Ch 1 introduction to ob
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The document discusses organizational behavior and management. It describes managerial activities like making decisions, allocating resources, and directing others. It also outlines management functions such as planning, organizing, leading, and controlling. Finally, it introduces organizational behavior as a field that draws from various contributing disciplines and examines how individual, group, and organizational factors influence worker behaviors and attitudes.
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Organizational behaviour
This document provides an overview of organizational behavior concepts including:
- Defining organizational behavior as the study of how individuals and groups act within organizations.
- Organizational behavior can be examined at the individual, group, and organizational levels.
- Challenges for organizational behavior include a changing social/cultural environment, evolving globalization, advancing information technology, and shifting employment relationships.
Ob chapter1
This document provides an overview of organizational behavior concepts including:
- Defining organizational behavior as the study of how individuals and groups act within organizations.
- Organizational behavior can be examined at the individual, group, and organizational levels.
- Challenges for organizational behavior include a changing social/cultural environment, evolving globalization, advancing information technology, and shifting employment relationships.
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Steven H Warheit Resume
Steven Warheit has over 15 years of experience in manufacturing, production supervision, emergency response, and hazardous materials handling. He currently serves as the Production Supervisor at Forms + Surfaces, where he oversees six departments, ensures safety and quality standards, and helped improve production efficiency by 60%. Warheit holds a Bachelor's degree in Operations Management and is pursuing a Master's degree in Human Resources. He has a proven record of leadership, cost cutting, and process improvements across several industries.
Ch1 what is organizational behavior
Organizational behavior (OB) is a field that studies how individuals, groups, and structures affect behavior within organizations. It does so through a systematic and scientific approach, drawing on disciplines like psychology, sociology, and anthropology. OB aims to help organizations operate more effectively. It faces challenges in responding to trends like globalization and workforce diversity. Managers must develop people skills to understand OB principles and improve their organizations.
Organizational Behavior - Session 1
Organizational behavior (OB) is defined as a field of study that investigates how individuals, groups and structure influence behavior within organizations in order to improve organizational effectiveness. OB draws from multiple disciplines including psychology, sociology, social psychology, and anthropology. Studying OB helps understand oneself and how to interact with others in organizational settings. It is important because it provides insight into both visible and covert aspects of how organizations function.
BA 390 Chapter 1
Organizational behavior (OB) is a field that studies how individuals, groups, and organizational structure influence behavior within organizations in order to improve effectiveness. OB focuses on increasing job satisfaction and organizational citizenship, reducing absenteeism and turnover, and improving productivity. Studying OB helps managers better understand human behavior and apply insights about people skills, diversity, empowerment, and creating healthy work environments to increase productivity and satisfy employees. A key challenge for managers is to understand individuals, groups, and how structure influences behaviors in order to positively impact performance.
Ch 1
This chapter introduces organizational behavior and discusses its key components. It addresses OB at the individual, group and organizational levels of analysis. The chapter also outlines four main challenges for OB: a changing social/cultural environment; an evolving global environment; advancing information technology; and shifting work/employment relationships. It provides examples and figures to illustrate core aspects of OB.
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Organizational behaviour
This document provides an overview of organizational behavior concepts including:
- Defining organizational behavior as the study of how individuals and groups act within organizations.
- Organizational behavior can be examined at the individual, group, and organizational levels.
- Challenges for organizational behavior include a changing social/cultural environment, evolving globalization, advancing information technology, and shifting employment relationships.
Ob chapter1
This document provides an overview of organizational behavior concepts including:
- Defining organizational behavior as the study of how individuals and groups act within organizations.
- Organizational behavior can be examined at the individual, group, and organizational levels.
- Challenges for organizational behavior include a changing social/cultural environment, evolving globalization, advancing information technology, and shifting employment relationships.
Insource Overview
Insource can help you deliver better performance in distribution and manufacturing while saving you in direct labor costs.
Steven H Warheit Resume
Steven Warheit has over 15 years of experience in manufacturing, production supervision, emergency response, and hazardous materials handling. He currently serves as the Production Supervisor at Forms + Surfaces, where he oversees six departments, ensures safety and quality standards, and helped improve production efficiency by 60%. Warheit holds a Bachelor's degree in Operations Management and is pursuing a Master's degree in Human Resources. He has a proven record of leadership, cost cutting, and process improvements across several industries.
Ch1 what is organizational behavior
Organizational behavior (OB) is a field that studies how individuals, groups, and structures affect behavior within organizations. It does so through a systematic and scientific approach, drawing on disciplines like psychology, sociology, and anthropology. OB aims to help organizations operate more effectively. It faces challenges in responding to trends like globalization and workforce diversity. Managers must develop people skills to understand OB principles and improve their organizations.
