...OB_and_Management In an era of increasingly competitive business environment, it is the competitive advantage that gives an organization edge over others. Competitive advantage comes from technological advancement, superior products and services or monopoly all of which are likely short-lived. Experts agree that a quality human resource is the single most asset that continues to provide competitive advantage to the organization in th ever-changing business environment. However, the human capital behavior is extremely complex to understand and manage. Hence, it is important for the management to value Organization Behavior (OB) highly and continue to practice scientifically established methods. Organization behavior principles help the management to effectively manage the human behavior to be successful in the paradigm-shifting business environment of 21st century. There is growing research evidence that employees’ psychological capital is positively related to their performance and desired attitudes. Investing in this human capital results in desired performance outcomes such as increased productivity and customer satisfaction (Luthans, pp. 6). The current work-force is increasingly mobile, spread over globally, culturally diverse and a heterogenous mix of computer literacy. It is evident that such a work-force has created great challenges to the management in performance management, sustaining the intellectual capital and minimizing associated expenses. Monetary incentives...
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...OB Class- much of grade based on quality of group work. Groups of 5 people by Prof Sandra Thiel. Group assignment worth 30 percent final grade. Task analyze a 7 page case and come up with written analysis. Must present to class with rest of class being member of the board of directors of the company. Christine Spencer-Devoted, hard working. Feels grades are paramount in competitive edge looking for job. Feels out of control. Was elected team coordinator at first group meeting. Sees herself as meticulous and organized and always gave her best. Diane- quiet, never volunteered suggestion. When asked has high quality ideas Janet- Reliable, Always had more than expected Steve- business like one. Ensured group meeting guided by agenda and noting tangible results achieved or not achieved at end every meeting. Mike- Clown. Christine suggested meet before class to discuss case. Mike said no way to meet before class as it was 8:30 class and he barely makes it as is. Everyone thought was funny Now its week 5 into semester Christine tried to arrange meeting but Mike couldn’t make saying had to work campus security. Mike missed most meetings and send in brief notes to Christine for her to discuss with group on his behalf Last week All group but Mike joking in class before prof got there. Mike came in silent and had unobtrusively taken his seat. Cafeteria incident 2 wks ago.- Christine gone grab food saw OB group and joined them. They were having a light...
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...Organizational Behavior Issue Nirali Patel GMGT / 530 September 09, 2013 Brian Frank Organizational Behavior Issue According to Brief & Weiss, (2002), “Organizational behavior is an area of inquiry concerned with both sorts of influence: work organizations on people and people on work organizations.” Organizational Behavior is one of the important features to preserve and improve communication between employees in the business. Qualities like leadership, openness to discuss problems, challenge-initiative are related to the notion of Organizational Behavior (OB) to aid the business accomplish its tactical business objectives. In this paper the OB issues and organizational cultural differences of the two companies will be discussed. These issues have risen because of the decision made by the stakeholders of Rubbermaid Commercial Products (RCP), located in the United States to acquire Technical Concepts located in the Netherlands. The other point of discussion will be the challenges faced by the manger of Technical concept to create a smooth merger and create an environment of cooperation within the organizations. The merger and acquisition is to expand and continue to create a strong stand in the market place. As the manager of Technical Concepts, I have challenged to implement the changes necessary to make the acquisition process successful and to have a smooth transition while still maintaining high quality of performance. As the manager I will give recommendations...
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...[pic] Submitted To Course Instructor: Mr. Abu Hena Mostafa Kamal Course Title: Human Resource Management Course Code: Fin 502 Program: MBA Department of Business Administration University of Asia Pacific Submitted By Mohammed Nayeem Ul Hasan ID: 12206047…………... Md. Mahmudul Haque ID: 11206010………….. Md. Ashraful Islam ID: 12106021………….. Date of Submission: (22/06/13) Letter of Transmittal To The Honorable Course Instructor Mr. Abu Hena Mostafa Kamal Department of Business Administration Program: MBA Course Title: Human Resource Management. University of Asia Pacific Sub: A Visit Report on Human Resource Policies & practice (Al-Muslim Group). Dear Sir, Here in our report on “Human Resource Practice in an Organization”. You assigned us to prepare this report as a part of Human Resource Management course requirement. While writing this report, we have tried to follow the given instruction. This report will help us to know the present situation of human resource in an organization. We have tried to gather accurate information about this topic. We sincerely...
