...Alaska Anchorage, USA ‘Knowledge’ and ‘Culture’: Organisational Intangibles and their Tangible Value Proceedings from the Management Conference 2004 International Journal of Knowledge, Culture and Change Management Volume 4 www.ManagementConference.com www.CommonGroundGroup.com This journal and individual papers published at www.Management-Journal.com a series imprint of theUniversityPress.com First published in Australia in 2004/2005 by Common Ground Publishing Pty Ltd at www.Management-Journal.com/ Selection and editorial matter copyright © Common Ground 2004/2005 Individual papers copyright © individual contributors 2004/2005 All rights reserved. Apart from fair dealing for the purposes of study, research, criticism or review as permitted under the Copyright Act, no part of this book may be reproduced by any process without written permission from the publisher. ISSN: 1447-9524 (Print) ISSN: 1447-9575 (Online) Cover design by Common Ground The International Journal of Knowledge, Culture and Change Management is a peer-refereed journal published annually. Full papers submitted for publication are refereed by the Associate Editors through an anonymous referee process. Papers presented at the Fourth International Conference on Knowledge, Culture and Change in Organisations, University of Greenwich in London, United Kingdom, 3-6 August 2004. Editors Mary Kalantzis, Innovation Professor, RMIT University, Melbourne, Australia. Bill Cope, Common Ground...
Words: 5259 - Pages: 22
...Management and Organizational Behavior 160 Mid-Term Exam #1 Study Guide - Chapters 1 through 7 Test Format: 40 multiple choice questions worth two points each. Questions will be taken from textbook, lectures, videos and class discussion. Four essay questions worth five points each. 2-3 essay questions per chapter are included below. Test essay questions will be chosen from this list. Chapter One 1. Describe the four managerial functions and discuss how knowledge of Organizational Behavior helps managers perform these functions. 2. Describe two of the four critical OB challenges that have increased over the last two decades? Chapter Two 3. Define personality and describe how nature and nurture influence it. 4. The Big Five model of personality identifies five major personality traits; identify and describe two traits. 5. Define the “Locus-of-Control” trait and describe the two viewpoints that characterize it. Chapter Three 6. Describe and list your work values; define and discuss whether yours are more intrinsic or extrinsic. 7. Discuss how job satisfaction affects performance, absenteeism and turn-over. 8. Choose one of the four theories of job satisfaction (Facet Model, Herzberg’s Motivator-Hygiene, Discrepancy Model, and Steady-State Model) and define and describe it. Chapter Four 9. Name and define the three components in perception. 10. What are schemas? Are they functional or dysfunctional? 11. There are six common biases. Define and describe three...
Words: 396 - Pages: 2
... TEACHING ASSOCIATE: HAADIAH QAISER SYLLABUS 1. Case Study Method: How to prepare and present a case analysis. Why to do case studies? Traditional/Lecture approach versus the Case Method, Oral Presentations and Preparing a Written Case Analysis. Constructing Visual Aids and Answering Questions. 2. Introduction to Human Resource Management: Human Resource Management at Work. The changing environment and role of HRM. The Human Resource Managers’ Proficiencies. 3. Strategic Human Resource Management: The HR Scorecard: The Strategic Management Process. Human Resource Management’s Role in Creating Competitive Advantage. Human Resource Management’s Strategic Roles. Creating the Strategic HRM System. 4. A Review of concepts in Organizational Behavior: Motivation. Communication. Leadership. Management and corporate culture. 5. Recruitment and Placement: Job Analysis. Job Specification. Job Description. Human Resource Planning and Recruiting. Planning and Forecasting. Recruiting a more Diverse Workforce. 6. Employee Testing and Selection: Interviewing Candidates. Designing and conducting an effective interview. Structured and Unstructured Interviews. 7. Training and Development: Training and Developing Employees. Management Development systems and programs. 8. Performance Management and Appraisal: Appraising Performance; Problems and Solutions. Managing Careers. Employee Commitment. 9. Compensation: Establishing Strategic Pay Plans. Compensation...
