...QUESTIONS FOR FINAL EXAM 1. What is control? 2. What is automatic control? 3. What is called as automatic control system? 4. What is the primary goal of automatic control? 5. What is called as object of management? 6. What is called as the operated size? 7. What is called as operating body? 8. What is called as a sensitive element? 9. What is the entrance and target sizes? 10. What is called as operating influence? 11. What is called as indignation? 12. What is called as a deviation from the set size? 13. What is called as the actuation device? 14. What is called as the setting device? 15. What is called as a function chart and of what it consists? 16. In what difference of a signal from physical size? 17. In what an essence of a principle of the opened management? 18. In what an essence of a principle of indemnification? 19. In what an essence of a principle of feedback? 20. List merits and demerits of principles of management? 21. What special case of management is called as regulation? 22. In what difference of systems of direct and indirect regulation? 23. List and give the short characteristic of principal views CS? 24. What is called as static mode CS? 25. What is called as static characteristics CS? 26. What is called as the equation of statics CS? 27. What difference from strengthening factor is called in transfer factor, in what? 28. In what difference...
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...Glossary of musical terminology From Wikipedia, the free encyclopedia Jump to: navigation, search This is a list of musical terms that are likely to be encountered in printed scores, music reviews, and program notes. Most of the terms are Italian (see also Italian musical terms used in English), in accordance with the Italian origins of many European musical conventions. Sometimes, the special musical meanings of these phrases differ from the original or current Italian meanings. Most of the other terms are taken from French and German, indicated by "(Fr)" and "(Ger)", respectively. Others are from languages such as Portuguese, Latin, and Spanish. Unless specified, the terms are Italian or English. The list can never be complete: some terms are common, and others are used only occasionally, and new ones are coined from time to time. Some composers prefer terms from their own language rather than the standard terms here. Contents A· B· C· D· E· F· G· H· I· J· K· L· M· N· O· P· Q· R· S· T· U· V· W· Z See also· References· External links See also: Glossary of jazz and popular music A[edit] a, à (Fr): at, to, by, for, in, in the style of... a 2: see a due in this list a battuta: return to normal tempo after a deviation. Not recommended in string parts, due to possible confusion with battuto (qv.); use a tempo, which means the same thing. ab (Ger): Off, organ stops...
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...|[pic] |Detailed module outline | | |OB 401 E | | |Organisational Behaviour | DEPARTMENT : MANAGEMENT AND ORGANISATION PROGRAMMES: Advanced Undergraduate Transfer Credit, PGE2 INSTRUCTORS : Don MINDAY, coordinator Slava DMITRIEV Jean-Bertrand LEFEBVRE Sophie HENNEKAM -TREGUIER Inju YANG-McCOURT FORMAT : 3 hours weekly: 1 ½ hr. of lecture, 1 ½ hr. tutorial 2 tutorial groups will follow a weekend seminar format CREDITS : 5 ECTS credits PRE-REQUISITE MODULES: None LEARNING OBJECTIVES : This module is designed to prepare students for their future role as business managers by giving them a conceptual framework which should help them to more effectively understand, predict, and influence behaviour in organisations. It is complementary to the 1st year module "Management relationnel" and the 2nd year module "Cross-Cultural Management" LEARNING OUTCOMES : At the end of this module, each student will be able...
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...requiring groups to ascent a virtual Mount Everest. Drawing upon a range of fundamental organisational and managerial concepts and coupled with frequent challenges, the simulation effectively replicated a dynamic and teamwork based organisational environment. The simulation seeks to test interpersonal relationships and group dynamics by creating dissonance on both an individual and group level, as groups and group members strive to achieve both individual and group goals. This report will critically analyse the very processes used to undertake the Everest Simulation, along with results, focusing on the three concepts of ‘Communication’, ‘Groups and Teams’ and ‘Leadership’. These are of critical importance to forming an analysis of not only the simulation itself, but also a broader organisational and managerial situation and the correlation between managerial theory and practice and the Everest Simulation. The transition in dynamics within the group between the different simulations, and the solving of numerous challenges corresponds to the improvement in our results of the simulation. Moreover, this transition and triumph also elucidates the practicality of managerial theories associated with ‘communication’, ‘groups and teams’ and ‘leadership’ and their applicability to not only the Everest Simulation, my personal and group results, but also the wider contemporary managerial and organisational setting. Group Development and Performance In order for the simulation and...
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...Organisational Behaviour Assignment Why do some groups function effectively whilst others are dysfunctional? In your answer, draw on theories and concepts from across the module, and illustrate your views with examples from organisation(s) you are familiar with or have researched. Introduction The use of groups within organisations has increased on a global scale in recent years. This fact alone suggests that a group demographic confers many tangible benefits to an organisation. A ‘group’ in this instance is a set of employees brought together with the aim that their individual skills will lead to higher productivity when combined, than if they were each working as a separate entity. The employees may have similar skills in a specific field of the company’s activity, for example the group of Research and Development employees brought together for the focus groups involved in the development of the new Windows OS Vista. Groups may also have contrasting skills that enable them to cooperate towards a common goal, for example; a group of interdisciplinary employees may be assembled to perform a task that requires multi-departmental cooperation but cannot facilitate indirect communication between departments i.e. they don’t have to time to communicate indirectly. For example when the Environmental Protection Agency is commissioned to perform a survey; it assembles a group of geologists, hydrologists, ecologists etc to go and assess the site. The dynamics and...