Organizational Behavior - Session 1
Organizational behavior (OB) is defined as a field of study that investigates how individuals, groups and structure influence behavior within organizations in order to improve organizational effectiveness. OB draws from multiple disciplines including psychology, sociology, social psychology, and anthropology. Studying OB helps understand oneself and how to interact with others in organizational settings. It is important because it provides insight into both visible and covert aspects of how organizations function.
BA 390 Chapter 1
Organizational behavior (OB) is a field that studies how individuals, groups, and organizational structure influence behavior within organizations in order to improve effectiveness. OB focuses on increasing job satisfaction and organizational citizenship, reducing absenteeism and turnover, and improving productivity. Studying OB helps managers better understand human behavior and apply insights about people skills, diversity, empowerment, and creating healthy work environments to increase productivity and satisfy employees. A key challenge for managers is to understand individuals, groups, and how structure influences behaviors in order to positively impact performance.
Ch 1
This chapter introduces organizational behavior and discusses its key components. It addresses OB at the individual, group and organizational levels of analysis. The chapter also outlines four main challenges for OB: a changing social/cultural environment; an evolving global environment; advancing information technology; and shifting work/employment relationships. It provides examples and figures to illustrate core aspects of OB.
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This document discusses organizational behavior and management. It introduces the key functions of management as planning, organizing, leading and controlling. It also discusses Mintzberg's roles of managers and the different activities managers engage in. Finally, it outlines the dependent and independent variables that are studied in organizational behavior, such as individual, group and organizational factors that influence employee and organizational outcomes.
Org beh.
1) The document outlines the key objectives and concepts from the first chapter of an organizational behavior textbook, including defining OB, describing managerial roles and functions, and identifying contributing disciplines.
2) It introduces a model for analyzing OB with independent variables like individual/group/organizational factors and dependent variables like satisfaction, performance, and turnover.
3) Managers are discussed as making decisions, allocating resources, and directing others to achieve goals in various workplace settings and through key functions like planning, organizing, leading, and controlling.
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1) The document outlines the key objectives and concepts from the first chapter of an organizational behavior textbook, including defining OB, describing managerial roles and functions, and identifying contributing disciplines.
2) It introduces a model for analyzing OB with independent variables like individual/group/organizational factors and dependent variables like satisfaction, performance, and turnover.
3) Managers are discussed as making decisions, allocating resources, and directing others to achieve goals in various workplace settings and through key functions like planning, organizing, leading, and controlling.
Organizational Behavior
This document provides an overview of organizational behavior concepts from Stephen P. Robbins' textbook. It discusses what managers do, including making decisions, allocating resources, and directing others. It also outlines the major contributions of behavioral science disciplines like psychology, sociology, and anthropology to the field of organizational behavior. The document presents Robbins' three-level model of individual, group, and organizational variables that influence work behaviors and attitudes.
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The document discusses various topics related to organizational behavior including job analysis methods, selection practices and devices, training and development programs, career development responsibilities, performance evaluation purposes and methods. It provides objectives for understanding these topics and examines concepts like interviews, written tests, simulation tests, types of training, and who should participate in performance evaluations.
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The document outlines the key topics covered in Chapter 1 of an introduction to management textbook. It includes sections on who managers are, what management is, what managers do, and what an organization is. Some of the main points covered are that managers coordinate work, classify as first-line, middle, or top managers, the four functions of management are planning, organizing, leading, and controlling, and managers require technical, human, and conceptual skills. It also discusses Mintzberg's managerial roles and how skills importance changes by managerial level.
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This document provides a learning outline for a chapter that discusses the history and evolution of management. It begins by explaining how managers differ from non-managerial employees and how managers are classified. It then defines management and discusses why efficiency and effectiveness are important. It also describes the four main functions of management, different managerial roles, and essential managerial skills. The document outlines what managers do, defines what an organization is, and explains why studying management is important. It provides key terms and concepts discussed in the chapter.
management slides full book.pdf
This document provides a learning outline for a chapter that discusses the history and evolution of management. It begins by explaining how managers differ from non-managerial employees and how managers are classified in organizations. Next, it defines management and discusses why efficiency and effectiveness are important principles. It then outlines the four main functions of management and various managerial roles. The document also explores how the role and skills needed of managers are changing, with an emphasis on customer service and innovation. Finally, it discusses why the study of management is valuable and universal.
