This document provides an overview of compliance theory and elements of an effective compliance program. It discusses organizational structure and the types of power and involvement in organizations as defined by compliance theory. Specifically, it outlines Etzioni's three types of power - coercive, utilitarian, and normative - and the corresponding three types of involvement - alienative, calculative, and moral. It also identifies the key functions of a compliance department and the duties and responsibilities of a compliance officer. Finally, it lists the eight elements that define an effective compliance program according to the U.S. Federal Sentencing Guidelines.
This document discusses organizational culture and organizational change. It covers topics such as what organizational culture is, how cultures form and are maintained, managing planned and unplanned change, and creating different types of organizational cultures like ethical and customer-responsive cultures.
The document discusses the values and ethics of organizational development (OD) practitioners. Traditionally, OD values have focused on humanism, trust, collaboration and self-control. Recently, values have also emphasized improving organizational effectiveness and performance. Joint values of humanizing organizations and improving effectiveness have received support. Challenges include conflicts between employee needs and organizational needs. Practitioners must have political skills to manage external relationships and value dilemmas. Ethical issues center around potential client abuse and letting personal values interfere with practice. Dilemmas include misusing data, technical ineptness, power/coercion, and conflicts in values/goals between the practitioner and organization.
Introduction
Qualities of an ethical leader
Factors that enhance ethical leadership
Factors that diminish ethical leadership
Outcomes of ethical leadership
Future direction
Conclusion
Ethical leadership is directed by respect for ethical beliefs and
values and for the dignity and rights of others.
Social learning theory shows how the followers of a leader identify the characteristics of leader as ethical characteristics of leader and also the situational influences.
Directed by respect for ethical beliefs and values and for the dignity and rights of others
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
This document discusses power and influence in organizations. It defines power as the ability to influence others and influence as any behavior that attempts to alter someone's attitudes or behavior. It identifies different sources of power like legitimate, reward, coercive, expert and referent power. It also discusses contingencies of power like substitutability, centrality, discretion and visibility. The document outlines different tactics of influence like information control, assertiveness, coalition formation, impression management, persuasion, upward appeal and exchange. It defines organizational politics as self-serving behaviors intended to gain personal advantage at the expense of others. Conditions that support politics include scarce resources, complex decision making and tolerance of political behavior within the organization.
This document discusses organizational culture and organizational change. It covers topics such as what organizational culture is, how cultures form and are maintained, managing planned and unplanned change, and creating different types of organizational cultures like ethical and customer-responsive cultures.
The document discusses the values and ethics of organizational development (OD) practitioners. Traditionally, OD values have focused on humanism, trust, collaboration and self-control. Recently, values have also emphasized improving organizational effectiveness and performance. Joint values of humanizing organizations and improving effectiveness have received support. Challenges include conflicts between employee needs and organizational needs. Practitioners must have political skills to manage external relationships and value dilemmas. Ethical issues center around potential client abuse and letting personal values interfere with practice. Dilemmas include misusing data, technical ineptness, power/coercion, and conflicts in values/goals between the practitioner and organization.
Introduction
Qualities of an ethical leader
Factors that enhance ethical leadership
Factors that diminish ethical leadership
Outcomes of ethical leadership
Future direction
Conclusion
Ethical leadership is directed by respect for ethical beliefs and
values and for the dignity and rights of others.
Social learning theory shows how the followers of a leader identify the characteristics of leader as ethical characteristics of leader and also the situational influences.
Directed by respect for ethical beliefs and values and for the dignity and rights of others
This document discusses organizational change and its key aspects. It defines organizational change as modifications to an organization's structure, processes, or products that impact how work is performed. Changes can include altering the organizational structure, operations, workforce size, working hours/practices, or roles. Changes are categorized as either planned, resulting from deliberate decisions, or unplanned, being imposed on the organization. Managing resistance to change is also discussed, emphasizing the importance of communication, participation, empathy, and other strategies. The roles and skills of change agents in facilitating organizational change are outlined.
This document discusses power and influence in organizations. It defines power as the ability to influence others and influence as any behavior that attempts to alter someone's attitudes or behavior. It identifies different sources of power like legitimate, reward, coercive, expert and referent power. It also discusses contingencies of power like substitutability, centrality, discretion and visibility. The document outlines different tactics of influence like information control, assertiveness, coalition formation, impression management, persuasion, upward appeal and exchange. It defines organizational politics as self-serving behaviors intended to gain personal advantage at the expense of others. Conditions that support politics include scarce resources, complex decision making and tolerance of political behavior within the organization.
The document discusses how an organization's structure is influenced by its environment. It defines the general and specific environments and describes how environmental uncertainty can vary. When uncertainty is high, organizations tend toward organic structures that are flexible and adaptive, while stable environments suit mechanistic structures. Different models of environmental types are presented, from placid to turbulent. Organizational change is described as a three-stage process of variation, selection, and retention. The relationship between environment and an organization's complexity, formalization, and centralization is explained. High uncertainty leads to greater complexity and decentralization, while stability allows for formality and centralization.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
This document summarizes several models of follower typologies:
1. Abraham Zaleznik's model categorizes followers as impulsive, compulsive, masochistic, or withdrawn based on their levels of dominance and submission.
