This document discusses organizational culture, including how cultures form and are transmitted within organizations. It covers the key topics of defining organizational culture, comparing functional and dysfunctional effects, identifying how culture is created and sustained, examining methods of cultural transmission, and exploring how to create ethical and positive cultures. The document also discusses spiritual culture and the global implications of organizational culture.
This chapter discusses personality and values in organizational behavior. It defines personality and describes common frameworks for understanding it, including the Myers-Briggs Type Indicator and Big Five model. Key personality traits like conscientiousness, extraversion, and emotional stability are linked to job performance. Values represent preferences about how to live and differ between generations and cultures. Managers should consider person-job and person-organization fit to match personalities and values with work. Hofstede's model describes cultural dimensions like individualism and power distance that influence values internationally. Overall, personality and values assessment can aid selection and development in organizations.
Organizational Behavior Chapter 7 Motivation - From Concepts to ApplicationDr. John V. Padua
The document discusses various ways to motivate employees through job design and rewards. It describes the job characteristics model which proposes that motivating jobs are autonomous, provide feedback, and have at least one meaningfulness factor. Jobs can be redesigned through methods like job rotation, job enrichment, and alternative work arrangements. Employee involvement measures like participative management and representative participation can also increase motivation. Reward programs include variable pay, flexible benefits, and employee recognition programs which provide intrinsic rewards.
This chapter discusses theories of leadership including trait theories, behavioral theories, and contingency theories. Trait theories focus on personal qualities that differentiate leaders such as intelligence, courage, and people skills. Behavioral theories examine two leadership styles: initiating structure which focuses on tasks, and consideration which focuses on relationships. Contingency theories propose that effective leadership depends on matching a leader's style to the situation. The chapter also covers charismatic and transformational leadership, authentic leadership, the role of mentoring, and challenges to effective leadership such as complacency and over-control.
This chapter discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, based on visible characteristics, and deep-level diversity, based on invisible characteristics and attributes. The chapter then outlines key biographical characteristics like age, gender, race, and disability that impact organizational behavior. It also defines intellectual and physical ability, and how ability is relevant to job performance. Finally, it describes how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
The document discusses key concepts relating to groups and group behavior. It defines groups and describes different types of groups. It then covers five properties of groups: roles, norms, status, size, and cohesiveness. For each property, it provides details on how they impact and influence group behavior. It also discusses models of group development and decision-making techniques used by groups.
This document discusses theories of leadership from early trait and behavioral theories to contemporary views. It covers contingency theories like Fiedler's model and situational leadership theory. Contemporary views discussed include leader-member exchange theory, transformational-transactional leadership, and charismatic/visionary leadership. The document also examines issues like managing power, developing trust, empowering employees, and cross-cultural leadership.
Organizational Behaviour Stephen Robbins 14Ed. Chapter 6Waqas Ahmad
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The rational and bounded reality models of decision making are presented.
This document discusses key topics in group behavior and dynamics including:
- Types of groups including formal, informal, command, task, interest, and friendship groups.
- Five stages of group development.
- How roles, norms, status, size, and cohesiveness influence group properties and member behavior.
- Strengths and weaknesses of group decision making such as generating more information but taking longer.
- Phenomena like social loafing, groupthink, and group polarization that can impact group processes.
- Techniques for group decision making including brainstorming and the nominal group technique.
This chapter discusses personality and values in organizational behavior. It defines personality and describes common frameworks for understanding it, including the Myers-Briggs Type Indicator and Big Five model. Key personality traits like conscientiousness, extraversion, and emotional stability are linked to job performance. Values represent preferences about how to live and differ between generations and cultures. Managers should consider person-job and person-organization fit to match personalities and values with work. Hofstede's model describes cultural dimensions like individualism and power distance that influence values internationally. Overall, personality and values assessment can aid selection and development in organizations.
Organizational Behavior Chapter 7 Motivation - From Concepts to ApplicationDr. John V. Padua
The document discusses various ways to motivate employees through job design and rewards. It describes the job characteristics model which proposes that motivating jobs are autonomous, provide feedback, and have at least one meaningfulness factor. Jobs can be redesigned through methods like job rotation, job enrichment, and alternative work arrangements. Employee involvement measures like participative management and representative participation can also increase motivation. Reward programs include variable pay, flexible benefits, and employee recognition programs which provide intrinsic rewards.
This chapter discusses theories of leadership including trait theories, behavioral theories, and contingency theories. Trait theories focus on personal qualities that differentiate leaders such as intelligence, courage, and people skills. Behavioral theories examine two leadership styles: initiating structure which focuses on tasks, and consideration which focuses on relationships. Contingency theories propose that effective leadership depends on matching a leader's style to the situation. The chapter also covers charismatic and transformational leadership, authentic leadership, the role of mentoring, and challenges to effective leadership such as complacency and over-control.
