... |School of Business | | |LDR/531 Version 4 | | |Organizational Leadership | Copyright © 2011, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course prepares students to apply leadership principles to the roles they play as managers. Students will discover more about themselves and will learn more about the connection between the individual and the organization. Other topics include organizational culture, structure, group behavior, motivation, power, politics, organizational change, and workplace conflict. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum.2+10+ University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course...
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...Management 317: Organizational Behavior Spring Semester, 2012: 12:40-2:00 p.m. Tuesday & Thursday Professor: Dr. Kathi Lovelace Office/Email: Florence Moore 310A, kathi.lovelace@menlo.edu, (650) 543-3848 Office Hours: Tuesdays & Thursdays: 10:45-12:45 p.m., and by appointment. From March 1 to April 19: Thursdays 5:00-5:50 p.m. Required Texts/Materials: 1. Robbins, S. & Judge, T. (2012). Essentials of Organizational Behavior (11th ed.). Upper Saddle River, NJ: Pearson Prentice Hall. 3. MyManagementLab: This is an additional online resource that goes with our textbook. More information will be provided the first week of class (e.g., how to register, how we will use it). 2. Readings, case studies and other class materials will be posted on our Moodle http://menlo.mrooms3.net and Menlo Library http://apps.menlo.edu/library/courses/reserves.php sites. Please log-in the first week of class to ensure you can access our sites. Course Description and Approach: Organizational Behavior (OB) “is a field of study that investigates the impact that individuals, groups and structure have on behavior in organizations” (Robbins & Judge, 2012; pg.2). Topics include perceptions, personality, team dynamics, problem-solving, communication and collaboration, conflict management, and motivation. Building positive organizational cultures, understanding power and influence and leading and managing change effectively and ethically are also key topics covered...
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...mission, and goals encompass awareness of school culture, instruction, organizational management, group process and consensus building, learning resources, school law and politics, and ethics. School leaders play a significant role in school culture. Organizations with a positive culture have cohesiveness and responsibility towards maintaining embedded attitudes, beliefs, and behaviors (Ali, Brownson, Kahlert, & Sobel, 2002). It is important for leaders to create cultures that have values, equity, and high expectations. Effective leaders accomplish positive cultures with the use of appropriate dialogue, actions, and symbolic gestures. The overall goal of positive school culture is effective student learning and achievement. Therefore, school leaders must establish a culture that meets the needs of diverse student populations and challenges of accountability-driven education systems. This also involves effective collaborative instruction that is designed to maintain a focus on improving student learning. School leaders are required to ensure that students are meeting performance standards in a collaborative process. The research in this paper offers several suggestions for school leaders to facilitate their responsibilities to student achievement. Organizational development and management are discussed to provide principles and concepts that promote a dynamic continuum of teaching and learning. An organization that is nourished with trust and teamwork further develop...
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...|[pic] |Course Syllabus | | |School of Business | | |BCOM/230 Version 3 | | |Business Communication for Accountants | Copyright © 2012, 2010 by University of Phoenix. All rights reserved. Course Description This course introduces students to the foundations of communication in a business accounting setting. Students are exposed to various topics related to interpersonal and group communications within the context of applications to the accounting field. Students will develop skills in the forms of written communication, including memos, e-mails, business letters, and reports. Other topics include communication ethics, collaboration, information utilization, critical thinking, and professional competence and values. Policies Faculty and students will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document...
