McShane−Von Glinow: Organizational Behavior, Second Edition Part Four Organizational Processes Organizational Culture © The McGraw−Hill Companies, 2002 C H A P T E R 15 Organizational Culture AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO : Learning Objectives I Describe the elements of organizational culture. I Discuss the importance of organizational subcultures. I List four categories of artifacts through which corporate culture is communicated. I Identify three
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..................................................14 Introduction: Organisation behaviour refers to the study and of knowledge related to people, individuals, and groups of people working together within the organisation for the purpose of applying such knowledge towards improving an organisational effectiveness.
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international b. physical c. human d. financial e. informational 9. In the National Football League, the promotional ads are a(n) ____ resource. a. international b. physical c. human d. financial e. informational 10. The fact that managers use four classes of resources or inputs to perform organizational processes suggests that management is a. resource-based. b. output-oriented. c. an inefficient process. d. a conversion
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managers and subordinates understand each other’s personality. 4. Communicate and facilitate communication 5. Managers need to create trust by treating people fairly 6. Make evaluation a continuous and honest dialogue rather than a bureaucratic process 7. Developing the cultural context in which supervisors can practice the other six rules. 2. Company Background Sushi King first opened since 1995, pioneering a new era of Japanese cuisine in Malaysia with unique ‘Kaiten
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elements of organizational culture. • Discuss the importance of organizational subcultures. • List four categories of artifacts through which corporate culture is communicated. • Identify three functions of organizational culture. • Discuss the conditions under which cultural strength improves corporate performance. • Discuss the effect of organizational culture on business ethics. • Compare and contrast four strategies for merging organizational cultures. • Identify five strategies to strengthen an organization’s
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STRATEGIC HUMAN RESOURCE MANAGEMENT – HRM 3138 LECTURE NOTES 2AGEM Strategic management deals with the managerial aspect of strategy. A number of concepts that are often confused will have to be considered, namely, strategic decisions, strategy, and strategic management. 1. Strategic Decisions These are the decisions that affect the long-term well-being of the organisation. Such decisions involve major resource commitments and are difficult to reverse, implying a long-term commitment. Decisions
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1 Ogilvy on Advertising By David Ogilvy Sarah Perry JOMC 170 Book Report July 18, 2006 2 About the Author David Ogilvy, born in 1911, was called by Time “the most sought after wizard in the business.” Ogilvy was one of the three key individuals in the Creative Revolution, along with Bill Bernbach and Leo Burnett. Before Ogilvy began advertising, he worked with research giant George Gallup for 3 years (David Ogilvy: History). Ogilvy came from the UK to start his agency Ogilvy & Mather. Starting
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EVALUATING WORK 1. JOB EVALUATION Job Evaluation is the process of systematically determining the relative worth of jobs to create a job structure for the organization. The evaluation is based on a combination of job content, skills required, value to the organization, organizational culture, and the external market. This potential to blend organizational forces and external market forces is both a strength and a challenge of job evaluation. 2. TYPES OF JOB EVALUATION JOB BASED Job-based
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currently accepted codes and standards which are to be followed by group of engineers and engineering societies. 4. Engineering ethics also concerns with discovering moral principles such as obligation, rights and ideals in engineering and by applying them to take a correct decision. From these senses of Engineering ethics, one can realize that it is the study of morality. What is morality? The term ‘morality’ concerns with (a) what ought or ought not to be done in a given situation
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GLOBALIZATION BACKLASH AND THE RISE OF ANTI-HEGEMONIC PARTY STATES Diego Olstein Hebrew University of Jerusalem Contents Introduction: Globalization and Anti-Hegemonic Party State………………………………..5 Part I: Principle Chapter 1: Defining Anti-Hegemonic Party State………………………………………………….18 Chapter 2: Anti-Hegemonic Party State and Domestic Features of Political Regimes…………………………………………………………………………………………… 44 Chapter
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