...is viewed as a group of persons for achieving its goals. The study about organization is termed as organization study. Organization affects the quality of human life in modern society. The study of organization is thus very essential for understanding the behaviour of human being. Organization can be studied in two perspectives that are micro and macro. In micro perspective, the focus of study is on individuals. It concerns itself with each individual’s psychological makeup, his interaction with other individuals and groups. The micro view of individuals in organization is recognized as a discipline called organizational behaviour. The macro view considers organization as the unit of analysis in place of an individual. It is concerned with organization as the unit of analysis in place of an individual. It is concerned with organizational goals, organizational structure, technologies used in organization and how organization interact with the environment. The macro perspective is recognized as a discipline called organizational theory. Both these aspects are taken together to present a complete picture of organizational study. The organization study is a relevant part of our MBA program; this would enable to meet and attain a practical and real time feed of various aspects concern and to relate it to be concept and theory studies in the classroom. This exercise would help the future managers...
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...osCompany Profile ITSource Technologies Limited is an end-to-end Infrastructure Technology solutions that include IT Infrastructure Management Services, Technology Consulting and Education Business. With over 1700 team of professionals we delivered last mile support at 125 location across the country As a part of Infrastructure Management Services, we provide Remote Management Services, Total IT Outsourcing, Managed IT Services and Enterprise Services .In Technology Consulting, our offering includes, System Integration, IT Security and Consulting and Data Center services. Our Education business provides result orientated quality training in the areas of career courses, global certification and exams, corporate training, finishing programs in soft skills for freshers and experienced individuals in the industry. Our customer base includes companies from diverse industry verticals like Telecom, IT, BSFI, Media, Manufacturing, Government departments and others. We provide services to large customers like Larsen & Turbo Limited, Siemens, Tata Communications Limited, Godrej, Johnson & Johnson India Limited …and many more . We have 47 education centers in Maharashtra, Karnataka, Gujarat, Orissa, Madhya Pradesh, Assam, Goa and West Bengal of which 11 are self-operated and 36 are run on franchise basis. Across the centers, we have more than 150 trainers, 1600 technically equipped personnel and trained over 10,000 students till date. Core Values We, at ITSource have...
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...Reg. No. : M.B.A. DEGREE EXAMINATION, NOVEMBER/DECEMBER 2010 Second Semester BA 9221 — OPERATIONS MANAGEMENT (Regulation 2009) Time : Three hours Maximum : 100 Marks Answer ALL questions PART A — (10 × 2 = 20 Marks) 1. What is an operations system? 2. What are the five basic elements of operational excellence? 3. What do you mean by regression and correlation analysis? 4. Write down the functions of master production schedule. 5. What are the attributes to characterize a project organization? 6. Why is break even analysis done in facility location? 7. Define the term 'Backordering'. 8. What are the steps involved in value analysis? 9. Write about cyclegraph and chronocyclegraph. 10. What are the factors that influence product design? PART B — (5 × 16 = 80 Marks) 11. (a) (i) What are the various functions of operations? How are they linked to other parts of an organization? (Marks 10) (ii) Discuss the design issues under which the operations system function. (Marks 6) Or (b) (i) Compare and discuss the cost and flexibility tradeoff in operations strategy. (Marks 6) (ii) What are the steps involved in strategic-formulation process? How does the manufacturing technology provide unique advantages to organization in providing products and services to customers? (Marks 10) 12. (a) (i) Write about the aggregate planning methods, advantages and their limitations. (Marks 8) (ii) What are the factors influencing effective capacity and what are all ...
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...A Report on ORGANIZATIONAL STUDY done at NIMS HOSPITAL Submitted in partial fulfillment of the requirements for the award of the Degree of Master of Business Administration University of Kerala By ANOOP G.P Under the guidance of Ms. AMBILI ASHOK Faculty Lmcst, trivandrum DEPARTMENT OF MANAGEMENT STUDIES LOURDES MATHA COLLEGE OF SCIENCE & TECHNOLOGY LOURDES HILLS, KUTTICHAL P.O, THIRUVANANTHAPURAM-695574 2010-2012 DEPARTMENT OF MANAGEMENT STUDIES LOURDES MATHA COLLEGE OF SCIENCE AND TECHNOLOGY KUTTICHAL, THIRUVANANTHAPURAM – 695574 CERTIFICATE This is to certify that this report titled A Report On Organizational Study done at NIMS HOSPITAL., NEYYATTINKARA, submitted by ANOOP G.P is a bonafide record of the done by him during the year 2011 under my guidance in partial fulfillment of the requirements for the award of Degree of Master of Business Administration of University of Kerala. Ms. Ambili Ashok Prof.B.AjayKumar. Faculty Guide Head of the Department DECLARATION. I ANOOP...
