This document provides an overview of organizational behavior concepts from Stephen P. Robbins' textbook. It discusses what managers do, including making decisions, allocating resources, and directing others. It also outlines the major contributions of behavioral science disciplines like psychology, sociology, and anthropology to the field of organizational behavior. The document presents Robbins' three-level model of individual, group, and organizational variables that influence work behaviors and attitudes.
Ch 1 introduction to management and organizationsNardin A
The document is an introductory chapter about management and organizations from a management textbook. It defines key terms such as managers, management, and organizations. It describes the functions of management as planning, organizing, leading, and controlling. It also discusses the roles, skills, and levels of managers. Managers coordinate work, seek efficiency and effectiveness, and adapt to changes. Studying management is important because good management is needed universally, and understanding organizational structures and behaviors helps employees advance.
The document outlines the eight-step decision-making process that includes identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the decision. It also discusses common decision-making biases that can negatively impact decisions such as anchoring bias, confirmation bias, and sunk cost errors. Managers make strategic, tactical, and routine decisions and should aim to make optimal decisions using rational and objective processes.
Chapter 11 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of managing teams and groups. It discusses types of groups, stages of group development, factors that influence group performance and satisfaction, turning groups into effective teams, and challenges of managing teams. Some key points include defining formal and informal groups, outlining the forming, storming, norming, performing, and adjourning stages of group development, and comparing advantages of using teams versus individuals. The document also examines how group structure, processes, tasks, and external conditions impact a group's effectiveness.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
Historical Background of Management
Explain why studying management history is important.
Describe some early evidences of management practice.
Discuss why division of labor and the Industrial Revolution are important to the study of management.
List six management approaches.
Scientific Management
Define scientific management.
Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
Explain how today’s managers use scientific management.
This chapter discusses attitudes and job satisfaction. It contrasts the three components of an attitude - affective, cognitive, and behavioral. There is a relationship between attitudes and behaviors, with attitudes influencing behaviors. The chapter compares major job attitudes like job satisfaction, job involvement, empowerment, and organizational commitment. Job satisfaction is defined and methods for measuring it are presented. The main causes of job satisfaction are summarized, including pay and personality factors. Finally, employee responses to dissatisfaction like absenteeism and turnover are identified.
This document discusses organizational culture, including how cultures form and are transmitted within organizations. It covers the key topics of defining organizational culture, comparing functional and dysfunctional effects, identifying how culture is created and sustained, examining methods of cultural transmission, and exploring how to create ethical and positive cultures. The document also discusses spiritual culture and the global implications of organizational culture.
The document discusses various topics relating to training and developing employees, including:
1) The purpose and process of employee orientation to help new employees feel welcome and understand expectations.
2) The four-step training process of instructional design, needs analysis, program implementation, and evaluation.
3) Different training methods such as on-the-job training, lectures, and programmed learning.
Ch 1 introduction to management and organizationsNardin A
The document is an introductory chapter about management and organizations from a management textbook. It defines key terms such as managers, management, and organizations. It describes the functions of management as planning, organizing, leading, and controlling. It also discusses the roles, skills, and levels of managers. Managers coordinate work, seek efficiency and effectiveness, and adapt to changes. Studying management is important because good management is needed universally, and understanding organizational structures and behaviors helps employees advance.
The document outlines the eight-step decision-making process that includes identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the decision. It also discusses common decision-making biases that can negatively impact decisions such as anchoring bias, confirmation bias, and sunk cost errors. Managers make strategic, tactical, and routine decisions and should aim to make optimal decisions using rational and objective processes.
Chapter 11 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of managing teams and groups. It discusses types of groups, stages of group development, factors that influence group performance and satisfaction, turning groups into effective teams, and challenges of managing teams. Some key points include defining formal and informal groups, outlining the forming, storming, norming, performing, and adjourning stages of group development, and comparing advantages of using teams versus individuals. The document also examines how group structure, processes, tasks, and external conditions impact a group's effectiveness.
This chapter discusses attitudes and job satisfaction. It defines attitudes as evaluative statements that can be favorable or unfavorable about objects, people or events. Attitudes have three main components - cognitive, affective, and behavioral. The chapter explores how attitudes relate to behavior and the relationship between cognitive dissonance and reducing inconsistencies. It also examines how job satisfaction, involvement, empowerment, and other job attitudes are measured and what causes job satisfaction. Managers are advised to focus on making work interesting in order to improve attitudes.
