...dynamics 7) An organization as a unit consists of social, technical and economic sub-units which co-ordinate human and material resources to achieve its goals. a) Yes b) No 8) _______________________ is another term used to denote Organisation behavior. a) Behavior science b) Circumstantial response c) Human relations d) Social responsibility 9) “Human relations is a systematic, developing body of knowledge devoted to explaining the behavior of individuals in an organization.”--- ???? a) Paul Heckman b) S G Huneryager and I.L Heckmann c) Keith Davis d) Gunther Horbes 10) Fred Luthans describes ________________ as understanding, predicting and managing human behavior in an organization. a) Human relations b) OB c) Organisation...
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...EXTREME PERSONALISM Extreme personalism o sobrang pamemersonal. Ito yong ugali ng mga Filipino na ang mga negatibong komento ay itinuturing na personal na pag-atake sa kanila. Kawalan ng rasyonalidad. EXTREME FAMILY CENTEREDNESS ang kapakanan lamang ng pamilya ang inintindi. From the discussion of the strengths and weaknesses of the Filipino, it is clear that there is much that is good in us but there is also much that needs to be changed. It is also clear that many of our strong points are also the sources of weakness. As people, we are person-oriented and relationships with others are very important part of our lives. We are thus capable of much caring and concern for others. On the other hand, our person orientation in the extreme leads to lack of objectivity and disregard for universal rules and procedures where everyone, regardless of our relationship with them, is treated equally. Our person orientation leads us to be concerned for people and yet to be unfair to someone. Our family orientation is both strength and weaknesses, giving us a sense of rootedness and security, both very essential to any form of reaching out to others. At the same time, it develops in us an in-group that prevents us from reaching beyond the family to the larger community and the nation. Lack of Self-Analysis and Self-Reflection. There is a tendency in the Filipino to be superficial and even somewhat flighty. In the face of serious problems, both personal and social, there is...
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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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...1. Power and difference b/w power and influence. Ans. According to Robbins and Judge, “Power is a capacity that A has to influence the behavior of B so that B acts in 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...
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...continuous basis to achieve a common goal or set of goals. Management Functions Management Functions Planning: A process that includes defining goals, establishing strategy, and developing plans to coordinate activities. [1] Organizing: It determining what tasks are to be done, who is to do them, how the tasks are tp be grouped, who reports to whom and where decisions are to be made. Leading: A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. Mintzberg‟s Managerial Roles [2] Definition - Organisational Behaviour. OB is a systematic study of the actions and reactions of individuals, groups and subsystems. O.B. is the systematic study and careful application of knowledge about how people- as individuals and as members of groups –act within organizations. It strives to identify ways in which people can act more effectively. O.B. is a field of study that investigates the impact that individuals, groups and structures have on behaviour within organizations for the purpose of applying such knowledge towards improving an organization‟s effectiveness. O.B. is the study and understanding of individual and group behaviour, patterns of structure in order to help improve...
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...Organizational Behavior Overview Organizational behavior seeks to explain the function of complex organizations and predict the outcomes of changes to their components or underlying dynamics. It is most often applied to private-sector businesses, but it can also be used to describe the dynamics of government agencies, religious organizations and even municipalities. The study of organizational behavior requires a multi-disciplinary approach that draws upon decades’ worth of sociological and psychological research. As opposed to human resource management and its related field of study, which focuses on recognizing individual actors’ motivations and controlling their behavior accordingly, the academics and business professionals who explore the science of organizational behavior seek to explain the broader outcomes that these actors produce. Organizational behavior can be broken into two broad categories: “micro-level” dynamics and “macro-level” outcomes. The former concerns the interactions of individuals within small groups tied to a larger organization while the latter concerns the interplay of entire organizations within a sector or industry. Organisational Behaviour: What You Need to Know The study of organizational behavior is a by-product of the Industrial Revolution. Although nominal theories of efficiency have existed since ancient times, early-modern economist Adam Smith is generally considered to be the grandfather of organizational behavior. His seminal work on...