2. Robert Kelley's model identifies five follower types - alienated, passive, conformist, exemplary, and pragmatic - based on their motivation and behavior.
3. Ira Chaleff's model places followers into four quadrants based on their levels of support and challenge of leaders: partners, implementers, individualists, and resources.
4. The document also discusses isolates, bystanders, participants, activists, and diehards based on their engagement levels
Organization development (OD) practitioners can be internal or external consultants who offer professional services to organizations. They specialize in fields like organization design, quality management, and business strategy. They help managers apply OD concepts in their work areas. Effective OD practitioners have strong interpersonal, conceptual, analytical, and consultation skills. They understand theories of planned change and how to design and implement interventions. Practitioners must manage relationships with external stakeholders and understand power dynamics and value conflicts between organizations. They are expected to promote collaboration while also considering competitive pressures. Practitioners must perform their helping role ethically and avoid misconduct or abusing their professional power and clients.
Organizational Culture and Ethical ValuesEray Aydin
This document discusses organizational culture. It begins by defining culture and organizational culture. Organizational culture is the set of shared values, norms, beliefs, and understandings within an organization. It is taught to new members and influences how people think and behave in the organization. Subcultures can also exist within different departments of an organization. Organizational culture emerges from the values and ideas of founders and early leaders. It is reinforced over time through socialization, selection criteria, and management actions. Organizational culture influences internal integration, adaptation, decision-making, and provides an overall identity for the organization. Leaders play a key role in shaping the culture and ethical values of an organization through both formal systems and their own behavior
This document discusses various types of organizational development (OD) interventions. It categorizes and describes interventions such as survey feedback activities, education and training, techno-structural activities, process consultation, grid organization development, third-party peacemaking, coaching and counseling, life- and career-planning, planning and goal-setting, strategic management, and organizational transformation. It also discusses team building and inter-group interventions in more detail. The overall purpose of these interventions is to improve organizational effectiveness and performance through activities designed to enhance skills, structures, processes, and relationships within the organization.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
The document discusses various types of organizational structures including functional, divisional, matrix, and network structures. It provides details on each structure type, including their advantages and disadvantages. For example, it explains that a functional structure groups people based on expertise, while a divisional structure groups them according to products, markets, or customers. A matrix structure allows dual grouping by function and product.
Slides from D. Giard ArcReady presentation 11/25/08.
Examine the dynamic nature of large organizations
Control structures, interrelations between people
How architects, as technical leaders fit into these organizations.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
This document discusses organizational structures and designs. It defines organizational structure as the formal configuration between individuals and groups regarding task allocation, responsibilities, and authorities. An organizational chart is a diagram representing connections between departments. Key elements that impact organizational design are discussed, including work specialization, departmentalization, authority/responsibility, span of control, centralization vs decentralization, and formalization. Traditional and contemporary organizational designs like functional, divisional, matrix, team, project, boundaryless, virtual and learning organizations are described.
Organizational behaviour is the study of how individuals and groups act within organizations. It examines how individual traits, group dynamics, and organizational structure impact behaviour. The goal is to apply this knowledge to improve organizational effectiveness. Some key points covered include:
- Organizations are groups that work together for a common purpose and have structured patterns of interaction.
- Organizational behaviour draws from multiple disciplines like psychology, sociology, and anthropology.
- Individuals have unique traits and experiences that impact their behaviour, and people bring their whole selves to work.
This document contains a leadership style survey to help assess a leader's dominant leadership style. It describes three main leadership styles: authoritative, participative, and delegative. For each statement, respondents rate their agreement on a 5-point scale. Their scores are then totaled in each of the three columns to identify their strongest style. The document provides descriptions of each style and when they are most appropriate to use. It aims to help leaders understand their natural tendencies and when different styles may be warranted.
Organizational ethics refers to applying moral choices guided by values and principles to organizational activities. An ethical organization has fairness, responsibility, purpose, and ease interacting with diverse stakeholders. Ethical ground rules foster honesty, responsibility, fairness, and participation. Managing ethics improves society, productivity, meaning, policies, reputation, and trust. Leaders are responsible for creating ethical organizations by confronting operational goals with moral obligations. Leaders must consider impacted values and interests and avoid harm. Building ethics requires leaders to develop influences, integrity, values, training, and plans for excellence. An organization's ethics reflect its leaders' ethics and skills.
This document discusses techno-structural interventions in organizations. It defines techno-structural interventions as change programs focusing on an organization's technology and structure to address global competition, technological changes, and environmental changes. Examples of techno-structural interventions include structural design, downsizing, process reengineering, employee involvement, and work design. The document then focuses on work design, describing three approaches: the engineering approach, which focuses only on technical aspects; the motivational approach, which focuses only on psychological aspects; and the socio-technical systems approach, which considers both technical and social factors.
Organizational psychology involves applying psychological theories to diagnose and solve organizational problems. It studies the relationships between organizations and their members, as well as organizations' relationships to larger social structures. Organizational psychologists help organizations with hiring, training, feedback systems, and improving employee performance and organizational effectiveness. They apply psychological principles to address human aspects of the workplace.
