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This document discusses organizational culture and its impact on employees and the organization. It defines organizational culture as the set of key characteristics that distinguish an organization, such as innovation, detail orientation, and aggressiveness. Strong cultures have great influence on employee behavior and result in lower turnover. Factors like stories, rituals, and language help employees learn the organizational culture. The founders and top management establish and maintain the culture through role modeling, socialization, and selection processes. Managing cultural change takes dramatic events, leadership turnover, or a weak existing culture. An ethical and customer-responsive culture is created through leadership, communication, training, and reward systems.
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This document summarizes key concepts around organizational change and development from the textbook chapter. It describes forces that drive change, contrasts perspectives on change as either steady or disruptive, and summarizes Lewin's three-step change model of unfreezing, changing, and refreezing. It also covers sources of resistance to change, approaches to overcoming resistance, characteristics of learning organizations, and how change efforts may be culture-dependent.
Robbins eob9 inst_ppt_14
This document summarizes key aspects of organization structure including the six elements that define structure, characteristics of common structure types, and factors that influence structure choice. It discusses work specialization, departmentalization, chain of command, span of control, centralization, and formalization. Structure types like bureaucracy, matrix, virtual and boundaryless organizations are described. Mechanistic and organic structures are contrasted and determinants of structure like strategy, size, and technology are listed. The implications of structure for employee behavior are also summarized.
Robbins eob9 inst_ppt_13
This document summarizes the key points around conflict and negotiation from Chapter 13 of Essentials of Organizational Behavior. It defines conflict and outlines the traditional, human relations, and interactionist views of conflict. It also contrasts task, relationship, and process conflict, and describes the five stages of the conflict process and five conflict-handling intentions. The summary then contrasts distributive and integrative bargaining, identifies the five steps of the negotiation process, and notes there are individual differences in negotiation effectiveness related to personality, gender, and culture.
Robbins eob9 inst_ppt_12
1. The document contrasts leadership and power, describing leadership as using power to achieve group goals while power facilitates their achievement.
2. It identifies five bases of power - formal, coercive, reward, legitimate, expert, and referent - and explains which are most effective.
3. Nine influence tactics are defined, including legitimacy, rational persuasion, and pressure. Some tactics like rational persuasion are more effective while pressure is least effective.
Robbins eob9 inst_ppt_11
1) Leadership involves establishing direction, aligning resources, and inspiring people, while management focuses on bringing order and consistency.
2) Trait theories view leadership as dependent on personal characteristics like extraversion, while behavioral theories see it as learnable through training programs.
3) Contingency theories like Fiedler's model propose that leadership effectiveness depends on matching a leader's style to aspects of the situation.
Robbins eob9 inst_ppt_10
This chapter discusses communication in organizations. It describes the communication process, different types of communication including oral, written and non-verbal. It contrasts advantages and disadvantages of oral versus written communication. It also compares different types of communication networks, identifies factors that influence grapevine communication, and discusses how computer technologies are changing organizational communication. Additionally, it identifies common barriers to effective communication and potential issues with cross-cultural communication.
Robbins eob9 inst_ppt_09
Teams have become popular in organizations as they can outperform individuals on complex tasks, better utilize employee talents, and increase flexibility and motivation. A work team generates synergy through coordinated effort to perform better than individuals. There are four main types of teams: problem-solving, self-managed, cross-functional, and virtual teams. Key components of effective teams include having the right context, composition, work design, and processes. Managers can create team players through selection, training, and rewards that encourage cooperation over competition. Teams are preferred over individuals when work requires multiple skills and interdependence between members.
Robbins eob9 inst_ppt_08
Groups can be formal, defined by an organization's structure, or informal, neither formally structured nor determined by an organization. Norms and status influence individual behavior within groups. Group size and cohesiveness impact productivity, with smaller groups completing tasks faster but larger groups better at problem-solving. Group decision making has strengths like increased information but also weaknesses like conformity pressures.
Robbins eob9 inst_ppt_07
This chapter discusses emotions and moods in organizational behavior. It defines emotions as intense feelings directed at someone or something, while moods are less intense feelings that often lack a contextual stimulus. The chapter covers the aspects and sources of emotions and moods, including personality, time of day, weather, stress, and sleep. It also discusses external constraints like organizational and cultural influences, as well as emotional labor. Emotional intelligence is defined as one's ability to manage emotional information. The chapter applies concepts of emotions and moods to areas like selection, decision making, creativity, and customer service.
Robbins eob9 inst_ppt_06
This document discusses various ways to motivate employees in the workplace. It describes models like the Job Characteristics Model that assess how job design can impact motivation. It also outlines employee involvement programs, different types of variable pay programs linked to performance, skill-based pay plans, and the importance of employee recognition. The goal is to explain how changing aspects of the work environment and linking rewards to performance can increase employee motivation.
Robbins eob9 inst_ppt_05
The document outlines key concepts and theories related to motivation in organizational behavior. It discusses Maslow's hierarchy of needs, Herzberg's two-factor theory distinguishing motivators and hygiene factors. Goal-setting theory proposes that specific, difficult goals lead to higher performance. Self-efficacy theory addresses an individual's belief in their own capabilities. Expectancy theory explains that motivation depends on the expectation, instrumentality, and valence of outcomes. Theories may not apply equally across cultures. Managers should consider goal setting, organizational justice, and matching jobs to complexity levels to increase motivation and productivity.
Robbins eob9 inst_ppt_04
This document discusses perception and decision making. It explains how perception can differ between individuals and influence decision making. Attribution theory and various biases that can impact judgment are described. The rational decision making model involves 6 steps, while bounded rationality recognizes cognitive limits. Common decision making errors and when intuition is used are also outlined. Ethical criteria for decisions are contrasted.
Robbins eob9 inst_ppt_03
This chapter discusses personality and values in organizational behavior. It describes several models of personality, including the Myers-Briggs Type Indicator and Big Five personality traits. It also defines values as basic convictions about what is preferable and discusses how values shape behavior in organizations. National culture is also addressed as influencing personality characteristics and values within a population. Managers are advised to consider personality and values when evaluating jobs and selecting candidates to improve person-organization fit.
Robbins eob9 inst_ppt_02
This chapter discusses the relationship between ability and job performance, the components of attitudes, and major job attitudes like job satisfaction. It explains that ability predicts performance when a person's skills match the job's requirements. Attitudes have cognitive, affective, and behavioral aspects. Job satisfaction is determined mainly by the work itself and pay; satisfied employees perform better and are less likely to leave. Managers can shape behavior using reinforcement schedules to reward desirable actions.
Robbins eob9 inst_ppt_01
Organizational behavior is defined as the study of how individuals, groups, and structures influence behavior within organizations. It draws from psychology, sociology, anthropology, and social psychology. The goal of OB is to apply this knowledge to improve organizational effectiveness. OB can help managers meet challenges like managing diversity, responding to globalization, and coping with change. It provides insights into improving quality, productivity, and ethics. OB analyzes behavior at the individual, group, and organizational system levels.
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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.
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Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
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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.
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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
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2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
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