... | |Equivalent Modules Master List |Equivalent courses offered at Aalto University, School Of Economics. | | | | | |Courses offered are subject to changes. | | |Updated information on the courses will be sent to successful candidates by Aalto | | |University, School Of Economics. | | | | | |*The same course can be transferred only as 1 course. | |First Level Modules | | |ACC1006 Accounting Information Systems |International Technology Venturing | |BSP1005 Managerial Economics ...
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...between women and men in leadership behaviour 428 Jon Aarum Andersen Received May 2010 Revised October 2010 Accepted November 2010 Faculty of Social Sciences, Lillehammer University College, Lillehammer, Norway, and Per H. Hansson Department of Education, Uppsala University, Uppsala, Sweden Abstract Purpose – This study aims to explore behavioural differences between women and men in managerial positions and suggest explanations for differences and similarities. Design/methodology/approach – In order to eliminate any effects of organizational differences on leadership behaviour, this study had public managers responding to questionnaires that measured their leadership style, decision-making style, and motivation profile. Findings – Statistical analyses of data from three groups of Swedish public managers (n ¼ 385) revealed virtually no significant differences in behaviour between female and male managers. Regardless of whether there is a female or male majority of employees or a female or male majority of managers, no effect on leadership behaviour occurs. Originality/value – A number of studies indicate that managers’ behaviour is different in different types of organizations. This study suggests, therefore, that, independent of gender, organizational and demographic characteristics modify leadership behaviours, thus explaining similarities in leadership behaviour. Keywords Women, Men, Gender, Leadership behaviour, Public sector organizations, Sweden ...
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...MGT1000 Organisational behaviour and management Marking criteria for assignment: CRITERIA | FAIL Less than 50% | PASS 50%–64% | CREDIT 65%–74% | DISTINCTION 75%–84% | HIGH DISTINCTION 85% and up | TOTAL | Content | No demonstrated understanding of question; not all issues relevant to question have been answered; inaccurate and irrelevant theory/content; obvious content missing | Borderline understanding of question; may not have answered all the issues relevant to the question but has dealt with the major ones; some minor inaccurate and or irrelevant theory/content | Sufficient understanding of question; answers all parts of the question, even if the content is a little uneven in quality; has attempted critique e.g. linked theories or evaluated theory; only very few very minor inaccuracies in content/theory evident | Good understanding of question; answers all parts of the question to a good standard– includes critical analysis of relevant issues pertaining to the question, even if a little of this critique is a little weak in parts; no inaccuracies in content/theory evident; may include some original content | Unequivocal understanding of question; answers all its parts comprehensively and accurately and excellent critical analysis of relevant issues pertaining to the question; usually includes some original content; no inaccuracies in the theory / content | | Mark out of 30 | <15 | 15-19.4 | 19.5-22.4 | 22.5-25.4 | 25.5 | 26 | Referencing and sources...
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... | | |OB 401 E | | |Organisational Behaviour | DEPARTMENT : MANAGEMENT AND ORGANISATION PROGRAMMES: Advanced Undergraduate Transfer Credit, PGE2 INSTRUCTORS : Don MINDAY, coordinator Slava DMITRIEV Jean-Bertrand LEFEBVRE Sophie HENNEKAM -TREGUIER Inju YANG-McCOURT FORMAT : 3 hours weekly: 1 ½ hr. of lecture, 1 ½ hr. tutorial 2 tutorial groups will follow a weekend seminar format CREDITS : 5 ECTS credits PRE-REQUISITE MODULES: None LEARNING OBJECTIVES : This module is designed to prepare students for their future role as business managers by giving them a conceptual framework which should help them to more effectively understand, predict, and influence behaviour in organisations. It is complementary to the 1st year module "Management relationnel" and the 2nd year module "Cross-Cultural Management" LEARNING OUTCOMES : At the end of this module, each student will be able to: 1. Assess and apply concepts, models, and...