Organizational psychology uses psychological theories to address organizational problems. It studies relationships within organizations and between organizations and society. Organizational psychologists apply psychological principles to human resources. They help improve employee performance and efficiency to enhance organizational effectiveness. Major leadership theories include: trait theory, which focuses on innate qualities of leaders; behavioral theory, which emphasizes observable leader actions; contingency theory, which stresses situational factors; and situational theory, which examines how leader style varies based on follower readiness.
The document discusses how an organization's structure is influenced by its environment. It defines the general and specific environments and describes how environmental uncertainty can vary. When uncertainty is high, organizations tend toward organic structures that are flexible and adaptive, while stable environments suit mechanistic structures. Different models of environmental types are presented, from placid to turbulent. Organizational change is described as a three-stage process of variation, selection, and retention. The relationship between environment and an organization's complexity, formalization, and centralization is explained. High uncertainty leads to greater complexity and decentralization, while stability allows for formality and centralization.
They say Culture eats Strategy for breakfast. This is true because the biggest leadership challenge to improving an organisation's internal environment is culture. Without a supportive culture even the most brilliant strategy will not get implemented successfully. Without cultural allignment to changing landscape, at best you will get compliance and with it stress, dysfunctional waste and entropy.
This document summarizes several models of follower typologies:
1. Abraham Zaleznik's model categorizes followers as impulsive, compulsive, masochistic, or withdrawn based on their levels of dominance and submission.
2. Robert Kelley's model identifies five follower types - alienated, passive, conformist, exemplary, and pragmatic - based on their motivation and behavior.
3. Ira Chaleff's model places followers into four quadrants based on their levels of support and challenge of leaders: partners, implementers, individualists, and resources.
4. The document also discusses isolates, bystanders, participants, activists, and diehards based on their engagement levels
Organization development (OD) practitioners can be internal or external consultants who offer professional services to organizations. They specialize in fields like organization design, quality management, and business strategy. They help managers apply OD concepts in their work areas. Effective OD practitioners have strong interpersonal, conceptual, analytical, and consultation skills. They understand theories of planned change and how to design and implement interventions. Practitioners must manage relationships with external stakeholders and understand power dynamics and value conflicts between organizations. They are expected to promote collaboration while also considering competitive pressures. Practitioners must perform their helping role ethically and avoid misconduct or abusing their professional power and clients.
Organizational Culture and Ethical ValuesEray Aydin
This document discusses organizational culture. It begins by defining culture and organizational culture. Organizational culture is the set of shared values, norms, beliefs, and understandings within an organization. It is taught to new members and influences how people think and behave in the organization. Subcultures can also exist within different departments of an organization. Organizational culture emerges from the values and ideas of founders and early leaders. It is reinforced over time through socialization, selection criteria, and management actions. Organizational culture influences internal integration, adaptation, decision-making, and provides an overall identity for the organization. Leaders play a key role in shaping the culture and ethical values of an organization through both formal systems and their own behavior
This document discusses various types of organizational development (OD) interventions. It categorizes and describes interventions such as survey feedback activities, education and training, techno-structural activities, process consultation, grid organization development, third-party peacemaking, coaching and counseling, life- and career-planning, planning and goal-setting, strategic management, and organizational transformation. It also discusses team building and inter-group interventions in more detail. The overall purpose of these interventions is to improve organizational effectiveness and performance through activities designed to enhance skills, structures, processes, and relationships within the organization.
Organizational development (OD) aims to improve organizational effectiveness and health through planned interventions using behavioral science. Key aspects of OD include deliberately planned, organization-wide change efforts managed from the top that challenge the status quo through activities like reviewing processes, structures, and policies. OD was pioneered by Kurt Lewin and aims to promote organizational readiness for change through participative interventions.
The document discusses various types of organizational structures including functional, divisional, matrix, and network structures. It provides details on each structure type, including their advantages and disadvantages. For example, it explains that a functional structure groups people based on expertise, while a divisional structure groups them according to products, markets, or customers. A matrix structure allows dual grouping by function and product.
Slides from D. Giard ArcReady presentation 11/25/08.
Examine the dynamic nature of large organizations
Control structures, interrelations between people
How architects, as technical leaders fit into these organizations.
Kurt Lewin’s three stage model - Organizational Change and Development - Man...manumelwin
One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1940s, and still holds true today.
His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes.
Kurt Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice.
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
This document discusses various types of organizational interventions including strategic interventions, techno-structural interventions, human resource management interventions, and human process interventions. It provides examples and descriptions of specific interventions such as mergers and acquisitions, culture change, creativity and innovation, sensitivity training, team building, and conflict resolution. The document also discusses structural variables that can affect innovation, advice for structuring interventions, expected results, and the importance of evaluation.
This document discusses organizational structures and designs. It defines organizational structure as the formal configuration between individuals and groups regarding task allocation, responsibilities, and authorities. An organizational chart is a diagram representing connections between departments. Key elements that impact organizational design are discussed, including work specialization, departmentalization, authority/responsibility, span of control, centralization vs decentralization, and formalization. Traditional and contemporary organizational designs like functional, divisional, matrix, team, project, boundaryless, virtual and learning organizations are described.
