2. The behaviour of individuals, and an understanding of the pressures and influences that cause them to act and react in particular ways. 3. The qualities that individuals bring to particular situations. 4. The creation of groups i.e., collections of people brought together for given purposes. 5. The background and context within which activities take place. 6. The...
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...__________ make(s) a leader’s influence either unnecessary or redundant in that they replace a leader’s influence. • Question 3 According to the path-goal leadership theory, a manager is showing a participative leadership style when he/she __________. • Question 4 According to __________ approaches, individual behavior is constructed in context, as people act and interact in situations. • Question 5 Meindl referred to the phenomenon whereby people attribute almost magical qualities to leadership as _____________. • Question 6 The __________ that are driving organizations of all types and sizes can be found in organization-environment relationships, the organizational life cycle, and the political nature of organizations. • Question 7 The decision to construct a new overseas plant can be considered to be a(n) __________. • Question 8 Which of the following, refers to altruistic love? • Question 9 __________ is intentional and occurs as a result of specific efforts by a change agent. • Question 10 Another name for incremental change is __________. • Question 11 To begin understanding an organization’s culture, it is often easiest to start with __________. • Question 12 To many researchers and managers, shared common values lie at the heart of organizational __________. • Question 13 The issues concerned with __________ are tasks to be accomplished, methods used to achieve the goals, and methods of coping with success and failure...
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...BEHAVIOUR HONOLULU, HAWAII MAY, 2016 Table of contents INTRODUCTION 5 1.1. Definition of Organizational Psychology 5 1.2. Differences Between Psychology And Organizational Psychology 6 1.3. Current Psychological 9 Current Psychology of Basics Knowledge Management & Organizational Learning 9 Knowledge Management and Organizational Learning 9 Knowledge Management Processes and Goals 10 Current Knowledge Management Systems 11 Organizational Learning 11 Knowledge Management in Organizations 12 The Knowledge Management Processes Cycle 12 KM Strategies 14 Codification Sub-Strategies – Earl’s codification-oriented sub-strategies are: 15 2. MOTIVATION 16 2.1 Motivational Concept 16 Ego-focused versus other-focused emotions 17 2.2 HIERARCHY OF NEEDS 19 Herzberg’s Two-Factor (Motivation-Hygiene) Theory 20 2.3 MOTIVATIONAL THEORIES 21 MOTIVATION THEORIES ARE OFTEN CULTURE-BOUND 23 Maslow's Needs Hierarchy. 23 McClelland's Three Needs Theory 23 Adams' Equity Theory 23 Hertzberg's Two-Factor Theory 23 3. RECRUITMENT 23 3.1 Sources of recruitment 23 The traditional recruitment sources were: 24 The modern recruitment sources are: 24 3.2 Internal recruitment 24 3.3 External recruitment 25 3.4 Recruitment process 26 4. EMOTIONAL BEHAVIOR IN ORGANIZATIONS 27 4.1 Frustration and Anxiety 27 The specific goals are to help organizations, managers, and employees 27 Understanding the Causes of Conflict 28 4.2 Stress – Strain and Pressure...
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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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...Chapter 1 Case1: "Lessons for 'Under Cover' Bosses" This exercise contributes to Learning Objectives: Define organizational behavior and identify the variables associated with its study, Explain the relationship between personality traits and individual behavior, Describe the factors that influence the formation of individual attitudes and values, Discuss the importance of individual moods and emotions in the workplace, Apply the study of perception and attribution to the workplace; Learning Outcomes: Define organizational behavior and identify the variables associated with its study, Describe the factors that influence the formation of individual attitudes and values, Apply the study of perception and attribution to the workplace, Define diversity and describe the effects of diversity in the workforce, Describe the nature of conflict and the negotiation process, Describe best practices for creating and sustaining organizational cultures, and Describe the components of human resource practices; AACSB Learning goals: Communication abilities, Analytic skills, and Reflective thinking skills Executive offices in major corporations are often far removed from the day-to-day work that most employees perform. While top executives might enjoy the perquisites found in the executive suite, and separation from workday concerns can foster a broader perspective on the business, the distance between management and workers can come at a real cost: Top managers often fail to understand the...
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...in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes of successful executives in both the private and public sector. The ECQs represent the best thinking of organizational psychologists, human resources professionals, and members of the federal Senior Executive Service. * * How to use this catalog: The “Leadership Development Seminars January 2013-2014 Edition” and Readings by ECQ is a comprehensive, (although...
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...in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes of successful executives in both the private and public sector. The ECQs represent the best thinking of organizational psychologists, human resources professionals, and members of the federal Senior Executive Service. * * How to use this catalog: The “Leadership Development Seminars January 2013-2014 Edition” and Readings by ECQ is a comprehensive, (although...
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...Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. 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, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science...
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...UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR Delta Publishing Company 1 Copyright © 2006 by DELTA PUBLISHING COMPANY P.O. Box 5332, Los Alamitos, CA 90721-5332 All rights reserved. No part of this book may be reproduced in any form or by any means, without permission in writing from the publisher. 2 TABLE OF CONTENTS CHAPTER 1 An Introduction to Organizational Behavior CHAPTER 2 Managing People and Organizations CHAPTER 3 Motivation CHAPTER 4 Work-Related Attitudes CHAPTER 5 Organizational Communication and Power CHAPTER 6 Groups and Teams in Organizations CHAPTER 7 Leadership CHAPTER 8 Prosocial Behavior, Cooperation Conflict, and Stress CHAPTER 9 Making Decisions in Organizations CHAPTER 10 Culture, Creativity, and Innovation CHAPTER 11 Designing Effective Organizations CHAPTER 12 Managing Organizational Change and Development GLOSSARY 3 CHAPTER 1 AN INTRODUCTION TO ORGANIZATIONAL BEHAVIOR LEARNING OBJECTIVES After reading this chapter you will be able to: • Define organizational behavior. • Trace the historical roots of organizational behavior. • Discuss the emergence of contemporary organizational behavior, including its precursors, the Hawthorne studies, and the human relations movement. • Describe contemporary organizational behavior—its characteristics, concepts, and importance. • Identify and discuss contextual perspectives on organizational behavior. What is an organization? An organization is defined as a collection of people who...
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...UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR Delta Publishing Company 1 Copyright © 2006 by DELTA PUBLISHING COMPANY P.O. Box 5332, Los Alamitos, CA 90721-5332 All rights reserved. No part of this book may be reproduced in any form or by any means, without permission in writing from the publisher. 2 TABLE OF CONTENTS CHAPTER 1 An Introduction to Organizational Behavior CHAPTER 2 Managing People and Organizations CHAPTER 3 Motivation CHAPTER 4 Work-Related Attitudes CHAPTER 5 Organizational Communication and Power CHAPTER 6 Groups and Teams in Organizations CHAPTER 7 Leadership CHAPTER 8 Prosocial Behavior, Cooperation Conflict, and Stress CHAPTER 9 Making Decisions in Organizations CHAPTER 10 Culture, Creativity, and Innovation CHAPTER 11 Designing Effective Organizations CHAPTER 12 Managing Organizational Change and Development GLOSSARY 3 CHAPTER 1 AN INTRODUCTION TO ORGANIZATIONAL BEHAVIOR LEARNING OBJECTIVES After reading this chapter you will be able to: • Define organizational behavior. • Trace the historical roots of organizational behavior. • Discuss the emergence of contemporary organizational behavior, including its precursors, the Hawthorne studies, and the human relations movement. • Describe contemporary organizational behavior—its characteristics, concepts, and importance. • Identify and discuss contextual perspectives on organizational behavior. What is an organization? An organization is defined as a collection of people who...
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