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...WISCONSIN INTERNATIONAL UNIVERSITY COLLEGE MBA PROGRAM ORGANIZATIONAL BEHAVIOUR VENUE: POSTGRADUATE ROOM 3 DAY: SATURDAYS TIME: 11.30 AM - 2.30 PM LECTURER: DR ABDULAI KUYINI MOHAMMED Course description Effective management of human resources within organizations requires an understanding of various behavior and processes. Managers need to know why people behave as they do in relation to their jobs, their work groups and their organizations. This knowledge of individuals’ perceptions, motivational attitudes and behavior will enable managers to not only understand themselves better, but also to adopt appropriate managerial policies and leadership styles to increase their effectiveness. The focus of instruction in this course will move progressively through the individual, group and organizational levels of behavior and will examine the interrelationships of behavioral phenomena among these levels. In addition, concepts such as motivation, leadership and communication and their relevance to organizational behavior will be examined Objectives At the end of this course you should be able to: * develop your skills in analyzing organizational issues and developing appropriate recommendations to enhance organizational performance; * enhance your understanding of human behavior at the individual, interpersonal and organizational levels; * acquire knowledge about concepts and frameworks that can be used to build your management effectiveness; *...
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...International Journal of Business and Management December, 2008 Organizational Culture and Its Themes Shili Sun School of Foreign Languages, Ludong University No.186 Hongqi Middle Road, Zhifu District, Yantai 264025, Shandong Province, China Tel: 86-535-668-1098 E-mail: shilisun@hotmail.com Abstract As one of the key ‘stable factors’, culture within an organization is playing a critical role in the organization’s everyday operations. Although the culture literature has at times focused on the culture of an organization as shared basic assumptions (Schein, 1985), or as metaphors within organizations (Morgan, 1986, 1997), it is not sufficient to attempt to understand and measure them. This paper explores organizational culture in general, some definitions and implications of organizational culture are reviewed from different perspectives, and Cliffe’s cultural themes are addressed with the use of Scholes’ cultural web and Hofstede’s onion diagram model of organizational culture. Keywords: Culture, Organizational culture, Cultural themes 1. Organizational culture Historically, there are numberless definitions about organizational culture, which is defined in many different ways in the literature. Perhaps the most commonly known definition is “the way we do things around here” (Lundy & Cowling, 1996). Organizational culture is manifested in the typical characteristics of the organization, in other words, organizational culture should be regarded as...
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...OInternational Journal of Business and Management December, 2008 Organizational Culture and Its Themes Shili Sun School of Foreign Languages, Ludong University No.186 Hongqi Middle Road, Zhifu District, Yantai 264025, Shandong Province, China Tel: 86-535-668-1098 Abstract E-mail: shilisun@hotmail.com As one of the key ‘stable factors’, culture within an organization is playing a critical role in the organization’s everyday operations. Although the culture literature has at times focused on the culture of an organization as shared basic assumptions (Schein, 1985), or as metaphors within organizations (Morgan, 1986, 1997), it is not sufficient to attempt to understand and measure them. This paper explores organizational culture in general, some definitions and implications of organizational culture are reviewed from different perspectives, and Cliffe’s cultural themes are addressed with the use of Scholes’ cultural web and Hofstede’s onion diagram model of organizational culture. Keywords: Culture, Organizational culture, Cultural themes 1. Organizational culture Historically, there are numberless definitions about organizational culture, which is defined in many different ways in the literature. Perhaps the most commonly known definition is “the way we do things around here” (Lundy & Cowling, 1996). Organizational culture is manifested in the typical characteristics of the organization, in other words, organizational culture should be regarded as the right way in which things...
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...Organizational Commitment is highly valuable. Studies have highlighted that commitment has a great impact on the successful performance of an organisation. This is because a highly committed employee will identify with the goals and values of the organization, has a stronger desire to belong to the organization and is willing to display greater organizational citizenship behaviour i.e., a willingness to go over and beyond their required job duties. And if human resources are said to be an organization‘s greatest assets, then committed human resources should be regarded as an organisation‘s competitive advantage. This paper will analyze the concept of organizational commitment, what it means and why it is so relevant to organizations. In fact, vast numbers of studies have found positive relationships between organizational commitment and employee behaviours such as a greater effort exerted by the employee in performing tasks, higher employee retention, better work attendance, increased willingness to engage in citizenship behaviour and higher delivery of service quality. In essence, this shows an all-round higher employee performance effectiveness. Moreover, in today’s fast paced and dynamic business environment, organizations can no longer guarantee "a job for life" which has made the notion of organizational commitment even more pertinent. It is therefore in the organization's best interest to elicit this kind of behaviour. Various means of securing organisational commitment...
