Professional Development - Human Behavior in OrganizationWilliam Burkey, MBA
Presentation on Professional Development - Human Behavior in Organization where I talk about the benefits of development. To tie into development, I also took a closer look at human behavior in organziation to see what attitudes, expections and performance help with driving personal development to the next level
This paper discusses the issue of leadership human resources management. While providing a descriptive and comparative analysis of typology of leadership strategies, the paper also accounts for the best managerial strategies vis-a-vis human capital, underlying the case of IBM company as an example.
The Dilemma of Leadership: from the Essential Exceptionial Ethical Leadership...Marv Russell
Find Your Path to the Impact Zone
- To Inspire People
- To Value the Diversity of People
- To Create the Environment
Find the Way to Sustain Your Leadership
- Be Essential
- Be Exceptional
- Be Ethical
Managers versus Leaders
Contrast leaders and managers.
Explain why leadership is an important behavioral topic.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership theories.
Explain the dual nature of a leader’s behavior.
Contingency Theories of Leadership
Explain how Fiedler’s theory of leadership is a contingency model.
Professional Development - Human Behavior in OrganizationWilliam Burkey, MBA
Presentation on Professional Development - Human Behavior in Organization where I talk about the benefits of development. To tie into development, I also took a closer look at human behavior in organziation to see what attitudes, expections and performance help with driving personal development to the next level
This paper discusses the issue of leadership human resources management. While providing a descriptive and comparative analysis of typology of leadership strategies, the paper also accounts for the best managerial strategies vis-a-vis human capital, underlying the case of IBM company as an example.
The Dilemma of Leadership: from the Essential Exceptionial Ethical Leadership...Marv Russell
Find Your Path to the Impact Zone
- To Inspire People
- To Value the Diversity of People
- To Create the Environment
Find the Way to Sustain Your Leadership
- Be Essential
- Be Exceptional
- Be Ethical
Managers versus Leaders
Contrast leaders and managers.
Explain why leadership is an important behavioral topic.
Early Leadership Theories
Discuss what research has shown about leadership traits.
Contrast the findings of the four behavioral leadership theories.
Explain the dual nature of a leader’s behavior.
Contingency Theories of Leadership
Explain how Fiedler’s theory of leadership is a contingency model.
Career Development and Counseling PSYG 542Career Information, .docxannandleola
Career Development and Counseling PSYG 542
Career Information, Career Counseling and Career Development,
Duane Brown, (2016)
Chapter 1
Objectives
Articulate an understanding of the impact of the global economy on work in the U. S.
Explain how people view work as a part of their lives and the lives of others.
Form a personal view of their own career development.
Show familiarity with the basic terminology used in career development.
Demonstrate the role career development programs can play in the drive for social justice in the U. S.
Demonstrate knowledge of the historical roots of career development.
Brown adopts Sears’s (1982) definition of Career development: a lifelong process involving psychological, sociological, educational, economic, and physical factors as well as chance factors that interact to influence the career of an individual. Brown also adds culture to Sears’s list of factor that influence career development
Career Interventions Defined
Career intervention is the broadest term and subsumes individual, small group, large group and organizational career development instruments. It’s a deliberate act aimed at enhancing some aspects of a person’s career development.
Career Guidance –organized, systematic efforts designed to influence various aspects of the career development of a client group such as high school or college students.
Career Education is a systematic attempt to influence the career development of students and adults through various types of educational strategies.
Career counseling occurs both individually and in groups and may deal both with personal issues and specific career problem. Career counseling is more likely to be regulated by codes of ethics and legislation at the state level.
Career information is sometimes referred to as labor market information (ONet – online system developed by the U.S. Department of Labor).
Career coaching is, usually a one on one intervention and is often initiated by managers to improve individual employees functioning and for the business to identify the talent it needs to be successful.
Chapter 2
Ethical and Legal Guidelines and the Competencies Needed for Career Development Practice
Learning Objectives
Identify ethical principles that govern career development practitioners’ work
Outline the requirements for the Master Career Counselor, Master Career Development Professional, and Career Development Facilitator credentials
Identify the major competencies needed by career development professionals.
NACE’s Principles for Ethical Professional Practice
Are designed to provide everyone involved in the career development and employment process with two basic precepts on which to base their efforts: maintain a recruitment process that is fair and equitable; support informed and responsible decision making by candidates.
1. Practice reasonable, responsible, and transparent behavior
2. Act without bias …
3. Ensure equitable access …
4. Comply with.
A quick overview (not exhaustive) of the history of the leadership from an academic/scientific perspective. The notes are critical and all citations listed in references (APA) for further reading.
An updated look at organizational culture including a brief discussion of three measurement tools and a list of academic references behind the notes on the slides. Some personal (some) commentary as well. Enjoy. Learn. Use.
A very brief overview relating to industrial/organizational psychology and organizational health. Much more specifics required to execute individual or organizational change.
