Business history
•Download as DOCX, PDF•
0 likes•95 views
The document discusses how institutions create dominance, using the Ford Foundation as a case study. It examines the Ford Foundation's role as a dominant institution in the field of American business. The document also looks at factors that affect educational institutions, the theoretical inconsistencies of institutions, and the views of researchers like Simon and Bourdieu on dominant institutions and organizational behavior. It analyzes how the Ford Foundation established dominance through its structure, dealings with other organizations, resources, and public welfare activities.
Report
Share
Report
Share
![Business
History
MS Springsemester
AsmaMeer.........
[ How do institutions create dominancy ]
..“The Ford Foundation as a dominating institution in the field of
American business”](https://image.slidesharecdn.com/businesshistory-150331082515-conversion-gate01/85/Business-history-1-320.jpg)
Recommended
The Legal Side Of International Operations
Gain an understanding of the legal and cultural challenges when taking your association offshore. Discuss meetings and conference issues, how to work with with vendors and governments abroad, and trademark and intellectual property protection. Leave with a better appreciation of the legal and practical ramifications of doing business abroad.
Jonathan T. Howe, Esq., founding partner and president, Howe & Hutton, Ltd.
Kenneth Reid, CAE, executive VP, American Water Resources Association
Aom presentation, csr & institutional theory evidence from a developing islam...
This study examines how formal and informal institutions shape corporate social responsibility (CSR) policies and practices in Iran. The researchers conducted interviews with companies and institutions to understand their perspectives. They found that informal institutions like culture, traditions and personal values have a stronger influence on CSR than formal institutions like laws and regulations, which are weakly developed in Iran. Religion has some impact but personal ethics and values were seen as more influential. Non-governmental organizations play a minimal role. The findings indicate institutional changes are needed to further advance CSR in Iran's unique social, political and economic context.
Casting a wider net report
The survey of 14 major investment consulting firms found:
1) Racial and ethnic minorities are underrepresented among consulting firm employees, comprising just 23.8% of the total workforce compared to 35% nationally. African Americans and Latinos face the largest disparities.
2) Minority representation is even lower in senior management, at just 14.9% across firms.
3) Most firms do not have strong systems to track, identify, and endorse minority and women-owned asset managers.
4) Firms cited common barriers to promoting diversity like perceived underperformance of emerging managers, but available data does not support these claims.
Audit Quality
The document discusses the audit quality framework in Malaysia. It outlines the key players in the financial reporting chain and their roles, including boards of directors, audit committees, management, internal and external auditors, and regulators. It also discusses the regulatory requirements and applicable standards, such as international standards on auditing and quality control. The objectives of a quality control system are to provide reasonable assurance of compliance with professional standards. Key elements of the system include leadership, ethics, client acceptance, human resources, engagement performance, and monitoring.
Audit Quality Framework & Proportionate Application of ISAs
Presentation by Brendan Murtagh, IAASB Board Member at the IFAC-SAFA SMP Forum, in New Delhi, India, October 10, 2014
Auditing Profession – Global Development And Key Issues
The document discusses the auditing profession in Malaysia, global developments, and key issues moving forward. It provides details on the number of accountants and audit firms in Malaysia. Important elements that determine audit quality are the auditors, firms, legislative framework, and standards. Global auditing standards are set by the IAASB. Audit quality review in Malaysia is conducted by MIA through practice reviews. The expectation of high audit quality remains given investor interest in financial statements. Maintaining audit quality will be challenging as business becomes more global and complex.
Introduction to Internal Quality System Auditing
This document provides guidance on conducting audits according to basic auditing assumptions and definitions. It outlines the responsibilities of auditors and auditees, as well as qualifications needed by auditors. Guidelines are provided for audit quality assurance, working papers, lead auditor responsibilities, interview tips, audit plans, reports, techniques for understanding quality management systems, auditor attributes, inquiry categories, interview considerations, principles of audit reporting, process requirements, and sampling. The document describes elements of a successful audit from planning through closure.
ISO 9001:2008 Internal Auditing of Quality Management Systems - Introduction
ISO 9001 is a quality management system that ensures customer requirements are met. It originated from military standards in 1959 and contains elements of management, resources, services/products, and monitoring. Key principles include customer focus, leadership, involvement of people, process approach, and continuous improvement. Certification requires registration and external audits, while internal audits are also conducted. The audit process involves planning, document review, on-site activities, reporting, completion, and follow up. Records related to auditing include plans, reports, nonconformities, and corrective actions.
Recommended
The Legal Side Of International Operations
Gain an understanding of the legal and cultural challenges when taking your association offshore. Discuss meetings and conference issues, how to work with with vendors and governments abroad, and trademark and intellectual property protection. Leave with a better appreciation of the legal and practical ramifications of doing business abroad.
Jonathan T. Howe, Esq., founding partner and president, Howe & Hutton, Ltd.
Kenneth Reid, CAE, executive VP, American Water Resources Association
Aom presentation, csr & institutional theory evidence from a developing islam...
