...Organizational Behavior Credit: 01 Instructor: Dr. Vandana Pareek E-mail: Vandana.pareek@accurate.in Course Outline Introduction: Understanding and managing people’s behavior in the work organizations are quite challenging for managers because of the complexities involved in this process. These complexities can be simplified by applying the information from the field of study in management, known as Organizational Behavior (OB). Course Objective: To understand the challenges lying before the managers in managing human behavior in organizations and how knowledge of organizational behavior helps managers to meet these challenges effectively. Text Book: Robbins S., Judge, T.A. & Vohra, N. (2012). Organizational Behavior, Perarson, New Delhi. Reference Books: 1. Luthans F, Organizational Behavior 2. Moorhead & Griffin, Managing People & Organizations 3. Prasad L M, Organizational Behavior 4. Pareek Udai , Understanding Organizational Behavior Evaluation System: Criterion | Load | Assignment | 10 | Class Participation | 10 | Mid-Term | 30 | End-Term | 40 | Presentation | 10 | Total | 100 | Session Plan: Session | Content | Reading Material | 1 | Introduction: What is OB, Concept, key elements, importance of OB. | | 2 | Challenges and Opportunities for OB, | | 3 | Foundation for Individual Behavior: Learning...
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...Learning in Action - A guide to putting the learning organization to work By David A Garvin Harvard Business School Press, 2000 This insightful book is meant to help companies understand how to leverage knowledge and make it a key corporate asset. The learning process involves acquiring, interpreting and applying knowledge. Author, David Garvin of Harvard Business School examines the challenges associated with each of these steps. He also explains how the three modes of learning, intelligence gathering, experience and experimentation can be effectively deployed. He examines the role leadership must play in making learning a day-to-day reality in their organizations. From individual to organizational learning Learning is the most natural of activities. It is an essential part of human experience. And it is a life long process, whether we recognize it or not. As individuals, we are motivated to learn to satisfy our curiosity, pass an examination, solve a problem or move on to a new role/career. Though the importance of learning is widely acknowledged, many managers remain cynical. They look at learning as something of “questionable value” that diverts the attention of employees from “real work.” Learning is also viewed by many managers as something which releases human potential, not something which improves the bottom-line. Another point to be noted is that managers like stability and predictability. This is somewhat inconsistent with learning which encourages...
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...Leadership Style and Organizational Impact This article is from the June 2010 issue. By Michael A. Germano, J.D., M.A., M.S. Leadership has a direct cause and effect relationship upon organizations and their success. Leaders determine values, culture, change tolerance and employee motivation. They shape institutional strategies including their execution and effectiveness. Leaders can appear at any level of an institution and are not exclusive to management. Successful leaders do, however, have one thing in common. They influence those around them in order to reap maximum benefit from the organization’s resources, including its most vital and expensive: its people. Libraries require leadership just like business, government and non-profit organizations. Whether a public, special or academic library, that library’s leaders directly affect everything from patron experience to successfully executing stated missions, including resource allocation, services offered and collection development strategies. In fact, the influence of leaders and their effectiveness in moving people to a shared vision can directly shape the library’s people, its materials, how patrons use or interact with them and whether or not that experience is beneficial. With leadership potentially playing such a vital role in the success of information centers and patron experiences, it is useful to consider the different types of leaders and their potential impact on libraries as organizations. Current leadership...
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...COALITIONCoalition 1 – All Risk No Reward Coalition | GOALGoal 1- To oppose the Keystone Pipeline Project and create awareness among the public about the negative impact that it can have on the environmentGoal2 – To persuade President Obama and Secretary Kerry to reject the proposal of the project | TACTICTactic 1 – Forming a unique blend of various state and national groups to strengthen the coalition Tactic 2- Creating awareness using paid media such as newspaper and television advertisementTactic3- Establishing a youth centered mobilization effort to boost the movement | Coalition 2 – Multistate coalition of general attorneys | Goal 1 – To highlight the benefits that the project will have on the nation’s economyGoal 2- To urge President Obama and Secretary Kerry to approve and pass the Keystone Pipeline Project | Tactic 1- Writing a petition to Secretary Kerry to issue a permit for the project by emphasizing its benefits such as increased employment and energy independence. | Coalition 3- Group of Oklahomans tribe members including Camp Horinek and Whitman | Goal 1 – To draw national attention to the negative impact the project would have on the environmentGoal 2- To preserve the sacred lands of the tribes that may be destroyed due to the commencement of the project. | Tactic 1 – Initiating a national rally starting from Canada and extending all the way to Oklahoma for climate justice and expressing opposition to the keystone pipeline project. | Coalition 4 –...