This chapter discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, based on visible characteristics, and deep-level diversity, based on invisible characteristics and attributes. The chapter then outlines key biographical characteristics like age, gender, race, and disability that impact organizational behavior. It also defines intellectual and physical ability, and how ability is relevant to job performance. Finally, it describes how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
The document discusses key concepts relating to groups and group behavior. It defines groups and describes different types of groups. It then covers five properties of groups: roles, norms, status, size, and cohesiveness. For each property, it provides details on how they impact and influence group behavior. It also discusses models of group development and decision-making techniques used by groups.
This document discusses theories of leadership from early trait and behavioral theories to contemporary views. It covers contingency theories like Fiedler's model and situational leadership theory. Contemporary views discussed include leader-member exchange theory, transformational-transactional leadership, and charismatic/visionary leadership. The document also examines issues like managing power, developing trust, empowering employees, and cross-cultural leadership.
Organizational Behaviour Stephen Robbins 14Ed. Chapter 6Waqas Ahmad
This document discusses perception and individual decision making. It covers topics like attribution theory, biases that influence perception and judgment of others, common shortcuts and errors in decision making, and ways to improve creativity. Attribution theory examines how people make causal explanations for behaviors, looking at factors like distinctiveness, consensus and consistency. Biases discussed include the fundamental attribution error and self-serving bias. The rational and bounded reality models of decision making are presented.
This document discusses key topics in group behavior and dynamics including:
- Types of groups including formal, informal, command, task, interest, and friendship groups.
- Five stages of group development.
- How roles, norms, status, size, and cohesiveness influence group properties and member behavior.
- Strengths and weaknesses of group decision making such as generating more information but taking longer.
- Phenomena like social loafing, groupthink, and group polarization that can impact group processes.
- Techniques for group decision making including brainstorming and the nominal group technique.
This document discusses attitudes and job satisfaction. It defines the three components of an attitude as cognition, affect, and behavior. It explains that people generally seek consistency between their attitudes and behaviors. Job satisfaction is defined as a positive feeling about one's job. The main causes of job satisfaction are discussed as job conditions, personality, pay, and corporate social responsibility initiatives. Outcomes of job satisfaction include better job performance, organizational citizenship behaviors, customer satisfaction, and life satisfaction. The document also identifies four employee responses to dissatisfaction and implications for managers.
This chapter discusses attitudes and job satisfaction. It contrasts the three components of an attitude - affective, cognitive, and behavioral. There is a relationship between attitudes and behaviors, with attitudes influencing behaviors. The chapter compares major job attitudes like job satisfaction, job involvement, empowerment, and organizational commitment. Job satisfaction is defined and methods for measuring it are presented. The main causes of job satisfaction are summarized, including pay and personality factors. Finally, employee responses to dissatisfaction like absenteeism and turnover are identified.
This document discusses work teams and their increasing popularity in organizations. It contrasts groups with teams, noting that teams generate synergy through coordinated effort to achieve performance greater than individuals. Four types of teams are described: problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. The key components of effective teams are identified as context, composition, and process. Context includes leadership, resources, and rewards aligned with team goals. Composition considers member abilities, roles, diversity, and size. Effective processes include shared goals, plans, efficacy, and low conflict.
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structure impact behavior within organizations. It discusses the importance of interpersonal skills in the workplace and identifies management functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, sociology, anthropology, and explains that few absolutes apply due to situational factors. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes.
The document discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, which includes visible characteristics like gender and race, and deep-level diversity, which includes less visible characteristics like personality and work styles. It also outlines biographical characteristics like age, gender, race, and disability that are relevant to organizational behavior. Finally, it discusses how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
This chapter introduces organizational behavior and discusses its importance in the workplace. It defines organizational behavior as the study of how individuals, groups, and structure impact behavior within an organization. The chapter outlines the manager's key functions of planning, organizing, leading, and controlling. It also identifies the major contributing disciplines to organizational behavior as psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in the book's OB model as individual, group, and organizational levels.
This document provides an overview of chapter 16 from the textbook "Management" 10th edition by Stephen P. Robbins and Mary Coulter. The chapter discusses managers as leaders and covers topics such as early leadership theories, contingency theories of leadership, contemporary views of leadership, and leadership issues in the 21st century. Key sections summarize trait theories, behavioral theories including the Ohio State and Michigan studies, contingency theories like Fiedler's model and situational leadership theory, and differences between transactional and transformational leadership.
This document discusses a chapter about attitudes and job satisfaction from a textbook. It covers the three components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and involvement, how job satisfaction can be measured, main causes of job satisfaction, and four employee responses to dissatisfaction like turnover. The chapter aims to explain attitudes and job satisfaction to students.
