Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict within organizations is also briefly mentioned.
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
The document discusses qualities of good and bad leaders. Good leaders that people follow freely have qualities like experience, empathy, vision, inspiration, honesty and motivation. Bad leaders people are unwilling to follow are corrupt, closed-minded, dishonest, selfish and arrogant. The document also contrasts winners versus losers and discusses different levels of leadership, with level 5 leaders embodying humility and ambition for the organization.
Organizational culture is defined as the shared assumptions, values, and beliefs of an organization that guide employee behavior. An organization's culture is formed by its founders and leaders and is transmitted to employees through stories, rituals, symbols, language, and ceremonies. A strong organizational culture can promote commitment and innovation but may also act as a barrier to change and diversity. Cultural change involves unfreezing the current culture, moving to a new culture, and refreezing the changes through reinforcement.
Slides from D. Giard ArcReady presentation 11/25/08.
Examine the dynamic nature of large organizations
Control structures, interrelations between people
How architects, as technical leaders fit into these organizations.
1) The document discusses how psychology influences various aspects of recruitment, including individual differences, motivations, organizational culture, and prejudice.
2) Key factors that influence individual behavior are cognitive ability, personality traits, emotional intelligence, social identity, motivation, and conformity to social and organizational norms.
3) An organization's culture and design can impact outcomes like employee engagement, performance, and retention through how they define values like trust, pride and camaraderie.
4) Understanding psychological concepts is important for recruitment, but also requires practical application balanced with continuous learning from mistakes.
Professional Development - Human Behavior in OrganizationWilliam Burkey, MBA
Presentation on Professional Development - Human Behavior in Organization where I talk about the benefits of development. To tie into development, I also took a closer look at human behavior in organziation to see what attitudes, expections and performance help with driving personal development to the next level
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
Human Behavior in Organization discusses the importance of understanding how people behave individually and in groups within organizations. It describes key concepts like individual differences, perception, motivation, needs, and group dynamics. The document outlines several theories of motivation including Maslow's hierarchy of needs, ERG theory, and Herzberg's two-factor theory. It also discusses management of organizational culture and classifications of culture by researchers like Hofstede, Deal and Kennedy, Handy, and Schein. The management of conflict is also briefly mentioned.
The document discusses qualities of good and bad leaders. Good leaders that people follow freely have qualities like experience, empathy, vision, inspiration, honesty and motivation. Bad leaders people are unwilling to follow are corrupt, closed-minded, dishonest, selfish and arrogant. The document also contrasts winners versus losers and discusses different levels of leadership, with level 5 leaders embodying humility and ambition for the organization.
Organizational culture is defined as the shared assumptions, values, and beliefs of an organization that guide employee behavior. An organization's culture is formed by its founders and leaders and is transmitted to employees through stories, rituals, symbols, language, and ceremonies. A strong organizational culture can promote commitment and innovation but may also act as a barrier to change and diversity. Cultural change involves unfreezing the current culture, moving to a new culture, and refreezing the changes through reinforcement.
Slides from D. Giard ArcReady presentation 11/25/08.
Examine the dynamic nature of large organizations
Control structures, interrelations between people
How architects, as technical leaders fit into these organizations.
1) The document discusses how psychology influences various aspects of recruitment, including individual differences, motivations, organizational culture, and prejudice.
2) Key factors that influence individual behavior are cognitive ability, personality traits, emotional intelligence, social identity, motivation, and conformity to social and organizational norms.
3) An organization's culture and design can impact outcomes like employee engagement, performance, and retention through how they define values like trust, pride and camaraderie.
4) Understanding psychological concepts is important for recruitment, but also requires practical application balanced with continuous learning from mistakes.
Professional Development - Human Behavior in OrganizationWilliam Burkey, MBA
Presentation on Professional Development - Human Behavior in Organization where I talk about the benefits of development. To tie into development, I also took a closer look at human behavior in organziation to see what attitudes, expections and performance help with driving personal development to the next level
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
Organizational culture refers to the shared values and norms that control how people interact within an organization and with external stakeholders. Values are beliefs about goals and appropriate behaviors, while norms prescribe appropriate behaviors in different situations. Culture is transmitted through stories, myths, and socialization as new employees learn the organization's values and norms. An organization's culture can be adaptive and encourage innovation or inert and discourage initiative from middle and lower managers. Social capital refers to how norms and values influence how people work together and treat one another. Strong cultures can profoundly impact performance, either positively or negatively.
Chapter 4 Social System and Organization CultureNaj Umpa
1. A social system is a complex set of human relationships within an organization where the behavior of one member can impact others directly or indirectly.
2. Roles define expected behaviors and responsibilities within a social system. Role conflict occurs when different expectations exist, while role ambiguity results from unclear or unknown roles.
3. Mentors provide guidance to more junior employees on navigating roles and behaviors to facilitate their career progress. Understanding roles helps people act appropriately in different situations.
Ethics, Leadership and Success
Why Human Resources Officers Need to be in the Corporate Boardroom
David Perry, Vice-Chair of the Canadian Technology Human Resources Board, on the huge value that is being leveraged from smart ideas—and how the people who can deliver them are becoming invaluable.
This document discusses theories of personality and values in organizational behavior. It covers several key models for understanding personality, including the Big Five model and Myers-Briggs Type Indicator (MBTI). Values are described as basic convictions that guide behavior. The document outlines how personality and values can be linked to job and organizational fit to increase satisfaction and performance. It also notes some cultural differences in personality frameworks and values dimensions.
This document discusses organizational culture and Fons Trompenaars' model for analyzing it. Trompenaars proposes that culture can be analyzed using seven value dimensions: universalism vs particularism, individualism vs communitarianism, neutral vs affective, specific vs diffuse, achievement vs ascription, sequential time vs synchronic time, and internal vs external control. The document also outlines four extreme stereotypes of corporate culture: incubator, guided missile, family, and Eiffel tower. Students are assigned to analyze their organization using Trompenaars' framework and determine which stereotype best fits.
The document discusses the relationship between leadership and organizational governance. It defines leadership as influencing others toward collective goals through vision and inspiration, while defining governance as the structures that determine organizational direction and ensure accountability. The document contrasts the roles of leaders, who are visionaries, and managers, who focus on efficiency. It argues that strong leadership is the key driver of good governance outcomes, and that developing leadership skills and effective followership can enhance organizational performance.
1. The document discusses organizational culture and describes it as a shared belief system among members that guides behaviors and decision making.
2. It states that organizational culture is implicit rather than explicit, exists on multiple levels, and is complex, prescribing the right way to do things.
3. Creating a value-based culture requires interventions by HR to disrupt the status quo and change the organization through planned actions that build things like trust and transparency.
This document provides an overview and comparison of two leadership theories: trait theory and behavioral theory. Trait theory believes that leaders are born with innate qualities and traits, while behavioral theory posits that leadership is learned through role modeling and experiences. The document outlines the key aspects of each theory, such as trait theory focusing on identifying patterns within individuals and behavioral theory emphasizing that leadership skills can be acquired. Both theories are then compared, noting their differing views on whether leadership is innate or learned.
