This document provides an overview of key concepts in organizational behavior. It defines organizational behavior as the study of individual and group dynamics within organizations. It identifies the important system components of an organization as including task, people, structure, and technology. It also describes the formal and informal elements of an organization. Finally, it discusses how studying organizational behavior can provide objective knowledge and develop skills that are valuable for understanding individual and group dynamics in real world organizational contexts.
This document discusses globalization and ethics in business. It covers several key topics: cultural differences between countries can impact business practices; economic factors like financial crises can influence ethics; and multinational corporations operate across many regulatory environments. Overall, the document examines how globalization introduces complexity into ethical decision-making for international business.
The document discusses improving organizational culture through creating climates that support innovation and service excellence. It recommends empowering staff through autonomy, flattening hierarchies, and accepting ideas from all levels. Selection of the right people is also key, as new hires can influence culture. Creating climates where staff are emotionally and financially supported to innovate, understand user needs, and help innovations be adopted can drive improvement.
This document summarizes a student's research on the impact of Appreciative Inquiry (AI) on employee work engagement. The student hypothesized that (1) AI practices would be positively related to work engagement, (2) this relationship would be mediated by intrinsic motivation, and (3) the relationship between AI and engagement would also be mediated by satisfaction of basic psychological needs, specifically autonomy, competence and relatedness. The student surveyed 132 employees and found support for hypotheses 1 and 2, and partial support for hypothesis 3, with only autonomy mediating the relationship between AI practices and engagement. The student concluded AI can enhance well-being by increasing work engagement through fostering intrinsic motivation and satisfying employees' need for autonomy.
The document provides profiles of two managers, Mr. Varun and Mr. Avinash, being considered for the position of General Manager of Cool Products' new unit in Kota.
[1] Mr. Varun has 10 years of experience in the food industry and a technical background. He is hard-working, honest, and good at handling employee issues independently. However, he strictly follows rules.
[2] Mr. Avinash has an MBA and excellent academic performance. He is calculative, ensures sales targets are always met, and closely follows management directions. However, he maintains distance from workers and is only task-oriented.
[3] As a consultant, you must analyze
This document contains information about personal and organizational ethics from a textbook chapter. It discusses three levels at which ethical issues can be addressed - personal, organizational, and societal/international. It also outlines factors that can influence unethical behavior and strategies organizations can use to improve ethical climate, such as ethics training and codes of conduct. The document provides an overview of approaches to ethical decision-making at the personal and managerial levels.
Lapin yliopisto, Lecture 15th Jan 2013, Part of lecture Organization & Manage...Oliver Krone-Franken
This document provides an overview of a presentation on knowledge and organizations given by Dr. Oliver Krone. The presentation covers definitions of knowledge, organizations, and communication. It discusses knowledge as communal wisdom and its social formation. It also examines management as the activity of administrators and as setting boundaries. The presentation addresses knowledge creation through disciplinary interactions and knowledge sharing. It explores knowledge in organizations and interactions within organizations.
This document discusses theories related to leadership, management, and followership. It defines leadership as using traits and power to interact constructively and resolve problems, and management as guiding others through routines and procedures. Followership is contributing complementary actions that support leaders and managers in problem-solving and task completion. The document outlines several theories of leadership, motivation, and emotional intelligence, and discusses the importance of flexibility in dynamic healthcare systems.
This document discusses the need for organizations to develop effective ethics programs. It notes that ethics programs help sensitize employees to ethical issues, provide guidance on laws and regulations, and encourage ethical decision-making. The key components of an effective ethics program outlined are a written code of conduct, an ethics officer to oversee the program, ethics training for employees, and systems to audit and enforce program standards. Ethics programs aim to build an ethical culture and help organizations and employees avoid legal problems.
This document discusses globalization and ethics in business. It covers several key topics: cultural differences between countries can impact business practices; economic factors like financial crises can influence ethics; and multinational corporations operate across many regulatory environments. Overall, the document examines how globalization introduces complexity into ethical decision-making for international business.
The document discusses improving organizational culture through creating climates that support innovation and service excellence. It recommends empowering staff through autonomy, flattening hierarchies, and accepting ideas from all levels. Selection of the right people is also key, as new hires can influence culture. Creating climates where staff are emotionally and financially supported to innovate, understand user needs, and help innovations be adopted can drive improvement.
