The document discusses theories of motivation including: Maslow's hierarchy of needs which argues lower needs must be met before higher needs; Herzberg's two-factor theory which finds hygiene factors prevent dissatisfaction but motivators are needed for satisfaction; and expectancy theory which focuses on relationships between effort, performance, rewards, and personal goals. It also covers motivating professionals and implications for practice like recognizing individual differences and allowing employee participation.
This document discusses values, attitudes, and their effects in the workplace. It defines values and attitudes, examines how they differ across cultures, and influence behavior. Values reflect deep convictions about what is important, contain judgments of right and wrong, and generally guide attitudes and behavior. Attitudes are feelings toward objects, people, or events and are less stable than values. The document also explores cognitive dissonance and how individuals seek to reduce inconsistencies between attitudes and behaviors.
This chapter discusses perception, personality, and emotions. It defines perception as how individuals organize and interpret their environment to make it meaningful. Perceptions are influenced by factors in the perceiver, target, and situation. People can make perceptual errors through biases like attribution theory, selective perception, and stereotyping. Personality is determined by heredity, environment, and situations, and can be understood through traits and models like Myers-Briggs and the Big Five. Emotions are intense feelings directed at something, and both positive and negative emotions can impact workplace behaviors and performance.
This document provides an overview of organizational behavior (OB) as a field of study. It defines OB as investigating how individuals, groups, and organizational structure influence behavior in organizations in order to improve effectiveness. The document also discusses challenges facing modern workplaces, levels of analysis in OB from individual to group to organization, and how understanding OB can help people in their careers and interactions with others.
Organizational behaviour (OB) is concerned with understanding, describing and predicting the behaviour of individuals and groups in organizations. OB draws concepts from various behavioural sciences like psychology, sociology, anthropology and social psychology. OB aims to improve performance at the individual, group and organizational levels. Individual behaviour in organizations is influenced by personal factors like personality and abilities, psychological factors like attitudes and values, as well as environmental factors like organizational systems. Attitudes are expressions of favor or disfavor and are formed through experiences, conditioning, vicarious learning and social influences. Personality consists of inherited traits and acquired tendencies and can be of different types that impact work behaviour.
This document discusses organizational behavior at the group level. It covers topics like leadership, communication, work groups, work teams, and conflict negotiation. It examines different perspectives on leadership, including structural-functionalist, political-conflict, constructivist, and critical humanist. It also discusses theories of leadership, such as trait theory, behavioral approaches, and contingency theory. Overall, the document provides an overview of key concepts for studying organizational behavior at the group level, with a focus on leadership.
Lesson 15 Basic Elements of Individual Behavior in OrganizationDR. RHEA SANTILLAN
This document discusses individual behavior in organizations. It covers the psychological contract between employees and organizations, how personality, attitudes, perception and stress impact individual behavior at work. It also discusses types of workplace behaviors like performance, withdrawal behaviors like absenteeism and turnover, and organizational citizenship behaviors. The document uses figures and definitions to explain these concepts in understanding human behavior in the workplace.
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.
This document discusses values, attitudes, and their effects in the workplace. It defines values and attitudes, examines how they differ across cultures, and influence behavior. Values reflect deep convictions about what is important, contain judgments of right and wrong, and generally guide attitudes and behavior. Attitudes are feelings toward objects, people, or events and are less stable than values. The document also explores cognitive dissonance and how individuals seek to reduce inconsistencies between attitudes and behaviors.
This chapter discusses perception, personality, and emotions. It defines perception as how individuals organize and interpret their environment to make it meaningful. Perceptions are influenced by factors in the perceiver, target, and situation. People can make perceptual errors through biases like attribution theory, selective perception, and stereotyping. Personality is determined by heredity, environment, and situations, and can be understood through traits and models like Myers-Briggs and the Big Five. Emotions are intense feelings directed at something, and both positive and negative emotions can impact workplace behaviors and performance.
This document provides an overview of organizational behavior (OB) as a field of study. It defines OB as investigating how individuals, groups, and organizational structure influence behavior in organizations in order to improve effectiveness. The document also discusses challenges facing modern workplaces, levels of analysis in OB from individual to group to organization, and how understanding OB can help people in their careers and interactions with others.
Organizational behaviour (OB) is concerned with understanding, describing and predicting the behaviour of individuals and groups in organizations. OB draws concepts from various behavioural sciences like psychology, sociology, anthropology and social psychology. OB aims to improve performance at the individual, group and organizational levels. Individual behaviour in organizations is influenced by personal factors like personality and abilities, psychological factors like attitudes and values, as well as environmental factors like organizational systems. Attitudes are expressions of favor or disfavor and are formed through experiences, conditioning, vicarious learning and social influences. Personality consists of inherited traits and acquired tendencies and can be of different types that impact work behaviour.