This document summarizes a lecture on markets, morality, and the current financial crisis. It discusses how shareholder primacy has driven short-term thinking at the expense of other stakeholders. Alternative views of the purpose of business are presented that focus on ethics, human dignity, and the common good rather than just profits. The document advocates for recognizing moral values in economics and moving towards a more sustainable and human-centered economic model.
The document discusses several theories of leadership that evolved over time, including:
1) The Great Man theory which assumed that great leadership traits are intrinsic and leaders are born not made.
2) Trait theories which believe that certain qualities like intelligence and responsibility make some people naturally better suited for leadership roles.
3) Behavioral theories that categorize leaders as either task-oriented or people-oriented.
4) Contingency theory stating there is no single best leadership style and the style depends on the situation.
5) Transformational leadership theory which focuses on a leader inspiring and motivating followers through trust and an inspiring vision.
The document discusses various theories and models of leadership, including traits, situational, transformational, and servant leadership. It examines the importance of values, building relationships with people, facilitating teamwork, and developing the characteristics of integrity, respect, trust, and responsibility. Effective leadership requires navigating organizational structures, developing people, managing politics and power dynamics, and inspiring shared visions through symbols.
MERITS AND DEMERITS OF LEADERSHIP STYLESCharles Adu
The document discusses three major leadership styles: autocratic, democratic, and laissez-faire. It provides details on each style, including definitions, key characteristics, advantages and disadvantages. The autocratic style involves absolute control held by the leader, while the democratic style emphasizes shared decision-making and input from group members. Most modern organizations prefer the democratic approach as it tends to improve employee motivation, creativity, and retention.
Understanding and Assessing Corporate CultureManny Rosenfeld
This document provides an overview of understanding and assessing corporate culture. It defines culture and discusses how corporate cultures form and evolve over time based on the values and behaviors rewarded within the organization. The document also discusses the importance of both employees and auditors understanding the corporate culture in order to be successful. It provides examples of how corporate cultures can become ineffective if they do not adapt to changes in the environment. Finally, it discusses dimensions that can be used to analyze and observe a corporate culture.
This document provides an overview of leadership, including definitions, approaches to studying leadership, and characteristics of leaders. It distinguishes leadership from management, noting that leadership involves influencing others toward goals while management focuses on compliance. Four main approaches to studying leadership are discussed: power-influence, behavior, trait, and situational. Key leadership traits identified include drive, ambition, confidence, influence over others, and ability to structure interactions. The document also examines various leadership theories and models.
Leadership Theory An Historical Context1guestf1d7d3
The document discusses the history and evolution of leadership theories from the 1940s to present. It covers early trait theories that posited certain innate traits determine leaders, behavioral theories that leadership can be learned/taught, and situational/contingency theories that the situation determines the leader. More recent theories discussed include transformational leadership that inspires followers and transactional leadership focused on rewards/punishments. The document also contrasts leadership with management and their different focuses.
This document contains information about an organizational behavior course taught by Do Tien Long. It includes sections on individual differences, personality, attitudes, perception, decision making and more. The key topics covered are defining diversity, the big five personality dimensions, the three components of creativity, common biases in decision making, and cultural differences in decision making.
The document discusses managing diversity and multiculturalism in the workplace. It provides 10 tips for managing a multicultural team effectively: 1) Select a culturally competent leader, 2) carefully select diverse team members, 3) start with personal kick-off events, 4) take time to build relationships and trust, 5) learn about cultural differences, 6) clarify expectations, 7) communicate clearly, 8) respect deadlines, 9) be alert to signs of trouble, and 10) provide feedback sensitively based on cultural backgrounds. The overall message is that managing a multicultural team requires cultural awareness, relationship-building, clear expectations, and sensitive communication.
The document discusses qualities of good and bad leaders. Good leaders that people will follow freely have qualities like experience, empathy, vision, honesty and good communication skills. Bad leaders people will reluctantly follow or not follow at all are corrupt, closed-minded, dishonest, selfish and arrogant. The document also discusses different leadership styles and assessments.
This is a 3 sentence summary of the document:
The speaker introduces himself as Ronald Odaracan from the University of Manila and thanks the listeners for their time. However, the document does not provide any other details about the topic or purpose of the communication. In summary, the document only introduces the speaker and does not convey any other essential information.
Organizational culture refers to the shared values and norms that control how people interact within an organization and with external stakeholders. Values are beliefs about goals and appropriate behaviors, while norms prescribe appropriate behaviors in different situations. Culture is transmitted through stories, myths, and socialization as new employees learn the organization's values and norms. An organization's culture can be adaptive and encourage innovation or inert and discourage initiative from middle and lower managers. Social capital refers to how norms and values influence how people work together and treat one another. Strong cultures can profoundly impact performance, either positively or negatively.
Chapter 4 Social System and Organization CultureNaj Umpa
1. A social system is a complex set of human relationships within an organization where the behavior of one member can impact others directly or indirectly.
2. Roles define expected behaviors and responsibilities within a social system. Role conflict occurs when different expectations exist, while role ambiguity results from unclear or unknown roles.
3. Mentors provide guidance to more junior employees on navigating roles and behaviors to facilitate their career progress. Understanding roles helps people act appropriately in different situations.
Ethics, Leadership and Success
Why Human Resources Officers Need to be in the Corporate Boardroom
David Perry, Vice-Chair of the Canadian Technology Human Resources Board, on the huge value that is being leveraged from smart ideas—and how the people who can deliver them are becoming invaluable.
This document discusses theories of personality and values in organizational behavior. It covers several key models for understanding personality, including the Big Five model and Myers-Briggs Type Indicator (MBTI). Values are described as basic convictions that guide behavior. The document outlines how personality and values can be linked to job and organizational fit to increase satisfaction and performance. It also notes some cultural differences in personality frameworks and values dimensions.
This document discusses organizational culture and Fons Trompenaars' model for analyzing it. Trompenaars proposes that culture can be analyzed using seven value dimensions: universalism vs particularism, individualism vs communitarianism, neutral vs affective, specific vs diffuse, achievement vs ascription, sequential time vs synchronic time, and internal vs external control. The document also outlines four extreme stereotypes of corporate culture: incubator, guided missile, family, and Eiffel tower. Students are assigned to analyze their organization using Trompenaars' framework and determine which stereotype best fits.
The document discusses the relationship between leadership and organizational governance. It defines leadership as influencing others toward collective goals through vision and inspiration, while defining governance as the structures that determine organizational direction and ensure accountability. The document contrasts the roles of leaders, who are visionaries, and managers, who focus on efficiency. It argues that strong leadership is the key driver of good governance outcomes, and that developing leadership skills and effective followership can enhance organizational performance.
1. The document discusses organizational culture and describes it as a shared belief system among members that guides behaviors and decision making.
