...Below are key definitions (terms) & concepts from the assigned readings and lecture slides. You should be familiar with them for Exam 1. The key definitions / concepts are not intended to be an all inclusive list of what will be on the exam. I also included the pages of the chapters that will be covered on the exam. I will not ask questions from chapter pages that do not fall in the ranges listed below. I will not ask questions from the “Skills & Best Practices” & “Hands On Exercises” sections in the OB textbook. I will not ask questions from the “HR How To”, “eHRM”, “Did You Know”, “Best Practices” & “HR Oops” sections of the HR textbook. Make sure you download the post-lecture slides from Carmen On page 4 of this study guide I have provided some example questions. Remember the likely sources of exam material: • Material Found in Book & Slides (found both places) – MOST LIKELY • Material Found Only In Slides (I have placed an ASTERISK on slides with non-book content that is exam material) • Material Found Only In Book (e.g. definitions, frameworks,…) Strategy & Strategic OB: K&K Chapter 1: Definitions (key terms): contingency approach, human capital, management, organizational behavior, social capital, Theory Y, total quality management Reading: p.5-16 (just the top of 16) Key concepts Human Relations Movement Theory X, Theory Y Total Quality Management Deming’s 85-15 Rule Contingency Approach Human Capital Social Capital Congruence...
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...“GE’s GLOBAL VIRTUAL TEAM WANTS TO REAP THE WIND” |MODULE M 5 CREATING HIGH PERFORMANCE PROJECT AND PROCESS TEAMS | |OB in Action Case Study 1. Executive Summary OB in Action Case Study GE’s Global Virtual Team Wants to Reap the Wind. PART A 1. Question 1 A definition of groups and teams is contrasted within the views of three current authors in this report to provide a model for understanding the nature of groups and teams in organisations. It begins by defining the various types of groups and teams, reasons for their formation, and characteristics of groups and teams, a summary of objectives is defined. OBJECTIVES : 1. Describe the various groups in organisations 2. Stages of group development 3. Characteristics of effective work groups 4. Describing various teams that exist in organisations 5. Characteristics of effective teams Differences of the above objectives between the three authors will be clarified to determine an understanding of how each author arrives at concluding how groups and teams serve organisations. Authors: Stephen P. Robbins, Timothy A. Judge; Gibson, Ivancevich, Donnely, Konopaske; Andrew J. DuBrin. OB in Action Case Study GE’s Global Virtual Team Wants to Reap the Wind. VARIOUS GROUPS IN ORGANISATIONS P. Robbins, A. Judge define groups as two or more individuals, interacting and interdependent who come together to achieve particular...
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...REAP THE WIND” |MODULE M 5 CREATING HIGH PERFORMANCE PROJECT AND PROCESS TEAMS | |OB in Action Case Study 1. Executive Summary General Electric Co is setting out to apply considerable financial and technological innovation to the field of wind energy. James Lyons in charge of sourcing talent from around the world has the task of forming a team that is culturally diverse and innovative enough to design and research new techniques for developing alternative methods of harnessing wind energy. In question within this case study is the application of teamwork competencies to maximise efficiency and effectiveness in achieving specific outcomes for developing solutions. Different methods of effective group performance are discussed and elaborated upon as well as the interaction of the leader in establishing guiding principles in getting results. Contrasted within this report are the views and opinions of 3 different authors in defining group and teams within organizational behaviour, describing the various groups found in organizations, stages of group development, characteristics of effective work groups and teams. Factors that may be attributed to possible failure and the various contingency factors that have a direct relationship to a leader’s behaviour in particular to achieving specific outcomes are also discussed. OB in Action Case Study GE’s Global Virtual Team Wants to Reap the Wind. ...
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...Introduction: Working in a small cohesive team of five members tasked with an assignment to submit a case study analysis helped bust several myths about teams and provided valuable lessons in working as groups. There was rich diversity in the team in terms of work experience; varied skill sets as well as varying exposure to theoretical and practical concepts of OB. The approach taken to achieve our goal was to divide and conquer. The entire analysis was broken into smaller sections that were split across the individuals who picked the topics based on their comfort levels. The more senior and experienced members offered to take up more complex sections that involved more analytical skills. I offered to take up the task of compilation of the sections into a single deliverable and perform the necessary editing and review to publish an output that was consistent. This was accepted without any conflict due to the team’s faith in my writing skills and producing case reports which was demonstrated through my grades from earlier courses. The tangible evidence of skill/expertise helped build trust in my abilities and reduced potential conflict around leadership. Stages of Team Building: It was an interesting experience to see the different stages of team building in action such as the forming of the team when individuals who haven’t worked together in the past came together to work towards a common goal. Although in our case we didn’t have the need for introduction and pleasantries...
