© Centre for Promoting Ideas, USA www.ijbssnet.com A study of Organizational Citizenship Behaviours, Organizational Structures and Open Innovation M. Muzamil NAQSHBANDI* Dr. Sharan KAUR Deptt of Business Strategy and Policy Faculty of Business and Accountancy University of Malaya, Kuala Lumpur, Malaysia- 50603 E-mail: virkul@gmail.com* Abstract With increasing technological advances, the need to create not only innovations but faster innovation has become a part of sustaining or
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Organisational Commitment Richard McBain (2005) looks to define organisational commitment and concludes that although there is “no single definition of commitment”, he refers to Allen & Meyer’s (1990) three-component model and offers an explanation of those terms: 1. Affective commitment, “which refers to employees’ emotional attachment to, identification with, and involvement in, the organization” 2. Normative commitment, “which is based on feelings of loyalty and obligation” 3. ‘Continuance’
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management process that manages individuals and teams so that high levels of organisational performance can be attained. Further more, performance management also establishes a shared understanding about what is required to be accomplished with an approach that leads and develops people. This approach also ensure the management and the people / teams / groups that the expected performance levels subsequently deliver expected organisational performance. In order to understand performance management further
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ability to perform her job. It will be argued that personality testing has limited value as an indicator of business success. Other factors considered include gender, organisational culture and charismatic leaders. Burton et al. (2009), describes personality as the enduring blueprint for an individual's motivation and behaviour expressed in different circumstance, including the individual's thoughts and feelings. According to Burton et al., personality can change however, adult personality show
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into normal business) Improvement is driven via 3 ‘streams’ of activity, all of which must be aligned and normally progress in parallel; − Leadership stream (business direction and focus) − Operational stream (manufacturing improvement teams) − Organisational stream (people and culture) This case study outlines the success on the polythene plant that piloted the roll-out of the operations excellence programme. Management activity in the business focussed mainly on the short-term and was largely reactive
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organisation to another. What is Organisational Behaviour? It is the study of human behavior in organisational contexts, with a focus on individual and group processes and actions. Hence, it involves an exploration of organizational and managerial processes in the dynamic context of the organisation and is primarily concerned with the human implications of such activities (Brooks, 2009). So it is essential to understand the human behaviour and the organisational behaviour. Each and every person in their
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Organisational Culture Positive Culture 1. ‘Open door policy’ – encourages dialogue and knowledge sharing between staff/customers 2. Job rotation – enhances knowledge of the business and increases motivation and flexibility 3. Clear pay structure and performance management procedures – expectations are met and perception of equity which should encourage motivation and increasing performance 4. Equality and common standards – enhances motivation, everyone has an equal chance
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------------------------------------------------- Organizational culture is the behaviour of humans who are part of an organization and the meanings that the people react to their actions. Organizational Culture, sometimes, also called as corporate culture, is basically the personality of an organization. The main elements of organizational culture are the assumptions, values, symbols, rites and rituals of organization’s members and their behaviours or in other words we can say that it is based on shared attitudes
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Occasional Paper 5 The Recovery of Trust: Case studies of organisational failures and trust repair BY GRAHAM DIETZ AND NICOLE GILLESPIE Published by the Institute of Business Ethics Occasional Paper 5 Authors Dr Graham Dietz is a Senior Lecturer in Human Resource Management and Organisational Behaviour at Durham University, UK. His research focuses on trust repair after organisational failures, as well as trust-building across cultures. Together with his co-author on this report
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innovations are the most studied types among all. Even though the majority of researches indicate a positive relationship between this innovation subgroups and the increase in sales, several studies embrace rather negative associations. On one hand, firms seek to implement technological innovation with the aim of gaining competitive advantage, however, prerequisites are also marketing and organisational measures. These types of innovations are often overlooked, although essential for the growth and
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