ORGANISATIONAL BEHAVIOUR MBA 1.2 ORGANISATIONAL BEHAVIOUR SYLLABUS UNIT 1 Introduction to Organisational Behaviour, Meaning; Elements; Need; Approaches; Models; Global scenario. UNIT 2 Individual Behaviour; Personality; Learning; Attitudes; Perception; Motivation; Ability; Their relevant organizational behaviour. UNIT 3 Group dynamics; Group norms; Group cohesiveness; Group Behance to organizational behaviour. UNIT 4 Leadership Styles; Qualities; Organisational
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3) Critically discuss how knowledge of process theories of motivation should influence managing the performance of diverse teams within global organisations. Introduction Employee performance has commonly been shown as the function of ability, motivation and situational circumstances, with this one equation it can now be seen that although having talent within an organisation is important, without motivation employee performance can never be optimised. Motivation is considered the be the driving
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Leadership is about nurturing and enhancing.” The management role is ‘getting things done by other people’ (Parker Follet, 1941) So management can be described as ‘the process of optimizing human, material and financial contributions or the achievement of organizational goals’. (Pearce and Robinson, 1989) At first glance a manager’s role is to organise, supervise and control people so that there is a productive outcome to work. The managers role is not the same as that of a supervisor although
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The identification and application of the theoretical model ‘Expectancy Theory’ can be used to predict and diagnose the motivation of Middle Mangers, more specifically, Andrew, in working for the organisation; and the ramifications of these motivational reactions. In essence, by understanding the strength of desire for a particular outcome and the probability of achieving this, helps individuals to gain a subjective view of effort linked to outcome, to adjust motivation and behaviour towards work-related
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Contents Introduction 1 Organisational Analysis 1 Organisational analysis-Business Strategy 2 Cost Leadership Strategy 3 Focus Strategy 3 Differentiation Strategy 3 Organisational analysis-culture 4 Analysis of Issues-Analysis of performance management and reward issues 5 Conclusion 8 References 10 Introduction This report will use organisational analysis, business culture, and performance management cycle
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difficult task, due to the complex nature of the term, and also vast amount of literature to date. Davies et al (2003:303) argues that a strategic leader “can see the future, bigger picture for organisation as well as understand the current contextual setting of the organisation”. However, Rowe (2001:81) describes strategic leadership “as the ability to influence others to voluntarily make day-to-day decisions that enhance long-term viability of the organisation while maintaining its short-term financial
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Executive summary This report identifies and analyses the management challenges outlined in the case study of Service Adhesives Ltd. The research draws attention to how Service Adhesives traditional corporate structure, outdated strategies and failure to implement qualitative initiatives leant to their reclining competitive advantage in their industry and the slowdown of their profit margins. The report finds that Service Adhesives prospects in their current operations are limited but with their
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least 2 purposes of Performance Management and its relationship to Business Objectives: - * Performance Management is a holistic procedure which collectively brings various types of elements that constitute towards the flourishing exercise of people management including, above all, learning and development. The purpose of performance management is to develop the ability of individuals to meet and often exceed expectations to achieve their full potential in the individuals given field of expertise
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Organisational Behaviour Organisational Behaviour By Natalie Hands-Siviter Tutor; Julian Billingham Course; HND Business November ‘15 Table of contents Page: Introduction ……………………………………………...................................................................3 Terms of reference …………………………………………………………………………………………………...3 Research methods ……………………………………………………………………………………………………4
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INTRODUCTION 1- Observation and evaluation of organisational behaviour a) Stakeholder’s change b) Managerial and leadership change c) Changing models of organizational behaviour -Various degrees of collegiality -Other models: political and ambiguity d) How do we successfully move forward? 2- Managing change and conflicts / resistance a) Organisation change management b) Resistance to change -Why does resistance occur? -Positive effects of resistance / Using resistance
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