Historical Background of Management
Explain why studying management history is important.
Describe some early evidences of management practice.
Discuss why division of labor and the Industrial Revolution are important to the study of management.
List six management approaches.
Scientific Management
Define scientific management.
Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
Explain how today’s managers use scientific management.
This chapter discusses attitudes and job satisfaction. It contrasts the three components of an attitude - affective, cognitive, and behavioral. There is a relationship between attitudes and behaviors, with attitudes influencing behaviors. The chapter compares major job attitudes like job satisfaction, job involvement, empowerment, and organizational commitment. Job satisfaction is defined and methods for measuring it are presented. The main causes of job satisfaction are summarized, including pay and personality factors. Finally, employee responses to dissatisfaction like absenteeism and turnover are identified.
This document discusses organizational culture, including how cultures form and are transmitted within organizations. It covers the key topics of defining organizational culture, comparing functional and dysfunctional effects, identifying how culture is created and sustained, examining methods of cultural transmission, and exploring how to create ethical and positive cultures. The document also discusses spiritual culture and the global implications of organizational culture.
The document discusses various topics relating to training and developing employees, including:
1) The purpose and process of employee orientation to help new employees feel welcome and understand expectations.
2) The four-step training process of instructional design, needs analysis, program implementation, and evaluation.
3) Different training methods such as on-the-job training, lectures, and programmed learning.
Chapter 7 management (10 th edition) by robbins and coulterMd. Abul Ala
This document is from a chapter about planning in a management textbook. It discusses the definition of planning as a primary managerial activity involving defining goals, strategies, and work plans. It describes the purposes of planning as providing direction, reducing uncertainty, and setting standards for control. Studies show a relationship between formal planning and higher profits/performance, though the external environment can reduce this impact. The document outlines different types of goals and plans, and discusses traditional goal setting, management by objectives, developing goals and plans, and contemporary issues in planning.
Chapter 10 management (10 th edition) by robbins and coulterMd. Abul Ala
The document provides an overview of Chapter 10 from the textbook "Managing Human Resources" by Stephen P. Robbins and Mary Coulter. It covers the key topics in the chapter, which include the human resource management process, identifying and selecting competent employees, providing employees with needed skills and knowledge through orientation and training, retaining high-performing employees, and contemporary issues in managing human resources such as downsizing and diversity. Learning outcomes are listed for each section, with definitions and explanations of important terms.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
This chapter introduces organizational behavior and provides an overview of key concepts. It defines OB as a field that examines how individuals, groups, and structure influence behavior in organizations to improve effectiveness. The chapter also outlines the manager's roles and functions, discusses Mintzberg's framework of managerial roles, and identifies the behavioral science disciplines that contribute to OB like psychology, sociology, and social psychology. Finally, it presents OB's three-level model of analysis at the individual, group, and organizational levels.
This chapter introduces organizational behavior and discusses its importance in the workplace. It defines organizational behavior as the study of how individuals, groups, and structure impact behavior within an organization. The chapter outlines the manager's key functions of planning, organizing, leading, and controlling. It also identifies the major contributing disciplines to organizational behavior as psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in the book's OB model as individual, group, and organizational levels.
Chapter 4 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of managing in a global environment. It discusses key topics such as adopting a global perspective and avoiding parochialism. It also outlines different types of international organizations like multinational corporations and describes challenges of managing globally like significant cultural differences. Regional trading agreements like the European Union and challenges of the global economic and legal environments that affect international managers are summarized.
This chapter discusses employee safety and health. It covers the Occupational Safety and Health Act and the Occupational Safety and Health Administration (OSHA), which sets safety and health standards. The chapter examines causes of workplace accidents like unsafe conditions and employees' unsafe acts. It also discusses controlling workers' compensation costs, workplace exposure hazards, dealing with substance abuse, violence at work, and evacuation plans. The goal is to minimize unsafe acts by employees and deal with important occupational health problems.
