...If you are to work effectively with people who are culturally different, you need to become aware of your own culture and how that impacts on others. As one textbook on professional communication puts it: ‘ we need to become more aware of the cultural basis of our own behaviours, perceptions, beliefs, and values. This enables us to see an interaction from a cultural perspective. It is not just the other person who is displaying culture-specific attitudes and behaviours; we are also doing just that’ (Peter Putnis & Roslyn Petelin, ‘Professional Communication principles and applications’, Prentice Hall, Sydney, 1996, p.76). Personal values: Personal values are our core beliefs, values, and philosophies that we hold about life, its purpose, and our own purpose. Prejudice are assumptions people make about the characteristics of members of a cultural or social group. Ethnocentrism: is the tendency to judge other groups according to the standards and values of one's own group. Cultural relativism: it is the refusal to make any judgement on the cultural values of other individuals, institutions or cultures. Culture shock: Culture shock is more than your initial mental adjustment to strange customs, new language, and perhaps water that isn't safe to drink. It is a very real set of symptoms that may include depression, anxiety, increased incidence of minor illnesses, and a sense of helplessness’ (Kathryn A. Wilson http://international.monster.com/workabroad/relocation/followspouse/)...
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...accordance with A’s wishes.”(2015).The most important aspect of the power is that is a function of dependency. The greater the B’s dependence on A, the greater is A’s power in relationship. For example, if you want a college degree and have to pass a certain course to get it, and your current instructor is the only faculty member in the college who teaches that course, he or she has a power over you. Influence: the capacity or power of persons or things to be a compelling force on or produce effects on the actions, behavior, opinions, etc., of others (dictionary.com). 2. What is leadership and how does it differ from management? Ans. Leadership: According to Robbins and Judge,” Leadership is defined as the ability to influence a group toward the achievement of a vision or set of goals.”(2014) the source of this influence may be formal, such as that provided by managerial rank in an organization. But not all leaders are managers, nor are all managers leaders. On the other hand, management is defined as the act or skill of controlling and making decisions about a business, department, sports team, etc.(Robbins &Judge,2014) Difference between leadership and management are: All organizations need strong leadership and strong management for optimal effectiveness. We need leaders to challenge the status quo, create visions of the future, and inspire organizational members to achieve the visions. We also need managers to formulate detailed plans, and to create efficient...
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...and shares the goals of the Enlightenment project. Functionalists believe that we can obtain true knowledge of the functioning of society and that this knowledge can be used to improve society. DURKHEIM AND FUNCTIONALISM Durkheim was the most important forerunner of functionalism. He was concerned by rapid social change from a traditional society with a simple social structure to a complex modern society. • Traditional society was based on mechanical solidarity with little division of labour, where its members were all fairly alike. A strong collective conscience bound them so tightly together that individuals in the modern sense did not really exist. • Modern society has a complex division of labour, which promotes differences between groups and weakens social solidarity. Greater individual freedom must be regulated to prevent extreme egoism from destroying all social bonds. • Rapid change undermines old norms without creating clear new ones, throwing people into a state of anomie that threatens social cohesion. • Social facts Durkheim sees society as a separate entity existing over and above its members - a system of external social facts shaping their behaviour to serve societies needs. parsons: society as a system The organic analogy Functionalists see society as like a biological organism. Parsons identifies three similarities...
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...AMERICAN INTERNATIONAL UNIVERSITY-BANGLADESH Faculty of Business Administration Department of Management BBA Program UNIFIED COURSE OUTLINE (Mandatory, to be carried by faculty and students for all classes) Term: Summer 2013-2014 I - Course Code and Title: 2108, INTRODUCTION TO BEHAVIORAL SCIENCE II - Credit: 3 Credits III - Course Description: Human being is the most complicated formation with a complex behavior which is obviously predictable. Organization is managed by human beings and business is done through and for human beings. This course enlightens the students in understanding why human being behaves the way s/he behaves. This course also allows the students to understand how to monitor control and empower self behavior, and behavior of other human beings and eventually prepare both to be productive. This course deals with the basic concepts in the behavioral science: namely psychology, social psychology, sociology and cultural anthropology that will form the basic for understanding the complex issues of human behavior processes such as language, symbol, perception, memory, emotion, social attitude, morale, motivation, personality development & adjustment, and attitude development and adjustment. IV – Objectives: After successfully completing the requirements for this course, students will be able to: • Learn or understand the concept of human behavior and other related...
