After studying this chapter, students should be able to: 1. Define organizational behavior (OB) 2. Describe what managers do 3. Explain the value of the systematic study of OB 4. List the major challenges and opportunities for managers to use OB concepts 5. Identify the contributions made by major behavioral science disciplines to OB 6. Describe why managers require a knowledge of OB 7. Explain the need for a contingency approach to the study of OB 8. Identify
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Subject: Management Concepts and Organizational Behaviour Subject: Management Concepts and Organizational Behaviour ------------------------------------------------- Subject Code: MC-101 Author: Dr. Karam Pal ------------------------------------------------- Lesson No: 01 Vetter: Prof. Harbhajan Bansal ------------------------------------------------- Subject Code: MC-101 Author: Dr. Karam Pal ------------------------------------------------- Lesson No: 01 Vetter: Prof. Harbhajan
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The market, its definition A market consists of all the consumers who purchase a particular type of good or service. The market may be sub-divided into separate segments each of which can be considered to be a separate market in its own right. It is very important for a business to be able to define its market [1]: 1. So that it can estimate the size of the market 2. So that it can forecast the growth of the market 3. To identify the competitors in the market 4. To break the market down
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* Word count or equivalent: 1000 (500 per answer) * Assessment criteria: * To identify the nature of operations management * To analyse the processes of operations management * To analyse management approaches to operations management * To apply operations management to gaining customers and competing * To examine the operational processes and life cycles * Knowledge/understanding of concepts (40%) * Ability to collect, synthesise and apply information (20%)
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macro-marketing. 3. Know why and how macromarketing systems develop. 4. Understand why marketing is crucial to economic development and our global economy. 5. Know why marketing special— ists—including middlemen and — facilitators—develop. 6. Know the marketing functions and who performs them. 7. Understand the important new terms (shown in red). www.mhhe. When it’s time to roll out of bed in the morning, does your General Electric alarm wake you with a buzzer—or by playing your favorite radio station
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5. Project Planning and Feasibility Studies Project planning is part of project management, which relates to the use of schedules such as Gantt charts to plan and subsequently report progress within the project environment. Initially, the project scope is defined and the appropriate methods for completing the project are determined. Following this step, the durations for the various tasks necessary to complete the work are listed and grouped into a work breakdown structure. The logical dependencies
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(Excluding Cover, Appendices, Table of Contents, Bibliography, Figures, Tables, Diagrams and Charts) Number of Pages : Question: Using a case study of an actual company, explain the advantages and disadvantages of different international strategies and organisational structures for large multinational enterprises. In your answer you should discuss the relationship between strategies and structures and the conditions under which particular strategies and structures are more or less appropriate
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.................................. Final Examination and Grading.......................................... Course Marking Scheme..................................................... Course Overview/Presentation Schedule............................ How to get the most from this Course................................ Tutors and
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LEARNING OUTCOMES After reading this chapter, students should be able to: • Discuss how cultural environments affect human resource management (HRM) practices. • Describe how technology is changing HRM • Identify significant changes that have occurred in workforce composition • Describe the HRM implications of a labor shortage • Describe how changing skill requirements affect HRM • Explain why organizational members focus on quality and continuous improvements • Describe work process
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. . . . . . . . . . . . . . . . . . 1 Executive Management Support User Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Optimization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Skilled Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17 Project Management Expertise . . . . . . . . . . . . . . . . . . . .
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