2. A. Define power. B. List five bases for power and explain each mea.pdf
•
0 likes•2 views
2. A. Define power. B. List five bases for power and explain each means in one or two sentences. Give an what example for each. C. Below are short biographies of two EEos of Intel. Using the biographies compare the power bases of the two men. Bob Noyce was a physicist with a technology background. He served as CEO until 1975. He was a person who tried to be friendly with workers and give them lots of freedom to set laid back without big differences in rewards set by rank. their own agendas. He ran a workplac He did not allow gaudy offices or travel by private jet or reserved parking spots for executives Paul Otellini became CEo in 2005. He was the first chief executive not to have a technical background. He downsized the company and eliminated many jobs for people who were not productive. He has tried to speed up new product development Solution 2. A. Power represents the degree and authority and influence of a person on other people. B. Five bases of power are listed below: Expert power: Expert power is derived by a person who possess considerable expertise in particular area. Employees having expert power are considered to be critical resource by an organization. Medical practitioners and lawyers exhibit expert power. Legitimate power: A person derives this power using his position in the company. For example, managers have the legitimate power to assign duties and responsibilities to its subordinates. Referent power: People gain referent power using his interpersonal relationships with other persons. They derive this power using their influence, trust and respect gained from other people. CEO of a company possesses this power. Coercive power: People gain coercive power by influencing others using threats or punishments. It helps the managers to control the behavior of its employees. Reward power: People gain this power base by influencing others using incentives and rewards. Promotions, appraisal and incentives are the tools used by an organization to exert reward power on its employees. C. Bob Noyce possessed the expert power as he was a physicist with technology background. He utilized the referent power using his interpersonal relationships with his employees. Besides this, he also used the reward power. Contrary to this, Paul Otellini possessed coercive and legitimate power..
Report
Share
Report
Share
Download to read offline
Recommended
Power and Empowerment
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Power and Empowerment".
Introduction to Employee Empowerment
This document provides an introduction to the concept of employee empowerment. It defines empowerment as improving employee decision-making through cooperation, sharing information, and aligning people, tasks, technology, processes, and structure. Empowerment involves shifting organizational structures from pyramid to circle shapes and increasing employee autonomy, information sharing, and delegated responsibility and authority. There are two types of empowerment: psychological empowerment which changes employee beliefs internally, and structural empowerment which increases employee involvement, autonomy, information sharing, and performance-based rewards. Famous companies that have implemented empowerment strategies are also discussed.
Power and politics
This document discusses power and politics in organizations. It begins by defining power as the ability to influence and control things that are valuable to others. There are different sources of power, including coercive power using fear, reward power from allocating incentives, and referent power from personal relationships. Power can be used positively or negatively. Organizational politics involves informal efforts to influence others and achieve objectives, and it arises from conflicting agendas and struggles for power. While often viewed negatively, politics are not inherently bad, and effective politics maintains relationships while achieving results.
CHAPTER OUTLINE Power Sources of Power Types of Po
This document outlines a chapter on influencing others through power, politics, networking, and negotiation. It discusses different types of power including position power, personal power, legitimate power, reward power, coercive power, referent power, and information power. It explains how each type of power can be increased and provides guidelines for their appropriate use. The chapter also addresses organizational politics, networking, and negotiation processes. Learning outcomes specify key concepts the reader should understand, such as differentiating among power sources and explaining relationships between negotiation, influencing tactics, and power.
Week 5 discussion
Here are some potential advantages and disadvantages of emphasizing person-organization fit when hiring:
Advantages:
- Employees who fit the culture will be more satisfied and committed to the organization. They will share the same values which can improve collaboration.
- It ensures the culture is maintained and strengthened over time as new people who fit are added.
Disadvantages:
- The organization may miss out on talented candidates who do not perfectly fit but could still be successful. Diversity of thought could be reduced.
- Defining and assessing fit can be subjective and lead to bias in hiring if not done carefully. It reduces the potential hiring pool.
- The culture may become too inward focused and resistant to change if only people
U2Motivation.ppt
This document discusses theories of motivation and employee motivation. It begins by defining motivation and identifying its importance in productivity, efficiency, goal achievement and workforce stability. It then outlines several major theories of motivation, including: content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory; process theories such as expectancy theory and goal setting theory; and reinforcement theory. Finally, it provides examples of employee involvement programs and their implications for managers in motivating employees.
Motivation concepts summary
This document provides an overview of several theories of motivation. It begins by defining motivation and its key elements. It then discusses early theories proposed by Maslow, McGregor, and Herzberg. Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher needs. McGregor's Theory X and Y describe negative and positive views of human nature. Herzberg's two-factor theory distinguishes between motivators and hygiene factors. The document also covers McClelland's need theory and contemporary theories like self-determination theory, which examines intrinsic versus extrinsic motivation. Self-determination theory suggests rewards can enhance or undermine motivation depending on whether they are seen as informational or controlling.
0038
Ms. Rejani Chandran, an HR consultant, provides suggestions to Mr. Suresh Kumar, VP of HR at a financial services company, on how to create an environment that increases job satisfaction. She recommends providing responsibility and autonomy to employees, showing them respect, rewarding and recognizing good work, developing their skills, and obtaining feedback to evaluate and measure job satisfaction. She also emphasizes the importance of employee engagement and developing a positive work environment.
Recommended
Power and Empowerment
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Power and Empowerment".
Introduction to Employee Empowerment
This document provides an introduction to the concept of employee empowerment. It defines empowerment as improving employee decision-making through cooperation, sharing information, and aligning people, tasks, technology, processes, and structure. Empowerment involves shifting organizational structures from pyramid to circle shapes and increasing employee autonomy, information sharing, and delegated responsibility and authority. There are two types of empowerment: psychological empowerment which changes employee beliefs internally, and structural empowerment which increases employee involvement, autonomy, information sharing, and performance-based rewards. Famous companies that have implemented empowerment strategies are also discussed.
Power and politics
This document discusses power and politics in organizations. It begins by defining power as the ability to influence and control things that are valuable to others. There are different sources of power, including coercive power using fear, reward power from allocating incentives, and referent power from personal relationships. Power can be used positively or negatively. Organizational politics involves informal efforts to influence others and achieve objectives, and it arises from conflicting agendas and struggles for power. While often viewed negatively, politics are not inherently bad, and effective politics maintains relationships while achieving results.
CHAPTER OUTLINE Power Sources of Power Types of Po
This document outlines a chapter on influencing others through power, politics, networking, and negotiation. It discusses different types of power including position power, personal power, legitimate power, reward power, coercive power, referent power, and information power. It explains how each type of power can be increased and provides guidelines for their appropriate use. The chapter also addresses organizational politics, networking, and negotiation processes. Learning outcomes specify key concepts the reader should understand, such as differentiating among power sources and explaining relationships between negotiation, influencing tactics, and power.