This study examines how formal and informal institutions shape corporate social responsibility (CSR) policies and practices in Iran. The researchers conducted interviews with companies and institutions to understand their perspectives. They found that informal institutions like culture, traditions and personal values have a stronger influence on CSR than formal institutions like laws and regulations, which are weakly developed in Iran. Religion has some impact but personal ethics and values were seen as more influential. Non-governmental organizations play a minimal role. The findings indicate institutional changes are needed to further advance CSR in Iran's unique social, political and economic context.
Casting a wider net report
The survey of 14 major investment consulting firms found:
1) Racial and ethnic minorities are underrepresented among consulting firm employees, comprising just 23.8% of the total workforce compared to 35% nationally. African Americans and Latinos face the largest disparities.
2) Minority representation is even lower in senior management, at just 14.9% across firms.
3) Most firms do not have strong systems to track, identify, and endorse minority and women-owned asset managers.
4) Firms cited common barriers to promoting diversity like perceived underperformance of emerging managers, but available data does not support these claims.
Audit Quality
The document discusses the audit quality framework in Malaysia. It outlines the key players in the financial reporting chain and their roles, including boards of directors, audit committees, management, internal and external auditors, and regulators. It also discusses the regulatory requirements and applicable standards, such as international standards on auditing and quality control. The objectives of a quality control system are to provide reasonable assurance of compliance with professional standards. Key elements of the system include leadership, ethics, client acceptance, human resources, engagement performance, and monitoring.
Audit Quality Framework & Proportionate Application of ISAs
Presentation by Brendan Murtagh, IAASB Board Member at the IFAC-SAFA SMP Forum, in New Delhi, India, October 10, 2014
Auditing Profession – Global Development And Key Issues
The document discusses the auditing profession in Malaysia, global developments, and key issues moving forward. It provides details on the number of accountants and audit firms in Malaysia. Important elements that determine audit quality are the auditors, firms, legislative framework, and standards. Global auditing standards are set by the IAASB. Audit quality review in Malaysia is conducted by MIA through practice reviews. The expectation of high audit quality remains given investor interest in financial statements. Maintaining audit quality will be challenging as business becomes more global and complex.
Introduction to Internal Quality System Auditing
This document provides guidance on conducting audits according to basic auditing assumptions and definitions. It outlines the responsibilities of auditors and auditees, as well as qualifications needed by auditors. Guidelines are provided for audit quality assurance, working papers, lead auditor responsibilities, interview tips, audit plans, reports, techniques for understanding quality management systems, auditor attributes, inquiry categories, interview considerations, principles of audit reporting, process requirements, and sampling. The document describes elements of a successful audit from planning through closure.
ISO 9001:2008 Internal Auditing of Quality Management Systems - Introduction
ISO 9001 is a quality management system that ensures customer requirements are met. It originated from military standards in 1959 and contains elements of management, resources, services/products, and monitoring. Key principles include customer focus, leadership, involvement of people, process approach, and continuous improvement. Certification requires registration and external audits, while internal audits are also conducted. The audit process involves planning, document review, on-site activities, reporting, completion, and follow up. Records related to auditing include plans, reports, nonconformities, and corrective actions.
Chapter06
The document discusses several topics related to groups and organizations, including:
1) It defines different types of groups such as primary, secondary, in-groups, and out-groups.
2) It describes formal organizations and bureaucracies, noting that bureaucracies use rules and hierarchies to achieve efficiency.
3) It discusses how technology has impacted the workplace through telecommuting and electronic communication like email.
Ob first module
The document discusses organizational behavior and provides definitions, goals, and key concepts of the field. It covers:
- Definitions of organizational behavior as the study of how individuals and groups act in organizations.
- Goals of organizational behavior as describing, understanding, predicting, and influencing human behavior in organizations.
- Key influences on organizational behavior including people, structure, technology, and the external environment.
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docx
Running Head: FOUR-FRAME MODEL
1
FOUR-FRAME MODEL
7
Four Frame Model
Rubin Wilkins
Module 5 Assignment 2
Argosy University Los Angeles
Professor: Dale Mancini
February 15, 2017
Four-frame Model
Introduction
Bolman and Deal synthesized the foregoing leadership theory into four contemporary cognitive perspectives which they further organized into frames to assist leaders in the decision-making process in relation to each individual situation. It was their understanding that the use of such frames would assist leaders in analyzing respective events in a different manner and perspective. In essence, they provide ‘windows’ that enhance the leaders’ to have a broader understanding of the challenges being faced by the organization and solutions that are potentially available. This insightful piece therefore proceeds to help in understanding the frames.
The Four-Frame Model of leadership is a creation stemming from the meshing of various organizational theories to form a wide-encompassing one. These consolidated theories include; the trait theory, power and influence theory, situational and contingency theory, and the behavioral theory (Bateman, 2007). They have been developed over a span of many years. The multiple perspectives emanating from the various theoretical underpinnings are the ones termed as frames by the two theorists; through which an organization is viewed by the leaders and other related persons. These ‘windows’ further operate to bring an organization into focus and subsequently serve as filters which offer the leaders order and assist them in making decisions. Furthermore, the frames comprise of the structural frame, human resource frame, political frame and the symbolic frame. Each individual frame represents a perspective
accompanied by its own assumptions and attributes.