Organizational Behavior Chapter 5 Perception and Individual Decision MakingDr. John V. Padua
This document discusses perception and decision making. It defines perception as how individuals organize and interpret sensory impressions to understand their environment. Perception is influenced by factors like the situation, perceiver, and target. Attribution theory holds that people try to explain behaviors as either internal or external to the person. Common shortcuts used in judging others include selective perception, halo effect, contrast effects, and stereotyping. Decision making is linked to perception, which can influence problem identification, information processing, and conclusions. The document also outlines rational decision making, bounded rationality, intuitive decision making, and common decision biases. [/SUMMARY]
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
The document outlines learning objectives and key concepts around power and politics in organizational behavior. It defines power and leadership, discusses the four bases of power and how dependency influences power relationships. It also examines power tactics, sexual harassment as an abuse of power, and the importance of political perspectives at work.
This chapter discusses organizational culture. It defines organizational culture as the shared assumptions, values, and beliefs of how to think and act. Elements of culture include artifacts like stories, rituals, language, and physical structures. Subcultures can support or oppose the dominant culture. Strong cultures provide social control and sense-making but can suppress dissent. The chapter compares strategies for merging cultures and lists ways to strengthen culture, such as through founders and consistent rewards.
This document discusses organizational change and stress management. It covers topics such as planned change, resistance to change, models of change like Lewin's three-step model, and techniques for managing change like action research and organizational development. It also addresses sources of stress, consequences of stress, and approaches for managing stress at the individual and organizational level.
This chapter introduces organizational behavior and provides an overview of key concepts. It defines OB as a field that examines how individuals, groups, and structure influence behavior in organizations to improve effectiveness. The chapter also outlines the manager's roles and functions, discusses Mintzberg's framework of managerial roles, and identifies the behavioral science disciplines that contribute to OB like psychology, sociology, and social psychology. Finally, it presents OB's three-level model of analysis at the individual, group, and organizational levels.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
Diversity In Organizations, Chapter-2, Organizational BehaviorDr.Amrinder Singh
Diversity In Organizations, Chapter-2, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
O.b. c 8 motivation - from concepts to applicationsDr.Rajesh Kamath
The document discusses various concepts and applications related to motivation in the workplace. It describes job design theories like the Job Characteristics Model which proposes that jobs can be described based on dimensions like skill variety, task identity, task significance, autonomy and feedback. It also discusses ways to redesign jobs, like job rotation and job enrichment, to increase motivation. Alternative work arrangements like flextime, telecommuting and job sharing are explained. The document also covers reward-based motivation through establishing appropriate pay structures and variable pay programs, as well as non-financial rewards.
Chapter 3 Attitudes and Job SatisfactionT McDonald
This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
The document summarizes key points from a chapter on emotions and moods in organizational behavior. It defines emotions and moods, lists the basic emotions, and discusses the functions of emotions. It also covers sources of emotions and moods, the impact of emotional labor, affective events theory, evidence for and against emotional intelligence, strategies for emotion regulation, and how concepts of emotions apply to issues like decision-making, leadership, and customer service. The chapter aims to demonstrate that emotions are a natural part of human behavior and cannot be separated from workplace interactions and performance.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
T-shirt d'autore è una proposta a metà strada tra arte e moda.
La ragione di questo ibrido è data dallo spirito creativo dell'artista Giuseppe Piccione, collezionista di frammenti tratti da inattesi scenari metropolitani dove si muovono seducenti figure femminili.
Il trasferimento delle sue creazioni su un capo d'abbigliamento così culturalmente implicato nella cultura urbana come la t-shirt ha prodotto una collezione di grande impatto visivo.
Descrizione lunga
Dall'esperienza del Direttore commerciale Benedetto Speranza e del Direttore artistico Marco Goracci nasce T-shirt d'Autore il nome di un team operativo e di un progetto ambizioso: trasferire su un capo d'abbigliamento di grande diffusione i segni e i tratti distintivi di selezionati artisti contemporanei. Un'operazione animata dal desiderio di far uscire l'opera d'arte dai luoghi deputati. Indossare una T-shirt delle nostre collezioni significa diffondere un progetto culturale, distinguendosi per l'originalità dei soggetti, la cura dei dettagli stilistici, l'unicità di ogni capo sul quale interviene l'artista coinvolto nella produzione.
This document discusses attitudes and job satisfaction. It defines the three components of an attitude as cognition, affect, and behavior. It explains that people generally seek consistency between their attitudes and behaviors. Job satisfaction is defined as a positive feeling about one's job. The main causes of job satisfaction are discussed as job conditions, personality, pay, and corporate social responsibility initiatives. Outcomes of job satisfaction include better job performance, organizational citizenship behaviors, customer satisfaction, and life satisfaction. The document also identifies four employee responses to dissatisfaction and implications for managers.