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... P. (1994). “Fast Food explosion”, Caterer and Hotelkeeper, Volume number 10, Page number 214-220 Becker, T. E. (1992). “Foci and bases of commitment: Are they distinctions worth making?”, Academy of Management Journal, Volume number 35, Page number 232 -244. Becker, T. E., & Billings, R. S. (1992). “Profiles of commitment: An empirical test”, Journal of Organizational Behavior. Volume number 14, Page number 177-190. Bryman, A. and Cramer, D. (1999). Quantitative data analysis with SPSS for windows. A guide for social scientists. New York: Routledge. Campion, M.A. (2008). “Meaning and Measurement in Turnover: Comparison of Alternative Measures and Recommendations for Research”, Journal of Applied Psychology, Volume number 76, Page number 199-212. Carsten, J., and Spector, P. (1987). “Unemployment, Job Satisfaction, and Employee Turnover: A Meta-analytic test of the Munchinsky Model,” Journal of Applied Psychology. Volume number 73, Issue number 3, Page number 374-381. Cohen, L. and Manion, L. (2000). “ Research Method in Education (5th Edition). London: Routledge/ Falmer Cole, M., and Bruch, H. 92006). “Organizational Identity Strength, Identification, and Commitment and their Relationships to Turnover...
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...com A study of Organizational Citizenship Behaviours, Organizational Structures and Open Innovation M. Muzamil NAQSHBANDI* Dr. Sharan KAUR Deptt of Business Strategy and Policy Faculty of Business and Accountancy University of Malaya, Kuala Lumpur, Malaysia- 50603 E-mail: virkul@gmail.com* Abstract With increasing technological advances, the need to create not only innovations but faster innovation has become a part of sustaining or gaining competitive advantage. Open innovation paradigm answers this need by utilizing larger resources and expertise that firms involved in the open innovation process offer. Given the recency of the concept of open innovation, the factors that influence the creation of open innovation are hazy. Most of the research on open innovation looks at the “hard” aspects of organizations, while the soft issues stand less researched. This conceptual paper draws attention to two such aspects of organization: organizational citizenship behaviour and organizational structure. This paper proposes that practicing organizational citizenship behaviours by the employees enhances the chances of creation of open innovation while not doing so can botch up the whole exercise particularly during the infancy stage. It is also proposed that informal organizational structures favour creation of innovation in the open innovation paradigm more than the rigid formal structures. It is further argued that besides proper citizenship behaviours and informal structures...
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...ONE Introduction to Organizational Behaviour CHAPTER 1 Study of Organizational Behaviour INTRODUCTION The study of Organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in teams. The study becomes more challenging when situational factors interact. The study of organizational behaviour relates to the expected behaviour of an individual in the organization. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. There are no absolutes in human behaviour. It is the human factor that is contributory to the productivity hence the study of human behaviour is important. Great importance therefore must be attached to the study. Researchers, management practitioners, psychologists, and social scientists must understand the very credentials of an individual, his background, social framework, educational update, impact of social groups and other situational factors on behaviour. Managers under whom an individual is working should be able to explain, predict, evaluate and modify human behaviour that will largely depend upon knowledge, skill and experience of the manager in handling large group of people in diverse situations. Preemptive actions need to be taken for human behaviour forecasting. The value system, emotional intelligence, organizational culture, job design...
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...Internal and External Factors Affecting Organisational Behaviour Organisation behaviour is a chief component of any business school core curriculum because it sets out to help students comprehend how human beings deal with being part of organisations, large or small, working in teams and so forth. It is, fundamentally, the study of the 'soft' end of business. The theories derive from a diversity of disciplines including sociology and psychology. It disquiets itself with the problematical patterns of individual and group working. Thus the apparent aim of the study of organisational behaviour is to understand why people work in positive ways and then working out how to use this knowledge to improve the use of resources. Factors Effecting behaviour at work: The role of work has changed throughout the world due to economic conditions and social demands. Originally, work was a matter of necessity and survival. Throughout the years, the role of "work" has evolved and the composition of the workforce has changed. Today, work still is a necessity but it should be a source of personal satisfaction as well. One of the vehicles to help provide attainment of personal and professional goals is work-life benefits and programs which also helps to assess the behaviour of an individual and the factors affecting the behaviour at work. Struggling with your essay? We can help! We can help get your coursework back on track, take a look at our services to learn more about how we can help...
