Approach and models of Organization Behavior
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This document discusses key concepts in organizational behavior including: 1. The key forces affecting organizational behavior are people, structure, technology, and environment. 2. Fundamental concepts around the nature of people include individual differences, perception, motivation, and values. 3. There are four approaches to studying organizational behavior: human resources, contingency, results-oriented, and systems. 5. Models of organizational behavior include the autocratic, custodial, supportive, collegial, and system models which differ in their basis, orientations, and results.
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- Five models of organizational behavior: autocratic, custodial, supportive, collegial, and system. Each model is defined with an example.
The seven model
The document lists 6 people's names and details. It then provides information about the 7S model, developed by McKinsey consultants Tom Peters and Robert Waterman. It distinguishes between "hard" structural elements like strategy, structure, and systems, and "soft" cultural elements like staffing, skills, style, and shared values. The document explains each of the 7 elements in the model and how they interact at the core of an organization.
Organisational behavior
This document provides an introduction to organizational behavior. It defines organizational behavior as the systematic study and application of knowledge about how individuals and groups act within organizations. It discusses different levels of analysis (individual, group, organizational). It also outlines several models of organizational behavior including autocratic, custodial, supportive, collegial, and SOBC (stimulus-organism-behavior-consequences) models. Each model is defined by its basis, managerial orientation, employee orientation, psychological result, needs met, and performance result. The document emphasizes that managers should be flexible and use different models contingent on the situation to meet evolving employee needs and expectations over time.
Role-of-HR-manager.ppt
This document defines key terms related to human resource management such as management, human resources, and HRM. It describes HRM as managing people within an enterprise by planning, organizing, directing, and controlling functions like employing, developing, and compensating human resources. The document outlines the nature, objectives, functions, and importance of HRM. It discusses the roles of HR managers and the need for HR policies to ensure consistency and uniformity in treating employees. Overall, the document provides a comprehensive overview of the concepts and principles of human resource management.
Bottom Line Mentality-1.pptx
This document presents a study on the effects of supervisor bottom line mentality. Supervisor bottom line mentality prioritizes profits and goals over employee well-being and ethics. The study aims to examine the prevalence and impact of this mentality across industries, and how it affects employee well-being, satisfaction, and organizational effectiveness. It also seeks to identify strategies to mitigate the negative impacts. The exploratory study will survey 100 employees from manufacturing organizations in Gwalior, India using questionnaires to analyze the relationships between variables like supervisor mentality, employee well-being, and job satisfaction.
The Qualitative Measurement towards Organizational Behaviour by using Kano Me...
This research aims to study the organizational
behavior of the employees by using SERVQUAL and Kano
model. The usual application of SERVQUAL and Kano model
is to find out the needs of the customer but for this research, it
is used to find out the employees needs and feelings towards
the organizational. SERVQUAL used to do a gap analysis of
an organization's service quality performance against the
service quality needs of its customers. The Kano Model
classifies product attributes based on how they are perceived
by customers and their effect on customer satisfaction. The
Kano model defines various product attributes that are
considered important to customers and as a decision maker.
As result, the attributes that has the biggest factor in the
behaviour of the employees are Managers being in the office to
guide the employees, Managers helping the employees with the
job, All employees able to finish the job on time and
Employees respond towards a strict manager. These factors
will have a big impact towards the CRM.
Organizational behavior
This document provides an overview of organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings and the interface between human behavior and the organization itself. It outlines several key topics in organizational behavior including importance, factors affecting behavior, objectives, levels of analysis, models of organizational behavior, challenges and opportunities, and limitations. The document discusses how organizational behavior can help understand and motivate employees, improve relations, predict and control human behavior, and utilize human resources effectively. It also examines factors like people, structure, technology, and environment that influence organizational behavior.
2, sm, adrianto, hapzi ali, strategic management vision, mission, long term...
The document discusses corporate culture and its impact on organizational performance. It defines corporate culture as the amalgamation of values, vision, mission, and day-to-day communication and interactions that create the atmosphere for how people work. Research shows corporate culture is the most important factor for driving innovation. An effective culture stems from understanding individuals and leadership relating goals in a way employees can internalize. It also requires promoting diverse thinking and shared knowledge to create collaborative cohesion that propels culture positively. Maintaining culture requires reinforcement at all employee lifecycle stages from hiring to retention.
Organisational Behavior
This document discusses organizational behavior and related topics. It covers:
1. The S-O-B-C conceptual model of organizational behavior which examines the environmental situation, cognitive mediating processes, organizational behavior, and organizational/behavioral dynamics.
2. Emerging organizations that are more responsive, use new technologies, and focus on quality and learning.
3. Individual level factors like perception, personality, motivation, and learning that influence organizational behavior.