This chapter discusses attitudes and job satisfaction. It contrasts the three components of an attitude - affective, cognitive, and behavioral. There is a relationship between attitudes and behaviors, with attitudes influencing behaviors. The chapter compares major job attitudes like job satisfaction, job involvement, empowerment, and organizational commitment. Job satisfaction is defined and methods for measuring it are presented. The main causes of job satisfaction are summarized, including pay and personality factors. Finally, employee responses to dissatisfaction like absenteeism and turnover are identified.
This document discusses work teams and their increasing popularity in organizations. It contrasts groups with teams, noting that teams generate synergy through coordinated effort to achieve performance greater than individuals. Four types of teams are described: problem-solving teams, self-managed work teams, cross-functional teams, and virtual teams. The key components of effective teams are identified as context, composition, and process. Context includes leadership, resources, and rewards aligned with team goals. Composition considers member abilities, roles, diversity, and size. Effective processes include shared goals, plans, efficacy, and low conflict.
This chapter introduces organizational behavior and defines it as the study of how individuals, groups, and structure impact behavior within organizations. It discusses the importance of interpersonal skills in the workplace and identifies management functions as planning, organizing, leading, and controlling. The chapter also outlines the major behavioral science disciplines that contribute to OB, including psychology, sociology, anthropology, and explains that few absolutes apply due to situational factors. Finally, it discusses the three levels of analysis in OB - inputs, processes, and outcomes.
The document discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, which includes visible characteristics like gender and race, and deep-level diversity, which includes less visible characteristics like personality and work styles. It also outlines biographical characteristics like age, gender, race, and disability that are relevant to organizational behavior. Finally, it discusses how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
This chapter introduces organizational behavior and discusses its importance in the workplace. It defines organizational behavior as the study of how individuals, groups, and structure impact behavior within an organization. The chapter outlines the manager's key functions of planning, organizing, leading, and controlling. It also identifies the major contributing disciplines to organizational behavior as psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in the book's OB model as individual, group, and organizational levels.
This document provides an overview of chapter 16 from the textbook "Management" 10th edition by Stephen P. Robbins and Mary Coulter. The chapter discusses managers as leaders and covers topics such as early leadership theories, contingency theories of leadership, contemporary views of leadership, and leadership issues in the 21st century. Key sections summarize trait theories, behavioral theories including the Ohio State and Michigan studies, contingency theories like Fiedler's model and situational leadership theory, and differences between transactional and transformational leadership.
This document discusses a chapter about attitudes and job satisfaction from a textbook. It covers the three components of attitudes, the relationship between attitudes and behavior, major job attitudes like job satisfaction and involvement, how job satisfaction can be measured, main causes of job satisfaction, and four employee responses to dissatisfaction like turnover. The chapter aims to explain attitudes and job satisfaction to students.
Organizational Behavior Chapter 5 Perception and Individual Decision MakingDr. John V. Padua
This document discusses perception and decision making. It defines perception as how individuals organize and interpret sensory impressions to understand their environment. Perception is influenced by factors like the situation, perceiver, and target. Attribution theory holds that people try to explain behaviors as either internal or external to the person. Common shortcuts used in judging others include selective perception, halo effect, contrast effects, and stereotyping. Decision making is linked to perception, which can influence problem identification, information processing, and conclusions. The document also outlines rational decision making, bounded rationality, intuitive decision making, and common decision biases. [/SUMMARY]
This document summarizes personality and the major frameworks for identifying personality traits. It discusses the Big Five model of personality which includes extraversion, agreeableness, conscientiousness, emotional stability, and openness. It also covers the Myers-Briggs Type Indicator (MBTI) and research showing both genetics and environment influence personality. Additional traits discussed include core self-evaluation, Machiavellianism, narcissism, self-monitoring, risk-taking, and proactive personality. The document examines how different personality traits may impact work performance and suitability for certain jobs or roles.
The document outlines learning objectives and key concepts around power and politics in organizational behavior. It defines power and leadership, discusses the four bases of power and how dependency influences power relationships. It also examines power tactics, sexual harassment as an abuse of power, and the importance of political perspectives at work.
This chapter discusses organizational culture. It defines organizational culture as the shared assumptions, values, and beliefs of how to think and act. Elements of culture include artifacts like stories, rituals, language, and physical structures. Subcultures can support or oppose the dominant culture. Strong cultures provide social control and sense-making but can suppress dissent. The chapter compares strategies for merging cultures and lists ways to strengthen culture, such as through founders and consistent rewards.
This document discusses organizational change and stress management. It covers topics such as planned change, resistance to change, models of change like Lewin's three-step model, and techniques for managing change like action research and organizational development. It also addresses sources of stress, consequences of stress, and approaches for managing stress at the individual and organizational level.
