This presentation based from Jennifer M. George and Gareth R. Jones book, with title "Understanding and Managing Organizational Behavior".
Use Ms. Power Point 2013.
Business Environment and its characteristics and types with their components.
If you want to give any suggestions or advice, please comment below. I'd really appreciate it.
Business Environment and its characteristics and types with their components.
If you want to give any suggestions or advice, please comment below. I'd really appreciate it.
Theories of Motivation in Organizational BehaviorMasum Hussain
Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine different theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees.
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely influenced by the system of rewards and punishments that are present in our environment. Our cognitive approach focuses on how our thinking and memory affects our behaviour. The fact that we are here at this time with immediate influences, and the ability to express a free will, may present the greatest influence of all.
It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms.
Any theories about motivation can be contradicted since these theories have many exceptions. It is important that these theories are considered general statements that have been confirmed through observational studies and are applicable only to the extent that they reflect and are influenced by individual behaviour. We might ask: “Why should we even pursue these topics if there are so many inconsistencies, exceptions, and variables that affect conclusions?”. If we are searching for scientific evidence that is universally applicable, we may be wasting our time, but if our goal is to better understand human behaviour and its impacts on personal performance, the insights gained from such theories and studies are invaluable.
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Theories of Motivation in Organizational BehaviorMasum Hussain
Most employers today would like to have their employee’s motivated and ready to work, but do not understand what truly motivates a person. Companies could be more efficient if the employees had an invested interest in the future of the company. There are essential needs to be met for a person, specifically an employee, to succeed in the workplace. I will examine different theories of motivations, how they are relevant to the workplace, and how employers can implement the theories to ensure happy and motivated employees.
Human behaviour is as much a reflection of the differences between individuals as it is a reflection of their similarities. These individual differences are caused by a number of influences and characteristics. For example, personality traits focus on individual differences that make each person a unique human being. Our biological make-up concentrates on how we function as a result of our evolution and human inheritance. Our behaviour is largely influenced by the system of rewards and punishments that are present in our environment. Our cognitive approach focuses on how our thinking and memory affects our behaviour. The fact that we are here at this time with immediate influences, and the ability to express a free will, may present the greatest influence of all.
It broadly addresses the topic of employee relations and work motivation. It examined theories and models of motivation that strive to answer the question of what motivates and how is motivation harnessed. At the individual level of analysis, there is a plethora of different approaches, most of which have some conceptual viability, empirical support and practical use. A critical task for future thinking and research is to integrate findings from diverse sources in order to be able to produce a more coherent view of motivation, its content and mechanisms.
Any theories about motivation can be contradicted since these theories have many exceptions. It is important that these theories are considered general statements that have been confirmed through observational studies and are applicable only to the extent that they reflect and are influenced by individual behaviour. We might ask: “Why should we even pursue these topics if there are so many inconsistencies, exceptions, and variables that affect conclusions?”. If we are searching for scientific evidence that is universally applicable, we may be wasting our time, but if our goal is to better understand human behaviour and its impacts on personal performance, the insights gained from such theories and studies are invaluable.
Ob i - foundations of group behavior-workteams-organizational stressShivkumar Menon
Organizational Behavior I as part of the XLRI VIL Syllabus
The areas captured are relevant in today's context at the workplace. The concepts and applications delve on people, organization, structure and how behavior of employees and leaders in organizations bring efficiency and effectivity.
ORGANISATIONAL CHANGE & STRESS MANAGEMENT
-Managing Planned change
-Resistance to change
-Overcoming resistance to change
-Politics of change
-Lewin's Three Step Change Model
-Action Research
-Organisational Development
-OD Techniques
-Change issues for today's Managers
Technology in workplace
Stimulating Innovation
Creating & managing a learning organisation
Culture-Bond in organisation
-Work Stress & its management
-Types of stress
-Demand-Resources Model of Stress
-Potential Sources of Stress
-Consequences of Stress
-Not all Stress is Bad
-Burnout
-Stress v/s Burnout
-Managing stress
-Global Implications
-Summary & Managerial Implications
-How to Manage stress.
Performance Management is the process of defining clear objectives and targets for individuals and teams, and the regular review of actual achievement and eventual rewarding for target achievement.
The process should ensure that individual and team effort support the organizational objectives and that key stakeholder expectations are realized by focusing on key value drivers
Introduction
Why are some people quiet and passive, while others are loud and aggressive? Are certain personality types better adapted than others for certain job types?
