Week 2 ch 3
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This document provides an overview of individual differences and work behavior. It discusses key topics such as the attraction-selection-attrition cycle, how individual differences like personality, abilities, attitudes, and perception impact workplace behavior. It also examines the big five personality dimensions of extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience. The document defines concepts like personality, abilities, skills, attitudes, and their components. It explores how job satisfaction relates to employee performance.
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This document contains presentation slides summarizing key points from Chapter 2 of the textbook "Organizational Behavior" regarding understanding individual differences. The slides cover topics such as the sources of personality differences, common personality traits and factors, attitudes and how they affect behavior, job satisfaction and organizational commitment, and the relationship between individual differences and ethical behavior. The slides also provide learning objectives and define important terms discussed in the chapter.
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This document discusses organizational behavior and related concepts. It begins by noting a Gallup study finding that most workers are unhappy with their jobs primarily due to their bosses. It then defines organizational behavior as the study of individual and group behaviors in workplace settings. It also discusses key concepts like the Hawthorne effect, evidence-based management, critical thinking, the scientific method, outcome variables, levels of analysis, and McGregor's Theory X and Theory Y approaches to leadership and human motivation.
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This document discusses individual behavior in organizations. It presents an integrated model of human cognition that explains how stimuli are processed and turned into behaviors. Cognition includes processes like perception, memory, problem-solving, and decision-making. Both rational and emotional thinking influence behaviors. Experiences can become stable over time or continue evolving. The relationship between managers and subordinates is bidirectional - they both evaluate each other, and behavioral congruence leads to better outcomes. Factors like abilities, gender, race, and perception shape individual behaviors and how people are perceived.
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Individual behavior in organizations is influenced by many personal and environmental factors. Personal factors include an individual's personality, perceptions, attitudes, values, and learning. Environmental factors that influence behavior include political, economic, socio-cultural, and technological factors within the environment as well as organizational factors like structure, leadership, and rewards. To understand human behavior in organizations, it is important to carefully study all the factors that influence individual behavior.
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Social system and organizational culture
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Lead 705 ppt 5
The document discusses various topics related to perception, decision-making, and problem-solving. It describes factors that can influence perception like primacy effect, recency effect, and availability bias. It also discusses models of decision-making like rational decision-making and prospect theory. Prospect theory notes that people are averse to losses and will take risks to avoid losses. Intuition and various decision traps that can negatively impact decision-making are also examined. The document concludes with sections on creative problem-solving and how leaders can support creativity in their employees.
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“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”
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Maintains a network of outside contacts who provides favors and information
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Receives a wide variety of information; serves as a nerve center of internal and external information of the organization
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week 9 - interview
Here are some behavioral responses to those questions:
What do you do if you disagree with your boss?
In my past role, there was a time when I disagreed with my manager's approach to a project. I asked to meet with them to discuss my concerns and provide an alternative solution with evidence to support it. We had a respectful discussion where we both provided input and ultimately found a compromise that worked better for the team and customers.
What does it mean to be a team player?
For me, being a team player means putting the success of the team above individual goals. It's about supporting my colleagues, respecting different viewpoints, taking on extra work when needed, and celebrating wins as a group. Past
Review for midterm
This document outlines the details for a midterm review for a business course. It covers chapters 1, 3, 4, 5, 6, 7, and 8 from the textbook. The midterm will be worth 15% of the final grade and consist of 20-25% multiple choice questions and 75-80% short answer or case study questions.
Week 7 ch 8
This document discusses various types of employee misbehavior in the workplace such as sexual harassment, aggression and violence, bullying, incivility, fraud, substance abuse, sabotage, theft, and cyberslacking. It outlines the negative impacts of misbehavior like personal and work group dissatisfaction and organizational problems. Managers must identify misbehaviors, have appropriate policies in place, educate employees, investigate complaints, and ensure offenders are disciplined. Interventions can include screening employees, reducing triggers for misbehavior, and managing by positive example.
Week 6 ch 7
This document discusses performance evaluation, feedback, and rewards. It covers:
1) The purposes of performance evaluation which are judgmental (for rewards, promotion) and developmental (improve performance). Continuous evaluation should focus on job performance, not the individual.
2) The cognitive model of feedback and how evaluated individuals process feedback. Multisource feedback involves input from multiple stakeholders.
3) Reinforcement theory which posits that behaviors are controlled by their consequences. Positive reinforcement increases behaviors while punishment suppresses them.
