...Globalization is the process of closer integration and exchange between different countries and people worldwide, made possible by falling trade and investment barriers, tremendous advances in telecommunications and drastic reductions in transportation costs. Integration-Responsiveness Framework, strategy framework that juxtaposes the pressures an MNE faces for cost reductions and local responsiveness to derive four different strategies to gain and sustain competing advantage when competing globally: international strategy, localization strategy, global-standardization strategy, and transnational strategy. Local Responsiveness is the need to tailor product and service offerings to fit local consumer preferences and host-country requirements; generally entails higher cost. International Strategy is essentially a strategy in which a company sells the same products or services in both domestic and foreign markets. Localization Strategy attempt to maximize local responsiveness, hoping that local consumers will perceive them to be domestic companies. Global-Standardization Strategy attempt to reap significant economies of scale and location economies by pursuing a global division of labor based on wherever best of class capabilities reside at the lowest cost. Global Strategy is a firm’s strategy to gain and sustain a competitive advantage when competing against other foreign and domestic companies. Transnational Strategy, a strategy that attempts to combine...
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...organization. How should managers deal with these challenges? How should such cultural appreciations be brought in to the discussion to develop and implement the business strategy? Cultural change is strategic change It is important to understand cultural change as also involving strategic change. Strategy can be considered as a cultural production that may involve cultural adaptation, or transformation, or both. This conceptualization is particularly useful if the organization is “betwixt and between” cultures and organizational identities i.e. a local authority department aspiring to become a commercially driven company. I will use a case study of such an organization that was changing from a council department into a Limited Liability Partnership to flesh out some ideas that illuminate the relationship between strategic development and organizational culture. Culture is not like a skin that an organization can discard as it selects a new organizational culture that is perceived to have strategic fit with its commercial strategy. In my view culture is the organization. Therefore, when an organization faces considerable market forces to change its strategy it can not simply change its culture at will to avoid cultural and strategic incompatibility. The organization has to recognize the miss match between its culture and its strategy and factor the cultural change process in terms of time and resources into its strategic change programme. Many...
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...[pic] |Leadership and Organizational Behavior – BUS 520 | |Student Course Guide | |Prerequisite: None | |Quarter |Fall 2010 | |Meeting Days/Time |Wednesday 6pm-10pm | |Instructor |Karmetria Burton | |Instructor Phone |678 362 0842 | |Instructor E-mail |Karmetria.burton@strayer.edu | |Instructor Office Hours/Location |5-6 pm Wednesdays or by appointment | |Academic Office Phone Number | | |INSTRUCTIONAL MATERIAL - Required ...
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...Reshaping organization's design elements • Change demands a new organizing paradigm (gamma change) • Change is driven by senior executives and line management (envisioning, energizing, and enabling) • Change involves significant learning - Must learn how to enact the new behaviors Intergrated Strategic Change - Extends traditional OD process into content oriented discipline of strategic management • Key Features: - Strategic Orientation - Stratic change capability - Individual and organizations are integrated into the process • Applications Stages (Strategic analysis, strategic choice, and design and implement the strategic change plan) Organization Design - Configures the organizations structure, work design, HR practice, and management to guide members' behavior • Conceptual Framework ( Strategy, Structure, Work Design, HR Practices, and Management / Information Systems) • Application Stages (Clarify design focus, designing the organization, and implementing the design Culture Change • Concept of Organization Culture (artifacts, norms, values, basic assumptions) • Organization culture and organization effectiveness - Culture affects performance through its influence on the organization's ability to implement change • Diagnosing Organization Culture - Requires uncovering and understanding what characterize an organizations culture • The Behavioral Approach - Emphasizes surface level of organization cultures (Pattern of behaviors that...
