The document discusses different organizational structures including functional, divisional, matrix, line and staff, and project structures. It provides details on each structure, such as the functional structure grouping employees by the function they perform and the divisional structure grouping them by product or market. The matrix structure combines functional and product structures. The line and staff structure combines a line structure with approval flows and staff departments for support. A project structure organizes teams to complete specific projects.
Group behavior by Rahul Das- EIILM,KOLKATARahul Das
Group Behavior in Organization Behavior, including types of groups and their behavior, five stage model,group decision making, group think, group shift and group decision making technique
Group behavior by Rahul Das- EIILM,KOLKATARahul Das
Group Behavior in Organization Behavior, including types of groups and their behavior, five stage model,group decision making, group think, group shift and group decision making technique
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Communication
1. Introduction
2. Communication process
3. Communication networks
4. directions of organizational Communication
5. Types of communication
a. Interpersonal Communication
b. Non verbal Communication
6. ICT Techniques of Communication
7. Modals of Communication
a. Shannon-Weaver Model
b. Berlo Model
c. Transactional Process Model
8. Barriers to Communication
9. CASE STUDY: Automotive Components Limited
Group Dynamics
1. Features of Group
2. Types of group
3. Stages of group development
4. factors affecting group behaviour
5. theories of group formation
a. Propinquity theory
b. homans interaction theory
c. balance theory
d. exchange theory
6. CASE STUDY- STYLOTEX LIMITED
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
Communication
1. Introduction
2. Communication process
3. Communication networks
4. directions of organizational Communication
5. Types of communication
a. Interpersonal Communication
b. Non verbal Communication
6. ICT Techniques of Communication
7. Modals of Communication
a. Shannon-Weaver Model
b. Berlo Model
c. Transactional Process Model
8. Barriers to Communication
9. CASE STUDY: Automotive Components Limited
Group Dynamics
1. Features of Group
2. Types of group
3. Stages of group development
4. factors affecting group behaviour
5. theories of group formation
a. Propinquity theory
b. homans interaction theory
c. balance theory
d. exchange theory
6. CASE STUDY- STYLOTEX LIMITED
ORGANISATIONAL BEHAVIOUR- UNIT-3-BBA- OSMANIA UNIVERSITY, Group Dynamics, Processes of Groups, The Development of Work Teams, Types of Groups and Teams, Informal Groups, Work Teams, Functional Work Teams, Multidisciplinary Teams, Self-Managing Teams, High-Performance Teams, Cohesiveness, Determinates of cohesiveness, Factors that influence cohesion, Group Cohesiveness , Group Decision-Making , Decision-Making Process, Technological Aids to Decision-Making, TRANSACTIONAL ANALYSIS, THE EGO STATES, GAMES ANALYSIS, BENEFITS AND UTILITY OF TRANSACATIONAL ANALYSIS, Johari Window.Johari window four quadrants.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Democratizing Fuzzing at Scale by Abhishek Aryaabh.arya
Presented at NUS: Fuzzing and Software Security Summer School 2024
This keynote talks about the democratization of fuzzing at scale, highlighting the collaboration between open source communities, academia, and industry to advance the field of fuzzing. It delves into the history of fuzzing, the development of scalable fuzzing platforms, and the empowerment of community-driven research. The talk will further discuss recent advancements leveraging AI/ML and offer insights into the future evolution of the fuzzing landscape.
Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
Courier management system project report.pdfKamal Acharya
It is now-a-days very important for the people to send or receive articles like imported furniture, electronic items, gifts, business goods and the like. People depend vastly on different transport systems which mostly use the manual way of receiving and delivering the articles. There is no way to track the articles till they are received and there is no way to let the customer know what happened in transit, once he booked some articles. In such a situation, we need a system which completely computerizes the cargo activities including time to time tracking of the articles sent. This need is fulfilled by Courier Management System software which is online software for the cargo management people that enables them to receive the goods from a source and send them to a required destination and track their status from time to time.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
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Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Saudi Arabia stands as a titan in the global energy landscape, renowned for its abundant oil and gas resources. It's the largest exporter of petroleum and holds some of the world's most significant reserves. Let's delve into the top 10 oil and gas projects shaping Saudi Arabia's energy future in 2024.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
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2. An organizational structure is a system that outlines
how certain activities are directed in order to
achieve the goals of an organization. These activities
can include rules, roles, and responsibilities.
The organizational structure also determines how
information flows between levels within the
company. For example, in a centralized structure,
decisions flow from the top down, while in a
decentralized structure, decision-making power is
distributed among various levels of the
organization.
3. THE FUNCTIONAL
STRUCTURE
This kind of organizational
structure classifies people
according to the function
they perform in the
organization.