4) Reward programs aim to attract, retain, and motivate high performance. Satisfaction depends on rewards received relative to expectations and peers. A "line of sight" between performance and rewards is important
Week 5 ch 6
The document discusses job design and its relationship to employee motivation and quality of work. It presents a conceptual model of job design that considers individual differences, job context, analysis, and performance outcomes. The model correlates elements like job content, requirements, and context to job satisfaction and performance. Additionally, the document evaluates how employee perceptions of their jobs impacts performance. It assesses approaches to job design like job enlargement, rotation, and enrichment, and their potential benefits and issues. Finally, the document introduces the job characteristics model of relating job design elements to psychological states and outcomes, and discusses how job design integrates with total quality management approaches.
Week 4 ch 5
This document summarizes theories of motivation and their application in workplaces. It discusses determinants of job performance like willingness, capacity and opportunity. It also covers content theories like Maslow's hierarchy of needs, Herzberg's two-factor theory and McClelland's learned needs theory. Process theories covered include expectancy theory, equity theory and goal setting. The document also defines psychological contracts between employees and organizations.
Week 3 ch 4
This document provides an overview of key concepts related to perceptions, attributions, emotions, and emotional intelligence in organizational settings. It covers the perceptual process, typical perceptual errors, attribution theory, impression management tactics, the role of emotions in the workplace, and Goleman's theory of emotional intelligence. The learning objectives are to explain the perceptual process, identify perceptual errors, discuss attribution theory and how it provides insights into human behavior, describe impression management tactics and their underlying motivations, discuss the role of emotions in work performance, and evaluate Goleman's emotional intelligence theory as it relates to individual and managerial responsibilities.
Week 1 ch 1 introduction
Organizational behaviour is defined as the study of human behaviour, attitudes, and performance within organizational settings. It aims to help managers understand and influence individuals and groups in organizations. Some key factors that affect management practices include human resources, cultural diversity, technology, and the rapid pace of change. The origins of modern management principles can be traced to Frederick Taylor's scientific management approach and Henri Fayol's identification of management functions. Organizational behaviour draws on multiple disciplines like psychology, sociology, social psychology, anthropology, and political science.
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[To download this presentation, visit:
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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.
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8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
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Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationOperational Excellence Consulting
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
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9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
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17. Stage-Gate Model
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Week 2 ch 3
- 1. BUSN 221 Chapter 3 Jeff Parsons Individual Differences and Work Behaviour
- 2. Organizational Behaviour Definition “The study of human behaviour, attitudes, and performance within an organizational setting.” (pg. 9)
- 3. Why Individual Differences are Important to the Manager
- 4. Attraction-Selection-AttritionASA Cycle People are attracted to career and/or organization Based on abilities, interest, personality Organizations select employees based on the needs of the organization Attrition Employee decides they no longer want to be a part of the organization Organization decides employee is not working out or not needed and terminates
- 6. Workplace Behaviour Extraordinarily difficult to predict Dependent on numerous factors
- 8. Creativity
- 10. Individual Differences Demographics Heredity Factors Age, race, gender Genetics Environment Cultural Rural or urban Economic status Family Relationship
- 11. Abilities and Skills Ability “…talent to perform a mental or physical task.” Generally stable over time Skill “…learned talent acquired to perform a task.” New ones can be acquired through training Increase over time (hopefully!)
- 12. Types of Abilities Mental Intelligence Emotional Intelligence (EI) Awareness of feelings Handling of relationships with others Tacit Knowledge Work-related, practical knowledge or know-how Acquired through experience, observation
- 14. Creativity
- 16. Attitudes affect workplace behaviour are learned define one’s predispostions are the emotional basis of interpersonal relationships and identification with others are closely linked to personality can change
- 17. Three Components of Attitudes Cognition Based on thought process, rationality, logic Perceptions, opinions, beliefs Affect Emotional component of attitude Feeling a particular way about a person, group or situation Behaviour Tendency to act in a particular way toward someone or something
- 18. Job Satisfaction and Employee Performance Causes Job Performance “The satisfied worker is more productive.” 1. Job Satisfaction Causes Job Satisfaction “The more productive worker is satisfied.” 2. Job Performance Perceived Equity Job Satisfaction Rewards 3. Job Performance
- 19. Personality Definition “…a relatively stable set of feelings and behaviours that have been significantly formed by genetic and environmental factors.” (pg. 42)
- 20. Big 5 Personality Dimensions
- 21. Big 5 Personality Dimensions Extroversion Outgoing, sociable, gregarious, talkative Emotional Stability Positive emotional states – secure, calm, relaxed Agreeableness “gets along with others” Courteous, tolerant, forgiving
- 22. Big 5 Personality Dimensions Conscientiousness Dependable, organized, thorough, responsible Openness to Experience Risk-taking, curious, creative