2. It states that organizational culture is implicit rather than explicit, exists on multiple levels, and is complex, prescribing the right way to do things.
3. Creating a value-based culture requires interventions by HR to disrupt the status quo and change the organization through planned actions that build things like trust and transparency.
This document provides an overview and comparison of two leadership theories: trait theory and behavioral theory. Trait theory believes that leaders are born with innate qualities and traits, while behavioral theory posits that leadership is learned through role modeling and experiences. The document outlines the key aspects of each theory, such as trait theory focusing on identifying patterns within individuals and behavioral theory emphasizing that leadership skills can be acquired. Both theories are then compared, noting their differing views on whether leadership is innate or learned.
This document summarizes a lecture on markets, morality, and the current financial crisis. It discusses how shareholder primacy has driven short-term thinking at the expense of other stakeholders. Alternative views of the purpose of business are presented that focus on ethics, human dignity, and the common good rather than just profits. The document advocates for recognizing moral values in economics and moving towards a more sustainable and human-centered economic model.
The document discusses several theories of leadership that evolved over time, including:
1) The Great Man theory which assumed that great leadership traits are intrinsic and leaders are born not made.
2) Trait theories which believe that certain qualities like intelligence and responsibility make some people naturally better suited for leadership roles.
3) Behavioral theories that categorize leaders as either task-oriented or people-oriented.
4) Contingency theory stating there is no single best leadership style and the style depends on the situation.
5) Transformational leadership theory which focuses on a leader inspiring and motivating followers through trust and an inspiring vision.
The document discusses various theories and models of leadership, including traits, situational, transformational, and servant leadership. It examines the importance of values, building relationships with people, facilitating teamwork, and developing the characteristics of integrity, respect, trust, and responsibility. Effective leadership requires navigating organizational structures, developing people, managing politics and power dynamics, and inspiring shared visions through symbols.
MERITS AND DEMERITS OF LEADERSHIP STYLESCharles Adu
The document discusses three major leadership styles: autocratic, democratic, and laissez-faire. It provides details on each style, including definitions, key characteristics, advantages and disadvantages. The autocratic style involves absolute control held by the leader, while the democratic style emphasizes shared decision-making and input from group members. Most modern organizations prefer the democratic approach as it tends to improve employee motivation, creativity, and retention.
Understanding and Assessing Corporate CultureManny Rosenfeld
This document provides an overview of understanding and assessing corporate culture. It defines culture and discusses how corporate cultures form and evolve over time based on the values and behaviors rewarded within the organization. The document also discusses the importance of both employees and auditors understanding the corporate culture in order to be successful. It provides examples of how corporate cultures can become ineffective if they do not adapt to changes in the environment. Finally, it discusses dimensions that can be used to analyze and observe a corporate culture.
This document provides an overview of leadership, including definitions, approaches to studying leadership, and characteristics of leaders. It distinguishes leadership from management, noting that leadership involves influencing others toward goals while management focuses on compliance. Four main approaches to studying leadership are discussed: power-influence, behavior, trait, and situational. Key leadership traits identified include drive, ambition, confidence, influence over others, and ability to structure interactions. The document also examines various leadership theories and models.
Leadership Theory An Historical Context1guestf1d7d3
The document discusses the history and evolution of leadership theories from the 1940s to present. It covers early trait theories that posited certain innate traits determine leaders, behavioral theories that leadership can be learned/taught, and situational/contingency theories that the situation determines the leader. More recent theories discussed include transformational leadership that inspires followers and transactional leadership focused on rewards/punishments. The document also contrasts leadership with management and their different focuses.
This document contains information about an organizational behavior course taught by Do Tien Long. It includes sections on individual differences, personality, attitudes, perception, decision making and more. The key topics covered are defining diversity, the big five personality dimensions, the three components of creativity, common biases in decision making, and cultural differences in decision making.
The document discusses managing diversity and multiculturalism in the workplace. It provides 10 tips for managing a multicultural team effectively: 1) Select a culturally competent leader, 2) carefully select diverse team members, 3) start with personal kick-off events, 4) take time to build relationships and trust, 5) learn about cultural differences, 6) clarify expectations, 7) communicate clearly, 8) respect deadlines, 9) be alert to signs of trouble, and 10) provide feedback sensitively based on cultural backgrounds. The overall message is that managing a multicultural team requires cultural awareness, relationship-building, clear expectations, and sensitive communication.
The document discusses qualities of good and bad leaders. Good leaders that people will follow freely have qualities like experience, empathy, vision, honesty and good communication skills. Bad leaders people will reluctantly follow or not follow at all are corrupt, closed-minded, dishonest, selfish and arrogant. The document also discusses different leadership styles and assessments.
This is a 3 sentence summary of the document:
The speaker introduces himself as Ronald Odaracan from the University of Manila and thanks the listeners for their time. However, the document does not provide any other details about the topic or purpose of the communication. In summary, the document only introduces the speaker and does not convey any other essential information.
The document provides guidance for conducting an internal assessment of an organization by listing key areas to evaluate such as culture, management, leadership, marketing, finance, operations, production, research and development, and management information systems. Each section includes guide questions to consider and identifies important internal factors to evaluate in order to understand the organization's current state and capacity for success. Managers are instructed to assign weights and ratings to identify strengths and weaknesses within each functional area.
This document outlines concepts related to analyzing consumer markets and consumer behavior. It discusses how cultural, social, and personal influences shape consumer motivations and perceptions, which in turn define their purchases. The document also describes the buying process as involving problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. Finally, it emphasizes that understanding customer patterns in buying, using, and disposing of products can provide insights for how to effectively reach and serve consumers.
This document discusses strategies for implementing organizational strategies, including matching structure to strategy, creating a strategy-supportive culture, and considering marketing variables. It focuses on market segmentation, identifying several ways to segment markets geographically, demographically, psychographically, and behaviorally. It also provides an example segmentation of the sun care market.
This document discusses human behavior in organizations and management of organizational change. It covers:
1. The importance of understanding how people behave individually and in groups within organizations. Key goals are to describe, understand, predict, and control human behavior.
2. Models of organizational change including Lewin's three step model of unfreezing, changing, and refreezing as well as the six stages of how individuals experience and respond to change.
3. Common reasons why employees may resist organizational change such as surprise, lack of skills, fear of failure, and threats to job security. Managing change effectively requires addressing sources of resistance.
UM's marketing plan targets Class D working students through a differentiation and low-cost strategy. It identifies this group's needs for affordable and flexible education and addresses the gap left by competitors' rigid programs and high fees. The plan establishes UM's competitive positioning and outlines tactics like promotional campaigns, pricing well below competitors, and flexible payment schemes to appeal to its primary target market within the estimated P7 billion Manila university belt market.
This document discusses various corporate strategies and means for achieving strategies. It describes integration strategies like forward, backward, and horizontal integration. Intensive strategies include market penetration, market development, and product development. Diversification strategies are related and unrelated diversification. Defensive strategies involve retrenchment, divestiture, and liquidation. Mergers and acquisitions, joint ventures, cooperation among competitors, first mover advantage, and outsourcing are some means discussed for achieving strategies. Porter's strategy for big vs small companies is also mentioned. The document provides details on these various strategies and means.
