Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
Contents of the PPT are:
* Organisation
* Features of Organisation
* Organisational Behaviour
* Concept of OB
* Nature of OB
* Challenges of OB
* Importance/Role of OB
* Approaches of OB
The study of motivation is complex. It is a significant study for managers because employees when motivated are stimulated to achieve organizational goals. Employees who are motivated remain focus in a systematic way. Without a knowledge of motivation managers are in danger of guiding the behaviour of subordinates and make mistakes towards the desired outcomes of the organization.
Define organizational behavior (OB).
Describe what managers do.
Explain the value of the systematic study of OB.
List the major challenges and opportunities for managers to use OB concepts.
Identify the contributions made by major behavioral science disciplines to OB.
Communication, Chapter-10, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
Define organizational behavior (OB).
Describe what managers do.
Explain the value of the systematic study of OB.
List the major challenges and opportunities for managers to use OB concepts.
Identify the contributions made by major behavioral science disciplines to OB.
Communication, Chapter-10, Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -17th, Publisher Pearson
Personality: Meaning and Determinants of Personality, Process of Personality Formation, Personality Types, Assesment of Personality Traits for Increasing Self Awareness
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the “Myth of Rationality” that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
In this slide we will learn that how to Structure and Design an organization and after understanding this you will be able to design and structure the organization.
Organizations can be said to be a system or combination of systems which is dependent on the structure of the organization, the people working inside the organization and behaviour, the technology that is being used inside an organization, etc.
Organizational basis for behavior, Contributing disciplines to the OB field, Why managers require knowledge of OB, Need for a contingency approach to the study of OB,Emerging challenges and opportunities for OB,The organization as a system, System approach to organizational behavior, Managerial functions, The organization and people,OB, Calicut university organizational behavior module 1,organizational behavior, importance of OB,Strength of Contingency Approach, system approach, functions of a manager, functions of management
Information technology in international businessDanish Shoukat
The need for IT in international trade this will very valuable in this field because the in export and import world the toughest hurdle are documentation and clearance of goods.
Information technology in international businessDanish Shoukat
The use IT in the field of international business especially in business trade of import and export. It is very valuable for commerce chamber with all the documentation and e clearance of goods
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
2. WHAT ARE ORGANIZATIONS?
Groups of people who work
interdependently toward
some purpose:
Structured patterns of
interaction
Coordinated tasks
Work toward some
purpose
3. WHAT IS ORGANIZATIONAL BEHAVIOUR
“Organizational
behaviour is a field of
study that investigates
the impact that
individuals, groups
and organizational
structure have on
behaviour within the
organization, for the
purpose of applying
such knowledge
towards improving an
organizational
effectiveness”.
4. GOALS OF OB
Observe human
behaviour
Explain human
behaviour
Predict human
behaviour
Modify human
behaviour in the
desired direction
5. ACCORDING TO GARY JOHNS, "ORGANIZATIONS ARE SOCIAL
INVENTIONS FOR ACCOMPLISHING GOALS THROUGH GROUP
EFFORTS"
Social Inventions: The word "social" as a derivative of society
basically means gathering of people. It is the people that primarily
make up an organization.
Accomplishing Goals: All organizations have reasons for their
existence. These reasons are the goals towards which all
organizational efforts are directed. While the primary goal .of any
commercial organization is to make money for its owners, this
goal is inter-related with many other goals. Accordingly, any
organizational goal must integrate in itself the personal goals of
all individuals associated with the organization.
Group Effort: People, both as members of the society at large
and as a part of an organization interact with each other and are
inter-dependent. Individuals in themselves have physical and
intellectual limitations and these limitations can only be overcome
by group efforts
6. ELEMENTS OF ORGANISATIONAL BEHAVIOUR
People: People make up the internal and social system of the
organization. They consist of individuals and groups. The groups may be
big or small; formal or informal; official or unofficial. Groups are dynamic
and they work in the organization to achieve their objectives.
Structure: Structure defines the formal relationships of the people in
organizations. Different people in the organization are performing
different type of jobs and they need to be related in some structural way
so that their work can be effectively co-ordinated.
Technology: Technology such as machines and work processes
provide the resources with which people work and affects the tasks that
they perform. The technology used has a significant influence on
working relationships. It allows people to do more and work better but it
also restricts' people in various ways.
Environment: All organizations operate within an external environment.