The structural frame is used in viewing the world from an orderly point of view furnished with a multiplicity of rules and procedures. The human resource frame then comes in to assume that goals are best achieved through the meeting of organization members’ needs and fully appreciating the workforce as fundamental part of the organization. The political frame appertains to the conflicts, alliances and bartering of respective parties to properly use and allocate the scares resources owned by and charged to the organization. Finally, symbolic frame relates to the issues of culture, symbols and rituals of an organization as opposed to the established rules and procedures.
Theme among articles
Song, Kim and Kolb (2009) set out to research on the effect of learning an organization’s culture and the established linkage between interpersonal trust and the general commitment to an organization. The sample used in this study was primarily obtained from various employees working to conglomerate entities of Korea. Resultantly, it was established that learning an organization’s culture worked as a mediating factor in the explanation of associations betwe ...
22251502 human-behavior-in-organization
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.
22251502 human-behavior-in-organization
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.
22251502 human-behavior-in-organization
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.
Capella University Smith versus Van Gorkom Court Case Analysis.docx
The document summarizes a court case analysis assignment requiring students to analyze the Smith versus Van Gorkom court case pertaining to business entities. Students must write a 2-page executive briefing summarizing the facts of the case, the court's ruling, and how the case could impact businesses and the selected organization. Suggested resources are provided to support research on business entities and contract law cases.
Dimaggio and powell 1983 - the iron cage revisited - institutional isomorphis...
What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative-leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change
Institutional Entrp. in Emerging fields
This study examines institutional entrepreneurship in the emerging field of HIV/AIDS treatment advocacy in Canada. It analyzes how institutional entrepreneurs engaged in theorization and ensured institutionalization of new practices. The study finds that in emerging fields, legitimacy comes from representing diverse stakeholders, not dominant organizations. Institutional entrepreneurs framed issues to present flexible solutions, developed stable coalitions through negotiation, and integrated new practices into routines to create stable relationships and align with stakeholder values. This context-specific study provides insights into how institutional entrepreneurship occurs differently in emerging versus mature fields.
Aenc association 101
This document provides an overview of associations and association careers. It covers the nature and governance of associations, working with volunteers, association staff structures, and career opportunities in associations. The document is presented as a training course called "Association 101" that aims to help participants understand the association environment and career options. It is facilitated by Jim Thompson from the Association Executives of North Carolina and provides learning objectives and an outline of the topics to be covered.
Journal review - corporate entrepreneurship in organisational life cycle
This document summarizes a journal article about corporate entrepreneurship and organizational culture. It introduces corporate entrepreneurship and organizational culture, discussing how culture can be divided into four dimensions. It then outlines the content of the journal article, including how it defines organizational culture, develops hypotheses about the relationship between culture and entrepreneurship, describes its sample and data collection from a Turkish automotive company, and discusses its results finding relationships between certain cultural dimensions and entrepreneurship. It concludes by discussing power distance and masculinity/femininity cultural dimensions in more detail and recommending reducing gaps between males and females to give a better influence on corporate entrepreneurship.
Dissertation Defense Hearing Presentation
"Just" Business and Often Personal: The Incidents That Social Entrepreneurs Identify as Critical to Leading Their Enterprises
Group Dynamics and Collaboration in Technology
Group dynamics and collaboration are important for innovation in the legal field. Law has traditionally been a hierarchical and individualistic profession that is resistant to change. However, changes in the market are pushing law firms to innovate. Effective teams require optimal design considering factors like size, diversity and whether members are specialists or generalists. Cross-practice collaboration allows firms to create more sophisticated work commanding higher prices. Technology can help overcome regulatory barriers and enable new models emphasizing collaboration, learning and stakeholder interests.
Intro organisational behaviour
The document provides an introduction to organizational behavior. It defines organizational behavior as the study of what people think, feel, and do in and around organizations. The key purposes of studying organizational behavior are to understand organizational events, predict organizational events, and influence organizational events. Organizational behavior draws from multiple disciplines including psychology, sociology, anthropology, and political science. Contingency is also important in organizational behavior as the relationships between variables can depend on situational factors.
Resolving Disconnects_IncSGC_DrKumar
Organizations that foster entrepreneurship education and practice generally operate independently without much collaboration. Academics and practitioners are disconnected, with their conferences and activities catering to different audiences. Academics focus on theoretical research that often lacks practical application, using improper data sets and quantitative techniques removed from the realities of starting businesses. Practitioners prefer immediately applicable ideas and networking opportunities absent from academic conferences. Increased collaboration is needed to better connect research with practice.