Organizational behaviour is the study of how individuals and groups act within organizations. It examines how individual traits, group dynamics, and organizational structure impact behaviour. The goal is to apply this knowledge to improve organizational effectiveness. Some key points covered include:
- Organizations are groups that work together for a common purpose and have structured patterns of interaction.
- Organizational behaviour draws from multiple disciplines like psychology, sociology, and anthropology.
- Individuals have unique traits and experiences that impact their behaviour, and people bring their whole selves to work.
This document contains a leadership style survey to help assess a leader's dominant leadership style. It describes three main leadership styles: authoritative, participative, and delegative. For each statement, respondents rate their agreement on a 5-point scale. Their scores are then totaled in each of the three columns to identify their strongest style. The document provides descriptions of each style and when they are most appropriate to use. It aims to help leaders understand their natural tendencies and when different styles may be warranted.
Organizational ethics refers to applying moral choices guided by values and principles to organizational activities. An ethical organization has fairness, responsibility, purpose, and ease interacting with diverse stakeholders. Ethical ground rules foster honesty, responsibility, fairness, and participation. Managing ethics improves society, productivity, meaning, policies, reputation, and trust. Leaders are responsible for creating ethical organizations by confronting operational goals with moral obligations. Leaders must consider impacted values and interests and avoid harm. Building ethics requires leaders to develop influences, integrity, values, training, and plans for excellence. An organization's ethics reflect its leaders' ethics and skills.
This document discusses techno-structural interventions in organizations. It defines techno-structural interventions as change programs focusing on an organization's technology and structure to address global competition, technological changes, and environmental changes. Examples of techno-structural interventions include structural design, downsizing, process reengineering, employee involvement, and work design. The document then focuses on work design, describing three approaches: the engineering approach, which focuses only on technical aspects; the motivational approach, which focuses only on psychological aspects; and the socio-technical systems approach, which considers both technical and social factors.
Organizational psychology involves applying psychological theories to diagnose and solve organizational problems. It studies the relationships between organizations and their members, as well as organizations' relationships to larger social structures. Organizational psychologists help organizations with hiring, training, feedback systems, and improving employee performance and organizational effectiveness. They apply psychological principles to address human aspects of the workplace.
Organizational psychology uses psychological theories to address organizational problems. It studies relationships within organizations and between organizations and society. Organizational psychologists apply psychological principles to human resources. They help improve employee performance and efficiency to enhance organizational effectiveness. Major leadership theories include: trait theory, which focuses on innate qualities of leaders; behavioral theory, which emphasizes observable leader actions; contingency theory, which stresses situational factors; and situational theory, which examines how leader style varies based on follower readiness.
Max Weber developed bureaucratic theory, which describes bureaucracy as the most efficient form of organization. Bureaucracy refers to a specialized system and process of maintaining authority within an organization. Some key principles of bureaucratic theory include job specialization, a formal authority hierarchy, formal rules and regulations, impersonality, and career orientation. However, bureaucracy is also criticized for being too rigid and inflexible, which can lead to delays in decision making and an overemphasis on paperwork. Hall's Organizational Inventory is a tool that assesses an organization's culture and values based on categories like achievement, self-actualization, and conformity.
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
This document provides an overview of organizational behavior concepts and models. It covers the following key points:
- The introduction defines organizational behavior as the study of human behavior in organizational settings and the interface between human behavior and organizations.
- Foundational concepts of OB include understanding the nature of people and organizations, and how social systems and organizational culture influence behavior.
- Models of OB aim to describe, understand, predict, and control human behavior in organizations.
- Disciplines like psychology, sociology, and social psychology contribute to the knowledge base of OB.
- Approaches to OB include the human resources perspective of supporting employee growth, and contingency approaches that adapt managerial behaviors to different situations.
Learning, personality, attitude, pestel analysis of DBGIRohitArora236
Learning takes place through four main theories: classical conditioning, operant conditioning, cognitive learning theory, and social learning theory. Personality is made up of traits like the Big Five and influences creativity, production, teamwork, and retention in the workplace. Attitudes have three components - affective, cognitive, and behavioral - and serve functions like value expression and adjustment. A PESTEL analysis of DBGI found that political factors include education regulations, economic partnerships increase opportunities, social norms influence dress codes and growth, technology supports operations through ERP, the environment encompasses agriculture and medicine, and legal rights protect students.
The document discusses organizational concepts including the definition of an organization, its purpose, and key components. It defines an organization as a collection of people working together in a structured way to achieve common goals. An organization's structure determines relationships and assigns roles and responsibilities. Key components of an organization include its people, processes, resources, and the market for its products or services. The document also examines organizational effectiveness, stakeholders, management roles, business ethics, and how organizations adapt to their external environment.