(Mb asubjects.com)ob11 01st
This document provides an overview of organizational behavior and management. It defines organizational behavior as a field that studies how individuals, groups, and structure influence behavior in organizations. The goal is to apply this knowledge to improve organizational effectiveness. Key topics covered include what managers do, management functions, challenges in fields like globalization and quality management, and a basic model of organizational behavior with individual, group, organizational, and dependent variables.
(Mba subjects.com) ob 11 01st
This document provides an overview of organizational behavior and management. It defines organizational behavior as a field that studies how individuals, groups, and structure influence behavior in organizations. The goal is to apply this knowledge to improve organizational effectiveness. Key topics covered include what managers do, management functions, challenges in fields like globalization and quality management, and a basic model of organizational behavior with individual, group, organizational, and dependent variables.
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Organizational behavior is defined as the field of study that investigates how individuals, groups, and structure influence behavior within organizations in order to improve an organization's effectiveness. Managers achieve goals through directing the activities of others. The chapter discusses the importance of replacing managerial intuition with systematic study using concepts from fields such as psychology, sociology, and anthropology. It also outlines challenges and opportunities for applying organizational behavior concepts, such as managing workforce diversity and globalization.
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The document is a chapter from an organizational behavior textbook. It introduces key concepts in OB including:
- Defining OB as the study of how individuals, groups, and structure impact behavior in organizations.
- Describing the major challenges and opportunities managers face in areas like globalization, diversity, quality improvement, and changing workforce needs.
- Explaining the contributions of behavioral sciences like psychology, sociology, and anthropology to the development of OB as a field of study.
- Presenting a basic OB model that shows how individual, group, and organizational factors influence important dependent variables like job satisfaction, productivity, and turnover.
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- Scientific management and the key contributions of Frederick Taylor and Frank and Lillian Gilbreth to make work more efficient. The outline notes how some of their principles are still used today.
- Bureaucratic management and Max Weber's work developing rational-legal authority and bureaucracy as an organizational structure.
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The learning outline provides a structured guide to the concepts and issues covered in the chapter to aid the reader's
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01. manajemen robbins
The document outlines key concepts from a chapter on management and organizations. It defines management and describes managers' functions, including planning, organizing, leading and controlling. It also discusses different types of managers and their roles. Managers' jobs are changing with greater emphasis on customer service and innovation. An organization is defined as a deliberate arrangement of people to achieve a common purpose. Studying management is valuable because good management is needed universally and understanding different concepts is important whether managing others or being managed.
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The document is a chapter from an organizational behavior textbook. It covers topics like values, attitudes, job satisfaction, and their relationship to employee behavior. The chapter objectives are to understand different types of values, attitudes, and the factors that influence job satisfaction and how they impact employee performance, absenteeism, and turnover. Key frameworks for assessing cultures like Hofstede's are also summarized.
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Qué es el CO
This document discusses organizational behavior and management. It introduces the key functions of management as planning, organizing, leading and controlling. It also discusses Mintzberg's roles of managers and the different activities managers engage in. Finally, it outlines the dependent and independent variables that are studied in organizational behavior, such as individual, group and organizational factors that influence employee and organizational outcomes.
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1) The document outlines the key objectives and concepts from the first chapter of an organizational behavior textbook, including defining OB, describing managerial roles and functions, and identifying contributing disciplines.
2) It introduces a model for analyzing OB with independent variables like individual/group/organizational factors and dependent variables like satisfaction, performance, and turnover.
3) Managers are discussed as making decisions, allocating resources, and directing others to achieve goals in various workplace settings and through key functions like planning, organizing, leading, and controlling.
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1) The document outlines the key objectives and concepts from the first chapter of an organizational behavior textbook, including defining OB, describing managerial roles and functions, and identifying contributing disciplines.
2) It introduces a model for analyzing OB with independent variables like individual/group/organizational factors and dependent variables like satisfaction, performance, and turnover.
3) Managers are discussed as making decisions, allocating resources, and directing others to achieve goals in various workplace settings and through key functions like planning, organizing, leading, and controlling.
Organizational Behavior
This document provides an overview of organizational behavior concepts from Stephen P. Robbins' textbook. It discusses what managers do, including making decisions, allocating resources, and directing others. It also outlines the major contributions of behavioral science disciplines like psychology, sociology, and anthropology to the field of organizational behavior. The document presents Robbins' three-level model of individual, group, and organizational variables that influence work behaviors and attitudes.
Robbins9 ppt01
presentation slide for Introduction to Management & Organization by Robbins & Coulter. I have use this presentation for my management class.
