...ASSIGNMENT:1 QUESTION :What are the main foundations of Organization Development? What are the stages of OD as suggested by Kurt Lewin and subsequently modified by Lippitt, Watson &Westley? ANSWER: 1) FOUNDATION OF OD (a) The field of OD rests on a foundation of values and assumptions about people and organizations. These beliefs help to define what OD is and guide its implementation. (b) Values have always been an integral part of OD package. OD values and assumption developed from research and theory, by behavioral scientist and from the experiences and observations of practicing managers. OD values tend to be humanistic, optimistic and democratic. (d) The knowledge base of OD is extensive and is constantly being upgraded. The most important concept on which OD is constructed is as follows: i) Model & theories of planned change : Organization development is directed at bringing about planned change to increase an organization's effectiveness, generally initiated and implemented by managers, often with the help of an OD practitioner either from inside or outside of the organization. Organizations can use planned change to solve problems, to learn from experience, to reframe shared perceptions, to adapt to external environmental changes, to improve performance, and to influence future changes. The theories describe the different stages through which planned change may be effected in organizations and explain the process of applying OD methods to...
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...South-Western/Thomson Learning TEN PRINCIPLES OF ECONOMICS Economics is the study of how society manages its scarce resources. Copyright © 2004 South-Western/Thomson Learning TEN PRINCIPLES OF ECONOMICS • How people make decisions. • • • • People face tradeoffs. The cost of something is what you give up to get it. Rational people think at the margin. People respond to incentives. Copyright © 2004 South-Western/Thomson Learning TEN PRINCIPLES OF ECONOMICS • How people interact with each other. • Trade can make everyone better off. • Markets are usually a good way to organize economic activity. • Governments can sometimes improve economic outcomes. Copyright © 2004 South-Western/Thomson Learning TEN PRINCIPLES OF ECONOMICS • The forces and trends that affect how the economy as a whole works. • The standard of living depends on a country’s production. • Prices rise when the government prints too much money. • Society faces a short-run tradeoff between inflation and unemployment. Copyright © 2004...
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...F.Y.B.A. Paper – I Economic Theory (Micro Economics-I) SECTION – I Module 1 : Introduction Meaning, nature, scope, significance and limitations of micro economics. Ceteris Paribus – use and significance. Concept and types of equilibrium : stable, unstable, static and dynamic equilibrium – partial equilibrium and general equilibrium, positive economics and normative economics, managerial economics. Basic concepts – wealth, welfare and scarcity. Basic tools of economics analysis (equations and functions, graphs and diagrams, slope and intercepts) Module 2 : Consumers Behaviour and Demand Marishallian Approach : Equi-marginal utility, Law of demand – Determinants of demand. Elasticity of demand and its measurement. Price – Income – Cross and Promotional elasticity of demand. Consumer’s Surplus. Hicksian Approach : Indifference curves – properties of Indifference Curve, Consumer’s Equilibrium, Price effect, Income effect and substitution effect – Derivation of demand from Price Consumption Curve (PCC) – Giffen’s paradox. Samuelson Approach : Revealed Preference Theory. Module 3 : Production and Cost Analysis Concept of production function : short run and long run – Cobb – Douglass production function. isoquants – iso-cost line – producer’s equilibrium. Law of variable proportion and Law of returns to scale – Economies of scale – Economies of scope. Concepts of costs : Money and real cost, Opportunity cost, Social cost, Private cost – Derivation of short run and long run cost curves–...
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...Course: Organizations & Behavior Name：WANQIU LIN Tutor: Word accounts: Date: Content Introduction………………………………………………………………………………..3 Examine different approaches to management and leadership…………………….. Evaluate ways of using motivational theories in organization……………………….. Explain mechanisms for developing effective teamwork in organizations…………. Conclusion………………………………………………………………………………… References………………………………………………………………………………. Introduction Organizational behavior is a field study of human behavior in organization, is a multi-discipline study. It investigates the behavior of individual, group and organization itself. In this report I will use Apple and Google to talking about : 1. Different approaches of management and leadership in Apple Inc. and Google Inc. 2. Discuss the motivation theories and evaluate the using of motivational theories in organizations. 3. Explaining mechanisms for developing effective teamwork in organization. 1.Examine different approaches to management and leadership Management and Leadership Shackleton (1995, p. 2) suggests that 'leadership is the process in which an individual influence other group members towards the attainment of group or organizational goals'. Leadership is a process that including a group and attaining a goal. Google Inc.’s Management approach Google has a lots of Management approaches, the main approach is Scientific approach and Human behavior approach. In scientific...