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...Study Guide Chapter 5: Planning and decision making: Benefits of Planning: * Intensified effort * Persistence * Direction * Creation of task strategies Pitfalls of planning * Impedes change and prevents or slows adaptations * Creates a false sense of certainty * Detachment of planners How to make a plan that works: 1. Setting goals a. S.M.A.R.T • Specific • Measurable • Attainable • Realistic • Timely 2. Developing Commitment to Goals • Goal commitment – the determination to achieve a goal • Set goals collectively • Make the goal public • Obtain top management’s support 3. Developing Effective Action Plans an action plan lists… • Specific steps (how) • People (who) • Resources (what) • Time period (when) …for accomplishing a goal 4. Tracking Progress • Proximal goals and distal goals • Performance feedback 5. Effects of Goal Setting, Training, and Feedback on Safe Behavior in a Bread Factory 6. Maintaining Flexibility * Options-based planning – keep options open by making, small simultaneous investments in many alternative plans. * Slack resources – a cushion of resources, like extra time or money, that can be used to address and adapt to unanticipated changes. Example: Top managers- Bride/ Groom Starting at the Top: * Strategic plans – make clear how the company will serve customers and position itself against competitors in the next 2 to 5 years * Purpose...
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...Management 310 Study Guide Chapter 2: Individual Differences: Personality and Ability Locus of Control External: outside forces responsible for fate, actions= no affect Internal: think their own behaviors and actions have an impact Self-Monitoring The extent to which people try to control the way they present themselves to others High: want behavior to be socially acceptable; good at managing the impressions others have of them Low: not overly concerned about behaving in a situational appropriate manner, more likely to say what they think is true/correct, provide open, honest feedback The Big Five Model of Personality Trait: specific component of personality- tendencies a person has to feel, think, act in certain ways- shy, outgoing, etc 1.Extraversion: positive emotions, gregariousness, warmth aka positive affectivity, more satisfied with jobs 2. Neuroticism: anxiety, self-consciousness, vulnerability aka negative affectivity, view= negative, more critical 3.Agreeableness: trust, straightforwardness, tender-mindedness *people low on this are mistrustful, 4. Conscientiousness: competence, order, self disciple *extent to which people are careful, scrupulous, and preserving 5.Openness to Experience: fantasy, Actions, Ideas *extent to which an individual is original, open to stimuli, has board interests, and willing to take risks *a person can be high, low, or anywhere between for each trait **no such thing as a good or bad...
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...BUS520 Week 11 Final Exam 1 and 2 BUS520 Week 11 Final Exam 1 and 2 BUS520Week 11 Final Exam 1 and 2 Download Answer Here http://workbank247.com/q/bus520-final-exam-1-and-2/6911 Question 1 According to the Ohio State leadership studies, a leader high in __________ is sensitive to people’s feelings and tries to make things pleasant for the followers. • Question 2 __________ 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...
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...i.e. the direction of the behavior is functional to the organization and helps to achieve its goals. Intensity: concerned with how hard a person tries Persistence: is a measure of how long a person can maintain his/her effort. Motivated individuals stay with a task long enough to achieve their goal Relation between Motivation and Performance Performance is an evaluation of the results of a person’s behavior: It involves determining how well or poorly a person has accomplished a task or done a job. Motivation is only one factor among many that contributes to an employee’s job performance *** A high level of motivation does not always result in a high level of performance. Conversely, high performance does not necessarily imply that motivation is high. Performance depends on other factors rather than motivation which are capacity and opportunity. ***Employees with low motivation may perform at a high level if they have a great deal of ability. Employees with high motivation may have low performance due to lack of skills and abilities or absence of a good opportunity. ***Managers have to be careful not to automatically attribute the cause of low performance to a lack of motivation or the cause of high performance to high motivation Intrinsic and Extrinsic Motivation INTRINSICALLY MOTIVATED WORK BEHAVIOR: Behavior performed for its own sake (those persons want challenging assignments). EXTRINSICALLY MOTIVATED WORK BEHAVIOR: Behavior performed to acquire...
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... *This inconsistency is a preference reversal and reveals the framing effect. Almost any decision can be reframed as a gain or a loss relative to sth. Decision makers’ reference points for defining gain and loss are often arbitrary. -Overconfidence In the team, overconfidence leads people less to focus on their teammates’ strength, as opposed to their weaknesses and neglect the strength and weakness of members of competitor teams. -Confirmation bias It is a tendency for people to consider evidence that support their position, hypothesis or desire and disagree or discount evidence that against their belief. 3. Individual VS group decision making in demonstrable tasks -Demonstrable task It is a task that has an obvious, correct answer. Group performs better than independent individuals on a wide range of demonstrable task. And group who use a structured approach...
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...specialized skills and talents. The work of a garage owner operator, who does electrical work, rebuilds engine, does body work, and interacts with customer’s scores high on skill variety. The job of a body shop owner worker who sprays paints 8 hrs. a day scores low on this dimension. 2.Task identity: the degree to which a job requires completion of a whole and identifiable piece of work. A cabinet workers who designs a piece of furniture, selects wood, builds the object, and finishes it to perfection has a job that scores high on task identity. A job scoring low on this dimension is operating a factory lathes solely to make table legs. 3.Task significance: the degree to which a job affects the lives or work of other people. The job of a nurse handling the diverse needs of patients in a hospital intensive care unit scores high on task significance; sweeping floors in a hospital scores low. 4.Autonomy: the degree to which a job provides the workers freedom, independence, and discretion in scheduling work and determining the procedures for carrying it out. A salesperson that schedules his or her own work each day decides on the sales approach for each customer without supervision has a highly autonomous job. A salesperson who is given a set of leads each day and is required to follow a standardized sales script with potential customers has a job low on autonomy. 5. Feedback: the degree to which carrying out work activities generates direct and...