This document summarizes a student's research on the impact of Appreciative Inquiry (AI) on employee work engagement. The student hypothesized that (1) AI practices would be positively related to work engagement, (2) this relationship would be mediated by intrinsic motivation, and (3) the relationship between AI and engagement would also be mediated by satisfaction of basic psychological needs, specifically autonomy, competence and relatedness. The student surveyed 132 employees and found support for hypotheses 1 and 2, and partial support for hypothesis 3, with only autonomy mediating the relationship between AI practices and engagement. The student concluded AI can enhance well-being by increasing work engagement through fostering intrinsic motivation and satisfying employees' need for autonomy.
The document provides profiles of two managers, Mr. Varun and Mr. Avinash, being considered for the position of General Manager of Cool Products' new unit in Kota.
[1] Mr. Varun has 10 years of experience in the food industry and a technical background. He is hard-working, honest, and good at handling employee issues independently. However, he strictly follows rules.
[2] Mr. Avinash has an MBA and excellent academic performance. He is calculative, ensures sales targets are always met, and closely follows management directions. However, he maintains distance from workers and is only task-oriented.
[3] As a consultant, you must analyze
This document contains information about personal and organizational ethics from a textbook chapter. It discusses three levels at which ethical issues can be addressed - personal, organizational, and societal/international. It also outlines factors that can influence unethical behavior and strategies organizations can use to improve ethical climate, such as ethics training and codes of conduct. The document provides an overview of approaches to ethical decision-making at the personal and managerial levels.
Lapin yliopisto, Lecture 15th Jan 2013, Part of lecture Organization & Manage...Oliver Krone-Franken
This document provides an overview of a presentation on knowledge and organizations given by Dr. Oliver Krone. The presentation covers definitions of knowledge, organizations, and communication. It discusses knowledge as communal wisdom and its social formation. It also examines management as the activity of administrators and as setting boundaries. The presentation addresses knowledge creation through disciplinary interactions and knowledge sharing. It explores knowledge in organizations and interactions within organizations.
This document discusses theories related to leadership, management, and followership. It defines leadership as using traits and power to interact constructively and resolve problems, and management as guiding others through routines and procedures. Followership is contributing complementary actions that support leaders and managers in problem-solving and task completion. The document outlines several theories of leadership, motivation, and emotional intelligence, and discusses the importance of flexibility in dynamic healthcare systems.
This document discusses the need for organizations to develop effective ethics programs. It notes that ethics programs help sensitize employees to ethical issues, provide guidance on laws and regulations, and encourage ethical decision-making. The key components of an effective ethics program outlined are a written code of conduct, an ethics officer to oversee the program, ethics training for employees, and systems to audit and enforce program standards. Ethics programs aim to build an ethical culture and help organizations and employees avoid legal problems.
Wa learning event transformative csr 17 january 2013 the hague zijn werkt! ja...ZijnWerktSlides
This document summarizes a workshop on transformative corporate social responsibility (CSR) hosted by Shell. The workshop explored aligning the concepts of CSR 2.0 and Theory U to create profound innovation and change in CSR. CSR 2.0 redefines the purpose of business to serve human dignity and the earth, while Theory U provides a process for profound change through collective awareness and action. The workshop concluded that Theory U could help progress CSR to a systemic level by fostering new dialogue and exploring its principles of interconnectedness through shared learning experiences.
Social Connections II - Gaining Traction & Results from Collaboration Platfor...Stuart McIntyre
This document discusses collaboration in organizations and the importance of considering human factors. It explains that collaboration is fundamentally an interpersonal activity influenced by behaviors, processes, leadership and culture. While collaboration platforms can be useful, simply deploying technology is not enough - organizations must focus on developing a collaborative culture and increasing their "collaboration maturity". The document presents a framework that uses diagnostic tools to assess an organization's current maturity level and provide a roadmap for designing interventions to accelerate collaboration through aligning people, processes and technology.