Week 5 discussion
Here are some potential advantages and disadvantages of emphasizing person-organization fit when hiring:
Advantages:
- Employees who fit the culture will be more satisfied and committed to the organization. They will share the same values which can improve collaboration.
- It ensures the culture is maintained and strengthened over time as new people who fit are added.
Disadvantages:
- The organization may miss out on talented candidates who do not perfectly fit but could still be successful. Diversity of thought could be reduced.
- Defining and assessing fit can be subjective and lead to bias in hiring if not done carefully. It reduces the potential hiring pool.
- The culture may become too inward focused and resistant to change if only people
U2Motivation.ppt
This document discusses theories of motivation and employee motivation. It begins by defining motivation and identifying its importance in productivity, efficiency, goal achievement and workforce stability. It then outlines several major theories of motivation, including: content theories like Maslow's hierarchy of needs and Herzberg's two-factor theory; process theories such as expectancy theory and goal setting theory; and reinforcement theory. Finally, it provides examples of employee involvement programs and their implications for managers in motivating employees.
Motivation concepts summary
This document provides an overview of several theories of motivation. It begins by defining motivation and its key elements. It then discusses early theories proposed by Maslow, McGregor, and Herzberg. Maslow's hierarchy of needs proposes that lower level needs must be satisfied before higher needs. McGregor's Theory X and Y describe negative and positive views of human nature. Herzberg's two-factor theory distinguishes between motivators and hygiene factors. The document also covers McClelland's need theory and contemporary theories like self-determination theory, which examines intrinsic versus extrinsic motivation. Self-determination theory suggests rewards can enhance or undermine motivation depending on whether they are seen as informational or controlling.
0038
Ms. Rejani Chandran, an HR consultant, provides suggestions to Mr. Suresh Kumar, VP of HR at a financial services company, on how to create an environment that increases job satisfaction. She recommends providing responsibility and autonomy to employees, showing them respect, rewarding and recognizing good work, developing their skills, and obtaining feedback to evaluate and measure job satisfaction. She also emphasizes the importance of employee engagement and developing a positive work environment.
Power and-authority
Power and-authority by Liladhar Sankhala From Jodhpur
+919784865232
Mail id. - Ldborn2win@gmail.com
OB . MBA CH. 3(n).pptx
The document discusses various theories of motivation. It begins by defining motivation and outlining its three key elements: intensity, direction, and persistence. It then examines early 20th century theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include goal setting theory, reinforcement theory, equity theory, and expectancy theory. The document explains each theory and its implications for motivating employees. It concludes by noting no single theory can fully explain motivation and that ensuring a good fit between employees' abilities and their jobs is important for motivation.
REPORT VTE-236 Chapter 5.pptx
This document discusses power in industrial psychology. It defines power as the ability to influence others and notes that power can come from formal positions or personal qualities. It identifies five main types of power: legitimate power from one's position; reward power from ability to give rewards; expert power from knowledge and experience; referent power from inspiring qualities; and coercive power from threats or punishment. The document advises understanding these power types and using them wisely to achieve goals and engage employees effectively.
Major management theorists.KNM (1).pptx
Frederick Taylor was an American engineer who developed the theory of scientific management in the early 20th century. He advocated for precise time and motion studies of workers to determine the most efficient ways for them to perform their jobs. His principles included defining tasks, standardizing procedures, financial incentives, and close supervision. While his methods increased productivity, they were criticized for treating workers like machines and ignoring psychological needs.
Unit 06
Power refers to an individual's ability to influence others, while politics involves using power to achieve tasks and protect interests. Authority is the formal right of managers to issue orders. It is important for managers to understand power, politics, and authority to efficiently manage organizations and balance individual and organizational goals. Job design and delegation of authority are also crucial for optimal performance.
Culture
Organizational culture is described as a system of shared meanings held by employees in an organization. A strong culture exists when core values are intensely held and widely shared. Cultures serve functions like defining boundaries, providing identity, generating commitment, and controlling behavior. However, cultures can also act as barriers to change and promote behaviors that are dysfunctional. The chapter objectives are to understand what organizational culture is, how it develops, and its impacts on an organization.
(Mb asubjects.com)ob11 06st
This document summarizes several theories of motivation from organizational behavior:
1. It describes Maslow's hierarchy of needs theory that humans have physiological, safety, social, esteem, and self-actualization needs that become dominant as lower needs are satisfied.
2. It outlines McGregor's Theory X and Theory Y which propose different assumptions about employee motivation - Theory X sees employees as lazy and Theory Y sees them as ambitious.
3. It discusses Herzberg's two-factor theory that proposes intrinsic and extrinsic factors influence satisfaction versus dissatisfaction at work.
(Mb asubjects.com)ob11 06st
This document provides an overview of various theories of motivation. It summarizes key concepts from Maslow's hierarchy of needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, cognitive evaluation theory, goal-setting theory, reinforcement theory, job design theory, social information processing model, equity theory, and expectancy theory. For each theory, it outlines important concepts, principles, and relationships between variables that help explain work motivation.
Running Head SOURCES OF POWER AND INFLUENCE1SOURCES O.docx
Running Head: SOURCES OF POWER AND INFLUENCE
1
SOURCES OF POWER AND INFLUENCE
3
Sources of Power and Influence
Name
College
Course
Tutor
Date
Description of where the sources of power and influence exist in the organization
Influence is the capability to have an effect on development, character and behavior of somebody or something. Power is the ability to control people or an area (Bacon, 2011). In the organization, the sources of power and influence exist in a person’s position and in the expertise of an individual. With the two sources, an individual is able to control and influence the rest to perform effectively. In any organization, the sources of power and influence are necessary to affect the characters of the staff so as to make them suitable for the achievement of the organizational goal.
The positional power of an individual in an organization is the influence as a result of the position that the individual holds in the organization. The individual in a managerial position may be able to effectively influence the rest of the organization’s staff towards the organizational goal. Organizations find it beneficial to give individuals power to perform certain jobs. That is because the power can enable the other individuals and the entire organization to perform efficiently.
The positional powers may be categorized as legitimate, reward and coercive powers. Legitimate power is the positional power derived from a person’s position in an organization. Managers of organizations are the individual who poses legitimate powers. Their managerial position in the organization grant the legitimate right to poses the power, as per the companies’ constitution. They have the power to carry out the specified duties and responsibilities in the organization.
Reward power is a positional power which is based on the individual’s ability to reward the rest of the organizations staff for their desired behavior (Bacon, 2011). Most organizational managers have this kind of power since they are responsible of controlling most rewards. They are mainly responsible for pay increases, promotions, recognition rewards and status symbols. Coercive power is a positional reward which is based on an individual’s ability to prevent the rest of the staff from receiving desirable reward. It is the opposite of reward power since it is the power to punish those who do not achieve the desirable behavior.