This is a structure of a typical research proposalContents pa
This is a structure of a typical research proposal:
Contents page
Introduction
Literature review
Methodology
Reflections and Resources
Bibliography
Appendices
There is no research question or aims and objectives. Critical evaluation.
Introduction
The success of an organization or corporation is contingent upon the level of employee motivation. Motivation is critical to the accomplishment of the organization's goals and objectives. It is critical for firms with varied cross-cultural teams to guarantee that their employees are highly engaged. The management is responsible for ensuring that workplace goals and objectives are consistent with the company culture (Vlaev et al., 2019). Setting workplace goals is critical for establishing and monitoring the organization's level of employee motivation (Pang & Lu, 2018). Employee commitment, engagement, and motivation are critical components of an organization's success. Financial remuneration practices play a significant role in motivating employees.
According to many surveys, if an organization does not try to motivate its employees through monetary incentives, the organization is likely to have low performance (Vlaev et al., 2019). Organizations in the United States work diligently to increase employee engagement through monetary and financial pay and awards. Financial and monetary incentives have a stronger effect on employee motivation, according to studies (Pang & Lu, 2018). The United States government has implemented policies aimed at increasing compensation and incentive programs throughout all sectors of the labor market (Vlaev et al., 2019). As with any other firm, the government is attempting to improve employee performance through a variety of financial incentives.
The Federal Reserve System is the United States of America's central bank. It is in responsible of issuing currency to all financial institutions and exercising influence over the economy via monetary policy (Coccia & Igor, 2018). The Federal Reserve System has a number of financial incentives in place to motivate its personnel. Several of these tools include the following:
· This assists in meeting rental obligations.
· Gratuities are paid to all contract employees. This is a component of their terminal benefits and a token of appreciation for their long-term contribution to the business.
· Employees are eligible for personal loans and medical insurance coverage if they have worked for the bank for an extended length of time.
Problem Statement
Numerous researchers have sought to determine the effect of motivation on working institutions. According to research, motivating employees increases their performance and morale by making them feel wanted in the workplace (Coccia & Igor, 2018). However, there is a dearth of research on the effect of financial incentives on employee motivation. The purpose of this study is to close this gap by determining the relationship between financial incentives and employee motivation. Th ...
ITS 833 – INFORMATION GOVERNANCEChapter 7Copyright @ Oma.docx
ITS 833 – INFORMATION GOVERNANCE
Chapter 7
Copyright @ Omar Mohamed 2019
1
1
Chapter Goals and Objectives
What is the difference between structured
What is the difference between unstructured and semi-structured information?
Why is unstructured data so challenging?
Copyright @ Omar Mohamed 2019
2
Generally, what is full cost accounting (FCA)?
What are the 10 key factors that drive the total cost of ownership of unstructured data
How can we better manage information?
How would an IG enabled organization look different from one that is not IG enabled?
2
The Business Case for
Information Governance
Difficult to Justify
Short term return on investment is nonexistent
Long term view is essential
Reduce exposure to risk over time
Improve quality and security of information
Streamlining information retention
Looking at Information Costs differently
Copyright @ Omar Mohamed 2019
3
3
The information environment
Challenges of Unstructured Information
Data volumes are growing
“Unstructured Information” is growing at a dramatic rate
Challenges unique to unstructured information
Horizontal nature
Lack of formality
Management location
Identification of ownership
Classification
Copyright @ Omar Mohamed 2019
4
Calculating Information Costs
Rising Storage Costs (Short sighted thinking)
Labor (particularly knowledge workers)
Overhead costs
Costs of e-discovery and litigation
Opportunity Costs
4
Full Cost Accounting for
Information Models
Total Cost of Ownership (TCO) Model
Return on Investment Model (ROI)
Full Cost Accounting Model (FCA)
Past, Present, Future Costs
Direct Costs
Indirect Costs
Flexible Application
Triple Bottom Line Accounting – Monetary, Environment, Societal Costs
Copyright @ Omar Mohamed 2019
5
Full Cost Accounting
General and Administrative Costs
Productivity Gains and Losses
Legal and E-discovery costs
Indirect Costs
Up-Front Costs
Future Costs
5
The politics involved
Tools needed to establish facts about the information environment
SOURCES OF Costs of owning unstructured information, cost reducers, and cost enhancers
Giving unstructured information value
The IG enabled organization
The End
Copyright @ Omar Mohamed 2019
11
11
Radical Change, the Quiet Way
by Debra E. Meyerson
AT ONE POINT OR ANOTHER, many managers experience a spang of conscience—a yearning to confront the basic or hidden assumptions, interests, practices, or values within an organization that they feel are stodgy, unfair, even downright wrong. A vice president wishes that more people of color would be promoted. A partner at a consulting firm thinks new MBAs are being so overworked that their families are hurting. A senior manager suspects his company, with some extra cost, could be kinder to the environment. Yet many people who want to drive changes like these face an uncomfortable dilemma. If they speak out too loudly, resentment builds toward them; if they play by the rules and remain silent, resentment builds insi.