The document discusses organizational concepts including the meaning of organizations, their structures, effectiveness, stakeholders, management, ethics, and relationships with the external environment. It defines an organization as a collection of people working together in a coordinated way to achieve goals. Organizational structures determine relationships and assign roles. Effectiveness refers to achieving objectives and solving problems. Stakeholders include internal groups like managers and employees, and external groups like customers and suppliers. Top managers are responsible for setting goals and allocating resources. Business ethics concerns principles of right and wrong. Organizations must adapt to forces in their general and task environments.
Organisational Behaviour: Meaning – Elements – Need and importance – Approaches – Models – Levels - Global scenario – Socio, cultural, political and economic differences and their influence on International Organisational behaviour – Future of Organisational behaviour.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings and the interface between human behavior and the organization itself. It outlines several key topics in organizational behavior including importance, factors affecting behavior, objectives, levels of analysis, models of organizational behavior, challenges and opportunities, and limitations. The document discusses how organizational behavior can help understand and motivate employees, improve relations, predict and control human behavior, and utilize human resources effectively. It also examines factors like people, structure, technology, and environment that influence organizational behavior.
The document discusses organizational theory and organizational climate. It defines organization as people working together towards common goals. Three theories of organization are described: classical, neo-classical, and modern. Classical theory views the organization as a machine, while neo-classical and modern theories consider human and social factors. Organizational climate refers to the internal environment experienced by members. Factors like leadership, structure, and communication influence the climate. An effective climate has open communication, participative decision-making, concern for employees, and manages change well.
Fundamentalsoforganizationalbehaviorppt 130629000255-phpapp01DeShawn A. Larkin
This document provides an overview of organizational behavior (OB). It discusses that OB aims to understand human behavior in organizations in order to improve efficiency. Key forces that influence organizational behavior are people, structure, technology, and the external environment. The document also outlines several contributing disciplines to OB like psychology and sociology. It discusses fundamental concepts in OB such as individual differences, motivation, and social systems. Different approaches and models of OB are presented, as well as limitations.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
ORGANIZATIONAL DEVLOPMENT & ITS INTERVENTIONST HARI KUMAR
This document provides an overview of organizational development (OD) and organization interventions (OI). It discusses the meaning and objectives of OD, the assumptions and values, the process, and effectiveness. It also examines the meaning and assumptions of OI, factors that help change agents, and examples of interventions at different levels including individual, group, and structural. The goal of OD is to increase an organization's effectiveness and ability to change, while OI are structured activities used by change agents to facilitate improvement.
Week 1Be sure to read the lecture notes thoroughly, as they .docxmelbruce90096
Week 1
Be sure to read the lecture notes thoroughly, as they supplement the information offered in your textbook. You will be responsible to know the information provided here and in your assigned reading.
Health Care is Evolving
The way we once delivered health care services, is much different than the way we do today. Where we once focused on individual patients and treating illness, today we focus on groups of patients and promoting wellness. Because of the environment in which we operate today, we strive to provide high quality services to patients in the most appropriate way that we can. Many procedures and treatments that once required an overnight stay are now done on an outpatient basis. Patient care is provided using health care teams and an integrated approach. Patients themselves are becoming more and more active in their own health care.
A variety of forces are impacting our health care delivery system and have caused this paradigm shift. Some of these include:
Forces
· Pay for performance based systems
· Technological advances
· Aging population and associated increase in chronic illness
· Diversifying population
· Supply and demand of heath professionals
· Social morbidity
· Advances in information technology and information sharing
· Globalization
In today's health care system we have a variety of organizations that provide care to patients. This includes providers, supplier organizations, and payers. No matter what type of health care organization we are talking about, the same basic processes must be accomplished by each of them.
Basic Organizational Processes
A health care organization must provide a product or service. Acquiring and maintaining physical and human infrastructure such as office space, laboratory equipment, and employees is necessary to operate and produce the product or service. To do this most effectively, the organization must consider its relationship to the environment in which it operates.
Every organization also needs management and governance. Management plans, organizes, directs, and controls, while governance oversees management and the organization as a whole. Governance helps to provide the strategic direction for the organization and holds it accountable for patient outcomes, treatment effectiveness, patient satisfaction, cost containment, and ethical and appropriate use of resources.
An organization must also be able to adapt to changing conditions both internal and external to it. This function is critical to organization success in today's rapidly changing health care environment.
Processes
· Production
· Boundary spanning
· Maintenance
· Adaptation
· Management
· Governance
Areas of Managerial Activity
The position of a health services manager encompasses many different activities. These activities can be looked at using either a micro approach or a macro approach. The micro approach looks at the individuals within an organization and issues such as motivation, leadership, groups and teams, .
This document discusses organizational behavior and related concepts. It defines organizational behavior as the study of how individuals and groups act within organizations. It then summarizes several key elements of organizational behavior, including elements that make up organizations, common models of organizational behavior, the role of social systems and culture, and the impact of individuals on organizations. The document also briefly discusses organization development, quality of work life, job enrichment, and action learning as relevant topics within organizational behavior.
HRD refers to helping employees continuously develop their capabilities to perform current and future roles through training, learning, and developing an organizational culture of collaboration. An organization's culture is shaped by the underlying values and assumptions held by its members, while climate refers to the conscious environment as perceived by employees. HRD climate is influenced by how important human resource development is perceived to be, the level of openness, trust, and collaboration fostered, and how well HRD mechanisms like training and performance reviews are implemented. Developing an optimal HRD climate through supportive policies and practices can facilitate employee learning and development.