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...Organisational Behavior Study Maruti Suzuki India Ltd. A Brief About the Organisation Maruti Udyog Limited (MUL) was established in Feb 1981 through an Act of Parliament, to meet the growing demand of a personal mode of transport caused by the lack of an efficient public transport system. Suzuki Motor Company was chosen from seven prospective partners worldwide. This was due not only to their undisputed leadership in small cars but also to their commitment to actively bring to MUL contemporary technology and Japanese management practices (which had catapulted Japan over USA to the status of the top auto manufacturing country in the world). A licence and a Joint Venture agreement was signed between Govt of India and Suzuki Motor Company (now Suzuki Motor Corporation of Japan) in Oct 1982. The vision of the company is “to be the leader in the Indian automobile Industry, creating customer delight and shareholders wealth. A pride of India”. Maruti Suzuki India Ltd. has always been a leader in the Indian automobile industry & we have studied the attitudes and behaviours that prevail within the organisation which are a major contributor to the success of the organisation. Understanding of the organizations parameters Leadership Leaders can make a difference. They have the ability to influence a group towards the achievement of vision or a set of goals and hence are needed to create vision for the future, and to inspire organizational members to want to achieve...
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...Established in 1908, General Motors (GM), with its headquarters based in Detroit, Michigan was one of the world's largest automakers in the world. Their business operate in 140 countries with an employment of 204000 people, and together with their strategic allies, they produce cars and trucks in 34 countries (General Motors, 2010). However, in June 2009, GM filed for bankruptcy protection and reach out to U.S government for financial assistance (Taylor III, 2009). In this essay, a look will be taken at the nature of GM’s organizational structure such as its organizational design and how GM’s operation is conceptualized, as well as its existence as an organization. How GM and the environment affect each other will be discussed too. GM was born out as a conglomerate of firms (Bordenave & Lung 2003). From a multinational organization with a headquarter set in Detroit and unified products, design and manufacturing resources throughout its field of business, GM was quick in moving itself out to become a global organization whereby they valued diversity and flexibility to match with the changing pattern of opportunities and threats posed in the industry sector. They actually diverged from Ford’s monolithic structure, gained own corporate stability and shortly after, challenge Ford’s hegemony internally and globally (Bordenave & Lung 2003). A division of labour is set up, whereby production has been divided into different skills and tasks spread across countries (Hatch & Cunliffe...
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...This article was downloaded by: [The University Of Melbourne Libraries] On: 02 September 2015, At: 02:39 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: 5 Howick Place, London, SW1P 1WG Accounting and Business Research Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rabr20 Fairness in performance evaluation and its behavioural consequences a Mahfud Sholihin & Richard Pike a b Universitas Gadjah Mada , Indonesia b School of Management , Bradford University , Emm Lane, Bradford, BD9 4JL Phone: +44 (0)1274 234393 Fax: +44 (0)1274 234393 E-mail: Published online: 04 Jan 2011. To cite this article: Mahfud Sholihin & Richard Pike (2009) Fairness in performance evaluation and its behavioural consequences, Accounting and Business Research, 39:4, 397-413, DOI: 10.1080/00014788.2009.9663374 To link to this article: http://dx.doi.org/10.1080/00014788.2009.9663374 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views of the authors...