4. Group dynamics, conflict, stress, power, leadership, and change as organizational behaviors.
5. High performance work organizations, traditional vs. network structures, and Indian ethics as related to management.
7S MC KINSEY: Management Tool
To identified the used of 7S MC Kinsey in the organization. This will discuss about the soft and the hard factor inside management.
Business Environment Notes.pdf
"Dive into the intricate world of the Business Environment with this insightful presentation. Tailored for students, entrepreneurs, and professionals alike, it delves deep into the dynamic forces shaping today's business landscape. Topics covered include market analysis, regulatory shifts, cutting-edge technology trends, and the growing importance of sustainability. Packed with real-world case studies and data-driven insights, this presentation equips you with valuable knowledge and actionable strategies to navigate the ever-evolving challenges and opportunities in the business world. Stay ahead of the curve and gain a competitive edge with this comprehensive exploration of the Business Environment."
Mckinsey 7S
The McKinsey 7S framework is a management model developed in the 1980s to analyze companies. It identifies 7 internal elements - strategy, structure, systems, shared values, skills, style and staff - that must be aligned for a company to be successful. These elements are divided into "hard" aspects like strategy and structure that management can directly influence, and "soft" aspects like shared values and skills that are more cultural. The framework is used to assess how aligned a company's internal elements are and identify changes needed to improve performance or implement a new strategy.
SCRUM MetricsUnderstanding Metrics In Agile MethodologyAbstr.docx
SCRUM Metrics
Understanding Metrics In Agile Methodology
Abstract
For a long time in the software industry, agile methodologies have become the market leader in the software development process due to its better return on investment (ROI) and risk-driven behavior. Agile has several methods like DSDM, Scrum and XP (Extreme Programming). Scrum is one of the most common methods in agile for its flexibility and simplicity. We can define Scrum as an iterative framework for complex scope of work in the development process. Metrics in scrum focuses on risks, predictability, productivity and progress by using various burn-down and velocity metrics. Scrum has established concrete metric system to analyze the progress of the software development at any given time in the software process. This helps in early risk mitigation, good project management, constant monitoring and controlling and accurate predictions about schedule, budget, and work results.
In the project, we will discuss different metrics available in the scrum method and why they are beneficial for measuring the process. In addition, we would like to study different case studies to understand how these metrics help in better deliver for the product within short time and effective cost.
Contents:
Extreme Programming based Metrics-
Metrics in XP
Projects
Quantitative Metrics
Qualititative Metrics………………………………………………………………………………………………………….
RESEARCH ARTICLE Open Access
Relationship between Organizational Culture,
Leadership Behavior and Job Satisfaction
Yafang Tsai1,2
Abstract
Background: Organizational culture refers to the beliefs and values that have existed in an organization for a long
time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and
behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and
this could influence the employees’ job satisfaction. It is therefore essential to understand the relationship between
organizational culture, leadership behavior and job satisfaction of employees.
Methods: A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected
using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned.
To test the reliability of the data, they were analyzed by Cronbach’s a and confirmatory factors. Correlation analysis
was used on the relationships between organizational cultures, leadership behavior and job satisfaction.
Results: Organizational cultures were significantly (positively) correlated with leadership behavior and job
satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction.
Conclusions: The culture within an organization is very important, playing a large role in whether it is a happy
and healthy environment in which to work. In communicating and promoting the organizational ethos to
employees, the.
Hrm
This document provides an introduction to performance management. It defines performance management and discusses its key concerns, scope, history, principles, benefits and issues. It describes how performance management works and links to pay. It also discusses measuring performance using approaches like the balanced scorecard and the European Foundation for Quality Management excellence model. Finally, it covers performance reviews, evaluation, and concludes with thanks.
Module 1
The document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB include describing, understanding, predicting, and controlling human behavior in organizations. Key forces that influence organizational behavior include people, structure, technology, and the external environment. Effective OB helps improve organizational performance and effectiveness.
Organizational effectiveness and change mgt
This document discusses organizational effectiveness and change management. It provides definitions of organizational effectiveness and outlines four main approaches: goal attainment, systems theory, strategic constituency, and behavioral. The goal attainment approach measures effectiveness based on achieving predetermined goals, while the systems theory approach views the organization as an open system that must adapt to its environment. The strategic constituency approach integrates goals and systems by considering expectations of key groups. Finally, the behavioral approach links individual and organizational goals.
McKinsey's 7S
The 7-S Framework of McKinsey is a management model that analyzes seven internal elements of an organization: shared values, strategy, structure, systems, staff, style, and skills. The model was developed in the 1970s and aims to help companies understand their strengths and weaknesses, align with strategies, and optimize organizational design. It evaluates how an organization's culture, goals, plans, roles, processes, people, behaviors, and capabilities work together holistically.