Trending in Organizational Behvaior
This document discusses 13 trends in organizational behavior. It summarizes each trend in 1-2 sentences. The trends include changes in diversity and inclusion in organizations, the consideration of ethical ideology and justice, more efficient use of time and money, evolving views of group behavior and power dynamics, greater understanding of cultural learning, breaking gender stereotypes, and moving beyond constraints to recognize employees' pro-social nature.
Workplace diversitymanagement in AustraliaWhat do manage.docx
Workplace diversity
management in Australia
What do managers think and
what are organisations doing?
Paul J. Davis, Yuliya Frolova and William Callahan
KIMEP University, Almaty, Kazakhstan
Abstract
Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings
regarding workforce diversity management (WDM) and the practices and incorporation of WDM
in organisations.
Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a
self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other
managers) in Sydney, Melbourne and Brisbane.
Findings – The research found that workforce diversity is not especially well understood or
appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM
and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted
considerable divergence of opinion across the surveyed group.
Research limitations/implications – As an exploratory study, further research is encouraged to
better understand cause and effect relationships pertaining to the findings.
Practical implications – There are implications for HR managers or those in related roles who
might design, implement and promote WDM initiatives. There are implications for consultants,
employees and senior managers regarding education, awareness and support of diversity objectives.
Originality/value – Addresses a gap in the literature by looking at contemporary attitudes and
practices regarding WDM in Australian organisations. Provides the first empirical comparison
between HR and other managers on the topic.
Keywords Australia, Diversity, Gender, Human resource management, Managers,
Diversity management
Paper type Research paper
Introduction
Over the past few decades workforce diversity management (WDM) has evolved to
become an increasingly important part of human resource management (HRM) in
organisations. It is arguably the case that academic and practitioner interest in the
topic has grown owing to the benefits that diversity management (DM) strategies can
deliver. According to McCuiston et al. (2004), for example, properly implemented
policies to promote workplace diversity can result in an improved bottom line;
increased competitive advantage; superior business performance; higher levels of
employee satisfaction and loyalty; a strengthened relationship with multicultural
communities, and attracting the best and the brightest candidates. Indeed,
contemporary scholars concur: having and making use of a diverse workforce is
beneficial to organisations (Stewart and Brown, 2010; Ivancevich and Konopaske, 2012;
Dessler, 2013; Mathis et al., 2013; Mondy and Mondy, 2014; Noe et al., 2014).
It is important that equal employment opportunities (EEO) are embedded in the
firm’s routine business practices to ensure the success of DM initiatives. This means,
for example, that firms must provide EEO thro.
Management Defn
The document discusses the definition of management from different perspectives of management gurus and authors. It explores definitions from Henri Fayol who classified management activities into technical, commercial, financial, security, and management categories. It also discusses definitions from F.W. Taylor who viewed management as a group of personnel and the art of getting things done in the best and cheapest way. The document then discusses cross-cultural management challenges for multinational corporations in considering factors like national cultures, religions, laws and regulations. It stresses the importance of management plans that encourage togetherness and understanding among diverse employees.
More Related Content
Similar to Business history
Chapter06
The document discusses several topics related to groups and organizations, including:
1) It defines different types of groups such as primary, secondary, in-groups, and out-groups.
2) It describes formal organizations and bureaucracies, noting that bureaucracies use rules and hierarchies to achieve efficiency.
3) It discusses how technology has impacted the workplace through telecommuting and electronic communication like email.
Ob first module
The document discusses organizational behavior and provides definitions, goals, and key concepts of the field. It covers:
- Definitions of organizational behavior as the study of how individuals and groups act in organizations.
- Goals of organizational behavior as describing, understanding, predicting, and influencing human behavior in organizations.
- Key influences on organizational behavior including people, structure, technology, and the external environment.
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docx
Running Head: FOUR-FRAME MODEL
1
FOUR-FRAME MODEL
7
Four Frame Model
Rubin Wilkins
Module 5 Assignment 2
Argosy University Los Angeles
Professor: Dale Mancini
February 15, 2017
Four-frame Model
Introduction
Bolman and Deal synthesized the foregoing leadership theory into four contemporary cognitive perspectives which they further organized into frames to assist leaders in the decision-making process in relation to each individual situation. It was their understanding that the use of such frames would assist leaders in analyzing respective events in a different manner and perspective. In essence, they provide ‘windows’ that enhance the leaders’ to have a broader understanding of the challenges being faced by the organization and solutions that are potentially available. This insightful piece therefore proceeds to help in understanding the frames.
The Four-Frame Model of leadership is a creation stemming from the meshing of various organizational theories to form a wide-encompassing one. These consolidated theories include; the trait theory, power and influence theory, situational and contingency theory, and the behavioral theory (Bateman, 2007). They have been developed over a span of many years. The multiple perspectives emanating from the various theoretical underpinnings are the ones termed as frames by the two theorists; through which an organization is viewed by the leaders and other related persons. These ‘windows’ further operate to bring an organization into focus and subsequently serve as filters which offer the leaders order and assist them in making decisions. Furthermore, the frames comprise of the structural frame, human resource frame, political frame and the symbolic frame. Each individual frame represents a perspective
accompanied by its own assumptions and attributes.