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...concepts to help to give the company an edge. These five concepts can make or break a company if not recognized or effectively used. The five concepts are: Organizational Culture and Behavior the study of behavior within a company environment, Diversity is the different individuals that work within and make up the company, Communication how well is the company message sent upward, downward and laterally, Business Ethics making the right and honest decision and lastly Change Management making change within the company mastering new challenges. Each concept has its place within a successful company and each is equally important for management, the employees, why? To provide the best possible product to the customer. It is important that everyone within the company has at least a general knowledge of these concepts. Each are unique factors which going into the makeup of a company. The concept to understand is Organizational Culture and Behavior or OB as it is commonly known, it is best defined as [the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives] (1998, para. 1). Understanding how OB operates in the work center will help...
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...the opportunity to acknowledge Dr. J.K. Goyal, Director JIMS and Dr. Somesh Raizada, Dean JIMS for their constant support. Last but not the least we would also like to acknowledge the contribution of all the team members of Lakshya for their kind assistance and cooperation during the development of our write up. Introduction Have you ever got up in the morning and thought, "I really don't want to go to work today"? I think we all have at some point in our lives. You may also have had times when you have thought or said, "I hate my job, I hate where I work." These feelings have nothing to do with you, your job or your workplace. The problem lies in the fact that your supervisor or manager has no idea how to manage organizational behavior. OB is frequently applied to topics such as...
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...THE RISE AND FALL OF CARLY FIORINA For a long time, Carleton S. (‘Carly’) Fiorina was one of the best-known CEO’s in the world. Brought in as Helwett-Packard’s (HP) CEO in 1999, Fiorina was instantly recognisable for her charisma, visibility and aggressiveness. Practically every OB book (including past editions of this one) featured her. She was even mentioned as a possible cabinet member of the Bush administration or a Senate candidate from California. Widely praised as a change agent and a visionary leader at Lucent Technologies-which she led before joining HP-Fiorina had a way of generating enthusiasm and excitement. Some called her a ‘rock star’ CEO. However, under Fiorina’s leadership, HP struggled as the world’s second largest computer company. Although revenue climbed steadily under her leadership, profit did not. Nor did the stock price-an investor who bought HP stock the day Fiorina was hired would have seen 55 per cent of the investment vanish by the time she was fired. Her acquisition of Compaq in 2002, which Walter Hawlett (son of the company’s co-founder and one of HP’s largest shareholders) was adamantly against, never paid off as promised. As a result of these struggles, the HP board tried to find a way to limit Fiorina’s powers and give more authority to other executives a month before her firing, Fiorina was told point-blank by three board members that she had to change her style. She adamantly refused. A month later, when informed of the board’s decision...
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...III. PROPOSED SYSTEM 3.1 Image Acquisition Initial step is to obtain the CT check picture of lung growth quiet. The lung CT pictures are having low clamor when contrasted with X-beam and MRI pictures; thus they are considered for adding to the method. The primary point of interest of utilizing figured tomography pictures is that, it gives better clarity and less bending. The gained pictures are in crude structure. In the procured pictures parcel of clamor is ob-served. To enhance the complexity, clarity, isolate the foundation clamor, it is required to pre-process the pictures. Subsequently, different methods like smoothing, improvement are connected to get picture in required structure...
