Syllabus Organizational Behavior Summer 2013 – 37:575:345:T2 Course Instructor Amir H Maleki ah.maleki@rutgers.edu Description The field of organizational behavior (OB) is about understanding how people and groups in organizations behave, react, and interpret events. It also describes the role of organizational systems, structures, and processes in shaping behavior, and explains how organizations really work. Drawing from fields including management, anthropology, sociology, information technology
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Organizational culture can be briefly described as the as the repertoire behaviors of employees from the same company and the way in which they react or respond to the meanings which they have attached to their lives. Organizational structure determines how the roles, power and responsibilities are assigned, controlled and coordinated between the different levels of management. More specifically, structure describes how members are accepted, how leadership is chosen, and how decisions are made
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Knowledge Management. Contemporary Trends and Issues ORGANIZATIONAL LEARNING Povilas Brilius Baifoteka Ltd, Lithuania, povilas@baifoteka.com Abstract: Organizational Learning (OL) is recognized to have established itself as a discipline. However, it remains unclear what it is primarily focused onto – practical problem solving or theoretical descriptive analysis. Due to largely fragmented literature, sometimes interweaving concepts and a variety of attitudes, practitioners find it difficult to
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by businesses operating with a flat structure. One such limitation for Valve is the risk of operating a company whose culture is not diverse or inclusive of all of its employees. According to Schermerhorn (2011), organisational culture can be described as a shared set of beliefs, values and patterns of behaviour common to a group of people. The importance of organisational culture is illustrated by Schein (1990) who says that ‘people identify with visionary leaders — how they behave and what they
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Questions: Grades for written work will be awarded based on the level of understanding you demonstrate as follows: • A/A+ level: The correct explanation and application of concepts. Demonstrates an understanding of multiple factors that affect organizational behavior and integrates different levels of analysis in responses. Answer flows logically and is easily understood and concise • B/B+ Level: The correct explanation of the concepts along with a demonstrated ability to diagnose an applied
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less In 1992, Kotter and Heskett analyzed top 200 companies in the U.S. and revealed that there is a concrete association among organizational culture and business outcome. Profits, share prices and the results of the operation were found to be a long way off for those companies with “adaptive” cultures vs. those with “unadaptive” cultures. In unadaptive corporate cultures, managers are often distinguished as egotism, narrow-minded, and bureaucratic, and reinforced by a value system that cares more
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Chapter 8 – Social Influences and Culture Motives for Social Conformity 1. Compliance. Members might conform because of compliance which is the simplest, most direct motive for conformity to group norms. It occurs because a member wishes to acquire rewards from the group and avoid punishment. As such, it primarily involves effect dependence. 2. Identification. Some individuals conform because they find other supporters of the norm attractive. In this case, the individual identifies with
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Change Management and Communication Plan Team MGT/311 – Organizational Development March 2013 Change Management and Communication Plan Power Structures The organizational charts reveal that Riordan Manufacturing operates on a departmentalization structure. Grouping of positions by departments and job titles is considered as a division of specialization. The chart also details the lines of authority and responsibility and outlined with a formal power structure system. Employees
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revenues within five years, of which 2 years have passed without any credible strategy adopted yet. He did not want to disturb the special company culture or risk their reputation for quality food services on the race to double the revenue. Now he finds it difficult to carry out his father’s directives. The humanistic and emphatically pro-employee company culture should not be disturbed while the growth strategy takes place. Currently, he is in a dilemma whether to expand beyond the SLF market and he is
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