The structural frame is used in viewing the world from an orderly point of view furnished with a multiplicity of rules and procedures. The human resource frame then comes in to assume that goals are best achieved through the meeting of organization members’ needs and fully appreciating the workforce as fundamental part of the organization. The political frame appertains to the conflicts, alliances and bartering of respective parties to properly use and allocate the scares resources owned by and charged to the organization. Finally, symbolic frame relates to the issues of culture, symbols and rituals of an organization as opposed to the established rules and procedures.
Theme among articles
Song, Kim and Kolb (2009) set out to research on the effect of learning an organization’s culture and the established linkage between interpersonal trust and the general commitment to an organization. The sample used in this study was primarily obtained from various employees working to conglomerate entities of Korea. Resultantly, it was established that learning an organization’s culture worked as a mediating factor in the explanation of associations betwe ...
22251502 human-behavior-in-organization
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.
22251502 human-behavior-in-organization
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.
22251502 human-behavior-in-organization
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.
Capella University Smith versus Van Gorkom Court Case Analysis.docx
The document summarizes a court case analysis assignment requiring students to analyze the Smith versus Van Gorkom court case pertaining to business entities. Students must write a 2-page executive briefing summarizing the facts of the case, the court's ruling, and how the case could impact businesses and the selected organization. Suggested resources are provided to support research on business entities and contract law cases.
Dimaggio and powell 1983 - the iron cage revisited - institutional isomorphis...
What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative-leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change
Institutional Entrp. in Emerging fields
This study examines institutional entrepreneurship in the emerging field of HIV/AIDS treatment advocacy in Canada. It analyzes how institutional entrepreneurs engaged in theorization and ensured institutionalization of new practices. The study finds that in emerging fields, legitimacy comes from representing diverse stakeholders, not dominant organizations. Institutional entrepreneurs framed issues to present flexible solutions, developed stable coalitions through negotiation, and integrated new practices into routines to create stable relationships and align with stakeholder values. This context-specific study provides insights into how institutional entrepreneurship occurs differently in emerging versus mature fields.
Aenc association 101
This document provides an overview of associations and association careers. It covers the nature and governance of associations, working with volunteers, association staff structures, and career opportunities in associations. The document is presented as a training course called "Association 101" that aims to help participants understand the association environment and career options. It is facilitated by Jim Thompson from the Association Executives of North Carolina and provides learning objectives and an outline of the topics to be covered.
Journal review - corporate entrepreneurship in organisational life cycle
This document summarizes a journal article about corporate entrepreneurship and organizational culture. It introduces corporate entrepreneurship and organizational culture, discussing how culture can be divided into four dimensions. It then outlines the content of the journal article, including how it defines organizational culture, develops hypotheses about the relationship between culture and entrepreneurship, describes its sample and data collection from a Turkish automotive company, and discusses its results finding relationships between certain cultural dimensions and entrepreneurship. It concludes by discussing power distance and masculinity/femininity cultural dimensions in more detail and recommending reducing gaps between males and females to give a better influence on corporate entrepreneurship.
Dissertation Defense Hearing Presentation
"Just" Business and Often Personal: The Incidents That Social Entrepreneurs Identify as Critical to Leading Their Enterprises
Group Dynamics and Collaboration in Technology
Group dynamics and collaboration are important for innovation in the legal field. Law has traditionally been a hierarchical and individualistic profession that is resistant to change. However, changes in the market are pushing law firms to innovate. Effective teams require optimal design considering factors like size, diversity and whether members are specialists or generalists. Cross-practice collaboration allows firms to create more sophisticated work commanding higher prices. Technology can help overcome regulatory barriers and enable new models emphasizing collaboration, learning and stakeholder interests.
Intro organisational behaviour
The document provides an introduction to organizational behavior. It defines organizational behavior as the study of what people think, feel, and do in and around organizations. The key purposes of studying organizational behavior are to understand organizational events, predict organizational events, and influence organizational events. Organizational behavior draws from multiple disciplines including psychology, sociology, anthropology, and political science. Contingency is also important in organizational behavior as the relationships between variables can depend on situational factors.
Resolving Disconnects_IncSGC_DrKumar
Organizations that foster entrepreneurship education and practice generally operate independently without much collaboration. Academics and practitioners are disconnected, with their conferences and activities catering to different audiences. Academics focus on theoretical research that often lacks practical application, using improper data sets and quantitative techniques removed from the realities of starting businesses. Practitioners prefer immediately applicable ideas and networking opportunities absent from academic conferences. Increased collaboration is needed to better connect research with practice.
This is a structure of a typical research proposalContents pa
This is a structure of a typical research proposal:
Contents page
Introduction
Literature review
Methodology
Reflections and Resources
Bibliography
Appendices
There is no research question or aims and objectives. Critical evaluation.