Organizational effectiveness and change mgt
This document discusses various approaches to measuring organizational effectiveness:
1. The goal attainment approach measures effectiveness based on an organization achieving its predetermined goals.
2. The systems theory approach views an organization as an open system that must adapt to its environment to remain effective. Key factors include adaptability, flexibility, and integrating with the larger system.
3. The strategic constituency approach integrates goals and systems approaches by considering the expectations of important groups that determine an organization's effectiveness like employees, customers, and owners.
Organizational effectiveness
This document discusses organizational effectiveness and how it can be measured. It describes three approaches managers can use to evaluate effectiveness: the external resource approach which focuses on control, the internal systems approach which focuses on innovation, and the technical approach which focuses on efficiency. The document also discusses how factors like employee engagement, leadership, organizational culture, and performance monitoring can impact an organization's effectiveness. It concludes that organizational effectiveness is difficult to measure, especially with characteristics that are not quantitatively measured.
Organizational effectiveness
This document discusses organizational effectiveness and how it can be measured. It explains that organizational effectiveness is a tool managers use to evaluate how well an organization achieves its goals and creates value. There are three main approaches to measuring effectiveness: external resource approach, internal systems approach, and technical approach. The internal systems approach allows managers to evaluate how smoothly an organization functions and operates. Effective leadership, employee engagement, and organizational culture can impact an organization's performance. It is difficult to measure effectiveness using only quantitative metrics, so some companies also consider customer satisfaction and employee satisfaction as indicators.
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查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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Approach and models of Organization Behavior
- 1. S HUMAN BEHAVIOR IN ORGANIZATION AY 2016-2017 (2ND TRIMESTER) PROF. NAJIBULLAH A. UMPA, RN, MBA, DBM (ON-GOING)
- 2. S APPROACHES & MODELS OF OB LECTURE 2
- 3. Key Forces Affecting Organizational Behavior S PEOPLE - make up the internal social system of the organization S STRUCTURE - defines the formal relationship and use of people in organizations
- 4. Key Forces Affecting Organizational Behavior S TECHNOLOGY- provides the resources with which people work and affects the tasks that they perform S ENVIRONMENT- all organizations work within an internal and an external environment
- 5. Fundamental Concepts: NATURE OF PEOPLE S Individual differences S Perception S A whole person S Motivated behavior S Desire for involvement S Value of the person NATURE OF ORGANIZATIONS S Social systems S Mutual interest S Ethics
- 6. Four Approaches to OB S Human Resources/ Supportive Approach Employee growth and development are encouraged and supported S Contingency Approach Different managerial behaviors are required by different environments for effectiveness
- 7. Four Approaches to OB S Results-Oriented Outcomes of organizational behavior programs are assessed in terms of their efficiency S Systems All parts of an organization interact in a complex relationship
- 8. Discussion Questions: 1. Why do we study human behavior? 2. Select one of your friends. Identify the qualities that make that person different from you. In what ways are you basically similar?
- 9. The Triangle Maze Question: How many triangles do you see in this triangle?
- 10. Ethics in Organizational Behavior: S Examine the following statements. Assess each situation according to the degree to which you believe a potential ethical problem is inherent in it.
- 11. MODELS OF ORGANIZATIONAL BEHAVIOR Organizational behavior system- an integrated framework of elements that portrays how behaviour is guided toward achievement of organizational goals.
- 12. Elements of the System: S PHILOSOPHY - an integrated set of assumptions and beliefs about the way things are, the purpose for these activities, and the way they should be. S VISION - represents a challenging portrait of what the organization and its members can be — a possible, and desirable, future.
- 13. Elements of the System: S MISSION STATEMENT- identifies the business it is in, the market niches it tries to serve, the types of customers it is likely to have, and the reasons for its existence. S GOALS - relatively concrete formulations of achievements the organization is aiming for within set periods of time, such as one to five years.
- 15. AUTOCRATIC MODEL Basis of model Power Managerial orientation Authority Employee orientation Obedience Employee psychological result Dependence on boss Employee needs met Subsistence Performance result Minimum
- 16. CUSTODIAL MODEL Basis of model Economic resources Managerial orientation: Money Employee orientation: Security and benefits Employee psychological result: Dependence on organization Employee needs met: Security Performance result: Passive cooperation
- 17. SUPPORTIVE MODEL Basis of model: Leadership Managerial orientation: Support Employee orientation: Job performance Employee psychological result: Participation Employee needs met: Status and recognition Performance result: Awakened drives
- 18. COLLEGIAL MODEL Basis of model: Partnership Managerial orientation: Teamwork Employee orientation: Responsible behaviour Employee psychological result: Self-discipline Employee needs met: Self-actualization Performance result: Moderate
- 19. SYSTEM MODEL Basis of model: Trust, community,meaning Managerial orientation: Caring, compassion Employee orientation: Psychological ownership Employee psychological result: Self-motivation Employee needs met: Wide range Performance result: Passion and commitment to orgn’l goals