First National Bank of Chicago Case Analysis - Operations ManagementTwinkle Constantino
The First National Bank of Chicago implemented a quality program to maintain its position as a quality provider of corporate cash management services. The Vice President for Quality Assurance analyzed the bank's strengths, weaknesses, opportunities, and threats. Several alternatives were proposed, including seminars for customers, recognizing potential leaders, and training programs for employees. The recommended plan of action included conferences, forums, job aids, seminars, workshops, performance appraisals, and team building from 2015-2018 to improve work systems, employee satisfaction, customer satisfaction, and acquire quality service.
Regulatory agencies like the FDA, WHO, EU, and PIC/S have established validation guidelines and requirements for the pharmaceutical industry. Process validation is required to provide documented evidence that manufacturing processes produce consistent and quality products meeting specifications. It involves qualification of facilities, equipment, utilities, and processes. Validation studies include design qualification, installation qualification, operational qualification, and performance qualification. Regulatory guidelines cover validation of automated processes, suppliers' test results, sterilization processes, and analytical methods. A validation master plan and validation reports are required documentation.
Human Behavior in Organizations discusses important topics such as the goals of studying human behavior, the nature of people, individual differences, self-concept, personality, emotions, values, attitudes, abilities, job satisfaction, and motivation. It also covers group behavior, organizational culture, management, and organizational change. The key goals are to describe, understand, predict, and control human behavior in work settings in order to improve performance and achieve organizational goals.
The document summarizes key concepts about forecasting from the 8th edition of the textbook "Operations Management" by William J. Stevenson. It discusses definitions of forecasting, the importance and uses of forecasts in various business functions. Methods of forecasting include qualitative judgmental forecasts, quantitative time series analysis, and associative models using explanatory variables. Specific forecasting techniques covered include naive forecasts, moving averages, exponential smoothing, trend analysis, and regression. The document also addresses evaluating forecast accuracy and controlling forecasts.
Organizational culture refers to the shared assumptions, values and beliefs that govern how employees behave within an organization. These shared values have a strong influence on employee behavior and dictate how they dress, act and perform their jobs. Every organization develops a unique culture that provides guidelines for member behavior.
Edgar Schein's model of organizational culture identifies three levels - artifacts (visible behaviors and attributes), espoused values, and basic underlying assumptions. Understanding culture at the deepest, underlying assumption level can help explain paradoxical behaviors and the difficulty of cultural change within organizations. Adaptive cultures that pay attention to customers and initiate change perform better than unadaptive cultures. Maintaining a cooperative culture where members share values and perform assigned tasks is
Organizational culture refers to the shared assumptions, values, and beliefs that govern how employees behave within an organization. These shared values have a strong influence on employee behavior and dictate how they dress, act, and perform their jobs. Every organization develops a unique culture that provides guidelines for member behavior. Culture is difficult to change as it can outlast products, leadership, and other attributes of an organization.
Organizational culture and environment are important concepts for managers to understand. Organizational culture refers to the shared attitudes, values, behavioral norms and expectations of organizational members. It provides members with a sense of identity and influences managerial decisions around planning, organizing, leading and controlling. A strong culture with widely held values improves employee commitment and performance. The external environment also influences managers and includes forces outside the organization like competitors, customers and economic conditions. Understanding both culture and environment is key for managers to effectively lead their organizations.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
This document discusses organizational culture and ethics. It begins by defining organizational culture and explaining how it is developed and transmitted through shared beliefs, assumptions, values and norms. It also discusses how employees learn the organizational culture through stories, rituals, material symbols and language. The document then covers different types of organizational culture like bureaucratic, clan, market and entrepreneurial. It also discusses the concepts of core values, dominant culture and subcultures within organizations. The document concludes by discussing the importance of ethics in organizations and frameworks for ethical decision making like utilitarianism and deontology.
This document discusses organizational culture and ethics. It begins by defining organizational culture and explaining how it is developed and transmitted through shared beliefs, assumptions, values and norms. It also discusses how employees learn the organizational culture through stories, rituals, material symbols and language. The document then covers different types of organizational culture like bureaucratic, clan, market and entrepreneurial. It also discusses the concepts of core values, dominant culture and subcultures within organizations. The document concludes by discussing the importance of ethics in organizations and frameworks for ethical decision making like utilitarianism and deontology.
creating and maintaining organization culuter ahmad alshardi
This document describes organizational culture and how it is created and maintained. It defines organizational culture as shared values and norms that control member interactions and distinguish an organization. Characteristics like innovation, detail orientation, and aggressiveness shape culture. Strong cultures have intensely held, clearly shared values. Culture is created by founders hiring like-minded people and socializing new employees. It is maintained through selection of cultural fits, actions of top management modeling culture, and onboarding that socializes new employees to the culture. An organization's ethical culture influences member decision-making and is shaped by factors like leadership and policies.
1) Organizational culture refers to the shared assumptions, values, and beliefs that influence behavior within an organization. It is an important but often invisible aspect of an organization.
2) There are three levels of organizational culture - surface level artifacts, deeper values, and unconscious basic assumptions. Understanding an organization's culture involves analyzing all three levels.
3) A commonly used framework identifies seven dimensions that characterize organizational culture, including innovative, aggressive, outcome-oriented, and stable cultures. Understanding these dimensions can help analyze and manage an organization's culture.
Organisational culture as a Determinant of organisational developmentinventionjournals
International Journal of Engineering and Science Invention (IJESI) is an international journal intended for professionals and researchers in all fields of computer science and electronics. IJESI publishes research articles and reviews within the whole field Engineering Science and Technology, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Organizational culture refers to the shared values, beliefs, and behaviors of members of an organization. A strong organizational culture can attract and retain talent, engage employees, create energy and momentum, and make everyone more successful. Culture is learned through stories, rituals, symbols, and language within the organization. Founders and top management play important roles in establishing and maintaining an organization's culture through selection practices, actions, and socialization of new employees. While difficult to change, understanding organizational culture is important for managing change within a company.
This document summarizes an organizational behavior essay. It discusses key concepts in organizational behavior including organizational structure, culture, diversity, communication, effectiveness, and learning. It provides examples from the military to illustrate these concepts. Organizational structure ensures employees have clear goals and motivation to achieve them. Organizational culture influences behavior and decision making. Diversity and effective communication are important in today's global workforce. Understanding these concepts helps employees and organizations be successful.
Organizational culture refers to the personality and shared assumptions, values, and norms that develop within an organization. It influences behaviors and outputs like strategies and products. Culture is difficult to change but important to consider when managing organizational change. There are different types of cultures like "academy," "baseball team," "club," and "fortress" cultures that shape employee roles and experiences. Organizational climate is members' collective perceptions and feelings about the organization that can shift more easily than culture. Leaders influence both the culture and climate through their own behaviors and priorities they establish.