This chapter introduces organizational behavior and provides an overview of key concepts. It defines OB as a field that examines how individuals, groups, and structure influence behavior in organizations to improve effectiveness. The chapter also outlines the manager's roles and functions, discusses Mintzberg's framework of managerial roles, and identifies the behavioral science disciplines that contribute to OB like psychology, sociology, and social psychology. Finally, it presents OB's three-level model of analysis at the individual, group, and organizational levels.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
Diversity In Organizations, Chapter-2, Organizational BehaviorDr.Amrinder Singh
Diversity In Organizations, Chapter-2, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
O.b. c 8 motivation - from concepts to applicationsDr.Rajesh Kamath
The document discusses various concepts and applications related to motivation in the workplace. It describes job design theories like the Job Characteristics Model which proposes that jobs can be described based on dimensions like skill variety, task identity, task significance, autonomy and feedback. It also discusses ways to redesign jobs, like job rotation and job enrichment, to increase motivation. Alternative work arrangements like flextime, telecommuting and job sharing are explained. The document also covers reward-based motivation through establishing appropriate pay structures and variable pay programs, as well as non-financial rewards.
Chapter 3 Attitudes and Job SatisfactionT McDonald
This document summarizes key topics from Chapter 3 of the textbook "Organizational Behavior" including attitudes, job satisfaction, and their impacts. It discusses how attitudes do not always determine behavior, and defines major job attitudes like job satisfaction, involvement, and commitment. Job satisfaction is described as a positive feeling towards one's job, and factors that influence it include pay, personality, and causes like the work itself, relationships, and growth opportunities. Dissatisfied employees may respond actively or passively, and constructively or destructively. Outcomes of job satisfaction are better job performance, organizational citizenship, customer satisfaction, and less absenteeism. However, managers often underestimate the importance of satisfaction.
The document summarizes key points from a chapter on emotions and moods in organizational behavior. It defines emotions and moods, lists the basic emotions, and discusses the functions of emotions. It also covers sources of emotions and moods, the impact of emotional labor, affective events theory, evidence for and against emotional intelligence, strategies for emotion regulation, and how concepts of emotions apply to issues like decision-making, leadership, and customer service. The chapter aims to demonstrate that emotions are a natural part of human behavior and cannot be separated from workplace interactions and performance.
Chapter 10 Organizational Structure And Design Ppt10D
The document discusses organizational structure and design. It defines key terms like departmentalization, chain of command, span of control, and centralization. It also contrasts traditional mechanistic structures with organic structures and explains how contingency factors like strategy, size, and environment influence structure. Common structures discussed include functional, divisional, team, matrix, and virtual organizations.
T-shirt d'autore è una proposta a metà strada tra arte e moda.
La ragione di questo ibrido è data dallo spirito creativo dell'artista Giuseppe Piccione, collezionista di frammenti tratti da inattesi scenari metropolitani dove si muovono seducenti figure femminili.
Il trasferimento delle sue creazioni su un capo d'abbigliamento così culturalmente implicato nella cultura urbana come la t-shirt ha prodotto una collezione di grande impatto visivo.
Descrizione lunga
Dall'esperienza del Direttore commerciale Benedetto Speranza e del Direttore artistico Marco Goracci nasce T-shirt d'Autore il nome di un team operativo e di un progetto ambizioso: trasferire su un capo d'abbigliamento di grande diffusione i segni e i tratti distintivi di selezionati artisti contemporanei. Un'operazione animata dal desiderio di far uscire l'opera d'arte dai luoghi deputati. Indossare una T-shirt delle nostre collezioni significa diffondere un progetto culturale, distinguendosi per l'originalità dei soggetti, la cura dei dettagli stilistici, l'unicità di ogni capo sul quale interviene l'artista coinvolto nella produzione.
This document discusses the benefits of working from home. It provides information about the author's background working remotely in IT for 15 years. The author wants the flexibility to live and work in different countries. Statistics are presented about the percentage of employees who work remotely in Germany and the Netherlands, as well as legal rights and employer expectations in those countries. Key benefits of working from home discussed are full control over one's work environment, getting into a state of flow more easily, and gaining time from no longer commuting. Communication tools that can be used when working remotely like instant messaging, phone, video, and screen sharing are listed.
Comp tia linux+ (powered by lpi) certificateRayn Heunes
This document contains a name, student ID number, date, and random string of characters, suggesting it is some form of student record. The name listed is Rayn Heunes with a student ID number of COMP001020630604 and a date of February 11, 2015 next to a random string of characters that appears to be some form of identification code.
Ibm web sphere application server nd v8.0Rayn Heunes
This document is an IBM certification for an individual named Rayn Heunes certifying that they have successfully completed the requirements to become an IBM Certified System Administrator for WebSphere Application Server Network Deployment V8.0. The certification is signed by the General Manager and Senior Vice President of IBM's Middleware Software group and is dated April 14, 2016.