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...Sciences * Home * Business * Management * Organizational Behavior ------------------------------------------------- Behavioral Performance Management By Luthans, F. Edited by Paul Ducham Share on facebookShare on twitterShare on google_plusone_share Contents * BEHAVIORISTIC THEORIES * COGNITIVE THEORIES * SOCIAL LEARNING THEORY * LAWS OF BEHAVIOR * REINFORCEMENT THEORY * BEHAVIORAL MANAGEMENT * POSITIVE AND NEGATIVE REINFORCERS * ANALYSIS OF MONEY AS A REINFORCER * SOCIAL RECOGNITION * PERFORMANCE BEHAVIORS * MEASUREMENT OF BEHAVIOR * FUNCTIONAL ANALYSIS OF BEHAVIOR * INTERVENTION STRATEGY * PERFORMANCE IMPROVEMENT * BEHAVIORAL MANAGEMENT * SERVICE APPLICATIONS BEHAVIORISTIC THEORIES The most traditional and researched theory of learning comes out of the behaviorist school of thought in psychology. Most of the principles of learning and organizationalReward Systems and the behavioral performance management approach discussed in this chapter are based on behavioristic theories, or behaviorism. The classical behaviorists, such as the Russian pioneer Ivan Pavlov and the American John B. Watson, attributed learning to the association or connection between stimulus and response (S-R). The operant behaviorists, in particular the well-known American psychologist B. F. Skinner, give more attention to the role that consequences play in learning, or the response-stimulus (R-S) connection. The emphasis...
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...MODELS OF ORGANIZATIONAL BUYING BEHAVIOR INTRODUCTION Organizational buying is a complex process of decision making and communication, which takes place over time, involving several organizational members and relationship with other firms and institutions. It is much more than a simple act of placing an order with the suppliers. In this sense, organizational buying behavior is the decision making process by which formal organizations establishes the need for purchased products and services and identifies, evaluate and choose among alternative brands and suppliers. Industrial or Business buyers are influenced by many factors when they make buying decisions. Generally, business buyers are influenced by organizational factors or task oriented objectives (like best product quality, or dependable delivery, or lowest price) and personal factors or non-task objectives (like promotion, increments, job security, personal treatment or favor). When the suppliers’ proposals are substantially similar, organizational buyers can satisfy organizational objectives with any supplier, and hence personal factors become more important. When suppliers’ offer differ substantially, industrial buyers pay more attention to organizational factors in order to satisfy the organizational objectives. There are two models available to provide a comprehensive and integrated picture of the major factors that combine to the organizational behavior. These are (i)The Webster and wind model and (ii) The Sheth...
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...Articles Building a Culture That Encourages Strategic Thinking Ellen F. Goldman1 and Andrea Casey1 Journal of Leadership & Organizational Studies 17(2) 119–128 © Baker College 2010 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav DOI: 10.1177/1548051810369677 http://jlos.sagepub.com Abstract The ability to think strategically is critical for leaders and managers at multiple organizational levels. Specific work experiences can contribute to the development of an individual’s strategic thinking ability. Culture, among other organizational factors, can either encourage or limit those contributions. Leaders, as culture constructors and transformers, can act to maximize the relationship between organizational culture and the process of learning to think strategically. A cadre of formal training, developmental activities, and self-directed learning initiatives can provide leaders with the skills to enhance the strategic thinking of those they lead. Keywords strategic thinking, management learning, leadership development, organizational culture “Culture eats strategy for lunch.” This management truism is linked to examples of how strategy failed, acknowledging that actions attempted were inconsistent with the organization’s values, beliefs, and assumptions (Weeks, 2006). The strategy-eating potential of culture has been used as the basis for recommending that leaders initiate large-scale change efforts to align culture with strategy. However, it has...
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...Motivation plan Swhail AL Jubouriy LDR/531 May, 03, 2014 Stewart Segall Abstract My Mentor is a projects manager for an Organization called Shamara Group (www.shamaragroup.biz).It is holding a group that contains more than ten companies most of them worked in the Middle East in Iraq, the UAE (Dubai) and Jordan. It started as a family business in 1930 in trading, in 1990, it became a contracting company for significant Power and Oil projects, in 2003 Shamara group Started the first investment project in Iraq for the Electricity power plant at cost of 250 Million dollars, in the last ten years Shamara Group established many investment projects in power and construction in Iraq and their Investment projects coasted around one Billion dolor's. My Mentor worked as a projects manager with Shamara Group for the last twelve years, he was responsible for many projects in electricity power plants and oil projects, he had a significant experience in projects because he worked as a General Manager in the Ministry of Electricity of Iraq for twenty five years and his experience helped Shamara group in the completion of mega projects in very difficult circumstances at that time, most of the international companies had failed to implement on time and left Iraq because of the bad conditions and the continuing terrorist attacks on the infrastructure projects. Motivation plan I will make a motivation plan to increase my Learning Team members' motivation, satisfaction...