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...Medical Associates-Middleboro Case Study Assignment Case Overview: Founded in 1951 and led by Dr. James R. Fairchild, a board-certified internist, Medical Associates is a physician group practice that expanded slowly and added other specialties in 1963. It has continued to expand over the years, and began to provide specialty and sub-specialty medical and surgical care in 1972. Medical Associates has also grown into a large tax paying medical group of forty physicians and two separate location in Middleboro and the eastern edge of Jasper which opened in 1972 and 1985 respectively. The practice was originally a single specialty practice but now has several specialties and sub-specialties in addition to ambulatory surgical services due to Dr. Fairchild advocating on behalf of multi-specialty medical care. Medical Associates provides services in cardiology, ENT, gastroenterology, general surgery, internal medicine, OB/GYN, orthopedic surgery, pediatrics, thoracic surgery, and urology. However, the practice struggles to provide an adequate amount of lab and imaging services. The board is battling many issues that are time sensitive and need to be fixed as quickly as possible such as staffing and insurances for example. They will need to remedy the situations before they become too hard to control and manage. A SWOT analysis of the organization, chart is attached at the end of this document, will be conducted to determine the strengths, weaknesses, opportunities and threats of...
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...MN 325-final test 1. The Vroom-Yetton Leadership Model—indentify and explain the five decision-making styles. Explain how three of the situational factors affect the degree of involvement by subordinates. The question will indicate which factors to explain and a general response is expected. ∙ Autocratic I (AI)—a manger solves a problem using the information that is already available ∙ Autocratic II (AII)—a manager obtains additional information from subordinates and then solves the problem ∙ Consultative I (CI)—a manager shares the problem with subordinate on an individual basis and obtain their ideas and suggestions. Again, the manager chooses a solution to the problem at hand ∙ Consultative II (CII)—a manger shares the problem with subordinates as a group. The final decision may or may not reflect subordinate input ∙ Group (G)—a manager meets with subordinates as a group. However, the manager acts as a chairperson who focuses on directs discussions, but does not impose his or her will on the group. True subordinates’ participation, in a democratic sense, is sought. ∙ Situational factors: o (A)—does the problem posses a quality requirement? o (B)—Do I have sufficient information to make a high-quality decision? o (C) –Is the problem structured? o (D)—Is acceptance of the decision by subordinates important for effective implementation? o (E)—If I were to make the decision by myself, am I reasonably certain that it would be...
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...Name Professor Course Date The challenge that faces Telsa Motors trying to enter the Chinese market Organizational behavior is centered on how people act or behave in an organization. An organization is simply a group of individuals who have the same interests and are brought together by similar or common goals (Lam and John 123). Organizational behavior is, therefore, the study of the factors that influence how employees and other people respond, feel and act to organizations and work and how the Company is affected by the external environment (McShane, Steven and Glinow 321).Organizational behavior reveals how people interact in a group and how the environment affects this interaction. The subsidiary of Telsa Motors in China was registered in the year 2006, but full operations began in 2013 when the trademark issue for Telsa Motors was resolved. Organizations must learn that their trademark is an international recognized concept but in some overseas market there can be problems with the mark of a Corporation. The best way to overcome these matters can be through franchises with existing domestic Corporations. Telsa Motors, Inc. is an American multinational Company that manufactures designs and sells electric vehicles, components of power train and battery products. Telsa is a publicly traded Company that sells its stock on the NASDAQ stock exchange market under the symbol TSLA. Marc Tarpenning and Martin Eberhard started Tesla Motors way back in 2003 (Hettich and Stewens...
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...Employee Empowerment MGMT455 Unit 2 Assignment Employee Empowerment By combining many ideas for employee satisfaction employee empowerment is a misunderstood concept that allows managers to lead and control the organization through trust and communication. The method of permitting an employee to act, respond, behave, think, and regulate their work in more independent ways is employee empowerment. A sign of employee empowerment is strong employee communication, which means that management is openly and honestly communicating the aspects of business to its employees. Employee empowerment has positive effects on employee satisfaction, member service, and member retention (Emerson, 2012). The pros of employee empowerment from the perspective of the employee are that they begin to believe that they can regulate their own destinies. Employees begin to take action and make decisions which leads to self-motivation. This type of empowerment leads to the employee being more loyal to the company and making the extra effort. The independence an employee gains from empowerment leads to the overall success of the company. Employees gain personal growth and development through employee empowerment (Emerson, 2012). Employee empowerment improves employee morale because they are treated like an asset and as though their input is important to the company. It will also increase the productivity of the employees because they have minimal interference from other staff. It also allows employees...