Personal powers are a source of power and influence such as expert powers, referent powers, connection power and information power which is got from an individual’s capability. Expert power is possessed by an individual who has knowledge which is valued in the organization. Referent power is possessed by an individual who causes the others to admire and emulate him or her. Examples of individuals with such a power in an organization are charismatic leaders. The leaders are visionary and exhibit great confidence to the rest of the staff in the or.
OB chapter 5 Presentation 2.pptx
This document defines power and its different bases in an organizational context. It discusses the differences between power, influence, and authority. The 5 bases of power are described as coercive, legitimate, reward, expert, and referent. Finally, 9 common influence tactics used in organizations are outlined: silent authority, assertiveness, inspirational appeals, coalition formation, upwards appeal, persuasion, ingratiation, exchange, and consultation.
Motivation and theories of motivation
This PPT will tell you on what is Motivation, the features and importance of motivation, the Motivational theories and about Motivational Application.
Leadership theories
This document discusses the trait theory of leadership and evaluates it through analyzing Steve Jobs' leadership style at Apple and critiquing several trait theorists. It finds that trait theory proposes that innate traits determine leadership ability. It analyzes how Jobs' traits like courage, motivation, and independent thinking aligned with trait theory and drove his success. However, the document also critiques trait theory, finding issues with relying solely on linguistics to define traits and noting traits should be empirically validated and negative traits addressed.
Work Motivation and Major Motivation Theory
This document discusses various theories of motivation. It defines motivation and outlines its key characteristics. It then classifies motivation theories into content theories, which examine what motivates people based on individual needs and goals, and process theories, which examine how motivation occurs. The document summarizes several prominent motivation theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, Skinner's reinforcement theory, Vroom's expectancy theory, and Locke's goal-setting theory.
Question 1As I am the responsible Captain of the county jail my.docx
Question 1:
As I am the responsible Captain of the county jail my objective responsibility will be responsibility to the organization. However all objective responsibility involves responsibility to someone or some collective body and the expectation coming from outside. In my position I will be in authority to provide security inside the county jail and provide safety for the outside citizen. In the other hand, my subjective responsibility will be expression about my personal values, moral, and believes. I should be accountable to my subjective responsibilities in order to carry out objective responsibilities.
In my position it is normal to face some of any ethical authority. I might be face conflict of authority with upper level supervisors, upper level supervisors form outside the units, and with the jail commander. However, as I am responsible to oversee daily operation of the jail in multiple capacities also I am responsible to evaluate the upper-level supervisors on an annual basis I may face disagreement form upper-level supervisors if he do not want to do the evaluation or if he refuse my ideas. Also, as a captain in such a big position I may miss use of authority towards my employees. Such position with high level of authority is not that easy and some people may miss use in some areas. For example, I might be not fare with some staff working with me. However, I can solve those issues or those conflicts by clarifying my subjective and objective responsibilities, clarify my mission which are safety and security, serve the public needs instead of assisting my supervisors to achieve their goals in not being helpful in dong the evaluation about them which is against my objective authorities. In additions, I should follow the rules and laws rather than personal authority that mean I have to know how to make fairness for all people at the same level.
Regarding the ethical rule that I might face is outside- inside rules. For example in the outside rule I might have problem with my parents because they want me to give up my job due to a fetal fight happened in the jail that causes sever medical condition to some people. In the other hand, Inside rule, as a captain for the county jail and responsible for the facility safety and security in the absence of the jail commander I will refuse to leave my position because this is part of my objective and subjective responsibilities.
There are two general approaches responsible conducts inside the organization, which are internal control and external control. In the internal control, I have to use value and moral in order to shape the professional standards in the organization and to enhance the ethical conduct. Whereas, in the external control, that involves law, regulations, and rules I have to provide external control in order to maintain the desired conduct not only for me but also for providing ethical environment around all positions. For example, I can set a law states that all employee ...
MGT 420 Harvard University Workplace Politics Discussion.docx
This document provides an outline and overview of a chapter on power and politics in the workplace from a Harvard University course. It defines power, contrasts it with leadership, and outlines the key bases of power including coercive, reward, legitimate, expert, and referent power. It also discusses how dependency is key to understanding power dynamics and gives examples of how sexual harassment is an abuse of power.
George p
Effective communication is essential for organizational success. Communication allows for the exchange of information between individuals and helps coordinate work. Barriers like selective perception and defensiveness can interfere with communication. Informal networks also facilitate information sharing. Modern technologies have revolutionized workplace communication through tools like email and telecommuting. However, remote work can lead to social isolation. Overall, communication is key for managing employees, promoting understanding, and achieving organizational goals.
12 POWER, INFLUENCE, AND POLITICS How Can I Apply These to Increas.docx
12 POWER, INFLUENCE, AND POLITICS How Can I Apply These to Increase My Effectiveness? © 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors. MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 12.1POWER AND ITS BASIC FORMS MAJOR QUESTION: What are the basic forms of power and how can they help me achieve my desired outcomes? 12.2POWER SHARING AND EMPOWERMENT MAJOR QUESTION: How can sharing power increase my power? 12.3EFFECTIVELY INFLUENCING OTHERS MAJOR QUESTION: How do my influence tactics affect my personal effectiveness? 12.4POLITICAL TACTICS AND HOW TO USE THEM MAJOR QUESTION: What are the many forms of politics, and how can understanding them make me more effective at school, at work, and socially? 12.5IMPRESSION MANAGEMENT MAJOR QUESTION: Do I seek only to impress, or to make a good impression? INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Power, influence, and politics are some of the most common means by which you affect the behavior of others and they affect yours. Learning these tools will increase your effectiveness in managing individual, group, and organizational level outcomes. Page 403 winning at work MAKE MEETINGS WORK FOR YOU “If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be ‘meetings.’”1 This cynical and funny quote resonates with employees everywhere. You’ve probably never heard, nor ever will hear, somebody pleading for more meetings. One estimate is that the average worker spends four hours a week in meetings and feels that at least half that time is wasted.2 Even worse, a sample of CEOs revealed that they spend on average 18 hours per week in meetings.3 Yet despite the pain, we know that people need to meet, and when managed effectively, groups and teams of people can accomplish great things. We therefore give you some practical tools to get the most out of your meetings, colleagues, and your time. And in the process everybody will appreciate you even more. LET’S START WITH COMMON COMPLAINTS Three of the most common complaints are that meetings: 1.Are unnecessary. 2.Don’t accomplish much. 3.Are too long. Smartphones only make this worse, as people are commonly distracted (busy texting) until they are asked to speak. WHAT TO DO 1.Make and distribute an agenda. Do more than simply state purpose, day, time, and location. Also tell participants specifically what they need to do to prepare. 2.Set and communicate a goal for the meeting. Tell participants in advance, and when you convene, what the end will look like. Explain what you want to accomplish by the time you conclude the meeting, such as a decision or plan of action. 3.Assign responsibilities. Assign roles and responsibilities for the meeting itself, and then verbally assign expectations for who is to do what as follow-up or next steps. 4.Set a time limit. Some experts suggest that m ...
