The document discusses different views on the role of industry and firm strategy in determining profitability. It argues that while older views claimed some industries are intrinsically more profitable, the firm's strategy is actually more important. Data shows industry choice explains only 8% of profit differences, while strategic choices explain 46%. Additionally, mature industries can still offer opportunities for innovative firms. Market share is also less important than previously believed - if firms do things better, smaller players can still succeed. Overall, the dynamics of competition are always changing, and no single approach works in all situations. Success depends more on the creativity of individual firms than on industry characteristics.
The document discusses motivation in the workplace. It describes the job characteristics model which examines how job design can impact employee motivation. The model looks at factors like skill variety, task identity, task significance, autonomy, and feedback. It also discusses using job rotation, expanding job responsibilities, and career planning to keep jobs challenging and motivating. The document then covers management by objectives as a goal setting process and describes SMART objectives as specific, measurable, achievable, relevant and time-bound. Finally, it states that a motivated person is self-motivated, persistent and committed to achieving goals.
The document discusses different views on the role of industry and firm strategy in determining profitability. It argues that while older views claimed some industries are intrinsically more profitable, the firm's strategy is actually more important. Data shows industry choice explains only 8% of profit differences, while strategic choices explain 46%. Additionally, mature industries can still offer opportunities for innovative firms. Market share is also less important than previously believed - if firms do things better, smaller players can still succeed. Overall, the dynamics of competition are always changing, and no single approach works in all situations. Success depends more on the creativity of individual firms than on industry characteristics.
The document discusses motivation in the workplace. It describes the job characteristics model which examines how job design can impact employee motivation. The model looks at factors like skill variety, task identity, task significance, autonomy, and feedback. It also discusses using job rotation, expanding job responsibilities, and career planning to keep jobs challenging and motivating. The document then covers management by objectives as a goal setting process and describes SMART objectives as specific, measurable, achievable, relevant and time-bound. Finally, it states that a motivated person is self-motivated, persistent and committed to achieving goals.
This document summarizes key motivation theories including reinforcement theory and equity theory. Reinforcement theory states that behavior is influenced by external rewards and punishments, and positive reinforcement increases the likelihood of desired behaviors. Equity theory proposes that employees evaluate whether their inputs and outcomes are fairly balanced compared to others. Perceived inequity can lead employees to change inputs/outcomes, distort perceptions, or leave their job. Procedural and distributive justice also impact employee attitudes and behaviors. The reading assignment covers motivation theories from pages 162 to 194 of the textbook.
This document discusses personality and its influence on organizational behavior. It defines personality as relatively stable characteristics exhibited across situations. The main factors shaping personality are heredity and environment. Conscientiousness predicts job performance and organizational citizenship. Extroversion predicts performance for social jobs. Type A personalities are impatient and success-oriented, while Type B's are patient and relaxed. Attribution theory examines how people explain behaviors - internally (effort, ability) or externally (luck). Self-serving bias attributes success internally and failure externally. The fundamental attribution error overattributes internal factors to others. Personality must fit organizational roles to be effective.
The document discusses training and development. It describes different training methods including on-the-job and off-the-job training. Various training activities are listed such as lectures, case studies, role playing, workshops and simulations. It also discusses evaluating the context, inputs, process, product and outcomes of training and development programs. Key skills, abilities and knowledge needed for different jobs or roles are identified.
Organizational culture plays an important role in new product development (NPD) success. There are six key dimensions of organizational culture: process-oriented vs results-oriented; employee-oriented vs job-oriented; parochial vs professional; open vs closed system; loose vs tight control; and normative vs pragmatic. Building a culture that supports NPD includes developing a user-involving culture with user integrators, transparency, and knowledge relationships, an accountable culture, an innovative culture, and a collaborative culture. Organizational culture is maintained through attraction-selection-attrition, where the culture attracts and selects new employees who fit the culture and attrition removes those who do not fit.