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...Organizational Behavior Terminology and Concepts Organizational Behavior can be defined as “the study of human behavior in organizations.” (Schermerhorn, Hunt & Osborn, 2005, 17). This paper will explain key concepts and terminology of organizational behavior and how it relates to Redwood Coast Regional Center (RCRC), my organization. The discussion items include organizational culture, diversity, communication, organizational effectiveness and efficiency and organizational learning. Organizations are made up of people, whose actions influence all areas of business, and in turn create the dynamic of organizational behavior. Organizational Culture A key concept of organizational behavior is organizational culture. As stated by Marino and Salls (2005), “Your organization’s character and values are an underlying factor of many of its behaviors, and can tell you a lot about everyone’s priorities and level of engagement. One of today’s popular sayings is ‘Culture eats strategy for lunch any day’.” (p. 27). The culture within the organization of RCRC consists of people who value individuals first. Those served by the agency as well as its employees, are most important, and are treated as such. Redwood Coast Regional Center has a board of directors whose decisions are based upon what is best for the people while, of course, keeping in mind cost-effectiveness. Unfortunately, the agency is restricted by the State budget, as RCRC is a state funded agency, and is required...
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...TEACHING NOTE ORGANIZATIONAL CULTURE AND CHANGE By Romuald Stone, DBA The construct of organizational culture has raised considerable interest of both academics and practitioners in the field of change management. Organizational culture is “derived from the anthropological concept of culture that attempts to explain why people in societies believe and behave as they do.” It has “become a common way of thinking about and describing an organization’s internal world—a way of differentiating one organization’s ‘personality’ from another.” This organizational self-image develops over a period of time with the core elements typically coalescing during the organization’s formative years. In many organizations we find a strong dominant culture that is pervasive not only in the headquarters element but across divisions and geographic regions. However, in large organizations this culture is not uniform but instead is composed of many subcultures. Subcultures may share certain characteristics, norms, and values yet they can be totally different with some functioning collaboratively and others in conflict with each other. Definition Organizational culture is defined as a complex set of shared beliefs, guiding values, behavioral norms, and basic assumptions acquired over time that shape our thinking and behavior; they are part of the social fabric of the organization—its genetic code. As such, culture drives the organization and guides the behavior of everyone in that...
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...Introduction Organizational behavior is the study of the behavior of individuals in organizations. It studies the science and application of knowledge about how people, individuals, and groups act in organizations. The purpose of the study is to improve relationships in organizational context and therefore improve the process of achieving the organizational goals and objectives. Definition of organizational behavior “Actions and attitudes of individuals and groups toward one another and toward the organization as a whole, and its effect on the organization's functioning and performance.” Evolution of Management theory Behavioral science approach This Approach focuses on the psychological and sociological processes that influence the performance of workers. This approach focuses on the workers, not the job itself. The behavioral science was influenced to a large extent by the human relations movement, namely the Hawthorne experiments (e.g. influence of lightning on performance etc.) in the 1930s. Human relations approach The human relations approach evolved in the 1960s and included research from Herzberg, Maslow, and McGregor etc. They tried to find ways to motivate employees based on their needs. 1. McGregor X and Y theory McGregor stated the XY theory of management that says that there are two types of management approaches. A type Y manager sees people as individuals with intrinsic motivation to achieve the organizational goals. Therefore the job of...
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...Heart of Change Ivancevich, Konopaske and Matteson’s Organizational Behavior and Management Introduction Kotter and Cohen’s The Heart of Change is written with the premise that “people change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings” (Kotter and Cohen, p. 1). This is an extremely powerful message and important for organizations to understand if they are going to be successful at implementing a large-scale organizational change. The Heart of Change describes how companies can effectively transform their organization to better succeed in the constantly changing, turbulent society we live in today. Kotter and Cohen’s strategy for successful reorganization is described in an eight-step process. Ivancevich, Konopaske and Matteson’s Organizational Behavior and Management, builds on the ideas presented in The Heart of Change by giving a more in-depth explanation of organizational behaviors, processes and changes. Both of these readings offer a better understanding of how shifting the behaviors and emotions of an organization’s employees is essential in succeeding at organizational change. Discussion Step one of Kotter and Cohen’s The Heart of Change is the most significant of all eight steps. Step one involves the need to create a sense of urgency throughout the workforce to begin the process of organizational change. Kotter and Cohen’s belief is that if you...