Siena Heights University graduate class on Negotiation as Process based on text (2011) from Lewicki, Saunders and Barry (McGraw-Hill). A very short top ten list of key points.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
18. Management Evolution Primary Role Past Managers Future Managers Cultural Orientation Monocultural, monolingual Multicultural, multi-lingual Source of influence Formal authority Technical knowledge and interpersonal skill View of people Potential problem Primary resource; human capital Decision-making style Limited input for individual decisions Broad-based input for joint decisions Ethical considerations Afterthought Forethought
19.
20.
21. Corporate Social Responsibility Source: Carroll, A. B. “Managing Ethically with Global Stakeholders: A present and future challenge, Academy of Management Executive , May 2004, p. 116.
Even at your ages, you have some variation of work experience. The research is clear that people centered organizations perform better, are more adaptable, less stressful and create greater long term (and often short term) return on investments.
Organizational Behavior (OB) is a multidisciplinary field trying to figure out to better understand and manage people at work. Why? – Higher Performance and Profit, even if the organization is a non-profit by registration with the state or federal government. The three basic levels are individual, group and organization, and just in case you needed a definition of organization there’s one here, but by that even the mafia is an organization. They have structure, leadership, products, assets, liabilities, and profits and losses.
Whether it was a science or not, OB and OD have always existed, we just weren’t necessarily studying it and creating terms and definitions.
From individual craftspersons and farmers to mass production factories to the assembly line. Remember the video from Tuesday about the company in China with 800,000 employees that makes I-phones, I-pads, Kindles, Nooks, etc??
Organizations have moved from your standard hierarchal doe what I say because of my title and your standard org chart with lots of departments that don’t work well together and fight over limited resources to a more networked environment, communities of collaboration (IPC story). Now of course, not everyone’s gotten the memo by any means yet, and particularly in this country we are still way to top down, and lack of people focused among many businesses.
In many cases today organizations are global in nature and structure, and employees are networked together.
OB combines knowledge from many different disciplines in such a way as to help us better understand and manage people at work, but the focus here is really you. Your ability to intelligently and efficiently gain clarify a wide body of knowledge and be able to both communicate it to others and to apply it to your life. And by that I mean both personal and professional. We often try to separate the two, but they are forever intertwined, and we simply can not be two completely different people without ending up conflicted and failing. What career field you intend to go into, or even how often that changes, because it will, the knowledge and skills you’re going to learn in this class apply to every organization because nobody works alone. Not even professional golfers and single’s tennis players. They have coaches, managers, dieticians, strength trainers, agents, etc that they interact with on a daily basis to continually improve.
Organizational Behavior as a specific field has only been around for roughly 40 years. The foundation of modern business is built upon Adam Smith’s Wealth of Nations (1776) which is online for free to read. As we moved out the agrarian, craftsman and feudal society structures there’s a major move in the railroad industry as their built across the country in division of labor. The first major OB landmark came about when union-management collective bargaining became legalized in 1935. The labor unions bargained with management for wages, working conditions, benefits, time-off, and other related issues. As companies sought to regain the ability to manage their businesses without interference from unions, employers began to focus on meeting the needs and desires of their employees. Ford’s development of the assembly line changed the work world forever Evidence that the human relations movement had an impact on management-employee relations is evident in the fact that from 1945-1960 over 30% of the U.S. labor force was unionized. Today unions represent only about 12% of workers. Pioneers in the Human Relations movement, Mary Parker Follett and Elton Mayo, wrote that motivating performance by considering employees’ attitudes, beliefs, and needs would be more effective than using a dictatorial approach in demanding employees to perform in a certain way. It’s the pull employees along, don’t push. Barnard stressed the influence of psychological and social factors on organization effectiveness and emphasized that the economic motive, on which business organization depends for incentive, is only of those that influence human beings, even when they are part of organizations as employees after signing a contract. Deming was rejected in the US but rebuilt Japan where he as accepted by his 14 point plan to transform organizations. Initially, the Hawthorne Studies touted that supportive supervision and attending to individual needs was responsible for increased performance at Western Electric’s factory. Since then, the actual validity of these findings has been questioned but, nevertheless, it started a movement among employers toward being more people-focused. We’re going to lok at McGregor’s X & Y Theories, TQM, Six Sigmma, Reengineering shortly, and this is by all means not an inclusive list. But the fact of the matter is when we move into the last 30 years, over 70% of these organizational improvement efforts fail to yield the desired results or improve stakeholder value.
True (A) or False (B)? Effective managers tend to have high skills mastery. True Derailed managers underestimate their skills mastery. False, in fact they overestimate it indicating they are not a self-aware as they could be in identifying their developmental areas Effective female and male managers have significantly different skill sets. False, no actually they are quite similar
McGregor’s work as a management consultant led him to formulate two contrasting sets of assumptions to describe how managers perceive their employees. McGregor believed that managers traditionally perceive their employees using Theory X assumptions, assumptions that employees inherently dislike work, that they have to be pushed into doing work, and that they prefer to be told what to do rather than think for themselves. McGregor believed that managers would be able to accomplish more if they perceived their employees as possessing the characteristics of his Theory Y assumptions. Clearly, if managers assume that employees enjoy challenging and mentally stimulating work and that they will be committed to objectives they believe in, then leaders would manage their employees in a way that allows their employees to be self-directed and act autonomously to figure out the best way to do things.