TYPES OF POWER.pptx
Power can be exercised through coercion using threats of punishment or prevention of rewards and promotions. However, power also allows coordination and goal achievement when used positively to develop trust and cooperation between parties. Negative consequences are that imbalanced power can enable exploitation and harm relationships.
MGT 420 Harvard University HPs Internal Conflicts Case Study.docx
This document provides an outline and overview of a chapter about power and politics in organizations. It defines power as one's capacity to influence another's behavior to act in accordance with one's wishes. It contrasts power with leadership, noting that power does not require goal compatibility but can be used as a means for leaders to achieve goals. The document also outlines the five bases of power according to French and Raven: coercive, reward, legitimate, expert, and referent power.
DSEP 7100 Leadership Powerpoint on Leadership.pdf
The document discusses different perspectives on leadership, management, and administration. It defines leadership as providing direction and purpose to influence others towards a common goal, while management focuses on efficient resource use and administration refers to broad organizational responsibility. The human relations movement found happy and productive workers when they participate in decisions. Later, the behavioral science approach determined workers are productive when they participate in organizational decision making. The document also examines various leadership theories and models.
2. The Mars Climate Orbiter (formerly the Mars Surveyor 98 Orbiter) w.pdf
2. The Mars Climate Orbiter (formerly the Mars Surveyor 98 Orbiter) was one of two spacecraft
in the Mars Surveyor 98 program, the other being the Mars Polar Lander (formerly the Mars
Surveyor 98 Lander). The two missions were to study the Martian weather, climate, and water
and carbon dioxide badget in order to understand the reservoirs, behavior, and atmospheric role
of volatiles and to warch for evidence of long-term and episodic climate changes. The Mars
Climate Orbiter was destroyed when a navigation error caused the spacecraft to miss its intended
140-150 km altitude above Mars during orbit insertion, instead entering the Martian atmosphere
at about 57 km. The spacecraft was destroyed by atmospherie stresses and friction at this low
altitude. A review board found that some data was calculated on the ground in Imperial units
(pound-seconds) and eported that way to the navigation team, who were expeeting the data in
metric units (newton-seconds). Calculate the conversion between Newton-seconds and pound-
seconds. (Hint: pound is the force of 1 slug being accelerated at 1 foot/see2, and 1 slug is 14.59
kg.) s. (Hint: 1 pound is the force of 1 slug being accelerated at 1 foot/see, and 1 slug
Solution
1 newtons = 0.224808942443 pounds
hence 1 newton -second = 0.224808942443 pounds -seconds.
2. The switch has been closed for a long time and is opened at t = 0..pdf
2. The switch has been closed for a long time and is opened at t = 0. Find i(t) for t > o.
Solution
we know that at t=0 current i=10/2=5 (1)
after apply kvl wee find that l*di/dt+3i+5i=10
so to solve this differential eq we find that i=2+(e^(-5/3t+c)/5)
to put eq. (1) we find that e^c=15 so
final answer at t>0 i(t)=2+(e^(-5/3t+15)/5).
More Related Content
Similar to 2. A. Define power. B. List five bases for power and explain each mea.pdf
Power and-authority
Power and-authority by Liladhar Sankhala From Jodhpur
+919784865232
Mail id. - Ldborn2win@gmail.com
OB . MBA CH. 3(n).pptx
The document discusses various theories of motivation. It begins by defining motivation and outlining its three key elements: intensity, direction, and persistence. It then examines early 20th century theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include goal setting theory, reinforcement theory, equity theory, and expectancy theory. The document explains each theory and its implications for motivating employees. It concludes by noting no single theory can fully explain motivation and that ensuring a good fit between employees' abilities and their jobs is important for motivation.
REPORT VTE-236 Chapter 5.pptx
This document discusses power in industrial psychology. It defines power as the ability to influence others and notes that power can come from formal positions or personal qualities. It identifies five main types of power: legitimate power from one's position; reward power from ability to give rewards; expert power from knowledge and experience; referent power from inspiring qualities; and coercive power from threats or punishment. The document advises understanding these power types and using them wisely to achieve goals and engage employees effectively.
Major management theorists.KNM (1).pptx
Frederick Taylor was an American engineer who developed the theory of scientific management in the early 20th century. He advocated for precise time and motion studies of workers to determine the most efficient ways for them to perform their jobs. His principles included defining tasks, standardizing procedures, financial incentives, and close supervision. While his methods increased productivity, they were criticized for treating workers like machines and ignoring psychological needs.
Unit 06
Power refers to an individual's ability to influence others, while politics involves using power to achieve tasks and protect interests. Authority is the formal right of managers to issue orders. It is important for managers to understand power, politics, and authority to efficiently manage organizations and balance individual and organizational goals. Job design and delegation of authority are also crucial for optimal performance.
Culture
Organizational culture is described as a system of shared meanings held by employees in an organization. A strong culture exists when core values are intensely held and widely shared. Cultures serve functions like defining boundaries, providing identity, generating commitment, and controlling behavior. However, cultures can also act as barriers to change and promote behaviors that are dysfunctional. The chapter objectives are to understand what organizational culture is, how it develops, and its impacts on an organization.
(Mb asubjects.com)ob11 06st
This document summarizes several theories of motivation from organizational behavior:
1. It describes Maslow's hierarchy of needs theory that humans have physiological, safety, social, esteem, and self-actualization needs that become dominant as lower needs are satisfied.
2. It outlines McGregor's Theory X and Theory Y which propose different assumptions about employee motivation - Theory X sees employees as lazy and Theory Y sees them as ambitious.
3. It discusses Herzberg's two-factor theory that proposes intrinsic and extrinsic factors influence satisfaction versus dissatisfaction at work.
(Mb asubjects.com)ob11 06st
This document provides an overview of various theories of motivation. It summarizes key concepts from Maslow's hierarchy of needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, Alderfer's ERG theory, McClelland's needs theory, cognitive evaluation theory, goal-setting theory, reinforcement theory, job design theory, social information processing model, equity theory, and expectancy theory. For each theory, it outlines important concepts, principles, and relationships between variables that help explain work motivation.
Running Head SOURCES OF POWER AND INFLUENCE1SOURCES O.docx
Running Head: SOURCES OF POWER AND INFLUENCE
1
SOURCES OF POWER AND INFLUENCE
3
Sources of Power and Influence
Name
College
Course
Tutor
Date
Description of where the sources of power and influence exist in the organization
Influence is the capability to have an effect on development, character and behavior of somebody or something. Power is the ability to control people or an area (Bacon, 2011). In the organization, the sources of power and influence exist in a person’s position and in the expertise of an individual. With the two sources, an individual is able to control and influence the rest to perform effectively. In any organization, the sources of power and influence are necessary to affect the characters of the staff so as to make them suitable for the achievement of the organizational goal.