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...delineate the processes by which individual minds perceive, manip ulate, and interpret information. Initially applied to artificial and puzzle-like tasks, cognitive theories have increasingly sought to explain more complex, ill-structured, and "real world" forms of cognitive activity. But even as explan atory ambitions have expanded, the standard metaphors (some treat them as true models) for problem solving and other forms of complex "higher-order" cognitive activity have been the rule-based theories of artificial intelligence in the Newell & Simon (1972) tradition. The rise of blackboard models and connectionist theories (Rummelhart et al 1986) has provided new and enrich ing metaphors, such as the "society of mind" (Minsky 1986), but the focus has remained on the individual as a solitary and, for the most part, purely intellec tive being. Although cognitive psychology's increasing engagement with com plex tasks has pressed the field toward a consideration of the context of problem solving as an important element in cognition, little attention has been paid to intentions, motivations, social interpretations, or cognitive functioning in interaction with others. A continuing debate among cognitive psychologists concerns the relative importance of general processes (sometimes called "skills") versus domain specific knowledge in generating competent performance. Most now agree that "experts" in a domain are characterized by large pools of quickly accessi ble and highly specific...
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...Question 1 Madam May May has to deal with an increasingly diverse group of workers in her department. Suggest ways on how she can manage diversity effectively in the work environment. Answer What is diversity? According to UCSF (University of California, San Francisco) diversity is "The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage, age, gender, sexual orientation, gender identity and other characteristics." So Madam May May needs to manage her subordinates with their physical abilities, gender, and sexual orientation. According to Organizational Behavior 14th edition, Robbins Judge, we aren’t all the same. This is obvious enough, but managers sometimes forget that they need to recognize and capitalize on these differences to get the most out of their employees. Effective diversity management increases an organization’s access to the widest possible pool of skills, abilities, and ideas. Differences among people can lead to miscommunication, misunderstanding, and conflict must also be recognized by the managers. Madam May May has some key roles to ensure the organization diversity be managed effectively in the environment. First key role is to know well or adapt the concept of the managing diversity concepts. Secondly, have recognition of diversity through every aspect of the management of threads. Thirdly, be aware of the sensitive issues, so we must be educated about the culture, race...
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...Internal and External Factors Affecting Organisational Behaviour Organisation behaviour is a chief component of any business school core curriculum because it sets out to help students comprehend how human beings deal with being part of organisations, large or small, working in teams and so forth. It is, fundamentally, the study of the 'soft' end of business. The theories derive from a diversity of disciplines including sociology and psychology. It disquiets itself with the problematical patterns of individual and group working. Thus the apparent aim of the study of organisational behaviour is to understand why people work in positive ways and then working out how to use this knowledge to improve the use of resources. Factors Effecting behaviour at work: The role of work has changed throughout the world due to economic conditions and social demands. Originally, work was a matter of necessity and survival. Throughout the years, the role of "work" has evolved and the composition of the workforce has changed. Today, work still is a necessity but it should be a source of personal satisfaction as well. One of the vehicles to help provide attainment of personal and professional goals is work-life benefits and programs which also helps to assess the behaviour of an individual and the factors affecting the behaviour at work. Struggling with your essay? We can help! We can help get your coursework back on track, take a look at our services to learn more about how we can help...