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...Economics and Finance 28 (2015) 163 – 169 7th INTERNATIONAL CONFERENCE ON FINANCIAL CRIMINOLOGY 2015 13-14 April 2015,Wadham College, Oxford, United Kingdom Enhancement of the Accountability of Public Sectors through Integrity System, Internal Control System and Leadership Practices: A Review Study Mohamad Azizal Abd Aziza, Hilmi Ab Rahmanb, Md. Mahmudul Alamc, Jamaliah Saidc* a Faculty of Accountancy, Universiti Teknologi MARA (UiTM), Shah Alam, Selangor, Malaysia b Universiti Teknologi MARA (UiTM) Kelantan Campu, Malaysia c School of Business, Universiti Utara Malaysia c Accounting Research Institute (ARI), Universiti Teknologi MARA (UiTM). Shah Alam, Selangor, Malaysia Abstract Currently, governance in public administration has become a global issue as a result of the continuous stream of governance failures, fraud, inefficiency, corruption, and poor internal control and financial management. Public sectors worldwide are now under pressure to justify the sources and utilizations of public resources as well as improving the performance in their services delivery. Now it is considered as public rights to monitor the transparency and efficiency of public administration. To ensure good governance, understanding the way to improve accountability in public sector is very essential. Therefore, to enhance the accountability in the public sector, based on the literature review this study discusses on the organizational internal factors that has influences on accountability;...
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...Impact of Organizational Culture on Employee Performance ALHARBI MOHAMMAD AWADH University Technology Malaysia International Business School, Malaysia E-mail: alharbimohamd@gmail.com ALYAHYA, MOHAMMED SAAD University Utara Malaysia College of Business Malaysia. Email: msy330@hotmail.com Abstract Aim of the study: The relationship between organizational culture and performance has been study and a clear link between them has been identified by certain researcher’s research. The main aim of research article is to identify and measure strong relationship between performance and organizational culture. Methodology: Literature review is adopted as methodology to assess the culture of an organization impacts upon process, employees and systems. Findings: Certain dimensions of culture have been identified so far and research shows that value and norms of an organization were based upon employee relationship. The goal of an organization is to increase level of performance by designing strategies. The performance management system has been measured by balance scorecard and by understanding nature and ability of system culture of an organization have been identified. Recommendation: The strong culture of an organization based upon managers and leaders help in improving level of performance. Managers relate organization performance and culture to each other as they help in providing competitive advantage to firms. Keywords0:0Impact, Organization0Culture, organizational goals. Organization0Performance...
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...of leadership theories have been propounded by various management experts considering behaviour, traits, nature, etc. Some of these leadership styles are Authoritarian, Laissez-faire, Transactional, Transformational, Paternalistic and Democratic. This assignment will look at two approaches to leadership which are Transactional and Transformational Leadership. Transactional Leadership, as its name suggests, is a leadership style which lays emphasis on the transaction between leader and his or her subordinates. Conversely, Transformational Leadership is a type which becomes reasons for the transformation (change) in the subordinates. It will also discuss on five significant differences between the two leadership styles (MSG Experts 2016) Leadership is a process by which an executive can direct, guide and influence the behaviour and work of others towards accomplishment of specific goals in a given situation. Leadership is the ability of a manager to induce the subordinates to work with confidence and zeal. Leadership is the potential to influence behaviour of others (MSG Experts 2016). For example, in a school, a headmaster practices leadership when he directs, guides and influence behaviours of his members of staff. Leadership is also defined as the capacity to influence a group towards the realization of a goal. Leaders are required to develop future visions, and to motivate the organizational members to want to achieve the visions. According to Davis (2014), “Leadership is the...
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