The positional power of an individual in an organization is the influence as a result of the position that the individual holds in the organization. The individual in a managerial position may be able to effectively influence the rest of the organization’s staff towards the organizational goal. Organizations find it beneficial to give individuals power to perform certain jobs. That is because the power can enable the other individuals and the entire organization to perform efficiently.
The positional powers may be categorized as legitimate, reward and coercive powers. Legitimate power is the positional power derived from a person’s position in an organization. Managers of organizations are the individual who poses legitimate powers. Their managerial position in the organization grant the legitimate right to poses the power, as per the companies’ constitution. They have the power to carry out the specified duties and responsibilities in the organization.
Reward power is a positional power which is based on the individual’s ability to reward the rest of the organizations staff for their desired behavior (Bacon, 2011). Most organizational managers have this kind of power since they are responsible of controlling most rewards. They are mainly responsible for pay increases, promotions, recognition rewards and status symbols. Coercive power is a positional reward which is based on an individual’s ability to prevent the rest of the staff from receiving desirable reward. It is the opposite of reward power since it is the power to punish those who do not achieve the desirable behavior.
Personal powers are a source of power and influence such as expert powers, referent powers, connection power and information power which is got from an individual’s capability. Expert power is possessed by an individual who has knowledge which is valued in the organization. Referent power is possessed by an individual who causes the others to admire and emulate him or her. Examples of individuals with such a power in an organization are charismatic leaders. The leaders are visionary and exhibit great confidence to the rest of the staff in the or.
OB chapter 5 Presentation 2.pptx
This document defines power and its different bases in an organizational context. It discusses the differences between power, influence, and authority. The 5 bases of power are described as coercive, legitimate, reward, expert, and referent. Finally, 9 common influence tactics used in organizations are outlined: silent authority, assertiveness, inspirational appeals, coalition formation, upwards appeal, persuasion, ingratiation, exchange, and consultation.
Motivation and theories of motivation
This PPT will tell you on what is Motivation, the features and importance of motivation, the Motivational theories and about Motivational Application.
Leadership theories
This document discusses the trait theory of leadership and evaluates it through analyzing Steve Jobs' leadership style at Apple and critiquing several trait theorists. It finds that trait theory proposes that innate traits determine leadership ability. It analyzes how Jobs' traits like courage, motivation, and independent thinking aligned with trait theory and drove his success. However, the document also critiques trait theory, finding issues with relying solely on linguistics to define traits and noting traits should be empirically validated and negative traits addressed.
Work Motivation and Major Motivation Theory
This document discusses various theories of motivation. It defines motivation and outlines its key characteristics. It then classifies motivation theories into content theories, which examine what motivates people based on individual needs and goals, and process theories, which examine how motivation occurs. The document summarizes several prominent motivation theories, including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's needs theory, Skinner's reinforcement theory, Vroom's expectancy theory, and Locke's goal-setting theory.
Question 1As I am the responsible Captain of the county jail my.docx
Question 1:
As I am the responsible Captain of the county jail my objective responsibility will be responsibility to the organization. However all objective responsibility involves responsibility to someone or some collective body and the expectation coming from outside. In my position I will be in authority to provide security inside the county jail and provide safety for the outside citizen. In the other hand, my subjective responsibility will be expression about my personal values, moral, and believes. I should be accountable to my subjective responsibilities in order to carry out objective responsibilities.
In my position it is normal to face some of any ethical authority. I might be face conflict of authority with upper level supervisors, upper level supervisors form outside the units, and with the jail commander. However, as I am responsible to oversee daily operation of the jail in multiple capacities also I am responsible to evaluate the upper-level supervisors on an annual basis I may face disagreement form upper-level supervisors if he do not want to do the evaluation or if he refuse my ideas. Also, as a captain in such a big position I may miss use of authority towards my employees. Such position with high level of authority is not that easy and some people may miss use in some areas. For example, I might be not fare with some staff working with me. However, I can solve those issues or those conflicts by clarifying my subjective and objective responsibilities, clarify my mission which are safety and security, serve the public needs instead of assisting my supervisors to achieve their goals in not being helpful in dong the evaluation about them which is against my objective authorities. In additions, I should follow the rules and laws rather than personal authority that mean I have to know how to make fairness for all people at the same level.
Regarding the ethical rule that I might face is outside- inside rules. For example in the outside rule I might have problem with my parents because they want me to give up my job due to a fetal fight happened in the jail that causes sever medical condition to some people. In the other hand, Inside rule, as a captain for the county jail and responsible for the facility safety and security in the absence of the jail commander I will refuse to leave my position because this is part of my objective and subjective responsibilities.
There are two general approaches responsible conducts inside the organization, which are internal control and external control. In the internal control, I have to use value and moral in order to shape the professional standards in the organization and to enhance the ethical conduct. Whereas, in the external control, that involves law, regulations, and rules I have to provide external control in order to maintain the desired conduct not only for me but also for providing ethical environment around all positions. For example, I can set a law states that all employee ...
MGT 420 Harvard University Workplace Politics Discussion.docx
This document provides an outline and overview of a chapter on power and politics in the workplace from a Harvard University course. It defines power, contrasts it with leadership, and outlines the key bases of power including coercive, reward, legitimate, expert, and referent power. It also discusses how dependency is key to understanding power dynamics and gives examples of how sexual harassment is an abuse of power.
George p
Effective communication is essential for organizational success. Communication allows for the exchange of information between individuals and helps coordinate work. Barriers like selective perception and defensiveness can interfere with communication. Informal networks also facilitate information sharing. Modern technologies have revolutionized workplace communication through tools like email and telecommuting. However, remote work can lead to social isolation. Overall, communication is key for managing employees, promoting understanding, and achieving organizational goals.
12 POWER, INFLUENCE, AND POLITICS How Can I Apply These to Increas.docx
12 POWER, INFLUENCE, AND POLITICS How Can I Apply These to Increase My Effectiveness? © 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors. MAJOR TOPICS I’LL LEARN AND QUESTIONS I SHOULD BE ABLE TO ANSWER 12.1POWER AND ITS BASIC FORMS MAJOR QUESTION: What are the basic forms of power and how can they help me achieve my desired outcomes? 12.2POWER SHARING AND EMPOWERMENT MAJOR QUESTION: How can sharing power increase my power? 12.3EFFECTIVELY INFLUENCING OTHERS MAJOR QUESTION: How do my influence tactics affect my personal effectiveness? 12.4POLITICAL TACTICS AND HOW TO USE THEM MAJOR QUESTION: What are the many forms of politics, and how can understanding them make me more effective at school, at work, and socially? 12.5IMPRESSION MANAGEMENT MAJOR QUESTION: Do I seek only to impress, or to make a good impression? INTEGRATIVE FRAMEWORK FOR UNDERSTANDING AND APPLYING OB Power, influence, and politics are some of the most common means by which you affect the behavior of others and they affect yours. Learning these tools will increase your effectiveness in managing individual, group, and organizational level outcomes. Page 403 winning at work MAKE MEETINGS WORK FOR YOU “If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be ‘meetings.’”1 This cynical and funny quote resonates with employees everywhere. You’ve probably never heard, nor ever will hear, somebody pleading for more meetings. One estimate is that the average worker spends four hours a week in meetings and feels that at least half that time is wasted.2 Even worse, a sample of CEOs revealed that they spend on average 18 hours per week in meetings.3 Yet despite the pain, we know that people need to meet, and when managed effectively, groups and teams of people can accomplish great things. We therefore give you some practical tools to get the most out of your meetings, colleagues, and your time. And in the process everybody will appreciate you even more. LET’S START WITH COMMON COMPLAINTS Three of the most common complaints are that meetings: 1.Are unnecessary. 2.Don’t accomplish much. 3.Are too long. Smartphones only make this worse, as people are commonly distracted (busy texting) until they are asked to speak. WHAT TO DO 1.Make and distribute an agenda. Do more than simply state purpose, day, time, and location. Also tell participants specifically what they need to do to prepare. 2.Set and communicate a goal for the meeting. Tell participants in advance, and when you convene, what the end will look like. Explain what you want to accomplish by the time you conclude the meeting, such as a decision or plan of action. 3.Assign responsibilities. Assign roles and responsibilities for the meeting itself, and then verbally assign expectations for who is to do what as follow-up or next steps. 4.Set a time limit. Some experts suggest that m ...