This document discusses organizational behavior at the group level. It covers topics like leadership, communication, work groups, work teams, and conflict negotiation. It examines different perspectives on leadership, including structural-functionalist, political-conflict, constructivist, and critical humanist. It also discusses theories of leadership, such as trait theory, behavioral approaches, and contingency theory. Overall, the document provides an overview of key concepts for studying organizational behavior at the group level, with a focus on leadership.
Lesson 15 Basic Elements of Individual Behavior in OrganizationDR. RHEA SANTILLAN
This document discusses individual behavior in organizations. It covers the psychological contract between employees and organizations, how personality, attitudes, perception and stress impact individual behavior at work. It also discusses types of workplace behaviors like performance, withdrawal behaviors like absenteeism and turnover, and organizational citizenship behaviors. The document uses figures and definitions to explain these concepts in understanding human behavior in the workplace.
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.
Mba i ob u 1.2 foundation of individual behaviorRai University
This document summarizes key concepts from Chapter 2 of Robbins & Judge's Organizational Behavior textbook. It covers foundations of individual behavior, including abilities (intellectual and physical), biographical characteristics, learning theories (classical conditioning, operant conditioning, social learning theory), and shaping. Managers can use concepts like reinforcement, punishment, and behavior modification to influence employee behavior in the workplace. The chapter objectives are to understand these individual difference factors and how they relate to organizational behavior.
The document discusses attitude, its nature, components, formation and functions. It defines attitude as feelings, beliefs and tendencies towards objects, ideas or situations. Attitudes have three components - cognitive (beliefs), affective (feelings) and behavioral. Attitudes are learned and influenced by factors like family, peers, media and experiences. Attitudes determine how people perceive and behave in their environment. They help in adjustment and expression of values. Positive attitudes increase productivity while negative attitudes cause dissatisfaction. Attitudes are difficult to change due to barriers like cognitive dissonance and prior commitment.
The document discusses several motivational theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, and expectancy theory. It analyzes the key elements and implications of each theory on motivating employees, such as understanding an individual's dominant needs, ensuring fair treatment and rewards, and establishing a clear link between performance and rewards. The theories provide insights for managers on evaluating what motivates different employees and how to apply motivational strategies appropriately.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
This document introduces organizational behavior as a field of study that investigates how individuals, groups, and organizational structure impact behavior in organizations in order to improve effectiveness. It notes that several behavioral sciences, including psychology, social psychology, sociology, and anthropology, have contributed to the development of organizational behavior. Each discipline is analyzed at the individual, group, or organizational level and their key contributions to organizational behavior are outlined.
Diagnosing behavioral problems and perceptionEui Jung Hwang
1. Diagnosing behavioral problems in organizations involves identifying expected versus actual behaviors to determine the "behavioral gap" and potential causes such as motivation, skills, resources, or role expectations.
2. Perception is the process of understanding one's environment through sensory information and prior experiences, and is subject to selective factors like attention and motivation.
3. Theories of intelligence include general cognitive ability, primary mental abilities, multiple intelligences accounting for different skills, and triarchic theories emphasizing analytical, creative, and practical abilities.
This document discusses individual behavior and its influencing factors. It states that individual behavior is a combination of responses to internal and external stimuli. Kurt Lewin's field theory is discussed, which says behavior is a function of the person and their environment. Inherited characteristics like age, gender and intelligence as well as learned characteristics like values, attitudes and personality shape individual behavior. Behavior can change through learning via processes like conditioning, education and manipulation of rewards. The relationship between individual behavior and organizational support/performance is also covered.
Organizational Behaviour - Individual Determinants of OB IISOMASUNDARAM T
This document provides information on perception and the perceptual process. It defines perception as how individuals organize and interpret sensory impressions to understand their environment. The perceptual process involves receiving stimuli, selecting stimuli based on external factors like size and color as well as internal factors like needs, organizing stimuli into patterns, and interpreting the organized stimuli. Determinants of perception include qualities of the perceiver and perceived individuals or objects as well as environmental conditions. The document also discusses theories of motivation and learning.
1. Organizational behavior (OB) is the study of how individuals, groups, and structures behave within organizations and how knowledge of OB can improve organizational effectiveness.
2. OB draws from multiple disciplines including psychology, sociology, social psychology, and anthropology to systematically study relationships between behaviors.