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...capacity actually develops. In 2002, the chair of Govnet, the Network on Governance and Capacity Development of the OECD, asked the European Centre for Development Policy Management (ECDPM) in Maastricht, the Netherlands to undertake a study of how organisations and systems, mainly in developing countries, have succeeded in building their capacity and improving performance. The resulting study focuses on the endogenous process of capacity development - the process of change from the perspective of those undergoing the change. The study examines the factors that encourage it, how it differs from one context to another, and why efforts to develop capacity have been more successful in some contexts than in others. The study consists of about 20 field cases carried out according to a methodological framework with seven components, as follows: • • • Capabilities: How do the capabilities of a group, organisation or network feed into organisational capacity? Endogenous change and adaptation: How do processes of change take place within an organisation or system? Performance: What has the organisation or system accomplished or is it now able to deliver? The focus here is on assessing the effectiveness of the process of capacity...
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... 4. Application: The aggregate stock market 4.1. The equity premium puzzle 4.1.1. Prospect theory 4.1.2. Ambiguity aversion 4.2. The volatility puzzle 4.2.1. Beliefs 4.2.2. Preferences 5. Application: The cross-section of average returns 5.1. Belief-based models 1054 1054 1055 1056 1056 1058 1061 1061 1063 1064 1065 1065 1069 1069 1074 1075 1078 1079 1082 1083 1084 1086 1087 1092 ° We are very grateful to Markus Brunnermeier, George Constantinides, Kent Daniel, Milt Harris, Ming Huang, Owen Lamont, Jay Ritter, Andrei Shleifer, Jeremy Stein and Tuomo Vuolteenaho for extensive comments. Handbook of the Economics of Finance, Edited by G.M. Constantinides, M. Harris and R. Stulz © 2003 Elsevier Science B.V All rights reserved . 1054 5.2. Belief-based models with institutional frictions 5.3. Preferences N. Barberis and R. Thaler 6. Application: Closed-end funds and comovement 6.1. Closed-end funds 6.2. Comovement 7. Application: Investor behavior 7.1. 7.2. 7.3. 7.4. 7.5. Insufficient diversification Naive diversification Excessive trading The selling decision The buying decision 8. Application: Corporate finance 8.1. Security issuance, capital structure and investment 8.2. Dividends 8.3. Models of managerial irrationality 9. Conclusion Appendix A References 1095 1097 1098 1098 1099 1101 1101 1103 1103 1104 1105 1106 1106 1109 1111 1113 1115 1116 Abstract Behavioral finance argues that some financial phenomena can plausibly be...
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...hypothesis; positive accounting theory INTRODUCTION Around 1970 there was a dramatic change in the approach to accounting research. Several reasons have been suggested for this change in methodological direction by those reviewing the development of accounting thought. To many, a major distinction is a change in direction away from attempts to prescribe a theory of accounting to developing theory from a description of extant practices. To advocates of the latter, previous attempts to develop a theory of accounting were futile as there could never be agreement over many of the inputs into a theory such as the postulates, principles but most specifically the assumptions. Although a very inaccurate description the two approaches are labelled normative (the prescriptive theories that dominated prior to 1970) and positive (the descriptive research that has dominated mainstream accounting research since 1970). With its emphasis on description, the most defining characteristic of mainstream research since 1970 is its commitment to empiricism. In their book on accounting...
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...board with 10 executives replaced * Acquisition and Mergers Discussing more on the second-order change, a transformational change happened when the organization switched from entrepreneurial to become a wider and more professional management kind of structure when they begun to purchase local subsidiaries in foreign market in order for their sales agent (new position) to introduce their product outside of Switzerland. Another transformational change that happen involves the visionary changes that make the organization change in terms of involving in other fields of business through product d1versification through: i. Production of chocolate with the ingredients of Swiss General Chocolate Factory ; ii. Created new product like malted milk, powdered beverage and powdered bottled milk ; iii. Production of coffee products ; iv. Merged with Maggi seasoning and soup manufacturers ; v. Entered cosmetic arena thus becoming the major shareholder of L’Oreal ;...