Words: 2457 - Pages: 10
...Empowerment October , 2011 The current trend to downsize has dissolved a great deal of mid-level manager positions. This has eliminated the career path for new and seasoned employees wishing to move up the corporate ladder. The mid-level manager positions that have been abolished may have reduced costs but left corporations to find solutions to fill the void. The mid-level managers were responsible for training, setting priorities and ensuring their areas of responsibility operated in a smooth and efficient manner. They provided feedback, wrote appraisals, directed the day-to-day operation and were available to lead and listen to the employees. With the departure of these mid-tier managers, the responsibility for these functions has fallen on the lesser-trained subordinates, many who still feel their primary responsibility is to get the job done. Empowerment of teams and individuals has taken the place of the mid-tier supervisor and brought about a need for mentoring throughout the organization. Companies are finding that mentoring is an effective method of transferring the knowledge and skills needed for empowerment from the remaining mid-level managers to the newly installed “overseers” while ensuring there is no degradation of service or performance. While traditional mentoring taught employees how to “play the game,” new mentoring must be linked to performance-based competencies. Mentoring must focus on developing and broadening individual skill sets that create...
Words: 2952 - Pages: 12
...Voss Troy University Term 4 Best Practiced Trends in Performance Management Abstract Performance management is a comprehensive approach used to identify performance breakdowns within an organizational system and appropriate interventions useful in achieving the desired performance results. When defining performance management one needs to be able to look into the cyclical approach of performance management. Performance management is about more than just managing or documenting annual goals. It is important because it is an ongoing partnership between an employee and a manager that helps guide performance and development within their company. To get a better understanding of the best used practices and current trends within performance management, this research will briefly discuss successful practices used among companies that utilize the four main components of performance management which are, planning, coaching, providing feedback and the performance review. Best Practiced Trends in Performance Management Today’s world is continually changing and expectations are on the rise. Managing employee performance is essential in helping companies meet these expectations. Many companies have adopted the performance management process in order to monitor and improve performance within the workplace. The goal of performance management is to guarantee each employee possesses the knowledge, skills, abilities, motivation, and organizational support to complete their...
Words: 5475 - Pages: 22
...Case Analysis Presentations as well as how to prepare and present Written Analysis for comprehensive management cases. 2. Defining the Managers Terrain: What is a management function, roles and kills? Universality of Management. A brief History of Management. Organizational Culture and Environment. Classifying managers and nominal employees. How the work done by managers is important for the organizations and how difficult it is to be a good manager who carries Social Responsibility and Good Ethics. 3. Planning: Managers as Decision makes, Decision making Process. Classifying decisions and decision making conditions. Techniques for effective decision making. Foundation of Planning. Setting goals/objectives and developing plans. Strategic management and planning. 4. Organizing: Organizational structure and design. Functional, geographic, product, process, customer departmentalization. Chain of command and span of control. Decisions involved with designing the organization’s structure and how to fill right people in right places. Managing Human Resources and Knowledge Workers. Managing teams, change and innovations. 5. Leading: Theories of leadership. Managers as leaders. Understanding individual behavior and communication within an organization. Motivating employees. Managers must oversee and coordinate their work so that...
Words: 1793 - Pages: 8
...situational leadership, named “life Cycle Theory of Leadership; and during the mid-1970s, it was renamed “situational leadership theory” (Graeff 1997). According to the task behavior and the relationship behavior that between leaders and followers, Hersey and Blanchard defined four styles in the situational leadership theory (Hersey & Blanchard, 1977). The first one is Telling; means the leaders has a high directive to underling, but offer a low support. The second one is Selling, which instead of the leader is high directive and high supportive. If leaders are low directive and high supportive, it is named “Participating”. “Delegating” means leaders are low directive and low supportive, thus employees can use their inventive powers. Meanwhile, in term of the ability and willing of employees, they also put forward the corresponding Maturity levels include four stages to the four leadership styles (Avery & Ryan, 2002). For instance, if employee who belong “able to do, and willing to do the task”, it will refer the “Delegating” leadership style. Applying the situational leadership to the facts, this theory will help Jiamin to fix the weakness that refers to her SWOT analysis, communication and analytical thinking. For her career plan, her long-term goal is to be a financial controller in a foreign trade company. On the one hand, as a leader, situational leadership theory attributes the different solution and behavior of leaders based on different employees. It values that a...