Introduction
The success of an organization or corporation is contingent upon the level of employee motivation. Motivation is critical to the accomplishment of the organization's goals and objectives. It is critical for firms with varied cross-cultural teams to guarantee that their employees are highly engaged. The management is responsible for ensuring that workplace goals and objectives are consistent with the company culture (Vlaev et al., 2019). Setting workplace goals is critical for establishing and monitoring the organization's level of employee motivation (Pang & Lu, 2018). Employee commitment, engagement, and motivation are critical components of an organization's success. Financial remuneration practices play a significant role in motivating employees.
According to many surveys, if an organization does not try to motivate its employees through monetary incentives, the organization is likely to have low performance (Vlaev et al., 2019). Organizations in the United States work diligently to increase employee engagement through monetary and financial pay and awards. Financial and monetary incentives have a stronger effect on employee motivation, according to studies (Pang & Lu, 2018). The United States government has implemented policies aimed at increasing compensation and incentive programs throughout all sectors of the labor market (Vlaev et al., 2019). As with any other firm, the government is attempting to improve employee performance through a variety of financial incentives.
The Federal Reserve System is the United States of America's central bank. It is in responsible of issuing currency to all financial institutions and exercising influence over the economy via monetary policy (Coccia & Igor, 2018). The Federal Reserve System has a number of financial incentives in place to motivate its personnel. Several of these tools include the following:
· This assists in meeting rental obligations.
· Gratuities are paid to all contract employees. This is a component of their terminal benefits and a token of appreciation for their long-term contribution to the business.
· Employees are eligible for personal loans and medical insurance coverage if they have worked for the bank for an extended length of time.
Problem Statement
Numerous researchers have sought to determine the effect of motivation on working institutions. According to research, motivating employees increases their performance and morale by making them feel wanted in the workplace (Coccia & Igor, 2018). However, there is a dearth of research on the effect of financial incentives on employee motivation. The purpose of this study is to close this gap by determining the relationship between financial incentives and employee motivation. Th ...
ITS 833 – INFORMATION GOVERNANCEChapter 7Copyright @ Oma.docx
ITS 833 – INFORMATION GOVERNANCE
Chapter 7
Copyright @ Omar Mohamed 2019
1
1
Chapter Goals and Objectives
What is the difference between structured
What is the difference between unstructured and semi-structured information?
Why is unstructured data so challenging?
Copyright @ Omar Mohamed 2019
2
Generally, what is full cost accounting (FCA)?
What are the 10 key factors that drive the total cost of ownership of unstructured data
How can we better manage information?
How would an IG enabled organization look different from one that is not IG enabled?
2
The Business Case for
Information Governance
Difficult to Justify
Short term return on investment is nonexistent
Long term view is essential
Reduce exposure to risk over time
Improve quality and security of information
Streamlining information retention
Looking at Information Costs differently
Copyright @ Omar Mohamed 2019
3
3
The information environment
Challenges of Unstructured Information
Data volumes are growing
“Unstructured Information” is growing at a dramatic rate
Challenges unique to unstructured information
Horizontal nature
Lack of formality
Management location
Identification of ownership
Classification
Copyright @ Omar Mohamed 2019
4
Calculating Information Costs
Rising Storage Costs (Short sighted thinking)
Labor (particularly knowledge workers)
Overhead costs
Costs of e-discovery and litigation
Opportunity Costs
4
Full Cost Accounting for
Information Models
Total Cost of Ownership (TCO) Model
Return on Investment Model (ROI)
Full Cost Accounting Model (FCA)
Past, Present, Future Costs
Direct Costs
Indirect Costs
Flexible Application
Triple Bottom Line Accounting – Monetary, Environment, Societal Costs
Copyright @ Omar Mohamed 2019
5
Full Cost Accounting
General and Administrative Costs
Productivity Gains and Losses
Legal and E-discovery costs
Indirect Costs
Up-Front Costs
Future Costs
5
The politics involved
Tools needed to establish facts about the information environment
SOURCES OF Costs of owning unstructured information, cost reducers, and cost enhancers
Giving unstructured information value
The IG enabled organization
The End
Copyright @ Omar Mohamed 2019
11
11
Radical Change, the Quiet Way
by Debra E. Meyerson
AT ONE POINT OR ANOTHER, many managers experience a spang of conscience—a yearning to confront the basic or hidden assumptions, interests, practices, or values within an organization that they feel are stodgy, unfair, even downright wrong. A vice president wishes that more people of color would be promoted. A partner at a consulting firm thinks new MBAs are being so overworked that their families are hurting. A senior manager suspects his company, with some extra cost, could be kinder to the environment. Yet many people who want to drive changes like these face an uncomfortable dilemma. If they speak out too loudly, resentment builds toward them; if they play by the rules and remain silent, resentment builds insi.