TYPES OF POWER.pptx
Power can be exercised through coercion using threats of punishment or prevention of rewards and promotions. However, power also allows coordination and goal achievement when used positively to develop trust and cooperation between parties. Negative consequences are that imbalanced power can enable exploitation and harm relationships.
MGT 420 Harvard University HPs Internal Conflicts Case Study.docx
This document provides an outline and overview of a chapter about power and politics in organizations. It defines power as one's capacity to influence another's behavior to act in accordance with one's wishes. It contrasts power with leadership, noting that power does not require goal compatibility but can be used as a means for leaders to achieve goals. The document also outlines the five bases of power according to French and Raven: coercive, reward, legitimate, expert, and referent power.
DSEP 7100 Leadership Powerpoint on Leadership.pdf
The document discusses different perspectives on leadership, management, and administration. It defines leadership as providing direction and purpose to influence others towards a common goal, while management focuses on efficient resource use and administration refers to broad organizational responsibility. The human relations movement found happy and productive workers when they participate in decisions. Later, the behavioral science approach determined workers are productive when they participate in organizational decision making. The document also examines various leadership theories and models.
Similar to 2. A. Define power. B. List five bases for power and explain each mea.pdf (20)
Running Head SOURCES OF POWER AND INFLUENCE1SOURCES O.docx
Running Head SOURCES OF POWER AND INFLUENCE1SOURCES O.docx
Question 1As I am the responsible Captain of the county jail my.docx
Question 1As I am the responsible Captain of the county jail my.docx
MGT 420 Harvard University Workplace Politics Discussion.docx
MGT 420 Harvard University Workplace Politics Discussion.docx
12 POWER, INFLUENCE, AND POLITICS How Can I Apply These to Increas.docx
12 POWER, INFLUENCE, AND POLITICS How Can I Apply These to Increas.docx
MGT 420 Harvard University HPs Internal Conflicts Case Study.docx
MGT 420 Harvard University HPs Internal Conflicts Case Study.docx
More from ahmedmodassir
2. The Mars Climate Orbiter (formerly the Mars Surveyor 98 Orbiter) w.pdf
2. The Mars Climate Orbiter (formerly the Mars Surveyor 98 Orbiter) was one of two spacecraft
in the Mars Surveyor 98 program, the other being the Mars Polar Lander (formerly the Mars
Surveyor 98 Lander). The two missions were to study the Martian weather, climate, and water
and carbon dioxide badget in order to understand the reservoirs, behavior, and atmospheric role
of volatiles and to warch for evidence of long-term and episodic climate changes. The Mars
Climate Orbiter was destroyed when a navigation error caused the spacecraft to miss its intended
140-150 km altitude above Mars during orbit insertion, instead entering the Martian atmosphere
at about 57 km. The spacecraft was destroyed by atmospherie stresses and friction at this low
altitude. A review board found that some data was calculated on the ground in Imperial units
(pound-seconds) and eported that way to the navigation team, who were expeeting the data in
metric units (newton-seconds). Calculate the conversion between Newton-seconds and pound-
seconds. (Hint: pound is the force of 1 slug being accelerated at 1 foot/see2, and 1 slug is 14.59
kg.) s. (Hint: 1 pound is the force of 1 slug being accelerated at 1 foot/see, and 1 slug
Solution
1 newtons = 0.224808942443 pounds
hence 1 newton -second = 0.224808942443 pounds -seconds.
2. The switch has been closed for a long time and is opened at t = 0..pdf
2. The switch has been closed for a long time and is opened at t = 0. Find i(t) for t > o.
Solution
we know that at t=0 current i=10/2=5 (1)
after apply kvl wee find that l*di/dt+3i+5i=10
so to solve this differential eq we find that i=2+(e^(-5/3t+c)/5)
to put eq. (1) we find that e^c=15 so
final answer at t>0 i(t)=2+(e^(-5/3t+15)/5).
2. Transistors (25 pts) Given ID= KPnW(2L)(Vos-Vr )2. VDD 1.8V, W = .pdf
2. Transistors (25 pts) Given ID= KPnW/(2L)(Vos-Vr )2. VDD 1.8V, W = 10um, L = 0.33um,
Ksat: 150uA/V-um KPn = 100uA/V2, KR-2, Cox-2fFum2, VTn = 0.4 Sat. 0 0.15 0.30 0.45 0.60
0.75 0.90 1.05 1.20 135 1.20 135 VDS (VOLTS
Solution
id =idss(1-vgs/vt)2
gm = d(id)/d(vgs).
2. Identifying time lags Advocates of active policy face several obst.pdf
2. Identifying time lags Advocates of active policy face several obstacles when implementing
discretionary fiscal or monetary policy, such as identifying the economy?s potential output level,
the natural rate of unemployment, and the effects of a passive approach. Policymakers must also
cope with a multitude of time lags that complicate the implementation of active policy. Identify
the type of time lag Illustrated in the following scenario: Policymakers have implemented an
expansionary monetary policy, but it takes several months for the change. In the federal funds
rate to translate into a change in aggregate demand and output. Decision-making lag
Implementation lag Recognition lag Effectiveness lag
Solution
Hi,
The correct answer is effectiveness lag
Explanation: After all of that, and the policy is finally put into place, it takes time for policy to
hit the economy and take effect. For monetary policy if can be a year to a year and a half before
the peak effect of the policy is felt. This is called effectiveness lag.