Satya Nadella is the Chief Executive Officer of Microsoft. Patrick Ross has completed the requirements to be recognized as a Microsoft Specialist in Configuring Windows 7. He achieved this certification on December 1, 2015 with a certification number of F506-4715.
Rose Gawaya has over 25 years of experience in gender mainstreaming, policy analysis, project management, capacity building and research. She has worked extensively for organizations such as UN Women, AusAID, UNDP, Oxfam and Social Policy Network in numerous countries in Africa. Her areas of expertise include gender equality, HIV/AIDS, sexual and reproductive health, gender-based violence and humanitarian assistance. She holds a PhD in Development Studies from the University of Witwatersrand and has designed and led several research studies, programs, evaluations and policy reviews.
This document discusses narcotics and opioids. It begins with an overview of common opioids like morphine, codeine, heroin, and synthetic prescription narcotics. It then covers the medical uses of narcotics, as well as the physical, emotional, and social effects of opioid use. The document also discusses dependency and withdrawal from opioids, noting that withdrawal can be difficult and dangerous. It presents information on treating opioid addiction with alternatives like methadone and suboxone.
The document discusses organizational culture and defines it as a system of shared meanings held by members that distinguishes an organization from others. It describes common characteristics of organizational culture, how culture is created and sustained, how it functions, and how national culture can influence organizational culture. It also addresses how to create ethical and positive organizational cultures.
This document is a chapter from Organizational Behavior by Stephen P. Robbins focusing on organizational culture. It defines organizational culture as shared perceptions held by members of an organization. The chapter discusses how culture begins with founders socializing employees to their way of thinking and is maintained through selection, socialization, stories, rituals and symbols. It contrasts strong versus weak cultures and explores how culture can benefit an organization by facilitating commitment, or hinder it by acting as a barrier to change. The chapter also examines how to create ethical, customer-responsive and spiritual organizational cultures.
Organizational culture is defined as a system of shared meanings held by organizational members that distinguishes one organization from others. It is composed of seven key characteristics and influences member behavior. While a dominant culture exists, subcultures may also form among different groups. Strong cultures increase cohesiveness and commitment. Managers must socialize new members to the culture and serve as role models to shape and maintain an organization's culture over time.
This chapter discusses organizational culture and its characteristics. It defines organizational culture as shared meanings held by members of an organization. Cultures are created by founders and transmitted through stories, rituals, symbols and language. Cultures can have functional or dysfunctional effects and influence commitment, change, diversity and mergers. Managers shape culture through modeling values and socializing new employees. The chapter also explores creating ethical, positive and spiritual cultures, and considers culture's role in global organizations.
This document discusses organizational culture, defining it as a system of shared meanings held by members that distinguishes an organization. It describes the common characteristics of organizational culture, how culture is created and sustained, its functions and liabilities, and how national culture can influence organizational culture. It also addresses how to create ethical and positive organizational cultures.
Organizational culture is defined as a system of shared meanings held by organizational members that distinguishes one organization from other organizations. A dominant culture expresses core values shared by most members, while subcultures exist within departments. Founders establish initial cultures by modeling behaviors and socializing new members. Stories, rituals, symbols and language help transmit culture over time through recruitment, training, and performance management. Ethical and customer-focused cultures require specific managerial practices like role modeling, communication, and rewarding desired behaviors. Spirituality in workplaces emphasizes purpose, development, trust and empowerment.
Organizational Culture Best Powerpoint.pptxbisratdebelu1
After studying this chapter, you should be able to:
Define organizational culture and describe its common characteristics.
Compare the functional and dysfunctional effects of organizational culture on people and the organization.
Identify the factors that create and sustain an organization’s culture.
Show how culture is transmitted to employees.
Demonstrate how an ethical culture can be created.
Describe a positive organizational culture.
Identify characteristics of a spiritual culture.
Show how national culture may affect the way organizational culture is transported to a different country.
robbins_ob14_ppt_01.ppt principles of management WaelOmran2
This document provides an overview of an organizational behavior textbook chapter. It defines organizational behavior as the field studying how individuals, groups, and structure influence workplace behavior. It also outlines the chapter's learning objectives, which include demonstrating the importance of interpersonal skills and defining OB's major contributing disciplines like psychology and sociology. Finally, it introduces the book's three-level model of analysis for individual, group, and organizational factors that influence behavior.
Organizational culture stems from the actions of founders through selection, socialization, and role modeling. Cultures are sustained through selection processes, managerial actions that establish norms, and socialization methods for new employees. Employees learn the culture through stories, rituals, symbols, and language that express and reinforce key organizational values. Managers can promote ethical, positive cultures by visibly rewarding ethical behavior and being role models of the desired culture.