The document discusses corporate culture and how it affects business decisions. It defines corporate culture as the norms, values and communication styles within an organization. Cultural differences between stakeholders can influence decision-making. Successful companies like HP and Southwest Airlines are conscious of their unique cultures and work to maintain them. Changing an organization's culture requires consistent goals, role clarity, shared rewards and other factors. Cultural awareness is important for business management across borders.
This document discusses sustaining organizational culture change. It begins by explaining that culture represents how things are done in an organization and is an important driver of employee behavior. However, culture is intangible and changing behaviors across an organization is challenging. Most change efforts do not have lasting impact because they do not address the deeper drivers of culture like shared purpose and individual beliefs. To sustain change, interventions must target these underlying aspects of culture. The document advocates for aligning the individual, social, and organizational dimensions of culture to create shared meaning for employees. Leaders play a key role in culture transformation by modeling new behaviors and sending consistent messages. Lastly, the document notes that culture change is a journey that requires going deep, aligning culture
The document discusses several key concepts related to understanding organizations, including sense-making, interpretation, organizational dysfunction, different styles of organizing, perceived divisions within organizations, and images and metaphors used to understand organizations. It also examines the relationship between individuals and organizations and compares espoused theories of organizing to theories in use.
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
Similar to 22251502 human-behavior-in-organization (17)
1. This document contains schedules and rosters for 4 classes: Psychology 1, Philosophy 4, Management 115, and Management 12.
2. Psychology 1 meets on Tuesdays and Thursdays from 7:30-9:00 AM with 42 students. Philosophy 4 meets on Tuesdays and Thursdays from 9:00-10:30 AM with 17 students.
3. Management 115 meets on Tuesdays and Thursdays from 10:30-12:00 PM with an unspecified number of students. Management 12 meets on Tuesdays and Thursdays from 1:00-2:30 PM with 3 students.
The document discusses conducting an external environmental analysis as part of the strategic management process. It identifies several factors to analyze including economic, sociocultural, technological, legal/political, and competitive forces. Specific trends and issues are provided as examples to consider under each factor. The purpose is to identify opportunities and threats from outside the firm's control to develop strategic responses.
The document discusses strategy evaluation and performance measurement. It provides an overview of the balanced scorecard and strategy maps as tools for strategy evaluation. A strategy map for Mobil is presented as an example. The key points are:
1) Strategy evaluation ensures strategies are working and identifies problems, compares expectations to actual results, and enables corrective actions.
2) The balanced scorecard measures performance across financial, customer, internal process, and learning/growth perspectives.
3) Strategy maps visually link objectives across the same perspectives to communicate strategies.
4) Mobil's strategy map shows how it aimed to improve financial and customer value through internal process improvements and learning/growth.
The document discusses various strategic management tools and concepts including:
- Types of business strategies such as market penetration, product development, diversification, integration, and retrenchment.
- Analytical tools for strategic analysis including SWOT, BCG matrix, SPACE matrix, IE matrix, and Grand Strategy matrix.
- The setting of strategic objectives including examples of strategic objectives related to market share and financial objectives related to revenues, profits, and other metrics.
The document outlines 10 concepts for analyzing consumer markets and understanding consumer behavior from beginning to end. It discusses understanding the "whys" that define consumer buys, the factors that influence purchases including internal and external stimuli, and the multi-step buying process. It also covers how attitudes and beliefs shape buying decisions, consumers' post-purchase behaviors, and how they use and dispose of products over time. The overall goal is to understand consumers fully in order to best serve their needs.
This document outlines concepts related to analyzing consumer markets and consumer behavior. It discusses how cultural, social, and personal influences shape consumer motivations and perceptions, which in turn define their purchases. The document also describes the buying process as involving problem recognition, information search, evaluation of alternatives, purchase decision, and post-purchase behavior. Finally, it emphasizes that understanding customer patterns in buying, using, and disposing of products can provide insights for how to effectively reach and serve consumers.
The document outlines 10 concepts for analyzing consumer markets and understanding consumer behavior from beginning to end. It discusses understanding the "whys" that define consumer buys, the factors that influence purchases including internal and external stimuli, and the multi-step buying process. It also covers how attitudes and beliefs shape buying decisions, consumers' post-purchase behaviors, and how they use and dispose of products over time. The overall goal is to understand consumers fully in order to best serve their needs.
The document discusses key concepts in analyzing consumer markets and behavior. It outlines factors that influence consumer characteristics and decision-making processes, including cultural, social, and personal factors. It also describes the five stages consumers pass through from problem recognition to post-purchase evaluation. Additionally, it discusses how perceived risk can impact a consumer's purchase decision and how a marketer should monitor post-purchase satisfaction, actions, and product use.
This is a 3 sentence summary of the document:
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This is a brief greeting from Ronald Odaracan introducing himself and thanking listeners for their time. The message provides little context or information beyond identifying the speaker and location.
This is a 3 sentence summary of the document:
The speaker introduces himself as Ronald Odaracan from the University of Manila and thanks the listeners for their time. However, the document does not provide any additional context or information to summarize in 3 sentences or less as instructed. The document is only an introduction without further details to extract an essential high level summary.
This 3 sentence summary provides the high level information from the document:
The document is a greeting from someone named ronaldodaracan from the university of manila, thanking listeners for their time. No other essential details are provided in the original text.
This is a 3 sentence summary of the document:
The speaker introduces himself as Ronald Odaracan from the University of Manila and thanks the listeners for their time. However, the document does not provide any additional context or information to summarize in 3 sentences or less as instructed. The document is only an introduction without further details to extract an essential high level summary.
This 3 sentence summary provides the high level information from the document:
The document is a greeting from someone named ronaldodaracan from the university of manila, thanking listeners for their time. No other essential details are provided in the original text.
This is a 3 sentence summary of the document:
Ronaldodaracan from the University of Manila began the message by greeting everyone and thanking them for listening. The document provided very little context or information to summarize in just 3 sentences. More details would be needed to generate a meaningful summary.
This is a brief greeting from Ronald Odaracan from the University of Manila thanking listeners for their time. The message provides little context or information to summarize in 3 sentences or less.
This is a brief greeting from Ronald Odaracan from the University of Manila thanking listeners for their time. The summary provides the speaker, location, and a short acknowledgement in 3 sentences as requested.
This is a brief greeting from Ronald Odaracan from the University of Manila thanking listeners for their time. The summary provides the speaker, location, and a brief acknowledgment in 3 sentences as requested.
This 3 sentence summary provides the high level information from the document:
The document is a greeting from someone named ronaldodaracan from the university of manila, thanking listeners for their time. No other essential details are provided in the short message.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
6. Remember “… organizational excellence begins with the performance of people…” “…it is what people do or do not do that ultimately determines what the organization can or cannot become…” “…it is our job as an I.E. to develop and promote behavioral patterns that are consistent with the achievement of goals…”
7.