This document discusses social cognitive theory and the concept of self-efficacy. It defines self-efficacy as one's beliefs in their own capabilities. Individuals with high self-efficacy are more likely to persist at tasks and set high goals. Self-efficacy can come from mastery experiences, vicarious experiences, verbal persuasion, and physiological states. High self-efficacy positively impacts leadership, empowerment, and collective efficacy within groups.
The document discusses organizational behavior across cultures, outlining Hofstede's cultural dimensions model and its analysis of cultures along the dimensions of individualism/collectivism, power distance, masculinity/femininity, uncertainty avoidance, and long-term/short-term orientation. It then analyzes results from the GLOBE study regarding Iranian managerial culture, finding high levels of power distance and in-group collectivism as well as a desire to decrease power distance.
This document discusses charismatic and transformational leadership. It defines charismatic leadership as leadership that inspires devotion among followers through strong personal abilities and magnetism. Charismatic leaders are more effective during times of crisis. Transformational leadership aims to develop followers into leaders by appealing to higher ideals and encouraging intellectual stimulation. An effective vision is key to initiating and guiding organizational change.
This document discusses gamification, which is using game thinking and mechanics for non-game applications to interact with users and solve problems. It results in increased efficiency, loyalty, and draws from fields like behavioral economics, game theory, and behavioral sciences. The document also notes that 70% of large companies will have at least one gamified application by 2014 and 50% of companies managing innovation/research will use gamification to drive innovation by 2015.
This document discusses the concept of narcissism at both the individual and organizational level. It defines narcissism as an excessive love or admiration of oneself and one's physical appearance or qualities. The document outlines different types of narcissism, including normal, pathological, and narcissistic personality disorder. It also discusses narcissistic leadership and how organizations can exhibit narcissistic traits through exaggerated pride, a belief in unlimited power and complete knowledge, and dismissiveness of outside criticism. The document concludes with recommendations for organizational leaders to avoid developing narcissism and potential topics for further research on organizational narcissism.
The document discusses urban tourism needs and observations. It notes an increasing number of urban tourists who struggle to choose destinations and plans. Tourists seek both escape from routine and recreational opportunities. Their motivations can include relaxation, prestige, social interaction, and novelty.
The document then presents a framework for understanding urban tourist behavior and experiences. It identifies key factors that influence tourist choices, including socio-psychological motives, destination attributes, and experiences related to entertainment, education, aesthetics, and escape. The framework also examines tourist typologies and how destinations can customize offerings around themes to meet different customer needs and motivations.
Strategic HR Management and Planning مدیریت و برنامه ریزی استراتژیک منابع ان...Jomakhan kazimi
مدیریت و برنامه ریزی استراتژیک منابع انسانی
Strategic HR Management and Planning
After you have read this chapter, you should be able to:
• Summarize the strategic planning process and how it
drives the organizational activities.
• Outline how strategic HR management is linked to the
organizational strategies.
• Discuss how internal and external environmental factors
affect HR strategies.
• List HR strategic challenges faced by modern
organizations.
• Explain how technology is affecting HR management
practices and employees.
• Identify how organizations can measure and assess the
effectiveness of HR management practices.
This document summarizes key motivation theories including reinforcement theory and equity theory. Reinforcement theory states that behavior is influenced by external rewards and punishments, and positive reinforcement increases the likelihood of desired behaviors. Equity theory proposes that employees evaluate whether their inputs and outcomes are fairly balanced compared to others. Perceived inequity can lead employees to change inputs/outcomes, distort perceptions, or leave their job. Procedural and distributive justice also impact employee attitudes and behaviors. The reading assignment covers motivation theories from pages 162 to 194 of the textbook.