Words: 940 - Pages: 4
...Performance Management System Assignment – PMS System of Indian industry.. (Mahindra & Mahindra) MASTER OF BUSINESS ADMINISTRATION Performance management system Performance management is a much broader and a complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee development programmes and rewarding achievements. Performance management system includes the following actions. * Developing clear job descriptions and employee performance plans which includes the key result areas (KRA') and performance indicators. * Selection of right set of people by implementing an appropriate selection process. * Negotiating requirements and performance standards for measuring the outcome and overall productivity against the predefined benchmarks. * Providing continuous coaching and feedback during the period of delivery of performance. * Identifying the training and development needs by measuring the outcomes achieved against the set standards and implementing effective development programs for improvement. * Holding quarterly performance development discussions and evaluating employee performance on the basis of performance plans. * Designing effective compensation and reward systems for recognizing those employees who excel in their jobs by achieving the set standards in accordance...
Words: 2077 - Pages: 9
...change It is important to understand cultural change as also involving strategic change. Strategy can be considered as a cultural production that may involve cultural adaptation, or transformation, or both. This conceptualization is particularly useful if the organization is “betwixt and between” cultures and organizational identities i.e. a local authority department aspiring to become a commercially driven company. I will use a case study of such an organization that was changing from a council department into a Limited Liability Partnership to flesh out some ideas that illuminate the relationship between strategic development and organizational culture. Culture is not like a skin that an organization can discard as it selects a new organizational culture that is perceived to have strategic fit with its commercial strategy. In my view culture is the organization. Therefore, when an organization faces considerable market forces to change its strategy it can not simply change its culture at will to avoid cultural and strategic incompatibility. The organization has to recognize the miss match between its culture and its strategy and factor the cultural change process in terms of time and resources into its strategic change programme. Many...
Words: 3690 - Pages: 15
...Management Faculty | Dr. M.V. Anuradha | Year/Term | Term-3/2016 | Course Name | Groups in Organizations | No. of Credits | 3 | No of Contact Hours | 30 | Duration | 90 mins. | Email: anuradha.m@greatlakes.edu.in Phone: 044- 30809088 Course Objectives and Key Takeaways The previous course on Organizational Behavior focused on individuals within organizations and the aspects of their behavior that would be relevant for a manager. This course moves a step further and looks at the group and organizational level dimensions of organizational behavior. Work most often than not involves interactions between two or more people. It also implies that these interactions need to be managed for effective functioning of organizations. This course covers important sociological and psychological theories explaining group behavior and leadership, their implications for teams within organizations. We will also discuss some crucial aspects of organizational structure, culture and managing organizational change effectively. At the end of the course the students will be able to: * Understand the dynamics underlying group and team behavior within organizations and therefore be better equipped to deal with interpersonal dynamics at the workplace * Expose students to the concept of leadership and its relevance at the workplace * Understand and appreciate the complexities of the organizational context- specifically the structure and cultural...
Words: 2648 - Pages: 11
...SUBDOMAIN 317.1 - ORGANIZATIONAL BEHAVIOR & LEADERSHIP Competency 317.1.6: Performance Evaluation - The graduate can develop and recommend how to implement effective performance evaluation processes. Objectives: 317.1.6-03: Define what should be evaluated in a performance evaluation. 317.1.6-04: Compare the relative value of common sets of evaluation criteria. 317.1.6-05: Explain how it can be advantageous to have supervisors, peers, and subordinates all participate in the evaluation process. 317.1.6-06: Explain how it can be disadvantageous to have supervisors, peers, and subordinates all participate in the evaluation process. 317.1.6-08: Compare and contrast common performance evaluation methods. 317.1.6-09: Give examples of errors and biases that commonly impact the accuracy of performance evaluations. 317.1.6-10: Select techniques that can be used to improve performance evaluations in a given situation. Introduction: In this task you are presented with a management incident that requires you to apply sound performance appraisal concepts to the situation. Given: An engineer was hired two years ago at a mid-sized manufacturing plant. The engineer previously worked in the aerospace industry and is a bright, detail-oriented person and a hard worker. The engineer has suggested changes at the plant that resulted in considerable savings on manufacturing energy costs and eliminated a significant safety hazard that had been overlooked by the previous engineer. However, some co-workers...