4. THE DIVISIONAL
STRUCTURE
A type of organizational
configuration that groups
together those employees
who are responsible for a
particular product type or
market service according
to work flow.
The divisional structure of
a business tends to increase
flexibility, and it can also
be broken down further
into product, market and
geographic structures.
5. THE MATRIX STRUCTURE
This is a structure, which has a combination of
function and product structures.
This combines both the best of both words to make
an efficient organizational structure.
Most complex organizational structure.
6.
7. THE LINE AND STAFF STRUCTURE
Line and staff structure combines the line structure
where information and approvals come from top to
bottom, with staff departments for support and
specialization.
Line and staff organizational structures are more
centralized.
Managers of line and staff have authority over
their subordinates, but staff managers have no
authority over line managers and their
subordinates.
8.
9. THE PROJECT STRUCTURE
Organizational units to complete projects of a long
duration.
Each project is vitally important to the organization.
The size of the project team varies from one project
to another.
The activities of a project team are coordinated by
the project manager who has the authority to obtain
advice and assistance of experts both inside and
outside the organization.
The core concept of project organization is to gather
a team of specialist to work on and complete a
particular project.
10.
11. • Two or more individuals
• Interacting and interdependent
• Who has come together to achieve organizational
goals
15. • Relatively permanent
• Functional reporting relationship such as having
both a group manager and those who report to
the manager.
• Included in organization chart.
• Ex: A manager and his or her immediate
subordinate.
16. Relatively temporary
Created to do a specific task
Ex: Search committee for a new school
superintendent, Task force on new product quality
17. • Created by mutual alliances
• Not formally structured
• Not organizationally determined
• Appear in response to the need for social
contact
19. Interest group
•Those working together to attain a specific
objective with which each is concerned
•Relatively temporary
•Organised around a common activity or interest of
its members
20. Friendship group
•Those brought together because they share one or
more common characteristics
•Relatively permanent
•Draws benefits from social relations among its
members
21. 1
• Forming:
• Uncertainty about purpose, structure, and leadership
2
• Storming:
• Intragroup conflict as members resist constraints
3
• Norming:
• Group is cohesive with strong group identity
4
• Performing:
• Group fully functional and working toward goals
5
• Adjourning:
• For temporary groups: breaking up
22.
23. • It shapes the behaviour of members in a
work group
• Predict individual behaviour within the
group
• Predict performance of the group
25. A set of expected behaviour patterns attributed to
someone occupying a given position in a social unit.
• We are required to play a number of diverse roles
• Different group impose different role
requirements on individuals
26. Role identity
• Certain attitudes and behaviours consistent with a
role.
• Have the ability to shift roles as per the need of the
situation.
27. Role Perception
• An individual’s view of how he or she is supposed to
act in a given situation.
Roles Expectation
• How others believe a person should act in a given
situation.
Role conflict
• A situation in which an individual is confronted by
divergent role expectations.
28. Acceptable standards of behaviour within a group
that are shared by the group’s member.
Classes of Norms:
•Performance norms
•Appearance norms
•Social arrangement norms
•Allocation of resources
norms
• Powerful means of
influencing behavior
• Performance Norms
29. • A socially defined position or rank given to groups
or group members by others.
What determines status?
• Status derived from one of three sources:
1. The power a person wields over others
2. A person’s ability to contribute to group’s goals
3. Individual’s personal characteristics
30. • Does the size of a group affect the group’s overall
behavior?
Answer is : Yes.
Smaller groups are faster at completing task.
Large groups are good for gaining diverse input
and problem solving
Other conclusions:
•Odd number groups do better than even.
•Groups of 7 or 9 perform better overall than larger
or smaller groups.
31. • Degree to which group members are attracted
to each other and are motivated to stay in the
group.
Increasing group cohesiveness:
1. Make the group smaller.
2. Encourage agreement with group goals.
3. Increase time members spend together.
4. Increase group status and admission
difficultly.
5. Stimulate competition with other
groups.
6. Give rewards to the group, not
individuals.
7. Physically isolate the group.
32.
33. Strengths
– More complete
information
– Increased diversity
of views
– Higher quality of
decisions (more
accuracy)
– Increased
acceptance of
solutions
Weaknesses
– More time
consuming (slower)
– Increased pressure
to conform
– Domination by one
or a few members
– Ambiguous
responsibility
34. Interacting Groups
• Typical groups, in which the members interact with
each other face-to-face.
Brainstorming
• An idea-generation process that specifically
encourages any and all alternatives, while with
holding any criticism of those alternatives.
35. The process:
• The group leader states the problem clearly.
• Members then “free-wheel” as many
alternatives as they can in a given length of time.