3. Managers face many challenges in today's global environment including responding to diversity, improving quality and productivity, and empowering employees while also balancing work and life. Understanding OB can help managers meet these challenges.
This document defines group dynamics and discusses its key concepts and principles. Group dynamics is defined as the study of how individuals interact within groups and the nature of groups. It refers to the power of groups to influence behavior and the study of group processes, motives, and characteristics. The document outlines two major goals of groups: to get things done and get along as a group. It also discusses principles of group dynamics, such as the conditions required for a collection of individuals to be considered a group, and differences between groups and teams.
Individual behavior in organizations is influenced by many personal and environmental factors. Personal factors include an individual's personality, perceptions, attitudes, values, and learning. Environmental factors that influence behavior include political, economic, socio-cultural, and technological factors within the environment as well as organizational factors like structure, leadership, and rewards. To understand human behavior in organizations, it is important to carefully study all the factors that influence individual behavior.
This document outlines key elements of organizational behavior. It discusses topics like perception, stereotypes, communication, motivation, leadership, conflict, attitudes, job satisfaction, group dynamics, and transactional analysis. The document aims to help understand human behavior in organizations by covering topics like how individuals perceive and relate to one another, how they are motivated and influenced, and how groups function internally.
This document outlines the syllabus for an Organizational Behavior and Effectiveness course. It covers 5 units that will examine topics like individual behavior, group dynamics, change management, power and conflict in organizations, and creativity and innovation. Each unit breaks down the topics and allocates class periods. It also provides reading recommendations and an overview of the course objectives to help students understand organizational problems and the creative problem-solving process within different organizational contexts.
Groups are defined as two or more individuals interacting and interdependent to achieve objectives. There are two types of groups: formal groups defined by organizational structure and informal groups that form naturally. The four types of groups are command, task, interest, and friendship groups. People join groups for status, self-esteem, affiliation, achievement of goals, power, and security. Groups generally pass through five stages of development: forming, storming, norming, performing, and adjourning.
1. Organizational behaviour is concerned with understanding, predicting, and controlling human behaviour in organizations. It focuses on individuals, groups, and the organization and their interactions.
2. There have been four historical models of organizational behaviour: autocratic, custodial, supportive, and collegial. Each model has different managerial orientations, employee orientations, and impacts on employee psychology and performance.
3. Organizational behaviour draws from various contributing disciplines including psychology, sociology, anthropology, and political science. Key topics studied include motivation, leadership, communication, decision-making, and organizational culture.
This document provides an overview of key concepts in organizational behavior and managing diversity. It discusses what organizational behavior is, common research methods used to study it like surveys, field studies and case studies. It also outlines challenges organizations face with topics like a lack of employee engagement, technology changes, and ethics issues. Managing diversity is explored by defining diversity, outlining benefits like higher creativity, and challenges such as stereotypes and faultlines that can divide workgroups. Cultural diversity is also examined by comparing cultures on dimensions like individualism-collectivism and power distance.
In this presentation, we will discuss about various elements of organizational behavior, like, perception, communication, motivation, coercion, emulation etc.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Organizational behavior is the study of how individuals, groups, and structures influence behavior within organizations and how knowledge can be applied to improve organizational effectiveness. It draws from various disciplines like psychology, sociology, and anthropology. Organizational behavior can be studied at the individual, group, and organizational levels of analysis to understand factors that impact behavior and performance. The goal is to understand human behavior in organizational contexts in order to develop effective organizations.
Financial statement elements and accounts - CFA Level 1 - Financial reporting...aarwinsworldoffinance
Transactions could arise out of business activities that can either be classified as operating activities, investing activities or financing activities. Transactions are broadly grouped into financial statement elements, viz, assets, liabilities, owner’s equity, revenue and expenses.
overview on when to use environmental analysis; Assessment of the Internal factors of PANELCO III (management audit, functional departmental areas; organizational core values and illustration of S-W
This document provides an overview of a presentation by Dr. Leeora Black on taking a strategic approach to stakeholder engagement. The presentation discusses how managers need a 360-degree view of stakeholders and issues in order to improve reporting, strategy, and organizational performance. It also emphasizes that high quality stakeholder relationships are key to creating social value and maintaining a social license to operate, and provides a framework for understanding stakeholder motivation and the quality of relationships. The document outlines best practices for stakeholder engagement and common pitfalls to avoid.