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...04-75-100-Section 30 Introduction to Business Summer 2015 04-75-100-Section 30 Introduction to Business Summer 2015 Class meetings: | Tuesdays: 7:00 to 10:00 p.m. (OB B14) | Professor: | Prof. Nicole Anderson | Office: | Room 118 OB | Office hours: | Tuesdays, 5:30PM – 7:00PM | E-mail: | nsleiman@uwindsor.ca | Secretary:Office: | Ms. May NhanRoom 405 OB | E-mail: | nhan@uwindsor.ca | Teaching Assistants: | To Be Assigned | | | This course will familiarize students with business including marketing, operations, finance, accounting international business and human resource management. By the end of the course students should develop a general understanding of business including but not limited to its various applications and forms, key challenges to ethical decision-making, key success factors for a career in business, and the impact on, and the impact of, business on political, legal, social, cultural and economic environments. Methodology This class follows a lecture-discussion format. Students are expected to be prepared to discuss readings assigned for each class. With only limited time to meet during the semester, is it essential that students be prepared to engage, participate and contribute in each session. Lectures and readings will be supplemented by discussion, videos, and case studies, which apply concepts to real-world situations. Textbook, Other Materials and Course Web Site * Bissonette, G. 2012. Business:...
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...OB Seminar 12: Managing Change & Stress • • • • Team Discussion on Case Study Team Presentation Reflection & Experiential Exercise Lesson 12 (Chapter 18) 1 Case study on Lynn Tilton’s leadership (p. 389) 1. Use Table 16-2 to evaluate the extent to which Lynn Tilton displayed the characteristics associated with being a good leader and good manager. 2 Case study on Lynn Tilton’s leadership (p. 389) 2. Which different positive and negative leadership traits and styles were displayed by Tilton? Cite examples. 3 Case study on Lynn Tilton’s leadership (p. 389) 3. To what extent does Tilton display situational approaches toward leadership? Explain. 4 Case study on Lynn Tilton’s leadership (p. 389) 4. Which of the four types of transformational leadership behavior were displayed by Tilton? Provide examples. 5 Case study on Lynn Tilton’s leadership (p. 389) 5. Would you like to work for Lynn Tilton? Explain why or why not. 6 Case study on Lynn Tilton’s leadership (p. 389) 6. What did you learn about leadership from this case? 7 Ch. 18 Learning Objectives 1. Discuss the external and internal forces that create the need for organizational change. 2. Describe Lewin’s change model and the systems model of change. 3. Discuss Kotter’s eight steps for leading organizational change. 4. Define organizational development and explain the OD process. 5. Explain the dynamic model of resistance to change. 18-8 Ch. 18 Learning Objectives ...
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... Organizational behavior (OB) is the study of human behavior in organizations. It is an academic discipline devoted to understanding individuals and group behavior, interpersonal processes and organizational dynamics (Schermerhorn, Osborn, Hunt, & Uhl-Bien 2012). OB is also devoted to explaining and ultimately improving the attitudes and behaviors of individuals and groups in an organization (McGraw-Hill n.d.). Leadership is an important role in an organization and in this paper I will discuss the different styles of leadership and how they affect the overall organization. “Inspired leadership has always played a vital role in the development and sustained productivity of any successful organization. But as many managers are discovering, effective leadership does not often come naturally to them. The technical and business skills they have carefully honed are simply not transferable to many situations calling for interpersonal and leadership abilities” (Dr. Strauss 2014). It is very important to have effective leadership in order to have a successful organization. Leaders are people who influence and create change. Others follow leaders because they see the value of their ideas and suggestions and choose to align with them. Leaders will succeed when other follow them because they want to not because they have to (Schermerhorn, Osborn, Hunt, & Uhl-Bien 2012). For over a century, scholars have attempted to identify the key characteristics that separate...