• No criticism is allowed, and all the alternatives
are recorded for later discussion and analysis.
• One idea stimulates others, and group members
are encouraged to “think the unusual.”
36. Nominal Group Technique
• A group decision-making method in which
individual members meet face-to-face to pool their
judgments in a systematic but independent fashion.
• It permits the group to meet formally but does not
restrict independent thinking, as does the
interacting group
37. Electronic Meeting
• A meeting in which members interact on computers,
allowing for anonymity of comments and aggregation of
votes
• The major advantages of electronic meetings are
anonymity, honesty, and speed.
39. In a team,
People depend on each other;
May or may not work in the same physical
location,
Combine to achieve something together
40. Team building is an important factor in any
organization, its focus is to specialize in bringing out
the best in a team to ensure self development,
positive communication, leadership skills and the
ability to work closely together as a team to solve
problems.
A strategy that can help groups to develop into a
real team is “team building”
41. Setting and maintaining the teams objectives and
standards
Involving the team as a whole in the achievement of
objectives
Maintaining the unity of the team
Communicating efficiently with the team
Consulting the team – members before taking any
decisions
43. Ideal team size
Decision making
Purpose
Action plan and role clarity
Responsibility and accountability
Communication
Norms
Participation
Interpersonal relationships and accepted leadership
44. The imparting or interchange of thoughts, opinions,
or information by speech, writing, or signs.
"Any act by which one person gives to or receives
from another person information about that
person's needs, desires, perceptions, knowledge, or
affective states. Communication may be intentional
or unintentional, may involve conventional or
unconventional signals, may take linguistic or
nonlinguistic forms, and may occur through spoken
or other modes."
45. Internal communication: This is the communication
that takes place within an organization. In addition to
the usual face to face, telephone, fax or mail; modern
organizations may use technology to communicate
internally. Technology may be used for e-mails or a
linked internal communication.
External communication: Communication between
the organization and those outside the organization.
The communicate with other businesses can be
through telephone, fax ,internet etc.
46. External communication
• Letters
• Fax
• Direct mail
• Internet
• Video
• Telephones
• Advertising
• websites
Internal communication
• Team briefing
• Notices
• Reports
• Memos
• Face to face
• E-mail
47.
48. Formal Communication
Chain of command
Written word
Representative system
Informal Communication
Gossips
Grape vine talks
Chit chats
49. Horizontal / Lateral Communication
The exchanges between and among agencies and personnel
on the same level of the organization chart. Horizontal
communication aims at:
– Task coordination: (Inter Personal & Departmental)
– Problem solving: (Discussion & Brainstorming)
– Information sharing: (Inter Personal & Departmental)
– Conflict resolution: (Inter Personal & Departmental)
Vertical Communication
– Upward Communication
– Downward Communication
Diagonal Communication
50.
51. The Johari Window model is a simple and useful tool
for illustrating and improving self-awareness, and
mutual understanding between individuals within a
group.
The Johari Window model can also be used to assess
and improve a group's relationship with other groups.
Joseph Luft and Harry Ingham called their Johari
Window model 'Johari‘ after combining their first
names, Joseph and Harry. In early publications the
word appears as 'JoHari '.
52. what is known by the person about him/herself and is
also known by others - open area, open self, free area,
free self, or 'the arena‘.
what is unknown by the person about him/herself but
which others know - blind area, blind self, or 'blind spot‘.
what the person knows about him/herself that others do
not know - hidden area, hidden self, avoided area,
avoided self or 'facade‘.
what is unknown by the person about him/herself and is
also unknown by others - unknown area or unknown self.
53.
54. The open free is small
because others know little
about the new person
Similarly the blind area is
small because others know
little about the new person
The hidden or avoided
issues and feelings are a
relatively large area
The unknown area is the
largest, which might be
because the person is
lacking in self-knowledge or
belief
1
Open/Free Area
2
Blind Area
4
Unknown
Area
3
Hidden Area
55. The open free region is
large because others
know a lot about the
person that the person
also knows
Through disclosure and
receiving feedback the
open area has expanded
and at the same time
reduced the sizes of the
hidden, blind and
unknown areas
1
Open/Free Area
2
Blind Area
4
Unknown
Area
3
Hidden Area
56.
57. In most cases, the aim in groups should be to develop the
Open Area for every person.
Working in this area with others usually allows for enhanced
individual and team effectiveness and productivity. The Open
Area is the ‘space’ where good communications and
cooperation occur, free from confusion, conflict and
misunderstanding.
Self-disclosure is the process by which people expand the
Open Area vertically. Feedback is the process by which people
expand this area horizontally.
By encouraging healthy self-disclosure and sensitive feedback,
you can build a stronger and more effective team.