We often hear people use and misuse the term personality.
For our purposes, we will examine the term from a psychological standpoint as it relates to behavior and performance in the workplace
360HR Knowledge Guide - The Science of SelectionDi Pass
HR and recruitment techniques have changed radically over the last decade, with technology advances and social changes bringing about new recruitment tactics and best practices.
360HR has summarised our most recent and on-the-job experience into this handy knowledge guide. You'll find practical ways to improve your recruitment outcomes and sidestep common HR pitfalls.
Managerial self perception social style & versatility profileAzvantageLLC
The Managerial SOCIAL STYLE&; Self-Perception Profile measures the manager’s SOCIAL STYLE & Versatility using self-completed online questionnaires. This report is unique to managers and is written from a manager’s perspective and is scored against managerial norms.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
1. ORGANIZATIONAL BEHAVIOR
“PERSONALITY & ABILITY”
G
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P
1
SURAHMAH KURNIA (461 11 042)
MULANI (461 11 045)
ANGELA PUTRINY M (461 11 035)
INDAYANI PAULA (461 11 040)
2. TEXT EXPAND INTERNET
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4. OVERVIEW
Each member of an organization has his or her own style and ways of behaving. Effectively
working with others requires an understanding and appreciation of how people differ from one
another. Indra Nooyi, for example, is persistent and determined, open to new experiences,
and sociable and affectionate, qualities that have contributed to her success as CEO of
PepsiCo. In order to effectively work with Nooyi, it is important that Nooyi’s subordinates and
colleagues understand what she is like and what is important to her.
In this chapter, we focus on individual differences, the ways in which people differ from each
other. Managers need to understand individual differences because they have an impact on
the feelings, thoughts, and behaviors of each member of an organization.
5. OVERVIEW . ..
Individual differences may be grouped into two categories:
• Personality differences
• Differences in ability
We focus on the nature, meaning, and determinants of personality and on the ways
that personality and situational factors combine to influence feelings, thoughts, and
behavior in organizations. We discuss specific personality traits that are particularly
relevant to organizational behavior. We then turn our attention to differences in
ability. After describing various types of ability, we discuss the key issue for
managers: how ability can be managed to ensure that employees can effectively
perform their jobs.
6. The Nature of Personality
People’s personalities can be described in a variety of ways.
Some people seem to be perfectionists; they can be critical,
impatient, demanding, and intense. Other kinds of people are
more relaxed and easygoing. You may have friends or
coworkers who always seem to have something to smile about
and are fun to be around. Or perhaps you have friends or
coworkers who are shy and quiet; they are hard to get to know
and may sometimes seem dull. In each of these examples, we
are describing what people are generally like without referring
to their specific feelings, thoughts, and behaviors in any given
situation.
Personality is the pattern of relatively enduring ways that a
person feels, thinks, and behaves. Personality is an important
factor in accounting for why employees act the way they do in
organizations and why they have favorable or unfavorable
attitudes toward their jobs and organizations.
7. The Nature of Personality . . .
A manager who understands this interaction can capitalize on the personality strengths
(creativity and achievement orientation) that propel Greene to develop successful
advertising campaigns. The manager can also guard against the possibility of clients having
a negative reaction to Greene’s shyness by teaming him up for presentations with a
gregarious executive whose strong suit is pitching campaigns to clients. If Greene’s manager
did not understand how Greene’s personality and the situation interacted to shape
Greene’s performance, the advertising agency might lose clients because of Greene’s
inability to relate to them effectively and convince them of the merits of his campaigns.
Effective managers recognize that the various situations and personality types interact to
determine feelings, thoughts, attitudes, and behaviors at work. An understanding of
employees’ personalities and the situations in which they perform best enables a manager
to help employees perform at high levels and feel good about the work they are doing.
8. Diversity Is NOT Affirmative Action
Diversity
FOCUS ON DIVERSITY
Affirmative Action
A purposeful, established
program
Narrow focus
Legal requirement
Compensate for past
discrimination
Controversial
• May exist without a
program
• Broad focus
• Not legally based
• Create a positive work
environment
• Generally accepted
9. General purpose
of affirmative action
compensate for past
discrimination
prevent ongoing
discrimination
provide equal opportunities
to all, regardless of race,
color, religion, gender, or
national origin
of diversity
• no one is advantaged or
disadvantaged
• “we” is everyone
• everyone can do his or her
best work
• differences are respected and
not ignored
• everyone feels comfortable
DIVERSITY . . .