This document discusses personality and its influence on organizational behavior. It defines personality as relatively stable characteristics exhibited across situations. The main factors shaping personality are heredity and environment. Conscientiousness predicts job performance and organizational citizenship. Extroversion predicts performance for social jobs. Type A personalities are impatient and success-oriented, while Type B's are patient and relaxed. Attribution theory examines how people explain behaviors - internally (effort, ability) or externally (luck). Self-serving bias attributes success internally and failure externally. The fundamental attribution error overattributes internal factors to others. Personality must fit organizational roles to be effective.
The document discusses training and development. It describes different training methods including on-the-job and off-the-job training. Various training activities are listed such as lectures, case studies, role playing, workshops and simulations. It also discusses evaluating the context, inputs, process, product and outcomes of training and development programs. Key skills, abilities and knowledge needed for different jobs or roles are identified.
Organizational culture plays an important role in new product development (NPD) success. There are six key dimensions of organizational culture: process-oriented vs results-oriented; employee-oriented vs job-oriented; parochial vs professional; open vs closed system; loose vs tight control; and normative vs pragmatic. Building a culture that supports NPD includes developing a user-involving culture with user integrators, transparency, and knowledge relationships, an accountable culture, an innovative culture, and a collaborative culture. Organizational culture is maintained through attraction-selection-attrition, where the culture attracts and selects new employees who fit the culture and attrition removes those who do not fit.
This document discusses social cognitive theory and the concept of self-efficacy. It defines self-efficacy as one's beliefs in their own capabilities. Individuals with high self-efficacy are more likely to persist at tasks and set high goals. Self-efficacy can come from mastery experiences, vicarious experiences, verbal persuasion, and physiological states. High self-efficacy positively impacts leadership, empowerment, and collective efficacy within groups.
The document discusses organizational behavior across cultures, outlining Hofstede's cultural dimensions model and its analysis of cultures along the dimensions of individualism/collectivism, power distance, masculinity/femininity, uncertainty avoidance, and long-term/short-term orientation. It then analyzes results from the GLOBE study regarding Iranian managerial culture, finding high levels of power distance and in-group collectivism as well as a desire to decrease power distance.
This document discusses charismatic and transformational leadership. It defines charismatic leadership as leadership that inspires devotion among followers through strong personal abilities and magnetism. Charismatic leaders are more effective during times of crisis. Transformational leadership aims to develop followers into leaders by appealing to higher ideals and encouraging intellectual stimulation. An effective vision is key to initiating and guiding organizational change.
This document discusses gamification, which is using game thinking and mechanics for non-game applications to interact with users and solve problems. It results in increased efficiency, loyalty, and draws from fields like behavioral economics, game theory, and behavioral sciences. The document also notes that 70% of large companies will have at least one gamified application by 2014 and 50% of companies managing innovation/research will use gamification to drive innovation by 2015.
This document discusses the concept of narcissism at both the individual and organizational level. It defines narcissism as an excessive love or admiration of oneself and one's physical appearance or qualities. The document outlines different types of narcissism, including normal, pathological, and narcissistic personality disorder. It also discusses narcissistic leadership and how organizations can exhibit narcissistic traits through exaggerated pride, a belief in unlimited power and complete knowledge, and dismissiveness of outside criticism. The document concludes with recommendations for organizational leaders to avoid developing narcissism and potential topics for further research on organizational narcissism.
The document discusses urban tourism needs and observations. It notes an increasing number of urban tourists who struggle to choose destinations and plans. Tourists seek both escape from routine and recreational opportunities. Their motivations can include relaxation, prestige, social interaction, and novelty.
The document then presents a framework for understanding urban tourist behavior and experiences. It identifies key factors that influence tourist choices, including socio-psychological motives, destination attributes, and experiences related to entertainment, education, aesthetics, and escape. The framework also examines tourist typologies and how destinations can customize offerings around themes to meet different customer needs and motivations.
Strategic HR Management and Planning مدیریت و برنامه ریزی استراتژیک منابع ان...Jomakhan kazimi
مدیریت و برنامه ریزی استراتژیک منابع انسانی
Strategic HR Management and Planning
After you have read this chapter, you should be able to:
• Summarize the strategic planning process and how it
drives the organizational activities.