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...As we know Samsung is one of the most wide spread and well known companies in the world. With its destination and wide range of production segments Samsung is establishing its ownership globally. But in other hand, macro-economical factors such as pressure from competitors, innovations of new type of technologies, customers demand and many others is tackling Samsung company to survive in the turbulence. Managers and marketers of Samsung have successfully been doing their job to promote the business. They used unique techniques to survive and to lead their brand forward, such as Samsung created lots of production segments (smart phones, Tablets, TVs, household equipments and so on) they made their goods available to everyone by selling in premium prices. They opened their doors and contracted with many well known corporations. There are some more ways to improve efficiency of the business. Let’s look each of them in detail: 1. In order to be globally successful, Samsung should use and develop marketing strategies by taking into account its strengths, weaknesses and availability of resources. It’s been too long for Samsung company to come this position, however, to reach their objectives they need to never stop “fighting”. 2. The company should try to develop product which global consumers could identify easily from competitors one. We can take the best example of “Apple” goods. Each person can recognize Smartphone - “Iphone” without any difficulty. 3. Identify...
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...EXPLOITS UNIVERSITY FACULTY OF COMMERCE Human ResourcesManagement Student Name; Mischeck Stanley Mtonga PROGRAM ;BHRM year 3: 2nd SEMESTER MODULE: Organisation Behaviour ASSIGNMENT QUESTION; Organisation Behaviour is a multidisciplinary in nature meaning that it uses principles,models,theories and methods from other disciplines, identify these disciplines and discuss how they cotribute to organisational behaviour… LECTURER: Maneka Moyo DATE OF SUBMISSION: 15th februar 2014 Introduction; An organization is a collection of people who work together to achieve a wide variety of goals, both goals of the organization and goals of the various individuals in the organization. Organizations exist to provide services and goods that people want. These goods and services are the products of the behaviors of workers. Organizational behavior usually known as ‘OB’ is the study of the many factors that have an impact on how individuals and groups respond to and act in organizations and how organizations manage their environments. Organization is somewhat defined as “Organisations comprise two or more people engaged in a systematic and coordinated effort, persistently over a period of time, in pursuit of goals which convert resources into goods and/or services which are needed by consumers” such definition implies the organization exists with the presence of people consists of diverse cultures, character, perception, intelligence and...
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...Define OB 2. Goal of OB 3. List the fundamental concept of OB 4. What are the key forces of OB 5. Explain how the study of the fundamental concept of organizational behavior can help better manage their people at work 6. Name the different models of organizational behavior with a description of any one. 7. Why managers need to study OB 1. Define OB * Organisational behavior is the systematic study and careful application of knowledge about how people-as individual and as groups –act within organsiastions. * OB is a field of study that investigates the impact that individuals, groups and structure have on behavior within organisations for the purpose of applying such knowledge towards improving an orgnasiation’s effectiveness. 2. Goal of OB Leaders must be able to: i. Describe ii. Understand iii. Predict iv. Control individual behavior in the organisation * Describe: * OB is a science that analyses as to how people behave in different situations in the organisation. A manager should be able to describe the behavior of each individuals under his command. 3. List the fundamental concept of OB Fundamental concepts of OB The nature of people i) Individual differences ii) Perception Iii) A whole person Iv) Motivated behavior V) Desire for involvement Vi) Value of the person The nature of organisation i) Social systems ii) Mutual interest iii) Ethics i) Individual differences : * People have much in common (excitement in any achievement) but each person is...
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...engagements”. * In management: Strategy is unified, comprehensive, and integrated plan… designed to ensure that the basic objectives of the enterprise are achieved. * In the dictionary: “A plan, method or series of maneuvers or stratagems for obtaining a specific goal or result”. Ploy * As plan, a strategy can be a ploy too, a maneuver intended to outwit an opponent or competitor * For example, a corporation may threaten to expand plant capacity to discourage a competitor from building a new plant. Here the strategy is the threat, not the expansion and this is a ploy. Pattern * Defining strategy as a plan is not sufficient, we also need a definition that encompasses the resulting behavior. * Under strategy as a pattern, it is defined as consistency in behavior, whether or not intended. * Some might go further...