The Environment and Corporate Culture1. Define an organizational.docxarnoldmeredith47041
The Environment and Corporate Culture
1. Define an organizational ecosystem and how the general and task environments affect an organization’s ability to thrive.
The organizational environment consists of all elements existing outside the boundary of the organization that have the potential to affect and influence the organization. This environment consists of two layers: the task environment and the general environment.
The task environment is closer to the organization and includes the sectors that conduct day-to-day transactions with the organization and directly influence its basic operations and performance such as competitors, suppliers, and customers.
The general environment affects the organization indirectly. It includes social, economic, legal-political, international, natural, and technological factors that influence all organizations about equally.
2. Explain the strategies that managers use to help organizations adapt to an uncertain or turbulent environment.
The environment creates uncertainty for organization managers. Uncertainty means that managers do not have sufficient information about environmental factors to understand and predict environmental needs and changes. Two basic factors that influence uncertainty are the number of factors that affect the organization and the extent to which those factors change. Strategies to adapt to these changes in the environment include boundary-spanning roles, interorganizational partnerships, and mergers and joint ventures.
Boundary-spanning roles are assumed by people and/or departments that link and coordinate the organization with key elements in the external environment. Interorganizational partnerships are a popular strategy for adapting to the environment by reducing boundaries and increasing collaboration with other organizations. A merger is the combining of two or more organizations into one. A joint venture involves a strategic alliance or program by two or more organizations.
3. Define corporate culture.
Culture can be defined as the set of key values, beliefs, understandings, and norms shared by members of an organization. It can be analyzed at two levels. At the surface level are visible artifacts, which include things such as manner of dress, patterns of behavior, physical symbols, organizational ceremonies, and office layout. At a deeper, less obvious level are the expressed values and beliefs, which can be discerned from how people explain and justify what they do. These are values that members of the organization hold at a conscious level. They can be interpreted from the stories, language, and symbols that organization members use to represent them. Some values become so deeply embedded in a culture that members are no longer consciously aware of them. These basic, underlying assumptions and beliefs are the essence of culture and subconsciously guide behavior and decisions.
4. Provide organizational examples of symbols, stories, heroes, slogans, and ce.
Similar to Nadia abdullah .. compliance theory (20)
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
4. What is an Organization?
An organized group of people with a
particular purpose, such as a business or
government department.
5. The term organization, in the management
terminology is used in two different senses.
They are:
• Organization as a process
It is the process by which the Manager, as a
leader, assembles his men, delegates authority,
fixes the responsibility and gets the work done.
• Organization as a structure
A group of individuals who are working
together towards a common goal. In other
words, it refers to the structure of relationship
among positions and jobs which is built up for
the attainment of the common objectives.
7. Organizational Structure
• An organizational structure defines how activities such
as task allocation, coordination and supervision are
directed toward the achievement of organizational aims.
It can also be considered as the viewing glass or
perspective through which individuals see their
organization and its environment.
9. What is Compliance?
Compliance is a comprehensive program that
helps institutions and their employees conduct
operations and activities ethically; with the
highest level of integrity, and in compliance
with legal and regulatory requirements.
Who is in charge?
• Chief Compliance Officer (CCO), Chief
Operations Officer (COO)
10. Why Have Organizational
Compliance and ERM programs?
• Compliance Programs
– Fiduciary Responsibility
– Federal Financial Reporting and Internal Control
Standards
– Legal and Regulatory requirements and
organizational policies
• Enterprise Risk Management Programs
– Standard & Poor’s- Credit Ratings
11. Compliance Theory refers to the complex set
of processes, rules, tools and systems used by
corporate legal departments to adopt,
implement and monitor an integrated
approach to business problems.
COMPLAINCE THEORY
12. • Etzioni(1975, 1997) developed an
innovative approach to the structure of
organizations that he calls compliance
theory. He classifies organizations by the
type of power they use to direct the behavior
of their members and the type of
involvement of the participants.
13. Types of Organizational Power
• Etzioni identifies three types of organizational
power: Coercive, Utilitarian, and normative, and
relates these to three types of involvement:
alienative, calculative, and moral.
Fig 1. Etzioni’s Compiance Types
Types
Of
Involvement
Types of Power
Alienative X
Calculative X
Moral X
15. Coercive Power
• Coercive power uses force and fear to
control lower-level participants.
Examples:
Prisons
Custodial mental hospital
Basic training in military
16. Utilitarian Power
• Utilitarian power uses remuneration or
extrinsic rewards to control lower-level
participants. Most business firms emphasize
such extrinsic reward. These rewards include
salary, merit pay, fringe benefits, working
conditions, and job security. Besides many
business firms, utilitarian organization
include unions, farmers’ co-ops, and various
government agencies.