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...Your research should incorporate following points * History of sundial * Types of sundial( discuss the construction of any one in detail) * Working of sundial * Famous sundials * Modern use Introduction A sundial is a device that tells the time of day by the position of the Sun. In common designs such as the horizontal sundial, the sun casts a shadow from its style onto a surface marked with lines indicating the hours of the day. The style is the time-telling edge of the gnomon, often a thin rod or a sharp, straight edge. As the sun moves across the sky, the shadow-edge aligns with different hour-lines. All sundials must be aligned with their styles parallel to the axis of the Earth's rotation to tell the correct time throughout the year. The style's angle from the horizontal will thus equal the sundial's geographical latitude. History The earliest sundials known from the archaeological record are the obelisks (3500 BC) and shadow clocks (1500 BC) from ancient Egyptian astronomy and Babylonian astronomy. Presumably, humans were telling time from shadow-lengths at an even earlier date, but this is hard to verify. In roughly 700 BC, the Old Testament describes a sundial — the "dial of Ahaz" mentioned in Isaiah 38:8 and II Kings 20:9. The Roman writer Vitruvius lists dials and shadow clocks known at that time. Italian astronomer Giovanni Padovani published a treatise on the sundial in 1570, in which he included instructions for the manufacture and laying...
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...In any organization one can assume that the main goal of that business is to succeed; what exactly does being a winning organization mean and what does it take to get there? In the past companies placed a great amount of emphasis on the numbers and how to achieve those numbers. The people who actually helped achieve those numbers were graded on their technical skills, productivity, and budgets. Employees were moneymaking machines and how they achieved those numbers was not a concern of their managers as long as the numbers were being met. Organizational behavior studies have become more important today than in previous years because corporations must learn to adapt to the rapidly changing business cultures that have stemmed from a competitive and fast-paced market. Organizational behavior was a topic that was not discussed until an employee's behavior changed, productivity changed, or sales decreased. In today's business world, managers are paying more attention to how employees react to situations rather than if they respond. They are beginning to view organizational behavior as an intricate piece of training and development of the workforce. Soft skills were never a part of management training and it was rare that managers were commended for having those skills. In the business world today, I feel organizational behavior is an essential tool for managing effective teams. If you can zone in on an employees' personality, creativity, and adaptability, motivating that employee the...
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...organizational behavior (OB). 4. Show the value to OB of systematic study. 5. Identify the major behavioral science disciplines that contribute to OB. 6. Demonstrate why few absolutes apply to OB. 7. Identify the challenges and opportunities managers have in applying OB concepts. 8. Compare the three levels of analysis in this book’s OB model. Instructor Resources Instructors may wish to use the following resources when presenting this chapter. Learning Catalytics Questions: Instructor Directions and Follow-Up Organizational Behavior Concept | LC Question | Instructor Directions and Follow-Up | Management skills and managerial activities | Refer to the allocation of activities by time for average, successful, and effective managers. Prioritize how you spend your time as a college student. | This is a good discussion starter on managerial activities and what is important. First, make the connection for students between activities that managers spend their time on and similar activities that college students spend their time on. Next, display results from the class and compare with the Luthans results. For example: * Traditional management = making decisions, planning, and controlling school work and job * Communication = exchange of information * HRM = motivating self and others, conflict management on project teams and with roommate, etc. * Networking = interacting at career fairs, meeting other students at events, etc. | OB disciplines ...
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