Mba i ob u 1.2 foundation of individual behaviorRai University
This document summarizes key concepts from Chapter 2 of Robbins & Judge's Organizational Behavior textbook. It covers foundations of individual behavior, including abilities (intellectual and physical), biographical characteristics, learning theories (classical conditioning, operant conditioning, social learning theory), and shaping. Managers can use concepts like reinforcement, punishment, and behavior modification to influence employee behavior in the workplace. The chapter objectives are to understand these individual difference factors and how they relate to organizational behavior.
The document discusses attitude, its nature, components, formation and functions. It defines attitude as feelings, beliefs and tendencies towards objects, ideas or situations. Attitudes have three components - cognitive (beliefs), affective (feelings) and behavioral. Attitudes are learned and influenced by factors like family, peers, media and experiences. Attitudes determine how people perceive and behave in their environment. They help in adjustment and expression of values. Positive attitudes increase productivity while negative attitudes cause dissatisfaction. Attitudes are difficult to change due to barriers like cognitive dissonance and prior commitment.
The document discusses several motivational theories including Maslow's hierarchy of needs, Herzberg's two-factor theory, McClelland's acquired needs theory, equity theory, and expectancy theory. It analyzes the key elements and implications of each theory on motivating employees, such as understanding an individual's dominant needs, ensuring fair treatment and rewards, and establishing a clear link between performance and rewards. The theories provide insights for managers on evaluating what motivates different employees and how to apply motivational strategies appropriately.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
This document introduces organizational behavior as a field of study that investigates how individuals, groups, and organizational structure impact behavior in organizations in order to improve effectiveness. It notes that several behavioral sciences, including psychology, social psychology, sociology, and anthropology, have contributed to the development of organizational behavior. Each discipline is analyzed at the individual, group, or organizational level and their key contributions to organizational behavior are outlined.
Diagnosing behavioral problems and perceptionEui Jung Hwang
1. Diagnosing behavioral problems in organizations involves identifying expected versus actual behaviors to determine the "behavioral gap" and potential causes such as motivation, skills, resources, or role expectations.
2. Perception is the process of understanding one's environment through sensory information and prior experiences, and is subject to selective factors like attention and motivation.
3. Theories of intelligence include general cognitive ability, primary mental abilities, multiple intelligences accounting for different skills, and triarchic theories emphasizing analytical, creative, and practical abilities.
This document discusses individual behavior and its influencing factors. It states that individual behavior is a combination of responses to internal and external stimuli. Kurt Lewin's field theory is discussed, which says behavior is a function of the person and their environment. Inherited characteristics like age, gender and intelligence as well as learned characteristics like values, attitudes and personality shape individual behavior. Behavior can change through learning via processes like conditioning, education and manipulation of rewards. The relationship between individual behavior and organizational support/performance is also covered.
Organizational Behaviour - Individual Determinants of OB IISOMASUNDARAM T
This document provides information on perception and the perceptual process. It defines perception as how individuals organize and interpret sensory impressions to understand their environment. The perceptual process involves receiving stimuli, selecting stimuli based on external factors like size and color as well as internal factors like needs, organizing stimuli into patterns, and interpreting the organized stimuli. Determinants of perception include qualities of the perceiver and perceived individuals or objects as well as environmental conditions. The document also discusses theories of motivation and learning.
1. Organizational behavior (OB) is the study of how individuals, groups, and structures behave within organizations and how knowledge of OB can improve organizational effectiveness.
2. OB draws from multiple disciplines including psychology, sociology, social psychology, and anthropology to systematically study relationships between behaviors.
3. Managers face many challenges in today's global environment including responding to diversity, improving quality and productivity, and empowering employees while also balancing work and life. Understanding OB can help managers meet these challenges.
This document defines group dynamics and discusses its key concepts and principles. Group dynamics is defined as the study of how individuals interact within groups and the nature of groups. It refers to the power of groups to influence behavior and the study of group processes, motives, and characteristics. The document outlines two major goals of groups: to get things done and get along as a group. It also discusses principles of group dynamics, such as the conditions required for a collection of individuals to be considered a group, and differences between groups and teams.
Individual behavior in organizations is influenced by many personal and environmental factors. Personal factors include an individual's personality, perceptions, attitudes, values, and learning. Environmental factors that influence behavior include political, economic, socio-cultural, and technological factors within the environment as well as organizational factors like structure, leadership, and rewards. To understand human behavior in organizations, it is important to carefully study all the factors that influence individual behavior.
This document outlines key elements of organizational behavior. It discusses topics like perception, stereotypes, communication, motivation, leadership, conflict, attitudes, job satisfaction, group dynamics, and transactional analysis. The document aims to help understand human behavior in organizations by covering topics like how individuals perceive and relate to one another, how they are motivated and influenced, and how groups function internally.