17. Normative Power
• Normative Power controls through allocation of
intrinsic rewards, such as interesting work,
identification with goals, and making a
contribution to society. Example of such
organizations are churches, political
organization, hospitals, universities, and
professional association (such as the American
Association of School Administrators, National
Association of Elementary School Principals,
National Association of Secondary School
Principals. and National Education
Association).
18. TYPES OF INVOLVEMENT
All three types of power can be useful in
obtaining subordinates’ cooperation in
organizations. However, the relative
effectiveness of each approach depends on
the organizational participant’s involvement.
(Lunenburg & Ornstein, 2012).
19. Alienative Involvement
• Alienative involvement designates an
intense, negative orientation. Inmates in
prisons, patients in custodial mental
hospitals, and enlisted personnel in basic
training all tend to be alienated from their
respective organizations. However, in the
case of military personnel undergoing basic
training, the ultimate goal is adherence to
the organization’s values. (Champoux,
2011)
20. Calculative Involvement
• Calculative involvement designates
either a negative or a positive orientation
of low intensity. Calculative orientations
are predominant in relationships of
merchants who have permanent
customers in various types of business
association.
21. MORAL INVOLVEMENT
• Moral involvement designates a positive
orientation of highly intensity. The
involvement of the parishioner in her church
of synagogue, the devoted member of his
political party, and the loyal follower of her
leader are all moral.
22. Business Reasons For
Developing Compliance Programs
• Foster a culture of ethics and compliance that is
central to all of the institution’s operations and
activities.
• Understand the nature of risks and potential
exposures.
• Identify and manage risks that impact the
institution’s reputation.
• Integrate the compliance program into ERM
Framework
23. HIGHER ED.
INSTITUTION
BOARD OF
TRUSTEES/REGENTS
DONORS
ANALYSTS
ACCREDITORS &
AUDITORS
Seeking enhanced visibility
into the risks of the
institution
Instituting ERM ratings
criteria for public debt
issuers
Seeking assurance on stewardship
of donated funds
Promoting greater accountability
for risk management
Why Are Compliance Programs Important?
24. What are the five key functions
of a Compliance Department?
• To identify the risks that an organisation faces and advise
on them (identification)
• To design and implement controls to protect an
organisation from those risks (prevention)
• To monitor and report on the effectiveness of those
controls in the management of an organisations exposure
to risks (monitoring and detection)
• To resolve compliance difficulties as they occur
(resolution)
• To advise the business on rules and controls (advisory)
25. What duty, objective and
responsibility does a Compliance
Officer fulfill? DUTY - The Compliance Officer has a duty to his
employer to work with management and staff to
identify and manage regulatory risk.
OBJECTIVE - the overriding objectives of a
compliance officer should be to ensure that an
organization has systems of internal control that
adequately measure and manage the risks that it faces.
RESPONSIBILITY - The general responsibility of
the Compliance Officer is to provide an in-house
compliance service that effectively supports business
areas in their duty to comply with relevant laws and
regulations and internal procedures.
26. Factors Affecting Organizational
Context for Compliance
• Board and Audit Committee
o Independent and engaged?
• Management’s Philosophy and Operating Style
o Communicates by word and action there is support for
compliance and commitment to ethics
o Code of Conduct
o HR Practices and Policies: Recruitment and hiring; orientation;
evaluation, promotion and compensation; disciplinary actions
• Organizational Structure
o Centralized vs. Decentralized
o Assignment of Authority and Responsibility
• Risk Culture (Appetite and Tolerance)
27. CONCLUSION
• Compliance theory is an approach to
organizational structure that integrates several
ideas from the classical and participatory
management models. According to Compliance
theory, organization can be classified by the type
of power they use to direct the behavior of their
members and the type of involvement of the
participants. In most organizations, types of
power and involvement are related in three
predictable combinations:
28. • Coercive-Alienative, Utilitarian-Calculative, and
Normative-Moral. Of course, a few
organizations combine two or even all three
types. For instance, some teachers’ unions use
both utilitarian and normative power to gain
compliance from their members. Nevertheless,
school officials who attempt to use types of
power that are not appropriate for the
environment can reduce organizational
effectiveness. School tend to be normative
organizations. According to this logic,
oppressive use of coercive and utilitarian power
with teachers and students can be dysfunctional.
33. To have an effective compliance program,
an organization must establish and maintain
an organizational culture that “encourages
ethical conduct and a commitment to
compliance with the law.”