This chapter introduces organizational behavior and discusses its importance for managerial effectiveness. It defines OB as the field studying how individuals, groups, and structure influence behavior in organizations. The chapter outlines the learning objectives and describes the manager's roles and functions. It also discusses the behavioral science disciplines contributing to OB, such as psychology, sociology, and anthropology. Finally, it introduces a three-level model of individual, group, and organizational system factors that can influence important outcomes like productivity, absenteeism, and job satisfaction.
This document discusses managing organizational change and innovation. It defines organizational change and compares views on how change occurs. Managers need to understand how to deal with employee resistance to change and stress during change processes. The document outlines techniques for implementing planned changes through organization development activities and discusses how to stimulate innovation. It provides strategies for reducing stress and encouraging creativity, such as establishing wellness programs, fostering idea champions, and building a culture that supports innovation.
Organizational culture is described as a system of shared meanings held by employees in an organization. A strong culture exists when core values are intensely held and widely shared. Cultures serve functions like defining boundaries, providing identity, generating commitment, and controlling behavior. However, cultures can also act as barriers to change and promote behaviors that are dysfunctional. The chapter objectives are to understand what organizational culture is, how it develops, and its impacts on an organization.
This document discusses organizational culture and provides examples of different types of cultures. It begins by defining organizational culture and listing its common characteristics. It then compares the functional and dysfunctional effects culture can have. Several factors that create and sustain an organization's culture are identified, such as the actions of founders and top management. The document outlines how culture is transmitted to employees through socialization and provides examples of companies with unique cultures. It concludes by discussing how ethical and positive cultures can be created through practices like role modeling, training, and rewarding ethical behavior.
This document provides an overview of organizational behavior concepts from a textbook. It defines organizational behavior, identifies contributing disciplines like psychology and sociology, and describes an organizational behavior model with three levels of analysis - individual, group, and organizational system. Key topics covered include managerial roles and skills, variables studied in organizational behavior like productivity and job satisfaction, and the importance of both systematic study and intuition for understanding workplace behaviors.
This document introduces organizational behavior (OB) as the study of how individuals, groups, and structure influence behavior in organizations. It aims to apply this knowledge to improve organizational effectiveness. Major topics of OB include jobs, work, absenteeism, turnover, productivity, and management. The systematic study of OB relies on behavioral science disciplines like psychology, social psychology, sociology, and anthropology to better understand and predict human behavior at micro, macro, and group levels. Challenges for managers include managing diversity, globalization, innovation and change while OB concepts can aid in developing people skills, empowering employees, and creating positive work environments.
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This document introduces organizational behavior (OB) as the study of how individuals, groups, and structure influence behavior in organizations. It aims to apply this knowledge to improve organizational effectiveness. Major topics of OB include jobs, work, absenteeism, turnover, productivity, and management. The systematic study of OB helps managers complement their intuition by basing decisions on scientific evidence from fields like psychology, sociology, and anthropology. While generalizations are difficult given human complexity, OB concepts can help organizations address challenges like managing diversity, globalization, and stimulating innovation.
This document summarizes key aspects of organizational culture from an organizational behavior textbook. It defines organizational culture as shared meanings that distinguish an organization. Common characteristics include adaptability, collaboration, and integrity. Culture is created by founders and sustained through socialization, stories, and symbols. Culture affects outcomes like performance, innovation and ethics. Managing culture requires understanding transmission and influencing factors like leadership, recruitment and training. National culture also interacts with organizational culture globally.
This chapter introduces organizational behavior and its key concepts. It discusses how OB focuses on improving organizational effectiveness by studying the impact of individuals, groups, and structure on workplace behavior. The chapter outlines the managerial functions and roles, and explains OB's multi-level model of analysis including individual, group, and organizational factors that influence important dependent variables like job satisfaction and productivity. It also discusses the behavioral science disciplines that contribute to the field of OB and how both systematic study and intuition can inform management practice.
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Organizational culture is an important concept in studying how organizations behave. Culture has significant impact on how individuals interpret the impact of their behavior and make decisions about their actions. Culture is defined as a common perception held by the members of the organization or a sense of shared meaning.
Cultures have 7 primary characteristics that define the organization. They are: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability.
There are several different groupings that most cultures fit into. These groups describe the organization in an effort to help increase the understanding of how an organization works. There are different aspects of culture that need to be defined to help lay a foundation for understanding what culture is.
Dominant culture is the core values that are shared by the majority of employees in the organization.
Subcultures are when there are a variety of different cultures within the organization. These subcultures typically are divided by department and/or geographical separation.
Core values are the primary values that most people in the organization accept.
A strong culture is one in which the core values are intensely held and shared by most.
These definitions are key components of a culture and will help you further understand organizational culture.