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...were spiraling down. The Vice President of Organizational Development, Sabrina McKay is a valuable asset with extraordinary expertise that includes several organizational development initiatives. However, due to the severity of Best Snack’s situation, the company has been forced to assess the likes and dislikes of their components in order to compete with success. Best Snacks will need to engage their stakeholders throughout the process and will have to make innovation and creativity a part of everyday life at the company. Describe the Situation Issue and Opportunity Identification In order for Best Snacks to regain its firm stand in the snack food industry they will have to tackle the issues there are currently facing. Such as, the decline in sales, market share decreases resulting in their stock prices dropping significantly, the possibility of losing their long-term popular place in the snack food industry due to the lack of their innovation and creativity. Best Snacks has the chance to integrate in a cultural change program aimed to increase employees’ creative thinking skills resulting in their increase in innovation and creativity at work. By doing this, Best Snacks would open up new realm of strategies in organizational theory, design and change. In examining and recognizing what opportunities are available, taking into account the issues it would be critical to first assess and develop a strategic innovation plan consisting of intrapreneurship and creativity...
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...Table of Contents Introduction 1 What is Leadership? 2 Leadership Behavior 2 Task-oriented leadership behaviors 3 Relations-oriented leadership behaviors 3 Organizational Climate 4 Core Leadership Theories 6 1. Trait Theories – What Type of Person Makes a Good Leader? 6 2. Behavioral Theories – What Does a Good Leader Do? 6 3. Contingency Theories – How Does the Situation Influence Good Leadership? 7 4. Power and Influence Theories – What is the Source of the Leader's Power? 7 Ingredients of Leadership 8 Different between Manager & Leader 9 Role conflicts between manager & leader 10 Introduction Organizations depend upon capable leadership to guide them through unprecedented changes. Yet, there is ample evidence in the news and in recent research reports that even some of the best and most venerable organizations are failing to adapt to change, implement their strategic plans successfully or prepare for a more uncertain future. We believe the turmoil we are currently observing has something to do with leadership, and that if we don’t change our current approach to leadership development, we will see even more of the same. As well-known companies disappear or are taken over (think of Lucent, Chrysler, Lehman Brothers, Northern Rock, Merrill Lynch) and new forces like the economies of China and India rise, surveys of CEOs show that they believe the one factor that will determine their fate is the quality of their leadership talent. Yet...
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...management). A systematic approach to organizational change management is beneficial when change requires people throughout an organization to learn new behaviors and skills. By formally setting vision/expectations, employing concrete tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it. Yet, it is to bear in mind that a specific framework might be needed for each kind of system to compute or predict its behavior. The more complex the system the more we depend on empiric findings to establish a specific framework/model. Any prediction can only be an approximation. No framework for organizational change can be universally applicable to more than a limited set of change processes. Besides, the majority of the models are presented as a linear model (step by step), which assumes predictability and manageability of change processes. This does not relate to the complexity theory (organization/structure is complex & adaptive and can be self-organizing) used for strategic management & organizational studies. Furthermore, the models are often proposed for a top-down change (i.e. decisions made at top management level of the company), therefore often need some tweaks for bottom-up change proposals. Last but not least, the individual needs and behaviors face to change and its interaction (as shown...
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...ORGANIZATION BEHAVIOR Why do we need to study Organization Behavior? Every individual is different They exhibit different behavior at any point of time WHAT IS ORGANIZATION, ITS, STRUCTURE, DESIGN AND THEORY Organization“a consciously coordinated social entity, with a relatively identifiable boundary, that functions on a relatively continuous basis to achieve a common goal or set of goals” Consciously coordinated- imply management Social entity means composed of people interacting Relatively identifiable boundary – clear delineation to distinguish members from non-members Achieve a common set of goals- what cannot be attained individually, company mission statement DEFINITION BY STEPHEN P .ROBBINS OB is a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge towards improving an organization’s effectiveness. MANAGEMENT FUNCTIONS P O S D C The most widely accepted functions of management given by KOONTZ and O’DONNEL i.e.Planning, Organizing, Staffing, Directing and Controlling. MANAGEMENT FUNCTIONS FUNCTIONS Plan- According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be”. A Future course of Action-Business Plan. Organize-to organize reporting relationships. Land,labour,capital,organizational structure, To organize a business...