In Japanese, the definition of Kaizen is "improvement" and particularly, "Continuous Improvement"-- slow, incremental but constant.
Effective management practices have gone through a transformation because of changes in technology, focus on services, and globalization. This table highlights some of the key roles of managers and contrasts how they’ve been handled in the past compared to how management today and in the future will look. And just for clarification purposes, management is not leadership. They are completely different animals that we’ll talk about in another chapter.
Reason: Allowing members to understand the need for change. Research: Providing important information that supports the reason. Resonance: The understanding of change must reach to the core beliefs of members. Redescriptions: The basis for change must be expressed in multiple forms (numbers, graphics, etc.). Schein suggests that the stories which bind members together are the most important (Schein, 2004) Resources and Rewards: Members must have the tools they need to complete the change, and a reward for success (beyond simply keeping your job). Real World Events: Change will not be successful if it doesn’t relate to real life and what’s occurring outside of the organization. Resistances: Every human comes from their personal paradigms and resistance to change is inevitable, but can be overcome.
This pyramid is important because it triangulates three major trends: 1)economic globalization, 2) expanding CSR expectations, and 3) the call for improved business ethics. This CSR pyramid advises organizations to: Make a profit consistent with expectations for international business Obey the law of the host countries as well as international law Be ethical in its practices , taking host-country and global standards into consideration Be a good corporate citizen , especially as defined by the host country’s expectations. Source: Carroll, A. B. “Managing Ethically with Global Stakeholders: A present and future challenge, Academy of Management Executive , May 2004, p. 116.
Occasional observed unethical behavior – C. 62% Job applicants misinformed about financial condition of company – D. 64% Applicants who lied about their work histories – B. 44% Applicants who lied about their education – E. 41% Applicants who lied about their credentials/licenses – A. 23%
Occasional observed unethical behavior – C. 62% Job applicants misinformed about financial condition of company – D. 64% Applicants who lied about their work histories – B. 44% Applicants who lied about their education – E. 41% Applicants who lied about their credentials/licenses – A. 23%
You could probably add more, depending on your values, beliefs and philosophy.
Specific actions that can be taken to improve organizational ethics are listed here. Behave ethically yourself – no one will take your interest in ethical decisions seriously if you don’t act ethically yourself (and it may even encourage unethical behavior) Screen potential employees – there is a big push recently because of some very unfortunate cases where employees who were abusive in prior jobs ended up seriously harming or murdering their coworkers at their next job. Therefore, it is important to do what you can, legally, to find out about the person you are hiring by checking references and police records. Develop a Meaningful Code of Ethics – A company should put in writing what it’s expectations are with regard to moral decisions. These really help employees who may be in a tough situation concerning financially helping the company vs. harming another constituent What constitutes a meaningful code of ethics? They are distributed to every employee They are firmly supported by management They refer to specific practices and ethical dilemmas likely to be encountered by target employees They are evenly enforced with rewards for compliance and strict penalties for noncompliance
Provide ethics training – Communicate this code of ethics through training and regular communication Reinforce ethical behavior – Also, don’t let unethical behavior go unchecked – it sends a message that it’s ok, Create positions, units, and other structural mechanisms to deal with ethics – some companies have a chief ethics officer to oversee ethics programs and conduct periodic checks and audits of business practices. Boeing, for example, has implemented this in response to several breaches of ethics that have cost the company billions of dollars. Eliminate need for whistle-blowing – organizations can reduce the need for whistle-blowing by encouraging free and open expression of dissenting viewpoints and providing fair grievance procedures and/ore anonymous ethics hot lines.
Reason: Allowing members to understand the need for change. Research: Providing important information that supports the reason. Resonance: The understanding of change must reach to the core beliefs of members. Redescriptions: The basis for change must be expressed in multiple forms (numbers, graphics, etc.). Schein suggests that the stories which bind members together are the most important (Schein, 2004) Resources and Rewards: Members must have the tools they need to complete the change, and a reward for success (beyond simply keeping your job). Real World Events: Change will not be successful if it doesn’t relate to real life and what’s occurring outside of the organization. Resistances: Every human comes from their personal paradigms and resistance to change is inevitable, but can be overcome.
This course is divided into four parts that flow logically from a focus on the individual, to groups, and then the organization as a whole. The context of studying organizational behavior is provided in part one, where we will add to what we’ve studied in this chapter to examine the topics of ethics, diversity, culture, and international OB. In Part 2, represented in the top circle, we will examine the Individual behavior topics of person ality, values, attitudes, perceptions, and motivation. In Part 3, represented in the middle circle, we will look at the group and social processes of decision making, group dynamics, teams, conflict, and negotiation. Finally, in Part 4, represented in the bottom circle, we will examine the organizational processes of c ommunication, influence, leadership, and change.