The document summarizes key concepts around social responsibility and managerial ethics from a management textbook. It discusses the classical and socioeconomic views of social responsibility. It also examines values-based management, factors that influence ethical behavior, and how managers can promote ethics. The homework assignments are to write essays on the chapter content and on management themes in the movie "Outsourced."
Embodied Organizations A unifying perspective in programming Agents, Organiza...Michele Piunti
The document proposes a unifying approach to modeling agents, organizations, and environments. It introduces the concept of "embodied organizations" where organizational entities are integrated into and control resources in agent environments. This is aimed to better reconcile agents and their work environments with institutional dimensions like organizations. The approach uses artifacts from the A&A meta-model to represent environmental resources and infrastructure that can embody organizations and aid in implementing organizational functions and control over agents. Specifications from the Moise model are used to define organizational structures, missions, norms etc. that can be enforced through such environmental artifacts.
This document discusses literature on the concepts of work engagement and employee involvement. It defines work engagement as a heightened emotional and psychological connection to one's job and organization that involves vigor, dedication and absorption. Employee involvement is defined as empowering employees to participate in managerial decision-making appropriate to their level. The literature suggests that work engagement and high-involvement work practices can lead to positive employee attitudes, discretionary behaviors, well-being and improved performance.
When the organization appears aligned but some of the managers are not,it may be time to use the Behavioral Alignment Instrument to identify areas for improvement.
This document provides an overview of ethical theories, including both traditional and contemporary approaches. It discusses the normative nature of ethical theories and describes some key traditional consequentialist theories like utilitarianism, egoism, and hedonism. It also outlines non-consequentialist approaches including deontology based on duties and virtues. Contemporary ethics discussed include ethical relativism and postmodern approaches. The document serves as an introductory guide to the major concepts and debates in ethical theory.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of how individuals and groups act within organizations, with the goal of making managers more effective. Key elements that influence behavior are people, structure, technology, and the external environment. The document also discusses the levels of organizational behavior (individual, group, organization), types of managers, and their functions (planning, organizing, leading, controlling). It aims to help managers understand and influence human behavior in organizational settings.
The document discusses organizational culture and its key aspects. It defines organizational culture as shared assumptions, values and beliefs that govern how people behave in organizations. It identifies three levels of culture - artifacts, espoused values, and basic underlying assumptions. It also evaluates four functions of culture - providing identity, sense-making, reinforcing values, and control. Leaders reinforce culture through attention, crisis response, behavior, rewards, and hiring/firing. Culture is communicated through three stages of socialization - anticipatory, encounter, and change/acquisition. Managers can assess and change culture, but it is difficult due to assumptions being unconscious and deeply ingrained. Developing positive culture faces challenges like mergers and developing global or ethical cultures.
I/O psychology applies psychological principles and research methods to understand and improve the workplace. I/O psychologists work in various settings like universities, private companies, government, and consulting firms. Their activities include job analysis, employee selection and training, organizational development, and research. The goal is to enhance organizational effectiveness and individual well-being using both scientific inquiry and practical application.
The document discusses Philippine literature during different historical periods from the Japanese period to the New Society era. It notes that literature during the Japanese period focused on themes of life in the province and included poems about nationalism, love, and faith. Plays during this time included translations of English works and original pieces by Filipino playwrights. Short stories and works in English also emerged. During the rebirth of freedom following WWII, literature reflected the struggle of the mind and spirit and the difficulties of the war. The period of activism saw the rise of activist literature and films responding to social and political issues, while the New Society era promoted themes of national development.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
A leader is defined as a person who influences others towards achieving a goal. To be an effective leader, one must have followers who trust them. Key attributes of good leadership include having a deep commitment to the goal, the ability to visualize success, and being worthy of others' trust. Effective leadership requires understanding followers' needs and motivating them through two-way communication that depends on the specific situation. Traits, skills, inspiring a vision, and inviting participation are important factors in leadership.
The document discusses leadership development and defines leadership. It outlines five levels of leadership and lists qualities of neuroleadership. The five levels are: position/rights, permission/relationship, production/results, people development/reproduction, and personhood/respect. The document also discusses developing attitudes, problem solving approaches, developing people skills as a leader, and creating a vision for a leadership team.