This document outlines the syllabus for an Organizational Behavior and Effectiveness course. It covers 5 units that will examine topics like individual behavior, group dynamics, change management, power and conflict in organizations, and creativity and innovation. Each unit breaks down the topics and allocates class periods. It also provides reading recommendations and an overview of the course objectives to help students understand organizational problems and the creative problem-solving process within different organizational contexts.
Groups are defined as two or more individuals interacting and interdependent to achieve objectives. There are two types of groups: formal groups defined by organizational structure and informal groups that form naturally. The four types of groups are command, task, interest, and friendship groups. People join groups for status, self-esteem, affiliation, achievement of goals, power, and security. Groups generally pass through five stages of development: forming, storming, norming, performing, and adjourning.
1. Organizational behaviour is concerned with understanding, predicting, and controlling human behaviour in organizations. It focuses on individuals, groups, and the organization and their interactions.
2. There have been four historical models of organizational behaviour: autocratic, custodial, supportive, and collegial. Each model has different managerial orientations, employee orientations, and impacts on employee psychology and performance.
3. Organizational behaviour draws from various contributing disciplines including psychology, sociology, anthropology, and political science. Key topics studied include motivation, leadership, communication, decision-making, and organizational culture.
This document provides an overview of key concepts in organizational behavior and managing diversity. It discusses what organizational behavior is, common research methods used to study it like surveys, field studies and case studies. It also outlines challenges organizations face with topics like a lack of employee engagement, technology changes, and ethics issues. Managing diversity is explored by defining diversity, outlining benefits like higher creativity, and challenges such as stereotypes and faultlines that can divide workgroups. Cultural diversity is also examined by comparing cultures on dimensions like individualism-collectivism and power distance.
In this presentation, we will discuss about various elements of organizational behavior, like, perception, communication, motivation, coercion, emulation etc.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Organizational behavior is the study of how individuals, groups, and structures influence behavior within organizations and how knowledge can be applied to improve organizational effectiveness. It draws from various disciplines like psychology, sociology, and anthropology. Organizational behavior can be studied at the individual, group, and organizational levels of analysis to understand factors that impact behavior and performance. The goal is to understand human behavior in organizational contexts in order to develop effective organizations.
Financial statement elements and accounts - CFA Level 1 - Financial reporting...aarwinsworldoffinance
Transactions could arise out of business activities that can either be classified as operating activities, investing activities or financing activities. Transactions are broadly grouped into financial statement elements, viz, assets, liabilities, owner’s equity, revenue and expenses.
overview on when to use environmental analysis; Assessment of the Internal factors of PANELCO III (management audit, functional departmental areas; organizational core values and illustration of S-W
This document provides an overview of a presentation by Dr. Leeora Black on taking a strategic approach to stakeholder engagement. The presentation discusses how managers need a 360-degree view of stakeholders and issues in order to improve reporting, strategy, and organizational performance. It also emphasizes that high quality stakeholder relationships are key to creating social value and maintaining a social license to operate, and provides a framework for understanding stakeholder motivation and the quality of relationships. The document outlines best practices for stakeholder engagement and common pitfalls to avoid.
This document provides an overview of management and organizations. It defines a manager as someone who works with others to accomplish organizational goals. There are three levels of managers: first-line managers oversee non-managerial employees, middle managers oversee first-line managers, and top managers make organization-wide decisions. The document also discusses what managers do, including planning, organizing, leading, and controlling. It explores the characteristics of organizations and examines challenges modern managers face like ethics, social responsibility, and workforce diversity.
This document provides an overview of a seminar on nursing management. It defines key terms like administration, management, and nursing administration. It discusses the nature, philosophy, purposes, elements, principles, and scope of administration. The document aims to educate about the concepts and processes of nursing administration through definitions, explanations, and examples.
The document discusses several topics related to managing public issues and stakeholder relationships. It defines key terms like public issues, environmental analysis, competitive intelligence, issue management process, and stakeholder engagement. It also discusses drivers of stakeholder engagement and the corporation's social responsibilities. The document outlines arguments for and against corporate social responsibility and defines related concepts like social enterprise, social entrepreneurship, B Corporations, bottom of the pyramid, and microfinance.
The document discusses stakeholders and sustainability. It defines stakeholders as any group affected by a company's decisions and divides them into market and non-market stakeholders. It argues that companies should identify relevant stakeholders, understand their interests and power, and engage with them to learn expectations and find solutions. Engaging stakeholders can help companies improve reputation and gain support while mitigating critics. The challenges are that stakeholders are complex and changing over time and technology.