It is the part of a larger system that contains many other elements such
as government, family and other organizations. All of these mutually
influence each other in a complex system that creates a context for a
group of people
8. INDIRECT ENVIRONMENTAL FORCES
Economic Forces
Socio cultural factors
Political factors
Technological factors
International factors (applicable for MNCs)
9. Learning
Motivating
Personality
Perception
Training
Leadership effectiveness
Job satisfaction
Individual decision making
Performance appraisal
Attitude measurement
Employee selection
Work design
Work stress
Group dynamics
Work teams
Communication
Power
Conflict
Inter group behavior
Formal organization theory
Organizational technology
Organization change
Organizational cultural
Behavioral change
Attitude change
Communication
Group processes
Group decision making
Comparative values
Comparative attitudes
Cross-cultural analysis
Organizational culture
Organizational
environment
Conflict
Intraorganizational
politics
Power
Psychology
Sociology
Social
psychology
Anthropology
Political
Science
11. INTERPERSONAL ROLES : IN EVERY ORGANIZATION MANAGERS SPEND A
CONSIDERABLE AMOUNT OF TIME IN INTERACTING WITH OTHER PEOPLE
BOTH WITHIN THEIR OWN ORGANIZATIONS AS WELL AS OUTSIDE
Figure/lead Role: Managers act as symbolic figureheads performing social or
legal obligations. These duties include greeting visitors, signing legal
documents, taking important customers to lunch, attending a subordinate's
wedding
Leadership Role: The influence of the manager is most clearly seen in the
leadership role as a leader of a unit or an organization. Since he is responsible
for the activities of his subordinates therefore he must lead and coordinate their
activities in meeting task-related goals and motivate them to perform better. He
must be an ideal leader so that his subordinates follow his directions and
guidelines with respect and dedication
Liaison Role: The managers must maintain a network of outside contacts. In
addition, they need to have a constant contact with their own subordinates,
peers and superiors in order to assess the external environment of competition,
social changes or changes in governmental rules and regulations
12. INFORMATION ROLES : A MANAGER, BY VIRTUE OF HIS INTERPERSONAL CONTACTS,
EMERGES AS A SOURCE OF INFORMATION ABOUT A VARIETY OF ISSUES CONCERNING
AN ORGANIZATION. IN THIS CAPACITY OF INFORMATION PROCESSING, A MANAGER
EXECUTES THE FOLLOWING THREE ROLES.
Monitor Role: The managers are constantly monitoring and
scanning their internal and external environment, collecting and
studying information regarding their organization. This can be
done by reading reports and periodicals, interrogating their liaison
contacts and through gossip, hearsay and speculation
Information Disseminator Role: The managers must
transmit the information regarding changes in policies or
other matters to their subordinates, their peers and to other
members of an organization. This can be done through memos,
phone calls, individual meetings and group meetings
Spokesman Role: A manager has to be a spokesman for his
unit and represent his unit in either sending relevant information
to people outside his unit or making some demands on behalf of
his unit
13. DECISION ROLES : A MANAGER MUST MAKE DECISIONS AND SOLVE
ORGANIZATIONAL PROBLEMS ON THE BASIS OF THE ENVIRONMENTAL
INFORMATION RECEIVED. IN THAT RESPECT, A MANAGER PLAYS FOUR
IMPORTANT ROLES
Entrepreneur Role: Managers, as entrepreneurs are constantly
involved in improving their units and facing the dynamic technological
challenges.
Conflict Handling Role: The managers are constantly involved as
judge in solving conflicts among the employees and between employees
and management
Resource Allocation Role: The managers establish priorities among
various projects or programs and make budgetary allocations to different
activities of an organization based on these priorities
Negotiator Role: The managers in their negotiator role represent their
organization in negotiating deals and agreements within and outside of
an organization
14. MANAGEMENT FUNCTIONS
Henri Fayol proposed that all managers are required to perform five
management functions in order to execute their day-to-day activities
Planning: The planning function involves the process of defining goals,
establishing strategy for achieving those goals, and developing plans to
integrate and coordinate activities
Organizing: It includes the process of determining what tasks are to be
done, who is to do them, how the tasks are to be grouped, who reports
to whom at what level decisions are made
Commanding: It is the influencing of people so that they will contribute
to organization and group goals. Leading involves motivating,
communicating employees to accomplish goals and objectives of an
organization
Controlling: It is the measuring and correcting of activities of
subordinates to ensure that events conform to plans. It measure
performance against goals and plans, shows negative deviations exit
and by putting in motion actions to correct deviation, helps ensure
accomplishment of plans
15. CHALLENGES OF OB…
1: Changing Social/ Demographic/Cultural Environment
2: Evolving Global Environment
3: Advancing Information Technology
New Employee – Employer relationship due to merger
or acquisition
4: Changing values and Ethics