2. Consumer surplus for a group of consumers Aa Aa The following grap.pdf
2. Consumer surplus for a group of consumers Aa Aa The following graph shows the demand
curve for a group of consumers in the US market for digital cameras. The market price of a
digital camera is $125, as shown by the black horizontal line Each rectangle on the graph
corresponds to a particular buyer in this market: orange (sguare symbols) for Alice, green
(triangle symbols) for Bernie, purple (diamond symbols) for Corey, red (cross symbols) for
Donyell, and tan (dash symbols) for Elton. Use the rectangles to shade the areas representing
consumer surplus for each person who is willing and able to purchase a digital camera at a
market price of $125 Note: If a person is either unwilling or unable to purchase a digital camera
at the market price, indicate this by leaving his or her rectangle in its original position on the side
of the graph PRICE (Dollars per digital camera) 400 Alice 350 A Bernie 300 Alice 250 Corey
Bernie 200 Core 150 Donyell Donyell 100 Elton Elton 50 QUANTITY (Digital cameras Help
Clear All Based on the information on the graph, you can tell that will buy digital cameras at the
given market price, and total consumer surplus in this market will be Suppose the market price of
a digital camera changes to $175. On the following graph, use the rectangles once again to shade
the areas representing consumer surplus for each person who is willing and able to purchase a
digital camera at the new market price: orange (sguare symbols) for Alice, green (triangle
symbols) for Bernie, purple (diamond symbols) for Corey, red (cross symbols) for Donye and tan
(dash symbols) for Elton
Solution
Consumer surplus is the surplus over the price that is paid and that a consumer is willing to pay
for the product.
We calculate it through the fromula below. Negative values indicate no movement in the
rectangles and no purchase of product.
total surplus = 125+75+25 = 225
if the price chnages to 175 then,
Now only Alice and Bernie will buy.
Consumer surplus reduces to 100 from 200 and the number of consumers buying the good also
decrease from 3 to 2.Price willing to payActual pricesurplusDecision to
buyAlice250125125YesBernie20012575YesCorey15012525YesDonyell100125-
25NoElton50125-75NO.
2. Consider the system shown n Figure.4, determine a) The system fu.pdf
2. Consider the system shown ?n Figure.4, determine: a) The system function H(z); and b) The
difference equation relating the output y[n] and input x[n]
Solution
H(z) = (b0 Z-1 + (b1+a1) z-1 +(b2 + a2)z0 ) /(a2x(n)+ a1x(n))
Difference equation = b0 Z-1 + (b1+a1) z-1 +(b2 + a2)z0.
2. Classify the following variable as nominal, ordinal, discrete,.pdf
2. Classify the following variable as nominal, ordinal, discrete, or continuous and state why it is
such a variable:
number of US Senators
Solution
Discrete: the values of the variable may be found by counting and can be assigned
numbers such as the number of U.S. Senators. Discrete is a quantitative variable because it is
countable and can be assigned values, such as numbers or height and weight or number for each
U.S. senators.
2. A pond is stocked with 100 fish in 1997, and it is observed that t.pdf
2. A pond is stocked with 100 fish in 1997, and it is observed that the fish population doubles
every year for the first couple of years In what year a maximum sustainable yield of 2 fish per
day, on the average, will occur from this pond?
Solution
In 1997 the pond is stocked with 100 fishes
As per the condition fishes will be doubled every year
1998 200 fishes in the pond
1999 400 fishes
2000 800 fishes in pond (on an average of 2fish/day)..
2) (S-poin errors are systematic or random in nature. ts) List 5 .pdf
2) (S-poin errors are systematic or random in nature. ts) List 5 errors that are common to taping
and indicate whether or not the
Solution
1)Five errors common to taping
2)As the given data is seen let us make table162.21162.19126.12Error (Equipement
error)162.50Systenatic error162.23.
13. Is the following proposition true or false Justify your conclusi.pdf
13. Is the following proposition true or false? Justify your conclusion with a proof or a
counterexample. If f : S arrow T is a surjection and C subset of T, then f (f^-1 (C)) = C.
Solution
If f:S to T is a surjection, then
all elements in T = f(C)
Hence each element in f(C) has a preimage in C
But as f is not one to one, the preimage is not unique.
Hence there may be repititions.
f inverse is not a funciton. We can say f inverse is a mapping for a mapping f
f( f inverse C) =C
For a funciton f, the above is not true..
141. Which of the following statements is true A. U.S non- fin.pdf
141. Which of the following statements is true?
A. U.S non- financial firms tend to use more debt than equity financing
B. Bondholders are generally granted voting rights equal to those of common shareholders .
C. Debt increased the possibility of financial distress
D. Payments of both interest and dividends are tax deductible as business expenses
E. Unpaid common stock dividends can force a firm into liquidation
141. Which of the following statements is true?
A. U.S non- financial firms tend to use more debt than equity financing
B. Bondholders are generally granted voting rights equal to those of common shareholders .
C. Debt increased the possibility of financial distress
D. Payments of both interest and dividends are tax deductible as business expenses
E. Unpaid common stock dividends can force a firm into liquidation
A. U.S non- financial firms tend to use more debt than equity financing
B. Bondholders are generally granted voting rights equal to those of common shareholders .
C. Debt increased the possibility of financial distress
D. Payments of both interest and dividends are tax deductible as business expenses
E. Unpaid common stock dividends can force a firm into liquidation
Solution
Answer is A. U.S non- financial firms tend to use more debt than equity financing
Other statements are false as below:
B. Bondholders are lenders to the company and they are not treated at par with common
shareholders.
C. Debts are an important of the capital structure. An all equity firm is very risky as compared to
an firm with optimal blend of debt and equity.
D. Dividends are not deductible expense for tax purpose
E. Common stock dividends cannot lead liquidation as common stock dividend is not an
obligation for company..
12. Find the transition matrix from the basis B to the basis c where .pdf
12. Find the transition matrix from the basis B to the basis c where B t and C (0.(0) for R2. In
other words find the matrix P with the property that for all UE R2, P(v B Uc. 13 Find the matrix
representation with respect to the ordered basis 11, z, T2 H, of the linear transformation S P2 P2
defined by S f(z)) a 1. Jo f(t) dt. 14. Find all real values of z for which (zI A) fails to be invertible
if 0 -1 3 A 1 0 2 15. Suppose that T V V is diagonalizable. Explain why the composite To T V V
is also diagonalizable. What are the eigenvalues of To T?
Solution
12.
12. Let U be a nonempty set and let P(U) be the power set of U. That .pdf
This document defines an equivalence relation ~ on the power set P(U) of a nonempty set U. Relation A ~ B means there exists a bijection f between subsets A and B of P(U). The solution is to prove that the relation ~ is reflexive, symmetric and transitive, making it an equivalence relation on P(U).
1.) Prepare contribution margin income statement at sales level o.pdf
1.) Prepare contribution margin income statement at sales level of $270,000 and $410,000.
Compute breakeven sales in dollars.
sales revenue $400,000
less: variable expenses $120,000
= contribution margin $280,000
less: $170,000
= Operting income $109,200
Solution
Not able to view the images.