Classical conditioning is a type of learning where organisms learn to associate stimuli through repeated pairings. Ivan Pavlov studied classical conditioning by pairing a neutral stimulus (a bell) with an unconditioned stimulus of food, which elicited an unconditioned response of salivation in dogs. Through repeated pairings, the neutral stimulus became a conditioned stimulus that elicited the conditioned response of salivation. There are different types of classical conditioning procedures including forward, backward, and simultaneous conditioning. Classical conditioning principles can be applied to advertising through repetition, stimulus generalization, and stimulus discrimination.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
1. Organizational development (OD) aims to improve how organizations are structured and managed in order to better adapt to changes, solve problems, and meet goals. It involves systematically applying behavioral science knowledge to establish strategies and processes for planned organizational change.
2. OD focuses on assessing how people, processes, and technology interact and influence organizational performance. It helps organizations proactively anticipate and respond to internal and external changes. Major interventions include team building, leadership development, and culture change.
3. The OD process begins with entry and contracting between the organization and OD practitioners. Practitioners then diagnose needs, provide feedback, and help plan and introduce changes. Evaluation assesses the success of changes and whether further interventions
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
The document summarizes key concepts about organizational culture from a textbook chapter, including the three levels of culture (artifacts, espoused values, and basic underlying assumptions), the four functions of culture, and how organizational culture relates to performance. It also outlines learning objectives covering topics such as assessing and changing organizational culture, and the challenges of developing a positive culture. Methods for evaluating culture are discussed, as are the stages of socializing new employees and ways leaders influence and reinforce culture.
The document discusses organizational culture and identifies three levels - artifacts, espoused values, and basic underlying assumptions. It also evaluates the four main functions of culture as providing identity, making sense of the organization, reinforcing values, and controlling behavior. The relationship between strong, adaptive, and aligned cultures and organizational performance is explored.
Organizations exist to allow people to work together towards shared goals. This increases specialization, use of large-scale technology, managing the external environment, and reducing transaction costs. Organizational behavior is the study of human behavior in organizational settings and how to apply this knowledge to improve organizational effectiveness. It examines how individuals, groups and structure influence behavior. Understanding organizational behavior helps motivate employees and achieve organizational goals. Managing diversity, changing employee expectations, globalization, and technology transformation present challenges that require flexibility from management. Promoting ethical behavior in decision-making and respecting principles is also important.
Wa learning event transformative csr 17 january 2013 the hague zijn werkt! ja...ZijnWerktSlides
This document summarizes a workshop on transformative corporate social responsibility (CSR) hosted by Shell. The workshop explored aligning the concepts of CSR 2.0 and Theory U to create profound innovation and change in CSR. CSR 2.0 redefines the purpose of business to serve human dignity and the earth, while Theory U provides a process for profound change through collective awareness and action. The workshop concluded that Theory U could help progress CSR to a systemic level by fostering new dialogue and exploring its principles of interconnectedness through shared learning experiences.
Social Connections II - Gaining Traction & Results from Collaboration Platfor...Stuart McIntyre
This document discusses collaboration in organizations and the importance of considering human factors. It explains that collaboration is fundamentally an interpersonal activity influenced by behaviors, processes, leadership and culture. While collaboration platforms can be useful, simply deploying technology is not enough - organizations must focus on developing a collaborative culture and increasing their "collaboration maturity". The document presents a framework that uses diagnostic tools to assess an organization's current maturity level and provide a roadmap for designing interventions to accelerate collaboration through aligning people, processes and technology.
The document summarizes key concepts around social responsibility and managerial ethics from a management textbook. It discusses the classical and socioeconomic views of social responsibility. It also examines values-based management, factors that influence ethical behavior, and how managers can promote ethics. The homework assignments are to write essays on the chapter content and on management themes in the movie "Outsourced."
Embodied Organizations A unifying perspective in programming Agents, Organiza...Michele Piunti
The document proposes a unifying approach to modeling agents, organizations, and environments. It introduces the concept of "embodied organizations" where organizational entities are integrated into and control resources in agent environments. This is aimed to better reconcile agents and their work environments with institutional dimensions like organizations. The approach uses artifacts from the A&A meta-model to represent environmental resources and infrastructure that can embody organizations and aid in implementing organizational functions and control over agents. Specifications from the Moise model are used to define organizational structures, missions, norms etc. that can be enforced through such environmental artifacts.