The document discusses managing organizational change and innovation. It describes Lewin's three-step change process of unfreezing, changing, and refreezing. It also identifies different types of change like structural, technological, and personnel changes. Managing resistance to change and stress during change processes is also addressed. Techniques for stimulating innovation include cultivating the right structural, cultural, and human resource environments within an organization. Idea champions are important for supporting new ideas and ensuring their implementation.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
Chapter 9 management (10 th edition) by robbins and coulterMd. Abul Ala
The document discusses organizational structure and design. It covers key elements of design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional designs include functional and divisional structures. Contemporary designs incorporate teams, matrices, projects, and boundaryless approaches. Challenges involve keeping employees connected, building learning organizations, and managing global issues.
This chapter discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, based on visible characteristics, and deep-level diversity, based on invisible characteristics and attributes. The chapter then outlines key biographical characteristics like age, gender, race, and disability that impact organizational behavior. It also defines intellectual and physical ability, and how ability is relevant to job performance. Finally, it describes how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
Chapter 16 management (10 th edition) by robbins and coulterMd. Abul Ala
The document summarizes key concepts from a chapter on leadership from a management textbook. It defines leadership and discusses early theories on leadership traits and behaviors. It then covers contingency theories of leadership, including Fiedler's model, situational leadership theory, and path-goal theory. Contemporary views of leadership presented include transactional vs transformational leadership as well as charismatic, visionary, and team leadership.
The document is a chapter from an organizational behavior textbook. It introduces key concepts in OB including:
- Defining OB as the study of how individuals, groups, and structure impact behavior in organizations.
- Describing the major challenges and opportunities managers face in areas like globalization, diversity, quality improvement, and changing workforce needs.
- Explaining the contributions of behavioral sciences like psychology, sociology, and anthropology to the development of OB as a field of study.
- Presenting a basic OB model that shows how individual, group, and organizational factors influence important dependent variables like job satisfaction, productivity, and turnover.
Organizational behavior is defined as the field of study that investigates how individuals, groups, and structure influence behavior within organizations in order to improve an organization's effectiveness. Managers achieve goals through directing the activities of others. The chapter discusses the importance of replacing managerial intuition with systematic study using concepts from fields such as psychology, sociology, and anthropology. It also outlines challenges and opportunities for applying organizational behavior concepts, such as managing workforce diversity and globalization.
This document discusses managing employee careers. It covers traditional versus career planning-oriented approaches, the roles of employees, managers and employers in career development, and how to enhance diversity through career management. Promotion decisions involve factors like seniority versus competence. Career development can foster employee commitment through programs and appraisals aligned with commitment. Managing older workers involves practices like flexible work and part-time options. The chapter aims to explain these concepts and how career management relates to employee commitment.
This document summarizes key theories and concepts related to motivating employees from a management textbook. It discusses early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories covered include goal-setting theory, reinforcement theory, job design approaches like the job characteristics model, and equity theory. The document also outlines current issues in motivation like cross-cultural challenges and motivating unique worker groups.
Chapter 13 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 13 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers the focus and goals of organizational behavior, including explaining, predicting, and influencing six important employee behaviors. It also discusses psychological factors that affect employee behavior, including attitudes, personality, perception, learning, job satisfaction, and workplace misbehavior. Managers can use this information to understand employee behavior and its impacts on productivity, absenteeism, turnover, and other important outcomes.
Chapter 8 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of strategic management concepts including:
- The 6 steps in the strategic management process including identifying mission/goals, external/internal analysis (SWOT), strategy formulation, implementation, and evaluation.
- Three types of corporate strategies: growth, stability, and renewal. Growth strategies include concentration, vertical/horizontal integration, and diversification.
- Concentration strategy focuses on increasing products/markets in a primary line of business. Vertical integration aims to control inputs by becoming a self-supplier.
Chapter 15 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of a chapter on motivating employees from a management textbook. It includes learning outcomes that introduce key topics on motivation theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, goal-setting theory, equity theory, and expectancy theory. Contemporary motivation topics are also addressed, such as designing motivating jobs, reinforcement theory, and addressing unique worker groups. The document provides definitions and explanations of motivation concepts and theories through text and exhibits from the textbook.
This chapter introduces organizational behavior and defines it as a field that studies how individuals, groups, and structures influence behavior within organizations. It discusses what managers do, including making decisions, allocating resources, and directing others. The chapter also outlines management functions like planning, organizing, leading, and controlling. Finally, it introduces the major challenges and opportunities managers face from globalization, diversity, quality improvement, and more.
