Presentation Organizational Culture Characteristics 1. 2. 3. 4. 5. 6. 7. 8. Innovation and risk taking Attention to detail Outcome orientation People orientation Team orientation Aggressiveness Stability Agility eleventh edition organizational behavior stephenp. ro s bbin 2 Organizational Culture USA & China What Do Cultures Do? How Employees Learn Culture “Organizational behavior” “Organizational behavior” Eleventh Edition Eleventh Edition By Steve Robbins By Steve Robbins ISBN 0-13-191435-9
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Holdings, Inc. Scott Berman, U.S. Advisory Leader, Hospitality and Leisure Consulting Group of PricewaterhouseCoopers Raymond Bickson, Managing Director and Chief Executive Officer, Taj Group of Hotels, Resorts, and Palaces Stephen C. Brandman, Co-Owner, Thompson Hotels, Inc. Raj Chandnani, Vice President, Director of Strategy, WATG Benjamin J. “Patrick” Denihan, Chief Executive Officer, Denihan Hospitality Group Joel M. Eisemann, Executive Vice President, Owner and Franchise Services, Marriott International
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Note : Both the sections are compulsory. Section I CASE I : BANKING ON RELATIONSHIP The birth of ABC Bank took place after the RBI issued guidelines for the entry of new private sector banks in January 1993. Subsequently, the promoter of ABC Bank sought permission to establish a commercial bank and retained KPMG, a management consultant of international repute, to prepare the groundwork for establishing a commercial bank. The Reserve Bank of India conveyed its approval in principle
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levels. It fills a research gap: while managerial roles and competencies have been studied fairly extensively, their relationships have not been demonstrated. The performance of senior level managers — and therefore of the organization — depends upon how well they play their varied roles. In this paper, the roles of senior managers have been categorized into nine strategic, nine operations-related, and nine leadership roles. Strategic roles relate to such matters of long-term and organization-wide import
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INTRODUCTION The concept of diversity has been analyzed by various scholars over the years and has under gone variety of conceptual manipulations. Various views exist about diversity which was initially seen from a legal perspective aimed at protecting attributes such as race, age, religion and gender to a bigger perspective that encapsulate the entire human differences. . Acoording to Neil Kokemulle, “Diversity is the presence of people from a wide range of backgrounds and possessing different
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Introduction 2 2.1 Report Topic 2 2.2 Limitations 2 2.3 Sources of Data 2 2.4 Organisation of Report 2 3.0 The Lack of Appropriate Planning for Change………………………………………..3 3.1 Lack of Contingency Planning 3 4.0 Insufficient Investment in Leadership and Team Building 4 4.1 Transactional Leadership 4 4.2 Transformational Leadership 5 5.0 Transformational Leadership, Work Engagement and Emotional Intelligence 6 5.1 Work Engagement………………………………………………………………………...….6 5.1.1 Application to Case 6
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Smith March 16, 2006 © 2006 R.G. Smith & Associates Presented at American University Intercultural Management Institute Annual Conference – Best Practices and New Directions in Intercultural Relations: A Forum for Business, Education, and Training Professionals. Washington, DC, 16 March, 2006. http://www.imi.american.edu/conf2006.htm In the fast-paced world of today, organizations must take full advantage of the collective knowledge of their people. This demands the creation of a new work
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process is ill understood. Finally, the assumptions underpinning team development, and its implementation, are critically examined. The organizational culture literature itself is fraught with epistemological debate. Practitioners are interested in management by measurement and manipulation of culture. Theoreticians of culture, however, aim to understand the depth and complexity of culture. Unresolved issues remain regarding how to define culture, the difference between culture and climate, measurement/levels
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strategy implementation, researchers and practitioners alike are interested in determining how to facilitate the success of expatriates’ assignments (Stroh and Caligiuri, 1998; Dowling and Welch, 2004; Scullion and Collings, 2006). However, MNCs differ on the extent to which these practices are used in managing expatriates (Tung, 1982; Kopp, 1994; Peterson et al., 1996; Scullion and Starkey, 2000) and how effectively they are designed (Mendenhall et al., 1987). According to Adler and Ghadar (1990)
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Concept of Leadership 1 What is Effective Leadership? 2 The Difference between Managers & Leaders 6 Leadership Roles and Functions 7 Executive Leadership “Defined” 9 A Typology of Leaders 11 Facets of Leadership Effectiveness 13 The Role of the Team Leader 15 Leader as a Change Agent 15 Leadership in High -Tech Environment 17 The Leadership Challenge 18 Conclusion 21 ‘Lots of people can have good ideas, but that’s not leadership. A real leader can turn those ideas into action, by inspiring
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