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...RMIT SCHOOL OF MANAGEMENT BUSM2301 Introduction to Organizational Behavior Learning Contract C SOCIAL LOAFING Course: BUSM 2301. Group Number: 10. Full name: Linh, Dang Binh Phuong. Student ID: s3210262. Words Count: 1,995. TABLE OF CONTENT I. INTRODUCTION 3 II. LEARNING IN ACTIONS - FINDINGS - ANALYSIS AND EVALUATION: 3 1. Observation: 3 2. Apply theories: 4 2.1 - Applied theory of "Specializing the tasks": 4 2.2 - Applied theory of " Establish task importance along with highlight achievement": 5 3. Interview 6 III. CONCLUSION 7 IV. REFERENCE 8 I. INTRODUCTION After doing research and review on Social Loafing at LCB, in this LCC, I would like to present what actions and strategies I have used and applied based on theories about this topic as well as making interviews in order to achieve my learning goal. Moreover, I would like to analyze and evaluate the results of what I have done based on the detail action plan introduced at LCB. Finally, in the conclusion I will point out what I have learnt, how effective my learning contract is and what I should do to improve it in the next time stage. II. LEARNING IN ACTIONS - FINDINGS - ANALYSIS AND EVALUATION: While looking through the Social Loafing literature review (LCB) to get better and thorough understanding about my topic, I decided to take following actions to fulfill my understanding on Social Loafing as well as to reach my desired learning goal. 1. Observation: To me, observation is the very...
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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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...Fundamental Concepts of Organizational Behavior In every field of social science, or even physical science, has a philosophical foundation of basic concepts that guide its development. There are some certain philosophical concepts in organizational behavior also. The concepts are- Individual differences: Every individual in the world is different from others. This idea is supported by science. Each person is different from all others, probably in million ways, just as each persons DNA profile is different. The idea of individual difference comes originally from psychology. From the day of birth, each person is unique, and individual experiences after birth tend to make people even more different. Perception: Peoples perceptions are also differ when they see an object. Two people can differently present a same object. And this is occurring for their experiences. A person always organizes and interprets what he sees according to his lifetime of experience and accumulated value. Employees also see work differently for differ in their personalities, needs, demographics factors, past experiences and social surrounding. A whole person: An employee's personal life is not detached from his working life. As an example, A women who attend the office at 8:30 AM is always anxious for her children's school time (if her children able to attend the school or not). As a result, its impact falls on her concentration that means her working life. For this reason, we cannot separate it...
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...Eli Lilly is a leading pharmaceutical company located in Indianapolis, Indiana, which specializes in treatment of several high profile diseases. Evista, a newly developed drug by Eli Lilly, is an estrogen replacement therapy medicine for prevention of osteoporosis which through testing has seemed to lower the incidence of breast cancer in women. This FDA approved drug is expected to be a potential blockbuster and generate revenue of 1 billion US dollars per year for the company. Pharmaceuticals is a highly competitive market and it is imperative for the leading companies to recuperate their development costs and generate returns for stockholders as well as fund research and development for potential new drugs at almost a constant rate. With the profitable lifetime for drugs, in United States, being significantly shortened since the 1980’s, Lilly Research Laboratories was able to develop Evista in a much shorter time period by adopting a Matrix-Based development approach and utilizing heavyweight teams. This strayed from their usual path of function-based product development strategy. With the possibility of profound profits from the commercialization of Evista, Dr. Gus Watanabe has to weigh whether the increasing internal resistance to heavyweight teams and shortage of resources is worth it. Watanabe needs to make a decision about adopting this new successful heavyweight team approach for commercialization of Evista as well as product development. Changes in the past few years...