Avimap is een Android-applicatie die door Sovon Vogelonderzoek Nederland is ontwikkeld voor het registreren van (vogel)waarnemingen bij gestandaardiseerde tellingen, waaronder watervogeltellingen. Een korte uitleg om je op weg te helpen.
Chapter 7 management (10 th edition) by robbins and coulterMd. Abul Ala
This document is from a chapter about planning in a management textbook. It discusses the definition of planning as a primary managerial activity involving defining goals, strategies, and work plans. It describes the purposes of planning as providing direction, reducing uncertainty, and setting standards for control. Studies show a relationship between formal planning and higher profits/performance, though the external environment can reduce this impact. The document outlines different types of goals and plans, and discusses traditional goal setting, management by objectives, developing goals and plans, and contemporary issues in planning.
Chapter 10 management (10 th edition) by robbins and coulterMd. Abul Ala
The document provides an overview of Chapter 10 from the textbook "Managing Human Resources" by Stephen P. Robbins and Mary Coulter. It covers the key topics in the chapter, which include the human resource management process, identifying and selecting competent employees, providing employees with needed skills and knowledge through orientation and training, retaining high-performing employees, and contemporary issues in managing human resources such as downsizing and diversity. Learning outcomes are listed for each section, with definitions and explanations of important terms.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
This chapter introduces organizational behavior and provides an overview of key concepts. It defines OB as a field that examines how individuals, groups, and structure influence behavior in organizations to improve effectiveness. The chapter also outlines the manager's roles and functions, discusses Mintzberg's framework of managerial roles, and identifies the behavioral science disciplines that contribute to OB like psychology, sociology, and social psychology. Finally, it presents OB's three-level model of analysis at the individual, group, and organizational levels.
This chapter introduces organizational behavior and discusses its importance in the workplace. It defines organizational behavior as the study of how individuals, groups, and structure impact behavior within an organization. The chapter outlines the manager's key functions of planning, organizing, leading, and controlling. It also identifies the major contributing disciplines to organizational behavior as psychology, social psychology, sociology, and anthropology. Finally, it discusses the three levels of analysis in the book's OB model as individual, group, and organizational levels.
Chapter 4 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of managing in a global environment. It discusses key topics such as adopting a global perspective and avoiding parochialism. It also outlines different types of international organizations like multinational corporations and describes challenges of managing globally like significant cultural differences. Regional trading agreements like the European Union and challenges of the global economic and legal environments that affect international managers are summarized.
This chapter discusses employee safety and health. It covers the Occupational Safety and Health Act and the Occupational Safety and Health Administration (OSHA), which sets safety and health standards. The chapter examines causes of workplace accidents like unsafe conditions and employees' unsafe acts. It also discusses controlling workers' compensation costs, workplace exposure hazards, dealing with substance abuse, violence at work, and evacuation plans. The goal is to minimize unsafe acts by employees and deal with important occupational health problems.
The document discusses managing organizational change and innovation. It describes Lewin's three-step change process of unfreezing, changing, and refreezing. It also identifies different types of change like structural, technological, and personnel changes. Managing resistance to change and stress during change processes is also addressed. Techniques for stimulating innovation include cultivating the right structural, cultural, and human resource environments within an organization. Idea champions are important for supporting new ideas and ensuring their implementation.
Chapter 17 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of controlling as the final step in the management process. It discusses the importance of control, describes the three steps in the control process, and explains how managers measure and control organizational performance. Key tools for controlling performance include financial ratios, budgets, balanced scorecards, and information systems. The document also covers contemporary control issues around cross-cultural differences, workplace concerns, and customer interactions.
Chapter 9 management (10 th edition) by robbins and coulterMd. Abul Ala
The document discusses organizational structure and design. It covers key elements of design like work specialization, departmentalization, chain of command, span of control, and centralization. Traditional designs include functional and divisional structures. Contemporary designs incorporate teams, matrices, projects, and boundaryless approaches. Challenges involve keeping employees connected, building learning organizations, and managing global issues.