The document discusses key aspects of human resource management, including the four parts of the HR process, job analysis, recruiting, selection, orientation, training, performance appraisal, compensation, and benefits. It provides exhibits that define terms like job descriptions and specifications. The exhibits describe sources for recruiting, types of interviews and questions, training methods, performance appraisal processes, and compensation considerations.
This document provides an overview of corporate social responsibility (CSR) including definitions of CSR, different views on CSR, and arguments for and against CSR. It defines CSR as a voluntary commitment by companies to behave ethically and improve quality of life for stakeholders. There are two main views on CSR - the shareholder view that a company's only responsibility is to maximize shareholder wealth, and the stakeholder view that companies should treat all stakeholders with dignity. The document also discusses whether companies should be involved in CSR and outlines some pros and cons of CSR engagement.
This document provides an overview of the functionality available in the SAP Human Resources (HR) module. It describes the main components and subsystems for personnel administration, organizational management, recruitment, training and development, time management, benefits administration, and qualifications and requirements. Key features and processes are summarized for each area, such as maintaining master data, recording employee information over their lifecycle, managing organizational structures and positions, and generating reports.
The document discusses the key aspects of human resource management (HRM), including:
1) The main activities of HRM include workforce planning, recruitment, training, performance management, compensation and benefits administration.
2) The HRM process involves planning human resource needs, recruiting and selecting employees, orienting and training new employees, managing performance, and providing compensation and benefits.
3) Common HRM functions are planning human resource requirements, recruiting and selecting staff, orienting and training new employees, managing employee performance and compensation, and ensuring legal and regulatory compliance.
Ch 5 social responsibility and managerial ethicsNardin A
The document is a chapter from a management textbook. It discusses social responsibility and managerial ethics. The chapter covers topics such as defining social responsibility, green management practices, factors that influence ethical behavior, and ways for managers to encourage ethics. It also addresses issues like managing ethical lapses, the role of social entrepreneurs, and how businesses can promote positive social change.
The document discusses the concepts of corporate social responsibility (CSR), social responsiveness, and social performance. It provides definitions and frameworks for understanding a company's responsibilities and obligations to society beyond profit and legal compliance. Carroll's four-part definition of CSR as encompassing economic, legal, ethical, and discretionary expectations is discussed.
The document provides an overview of corporate social responsibility (CSR) through a presentation by R.K. Sahoo on August 14, 2012. It defines CSR as a company's commitment to operate in an economically, socially, and environmentally sustainable manner. The presentation discusses the importance of CSR and outlines how companies can integrate the principles of CSR, such as by respecting human rights, protecting the environment, and contributing to local communities.
The document provides an outline for a lecture on corporate social responsibility (CSR). It discusses the types and nature of social responsibilities, CSR principles and strategies, models of CSR, best practices, the need for CSR, and arguments for and against CSR. Examples of CSR programs and initiatives from companies like Tesco, Vodafone, and HSBC are also summarized. The document aims to educate about the concept of CSR and how companies can integrate social and environmental concerns into their business operations and interactions with stakeholders.
The document is an introductory chapter that defines organizational behavior and discusses its importance. It covers key topics like how OB studies the impact of individuals, groups, and structure on workplace behavior. It also summarizes challenges in today's Canadian workplace at the individual, group, and organizational levels, such as diversity, motivation, and global competition. The chapter establishes OB as a field that can help improve organizational effectiveness and management.
This document provides an overview of organizational behavior (OB) from a textbook. It defines OB as a field that studies how individuals, groups, and structure influence behavior in organizations in order to improve organizational effectiveness. The document outlines challenges at the organizational, group, and individual levels, and how understanding OB can help managers and individuals. It also discusses methods of OB research and implications for understanding work behaviors.
This document summarizes key points about organizational culture from Chapter 9 of the textbook "Organizational Behaviour". It defines organizational culture as shared values, beliefs, and assumptions that guide appropriate behavior within an organization. A strong culture can function as social glue but may also act as a barrier to change. For a culture to change, top management must model new behaviors, change stories and symbols, and select employees aligned with new values.
This document summarizes key points about organizational culture from Chapter 9 of the textbook "Organizational Behaviour". It defines organizational culture as shared values, beliefs, and assumptions that guide appropriate behavior within an organization. A strong culture helps provide social cohesion but can also hinder change efforts. For a culture to be effectively changed, top management must model new behaviors, change stories and symbols, and select employees who embrace new values.