This document discusses literature on the concepts of work engagement and employee involvement. It defines work engagement as a heightened emotional and psychological connection to one's job and organization that involves vigor, dedication and absorption. Employee involvement is defined as empowering employees to participate in managerial decision-making appropriate to their level. The literature suggests that work engagement and high-involvement work practices can lead to positive employee attitudes, discretionary behaviors, well-being and improved performance.
When the organization appears aligned but some of the managers are not,it may be time to use the Behavioral Alignment Instrument to identify areas for improvement.
This document provides an overview of ethical theories, including both traditional and contemporary approaches. It discusses the normative nature of ethical theories and describes some key traditional consequentialist theories like utilitarianism, egoism, and hedonism. It also outlines non-consequentialist approaches including deontology based on duties and virtues. Contemporary ethics discussed include ethical relativism and postmodern approaches. The document serves as an introductory guide to the major concepts and debates in ethical theory.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of how individuals and groups act within organizations, with the goal of making managers more effective. Key elements that influence behavior are people, structure, technology, and the external environment. The document also discusses the levels of organizational behavior (individual, group, organization), types of managers, and their functions (planning, organizing, leading, controlling). It aims to help managers understand and influence human behavior in organizational settings.
The document discusses organizational culture and its key aspects. It defines organizational culture as shared assumptions, values and beliefs that govern how people behave in organizations. It identifies three levels of culture - artifacts, espoused values, and basic underlying assumptions. It also evaluates four functions of culture - providing identity, sense-making, reinforcing values, and control. Leaders reinforce culture through attention, crisis response, behavior, rewards, and hiring/firing. Culture is communicated through three stages of socialization - anticipatory, encounter, and change/acquisition. Managers can assess and change culture, but it is difficult due to assumptions being unconscious and deeply ingrained. Developing positive culture faces challenges like mergers and developing global or ethical cultures.
I/O psychology applies psychological principles and research methods to understand and improve the workplace. I/O psychologists work in various settings like universities, private companies, government, and consulting firms. Their activities include job analysis, employee selection and training, organizational development, and research. The goal is to enhance organizational effectiveness and individual well-being using both scientific inquiry and practical application.
The document discusses Philippine literature during different historical periods from the Japanese period to the New Society era. It notes that literature during the Japanese period focused on themes of life in the province and included poems about nationalism, love, and faith. Plays during this time included translations of English works and original pieces by Filipino playwrights. Short stories and works in English also emerged. During the rebirth of freedom following WWII, literature reflected the struggle of the mind and spirit and the difficulties of the war. The period of activism saw the rise of activist literature and films responding to social and political issues, while the New Society era promoted themes of national development.
Diversity in organizations is increasing as the U.S. workforce becomes more diverse. To adapt, organizations must implement diversity management strategies to be aware of and sensitive to differences. Surface-level diversity includes characteristics like race, gender, and age that are easily observed, while deep-level diversity involves less visible attributes like values and personality. Both types of diversity can impact work performance and employee experiences. Effective diversity programs teach managers about legal protections, attract diverse candidates, and foster development practices that benefit all workers. Considering cultural differences is also important for diversity strategies in a global context.
A leader is defined as a person who influences others towards achieving a goal. To be an effective leader, one must have followers who trust them. Key attributes of good leadership include having a deep commitment to the goal, the ability to visualize success, and being worthy of others' trust. Effective leadership requires understanding followers' needs and motivating them through two-way communication that depends on the specific situation. Traits, skills, inspiring a vision, and inviting participation are important factors in leadership.
The document discusses leadership development and defines leadership. It outlines five levels of leadership and lists qualities of neuroleadership. The five levels are: position/rights, permission/relationship, production/results, people development/reproduction, and personhood/respect. The document also discusses developing attitudes, problem solving approaches, developing people skills as a leader, and creating a vision for a leadership team.