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...analyst forecast accuracy Ting Luo Department of Accounting, School of Economics and Management, Tsinghua University, Beijing, People’s Republic of China, and Analyst forecast accuracy 257 Wenjuan Xie Department of Accounting and Finance, Whittemore School of Business and Economics, University of New Hampshire, Durham, New Hampshire, USA Abstract Purpose – The purpose of this study is to examine the impact of unidentifiable individual differences among financial analysts on the cross section of their earnings forecast accuracy. Design/methodology/approach – The paper employs the concept of analyst fixed effects to control for unidentifiable individual differences. Various psychological factors, such as decision style and personality traits, are documented to impact individuals’ decision making. However, analysts’ individual differences in such psychological factors are not captured by identifiable personal attributes employed in finance literature, such as years of experience. The methodology used addresses this issue and presents a more comprehensive study of analyst forecast accuracy. Findings – The paper documents that unidentifiable analyst-specific effects are significant, and that controlling for them improves model fitting and changes the explanatory power of some of the traditionally used independent variables in the literature. The paper confirms that the analyst’s firm-specific experience, the intensity of following that a firm receives, and the forecast horizon are all significantly...
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...practices that may need to be changed when managing in different countries. It can help improve quality and employee productivity by showing managers how to empower their people as well as how to design and implement change programs. It offers specific insights to improve a manager’s people skills. In times of rapid and ongoing change, faced by most managers today, OB can help managers cope in a world of “temporariness” and learn ways to stimulate innovation. Finally, OB can offer managers guidance in creating an ethically healthy work climate. 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, and 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. OB studies three determinants of behavior in organizations: individuals, groups, and structure. OB applies the knowledge gained about individuals, groups, and the effect of structure on behavior in order to make organizations work...
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...1 LESSON NO. 1 ORGANISATION BEHAVIOUR INTRODUCTION Org. Behaviour (in short called as OB) is concerned with the study of the behaviour and interaction of people in restricted or organised settings. It involves 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...
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...2: INDIVIDUAL BEHAVIOR, PERSONALITY, AND VALUES MARS Model And Individual Behavior – The MARS model consists of: * Motivation = Personality & Value – Motivation, * Ability = Self-Concept & Perception – Ability, * Role Perception = Emotions & Attitudes / Stress – Role Perceptions These three factors come together during situational factors that lead to behavioral result such as task preference & performance, organizational citizenship (cooperation and helpfulness beyond required job duties), CWBs (Counterproductive Work Behaviors / harm organization), joining/staying with an organization and maintaining attendance. All of these factors reflect individual behavior because each individual is different and will use these in different ways. Four Factors Of Voluntary Individual Behavior And Performance * Motivation – the forces within a person that affect their direction, intensity, and persistence of voluntary behavior. Think of it as a car; directions refers to where you steer the car, intensity is how much you put your foot down on the pedal, and persistence is how close do you get to your destination. Do you have the persistence to make it all the way or do you fall short? * Ability – Includes both the natural aptitudes and learned capabilities required to successfully complete a task. Aptitudes are the natural talents that help employees learn specific task more quickly or perform better at them. Learned capabilities are skills...
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...The International Journal of Organizational Analysis 1997, Vol. 5, No. 2 (April), pp. 156-179 GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS Suresh Gopalan Joan B. Rivera West Texas A&M University India's emergence in the international business arena presents challenges to Western-trained expatriate managers assigned there. These expatriates are familiar with management theories and practices based on value orientations very different from those in India. Kluckhohn and Strodtbeck's Value Orientations Framework is used to provide an overview of the different types of cultural values an expatriate manager will confront in Indian society. The impact of Indian values on various management practices, including team composition, leadership, motivation, and human resource management functions is also discussed It is hoped that this examination of the dominant value orientations of Indian employees will facilitate the successful transfer of Western expatriates to India. Over the last two decades, the Pacific Rim countries of Japan, South Korea, Taiwan, China, and Southeast Asian countries of Thailand, Malaysia, Hong Kong and Singapore have achieved tremendous economic success (Adler, 1994; Foster, 1995). A relative newcomer to this group of countries is India, which is emerging as an industrial power to be reckoned with. As a consequence of the free market reforms and economic liberalization programs pursued by the Narasimha Rao administration...
