Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
Managerial Roles in the Organization | Organization Behavior |FaHaD .H. NooR
Managerial Roles in the Organization -
“A field of study that investigates the impact that individuals, groups and structures have on behavior within organization, for the purpose of applying such knowledge toward improving organization effectiveness.”
“Understand, predict and manage human behavior in organizations”
Figurehead
Symbolic head; Required to perform a number of routine duties of a legal or social nature.
For Example:
Leader
Responsible for the motivation and direction of employees
For example
Liaison
Maintains a network of outside contacts who provides favors and information
For Example
Monitor
Receives a wide variety of information; serves as a nerve center of internal and external information of the organization
For Example
Disseminator
Transmit information received from outsiders/employees to members of the organization
For Example
Spokesperson
Transmit information to outsiders on organizational plans, policies,actions and results; serves as expert on organization industry
Presentation at SoftShake Conference 2016. Why we don't learn enough? What are the right people and right environment for learning? Which processes must be in place to facilitate learning?
Managerial Roles in the Organization | Organization Behavior |FaHaD .H. NooR
Managerial Roles in the Organization -
“A field of study that investigates the impact that individuals, groups and structures have on behavior within organization, for the purpose of applying such knowledge toward improving organization effectiveness.”
“Understand, predict and manage human behavior in organizations”
Figurehead
Symbolic head; Required to perform a number of routine duties of a legal or social nature.
For Example:
Leader
Responsible for the motivation and direction of employees
For example
Liaison
Maintains a network of outside contacts who provides favors and information
For Example
Monitor
Receives a wide variety of information; serves as a nerve center of internal and external information of the organization
For Example
Disseminator
Transmit information received from outsiders/employees to members of the organization
For Example
Spokesperson
Transmit information to outsiders on organizational plans, policies,actions and results; serves as expert on organization industry
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining challenges is half the battle to surmounting them.
Learning Organisation adapted from Peter Senge's 5th Discipline - Philosophy,...Yuvarajah Thiagarajah
Learning Organisation - main theme adapted from Peter Senge's 5th Discipline. Conveys what a LO is, it's characteristics, 5 drivers required to build, impact of culture and inhibitors to LO.
The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining challenges is half the battle to surmounting them.
Based upon the 2008 book by Conyne, Crowell & Newmeyer, called Group Techniques: How to Use Them More Purposefully, the presentation introduces the PGTM model (Purposeful Group Techniques Model) for selecting group interventions. Group leaders are challenged to know just how to deal with each situation until they gain experience and a lot of practice! This model helps group leaders to decide what to do, and the book includes a large number of actual techniques collected in the appendix for ease of use.
There is no permanent organizational chart for the world… It is of supreme importance to be ready at all times to take advantage of new opportunities and make change in your Organization.
In this presentation at the 2014 Canadian Society for Training & Development, Behavioral Change Expert Heather Hilliard explains why training and development programs need to take into account how the brain learns and provide opportunities for individuals with different brain styles to get the experiences they need. Organizations waste billions of dollars yearly on poorly designed and executed programs that fail to improve overall leadership and employee performance.
10. Components of Organizational Behavior Understanding organizational behavior requires studying Individuals in Organizations Group and Team Processes Organizational Processes
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15. The Science that seeks to measures, explain and sometime change the behavior of humans and other animals. Psychology Learning Motivation Personality Emotion Perception Training Leadership Effectiveness Job Satisfaction Individual decision making Performance appraisal Attitude measurement Employee Selection Work design Work stress Psychology Individuals
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17. Social Sociology An area with in psychology that blends concepts from the psychology and Sociology and that focuses on the influence of people on one another. Social psychology Behavior Change Attitude Change Communication Group processes Group decision making Group
18. Anthropology The Society of societies to learn about human beings and their activities. Comparative Value Comparative attitudes Cross-culture analysis Group Anthropology Organizational Culture Organizational environment Organization System
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20. Define Psychology The Science that seeks to measures, explain and sometime change the behavior of humans and other animals. Psychology Sociology Social Psychology Anthropology Political Science Organization Group Individual Study of Organizational Behavior
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Editor's Notes
4 Figure 1.1 illustrates how organizational behavior concepts and theories allow people to correctly understand, describe, and analyze the characteristics of individuals, groups, work situations, and the organization itself.
Organizational behavior can be examined at 3 levels: organizational, group, and individual. OB is particularly important to managers.
Figure 1.3 illustrates how the text covers the three levels of organizational behavior. Part I includes chapters 2-9. Part 2 includes chapters 10-15. Part 3 includes chapters 16-18.
“ Two heads are better than one” Generates more possible alternatives Fosters acceptance of the decision Increased legitimacy Group may work harder to implement decisions Groups tend to reduce cognitive biases and can call on combined skills and abilities Disadvantages of using groups to make decisions: Domination by one individual (or a minority) Time consuming Pressure for consensus Decreased or ambiguous responsibility Groupthink: biased decision making resulting from group members striving for agreement