The document discusses several theories of motivation that can be applied in school settings. It describes Maslow's hierarchy of needs, Herzberg's motivation-hygiene theory, McClelland's achievement-need theory, and the need for autonomy. It also covers attribution theory, equity theory, expectancy theory, goal setting theory, and intrinsic vs. extrinsic motivation. Practical implications for administrators are provided to help motivate teachers and students.
Virginia Satir was an American therapist and author known as the "Mother of family therapy". She developed an integrative model of family therapy focused on improving communication, increasing self-esteem, and reshaping dysfunctional relationship patterns. Key aspects of her approach included identifying survival stances, enhancing congruence, using techniques like family reconstruction to generate insights, and guiding families through a multi-stage process of change. Research on her model found higher client satisfaction and lower dropout rates compared to other family therapy models.
The document discusses theories and models of personality including:
- Personality is shaped by both heredity and environment factors and can be measured through self-report surveys.
- The popular Myers-Briggs Type Indicator (MBTI) classifies people into 16 personality types based on preferences for extraversion/introversion, sensing/intuition, thinking/feeling, and judging/perceiving.
- The Big Five model describes five broad dimensions of personality: extraversion, agreeableness, conscientiousness, emotional stability, and openness. Different levels of these traits predict behaviors in work contexts.
This document summarizes several theories of motivation. It begins by defining motivation and discussing Maslow's hierarchy of needs. It then outlines ERG theory, Herzberg's two-factor theory, McClelland's needs theory, and expectancy theory. Contemporary theories discussed include cognitive evaluation theory, goal-setting theory, self-efficacy theory, reinforcement theory, equity theory, and organizational justice. It concludes by stating that employee motivation is individual and companies should find ways to give employees what they want.
The document discusses managerial ethics and social responsibility, outlining arguments for and against businesses being socially responsible. It also examines how organizations can improve ethical behavior through actions like establishing codes of ethics, providing ethics training for employees, and ensuring top management supports ethical standards. Maintaining social responsibility is important for businesses to meet public expectations and enhance their reputation.
This chapter discusses theories and concepts related to motivating employees. It covers early motivation theories from Maslow, McGregor, and Herzberg. Contemporary theories discussed include goal-setting theory, reinforcement theory, and job design approaches like job enlargement and enrichment. The chapter aims to explain the motivation process and different factors that influence employee motivation.
This document provides an overview of key concepts relating to personality and values from Chapter 4 of the textbook. It defines personality and values, describes several models of personality including Myers-Briggs, Big Five, and Type A/B. It also discusses how personality traits predict workplace behavior and how values systems and dimensions vary across cultures. The document aims to explain factors that determine personality, describe personality assessment tools, and identify how personality and values influence organizational behavior.
ORGANIZATION OF HEALTH CARE SERVICES-1.pptKeyaArere
Organization behavior & group dynamics focuses on studying the structure, functioning, and performance of organizations. It looks at individual, group, and organizational behavior within organizations. Key characteristics include being multidisciplinary, performance-oriented, and applications-oriented to improve organizational effectiveness. Group dynamics examines how groups form and develop over various stages from forming to performing. Organizational structures like functional, matrix, and service line structures determine how work is coordinated and managed within health care organizations. A referral system is important for ensuring continuity of care as patients move between different levels of the health care system.
The document discusses motivation from several perspectives. It defines motivation, explores the nature and importance of motivation as well as the motivation process. It examines different types of drives and elements of human behavior that relate to motivation. Several theories of motivation are also outlined, including Maslow's hierarchy of needs, Herzberg's two-factor theory, and Alderfer's ERG theory. Principles of motivation in education are presented, focusing on utilizing curiosity, interests, incentives and goal-setting to maximize learning.
Part 2/3 - Report on Advanced Nursing Administration
Contents:
2. Supervision of Personnel (Principles and Techniques)
3. Motivation
3.1. Theories of Motivation (Content and Process Theories)
3.2. Use of Motivation Theories to Nursing Administration
4. Coordination of Services
5. Communication
5.1. Principles of Effective Communication
5.2. Lines of Communications
Positive psychology aims to study human strengths and virtues at three levels:
I. The subjective level examines positive experiences
II. At the individual level, it identifies character strengths like persistence, wisdom, and creativity. Several frameworks categorize strengths.
III. The group level focuses on qualities that help communities flourish, like civic virtues and healthy families.
Positive psychology also applies to organizations by focusing on strengths rather than weaknesses. It examines topics like engagement, performance, mentoring, creativity, and leadership. Frameworks for job design aim to enhance well-being through factors like autonomy, variety, and feedback. Positive psychology principles can improve selection, training, safety, and developing proactive behaviors.