This chapter discusses diversity in organizations. It describes the two major forms of workforce diversity as surface-level diversity, based on visible characteristics, and deep-level diversity, based on invisible characteristics and attributes. The chapter then outlines key biographical characteristics like age, gender, race, and disability that impact organizational behavior. It also defines intellectual and physical ability, and how ability is relevant to job performance. Finally, it describes how organizations can effectively manage diversity through programs that attract, select, develop, and retain a diverse workforce.
Chapter 16 management (10 th edition) by robbins and coulterMd. Abul Ala
The document summarizes key concepts from a chapter on leadership from a management textbook. It defines leadership and discusses early theories on leadership traits and behaviors. It then covers contingency theories of leadership, including Fiedler's model, situational leadership theory, and path-goal theory. Contemporary views of leadership presented include transactional vs transformational leadership as well as charismatic, visionary, and team leadership.
The document is a chapter from an organizational behavior textbook. It introduces key concepts in OB including:
- Defining OB as the study of how individuals, groups, and structure impact behavior in organizations.
- Describing the major challenges and opportunities managers face in areas like globalization, diversity, quality improvement, and changing workforce needs.
- Explaining the contributions of behavioral sciences like psychology, sociology, and anthropology to the development of OB as a field of study.
- Presenting a basic OB model that shows how individual, group, and organizational factors influence important dependent variables like job satisfaction, productivity, and turnover.
Organizational behavior is defined as the field of study that investigates how individuals, groups, and structure influence behavior within organizations in order to improve an organization's effectiveness. Managers achieve goals through directing the activities of others. The chapter discusses the importance of replacing managerial intuition with systematic study using concepts from fields such as psychology, sociology, and anthropology. It also outlines challenges and opportunities for applying organizational behavior concepts, such as managing workforce diversity and globalization.
This document discusses managing employee careers. It covers traditional versus career planning-oriented approaches, the roles of employees, managers and employers in career development, and how to enhance diversity through career management. Promotion decisions involve factors like seniority versus competence. Career development can foster employee commitment through programs and appraisals aligned with commitment. Managing older workers involves practices like flexible work and part-time options. The chapter aims to explain these concepts and how career management relates to employee commitment.
This document summarizes key theories and concepts related to motivating employees from a management textbook. It discusses early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories covered include goal-setting theory, reinforcement theory, job design approaches like the job characteristics model, and equity theory. The document also outlines current issues in motivation like cross-cultural challenges and motivating unique worker groups.
Chapter 13 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of chapter 13 from the textbook "Management" by Stephen P. Robbins and Mary Coulter. It covers the focus and goals of organizational behavior, including explaining, predicting, and influencing six important employee behaviors. It also discusses psychological factors that affect employee behavior, including attitudes, personality, perception, learning, job satisfaction, and workplace misbehavior. Managers can use this information to understand employee behavior and its impacts on productivity, absenteeism, turnover, and other important outcomes.
Chapter 8 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of strategic management concepts including:
- The 6 steps in the strategic management process including identifying mission/goals, external/internal analysis (SWOT), strategy formulation, implementation, and evaluation.
- Three types of corporate strategies: growth, stability, and renewal. Growth strategies include concentration, vertical/horizontal integration, and diversification.
- Concentration strategy focuses on increasing products/markets in a primary line of business. Vertical integration aims to control inputs by becoming a self-supplier.
Chapter 15 management (10 th edition) by robbins and coulterMd. Abul Ala
This document provides an overview of a chapter on motivating employees from a management textbook. It includes learning outcomes that introduce key topics on motivation theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, goal-setting theory, equity theory, and expectancy theory. Contemporary motivation topics are also addressed, such as designing motivating jobs, reinforcement theory, and addressing unique worker groups. The document provides definitions and explanations of motivation concepts and theories through text and exhibits from the textbook.
This chapter introduces organizational behavior and defines it as a field that studies how individuals, groups, and structures influence behavior within organizations. It discusses what managers do, including making decisions, allocating resources, and directing others. The chapter also outlines management functions like planning, organizing, leading, and controlling. Finally, it introduces the major challenges and opportunities managers face from globalization, diversity, quality improvement, and more.
Avimap is een Android-applicatie die door Sovon Vogelonderzoek Nederland is ontwikkeld voor het registreren van (vogel)waarnemingen bij gestandaardiseerde tellingen, waaronder watervogeltellingen. Een korte uitleg om je op weg te helpen.