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...the formal structures can never conquer the non-rational dimensions of organizational behaviour. Individuals do not act purely based on their formal roles. Organizations do not act purely based on formal structures. Selznick notes that individuals bring other commitments to the organization that can restrict rational decision-making. Institutions exert a constraining influence over organizations, called isomorphism that forces organizations in the same population to resemble other organizations that face the same set of environmental conditions (Hawley, 1968). Then, the isomorphism was further discussed by DiMaggio and Powell (1983) where the analysis of institutions exert three types of isomorphic pressure on organizations: coercive, normative, and mimetic. Coercive isomorphism refers to pressure from entities who have resources on which an organization depends. Mimetic isomorphism refers to the imitation or copying of other successful organizations when an organization is uncertain about what to do. Normative isomorphism refers to following professional standards and practices established by education and training methods, professional networks, and movement of employees...
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...between macroeconomics and microeconomics. We then look at the economizing problem from both an individual and societal perspective. For the individual we develop the budget line, for society the production possibilities model. In our discussion of production possibilities, the concepts of opportunity costs and increasing opportunity costs, unemployment, growth, and present vs. future possibilities are all demonstrated. Finally, in the Last Word, some of the problems, limitations, and pitfalls that hinder sound economic reasoning are examined. The Appendix to Chapter 1 provides an important introduction to graphical analysis. While this will be review material for most students, for some this may be new. Instructors are strongly urged to confirm that their students understand this section before proceeding. The software supplement can provide effective remedial help for those students who are not familiar with graphical analysis, or just need a refresher. WHAT’S NEW There is a new learning objective for this chapter: Explain the individual’s economizing problem and how trade-offs, opportunity costs, and attainable combinations can be illustrated with budget lines. The definition of Macroeconomics has been broadened to reflect all of the issues in the field. The “Consider This” discussion in the Individual’s Economizing Problem section has been updated to more recent figures....
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...Examining the Relationship Between Emotional Intelligence of Managers and Organizational Commitment of Subordinates Dissertation Submitted to Northcentral University Graduate Faculty of the School of Business and Technology Management in Partial Fulfillment of the Requirements for the Degree of DOCTOR OF PHILOSOPHY by DANIEL R. BENNETT Prescott Valley, Arizona March 2011 UMI Number: 3452478 All rights reserved INFORMATION TO ALL USERS The quality of this reproduction is dependent upon the quality of the copy submitted. In the unlikely event that the author did not send a complete manuscript and there are missing pages, these will be noted. Also, if material had to be removed, a note will indicate the deletion. UMT Dissertation Publishing UMI 3452478 Copyright 2011 by ProQuest LLC. All rights reserved. This edition of the work is protected against unauthorized copying under Title 17, United States Code. ProQuest LLC 789 East Eisenhower Parkway P.O. Box 1346 Ann Arbor, Ml 48106-1346 Copyright 2011 Daniel R. Bennett APPROVAL PAGE Examining the Relationship Between Emotional Intelligence of Managers and Organizational Commitment of Subordinates by Daniel R. Bennett Approved by: air: Robert Miller, Ed.D Member: Jaime J. Klein, Ph.D. Member: Penny Ann Wilkins, D.M. Date -14- Certified by: School Dean: Arthur Lee Smith, Ph.D. Date ABSTRACT Evidence from numerous studies suggests that Organizational Commitment (OC) among employees...
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...45 2014 January International Business Studies and the Imperative of Context. Exploring the ‘Black Whole’ in Institutional Theory Michael Jakobsen ©Copyright is held by the author or authors of each Discussion Paper. Copenhagen Discussion Papers cannot be republished, reprinted, or reproduced in any format without the permission of the paper's author or authors. Note: The views expressed in each paper are those of the author or authors of the paper. They do not represent the views of the Asia Research Centre or Copenhagen Business School. Editor of the Copenhagen Discussion Papers: Associate Professor Michael Jacobsen Asia Research Centre Copenhagen Business School Porcelænshaven 24 DK-2000 Frederiksberg Denmark Tel.: (+45) 3815 3396 Email: mj.int@cbs.dk www.cbs.dk/arc International Business Studies and the Imperative of Context. Exploring the ‘Black Whole’ in Institutional Theory Michael Jakobsen Associate Professor Asia Research Centre Copenhagen Business School mj.int@cbs.dk Abstract The aim of this article is to take a critical look at how to perceive informal institutions within institutional theory. Douglas North in his early works on institutional theory divided the national institutional framework into two main categories, formal and informal institution or constraints as he called them. The formal constraints consisted of political rules, judicial decisions and economic contracts, whereas informal constraints consisted of socially sanctioned norms...