Trending in Organizational Behvaior
This document discusses 13 trends in organizational behavior. It summarizes each trend in 1-2 sentences. The trends include changes in diversity and inclusion in organizations, the consideration of ethical ideology and justice, more efficient use of time and money, evolving views of group behavior and power dynamics, greater understanding of cultural learning, breaking gender stereotypes, and moving beyond constraints to recognize employees' pro-social nature.
Workplace diversitymanagement in AustraliaWhat do manage.docx
Workplace diversity
management in Australia
What do managers think and
what are organisations doing?
Paul J. Davis, Yuliya Frolova and William Callahan
KIMEP University, Almaty, Kazakhstan
Abstract
Purpose – The purpose of this paper is to identify Australian managers’ attitudes and understandings
regarding workforce diversity management (WDM) and the practices and incorporation of WDM
in organisations.
Design/methodology/approach – Methodology is quantitative. A questionnaire in the form of a
self-administered survey instrument was mailed to 650 managers (325 HR managers and 325 other
managers) in Sydney, Melbourne and Brisbane.
Findings – The research found that workforce diversity is not especially well understood or
appreciated; especially by non-HR managers. Organisations appear generally not to prioritise WDM
and levels of senior manager engagement with the topic are tentative. Statistical analysis highlighted
considerable divergence of opinion across the surveyed group.
Research limitations/implications – As an exploratory study, further research is encouraged to
better understand cause and effect relationships pertaining to the findings.
Practical implications – There are implications for HR managers or those in related roles who
might design, implement and promote WDM initiatives. There are implications for consultants,
employees and senior managers regarding education, awareness and support of diversity objectives.
Originality/value – Addresses a gap in the literature by looking at contemporary attitudes and
practices regarding WDM in Australian organisations. Provides the first empirical comparison
between HR and other managers on the topic.
Keywords Australia, Diversity, Gender, Human resource management, Managers,
Diversity management
Paper type Research paper
Introduction
Over the past few decades workforce diversity management (WDM) has evolved to
become an increasingly important part of human resource management (HRM) in
organisations. It is arguably the case that academic and practitioner interest in the
topic has grown owing to the benefits that diversity management (DM) strategies can
deliver. According to McCuiston et al. (2004), for example, properly implemented
policies to promote workplace diversity can result in an improved bottom line;
increased competitive advantage; superior business performance; higher levels of
employee satisfaction and loyalty; a strengthened relationship with multicultural
communities, and attracting the best and the brightest candidates. Indeed,
contemporary scholars concur: having and making use of a diverse workforce is
beneficial to organisations (Stewart and Brown, 2010; Ivancevich and Konopaske, 2012;
Dessler, 2013; Mathis et al., 2013; Mondy and Mondy, 2014; Noe et al., 2014).
It is important that equal employment opportunities (EEO) are embedded in the
firm’s routine business practices to ensure the success of DM initiatives. This means,
for example, that firms must provide EEO thro.
Management Defn
The document discusses the definition of management from different perspectives of management gurus and authors. It explores definitions from Henri Fayol who classified management activities into technical, commercial, financial, security, and management categories. It also discusses definitions from F.W. Taylor who viewed management as a group of personnel and the art of getting things done in the best and cheapest way. The document then discusses cross-cultural management challenges for multinational corporations in considering factors like national cultures, religions, laws and regulations. It stresses the importance of management plans that encourage togetherness and understanding among diverse employees.
Similar to Business history (20)
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docx
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docx
Capella University Smith versus Van Gorkom Court Case Analysis.docx
Capella University Smith versus Van Gorkom Court Case Analysis.docx
Dimaggio and powell 1983 - the iron cage revisited - institutional isomorphis...
Dimaggio and powell 1983 - the iron cage revisited - institutional isomorphis...
Journal review - corporate entrepreneurship in organisational life cycle
Journal review - corporate entrepreneurship in organisational life cycle
This is a structure of a typical research proposalContents pa
This is a structure of a typical research proposalContents pa
ITS 833 – INFORMATION GOVERNANCEChapter 7Copyright @ Oma.docx
ITS 833 – INFORMATION GOVERNANCEChapter 7Copyright @ Oma.docx
Workplace diversitymanagement in AustraliaWhat do manage.docx
Workplace diversitymanagement in AustraliaWhat do manage.docx
Business history
- 1. Business History MS Springsemester AsmaMeer......... [ How do institutions create dominancy ] ..“The Ford Foundation as a dominating institution in the field of American business”
- 2. How do institutions create dominancy..“The Ford Foundation as a dominating institution in the field of American business” Changes in American education institutions Factors affecting on them Theoretical inconsistancy as a primary unit Structural characteristics and associated behaviour of institutions Adjacency and dominancy Dealing between different institutions Justifiable (legal/valid) work of organization Organization key resources Views of different researchers Simon Bourdieu Gordon-Howell report Behaviour of dominant institutions and major changes in this institution for dominancy It is organized into four parts Foundation as a dominant institution Limited liability Follow English law Donation amounts Work of public welfare and benefit of humanity Data collection and research methodology adopt Data Methodology Analysis Finding