8.
9. Influence of Culture Self esteem or Amor-propio -sensitive to words or actions of others Embarrassment or Hiya -behaving in what is deemed to be an acceptable way Obligation or UtangnaLoob -repaying favors Getting Along Together or Pakikisama -SIR (smooth Interpersonal Relations) that may lead to innefficiencies
10. Three Patterns of Motivation Achievement Motivation Affiliation Motivation Power Motive
11. Needs Satisfaction Why do we have to satisfy their needs? They behave in order to satisfy their needs!
14. Physiological Needs Safety and Security Needs Love and Social Needs Esteem and Status Needs Self-actualization or Self-fulfillment Needs “…a satisfied need is no longer a motivator!...” “…as one need is satisfied, another need emerges…”
40. Group Formation Formal Group Informal Group Formal Group Informal Group
41.
42. Importance of Groups in Work Organizations “…social needs are among the most compelling, potent and powerful on-the-job motivators…” “…changing group opinion is more effective than changing opinions of individuals…”
43. Limitations of Group and Group Work …do you agree that most innovation and creativity are done not by groups but by individuals alone?… Deindividuating Effects Majority Rule Groupthink Free Riding
44. What is the main justification of a group’s existence? Goals!
46. Management and Culture Describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization."
47. Corporate Culture “…is the total sum of the values, customs, traditions and meanings that make a company unique. Corporate culture is often called "the character of an organization" since it embodies the vision of the company’s founders…” “… The values of a corporate culture influence the ethical standards within a corporation, as well as managerial behavior…”
48. Men That Classified Organizational Culture GeertHofstede Deal and Kennedy Charles Handy Edgar Schein Arthur F Carmazzi
49. Gerard HendrikHofstede October 3,1928 an influential Dutch writer on the interactions between national cultures and organizational cultures, and is an author of several books including Culture's Consequences. Hofstede's study demonstrated that there are national and regional cultural groupings that affect the behaviour of societies and organizations, and that are very persistent across time. Hofstede looked for national differences between over 100,000 of IBM's employees in different parts of the world, in an attempt to find aspects of culture that might influence business behavior.
50. Hofstede identified five dimensions of culture in his study of national influences: Low vs. High Power Distance- the extent to which the less powerful members of institutions and organizations expect and accept that power is distributed unequally. Individualism vs. collectivism- refers to the extent to which people are expected to stand up for themselves and to choose their own affiliations, or alternatively act predominantly as a member of a life-long group or organization. Masculinity vs. femininity- 'masculine' cultures value competitiveness, assertiveness, ambition, and the accumulation of wealth and material possessions, whereas feminine cultures place more value on relationships and quality of life. Uncertainty avoidance- reflects the extent to which members of a society attempt to cope with anxiety by minimizing uncertainty. Long vs. short term orientation- describes a society's "time horizon," or the importance attached to the future versus the past and present.
51. Deal and Kennedy “…defined organizational culture as the way things get done around here…” Feedback - quick feedback means an instant response. This could be in monetary terms, but could also be seen in other ways, such as the impact of a great save in a soccer match. Risk - represents the degree of uncertainty in the organization’s activities.
52. Four Classifications of Organizational Culture: The Tough-Guy Macho Culture. Feedback is quick and the rewards are high. This often applies to fast moving financial activities such as brokerage, but could also apply to a police force, or athletes competing in team sports. This can be a very stressful culture in which to operate. The Work Hard/Play Hard Culture is characterized by few risks being taken, all with rapid feedback. This is typical in large organizations, which strive for high quality customer service. It is often characterized by team meetings, jargon and buzzwords. The Bet your Company Culture, where big stakes decisions are taken, but it may be years before the results are known. Typically, these might involve development or exploration projects, which take years to come to fruition, such as oil prospecting or military aviation. The Process Culture occurs in organizations where there is little or no feedback. People become bogged down with how things are done not with what is to be achieved. This is often associated with bureaucracies. While it is easy to criticize these cultures for being overly cautious or bogged down in red tape, they do produce consistent results, which is ideal in, for example, public services.
53. Charles Handy (born 1932) is an Irish author/philosopher specializing in organizational behavior and management. popularized the 1972 work of Roger Harrison of looking at culture which some scholars have used to link organizational structure to organizational culture.
54. Power Culture which concentrates power among a few. Control radiates from the center like a web. Power Cultures have few rules and little bureaucracy; swift decisions can ensue. Role Culture, people have clearly delegated authorities within a highly defined structure. Typically, these organizations form hierarchical bureaucracies. Power derives from a person's position and little scope exists for expert power. Task Culture, teams are formed to solve particular problems. Power derives from expertise as long as a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure. Person Culture exists where all individuals believe themselves superior to the organization. Survival can become difficult for such organizations, since the concept of an organization suggests that a group of like-minded individuals pursue the organizational goals. Some professional partnerships can operate as person cultures, because each partner brings a particular expertise and clientele to the firm.
56. What is Conflict? It arises when the interest of people do not coincide. Why is there a high potential of conflict in human interactions? Cite some examples. “…In organizations, large number of people congregate under one roof in a joint pursuit of purpose…”
57. Is the probability of conflict and the number of people directly proportional in nature? Yes. Because there will be higher number of human interactions!
58. Conflict when left unattended will lead into _______. Chaos. Yet, conflict can also lead to higher creativity just as muscles grow stronger when exercised against resistance. Because --- and Note: “…two heads are better than one, If both are not empty…”
59. Why manage conflict? Hence it would be wiser to allow conflict up to some degree, to trigger creativity--- growth. Managers should: recognize the conflict, face the conflict, stimulate it up to a certain level, and ultimately manage it.
60. The nature of conflict Conflict is a relationship. It occurs at least two persons, groups, orgs, nations. Emotions run high and tension increases. Emotions cloud the judgment of the protagonist.
61. Four Areas of Disagreements Facts. The present situation or problem Goals. What should be done or accomplished Methods. The best way to accomplish goals. Values. Principles, qualities, and concepts. “…Typically, disagreements over facts are easiest to settle while differences in values are the most difficult to settle…”
62. Take note: “…conflict requires energy…” “…It takes human EFFORT to escalate or de- escalate it…” “…it takes emotional energy to suppress or deny a conflict; and, IT TAKES EVEN MORE TO CONFRONT IT…”
64. “…without some stability, any organization cannot function… yet, without adaptation it cannot survive…” Management of Change
65. What are your reactions when you hear the word “change?” Negative perceptions…. Positive perceptions….
66. Change is the law of nature . It is necessary way of life in most organizations for their survival and growth. Man has to mould himself continuously to meet new demand and face new situations. Then the question arise what is the organizational change ? “…the essence of adaptation and innovation…”
67. Note: “…change in the organization is a must whether brought about deliberately or unwillingly….”
68. Why Change?! The reason for change are categorized as follows, change in: business conditions, change in managerial personnel, deficiency in existing organizational patterns, technological and psychological reasons, government
69. What is the enemy of effectiveness? Complacency!
70. Types of Organizational Change Anticipatory changes: planned changes based on expected situations. Reactive changes: changes made in response to unexpected situations. Incremental changes: subsystem adjustments required to keep the organization on course. Strategic changes: altering the overall shape or direction of the organization.