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...To what extent are people subordinated to systems and organisations in the 21st century? The purpose of the ensuing study is to critically evaluate the role played by individuals in organisations in the 21st century. The author aims to conclude the analysis with a logical and coherent explanation to the roles individuals play in organisation. Hence, for the purpose of this study, organisational life is dissected with the help of three distinct dimensions; effects of national culture on organisational culture, power and politics within organisations and psychological ownership. The study bases strong emphasis to the formulation of organisational culture and how it differs from national culture, it then moves on to specifically outline the culture of male dominated organisations and aims to address the issue of why there exists a culture of gender bias within organisations, and finally, with the help of psychological theories, the study aims to establish the outcomes of individual psychological emotions towards an organisation. With the help of the above, the study aims to reach a rationale on better understanding people and organisations by outlining the culture systems and roles played by the former in the latter. Kroebar & Kluckholm defined culture as: ‘a set of patterns, explicit and implicit, of behaviour acquired and transmitted by symbol, constituting the distinctive achievement of human groups, including their embodiment in artefacts; the essential core...
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...Executive Summary This report considers a case study which introduces and provides examples of faux change and superfluous change. Within this discussion, these areas of change context are considered and evaluated with regard to how they may be identified and resisted. The report also defines and evaluates organisational change and the frameworks within which it may be undertaken. The impact of change is discussed and is followed by an analysis of resistance to change and the factors that may enhance or weaken it. The report then focuses on force field analysis before concluding with the point that although change may be seen as being inevitable, it must be carefully considered and strategically planned and justified before being implemented. Table of Contents 1.0 Introduction 1 2.0 What is Organisational Change? 2 2.1 Definitions of organisational change 2 2.2 Frameworks in which organisational change can be undertaken 3 3.0 Faux Change and Superfluous Change 4 3.1 Faux change 4 3.2 Superfluous change 4 3.3 Case study examples 5 4.0 Impact of Change 6 4.1 Organisational culture and change suitability 7 4.2 Resistance to change 8 Conclusion 9 References 9 1.0 Introduction This report is concerned firstly with organisational change and then with the extent to which a change may be necessary and whose interests may be served by a change process. The case study which provides the background and scenario for the report has two examples where change...
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...Skip to Navigation • Skip to Content TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic] • Join • Search • Browse • Saved Papers Top of Form [pic][pic]Search Bottom of Form [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic] [pic] • Home page » • Business and Management Organisational Behaviour - Managing Organisational Change In: Business and Management Organisational Behaviour - Managing Organisational Change ORGANISATIONAL BEHAVIOUR - Managing Organisational Change Essay Topic: One set of authors state that “An organisation’s ability to manage change will have a significant effect on its performance and prosperity” (Graetz. F., et al, 2006, p2 in Grates F. et al, 2006, Managing Organisational Change, John Wiley & Sons, Australia), whereas another author claims that few corporate change efforts have ever been successful (Kotter, J.P., 2005, ‘Why Transformational Change Efforts Fail’, Harvard Business Review, March-April 1995, pp 59-67). Discuss these two statements and build an argument that explains this apparent contradiction with regard to relevant organizational behavioural theory. In my opinion, the statements presented above do not contradict one another, in fact the two statements presented support the need for successful organizational change and the need for concerted effort...
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...Organisational Commitment Richard McBain (2005) looks to define organisational commitment and concludes that although there is “no single definition of commitment”, he refers to Allen & Meyer’s (1990) three-component model and offers an explanation of those terms: 1. Affective commitment, “which refers to employees’ emotional attachment to, identification with, and involvement in, the organization” 2. Normative commitment, “which is based on feelings of loyalty and obligation” 3. ‘Continuance’ component “refers to the commitment based on the costs that employees associate with leaving the organization” Richard McBain (2005) also explores Swailes (2002) argument that measures of organisation commitment often seem to focus on the reasons for commitment, or its outcomes, rather than on the commitment itself. He also goes on to explore the research by Malhotra and Mukherjee (2003) where they test the importance of job satisfaction and organisational commitment on service quality and explore how commitment may influence the willingness of customer-contact employees to engage in discretionary efforts may reflect in the service quality they deliver. He goes on to comment on one of the key findings from Malhotra and Mukherje (2003) research; that affective commitment was more important than job satisfaction in determining the service quality of customer contact employees. Richard McBain (2005) goes on to conclude that “Service organisations should, therefore, strive to develop...