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...“Crafting Strategy” (Mintzberg, 1987) Positioning in the Field of Strategy “…I believe the problem often lies one step beyond, in the distinction we make between formulation and implementation, the common assumption that thought must be independent of (and precede) action.” (Mintzberg, 1987) The above quotation, taken from Henry Mintzberg’s “Crafting Strategy”, concisely outlines one of the most prominent debates in the field of strategy over the last fifty years. Although the field is heavily fragmented - a feature highlighted by Mintzberg’ et al.’s “Ten Schools of Thought” model (1998) – it can be reduced into the two key approaches implicit above: the prescriptive, or Planning School, and the descriptive, or Learning School. The prescriptive approach describes strategy formation as a deliberate, conscious process of thought that comes prior to implementation. Most authors from this school define strategy as the establishment of a company’s future position [see, for example, Andrews, 1965; Ansoff, 1965, Byers, 1985; Chandler, 1962], illustrating how planning is a cornerstone of the prescriptive approach to strategic management. Serving as a juxtaposition, the descriptive approach suggests that strategies will emerge through the process of trial-and-error and that intention need not precede action. Mintzberg and Waters (1985) argue that the “open, flexible and responsive” nature of emergent strategies is especially important during crises when the environment...
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... The Bullwhip Effect What is the bullwhip effect? The bullwhip effect is an observed phenomenon in supply chains and points out the magnification of demand fluctuations, especially when demand increases and decreases. The main reason for this phenomenon is a lack of demand information in the supply chains. FORRESTER was the first who mentioned the bullwhip effect in the literature.1 He studied the behaviour of dynamic systems in industrial organisations, by analysing different parameters like stock sizes, production rates and time delays and demonstrated the effects on these parameters, whenever modifications are applied. The outcome of his analysis was, that in a simple production- and distribution system, a small interruption or fluctuation in demand at the retail stage can cause a significantly stronger fluctuation in the whole system.2 These fluctuations have first been considered to be unavoidable and beyond the control of the respective companies. Forrester cleared up that misunderstanding on the basis of a four level dynamic system, showing the organisational structure of a production- and distribution system: Illustration: Bullwhip Effect3 1 2 Forrester, J. (1972), 21ff. Forrester, J. (1972), 22. 3 http://sinaslogisticsblog.blogspot.co.at/2010/04/bullwhip-effect.html (13.01.2015) 1 Matthias Spleit (0966118) There are four main operational factors that stimulate the bullwhip effect:4 1. fixed costs in production, ordering, or shipping, which encourage...
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...Strategy Formulation and Organisational Problem Solving Imagine that you are an early career junior executive in a multinational corporation. You are well thought of by the CEO who regards you as an “ideas person”. The CEO has asked you to prepare a short briefing paper or executive report on the SODA/Cognitive Mapping methodology. The CEO hopes that you can clearly describe and explain the methodology in about 6 pages – the CEO does not have time to do the reading of books and journals himself and, further, does not have the time to read a report of more than 6 pages. For academic purposes please reference the Executive Report carefully, listing the references in alphabetical order of family names in a section called “References” [The References section does not count as part of the 6 pages]. In the Executive Report you are expected to cover, among other things, the following: • The assumptions and theory behind SODA/Cognitive Mapping • The nature of cognitive mapping, oval mapping and causal mapping and any differences between them • Advantages, disadvantages, problems and issues with cognitive mapping, causal mapping and oval mapping. • Advantages, disadvantages, problems and issues with the SODA methodology • The application of SODA/Cognitive Mapping to both strategy formulation and organisational problem solving • The range of applicability of SODA/Cognitive mapping. For example is it useful in solving all types of organisational problems or is it better...
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...An Introduction to Organisational Behaviour for Managers and Engineers This page intentionally left blank An Introduction to Organisational Behaviour for Managers and Engineers A Group and Multicultural Approach First Edition Duncan Kitchin AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK First edition 2010 Copyright Ó 2010 Duncan Kitchin. Published by Elsevier Ltd. All rights reserved. The right of Duncan Kitchin to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (þ44) 1865 843830, fax: (þ44) 1865 853333, E-mail: permissions@elsevier. com. You may also complete your request online via the Elsevier homepage (http://elsevier.com), by selecting ‘‘Support & Contact’’ then ‘‘Copyright and Permission’’ and then ‘‘Obtaining Permissions.’’ British Library Cataloguing in Publication...