U.S. Federal Sentencing Guidelines
§8B2.1(a)(2)
34. Eight Elements of an Effective
Compliance Program:
1. High level company personnel who exercise
effective oversight and have direct reporting
authority to the governing body or appropriate
subgroup (e.g. Audit Committee);
2. Written policies and procedures;
3. Training and education
4. Lines of communication
35. 5. Standards enforced through well-publicized
disciplinary guidelines
6. Internal compliance monitoring
7. Response to detected offenses (including
remediation of harm caused by criminal
conduct) and corrective action plans (including
assessment and modification of the compliance
and ethics program); and
8. Periodic Risk Assessments
Eight Elements of an Effective
Compliance Program, Cont’d
36. Suggested Readings on Ethics
• Paine, Lynn Sharpe: Managing for Organizational Integrity, Harvard
Business Review (March-April 1994)
• Weaver, Trevino, Compliance and Values Oriented Ethics Programs:
Influences on Employees’ Attitudes and Behavior, Business Ethics
Quarterly (April 1999)
• Joseph, Integrating Ethics and Compliance Programs: Next Steps for
Successful Implementation and Change, Ethics Resource Center (2001)
• Ethics Resource Center, Leading Corporate Integrity: Defining the
Role of the Chief Ethics & Compliance Officer (CECO), (2008)
• Tyler, Dienhart, Thomas, The Ethical Commitment to Compliance:
Building Value-based Cultures That Encourage Ethical Conduct and a
Commitment to Compliance, California Management Review (February
2008)
• Roach, Davis, Establishing a Culture of Ethics and Integrity in
Government, Ethikos (September-October 2007)(Toolkit)
38. Compliance Communications
More Elements:
• Written Policies and Procedures
• Training and Education
• Lines of Communication
o Hotlines and Whistleblowers
• Standards enforced through well-publicized
disciplinary guidelines
o Codes of Conduct
39. Written Policies and Procedures
• Explain legal requirements so that employees
understand their obligations and how to
conform their behavior to meet them;
• Encourage managers and employees to
report suspected fraud and other
improprieties without fear of retaliation, and
• Should be made easily available (e.g. policy
webpage)
40. • Reasonable and practical steps must be
taken to disseminate information about the
organization’s compliance program and its
policies and processes.
• Training should be provided to the
governing body, high level executives,
employees and, where appropriate, the
organization’s agents. (May be required by
law, e.g. Medicaid, Human Subjects
Research).
Training and Education
41. Lines of Communication
• The FSG state that to enhance the effectiveness
of the compliance program, the program must
establish lines of communication whereby:
– Employees and agents may seek guidance
and report concerns, including the
opportunity to report anonymously
– There are assurances that there will be no
retaliation for good faith reporting;
– Sometimes required by statute, e.g.
Medicare/Medicaid.
42. Publicized Standards and Discipline
• The Code of Ethical Conduct is the centerpiece of an
effective compliance program
• Topics and Organization:
– Leadership Statement
– Inspirational provisions such as mission statement,
guiding ethical principles, values statement
– Explains who is covered
– Standards of conduct
– Discipline and enforcement
– Reporting (obligations), whistleblower, non-
retaliation
43. Publicized Standards and Discipline, Cont’d
•Code of Ethical Conduct Style:
– Audience/Culture
– Q and As and Resources
– Acknowledgment of Receipt?
– Publicly available?
47. Tool Kit
• Communication Plan
• Policy on University Policy Development
• Compliance Complaint Policy
References
http://www.acupa.org/resources.html
https://www.tcsedsystem.edu/expertise/
https://www.shu.edu/#
A good website for film clips, cartoons and good training
ideas, as well as regular compliance updates:
http://www.compliancebuilding.com/
• Codes of Conduct:
Ethisphere Magazine for Codes of Ethical Conduct
http://ethisphere.com/?gclid=CMbC7siNtZ0CFdVL5QodnytqiQ
49. How Smaller Institutions Can Build
Effective Compliance Programs
• You must have buy in from the top
• Establish Compliance/ERM as a
component of institutional strategic plan
• Vetted and accepted by Board of
Regents/Trustees and Executive Cabinet
• Establish risk ownership and management of
risk
50. Develop a Compliance Program Model
• REGULATORY STANDARDS:
o Federal Sentencing Guidelines - Section
8B2.1(b)(7)(A)
• GUIDELINES & BEST PRACTICES:
o Committee of Sponsoring Organizations of the
Treadway Commission’s (COSO) ERM
Framework
o Standard & Poor's (S&P) ERM Ratings Criteria
for Non-Financial Organizations
o ISO31000
• EMERGING REGULATIONS & GUIDELINES:
o Accreditation requirements
51. Seton Hall University’s Proposed ERM And
Compliance Model
FIVE STEP PROCESS FOR ERM
Identify EvaluateAssess Mitigate Monitor
SETON HALL’S ERM AND COMPLIANCE MODEL
1
FIVE TYPES OF RISKS
Strategic FinancialOperational Compliance Reputational
2. 3. 4. 5.1.
FIVE DIVISIONAL AREAS
Finance
& Technology
Student
Affairs
Academic Affairs
General
Counsel
University
Advancement
52. Develop An Institutional Compliance
Calendar
• Create universal template
• Divisions input statutes and regulatory
compliance
• University wide inventory of dates for
compliance
53. Division of Student Affairs
Enterprise Risk Management Plan
Compliance Calendar
GOVERNING AUTHORITY:
REGULATION/LAW/STATUTE:
DEPARTMENT:
DIRECTOR:
DATE:
ACTION STEPS TO COMPLIANCE
Steps/Description Responsibility Completion
Date
Seton Hall University Compliance
Calendar Template
54. TCS Education System
Compliance Calendar Template
Standard Requirement
Responsible
Office Deadline Status
FIRST QUARTER
Higher Ed
Corporate & Business Operations
Tax
Employment
Financial/Audit
Information Privacy & Security
Other