• Outline how strategic HR management is linked to the
organizational strategies.
• Discuss how internal and external environmental factors
affect HR strategies.
• List HR strategic challenges faced by modern
organizations.
• Explain how technology is affecting HR management
practices and employees.
• Identify how organizations can measure and assess the
effectiveness of HR management practices.
گذر از دانش گری به کارآفرین دانشی در سازمان دانش بنیانAsma Karoobi
در این مقاله سعی شده است مدل جدید از نیروی انسانی که سازمان دانش بنیان جهت حفظ بقا و کارآمدی بکار گیرد براساس دو تعریف اصلی، کارآفرین و دانش گر، معرفی و ضرورت حضور آن عنوان گردد.
This document provides an overview of intellectual property, including its definition and main categories. Intellectual property is divided into industrial property (patents, trademarks, industrial designs, geographical indications, trade secrets) and copyright. It describes key aspects of each type of intellectual property like what they protect, who can own them, typical length of protection, examples of famous patents and trademarks. The purpose of intellectual property is to promote innovation by granting exclusive rights to creators and owners to benefit from their work.
1) The document discusses various aspects of knowledge-based marketing such as segmentation, positioning, promotion, product development, pricing, and customer relationship management.
2) It emphasizes the importance of understanding customer needs and behaviors through market research and data analysis to inform marketing strategies and decisions.
3) New technologies like data mining, customer databases, and digital tools allow companies to gain deeper insights into customers and customize their marketing accordingly.
This document summarizes strategies for debiasing human decision making. It discusses motivational, cognitive, and technological strategies for overcoming biases. Some key points covered include recognizing biases through feedback, replacing inferior intuitive decision strategies with better rules-based strategies through training, using technology like linear models and statistical analysis to improve upon expert judgments, and promoting the adoption of debiasing techniques through social norms and management programs.
The document presents ideas for creating an environmentally friendly home from a presentation given by Omid Aminzadeh Gohari at Sharif University of Technology's Electrical Engineering Department. Some key ideas include installing solar hot water heating, replacing standard light bulbs with compact fluorescents, improving home insulation, using natural lighting and ventilation, installing low flow showerheads, and living by the principles of reduce, reuse, and recycle. The presentation provides various tips for building an eco-friendly home through products, materials, and behaviors that minimize environmental impact.
This document outlines a presentation on using information theory to understand portfolio selection strategies in the stock market. The presentation covers: why the stock market is important both financially and as an application of information theory; Chen's approach to modeling the information content in a market; Cover and Thomas's approach to modeling the stock market as a vector of stock prices; key concepts like wealth-relative and growth rate of wealth; how side information can provide an upper bound on increased growth rate; and concludes by briefly discussing the connections between information theory and the stock market.
Heuristics are simple rules or mental shortcuts that allow humans to make decisions quickly and with limited information. The document discusses several types of heuristics including: the gaze heuristic, recognition heuristic, social heuristics like "do what the majority do", and heuristics based on reasons like take the best and tallying. It also covers cognitive biases like hindsight bias. Overall, the document examines how heuristics demonstrate bounded rationality and how humans use fast and frugal mental shortcuts to make decisions in an efficient manner.
The document discusses procurement management and the various cycles and strategies involved. It describes the requirement, requisition, solicitation, award, and contract administration cycles. It also covers make-or-buy analysis, contract types, risk allocation, and contract changes and termination. The goal of procurement management is to purchase necessary goods and services while managing relationships and contracts.
This document discusses risk management in project management. It defines project risk as an uncertain event that can positively or negatively impact project objectives. It identifies different types of risks and explains the risk continuum from unknown unknowns to known knowns. The document also outlines the five main components of risk management according to PMBOK: 1) define objectives, 2) identify risks, 3) qualify and quantify risks, 4) develop responses, and 5) control risks. It provides examples of identifying, analyzing, and responding to different types of risks in projects.