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...Systems Thinking-Getting the Big Picture When we try to assemble the jigsaw pieces of organisational world, one important tool comes to rescue called Systems Thinking. In Simple terms, it is a way to view systems from a broader perspective and understand the micro structures, patterns and cycles rather than focussing on specific events in the system. This unique approach to problems is interwoven with system dynamics which was founded in 1956 by MIT professor Jay Forrester. To ingrain the concepts of systems thinking, understanding “Systems” is a pre-requisite which can’t be ignored. A system is a web of interrelated and interdependent components that complete the complex whole. Our body has various systems like circulatory, respiratory etc.The sales department in an organisation is another example. Every system has some common characteristics: * A purpose within a larger system. * Specific arrangement of system’s parts so that the overall system works perfectly. * System should trigger a change on feedback. * System should maintain stability by adjusting based on feedback. Coming back to systems thinking, its application on most difficult types of problems have been found quite effective where apparent solutions have failed and a need to raise the level of thinking has been found. Its use can be associated at individual as well as in organisations where complexities exist at every next step before reaching a solution. To make the understanding on this...
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...A Critical evaluation of the impact that organisational culture on both internal corporate Communication and team dynamics: A Case Study Introduction In recent years, cutthroat demands on organisational operational effectiveness and competitive advantage have increasingly pushed managers to adopt skillful ways to strengthen and enhance efficient organisational functions. The effectiveness of an organisation’s employment of its resources as well as their tactical maneuvers must be related to the motivation and quality of the organizations work force (Pettinger, 2006). Carmarthen Building Supplies ltd is teaming with varying elements of communication problems, pre established organisation’s cultural environment and lack of sufficient team work. Given the f knowledge and experience that the new general manager, Gareth Jenkins, has on organisation and management, and its accompanying features on the importance of communication, culture and teamwork, he sets on a path to change the tide. Gareth Jenkins must confront a number of communication, cultural and team work challenges bedeviling the company at the moment. Underlying the influence of organisational culture on a firm’s communication and team dynamics is the fundamental leadership function. The function of a leader within the organisation is to steer the body towards realisation of a cooperative goal, but within a system of social authority and incentive framework (Schein, 2010). Carmarthen Building Supplies ltd, as...
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...TABLE OF CONTENT PAGE 1. INTRODUCTION 3 1. Status and Nature of Business 4 2. Slogan of DMG 4 3. Vision and Mission 4 4. Group Behavior 5 5. Job Performance and Satisfaction 6 6. DIN Media Group Work in Groups 6 7. Establish Guidelines For Performance And Satisfaction 7 8. Resolving Problems for Satisfaction 8 9. Working In Groups Online Performance 9 1.10. Guidelines for Online Group Work Performance 9 2. Group Behaviour Model 9 1. Forming 9 2. Storming 11 3. Norming 12 4. Performing 13 3. Evaluation of Four Components 15 4. Findings Work Group: 17 4.1. Work Group Performance and Satisfaction 17 5. Conclusion 18 6. References 19 1.0 INTRODUCTION Din Media Group currently publishing Daily Din from Karachi-Lahore and Rawalpindi/Islamabad is preparing to launch a 24 hour news channel, English Daily The Sun, Urdu Late Morning 'World Press1, Evening Paper 'Maghrib', Fortnightly Tabeer' & Twelve Magazines on different topics from Karachi, Sukhar, Multan, Lahore, Faisalabad, Rawalpindi/Islamabad, Peshawar. The channel will be viewed in Asia, Europe, Canada and United States of America. Fortnightly Tabeer will be distributed at 1 million commercial centers absolutely free. It will also be available to the Urdu readers of UK, Canada and DMG. DIN...
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...project. So, I encountered tough condition to decide without enough information. To mitigate this non-technical factor, I used internet safety forums and shared my problem with others through virtual networks. As a result, I got some practical recommendations and guidelines from other engineers. D) SUMMARY PE 1.20) The overall project, gave me a comprehensive experience of a big firewater system. Since operating and design pressures in this network are higher than regular firewater networks, it requires higher process safety considerations. Moreover, being a Lead Engineer for the first time, I had a chance to expand my management, leadership and organisational social skills and abilities especially during critical periods that we had to meet the tight schedule of the project. PE 1.21) In this simulation, I applied my fluid dynamic and mathematical knowledge together with safety engineering experience and computer skills to prepare the report. I had a chance to model a new type of firewater system in big scale (more than 2 km pipeline) with new scenarios causing water hammering and surge pressure. ...
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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 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...
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...as one of the team’s leaders. Our group as a whole managed to achieve a satisfactory 67% of team goals, and I managed to achieve 57% of my individual goals. The objective of this report is to critically analyse and reflect upon the intergroup interactions that lead to the successes and failings of our team. These successes and failings will be viewed through the lens of the theories and concepts developed in the course in order to gain insight into group processes and human behaviour. The report starts with analysing and breaking down human cognitive processes and social interactions through the tripartite attitudes model, cognitive dissonance theory and human perception biases. This gives a better understanding as to how intergroup dynamics can be improved in the future. The exertion and possession of power within the group is then analysed and the report examines the relative importance formal and informal power played within the simulation. Viewing the level of conflict through the human...
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