Words: 890 - Pages: 4
...performance measures. Choosing the most lucrative course of action requires analyzing cost relationships and behaviors, developing a management control system that helps set production standards and goals, and ties managerial efforts to organizational goals. Measures of Profitability GFS measures the performance of the organization by linking balance sheets from previous periods in 2008 and matching its sales, cost of goods sold, and other expenses in its income statement for June 2008 (see Table One). The table includes return on investment (ROI) ratio, residual income, and economic value-added (EVA) amounts that measure investment-center performance. Table One Return on investment (ROI) is a measure of financial performance defined as income divided by the investment made to earn that income (University of Phoenix, 2010, Week Six Supplement). The calculated rate of ROI uses percentages as a means of simplifying comparisons between different sizes of investments within the organization, and between different companies within the industry. The negative residual income indicates that the cash income invested in the economic resources does not create value. The company’s rate of ROI is acceptable to production managers at 4.46%, at the same time other managers and the rest of the company are experiencing economic loss of EVA dollars. With cost of capital the same for both mid-grade and high-end...
Words: 1681 - Pages: 7
...Education Sector Development Program – Program Management Unit, abbreviated as ESDP-PMU, is an institution destined to accomplish education sector program objectives that have to be viewed in terms of the government policy to boost the education sector in all aspects. Through the educational sector intervention, ESDP-PMU works to ensure increase in access, improve quality, boost capacities in all levels of the sector, and ensure equity in delivery education services. This paper explores the management functions in the ESDP, highlights strengths and weaknesses in view of the theoretical aspect of management function. Finally, it highlights some few salient points that are worth mentioning and by way of recommendations it tries to shed lights on issues that need improvement. 2. Overview of the management functions: Henry Fayol defines management as a science of forecasting, planning, organizing, commanding, coordinating, and controlling. The most commonly cited management functions are planning, staffing, organizing, directing, and controlling. Planning refers to the base of the other management functions. It is the management of the organizations’ future in an uncertain environment . Plans can be strategic, tactical, and operational. They can also be long-term or short-term. Plan should be built on specific, attainable, and challenging objectives. In the materials for the management course of SMAP it is...
Words: 1786 - Pages: 8
...Report to Improve Leadership Skills Free Essay, Term Paper and Book Report Self-Reflection Essay What better way exists to examine key concepts of organizational behaviour than to reflect on one's own experiences and beliefs as they apply to workplace successes and failures? In this report, I intend to review a variety of theories relative to organizational behaviour by considering each in relation to my own experiences as a mid-level manager. This reflection will focus primarily on three themes including personality, working in groups, and leadership. Throughout this report, I will consider my own personal strengths and weaknesses, attempting to determine how each affected situational outcomes. Many of these strengths and weaknesses were highlighted through a series of self-assessment exercises completed as part of the "Prentice Hall Self-Assessment Library" (Robbins and Judge, 2007), the results of which will be regularly referred to in this report. In closing, I will summarize areas requiring continued personal effort in order to ensure ongoing development and both personal and professional growth. Personality Personality seems a logical start...... Word Count: 3238 Page Count: 12.9 (250 words a page / double spaced) What is Your Time Worth? Get INSTANT UNLIMITED ACCESS to this Essay and 15,000 other Essays & Term Papers . Only $12.99! View This Essay Now Get instant access to this essay paper and 15,000 term papers, essays, and book reports for only $12...
Words: 512 - Pages: 3
...results, my overall performance is very good. I scored the highest in category 7 which was titled ‘Seek first to understand’. I do believe it is essential to be sensitive to others feelings as well as to seek to understand the viewpoint of others and to listen with an open mind. I also scored exceptionally high in category 6 which was titled ‘Think win-win’. As a result of these scores, I find that I would be a natural as a compassionate and understanding leader. A good leader believes that achieving goals within an organization would require team effect that starts with the leaders and continues on with their subordinates. This effort would initiate sincere trust among the coworkers whether they are in the position as an executive, mid-level management or laborer. Therefore, the transformational leadership style would be most fitting to describe my management expertise. Transformational leaders tend to in some way initiate a substantial change in the way both their clients and subordinates expectations are presented. This positive change will also affect the way the organization will champion their leaders in the future for the same missions and goals, however with a better quality in leadership added. Transformational leaders have the ability to inspire...
Words: 2664 - Pages: 11
