...Organizational Culture & Leadership byEdgar H Schein "Some are born great, some achieve greatness, and some have greatness thrust upon 'em" Shakespeare, Twelfth Night notes compiled by Ted Nellen Oct 1997 OCAIonline (Organizational culture assessment instrument online) a hassle-free tool for diagnosing organizational culture, developed by professors Robert Quinn and Kim Cameron. Organizational Culture Blog Diagnosing and changing organizational culture Culture a phenomenon that surrounds us all. Culture helps us understand how it is created, embedded, developed, manipulated, managed, and changed. Culture defines leadership. Understand the culture to understand the organization. Defining Organizational Culture culture is customs and rights. good managers must work from a more anthropological model. Each org has its own way and an outsider brings his/her baggage as observer. Understand new environment and culture before change or observation can be made. 1. Observe behavior: language, customs, traditions 2. Groups norms: standards and values 3. Espoused values: published, publicly announced values. 4. Formal Philosophy: mission 5. Rules of the Game: rules to all in org 6. Climate: climate of group in interaction 7. Embedded skills: 8. Habits of thinking, acting, paradigms: Shared knowledge for socialization. 9. Shared meanings of the group 10. Metaphors or symbols: Culture: norms, values...
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...| UNIVERSITI TUNKU ABDUL RAHMAN (UTAR)FACULTY OF BUSINESS AND FINANCE (FBF) | Unit Plan 1. | Unit Code &Unit Title: | UBMM2023 Organisational Behaviour | 2. | Course of Study: | FBF:Bachelor of Marketing (Hons)Bachelor of Business Administration (Hons) Entrepreneurship (EN)Bachelor of Commerce (Hons) Accounting (AC)FICTBachelor of Information Systems (Hons) Information Systems EngineeringBachelor of Information Systems (Hons) Business Information Systems FSCBachelor of Science (Hons) Biotechnology (BT)Bachelor of Science (Hons) Logistics and International Shipping | 3. | Year of Study | Flexi structure | 4. | Year and Trimester: | 201601 | 5. | Credit Hour | 3 credit hours | 6. | Lecturing hours and Tutoring hours | 2 hours lecture per week for the duration of 14 weeks1.5 hours tutorial per week for the duration of 14 weeks | 7. | Lecturer: | Lead Lecturer:Ms. Norhayati Bt Md Isa (norhayatim@utar.edu.my)Co-lecturer:Ms. Lim Yong Hooi (limyh@utar.edu.my) | 8. | Tutors: | FBF/FICT/FSCMs. Lim Yong Hooi (limyh@utar.edu.my) Ms. Cheah Ching Mun (cheahcm@utar.edu.my)Ms. Seow Ai Na (seowan@utar.edu.my)Ms. Norhayati Bt Md Isa (norhayatim@utar.edu.my) | 9. | Moderator | Ms. Lai Ka Fei | 10. | Mode of Delivery: | Lecture and Tutorial | 11. | Objective: | To enable students to understand the impact that individuals, groups/teams and structure have on behaviour within organisations for the purpose of improving...
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...University of Wisconsin – Stout May, 2004 ii The Graduate School University of Wisconsin – Stout Menomonie, WI 54751 ABSTRACT Aronow Julie Ann Paleen ________________________________________________________________________ (Last Name) (First) (Middle) THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL ________________________________________________________________________ (Title) Training and Development Dr. Kat Lui May 2004 65 ________________________________________________________________________ (Graduate Major) (Research Advisor) (Month/Year) (No. of Pages) American Psychological Association, 5th Edition ________________________________________________________________________ (Name of Style Manual Used in this Study) The coveted epicenter for the contemporary human resource professional is partnering with other internal business leaders to fulfill the organization’s mission through sound and ethical business principles and human resource practices. Over three decades, the discipline has matured into one that includes transactional practices along side the more sophisticated organizational development and consultative work. In contemporary business, it is customary for organizations to partner with either internal or external human resource professionals to assist with the people management or strategic elements of the business. The evolution of the discipline over more than thirty years is appropriate and attests to the contributions...
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...___________________________________________________________________________________________ Course Objectives Technical competencies are not enough to ensure continued success in your career if you cannot leverage efforts. How do you motivate employees to go over and above the call of duty to get the job done? How can you ensure that decisions are not biased? What influence tactics can you use even if you do not have the formal authority to tell someone what to do? This course attempts to add to your understanding of life in complex organizations by covering topics including, leveraging culture to reach strategic objectives, motivating and rewarding desired behavior, designing organizations to fit with strategic objectives, selecting the appropriate leadership style to motivate others to perform, and using power and influence effectively. My approach will be managerial, focusing on the processes necessary to organize, motivate, and lead people engaged in collective activities. The emphasis will be on the development of concepts and strategies that may help you to be an effective manager. To accomplish these ends, readings, cases, and videos will be used to introduce you to frameworks from the social sciences that are useful for understanding organizational...