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...but there are many defects, which are increasing our cost and delaying our delivery shipments. Our company has fifty employees in the following departments: Administration, Sales, Assembly and Technology. At Widgets R US, great customer service and quality is our motto. In combining the elements of organizational behavior, motivational theory, strategies to motivate minimum wage worker, the use effective communication, and providing guidelines for leading our team toward job satisfaction, our mission is the overcome and dominate our competitors. Elements Of Organizational Plan The leadership team holds the key to the company’s success. We must motivate the teams and come up with a motivational plan that will work for the company. “Motivation is defined as forces within an individual that account for the direction, level and persistence of a person’s efforts expended at work. Direction refers to an individuals’ choice when presented with a number of alternatives. Level refers to the amount of effort a person puts forth. Persistence refers to the length of time a person sticks with a given action.” (Schermerhorn, Jr., Osborn, Uhl-Bien& Hunt, 2012). In establishing an organizational plan we need to have goals in place, which are understandable, realistic, concise and derivable. First, we have to come up with a solution for our defective product and put the plan in motion. By doing so we should be able to cost our cost and increase our delivery times....
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...increased institutional pressures towards conformity and to develop a preliminary conceptual framework that can predict the emergence of alternative strategies (Oliver, 2009). Research questions 1. Which factors influence organizational strategy in response to the institutional processes? 2. What is the degree of organizational conformity or resistance to institutional pressure? 3. Is there convergence in institutional and resource dependence insights to institutional process? Research hypothesis Organizational theory is able to accommodate interest-seeking and other pertinent and active organizational behavior where the institution’s response to organizational pressures and expectations are not presumed as almost passive and conforming across all organizational conditions. Key variables 1. Institutional factors or framework 2. Resource factors How they are operationally defined The operational definition of these key variables is based on assumptions about two critical elements within the organizational process i.e., the context and motive of organizational behavior. These assumptions were on the ability and willingness of the aforementioned elements to predict strategic organizational responses. The study frames these two assumptions in three broad areas: 1....
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...Abstract Business practices based on fraud and unethical behaviors can collapse a fortune 500 company. An important element in deciding a business’s success or failure is the structure and behavior of its key leaders. Enron was a successful corporation claiming revenues of almost 100 billion dollars and named in Fortune magazine as America’s most innovative company for six consecutive years. In this paper, specific organization theories can predict and explain Enron’s failures because of greed, lack of business ethics, and deception in what is considered one of the largest corporate scandals of the decade. Enron's Business Failure In July 1985, Houston Natural Gas merged with InterNorth forming the largest energy trading business called Enron (Thakur & Kalra, 2003). Based in Houston, Texas, Enron was a leading supporter of restructuring energy markets in the United States. Growing from a natural gas pipeline company into a marketing giant, Enron managed to build a large and successful organization consisting of more than 20,000 employees and boosting annual revenues of more than $100 billion. Despite Enron’s years of reported success; exposure of deceit, poor managerial business practices, and illegal activities of its key leaders led to the collapse of this marketing giant once known as the largest players in the energy trading business (Electric Power Supply association, 2012). Organizational behavior is the study and application of knowledge about how people...
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...1 ORGANIZATIONAL BEHAVIOR in CHANGING tIMES CHAPTER SCAN THIS INTRODUCTORY CHAPTER PROVIDES AN OVERVIEW OF THE ENVIRONMENT OF ORGANIZATIONS FOR THESE CHANGING TIMES. IT BEGINS BY PROVIDING AN OVERVIEW OF BEHAVIOR IN ORGANIZATIONS AND THE INTERDISCIPLINARY ORIGINS OF THAT BEHAVIOR. NEXT, IT DESCRIBES THE ORGANIZATIONAL CONTEXT AND PRESENTS THE SIX FOCUS ORGANIZATIONS (BRINKER INTERNATIONAL, ENRON, HARLEY-DAVIDSON, HEWLETT-PACKARD, PATAGONIA, AND THE AMERICAN HEART ASSOCIATION). THIRD, IT POINTS OUT THE CRITICAL ROLE OF CHANGE AND CHALLENGE, FOLLOWED BY A DISCUSSION OF HOW PEOPLE LEARN ABOUT ORGANIZATIONAL BEHAVIOR. THE CHAPTER FINISHES BY RELATING THE VARIOUS FEATURES OF THE BOOK TO LEARNING STYLES AND OUTLINING THE PLAN FOR THE BOOK. LEARNING OBJECTIVES AFTER READING THIS CHAPTER, YOU SHOULD BE ABLE TO DO THE FOLLOWING: 1. Define organizational behavior. 2. Identify six interdisciplinary contributions to the study of organizational behavior. 3. Identify the important system components of an organization. 4. Describe the formal and informal elements of an organization. 5. Understand the diversity of organizations in the economy, as exemplified by the six focus organizations. 6. Recognize the challenge of change for organizational behavior. 7. Demonstrate the value of objective knowledge and skill development in the study of organizational behavior. KEY TERMS CHAPTER 1 INTRODUCES THE...