11. Personality: A Determinant of the
Nature of Organizations
Ben Schneider, a prominent organizational researcher at the University of
Maryland, has come up with an interesting view of the way in which personality
determines the nature of whole organizations. He calls his schema the
attraction-selection-attrition (ASA) framework.
He suggests that individuals with similar personalities tend to be attracted to an
organization (attraction) and hired by it (selection), and individuals with other
types of personalities tend to leave the organization (attrition). As a result of the
interplay of attraction, selection, and attrition, there is some consistency or
similarity of personalities within an organization, and this “typical” personality
determines the nature of the organization itself.
12. The Big Five Model of Personality
“Big Five”
Model of Personality
Openness to Experience
Conscientiousness
Extroversion
Agreeable
Neuroticism
Captures the extent to which an individual is original, open to a wide variety of
stimuli, has broad interests, and is willing to take risks as opposed to being narrow-minded
and cautious.
The extent to which an individual is careful, scrupulous, and persevering.
Individuals high on conscientiousness are organized and have a lot of self-discipline.
A personality trait that predisposes individuals to experience positive emotional
states and feel good about themselves and about the world around them.
The trait that captures the distinction between individuals who get along well with
other people and those who do not.
Reflects people’s tendencies to experience negative emotional states, feel
distressed, and generally view themselves and the world around them negatively.
14. Other Organizationally Relevant
Personality Traits
Several other specific personality traits
are relevant to understanding and
managing behavior in Organization:
Organizationally relevant
personality traits.
Locus Control
Self-monitoring
Self-esteem
Type “A” and Type
“B” personality
Need for
achievement
Need for affiliation
Need for power
15. LOCUS OF CONTROL
“Externals,” or individuals with an external locus of control, tend to
believe outside forces are largely responsible for their fate, and they
see little connection between their own actions and what happens
to them. “Internals,” or individuals with an internal locus of control,
think their own actions and behaviors have an impact on what
happens to them.
In organizations, internals are more easily motivated than externals.
Internals do not need as much direct supervision because they tend
to believe their work behaviors influence important outcomes such
as how well they perform their jobs and the pay increases, praise,
job security, and promotions they receive.
16. SELF MONITORING
Self-monitoring is the extent to which people try to control the way they present
themselves to others. High self-monitors want their behavior to be socially
acceptable and are attuned to any social cues that signal appropriate or
inappropriate behavior. They strive to behave in a situationally appropriate manner.
In contrast, low self-monitors are not particularly sensitive to cues indicating
acceptable behavior, nor are they overly concerned about behaving in a
situationally appropriate manner. People who are low self-monitors are guided by
their own attitudes, beliefs, feelings, and principles and are not too concerned
about what others think of their behaviors.
High self-monitors are more likely than low self-monitors to tailor their behavior to fit a
given situation.
Low self-monitors are more likely than high self-monitors to say what they think is true
or correct and are not overly concerned about how others will react to them
17. SELF ESTEEM
Self-esteem is the extent to which people have pride in themselves and their
capabilities.
Self-esteem has several implications for understanding behavior in
organizations. Self-esteem influences people’s choices of activities and jobs.
Individuals with high self-esteem are more likely than individuals with low self-esteem
to choose challenging careers and jobs. Once they are on the job,
individuals with high self-esteem may set higher goals for themselves and be
more likely to tackle difficult tasks. High self-esteem also has a positive impact
on motivation and job satisfaction.
18. TYPE “A” AND TYPE “B” PERSONALITY
Individuals who are Type A have an intense desire to achieve, are extremely
competitive, have a sense of urgency, are impatient, and can be hostile. They
often interrupt other people and sometimes finish their sentences for them
because they are so impatient. More relaxed and easygoing individuals are
labeled Type B. Type A’s would seem to be ideal employees from the
organization’s perspective, especially in situations in which a lot of work needs to
be done in a short amount of time. However, because they can be difficult to
get along with, Type A’s may not be effective in situations that require a lot of
interaction with others. Type A managers were more likely to have conflicts with
their subordinates and with coworkers than were Type B managers.
