Employee Socialisation Introduction Organisations are facing a major challenge when they consider the increasing difficulty of finding skilled people. The South African labour market has undergone a transformation since 1994, with an emphasis being placed on strategies that eliminate the labour inequalities of the past and improve general working conditions for all South Africans. HR executives state the single greatest challenge they have in managing the workforce is their organisation's
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TERM PAPER Deteriorating Ethics and Values in Organizations: In the face of Indian Reality - VATSAL DUSAD 2010TT10971 ”Integrity has no need of rules.” --Albert Camus Ethics and Values in the context of organizational culture have been a topic of intense research and arguments over a long period of time, and it has also been recognized as a very important
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Oxford University Centre of the Study of Values in Education Volume X: The Fate of Empires: Education in a Consilient World Reprint: Chapter 6 POWER STRATEGIES FOR MIDDLE MANAGERS David P. Boyd Northeastern University & Timm L. Kainen University of Massachusetts Lowell Copyright 2005: Global Scholarly Publications. All rights reserved.
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gatherings and parties every year. Nurses and other healthcare professionals traditionally take part in the secret Santa game and buy gifts for each other. Because the holidays are quickly approaching, I decided to devise a game based on the prisoner’s dilemma called Santa’s secret. There are four individuals in each team with a total of three teams, one for each shift-morning, evening, and night shift. One person from each team is the designated “secret Santa” in which their role is to think of a gift
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CHAPTER 3 - PERSONALITY AND EMOTIONS CHAPTER OBJECTIVES After reading this chapter, students should be able to: 1. Describe the eight categories in the Myers-Briggs Type Indicator (MBTI) personality framework. 2. Identify the Big Five personality variables and their relationship to behavior in organizations. 3. Describe the impact of job typology on the personality/job performance relationship. 4. Differentiate felt from displayed emotions. 5. Identify the six universal emotions. 6. Explain
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|WHAT IS ORGANIZATIONAL BEHAVIOR? | LEARNING OBJECTIVES After studying this chapter, students should be able to: 1. Define organizational behavior (OB) 2. Describe what managers do 3. Explain the value of the systematic study of OB 4. List the major challenges and opportunities for managers to use OB concepts 5. Identify the contributions made
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Contents Assignment of monetary value 3 Whistle-blowing 9 Competitor Intelligence 13 Business Ethics 16 Is business ethics important, if so why? 16 Assignment of monetary value Utilitarianism and cost-benefit analysis are indispensable tools, in the situations where people have to make decisions. In a free society, individuals, or voluntary associations of individuals (whether corporations, nonprofits, households, or informal gatherings) often need to make decisions
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Organizational Behavior W. Jack Duncan Book review Meera Iyer Chapters 1. Organizational behavior: defining the field 2. Historical perspective 3. Methodological foundations of organizational behavior 4. Personality development and attitudes 5. The cognitive basis of individual behavior 6. Motivation: Theory and selected research 7. Introduction to small group behavior 8. Leadership behavior and effectiveness 9. Intergroup analysis: Co-ordination and conflict
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management is to live by sound ethical standards, seeking out only those economic opportunities that the organization or management can pursue within the confines of ethical boundaries. The organization assumes a leadership position when ethical dilemmas arise. The stakeholders at JPMorgan Chase & Co. case include executives at the bank, other employees, competitors to JP Morgan and those who have accounts, funds, stocks, etc. associated with the bank. The executives of JPMorgan Chase & Co
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EPG SHRM Foundation’s Effective Practice Guidelines Series Building a High-Performance Culture: A Fresh Look at Performance Management By Elaine D. Pulakos, Rose A. Mueller-Hanson, Ryan S. O’Leary, and Michael M. Meyrowitz Sponsored by Halogen Building a High-Performance Culture: A Fresh Look at Performance Management This publication is designed to provide accurate and authoritative information regarding the subject matter covered. Neither the publisher nor the author is engaged
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