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...Final: Organizational Behavior Analysis LaShanwda S Surles BUS 610 Instructor: Dr. J February 9, 2014 The organization in which I will give an analysis in organizational behavior will be on Aventis Bio Services a previous employer that I enjoyed being employed. There have been many studies conducted about organizational behavior and the analysis has been very effectual far as paving the way for higher development and growth of an organization (Organizational Culture, 1994). Having positive outcomes is important to emphasize on the behavior of an organization helps with assisting the reaction. This paper will give an analysis on different areas of organizational behavior in a positive and negative manner. In addition, give examples of influence and discuss how each example apply to Aventis Bio Services. Behavior within an organization is often a regulation that impacts the structure an individual or group will have toward the company. At Aventis Bio Services the management team was able to assess situations and behaviors to help turn them into well-versed scenarios that carry a higher essence, and produce positive results. According to Reference for Business (2014), organizational behavior is a misnomer, meaning it is not a study of how organizations behave but rather the study of individual behavior in an organizational setting. This also includes the study of how individuals behave alone, as well as, how individuals behave in groups. Its purpose is to gain...
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...10/14/2012 Deb Chatterjee Organization Behavior II: designing effective organizations Session 1: Introduction “Organizations are not felled by their competitors. They are destroyed by internal problems” – Mr. B M Vyas, ex-managing director of the Gujrat Cooperative Milk Marketing Federation, owners of the Amul Brand, and presently a director at Parag Mild Foods, owner of the Gowardhan and Go brands (quoted in Dibyendy Ganguly, “who moved my cheese”, in Brand Equity, The Economic Times, 2nd March 2011, page 1). 1 10/14/2012 Open systems model Organization Input Conversion process Output Implications of Open systems model • • • • • • Measuring effectiveness Stakeholder and environment management Aligning members Defining boundary Achieving coordination Organizational change 2 10/14/2012 Organizational effectiveness External resource approach Secure resources Cost & quality of inputs Market share Stakeholder support Internal resources approach Innovation and responsiveness Decision time Innovativeness Employee motivation, coordination, conflict Time to market Technical approach Conversion efficiency Product quality & cost Customer service Delivery time Ethical decisions • Is it for the greater good? The utilitarian approach – If no – reject • If yes: Does it protect the rights of those affected by the decision? The moral rights approach – If no – reject • If yes: Does it distribute benefits and harm equitably? The justice...
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...| | |Organizational Behavior and Group Dynamics | Copyright © 2010, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course in organizational behavior encompasses the study of individual and group behavior in organizational settings. Emphasis is placed on strategic elements of organizational behavior, workforce diversity, managing change, effective communication, and performance systems. A comprehensive review of these processes, as well as others, will allow students to examine their role in organizations. Course Materials Schermerhorn, J. R., Hunt, J. G., & Osborn, R. N. (2008). Organizational behavior (10th ed.). Hoboken, NJ: John Wiley & Sons. Robbins, S. P. & Judge, T. A. (2009). Organizational behavior (13th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. All electronic materials are available on the student website. |Week One: Fundamentals of Organizational Behavior and Ethics | | |Details |Due |Points | |Objectives |Explain key concepts and terminology related to organizational behavior. |...
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