Introduction to management
The document is an introductory chapter about management and organizations. It discusses key topics such as what managers do, including the four main functions of management: planning, organizing, leading, and controlling. It also describes different types of managers based on their level in the organization. Additionally, it examines the skills and roles required of managers, how the manager's job is changing with a new focus on customers and innovation, defines what an organization is, and explains why studying management is important.
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The document discusses various topics related to organizational behavior including job analysis methods, selection practices and devices, training and development programs, career development responsibilities, performance evaluation purposes and methods. It provides objectives for understanding these topics and examines concepts like interviews, written tests, simulation tests, types of training, and who should participate in performance evaluations.
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The document outlines the key topics covered in Chapter 1 of an introduction to management textbook. It includes sections on who managers are, what management is, what managers do, and what an organization is. Some of the main points covered are that managers coordinate work, classify as first-line, middle, or top managers, the four functions of management are planning, organizing, leading, and controlling, and managers require technical, human, and conceptual skills. It also discusses Mintzberg's managerial roles and how skills importance changes by managerial level.
management9eppt-151209043053-lva1-app6892.pdf
This document provides a learning outline for a chapter that discusses the history and evolution of management. It begins by explaining how managers differ from non-managerial employees and how managers are classified. It then defines management and discusses why efficiency and effectiveness are important. It also describes the four main functions of management, different managerial roles, and essential managerial skills. The document outlines what managers do, defines what an organization is, and explains why studying management is important. It provides key terms and concepts discussed in the chapter.
management slides full book.pdf
This document provides a learning outline for a chapter that discusses the history and evolution of management. It begins by explaining how managers differ from non-managerial employees and how managers are classified in organizations. Next, it defines management and discusses why efficiency and effectiveness are important principles. It then outlines the four main functions of management and various managerial roles. The document also explores how the role and skills needed of managers are changing, with an emphasis on customer service and innovation. Finally, it discusses why the study of management is valuable and universal.
(Mb asubjects.com)ob11 01st
This document provides an overview of organizational behavior and management. It defines organizational behavior as a field that studies how individuals, groups, and structure influence behavior in organizations. The goal is to apply this knowledge to improve organizational effectiveness. Key topics covered include what managers do, management functions, challenges in fields like globalization and quality management, and a basic model of organizational behavior with individual, group, organizational, and dependent variables.
(Mba subjects.com) ob 11 01st
This document provides an overview of organizational behavior and management. It defines organizational behavior as a field that studies how individuals, groups, and structure influence behavior in organizations. The goal is to apply this knowledge to improve organizational effectiveness. Key topics covered include what managers do, management functions, challenges in fields like globalization and quality management, and a basic model of organizational behavior with individual, group, organizational, and dependent variables.
Ob stephen robbins
Organizational behavior is defined as the field of study that investigates how individuals, groups, and structure influence behavior within organizations in order to improve an organization's effectiveness. Managers achieve goals through directing the activities of others. The chapter discusses the importance of replacing managerial intuition with systematic study using concepts from fields such as psychology, sociology, and anthropology. It also outlines challenges and opportunities for applying organizational behavior concepts, such as managing workforce diversity and globalization.
Organisational Behaviour
The document is a chapter from an organizational behavior textbook. It introduces key concepts in OB including:
- Defining OB as the study of how individuals, groups, and structure impact behavior in organizations.
- Describing the major challenges and opportunities managers face in areas like globalization, diversity, quality improvement, and changing workforce needs.
- Explaining the contributions of behavioral sciences like psychology, sociology, and anthropology to the development of OB as a field of study.
- Presenting a basic OB model that shows how individual, group, and organizational factors influence important dependent variables like job satisfaction, productivity, and turnover.
Management (Complete Book)
This document provides a learning outline for a chapter that discusses the history and evolution of management. It covers several topics:
- The importance of studying management history and some early examples of management practices.
- Scientific management and the key contributions of Frederick Taylor and Frank and Lillian Gilbreth to make work more efficient. The outline notes how some of their principles are still used today.
- Bureaucratic management and Max Weber's work developing rational-legal authority and bureaucracy as an organizational structure.
- Contemporary management theories that have influenced modern approaches, including administrative management and quality management.
The learning outline provides a structured guide to the concepts and issues covered in the chapter to aid the reader's
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The document outlines key concepts from a chapter on management and organizations. It defines management and describes managers' functions, including planning, organizing, leading and controlling. It also discusses different types of managers and their roles. Managers' jobs are changing with greater emphasis on customer service and innovation. An organization is defined as a deliberate arrangement of people to achieve a common purpose. Studying management is valuable because good management is needed universally and understanding different concepts is important whether managing others or being managed.