71. Forces of Change External Forces Market Place Govt. Laws and Regulations Technology Labor market Economic Change Internal Forces Changes in Organizational Strategies Workforce change New Equipment Employee Attitude
72. Change Model and the Change Cycle Lewin’s Three Step model The Change Cycle
73. Lewin’s Three Step model Most theories of organizational change originated from the landmark work of social psychologist Kurt Lewin. Lewin developed a three ‑ stage model of planned change which explained how to initiate, manage, and stabilize the change process. The three stages are unfreezing, changing, and refreezing.
74. Unfreezing The focus of this stage is to create the motivation to change. In so doing, individuals are encouraged to replace old behaviors and attitudes with those desired by management. Managers can begin the unfreezing process by disconfirming the usefulness or appropriateness of employees' present behaviors or attitudes.
75. Changing Because change involves learning, this stage entails providing employees with new information, new behavioral models, or new ways of looking at things. The purpose is to help employees learn new concepts or points of view. Role models, mentors, experts, benchmarking the company against world‑class organizations, and training are useful mechanisms to facilitate change
76. Freezing Change is stabilized during refreezing by helping employees integrate the changed behavior or attitude into their normal way of doing things. This is accomplished by first giving employees the chance to exhibit the new behaviors or attitudes. Once exhibited, positive reinforcement is used to reinforce the desired.
78. The change cycle gives us a journey through change! How does an individual feel, and behave whenever there change is present? There are 6 stages.
79. Stage 1 – Loss to SafetyIn Stage 1 you admit to yourself that regardless of whether or not you perceive the change to be good or 'bad" there will be a sense of loss of what "was." Stage 2 – Doubt to RealityIn this stage, you doubt the facts, doubt your doubts and struggle to find information about the change that you believe is valid. Resentment, skepticism and blame cloud your thinking. Stage 3 – Discomfort to MotivationYou will recognize Stage 3 by the discomfort it brings. The change and all it means has now become clear and starts to settle in. Frustration and lethargy rule until possibility takes over. The Danger ZoneThe Danger Zone represents the pivotal place where you make the choice either to move on to Stage 4 and discover the possibilities the change has presented or to choose fear and return to Stage 1. Stage 4 – Discovery to PerspectiveStage 4 represents the "light at the end of the tunnel." Perspective, anticipation, and a willingness to make decisions give a new sense of control and hope. You are optimistic about a good outcome because you have choices. Stage 5 - UnderstandingIn Stage 5, you understand the change and are more confident, think pragmatically, and your behavior is much more productive. Good thing. Stage 6 - IntegrationBy this time, you have regained your ability and willingness to be flexible. You have insight into the ramifications, consequences and rewards of the change -- past, present, and future.
80.
81. After the change…… “…how will they respond?...” People will respond to the changes they like! Accept changes People will respond to the changes the do not like! Resist changes
82. How People Respond to Changes They Like? Three-stage process Unrealistic optimism Reality shock Constructive direction
83. How People Respond to Changes They Fear and Dislike? Stages Getting off on the wrong track Laughing it off Growing self-doubt Destructive direction
85. Why Do Employees Resist Change? Surprise Unannounced significant changes threaten employees’ sense of balance in the workplace. Inertia Employees have a desire to maintain a safe, secure, and predictable status quo. Misunderstanding and lack of skills Without introductory or remedial training, change may be perceived negatively. Poor Timing Other events can conspire to create resentment about a particular change.
86. Why Do Employees Resist Change? Emotional Side Effects Forced acceptance of change can create a sense of powerlessness, anger, and passive resistance to change. Lack of Trust Promises of improvement mean nothing if employees do not trust management. Fear of Failure Employees are intimidated by change and doubt their abilities to meet new challenges. Personality Conflicts Managers who are disliked by their managers are poor conduits for change.
87. Why Do Employees Resist Change? Threat to Job Status/Security Employees worry that any change may threaten their job or security. Breakup of Work Group Changes can tear apart established on-the-job social relationships. Competing Commitments Change can disrupt employees in their pursuit of other goals.
89. Whatever the kinds of change that people encounter, there are certain patterns of response that occur and re-occur. Understanding patterns of change allows leaders to avoid over-reacting to the behaviors of people who, at times, seem to be reacting in mysterious, non-adaptive ways.
90. People will feel awkward, ill-at-ease and self-conscious Whenever you ask people to do things differently, you disrupt their habitual ways of doing things. This tends to make people feel awkward or uncomfortable as they struggle to eliminate the old responses and learn the new.
91. People initially focus on what they have to give up As a change leader you need to acknowledge the loss of the old ways, and not get frustrated at what may seem to be an irrational or tentative response to change.
92. People will feel alone even if everyone else is going through the same change Everyone feels that their situation is unique and special. Unfortunately, this tends to increase the sense of isolation for people undergoing change. It is important for the change leader to be proactive and gentle in showing that the employee's situation is understood. If you are emotionally and practically supportive during the tough times the change will be easier.
93. People can handle only so much change On a personal level, people who undergo too much change within too short a time will become physically sick. While some changes are beyond our control, it is important not to pile change upon change upon change.
94. People are at different levels of readiness for change Some people thrive and change. It's exciting to them. Others don't. It's threatening to them. Understand that any change will have supporters and people who have difficulty adapting. In time many people who resist initially will come onside.
95. People will be concerned that they don't have enough resources People perceive that change takes time and effort, even if it has the long term effect of reducing workload. They are correct that there is a learning time for most change, and that this may affect their work.
96. If you take the pressure off, people will revert to their old behaviour If people perceive that you are not serious about doing things the new way, they will go back to the old way. Sometimes this will be in the open, and sometimes this will be covert.
97. Conclusion When planning for change, include a detailed reaction analysis. Try to identify the kinds of reactions and questions that employees will have, and prepare your responses. Remember that the success of any change rests with the ability of the leaders to address both the emotional and practical issues, in that order.
105. LEADER ACTION: Stability Learning, Acceptance & Commitment Comfort and control 1 4 Stabilize and Sustain the change Create a felt need of change Looking Forward Looking Back 2 3 Introduce the change Revise and finalize the change plan Fear,Anger and Resistance Enquiry, Experimentation and Discovery Chaos
107. Force Field Analysis Force Field Analysis is a general tool for systematically analyzing the factors found in complex problems. It frames problems in terms of factors or pressures that support the status quo (restraining forces) and those pressures that support change in the desired direction (driving forces). A factor can be people, resources, attitudes, traditions, régulations, values, needs, desires, etc. As a tool for managing change, Force Field Analysis helps identify those factors that must be addressed and monitored if change is to be successful.
108.