Classical conditioning is a type of learning where organisms learn to associate stimuli through repeated pairings. Ivan Pavlov studied classical conditioning by pairing a neutral stimulus (a bell) with an unconditioned stimulus of food, which elicited an unconditioned response of salivation in dogs. Through repeated pairings, the neutral stimulus became a conditioned stimulus that elicited the conditioned response of salivation. There are different types of classical conditioning procedures including forward, backward, and simultaneous conditioning. Classical conditioning principles can be applied to advertising through repetition, stimulus generalization, and stimulus discrimination.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
1. Organizational development (OD) aims to improve how organizations are structured and managed in order to better adapt to changes, solve problems, and meet goals. It involves systematically applying behavioral science knowledge to establish strategies and processes for planned organizational change.
2. OD focuses on assessing how people, processes, and technology interact and influence organizational performance. It helps organizations proactively anticipate and respond to internal and external changes. Major interventions include team building, leadership development, and culture change.
3. The OD process begins with entry and contracting between the organization and OD practitioners. Practitioners then diagnose needs, provide feedback, and help plan and introduce changes. Evaluation assesses the success of changes and whether further interventions
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
The document summarizes key concepts about organizational culture from a textbook chapter, including the three levels of culture (artifacts, espoused values, and basic underlying assumptions), the four functions of culture, and how organizational culture relates to performance. It also outlines learning objectives covering topics such as assessing and changing organizational culture, and the challenges of developing a positive culture. Methods for evaluating culture are discussed, as are the stages of socializing new employees and ways leaders influence and reinforce culture.
The document discusses organizational culture and identifies three levels - artifacts, espoused values, and basic underlying assumptions. It also evaluates the four main functions of culture as providing identity, making sense of the organization, reinforcing values, and controlling behavior. The relationship between strong, adaptive, and aligned cultures and organizational performance is explored.
Organizations exist to allow people to work together towards shared goals. This increases specialization, use of large-scale technology, managing the external environment, and reducing transaction costs. Organizational behavior is the study of human behavior in organizational settings and how to apply this knowledge to improve organizational effectiveness. It examines how individuals, groups and structure influence behavior. Understanding organizational behavior helps motivate employees and achieve organizational goals. Managing diversity, changing employee expectations, globalization, and technology transformation present challenges that require flexibility from management. Promoting ethical behavior in decision-making and respecting principles is also important.
The document provides exercises for students to demonstrate their understanding of concepts in organizational behavior, including completing tables and charts with missing information, answering true/false questions, and matching definitions to relevant terms.
This document provides an introduction to organizational behavior and human behavior and emotions. It discusses how organizational behavior studies how individuals, groups, and organizational structure affect organizational performance and behavior. Specifically, it examines individual processes like personality and motivation, interpersonal and group processes like team dynamics and leadership, and organizational processes like culture and change. Understanding human behavior, emotions, and emotional intelligence are key components for examining people in organizations. The document outlines Daniel Goleman's model of emotional intelligence which includes self-awareness, self-management, social awareness, and social skills.
The document discusses how organizational behavior and culture can influence workplace safety, defining concepts like safety culture and climate, and outlining techniques for analyzing an organization's culture and successfully driving cultural change, such as having strong leadership, communicating a clear vision, and institutionalizing new practices through consistent procedures and reward behaviors. It also provides guidelines for creating a positive safety culture, including getting leadership and employee commitment to safety, effective communication of safety priorities, and training programs that promote safe behaviors and attitudes.
Organizational behavior is the systematic study and application of knowledge about how individuals and groups act within organizations. It aims to understand behavior, predict future behavior, and influence behavior to maximize human strengths and organizational effectiveness. Key factors that influence organizational behavior include individual and group characteristics as well as structural, technological, and environmental forces within the organization and its environment. Understanding these factors helps managers ensure high performance by developing effective individuals, teams, and organizations.