1. What is the difference between law and morality 2. What are .pdf
1. What is the difference between law and morality ? 2. What are the differences among positive
law. Natural law, and negative rights ? 3. What is ethical relativism ?
Solution
1.
Laws are absolute rules set by government representatives, while morality has to do with
individual views on what is right or wrong.
Difference between law and morality-
..
1. What is the purpose of criminal law 2. What are the various c.pdf
1. What is the purpose of criminal law? 2. What are the various categories and classes of
crimes? 3. What is the nature of an act according to the meaning of criminal liability? 4. What
are the four mental states that can be found in the criminal code?
Solution
1. Porpuse of criminal law
to keep order in society and lessen the harm individuals may cause to one another
Reference: http://enlightenme.com/criminal-laws/
2. What are the various categoires and classes of crimes?
Personal Crimes.
More from ahmedmodassir (16)
2. The Mars Climate Orbiter (formerly the Mars Surveyor 98 Orbiter) w.pdf
2. The Mars Climate Orbiter (formerly the Mars Surveyor 98 Orbiter) w.pdf
2. The switch has been closed for a long time and is opened at t = 0..pdf
2. The switch has been closed for a long time and is opened at t = 0..pdf
2. Transistors (25 pts) Given ID= KPnW(2L)(Vos-Vr )2. VDD 1.8V, W = .pdf
2. Transistors (25 pts) Given ID= KPnW(2L)(Vos-Vr )2. VDD 1.8V, W = .pdf
2. Identifying time lags Advocates of active policy face several obst.pdf
2. Identifying time lags Advocates of active policy face several obst.pdf
2. Consumer surplus for a group of consumers Aa Aa The following grap.pdf
2. Consumer surplus for a group of consumers Aa Aa The following grap.pdf
2. Consider the system shown n Figure.4, determine a) The system fu.pdf
2. Consider the system shown n Figure.4, determine a) The system fu.pdf
2. Classify the following variable as nominal, ordinal, discrete,.pdf
2. Classify the following variable as nominal, ordinal, discrete,.pdf
2. A pond is stocked with 100 fish in 1997, and it is observed that t.pdf
2. A pond is stocked with 100 fish in 1997, and it is observed that t.pdf
2) (S-poin errors are systematic or random in nature. ts) List 5 .pdf
2) (S-poin errors are systematic or random in nature. ts) List 5 .pdf
13. Is the following proposition true or false Justify your conclusi.pdf
13. Is the following proposition true or false Justify your conclusi.pdf
141. Which of the following statements is true A. U.S non- fin.pdf
141. Which of the following statements is true A. U.S non- fin.pdf
12. Find the transition matrix from the basis B to the basis c where .pdf
12. Find the transition matrix from the basis B to the basis c where .pdf
12. Let U be a nonempty set and let P(U) be the power set of U. That .pdf
12. Let U be a nonempty set and let P(U) be the power set of U. That .pdf
1.) Prepare contribution margin income statement at sales level o.pdf
1.) Prepare contribution margin income statement at sales level o.pdf
1. What is the difference between law and morality 2. What are .pdf
1. What is the difference between law and morality 2. What are .pdf
1. What is the purpose of criminal law 2. What are the various c.pdf
1. What is the purpose of criminal law 2. What are the various c.pdf
Recently uploaded
How to Setup Warehouse & Location in Odoo 17 Inventory
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...Nguyen Thanh Tu Collection
https://app.box.com/s/tacvl9ekroe9hqupdnjruiypvm9rdaneChapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective UpskillingExcellence Foundation for South Sudan
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.Hindi varnamala | hindi alphabet PPT.pdf
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Main Java[All of the Base Concepts}.docx
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptxMohd Adib Abd Muin, Senior Lecturer at Universiti Utara Malaysia
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Manage Your Lost Opportunities in Odoo 17 CRM
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to deliver Powerpoint Presentations.pptx
"How to make and deliver dynamic presentations by making it more interactive to captivate your audience attention"
How to Create a More Engaging and Human Online Learning Experience
How to Create a More Engaging and Human Online Learning Experience Wahiba Chair Training & Consulting
Wahiba Chair's Talk at the 2024 Learning Ideas Conference. How to Fix the Import Error in the Odoo 17
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh
Recently uploaded (20)
How to Setup Warehouse & Location in Odoo 17 Inventory
How to Setup Warehouse & Location in Odoo 17 Inventory
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 9 CẢ NĂM - GLOBAL SUCCESS - NĂM HỌC 2024-2025 - ...
Digital Artefact 1 - Tiny Home Environmental Design
Digital Artefact 1 - Tiny Home Environmental Design
Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering.pptx
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Your Skill Boost Masterclass: Strategies for Effective Upskilling
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
Chapter 4 - Islamic Financial Institutions in Malaysia.pptx
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Manage Your Lost Opportunities in Odoo 17 CRM
How to Create a More Engaging and Human Online Learning Experience
How to Create a More Engaging and Human Online Learning Experience
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
বাংলাদেশ অর্থনৈতিক সমীক্ষা (Economic Review) ২০২৪ UJS App.pdf
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
Traditional Musical Instruments of Arunachal Pradesh and Uttar Pradesh - RAYH...
2. A. Define power. B. List five bases for power and explain each mea.pdf
- 1. 2. A. Define power. B. List five bases for power and explain each means in one or two sentences. Give an what example for each. C. Below are short biographies of two EEos of Intel. Using the biographies compare the power bases of the two men. Bob Noyce was a physicist with a technology background. He served as CEO until 1975. He was a person who tried to be friendly with workers and give them lots of freedom to set laid back without big differences in rewards set by rank. their own agendas. He ran a workplac He did not allow gaudy offices or travel by private jet or reserved parking spots for executives Paul Otellini became CEo in 2005. He was the first chief executive not to have a technical background. He downsized the company and eliminated many jobs for people who were not productive. He has tried to speed up new product development Solution 2. A. Power represents the degree and authority and influence of a person on other people. B. Five bases of power are listed below: Expert power: Expert power is derived by a person who possess considerable expertise in particular area. Employees having expert power are considered to be critical resource by an organization. Medical practitioners and lawyers exhibit expert power. Legitimate power: A person derives this power using his position in the company. For example, managers have the legitimate power to assign duties and responsibilities to its subordinates. Referent power: People gain referent power using his interpersonal relationships with other persons. They derive this power using their influence, trust and respect gained from other people. CEO of a company possesses this power. Coercive power: People gain coercive power by influencing others using threats or punishments. It helps the managers to control the behavior of its employees. Reward power: People gain this power base by influencing others using incentives and rewards. Promotions, appraisal and incentives are the tools used by an organization to exert reward power on its employees. C. Bob Noyce possessed the expert power as he was a physicist with technology background. He utilized the referent power using his interpersonal relationships with his employees. Besides this, he also used the reward power. Contrary to this, Paul Otellini possessed coercive and legitimate power.