01. manajemen robbins
The document outlines key concepts from a chapter on management and organizations. It defines management and describes managers' functions, including planning, organizing, leading and controlling. It also discusses different types of managers and their roles. Managers' jobs are changing with greater emphasis on customer service and innovation. An organization is defined as a deliberate arrangement of people to achieve a common purpose. Studying management is valuable because good management is needed universally and understanding different concepts is important whether managing others or being managed.
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The document is a chapter from an organizational behavior textbook. It covers topics like values, attitudes, job satisfaction, and their relationship to employee behavior. The chapter objectives are to understand different types of values, attitudes, and the factors that influence job satisfaction and how they impact employee performance, absenteeism, and turnover. Key frameworks for assessing cultures like Hofstede's are also summarized.
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Interested in deploying letter generation automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
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#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
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Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
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- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
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Ch 1 introduction to ob
- 1. © 2003 Prentice Hall Inc. All rights reserved. 1–1 ORGANIZATIONAL BEHAVIOUR
- 2. © 2003 Prentice Hall Inc. All rights reserved. 1–2 What Managers DoWhat Managers Do Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals Managerial Activities • Make decisions • Allocate resources • Direct activities of others to attain goals
- 3. © 2003 Prentice Hall Inc. All rights reserved. 1–3 Where Managers WorkWhere Managers Work
- 4. © 2003 Prentice Hall Inc. All rights reserved. 1–4 Management FunctionsManagement Functions ManagementManagement FunctionsFunctions ManagementManagement FunctionsFunctions PlanningPlanningPlanningPlanning OrganizingOrganizingOrganizingOrganizing LeadingLeadingLeadingLeadingControllingControllingControllingControlling
- 5. © 2003 Prentice Hall Inc. All rights reserved. 1–5 Enter Organizational BehaviorEnter Organizational Behavior
- 6. © 2003 Prentice Hall Inc. All rights reserved. 1–6 Contributing Disciplines to the OB FieldContributing Disciplines to the OB Field E X H I B I T 1-3a
- 7. © 2003 Prentice Hall Inc. All rights reserved. 1–7 Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3b
- 8. © 2003 Prentice Hall Inc. All rights reserved. 1–8 Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3c
- 9. © 2003 Prentice Hall Inc. All rights reserved. 1–9 Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3d
- 10. © 2003 Prentice Hall Inc. All rights reserved. 1–10 Contributing Disciplines to the OB Field (cont’d)Contributing Disciplines to the OB Field (cont’d) E X H I B I T 1-3f
- 11. © 2003 Prentice Hall Inc. All rights reserved. 1–11 There Are Few Absolutes in OBThere Are Few Absolutes in OB ContingencyContingency VariablesVariablesx y
- 12. © 2003 Prentice Hall Inc. All rights reserved. 1–12 Challenges and Opportunity for OBChallenges and Opportunity for OB Responding to Globalization Managing Workforce Diversity Improving Quality and Productivity Responding to the Labor Shortage Improving Customer Service
- 13. © 2003 Prentice Hall Inc. All rights reserved. 1–13 Challenges and Opportunity for OB (cont’d)Challenges and Opportunity for OB (cont’d) Improving People Skills Empowering People Coping with “Temporariness” Stimulation Innovation and Change Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior
- 14. © 2003 Prentice Hall Inc. All rights reserved. 1–14 E X H I B I T 1-6 Basic OB Model, Stage IBasic OB Model, Stage I
- 15. © 2003 Prentice Hall Inc. All rights reserved. 1–15 The Dependent VariablesThe Dependent Variables x y
- 16. © 2003 Prentice Hall Inc. All rights reserved. 1–16 The Dependent Variables (cont’d)The Dependent Variables (cont’d)
- 17. © 2003 Prentice Hall Inc. All rights reserved. 1–17 The Dependent Variables (cont’d)The Dependent Variables (cont’d)
- 18. © 2003 Prentice Hall Inc. All rights reserved. 1–18 The Dependent Variables (cont’d)The Dependent Variables (cont’d)
- 19. © 2003 Prentice Hall Inc. All rights reserved. 1–19 The Dependent Variables (cont’d)The Dependent Variables (cont’d)
- 20. © 2003 Prentice Hall Inc. All rights reserved. 1–20 The Independent VariablesThe Independent Variables IndependentIndependent VariablesVariables IndependentIndependent VariablesVariables Individual-LevelIndividual-Level VariablesVariables Individual-LevelIndividual-Level VariablesVariables OrganizationOrganization System-LevelSystem-Level VariablesVariables OrganizationOrganization System-LevelSystem-Level VariablesVariables Group-LevelGroup-Level VariablesVariables Group-LevelGroup-Level VariablesVariables