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...Case Study For Organizational Behavior Submitted by: Varun Paruchuri BM11059 OB Case Study Joining XLRI after having worked in an organization (Infosys) for close to three years is one of the best things that have happened to me in my life. I was filled with boundless joy and happiness when I got to know that I had made it to XLRI. After having joined here, I was very happy to come back to studying and college life again. Everything here was excellent, the infrastructure, the faculty and the environment to learn. Subjects like Organizational Behavior highlighted the importance of being not only a good manager who is very good technically but also a good human being before anything else. It aimed to create responsible individuals who are sensible, knowledgeable and are good citizens in the society to whom everybody can look up to in their lives. Various topics were taught to us in the class and the point was driven home through effective use of real life examples, creative games and other modern teaching tools. The focus was not on the marks scored in the exam but on the learning and experience gained in the classroom. I have collated the learning’s that I have gained during the course of my stint with OB (I sincerely hope this is not the last one) below. I’m sure that as you read along, you would notice a certain trend in the learning and it indicates my progression gradually...
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...unfurled, and uniformed players charge up and down the field like an army in the throes of often violent conflict. The teams’ huddles divide the game into small planning sessions for the next play. In the United States, the National Football League (NFL) oversees the sport and, like any successful business, wants to score in new markets. The NFL first tackled Europe in 1991, with plans to establish American football there. After years of failed attempts, NFL Europe emerged as six teams, five of which were based in Germany (such as the Berlin Thunder, the Cologne Centurions, and the Hamburg Sea Devils). Earlier teams established in Spain had failed. Why did American football triumph in Germany but fail in Spain? An excellent metaphor for Spanish culture is the bullfight, an ancient pursuit. In tradition-bound Spain, bullfights are often held in 2,000year-old Roman amphitheaters. Rather than a competitive sport, bullfighting is a ritual and an art. It is the demonstration of style and courage by the matador, the hero who fights the bulls. If the matador has per- formed well, he receives a standing ovation...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...unfurled, and uniformed players charge up and down the field like an army in the throes of often violent conflict. The teams’ huddles divide the game into small planning sessions for the next play. In the United States, the National Football League (NFL) oversees the sport and, like any successful business, wants to score in new markets. The NFL first tackled Europe in 1991, with plans to establish American football there. After years of failed attempts, NFL Europe emerged as six teams, five of which were based in Germany (such as the Berlin Thunder, the Cologne Centurions, and the Hamburg Sea Devils). Earlier teams established in Spain had failed. Why did American football triumph in Germany but fail in Spain? An excellent metaphor for Spanish culture is the bullfight, an ancient pursuit. In tradition-bound Spain, bullfights are often held in 2,000-year-old Roman amphitheaters. Rather than a competitive sport, bullfighting is a ritual and an art. It is the demonstration of style and courage by the matador, the hero who...
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...Commission on Colleges to award associates, baccalaureate, masters, and doctorate degrees. Contact the Commission on Colleges at 1866 Southern Lane, Decatur, Georgia 30033-4097 or call 404-679-4500 for questions about the accreditation of Regent University. National and State Accreditation Regent University’s undergraduate school is accredited or certified by the following bodies: Council for Higher Education Accreditation (CHEA) (www.chea.org/) The Teacher Education Accreditation Council (TEAC) The Regent University School of Education's educational leadership and teacher preparation programs and the College of Arts & Sciences interdisciplinary studies program, which are designed to prepare competent, caring, and qualified professional educators are accredited by the Teacher Education Accreditation Council for a period of seven years, from January 9, 2009 to January 9, 2016. This accreditation certifies that the educational leadership, teacher preparation and interdisciplinary studies programs have provided evidence that they adhere to TEAC's quality principles. Teacher Educational Accreditation Council, One Dupont Circle, Suite 320, Washington, DC, 20036, phone 202.466.7236. www.teac.orghttp://www.teac.org/ Regent University is authorized to operate in the state of Virginia and is exempt from the requirements of certification provided by the State Council of Higher Education for Virginia (SCHEV) (www.schev.edu/.) Nondiscrimination Policy Regent University admits students...
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...Republic of the Philippines Laguna State Polytechnic University San Pablo City Campus College of Arts and Sciences Bachelor of Science in Psychology Submitted to: Ms. Evangeline Dia Understanding Aggression Handed on February 5, 2014 By: Camille L. Quicho Student no. 11-00131 Psychology (BS), 2nd semester CONTENTS 1 Introduction………………………………………………………………………1 2 What is Aggression………………………………………………………………2 3 Disorders linked from Aggression……………………………………….. ~1~ 1- INTRODUCTION Psychologists classify aggression as instrumental and hostile. Instrumental aggression is aggressive behavior intended to achieve a goal. It is not necessarily intended to hurt another person. For example, a soccer player who knocks a teammate down as they both run to stop the ball from reaching the opposing team's goalpost is not trying to hurt the teammate. Hostile aggression, onthe other hand, is aggressive behavior whose only purpose is to hurt someone.Hostile aggression includes physical or verbal assault and other antisocialbehaviors. Most studies of aggression are geared toward hostile aggression. There are several forms of self-control training, which teaches people to control their own anger and aggression by making verbal statements in which the person tells him/herself to respond to anger and arousal by thinking first and then using less aggressive behavior. Self-control training includes rational restructuring, cognitive self-instruction, and stress inoculation. Self-control...