19. NEEDS FOR ACHIEVEMENT
Individuals with a high need for achievement have a special desire to
perform challenging tasks well and to meet their own personal standards for
excellence. They like to be in situations in which they are personally
responsible for what happens, like to set clear goals for themselves, are
willing to take personal responsibility for outcomes, and like to receive
performance feedback.
20. NEED FOR AFFILIATION
Individuals with a high need for affiliation are especially concerned about
establishing and maintaining good relations with other people. They like
working in groups, tend to be sensitive to other people’s feelings, and avoid
taking actions that would result in interpersonal conflict. In organizations,
individuals with a high need for affiliation are especially likely to be found in
jobs that require a lot of social interaction. Individuals with a high need for
affiliation may also be less effective in situations in which they need to
evaluate others because it may be hard for them to give negative feedback
to a coworker or a subordinate—a task that might disrupt interpersonal
relations.
21. NEED FOR POWER
Individuals with a high need for power have a strong desire to
exert emotional and behavioral control or influence over
others. These individuals are especially likely to be found in
managerial jobs and leadership positions, which require one
person to exert influence over others. Individuals with a high
need for power may actually be more effective as leaders
than those with a low need for power.
22. THE NATURE OF ABILITY
Ability has important implications for understanding and managing organizational behavior.
Two basic types of ability affect performance are cognitive or mental ability and physical
ability.
23. COGNITIVE ABILITY
The most general dimension of cognitive ability is general intelligence
Eight types of cognitive ability identified and described by psychologist, Jum Nunnally :
General
Intelligence
Verbal Ability
Numerical
ability
Reasoning
Ability
Deductive
ability
Ability to see
relationships
Ability to
remember
Spacial ability
Perceptual
ability
24. Ability Description Examples of jobs in which the
ability is especially important
Verbal ability Ability to understand and use written and spoken
language
Comedians, teachers, lawyers,
writers
Numerical
ability
Ability to solve arithmetic problems and deal with
numbers
Waiters, investment bankers,
engineers, accountants
Reasoning
ability
Ability to come up with solutions for problems and
understand the principles by which different problems
can be solved
Therapists, interior designers, car
mechanics, computer software
designers
Deductive
ability
Ability to reach appropriate conclusions from an
array of observations or evaluate the implications of a
series of facts
Medical researchers, detectives,
scientists,
investigative reporters
Ability to see
relationships
The ability to see how two things are related to each
other and then apply this knowledge to other
relationships and solutions
Anthropologists, travel agents,
consultants, wedding planners
COGNITIVE ABILITY . . .
25. Ability Description Examples of jobs in which the
ability is especially important
Ability to
remember
Ability to recall things ranging from simple
associations to complex groups of statements or
sentences
Translators, salespeople,
managers, researchers
Spatial ability Ability to determine the location or arrangement of
objects in relation to one’s own position and to
imagine how an object would appear if its position in
space were altered
Air traffic controllers, architects,
clothing designers, astronauts
Perceptual Ability to uncover visual patterns and see
relationships within and across patterns
Professional photographers,
airplane pilots, cruise ship
captains, landscape designers
COGNITIVE ABILITY . . .
26. PHYSICAL ABILITY
Two types of physical abilities are motor and physical skills.
A motor skill is the ability to physically manipulate objects in an environment.
A physical skill is a person’s fitness and strength.
27. WHERE DO ABILITIES COME FROM??
Like personality, both cognitive ability and physical ability are determined by
nature and nurture, General intelligence is determined by the genes we inherit
from our parents (nature) and by situational factors (nurture).
28. EMOTIONAL INTELLIGENCE
Emotional intelligence is the ability to understand and manage one’s own
feelings and emotions and the feelings and emotions of others, also helps
promote effective functioning and well-being among employees.
29. THE MANAGEMENT OF ABILITY IN
ORGANIZATIONS
There are three fundamental ways to manage ability in organizations to ensure that this match-up
happens:
1. Selection
Managers can control ability in organizations by selecting individuals who have the abilities they
need, This first involves identifying the tasks they want the employees to accomplish and the abilities
they need to do them.
2. Placement
Managers need to identify the ability requirements of the jobs to be filled, and they need accurate
measures of these abilities. Once these measures are available, the aim is to place employees in
positions that match their abilities. Placement, however, involves more than just assigning new
employees to appropriate positions.
3. Training
Organizations use training to bring employees’ skills up to some minimum required level. Extensive
research suggests that job-appropriate training is effective in increasing employees’ skills and
abilities and, ultimately, their performance.