The document summarizes several theories of leadership:
1) Theory X and Theory Y describe different views on employee motivation - Theory X assumes people dislike work while Theory Y assumes people can exercise self-direction.
2) The Ohio State Studies identified two dimensions of leader behavior - initiating structure and consideration.
3) The Michigan Studies looked at how leader behaviors like employee-centered and job-centered styles relate to organizational performance.
4) Other theories discussed include Blake and Mouton's Managerial Grid, Hersey and Blanchard's situational leadership theory, the path-goal theory, Fiedler's contingency theory, and transformational leadership theory.
Organizational behavior (OB) is the study of the way people interact within groups. Normally this study is applied in an attempt to create more efficient business organizations. The central idea of the study of organizational behavior is that a scientific approach can be applied to the management of workers. http://www.thefreshquotes.com/attitude-quotes/
Personality. To understand a buyer needs and convert them into customers is the main purpose of the consumer behavior study. ... Personality signifies the inner psychological characteristics that reflect how a person reacts to his environment. Personality shows the individual choices for various products and brands.
Material pertinent to this discussion is found on page 122.
Material pertinent to this discussion is found on pages 122-123. Theory Y suggests that: 1) Employees inherently dislike work and, whenever possible, will attempt to avoid it. 2) Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals. 3) Employees will avoid responsibilities and seek formal direction whenever possible. 4) Most workers place security above all other factors associated with work and will display little ambition. Theory Y suggests that: 1) Employees can view work as being as natural as rest or play. 2) People will exercise self-direction and self-control if they are committed to the objectives. 3) The average person can learn to accept, even seek, responsibility. 4) The ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions.
Material pertinent to this discussion is found on page 122-123.
Material pertinent to this discussion is found on page 123. The early needs theories, developed in the 1950s, are heavily attacked and now questionable in terms of validity. However, these are probably the best known explanations for employee motivation, and they do represent the foundation from which contemporary theories have grown. Also, practising managers use these theories in explaining employee motivation
Material pertinent to this discussion is found on pages 123-124. Abraham Maslow's theory is perhaps the best known of all. He hypothesized that within every human being there exists a hierarchy of five needs: physiological, safety, social, esteem, and self-actualization.
Material pertinent to this discussion is found on pages 123-124.
Material pertinent to this discussion is found on pages 123-124.
Material pertinent to this discussion is found on pages 124-126. Motivation-Hygiene Theory was proposed by psychologist Frederick Herzberg after investigating the question, "What do people want from their jobs?" Factors affecting job attitudes were tabulated and classified. Herzberg concluded that the replies people gave when they felt good about their jobs were significantly different from the replies given when they felt bad.
Material pertinent to this discussion is found on pages 124-126.
Material pertinent to this illustration is found on pages 124-126. Herzberg’s data suggest that the opposite of satisfaction is not dissatisfaction, as was traditionally believed. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. Herzberg proposed the existence of a dual continuum: The opposite of "Satisfaction" is "No Satisfaction" and the opposite of Dissatisfaction" is "No Dissatisfaction." Traditional view saw the continuum as Satisfaction to Dissatisfaction. Herzberg saw it otherwise. 1) People could have no dissatisfaction, but still not be satisfied 2) Conditions that eliminate dissatisfaction do not bring about satisfaction 3) Satisfaction is created after all dissatisfaction is eliminated.
Material pertinent to this discussion is found on pages 124-126. People were asked what made them feel exceptionally good and bad about their jobs. When things are going well, people tend to take credit themselves. Contrarily, they blame failure on the external environment. Since raters had to make interpretations, it is possible that they contaminated the findings by interpreting one response in one manner while treating another similar response differently. The theory, to the degree that it is valid, provides an explanation of job satisfaction, rather than how to motivate. In other words, individuals may dislike parts of their jobs, yet still think the jobs are acceptable. The motivation-hygiene theory ignores situational variables.
Material pertinent to this discussion is found on page 126-127.
Material pertinent to this discussion is found on page 126-127.
Material pertinent to this discussion is found on page 126-127.
Material pertinent to this discussion is found on page 127-128.
Material pertinent to this discussion is found on page 136.
Material pertinent to this discussion is found on page 144. The typical employee of the 1990s is a highly-trained professional with a college degree, who receives a great deal of satisfaction from his or her work. These employees have a strong and long-term commitment to their field of expertise. Their loyalty is more to their profession than to their employer. Job challenge and support motivates these employees not necessarily money.
Material pertinent to this discussion is found on page 144.
Material pertinent to this discussion is found on pages 156-157.