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...Section 3: Predation (part B), Herbivory, parasitism, popn. Regulation, biocontrol, fisheries, conservation biology. PREDATION… Continued (Part B) C. Studying predator effects on prey populations in the field. 1. Manipulative experiments 2. Accidental Experiments 3. Comparative Studies- woodland caribou -Food limited -Predator limited D. Optimal Foraging theory: how do predators choose their diets? (see chapter 3) *What is the optimum strategy? = Energy maximization or time minimization Max En/T Assumptions about the predator (forager): -Eating and searching for the next food (prey) item are mutually exclusive activities. -Items are found sequentially, items are found one at a time. Energetic Value of prey: EACH PREY ITEM HAS AN ENERGENTIC VALUE (ei) Handling time: A HANDLING TIME (hi) Profitability: : e/h= profitability of each prey item (such that prey can be ranked) Rule: optimal foraging rule (prediction) – always eat the most profitable prey and eat the next most profitable prey if the gain is greater than the gain from rejecting it and searching for a more profitable prey. Predictions of Optimal Foraging Theory: The highest ranked prey type should always be eaten when encountered. 1) Predators with small handling times and long search times should be GENERALISTS. 2) Diets should be broad in pre-poor (unproductivr) environments. 3) The abundance of low ranking prey...
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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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...PEOPLE IN ORGANISATIONS Level 7 I. ORGANISATIONAL BEHAVIOUR 1.1. The meaning of organizational behaviour We live in an organizational world. Organizations of one form or another are a necessary part of our society and serve many important needs. The decisions and actions of management in organizations have an increasing impact on individuals, other organizations and the community. It is important, therefore, to understand how organizations function and the influences which they exercise over the behaviors of people. 1.2. The behavior of people Organizational Behaviour is concerned with the study of the behavior of people within an organizational setting. It involves the understanding, prediction and control of human behavior. There is a close relationship between Organizational Behaviour and management theory and practice. The behavior of people, however, cannot be studied in isolation. It is necessary to understand interrelationships with other variables which together comprise the total organization. To do this involves considerations of interactions among the formal structure , the task to be undertaken , the technology employed and the methods of carrying out work, the process of management and the external environment . The study of O B embraces therefore the understanding of : * The behavior of people , * The process of management ; * The organizational context in which the process of management takes place ; * Organizational processes...
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...The International Journal of Organizational Analysis GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS Suresh Gopalan Joan B. Rivera Article information: Downloaded by UNIVERSITY OF EXETER At 06:38 24 October 2015 (PT) To cite this document: Suresh Gopalan Joan B. Rivera, (1997),"GAINING A PERSPECTIVE ON INDIAN VALUE ORIENTATIONS: IMPLICATIONS FOR EXPATRIATE MANAGERS", The International Journal of Organizational Analysis, Vol. 5 Iss 2 pp. 156 - 179 Permanent link to this document: http://dx.doi.org/10.1108/eb028866 Downloaded on: 24 October 2015, At: 06:38 (PT) References: this document contains references to 0 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 1038 times since 2006* Users who downloaded this article also downloaded: Saikat Banerjee, (2008),"Dimensions of Indian culture, core cultural values and marketing implications: An analysis", Cross Cultural Management: An International Journal, Vol. 15 Iss 4 pp. 367-378 http:// dx.doi.org/10.1108/13527600810914157 Colin M. Fisher, Raj Shirolé, Ashutosh P. Bhupatkar, (2001),"Ethical stances in Indian management culture", Personnel Review, Vol. 30 Iss 6 pp. 694-711 http://dx.doi.org/10.1108/EUM0000000005981 Nitish Singh, Hongxin Zhao, Xiaorui Hu, (2005),"Analyzing the cultural content of web sites: A crossnational comparision of China, India, Japan, and US", International Marketing Review...
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