Path-Goal Theory centers on how leaders motivate subordinates to accomplish goals by emphasizing the relationship between a leader's style and subordinate and task characteristics. It suggests that a leader should use the style that best complements what is missing in the work environment to enhance goal attainment. The theory identifies four leadership styles - directive, supportive, participative, and achievement-oriented - that can be applied depending on the situation to motivate subordinates. While providing a framework for understanding leadership behaviors and motivation, the theory has also received some criticism for being complex to implement and only partially supported by research.
The Prius was successful due to its technological advances, lower price than other hybrids and SUVs, and its ability to appeal to consumers affected by high gas prices. Toyota's launch of the Prius took advantage of society's need for more fuel efficient vehicles when gas prices were rising and people drove uneconomical vehicles. Government incentives further contributed to the Prius' popularity by offering tax breaks for hybrid owners. Competition in the electric vehicle market was growing as most major automakers began introducing electric models across various vehicle classes between 2009-2012.
The Prius was marketed as a more affordable hybrid vehicle compared to SUVs with similar hybrid technology. As gas prices rose and less economical vehicles became undesirable, the Prius offered a solution as a more fuel efficient option. Government incentives were provided to encourage buying vehicles like the Prius that achieved high mileage and had advanced technology. Competition in the hybrid and electric vehicle market grew as other automakers sought to develop their own electric models starting in the late 2000s.
This document discusses Hyundai's transformation from an imitative automaker to an innovative industry leader through organizational learning and crisis construction. It outlines Hyundai's growth, increasing production tenfold each decade to become the largest automaker in a developing country. The document also presents models of organizational learning and crisis construction, and examines how Hyundai moved from learning by doing to learning by research. Key aspects of Hyundai's experience included leveraging migratory knowledge, developing prior knowledge through intense effort, and proactively constructing internal crises to drive creative learning.
Organizational learning and technology development
Career planning in_farsi
1. سيد بابك علوي
استاديار و معاون پژوهش ي دانشكده مديريت و اقتصاد
دانشگاه صنعتي شريف
2. برنامه ريزي مسير شغلي عبارت استاز شناسايي مسيرهاي شغلي ممكن براي حركتكاركنان
در سازمان و برنامه ريزي براي آنها براي شناخت ويژگي هاي خود و تعيين مسيرهاي شغلي آنها
بر اساسآن ويژگي ها به گونه اي كه تضمين كننده همزمان رشد كاركنان و سازمانشود.
برنامه ريزي مسير شغلي سيستمي فراهم مي آورد كه در آن افراد مسير شغلي آينده خود را
تصور كرده و حضور خود را در سازمان با معنا بيابند. به علاوه اين اقدام موجب احساس
تضمين رشد فردي و امنيترواني كاركنان را فراهم مي سازد.
همچنين برنامه ريزي مسير شغلي اين امكان را فراهم مي آورد كه سازمان بتواند ب راي تامين
بخش ي از منابع سازماني خود از داخل سازمان بر اساس استراتژي ها و اهداف سازماني
برنامه ريزي نمايد.
3.
4. نقش سازمان
• ارائه برنامه هاي گوناگون و متنوع
مسير شغلي براي واحدهاي مختلف؛
• تبيين واضح خط مش ي ها و رويه هاي
ارتقاء و حركت در سازمان؛
• ايجاد فرصتهاي آموزش و توسعه در
زمينه هاي گوناگون مرتبط با اهداف
سازمان و مشاغل آن؛
• متناسب سازي و ايجاد ارتباط منطقي
بين زير سيستمهاي گوناگون مديريت
منابع انساني با برنامه هاي مسير
شغلي.