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...Cardiff Metropolitan University MODULE TITLE: RESEARCH METHODOLOGIES PROGRAMME: MBA SEMESTER: SEMESTER2 SUBMITTED TO: ROGER TELFER SUBMITTED BY: OLAJUMOKE GINDEH STUDENT ID NUMBER: L0224DSNDSN0614 INTRODUCTION Background of the study There has been more attention given to the importance of organisational culture in the recent years. Many companies are gradually coming to the awareness that the business culture practiced in an organisation amongst other factors plays a very major role in determining whether or not an organisation achieves success or fails in its ventures. The emergent of globalization trends has particularly had many businesses re-evaluate and re-structure their strategies to fit into ever dynamic- advancing economy. With the Nigerian banking industry seeing a considerable large amount of local and foreign banks coming into the market everyday, it has become evident and crucial that, in order to survive and achieve competitive edge, a holistic differentiation strategy has to be adopted and this strategy has to start from within the organisation in order to achieve effective performance. In as much as the need for differentiation amongst firms can not be over emphasised, intercultural collaboration is vital to the survival and sustainability of any enterprise and particularly to any banking business (Brown, 2007). Hence, this calls for the need for strategic repositioning of Nigerian banks. According...
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...present a critical analysis of the Queensland Health case study using related theories of organisational structure. This paper will also involve the use of critical thinking skills developed through the tutorial and lecture activities in MGB 200 (Leading Organisations. In further detail, organisational structure theories and research from the Queensland Health case study will be applied to identify and analyse the problem area discussed in the case study, and recommendations will be made for how to address this problem. The structure of this research paper will be expressed via reviewing the topic area of organisational structure (2.0 Literature Review), identifying/analysing the issues in the Queensland Health case study using the theoretical framework of organisational structure (3.0 Case Study), recommendations on how to improve the situation described in the case study (4.0 Recommendations) and finally a conclusion on the case study will be given (5.0 Conclusion). 2. Literature Review This section will provide a literary review on organisational structure. Four sections will be discussed in relation to the theories of organisational structure: (2.1) defining organisational structure, (2.2) types of structure, (2.3) the reasoning behind different structure types and (2.4) examples of different structures. 1. Defining Organisational Structure Organisational Structure: Key elements of organisational structure are as follows (Mintzberg, 1983): • Work...
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...Definition of organizational behavior -The study of the way people interact within groups. Normally this study is applied in an attempt to create more efficient business organizations. The central idea of the study of organizational behavior is that a scientific approach can be applied to the management of workers. Organizational behavior theories are used for human resource purposes to maximize the output from individual group members. what is/are organization -A social unit of people that is structured and managed to meet a need or to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities, and authority to carry out different tasks. key features of organization Span of Control - the number of subordinates a manager can efficiently and effectively direct Concept: wider spans of management increase organizational efficiency Narrow Span Drawbacks: * expense of additional layers of management * increased complexity of vertical communication * encouragement of overly tight supervision and discouragement of employee autonomy Centralization - the degree to which decision making is concentrated at a single point in the organization Decentralization - decision making and authority are pushed down to those closest to "the action" * lower-level personnel provide input or are given the discretion...
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...(Norton, 1992) Business ethics and organisational culture have developed considerably in the last twenty years. This leads me to believe that Norton’s (1992) analysis of Schwartz’s theory of organisational totalitarianism (1991) and Jackall’s theory of patrimonial bureaucracy (1988) may be outdated. Nevertheless, there are still things we can learn from these theorists’ arguments, even if new external factors that developed since then may have had a more significant influence on organisational dynamics. Jackall’s concepts of organisation logic defining the constructs of corporate bureaucracy are somewhat still applicable today, although they fall under the more expansive theory of organisational culture. While the structural logics behind decision making, chains of command and top-down management are still used, more recent changes to human resource management greatly differ from Jackall’s theories. Jackall introduces notions of subordinates required to “get the job done” without troubling superiors. Whilst performance criteria like KPI’s will forever push employees to “get the job done”, today’s workplace reforms counter Jackall’s ideas. These changes largely regard matters like workplace safety, harassment and whistleblowing, which twenty years on from when Jackall published his theories of patrimonial bureaucracy are built into the organisational structures and policies of middle-to-large organisations. Schwartz’s notion of organisational totalitarianism hold less practical...
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