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...Unit 4003 INTRODUCING ORGANISATIONAL CULTURE, VALUES AND BEHAVIOUR 1.1. Determine a framework for analysing organisational culture. The contemporary definition of organizational culture includes what is valued, the dominant leadership style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. Organisational Culture represents the values, underlying assumptions, expectations, collective memories, and definitions present in an organization (Schein, 1992; Cameron & Quinn, 1999). Cameron and Quinn (1999) have developed an organizational culture framework built upon a theoretical model called the "Competing Values Framework." This framework refers to whether an organization has a predominant internal or external focus and whether it strives for flexibility and individuality or stability and control. The framework is also based on six organizational culture dimensions and four dominant culture types (i.e., clan, adhocracy, market, and hierarchy). In addition the framework authors generated an "Organizational Culture Assessment Instrument (OCAI)" which is used to identify the organizational culture profile based on the core values, assumptions, interpretations, and approaches that characterize organizations (Cameron & Quinn, 1999). The central issue associated with organizational culture is its linkage with organizational performance. Connections between OC and performance have been established....
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...environment organisations constantly strives for achieving excellence by enhancing employee’s efficiency and effectiveness. One way, organisations can achieve this objective is through Organisational Citizenship Behaviour (OCB) (Bolino & Turnley, 2003; Organ, 2006). Organ and colleagues first conceptualized OCB in 1988. Organ (1988, p.4) defined OCB as “individual behaviour that is discretionary, not directly or explicitly recognised by the formal reward system, and that in the aggregate promotes the effective functioning of the organization.” Researches have identified numerous dimensions of OCB (Podsakoff & MacKenzie, 1997). Organ (1988) suggested a five-factor model composed of five dimensions; altruism, courtesy, conscientiousness, civic virtue and sportsmanship, which most conceptualisations of OCB are based on. Altruism refers to behaviours that involve helping another person, such as helping a colleague with a heavy workload. Courtesy involves being polite and courteous to prevent work related problems, for example, informing a coworker or a change that may affect them introduced by you. Conscientiousness refers to doing more than just the minimum to prevent and minimize error, in terms of attendance and punctuality. Civic virtue refers to employees genuine concern and interest in the existence of the organisation (Podsakoff, MacKenzie, Paine, & Bachrach, 2000), for example attending meetings and keeping up-to-date with issues facing the organisation. Sportsmanship...
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...O RG A N I S AT I O N A L A N A LY S I S An organisation’s culture is not imposed but develops through social interaction. Critically evaluate this statement in relation to the Culture and Mechanistic perspectives. Introduction With new challenges and threats, there is a emerging need for an organisation to re-engineer or reinvent the way they do business. Today, more than ever as competition takes a global dimension, organisations needs not only to be able to adapt to its ever changing environment to survive but also rely on its core resources and competencies to achieve sustainable competitive advantage that eventually results in superiour value creation. Hence, the ultimate challenge is achieving the organizational goals effectively and efficiently through careful planning, organizing, leading, and controlling of the organisational resources. Well managed resources will lead to growth of both productivity and returns. According to Mullins (2005), applications of organisational behaviour and the effective management of human resources are dependent not only upon the nature of the industry or business, but also upon the characteristic features of the individual organisation - and its culture. Therefore, the organisation’s culture as a leadership concept has been identified as one of the many components that leaders can use to grow a dynamic company. So, what is organisational culture? Can it be imposed or developed through social interaction? We will hence answer the above...
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...supervisors’ personal power through informal channels Who’s the boss? White paper | 4.10.12 Emily Durham Contents Executive summary Personal biography The effects of power within organisations Sources of organisational power Developing the personal power of supervisors Recruitment approaches Development approaches Minimising the drawbacks of organisational power Reference ..... ..... ..... ..... ..... ..... ..... ..... ..... 2 2 3 3 4 5 6 7 9 1 Emily Durham | Strategies for increasing supervisors’ personal power through informal channels Executive summary This paper highlights the influence of power within the workplace. Different sources of power are discussed, as well as the consequences of having employees who possess more informal power than their supervisors. Recommendations are made to increase supervisors’ levels of personal power, which can be implemented at both the recruitment stage and through development of supervisors. Personal biography Emily Durham has a BA, majoring in Psychology and English, and is currently working towards gaining a BA (Hons) with a focus in Industrial, Work and Organisational Psychology. 2 Emily Durham | Strategies for increasing supervisors’ personal power through informal channels The effects of power within organisations Power can be defined as the ability to overcome adversity in the attempt to influence others’ behaviour and opinions, with the intention of obtaining desired results. 1 Organisational...
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