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...PART 1 – ANALYSIS OF THE CURRENT SITUATION: Summary: The current leadership situation is horrible at the company. The sales for the Willamette Company have been slowing down in the past couple of years because of bad customer service (Garlington). John went through the paper work and found that the sales people seem to leave off the specifications and the designers have to spend hours on the phone to understand what the client customer actually wants the machine to be able to do. The company loses time and money to clarify these specifications, and they occasionally need to pay additional costs due to differences in prices for parts so they can meet the changed specifications. Also, the sales people are not asked to correct their mistakes. John also, found a letter addressed to Fred, the previous boss, indicating one of the CAD designers had quit the company due to “…ongoing management harassment AND complete lack of training for the sales people, who do not know how to write a design specification for a standard hydraulic pump” (Garlington). John has been very successful in leading the team. He had a good relationship with all his employees in the past and doesn’t want that to change in this company. He has realized that in that this team was not in very good hands in the past, and they were under a strict supervision. The employees are used to being told what to do otherwise they don’t know what needs to be done. Their previous leader kept everything under his control. John...
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...Role ambiguity is a common stress factor at work. This is when a person does not know what his or her expectations are within the workforce. They also do not know how their work performance will be evaluated, and they do not perform their tasks the way they are supposed to. Another conflict at work is when ethical dilemmas become an issue at work. This is when a person is asked to or required to do a task at work that violates his or her own personal values. Religion can be a reason that ethical dilemmas happen. For example, one person may need to take Saturday off from work completely because he or she wants to observe the Sabbath, but the job requires one to work on Saturdays. Another example of conflict in the workforce is interpersonal problems. This happens when the employees do not get along at work. There are either bad relationships or working with one another is not cooperative because the employees do not get along. This can be because of cultural differences, for example. The last example of stress at work is having career developments. This happens when a company seems to be moving too fast or too slow and one feels like they can or cannot keep up with the workforce. Employees may feel stuck in a plateau, for example. Groupthink is a serious threat to the quality of decision making and is the tendency of a group of people that is highly cohesive to lose their critical evaluative capabilities. It occurs because team members seek conformity and become unwilling...
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...zero-sum game (no collaboration between firms), perfect info (all you need). 3. Industry Evolution a)2 mechanisms b) Founding rate c) Failure rate 4. AMC Model * Attacker i. Awareness: new market opportunity, market dependence ii. Motivation: past performance (bad=attack), likelihood of success iii. Capabilities: internal social capital + resources & competitors weaknesses * Defender i. Awareness: market dependence, attributes of attackers (direct comp?) ii. Motivation: past performance, impact of attack, likelihood of success iii. Weaknesses of attackers, resources & caps. *Motivation! Dynamic 2 firms 5. Strategic Groups a) Not all firms in industry are the same b) competition localized (products, size, location) c)Existence req. mobility barriers (entry, exit) grouping/diff to switch prd. Internal: Organizational Capabilities 6....
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...repetitive manner – Projects take place outside the normal, process-oriented world of the firm What is a Project (con’t) • A project can be considered to be any series of activities or tasks that: – Have a specific objective to be completed within certain specifications – Have defined start and end date – Have funding limits – Consume human and nonhuman resources – Are multifunctional What is a Project (con’t) • Various elements of projects: – Projects are complex, one-time process: a project arises for a specific purpose or to meet a stated goal; they are complex because they typically require the coordinated inputs of numerous members of the organization – Projects are limited by budget, schedule, and resources: project work requires that members work with limited financial and human resources for a specified time period; project are resource-constrained activities – Projects are developed to resolve a clear goal or set of goals: its goals or deliverables, define the nature of the project and that of its team – Projects are customer-oriented: the underlying purpose of any project is to satisfy customer needs either internal or external customers...
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...is the formal pattern of how jobs but not people are grouped. FALSE 6.) "Culture" is the pattern of basic assumptions used by individuals and groups to deal with the organization and its environment. TRUE 7. The "organizational environment" includes the market and technology but generally excludes governmental activities due to the "commerce clause." FALSE 8. Group performance is the foundation of organizational performance. FALSE 9. Groups form within organizations exclusively to address formal organizational needs. FALSE 10. The essence of power is control over others. TRUE 11. Managers derive power from both organizational and individual sources. TRUE 12. Leadership and quality concepts have been found to be inseparable. TRUE 13. Job design refers to the process by which managers specify the contents, methods, and relationships of jobs to satisfy both organizational and individual requirements. TRUE 14. Job design looks at contents, methods and relationships of jobs to the exclusive end of meeting organizational requirements. FALSE 15. Organizational effectiveness is a result of both individual and group effectiveness. TRUE 16. The text provides stress as a cause of both individual and group effectiveness. FALSE 17. (p. 16) The Classical School proposed that management work consists of distinct but unrelated functions which together...
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