Cultures take on distinct functions. Some of the things that cultures do are defining the boundary between one organization and others. They also convey a sense of identity for the members of the organization. If the cultures are strong, they can facilitate a continuous commitment to something larger than self-interest over an extended period of time. Cultures also help people know what to expect in the organization and can thereby enhance the stability of the social system. Through doing this, it can also serve as a sense-making and control mechanism for fitting employees into the organization.
Culture can also be a hindrance to an organization. A company can become institutionalized when people value the organization more than what they provide. When cultures are strong, they can become a barrier to change as their values may not align with the values needed to embrace or facilitate the change. Cultures that may pressure employees to conform can be a barrier to hiring, developing, and promoting a diverse workforce. Finally, if a merger or acquisition occurs, one of the most difficult things to do is to merge the two cultures, causing many mergers to fail.
Cultures start from the very beginning of the organization with the founders. Founders will tend to hire and keep employees who view things in a similar fashion. They will also try to get employees to think about things the way they do and socialize them to their point of view and ways of doing things. This is done so that the founders’ behavior will become the behavior to model after in order to succeed in the organization and to fit in.
The socialization process involves a few steps. The employee will learn about the organization through literature, interviews, and other people in the prearrival stage. Once the employee starts interacting with other employees, they enter the encounter stage where they see what the organization is really like. In this stage often their expectations are measured against the reality and sometimes they do not align. The third stage is called metamorphosis, when the new employee adjusts to the organization and their work.
There are a number of possible socialization programs. Each organization needs to select one that best fits their culture. When the socialization process matches an organization’s culture, they have positive outcomes including higher productivity, greater commitment, and lower turnover.
Organizational cultures begin with the founder of the organization, continue through the hiring of people who see things similarly, and are enforced through top management and socialization.
Employees learn the organizational culture through a number of avenues. They can gain an understanding of culture by hearing stories that present the past and provide explanations for current practices. Rituals, or repetitive sequences of activities, can reinforce the key values of the organization and provide insight into the culture. Material symbols such as dress codes, formal or informal, office size or style, and perks for key employees can denote who is important in an organization.
Language is another way to learn about organizational culture as employees will express themselves in certain ways to indicate membership in the organization.
As cultures are created, it is important to incorporate ethics into the cultural norms from the very beginning. Certain characteristics will help develop high ethical standards, such as a high tolerance for risk, so people are not afraid to make mistakes; low to moderate in aggressiveness so that unethical behaviors are avoided and a focusing on the means as well as the outcomes so that ethics is embedded in both.
A positive organizational culture is one that builds on employee strengths so that employees can develop and grow. It also rewards more than it punishes so employees are not afraid to try new things and feel good about what they are contributing. Finally, it emphasizes individual vitality and growth so that employees are operating at full potential.
Spirituality also impacts organizational culture. Spirituality in the workplace is the recognition that people have an inner life that will help them be better workers and by doing meaningful work they will have a fuller life. It is not about organized religious practices.
Spirituality is especially important now as people need a counterbalance to the pressures and stress of the busyness of life. Often spirituality allows the employee to fulfill all aspects of their lives – body, mind, and spirit. Although the workplace is the dominant influence in people’s lives, they are not willing to accept purposeless work. They want to be able to incorporate their values into their work. More and more people realize that material possessions do not fulfill their needs. Therefore, a holistic approach to life – body, mind, and spirit – is essential and organizations will help their employees have fuller lives if they recognize this approach.
A spiritual organization will have a number of characteristics that help their employees reach their full potential and help them deal with work/life conflicts. These include:1. Strong sense of purpose
Trust and respect
Humanistic work practices
Toleration of employee expression
There are a number of criticisms of incorporating spirituality in the workplace. The critics are calling for the research that supports the assertion that organizations are more successful when they allow for or promote spirituality. Also, people are asking if the organizations hold the right to impose values on their employees. Although spirituality is not about God or religious values and is more about helping employees find meaning and value in their work, the two may be confused or intertwined at times. Finally, critics wonder if spirituality and profits are compatible. Initial research shows that spirituality allows for greater productivity and dramatically lower turnover, indicating that spirituality helps to increase profits.
Organizational culture still exists within a local culture and that can’t be ignored. It is important that managers increase their ability to become more culturally sensitive through active listening, adjusting communication to the culture in which they are operating, and avoiding controversial topics in their discussions.
It is important to keep in mind that employees will form a perception of the organization based on things they observe. These opinions will affect their performance and job satisfaction so it is important to pay attention to organizational culture and its impact on employee outcomes.
Cultures begin with the founders of the organization and are very difficult to change once they become embedded. In order to maximize employee outcomes, it is important to hire people who fit in the organization and help them become socialized into the corporate culture. Managers can reinforce culture through their actions.