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...Name: Organizational Behavior Faculty Name: Smita Kulkarni Room No: 114 Wing No: D Consultation Hours: between 10.55- 12.10 on Fridays Email: smita@ibsindia.org Course Objective: Semester: I The management of complex organizations requires an understanding of the nature of human behavior in corporate and other organizations, styles of motivations, personality and perceptions, company leadership, power and authority, strategies of organizational design and change, teamwork, conflict and collaboration, and culture. Organizational Behavior explores individual and group behavior within work organizations and helps students understand, describe, and explain human behavior at work Learning Outcomes: After completing the course the student will be able to: Apply and analyze different concepts related to organizational behavior Define the purpose and nature of the field of organizational behavior Understand how to Manage individuals for high performance by developing your understanding of individual and interpersonal behavior Understand how to manage groups for high performance through an exposure to theories, concepts, and principles of OB Recommended Text Book: Organizational Behavior, Stephen P Robbins,Timothy Judge and Neharika Vohra 15e, Pearson. Suggested books: 1. Fred Luthans, “Organizational Behavior, 8e, TMH, India. 2. John W Newstrom, “Organizational Behavior – Human behavior at work”, 12e, TMH, India. Course outline Sl No. 1 Session No. 1-2 Topic...
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...ANSWERS Objective: The purpose of this paper is to provide an in-depth under-standing of the role of training in the HRD and to enable the course participants to manage the Training system and processes. CONTENTS TOPIC 1. NO.OF QUESTIONS Page Introduction to Training & Development Performance Appraisal & Training Training Process Trainer & Training Institutions - 6 3 2. 3. 5 19 8 9 12 32 4. 5. Evaluation of Training 6. 15 12 37 49 Training Methods and Techniques Annexure References 60 For more detail :- http://www.gurukpo.com UNIT I INTRODUCTION TO TRAINING AND DEVELOPMENT Q.1. What is training? Ans.Training can be defined as “The systematic acquisition of attitudes, concepts, knowledge, roles, or skills, that result in improved performance at work.” It refers to the process of teaching employees the basic skills they need to perform their jobs. Training refers to skill enhancement processes and activities designed to provide learners with the knowledge and skills needed for their present jobs. Q.2.What is training needs assessment? Ans. Training Needs Assessment consists of : Organizational Analysis :Examines systemwide factors that effect the transfer of newly acquired skills to the workplace Person Analysis: Who needs what kind of training Task Analysis: Provides statements of the activities and work operations performed on the job Q.3.What is training design? Ans. Training design refers to the content, methods, material etc. used for purpose of imparting training...
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...The HR profession map consists of 2 core HR strategies, 10 professional areas, 8 behaviors & transitions and 4 bands. These 4 bands combine all these professional areas and behaviors & transitions. The HR profession map gives an account of all the required behaviors, strategies and planning to have a successful career in HR domain. It covers an HR professional’s life from its very beginning till it reaches the maximum possible height (CIPD 2012). The 10 professional areas set out in 4 bands of competence gives us a picture of all the required activities and knowledge an HR professional must have to be successful. Next we come to 8 behaviors which tell a professional how to carry out his duties and responsibilities. These behaviors also have their negative implications if he doesn’t set out his plans correctly. The 4 bands of professional competence give us a detail of the contributions an HR professional makes to his organization at every career level. The areas where the contributions are made could be client relationship, time-management, performance appraisal, focus on the organizational activities and services offered to the clients. He is also bound to face transitional challenges while moving from one band to the other. These 3 transitional pathways (Band 1-2, 2-3, 3-4) account for the competencies an HR professional must possess for making a smooth career move. The HR Profession Map has two cores sitting at its heart-Insights, strategies and solutions & Leading...
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