This document discusses elements of organizational behavior systems and models, including:
- The philosophy, values, vision, mission, and goals that make up an organization's behavior model
- Key elements like the formal/informal organization, leadership, culture, and motivation
- Common management philosophies like autocratic, custodial, supportive, and collegial
- The importance of establishing a clear vision and mission, and setting goals to achieve the vision
- Examples of visions, missions, and values from organizations like TESDA, BSU, and ABS-CBN
EE ppt and its importancein todats worldRaghu Jaihind
This document discusses employee engagement in the software industry. It defines employee engagement as being impacted by organizational strategies, policies, job fit, and employee competencies. Job fit considers the match between an employee's knowledge, skills, and attributes and their job, organization, coworkers, group, and occupation. Opportunities refer to situations where organizations assign jobs to employees based on their knowledge, skills, and attributes. The document presents a conceptual model of how opportunities, job fit, employee engagement, facilities/authority, and strategies/policies impact employee and organizational performance. It discusses relevant theories and assessing employee engagement, organizational commitment, and performance in software companies where work is project-based and demands skills like agility, adaptability, and
This document provides an overview of organizational behavior concepts. It discusses how organizational behavior is the systematic study of human behavior in organizations and draws from various disciplines like psychology and sociology. Key topics covered include the nature of people and organizations, forces that influence organizations like people, structure, technology and environment. Models of organizational behavior are presented as well as concepts like social systems, organizational culture, and approaches to OB like human resources-oriented and contingency approaches. Challenges to OB like seeking quick fixes and varying environments are also discussed. The document emphasizes that organizations are complex social systems and understanding human behavior is important for effective management.
Organizational bahaviour (ob) by tutor; joseph kasika hrm professionalJoseph Kasika
This document provides an overview of organizational behavior and human resource management. It discusses key topics such as the meaning and scope of organizational behavior, elements and benefits of studying organizational behavior, differences between human and non-human resources, major goals of organizational behavior, and the multidisciplinary nature of organizational behavior drawing from fields such as psychology, sociology, anthropology, economics, and political science. The document is a compilation on organizational behavior prepared by Joseph L. Kasika to provide foundational knowledge on the subject.
The document discusses various models and concepts related to organizational change. It describes rational, social, organic, and political models of organizations. It also discusses planned vs unplanned change, and models of change including the rational change process, 3-step model, campaign approach, total quality management, and knowledge management. Finally, it outlines Hall and Hord's levels of use framework that describes teacher implementation of innovations from non-use to integration.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
Fundamentalsoforganizationalbehaviorppt 130629000255-phpapp01DeShawn A. Larkin
This document provides an overview of organizational behavior (OB). It discusses that OB aims to understand human behavior in organizations in order to improve efficiency. Key forces that influence organizational behavior are people, structure, technology, and the external environment. The document also outlines several contributing disciplines to OB like psychology and sociology. It discusses fundamental concepts in OB such as individual differences, motivation, and social systems. Different approaches and models of OB are presented, as well as limitations.
This document summarizes how organizational culture and leadership influence ethical decision making. It discusses how corporate culture is shaped both formally through policies and informally through manager behaviors. An ethical culture with high concern for both people and performance leads to better ethical outcomes than a compliance-based culture focused only on legal minimums. Leaders exert power and influence over subordinates that can shape corporate values and differential association, for better or worse, regarding ethics. Whistleblowing protections aim to encourage ethical conduct but often face retaliation.
This document discusses organizational factors that influence ethical decision making, including corporate culture and relationships. It describes how corporate culture is shaped by both formal mechanisms like codes of conduct as well as informal influences from leadership. An ethical culture with high concern for both people and performance can promote ethical behavior, while compliance-focused cultures centered around legal minimums are less effective. Relationships within a company, including supervisor influence and group norms, also impact individual decisions. Overall, the document examines how organizational structure, leadership, values, and social dynamics establish a context that guides ethical conduct.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
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A corporate takeover brings star advertising executive Dan Foreman (Dennis Quaid) a new boss who is half his age. Carter Duryea (Topher Grace), Dan’s new boss, wants to prove his worth as the new marketing chief at Sports America , Waterman Publishing’s flagship magazine. Carter applies his unique approaches while dating Dan’s daughter, Alex (Scarlett Johansson). This sequence follows Foreman’s reaction toward the end of a speech given by Globecom CEO Teddy K. (Malcom McDowell). Ask your students: 1. The film sequence shows three people interacting in a work environment. Which aspects of organizational behavior and management discussed earlier in this chapter appear in this sequence? 2. The three people in this sequence represent different management levels in the company. Which levels do you attribute to Carter Duryea, Dan Foreman, and Mark Steckle? 3. Critique the behavior shown in this sequence. What are the positive and negative aspects of the behavior shown.