Chapter 1 What Is Organizational Behavior? Learning Objectives After studying this chapter, students should be able to: 1. Demonstrate the importance of interpersonal skills in the workplace. 2. Describe the manager’s functions, roles, and skills. 3. Define organizational behavior (OB). 4. Show the value to OB of systematic study. 5. Identify the major behavioral science disciplines that contribute to OB. 6. Demonstrate why few absolutes apply to OB. 7. Identify
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They work with management to achieve common business objectives, self-advocacy and to create an environment of inclusion. Six caucus groups currently exist to address the concerns and meet the needs of employees who are African-American, Hispanic, Asian, women, African-American women, gay, lesbian, transgender and bisexual. Through executive roundtables, our CEO and other senior leaders meet with diverse teams of Xerox employees, often representing one of our caucus groups. During these informal
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product: determined by its quality and how closely the product fits customers needs. HRM: policies, practices, and systems that influence employees behavior attitudes, and performance · “People practices” Strategic HRM consists of: HR Planning: analyzing and designing work, determining HR needs Recruiting: attracting potential employees · Interviewing, testing Selection: choosing employees Training and Development: teaching employees how to perform their jobs and preparing
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g Downsizing: Layoffs/Closings [pic] | | | | |Top of Form | |[pic][pic][pic] | |Bottom of Form
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and Supplier (the “Agreement”). B. "Purchaser" means FirstEnergy Service Company, its succesors and assigns, for itself and/or as an authorized agent of the affiliate company or companies and their respective successors and assigns, set forth on the face of the Agreement for which the software, hardware or information technology services are procured hereunder. If more than one company is identified as the Purchaser, the liability of each company named shall be several and not joint and shall be limited
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COMMUNICATION WITHIN THE WORKPLACE Beverly Mallett-Hamer A Research Paper Submitted in Partial Fulfillment of the Requirements for the Master of Science Degree in Training and Development Approved for Completion of 4 Semester Credits THRD-735 Field Problem in Training and Development Dr. Katherine Lui Research Advisor The Graduate School University of Wisconsin-Stout August 2005 The Graduate College University of Wisconsin-Stout Menomonie, WI 5475 1 ABSTRACT Mallett-Hamer
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Rhode and Barbara Kellerman July, 2006 c Some four decades ago, Betty Friedan helped launch the contemporary women’s movement with her publication of The Feminine Mystique. The book famously identified a “problem that has no name”: American women’s confinement to a separate and unequal domestic sphere. One factor contributing to women’s unequal status was their absence from leadership positions. Another aspect of the problem was the lack of cultural consensus that this absence was itself
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(Invisible): 9 2.0 MANAGING DIVERSITY 13 2.1. Diversity Management 13 2.2 Diversity & Inclusion at Google 13 3.0 BENEFITS AND CHALLENGES OF MANAGING DIVERSITY 17 3.1 Benefits of Managing Diversity 17 3.2.Challenges of Managing Diversity 19 3.3 How to promote and support Diverse Workforce 21 3.4 Cultural Diversity in Malaysia 22 4.0 CASE STUDY 24 A. INTRODUCTION 24 B. BACKGROUND OF THE COMPANY 25 C. SYMPTOMS OF THE OB ISSUES 29 D. CAUSES OF THE OB ISSUE 33 E. RECOMMENDATIONS 34 F. CONCLUSIONS
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2012 ASRXXX10.1177/0003122412451728M Sexual Harassment, Workplace Authority, and the Paradox of Power American Sociological Review 77(4) 625–647 © American Sociological Association 2012 DOI: 10.1177/0003122412451728 http://asr.sagepub.com Heather McLaughlin,a Christopher Uggen,a and Amy Blackstoneb Abstract Power is at the core of feminist theories of sexual harassment, although it has rarely been measured directly in terms of workplace authority. Popular characterizations portray male supervisors
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ISBN 978-92-64-04632-0 OECD Employment Outlook © OECD 2008 Chapter 3 The Price of Prejudice: Labour Market Discrimination on the Grounds of Gender and Ethnicity Despite some progress, there is still evidence of discrimination on the grounds of gender and ethnic or racial origins in OECD labour markets. Field experiments show pervasive ethnic discrimination in many countries. Indirect evidence shows that on average at least 8% of the gender employment gap and a larger proportion of the gender
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