Ficha 1 conocemos el entorno de diseño illustrator cs6Percysermu
El documento proporciona una introducción a las herramientas y funciones básicas de Adobe Illustrator CS6, incluyendo cómo usar el área de trabajo, guardar archivos, trabajar con capas, desplazarse y usar el zoom, agregar reglas y cuadrículas, y crear trazados vectoriales.
Laporan praktikum ekologi perairan kondisi fisikokimia ekosistem sungaiPT. SASA
Laporan ini mendeskripsikan hasil pengukuran parameter fisikokimia di beberapa titik di Sungai Serayu untuk melihat pola perubahannya secara longitudinal. Parameter yang diukur antara lain oksigen terlarut, kecepatan arus, pH, temperatur, dan substrat dasar. Hasilnya akan membantu memahami kondisi ekosistem sungai dan digunakan sebagai alat pemantauan kualitas perairan."
Design Research on Media Tools for Reflection in LearningTeemu Leinonen
This document describes a design research project on developing media tools to support reflection in learning. It summarizes three media tool prototypes called Reflex, Teamup, and Ambire that were created. It discusses the concepts of reflection in learning and knowledge building based on prior research. It also outlines the design research process used in this project, which involved iterative development and testing of the prototypes. Finally, it provides an analysis of the different levels of reflection that each prototype is able to support based on a framework from previous work.
Renault India Pvt Ltd is a wholly owned subsidiary of Renault S.A. that currently offers six models in the Indian market. It established a manufacturing facility in Chennai in 2008 with a capacity of 480,000 units annually. Key milestones include launching their first car, the Fluence, in 2011, and reaching 100,000 cars on Indian roads by 2014. Current models include the Duster, Scala, Pulse, and Lodgy. Renault aims to double its current 2% market share in India by increasing sales and service centers throughout 2016.
here my science fair project presintationlilshaq48
Shakeel conducted a science fair project to determine the best popcorn brand based on taste, price, and number of unpopped kernels. Jolly Time popcorn had the second best taste, was very affordable at two packets for $2.50, and is a good value. Act 2 popcorn had the best taste of the brands tested despite smelling slightly burnt when microwaved for 3 minutes and 40 seconds. It also had the second fewest unpopped kernels and was on sale for three packets for $5. Art Pop popcorn had the most unpopped kernels at 32 and was not a good value despite its low price, as Shakeel did not like its plain taste.
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
1) The document outlines the key objectives and concepts from the first chapter of an organizational behavior textbook, including defining OB, describing managerial roles and functions, and identifying contributing disciplines.
2) It introduces a model for analyzing OB with independent variables like individual/group/organizational factors and dependent variables like satisfaction, performance, and turnover.
3) Managers are discussed as making decisions, allocating resources, and directing others to achieve goals in various workplace settings and through key functions like planning, organizing, leading, and controlling.
1) The document outlines the key objectives and concepts from the first chapter of an organizational behavior textbook, including defining OB, describing managerial roles and functions, and identifying contributing disciplines.
2) It introduces a model for analyzing OB with independent variables like individual/group/organizational factors and dependent variables like satisfaction, performance, and turnover.
3) Managers are discussed as making decisions, allocating resources, and directing others to achieve goals in various workplace settings and through key functions like planning, organizing, leading, and controlling.
The document discusses organizational behavior and management. It describes managerial activities like making decisions, allocating resources, and directing others. It also outlines management functions such as planning, organizing, leading, and controlling. Finally, it introduces organizational behavior as a field that draws from various contributing disciplines and examines how individual, group, and organizational factors influence worker behaviors and attitudes.
The document is a chapter from an organizational behavior textbook. It covers topics like values, attitudes, job satisfaction, and their relationship to employee behavior. The chapter objectives are to understand different types of values, attitudes, and the factors that influence job satisfaction and how they impact employee performance, absenteeism, and turnover. Key frameworks for assessing cultures like Hofstede's are also summarized.
Organizational behavior is the study of how individuals and groups act within organizations and how their behaviors impact organizational effectiveness. It draws from various behavioral science disciplines like psychology, sociology, and anthropology. Managers play an important role in organizations by planning, organizing, leading, and controlling activities. They face many challenges in today's global, diverse, and rapidly changing business environment. Understanding organizational behavior can help managers improve productivity, quality, innovation, and ethics.