109. Procedure: Step 1 Defining the Problem Step 2 Defining the Change Objective Step 3 Identifying the Driving Forces Step 4 Identifying the Restraining Forces Step 5 Developing the Comprehensive Change Strategy
112. General Awareness What is Stress ? Types of Stresses Individuals Stress origins & body systems Adaptation Syndrome Symptoms
113. WHAT IS STRESS & ITS TYPES Stress is the “wear and tear” our minds and bodies experience as we attempt to cope with our continually changing environment TYPES OF STRESS External Internal I HATE YOU
127. KINDS OF STRESSNEGATIVE STRESS It is a contributory factor in minor conditions, such as headaches, digestive problems, skin complaints, insomnia and ulcers. Excessive, prolonged and unrelieved stress can have a harmful effect on mental, physical and spiritual health.
128. POSITIVE STRESS Stress can also have a positive effect, spurring motivation and awareness, providing the stimulation to cope with challenging situations. Stress also provides the sense of urgency and alertness needed for survival when confronting threatening situations.
129. THE INDIVIDUAL Everyone is different, with unique perceptions of, and reactions to, events. There is no single level of stress that is optimal for all people. Some are more sensitive owing to experiences in childhood, the influence of teachers, parents and religion etc.
131. PHYSICAL SYMPTOMS Sleep pattern changes Fatigue Digestion changes Loss of sexual drive Headaches Aches and pains Infections Indigestion Dizziness Fainting Sweating & trembling Tingling hands & feet Breathlessness Palpitations Missed heartbeats
132. MENTAL SYMPTOMS Lack of concentration Memory lapses Difficulty in making decisions Confusion Disorientation Panic attacks
133. BEHAVIOURAL SYMPTOMS Appetite changes - too much or too little Eating disorders - anorexia, bulimia Increased intake of alcohol & other drugs Increased smoking Restlessness Fidgeting Nail biting Hypochondria
134. EMOTIONAL SYMPTOMS Bouts of depression Impatience Fits of rage Tearfulness Deterioration of personal hygiene and appearance
135. STRESS RELATED ILLNESSES Stress is not the same as ill-health, but has been related to such illnesses as; Cardiovascular disease Immune system disease Asthma Diabetes
136. EFFECT OF STRESS ON HEALTH Digestive disorders Ulcers Skin complaints - psoriasis Headaches and migraines Pre-menstrual syndrome Depression
137. FACTORS INFLUENCING WORK STRESS The drive for success Changing work patterns Working conditions Overwork Under-work Uncertainty Conflict Responsibility Relationships at work Change at work
138. CHANGING WORK PATTERNS Many people feel lucky to have a job. Unemployment, redundancy, shorter working weeks, new technology affect emotional and physical security. No more jobs for life, more short - term contracts. Financial and emotional burnout is increasing among all levels.
139. WORKING CONDITIONS Physical and mental health is adversely affected by unpleasant working conditions, such as high noise levels, lighting, temperature and unsocial or excessive hours.
140. OVERWORK Stress may occur through an inability to cope with the technical or intellectual demands of a particular task. Circumstances such as long hours, unrealistic deadlines and frequent interruptions will compound this.
141. UNDERWORK This may arise from boredom because there is not enough to do, or because a job is dull and repetitive.
142. About the individuals work role - objectives, responsibilities, and expectations, and a lack of communication and feedback can result in confusion, helplessness, and stress. UNCERTAINTY
143. CONFLICT Stress can arise from work the individual does not want to do or that conflicts with their personal, social and family values.
144. RESPONSIBILITY The greater the level of responsibility the greater the potential level of stress.
145. RELATIONSHIPS AT WORK Good relationships with colleagues are crucial. Open discussion is essential to encourage positive relationships.
146. CHANGES AT WORK Changes that alter psychological, physiological and behavioural routines such as promotion, retirement and redundancy are particularly stressful.
147. External Stresses - Organisational Company take over Reductions / layoffs Major reorganisation Company sale / relocation Employee benefit cuts Mandatory overtime required Little input into decisions Mistake consequences severe Workloads vary Fast paced work React to changes Advancement difficult Red tape delays jobs Insufficient resources Pay below going rate Technology changes Employee benefits poor Workplace conditions Consistent poor performance
148. RECOGNISE THE PROBLEM The most important point is to recognise the source of the negative stress. This is not an admission of weakness or inability to cope! It is a way to identify the problem and plan measures to overcome it.
154. Change your Thinking Re-framing Re-framing is a technique to change the way you look at things in order to feel better about them. There are many ways to interpret the same situation so pick the one you like. Re-framing does not change the external reality, but helps you view things in a different light and less stressfully.
155. Change your Thinking Positive Thinking Forget powerlessness, dejection, despair, failure. Stress leaves us vulnerable to negative suggestion so focus on positives; Focus on your strengths Learn from the stress you are under Look for opportunities Seek out the positive - make a change.
156. Change your Behaviour Be assertive Get organised Ventilation Humour Diversion and distraction
157. Be Assertive Assertiveness helps to manage stressful situations, and will , in time, help to reduce their frequency. Lack of assertiveness often shows low self - esteem and low self - confidence. The key to assertiveness is verbal and non - verbal communication. Extending our range of communication skills will improve our assertiveness.
158. 1) The right to express my feelings 2) The right to express opinions / beliefs 3) The right to say ‘Yes/No’ for yourself 4) Right to change your mind 5) Right to say ‘I don’t understand’ 6) Right to be yourself, not acting for the benefit of others Equality and Basic Rights
159. Being Assertive Being assertive involves standing up for your personal rights and expressing your thoughts, feelings and beliefs directly, honestly and spontaneously in ways that don’t infringe the rights of others.
160. Respect themselves and others Take responsibility for actions and choices Ask openly for what they want Disappointed if ‘want’ denied Self - confidence remains intact Not reliant on the approval of others Assertive People
161. Assertive Skills Establish good eye contact / don’t stare Stand or sit comfortably - don’t fidget Talk in a firm, steady voice Use body language ‘I think’ / ‘I feel’ ‘What do you think?’ ‘How do you feel ?’ Concise and to the point
162. Benefits Higher self-esteem Less self-conscious Less anxious Manage stress more successfully Appreciate yourself and others more easily Feeling of self-control
163. Get Organised Poor organisation is one of the most common causes of stress. Structured approaches offer security against ‘out of the blue’ problems. Prioritising objectives, duties and activities makes them manageable and achievable. Don’t overload your mind. Organisation will help avoid personal and professional chaos.
164. Time Management Make a list What MUST be done What SHOULD be done What would you LIKE to do Cut out time wasting Learn to drop unimportant activities Say no or delegate PROPER VENTILATION FACILITY
165. Humour Good stress - reducer Applies at home and work Relieves muscular tension Improves breathing Pumps endorphins into the bloodstream - the body’s natural painkillers
166. Diversion and Distraction Take time out Get away from things that bother you Doesn’t solve the problem Reduce stress level Calm down Think logically