نقش مدير
• ارائه بازخوردهاي عملكردي صحيح و
مرتب به فرد؛
• ارائه وظايفي كه منجر به توسعه
قابليت هاي فرد در راستاي مسير
شغلي وي شود؛
• جلسات مربي گري مقطعي و مرتب و
گفتگو درباره مسير شغلي مناسب براي
فرد؛
• حمايت و اختصاص منابع لازم براي
رشد فرد.
نقش فرد
• پذيرش مسئوليتهاي خود در فرايند؛
• تلاش براي شناخت نيازها، ارزشها و
توانمندي هاي خود؛
• شناسايي اطلاعات لازم درباره مشاغل
گوناگون؛
• حضور در كارگاه هاي آموزش ي درباره
خود شناس ي و برنامه ريزي مسير
شغلي؛
• واقع بيني نسبت به امكانات محيطي.
5.
6. جهت گيري شغلي از منظر رويكرد عقلايي در تصميم گيري عبارتست از تصميم
فرد براي ادامه حركت مسير شغلي خود در يك جهت مشخص بر اساس تحليل
عوامل دروني خود )نيازها، ارزشها، و قابليت ها( و بررس ي امكانات و فرصتهاي
بيروني در سازمان و صنعت مربوطه؛
جهت گيري شغلي از منظر رويكرد عقلايي كران دار ممكن است تحت تاثير عوامل
هيجاني و وابستگي هاي رواني به افراد ديگر هم قرار گيرد.
9. شناسايي الگوهاي مسير شغلي موجود در سوابق سازمان؛
شناسايي الگوهاي مسير شغلي بالقوه در سازمان؛
شناسايي الزامات مشاغل در مسيرهاي شغلي مانند شرايط احراز و قابليتهاي
مورد نياز هر شغل؛
طراحي خط مشهاي سازماني لازم براي حركت در مسيرهاي شغلي بر اساس
استراتژي هاي سازماني؛
متناسب سازي ساير زير سيستمهاي مديريت منابع انساني با سيستم طراحي شده؛
برقراري برنامه هاي رسمي و غير رسمي براي كمك به افراد براي شناسايي مسيرهاي
شغلي مورد علاقه خود در راستاي اهداف سازمان.
10.
11.
12.
13. كمك به خود شناس ي افراد )نيازها، ارزشها، و قابليتها( و تقويت هويت حرفه اي
افراد با توجه به مرحله اي كه در آن قرار دارند؛
ارائه اطلاعات درباره ويژگي هاي مشاغل مختلف؛
ارائه اطلاعات درباره روندهاي تكنولوژي و سازماني؛
ارائه اطلاعات درباره خط مشها، قوانين و سيستمهاي گوناگون سازماني و حرفه
اي مؤثر بر مسيرهاي شغلي؛
مشاوره براي شناسايي جهت گيري شغلي؛
شناسايي استراتژي هاي گوناگون براي انتخاب مسير شغلي.
14.
15. استفاده از نقاط قوت خود در جهت
فرصتهاي شغلي محيطي؛
استفاده از نقاط قوت خود در جهت مقابله
با تهديدهاي شغلي محيطي؛
برنامه ريزي براي رفع نقاط ضعف خود
براي استفاده از فرصتهاي شغلي محيطي؛
برنامه ريزي براي رفع نقاط ضعف خود
براي مقابله با تهديدهاي شغلي محيطي.
16.
17. Alavi, S. B., Moteabbed, S., and Arasti, M. R. (unpublished
manuscript), Software engineers’ career orientation: A
typology and a framework of antecedents.
Dessler, G. (2005). Human Resource Management. New
Jersey: Printice Hall.
Rothwell, W. J. & Kazanas, H. C. (2003). Planning and
Managing Human Resources: Strategic Planning for
Personnel Management (2nd edition). Massachusetts: HRD
Press.
Tremblay, M., Wils, T., and Proulx,C. (2002). Determinants of
career path preferences among Canadian engineers, Journal of
Engineering and Technology Management 19, 1-23.