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...UNIT 1 V1. Introduction: The EU in the New World Order (3 Videos) Questions: 1. Who has the power to represent the EU internationally? The president of the European Commission, the high Representative of the Union for Foreign Affairs and Security Policy, the head of delegation of the EU to third countries (e.g. the US),and the president of the European Council. 2. Of which of the following international organisations is the EU a (full) member? The FAO and WTO, two conditions need to be fulfilled: 1) The EU must have the power (as conferred by the Member States in the Treaties) to become a member, 2) the international organization must allow the EU (which is not a state) to become a member. Consult, for instance, Art. 4 of the UN Charter 3. What is the EU in international law? Rights and obligations. It is not a state or is a regional integration organization with a very extensive measeur of international legal personality (at 47 TEU) 4. Who represents Europe in the world, in external affairs and treaty negotiations with 3rd countries or international organizations, High representative of EU for foreign affairs and policy: created by the Lisbon treaty , it is also the vicepresident to the European Comissions. Head of state, Europe is represented by 2 persons: permanent president of European Council and President of the European Commission (more for classical competences of the EUUU). And Rotatic council. World wide diplomatic network of the European Union:...
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...Theories of International Relations Third edition Scott Burchill, Andrew Linklater, Richard Devetak, Jack Donnelly, Matthew Paterson, Christian Reus-Smit and Jacqui True Theories of International Relations This page intentionally left blank Theories of International Relations Third edition Scott Burchill, Andrew Linklater, Richard Devetak, Jack Donnelly, Matthew Paterson, Christian Reus-Smit and Jacqui True Material from 1st edition © Deakin University 1995, 1996 Chapter 1 © Scott Burchill 2001, Scott Burchill and Andrew Linklater 2005 Chapter 2 © Jack Donnelly 2005 Chapter 3 © Scott Burchill, Chapters 4 and 5 © Andrew Linklater, Chapters 6 and 7 © Richard Devetak, Chapter 8 © Christian Reus-Smit, Chapter 9 © Jacqui True, Chapter 10 © Matthew Paterson 2001, 2005 All rights reserved. No reproduction, copy or transmission of this publication may be made without written permission. No paragraph of this publication may be reproduced, copied or transmitted save with written permission or in accordance with the provisions of the Copyright, Designs and Patents Act 1988, or under the terms of any licence permitting limited copying issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London W1T 4LP. Any person who does any unauthorized act in relation to this publication may be liable to criminal prosecution and civil claims for damages. The authors have asserted their rights to be identified as the authors of this work in accordance with the Copyright...
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...I. Eliashberg and C.L. Lilien, Eds., Handbooks in OR d MS. Vol. 5 0 1993 Elsevier Science Publishers B.V. All rights reserved. Chapter 17 Marketing Strategy Models* Yoram (Jerry) Wind The Wharton School. University o/PennryIuonio. Philodrlyhio. P A 19104. U S A Gary L. Lilien Pennsyluanin Stare Uniriersity, Universiry Park, P A 16802, U S A 1. lntrcduction Many of the models and approaches outlined in other chapters of this book address single marketing issues (promotional spending, pricing, salesforce deployment, etc.) within the context of any organization where other factors are assumed constant. For the most part, such approaches are 'bottom-up', and closely akin to the operational philosophy of traditional ORIMS. Consider, in contrast, a large organization with several business divisions and several product lines within each division. Marketing plays a number of roles throughout that organization. At the organizational level, marketing can provide both perspectives and information to help management decide on what the mission of the corporation should be, what the opportunities of the organization might be, what strategies for growth it might have, and how it might develop and manage its portfolio of businesses. The resulting corporate policies provide guidelines fordevelopment of strategy at each business division. And, at the lowest level, the managers of each product and/or market within each division develop their own marketing strategies within the...
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