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...Numbers 4 functions of management 19 10 managerial roles 21 8 attributes of performance excellence 49 5 ingredients of learning org 50 21st century manager 51 2 dimensions of environmental uncertainty 91 4 absolutes of management for total quality control 94 4 steps in control process 202 4 criteria of a good performance obj 207 A Administrators 17 Agenda setting 23 Administrative principles (Henri Fayol) 37 Administrative principles (Mary Parker) 37,38 Argyris’s theory of adult personality 43 Autonomy and entrepreneurship (att of perform excel) 49 Agile manufacturing 95 Absence of prejudice and discrimination (Mul org) 100 Afirmative action (Mana diver) 104 Action orientation (Plan benefits) 193 Advantage oriented (Plan benefits) 193 After-action review (controlling) 201 Asset management (info + finan control) 203 Area structures 252 Authority (dele + empower) 263 Accountability (dele + empower) 263 Authority and responsibility principle (dele + empower) 263 Advisory authority (org) 265 B Belief in human capital 13 Bureaucratic organization (Max Weber) 38 Bias toward action (att of perform excel) 49 Biculturalism 103 Benefits of planning 193 Budget 197 Benchmarking 199 Best practices 199 Benefit of MBO 207 Break-even analysis 209 Benefits of functional structures 250 Boundaryless organizations 258 C Corporate governance 9 Careers 9 Critical skills...
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...BA 510 Organizational Theory Final Exam I offer you a challenge for purposes of accessing your understanding of the material presented in this class. This challenge is somewhat unique as it will test your integrate key concepts into material taken from everyday life. This exam is in 2 parts. EXAM INSTRUCTIONS You are limited to 13 pages (single spaced, 26 pages double spaced) to tie your thoughts together. This is not an invitation to write more than is necessary, just a realization that some may want to write more in a last minute attempt to raise their final grade. This exam must be submitted to me via the assignment link in the Final exam folder on the assignments page by Saturday March 19th at 10 AM CT. Early submissions are encouraged! PART 1 Instructions Your task is to explain each of the 17 quotes below in terms of material we have talked about in this class. Each quote should be given some thought as to what theory/concept/approach we have talked about ties into each snippet, and what OB lessons can taken from each quote. Some notes before you start… 1) Each quote was chosen for what it says, not for who said it. 2) It is possible that these quotes could be tied to multiple ideas. 3) I am looking for explanations of what you see, and demonstrations of understanding of the material. For example, telling me that #1 is about leadership is not enough. 4) You are allowed to take as much time on this test as you would like, and use any source...
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...CASE: OB-72 DATE: 3/16/09 KIMBERLY-CLARK ANDEAN REGION: CREATING A WINNING CULTURE The culture is innocent. It is really difficult when you are a grown-up to be a kid again. —Sandra Benavides, Peru The new generations have different expectations, they have been exposed to new information and trends; they are more inclined to think in terms of people than the generation we grew up in. —Sergio Nacach, Head of Kimberly-Clark, Andean Region Sergio not only has done a terrific job in his own region, he became the evangelist, if you will, the missionary for the remaining countries and sub-regions in Latin American Operations. —Ramiro Garces, Vice President for Human Resources, LAO In the summer of 2008, Ramiro Garces, vice president of human resources for the Latin American region of Kimberly-Clark, the large consumer products company, was thinking about the many management changes spreading through the company almost like a virus. Less than a decade earlier, Kimberly-Clark had hired an Argentinean, Sergio Nacach, from Unilever. Nacach’s first job had been to run Kimberly-Clark’s operations in the small Central American country of El Salvador. Now, Nacach was running the Andean region for K-C and producing impressive business results. Because of his outstanding results, outgoing personality and willingness to talk to others about what he and his colleagues were doing, his management approach was generating interest throughout the company and particularly influencing its operations...
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...project performance and measuring regularly against the project management plan. One of the most commonly used project control techniques is Earned Value Management (EVM). It is a structured approach to planning, cost and performance measurement. The fundamental principle is that it integrates time, scope and cost objectives to provide a quantitative assessment of the present project status and its likely future performance. This method also highlights potential issues and can enable the Project Manager to make informed decisions to take corrective action(s). Before EVM can be effectively applied to projects, certain elements need to be in place first. ▪ Work Breakdown Structure / Organisation Breakdown Structures: The WBS and OBS define the work to be done on the project and who will do it. ▪ Baseline Plan / Budget: The time-phased budget for the project will provide the primary baseline against which progress and expenditure will be measured. ▪ Status Updates: Performance data relating to project costs and progress must be accurate and provided in a timely fashion. ▪ Forecasts: Estimates of the remaining work and expenditure also needs to be provided. ▪ Change Control Process: A well-defined baseline will provide a firm basis for assessing the impact of changes to the agreed scope, time and cost baselines and whether any change will result in updates to the baseline. In addition to assessing the current health of the project, as mentioned...
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