The document is a chapter from an organizational behavior textbook. It covers key topics related to groups in organizations, including defining groups, reasons people join groups, models of group development, factors that influence group behavior, and techniques for effective group decision-making. The chapter objectives are to help students understand group dynamics and analyze how different factors impact group performance and outcomes.
This document summarizes key points from the first chapter of an organizational behavior textbook. It defines organizational behavior as the field studying how individuals, groups, and structure influence behavior in organizations. It describes the roles and responsibilities of managers, including planning, organizing, leading, and controlling. It also discusses the challenges and opportunities managers face in responding to trends like globalization and managing a diverse workforce.
The document discusses organizational behavior and learning. It covers key topics like biographical characteristics, types of abilities, theories of learning, schedules of reinforcement, behavior modification, and organizational applications of these concepts. The objectives are to define characteristics, identify abilities, shape behavior, distinguish reinforcement schedules, clarify the role of punishment in learning, and exhibit effective discipline skills.
The document discusses organizational behavior and learning. It covers key topics like biographical characteristics, types of abilities, theories of learning, schedules of reinforcement, behavior modification, and organizational applications of these concepts. The objectives are to define characteristics, identify abilities, shape behavior, distinguish reinforcement schedules, clarify the role of punishment in learning, and exhibit effective discipline skills.
The document discusses various topics related to organizational behavior including job analysis methods, selection practices and devices, training and development programs, career development responsibilities, performance evaluation purposes and methods. It provides objectives for understanding these topics and examines concepts like interviews, written tests, simulation tests, types of training, and who should participate in performance evaluations.
This document provides an overview of organizational behavior concepts related to managing change and stress. It outlines Lewin's three-step change model of unfreezing, changing, and refreezing. It also discusses forces for and resistance to change, as well as strategies for overcoming resistance like education, participation, and negotiation. Additionally, it examines sources of work stress and methods for managing stress at the individual and organizational level.
1. The document discusses organizational behavior and managing change within organizations.
2. It covers topics like forces for change, resistance to change, Lewin's three-step change model, and organizational development techniques.
3. The three-step change model involves unfreezing the current behavior, moving to a new behavior through action and planning, and refreezing the new behavior into place.
The document discusses organizational structure and different types of structures. It begins by defining key elements of organizational structure, including work specialization, departmentalization, chain of command, span of control, and centralization/decentralization. It then describes common structures like bureaucracies, matrix structures, and virtual organizations. The document examines how factors like strategy, technology, and environment influence the choice of structure and compares mechanistic and organic models. It analyzes how structure impacts employee behavior.
This document outlines learning objectives and content for a chapter on organizational behavior and groups. The key topics covered include defining and classifying groups, models of group development, factors that influence group behavior, roles and norms within groups, and processes and tasks involved in group decision-making. The overall content seeks to explain how and why people join groups, how groups develop over time, and what determines effective group performance and decision-making.
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
This document is an outline for a chapter on organizational structure and design. It defines key terms related to organizational structure such as departmentalization, chain of command, span of control, centralization, and formalization. It also discusses factors that influence organizational design decisions like strategy, size, technology, and environmental uncertainty. Finally, it outlines different types of common organizational structures including functional, geographic, product, process, and customer-based structures as well as team, matrix, and project-based organizations.
This document outlines the key concepts in organizational structure and design discussed in Chapter 10. It begins by defining organizational structure and design. The traditional and contemporary views of work specialization, departmentalization, chain of command, span of control, authority, responsibility, and unity of command are explained. Factors that influence centralization and decentralization are also discussed. Mechanistic and organic organizational structures are contrasted. Contingency factors like strategy, size, technology, and environmental uncertainty that influence organizational design decisions are explained. Common organizational designs such as team, matrix, and virtual structures are also covered.
This document summarizes key concepts from Chapter 1 of the textbook "Vector Mechanics for Engineers: Statics". It discusses vectors, the methods used to solve statics problems including free body diagrams and fundamental principles, units of measurement, and ensuring numerical accuracy in solutions. Example applications of statics knowledge such as structural design and prosthetics are also presented.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.