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...CROSSROADS When I read the first draft of this manuscript it provided a genuine " aha" experience. I felt that "tempered radicalism" was a concept that had been waiting to be invented. Meyerson and Scully, in my view, have grasped an important idea and have written about it in a careful and an illuminating way. It's one of those papers, I suspect; that some people will react to by thinking: "I wish I had written that!" Further, I can see others I know well in the field as fitting'the description of the tempered radical, at least in some circumstances and at different times. The reviewers, while suggesting changes, as reviewers do, were also very taken with the paper. It is intellectually interesting, and evocative. It provides us with a perspective on organizational issues that is typically glossed. It opens an arena for organizational analysis that is missed in r most theoretical frameworks. Tempered radicals, Meyerson and Scully argue, are individuals who identify with and are committed to their organizations and also to a cause, community or ideology that is fundamentally different from, and possibly at odds with, the dominant culture of their organization. Their radicalism stimulates them to challenge the status quo. Their temperedness reflects the way they have been toughened by challenges, angered by what they see as injustices or ineffectiveness, and inclined to seek moderation in their interactions with members closer to the centre of organizational values and orientations...
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...Excellence in Business Comm., 10e (Thill) Chapter 1 Achieving Success Through Effective Business Communication 1) Communication is the process of A) transferring information and meaning. B) listening actively. C) writing messages. D) speaking to others. E) none of the above. Answer: A Explanation: A) Communication is the process of transferring information and meaning between senders and receivers, using one or more written, oral, visual, or electronic media. The other answers are only part of the communication process. Diff: 2 Page Ref: 3 Skill: Concept Objective: 1 AACSB: Communication Abilities Learning Outcome: Discuss the challenges and importance of business communications. 2) When it comes to communication skills, employers express particular frustration with A) experienced workers who shun new technologies. B) recent college graduates who haven't learned how to adapt to a professional environment. C) employees whose first language is not English. D) male workers. E) employees who believe they are tech-savvy. Answer: B Explanation: B) Not all situations call for the same type of communication skills. If you learn to write well, speak well, listen well, and recognize the appropriate way to communicate in any situation, you will gain a major advantage that will serve you well throughout your career. The other groups of employers are not necessarily going to have trouble communicating in a professional environment at all times. Diff: 1 Page Ref: 3 Skill: ...
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...Excellence in Business Comm., 10e (Thill) Chapter 1 Achieving Success Through Effective Business Communication 1) Communication is the process of A) transferring information and meaning. B) listening actively. C) writing messages. D) speaking to others. E) none of the above. Answer: A Explanation: A) Communication is the process of transferring information and meaning between senders and receivers, using one or more written, oral, visual, or electronic media. The other answers are only part of the communication process. Diff: 2 Page Ref: 3 Skill: Concept Objective: 1 AACSB: Communication Abilities Learning Outcome: Discuss the challenges and importance of business communications. 2) When it comes to communication skills, employers express particular frustration with A) experienced workers who shun new technologies. B) recent college graduates who haven't learned how to adapt to a professional environment. C) employees whose first language is not English. D) male workers. E) employees who believe they are tech-savvy. Answer: B Explanation: B) Not all situations call for the same type of communication skills. If you learn to write well, speak well, listen well, and recognize the appropriate way to communicate in any situation, you will gain a major advantage that will serve you well throughout your career. The other groups of employers are not necessarily going to have trouble communicating in a professional environment at all times. Diff:...
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...C H A P T E R Organizational Culture Learning Objectives After reading this chapter, you should be able to: • Describe the elements of organizational culture. • Discuss the importance of organizational subcultures. • List four categories of artifacts through which corporate culture is communicated. • Identify three functions of organizational culture. • Discuss the conditions under which cultural strength improves corporate performance. • Discuss the effect of organizational culture on business ethics. • Compare and contrast four strategies for merging organizational cultures. • Identify five strategies to strengthen an organization’s culture. 16 S I X T E E N 496 T o an outsider, PeopleSoft is one of the loopiest places on the planet. The Pleasanton, California, business management software company has nerf ball shootouts and minigolf tournaments in the hallways. Dress-down day is every day of the week. A white collar is usually a T-shirt. The bagels and gourmet coffee are free. Having fun is so ingrained that many employees—called PeoplePeople—say it’s the best place to have a bad day. PeopleSoft also values egalitarianism— treating everyone with respect and minimal status differences. Executives don’t have secretaries, special perks, or grandiose offices. “Don’t kiss up and slap down,” PeopleSoft cofounder Dave Duffield reminds everyone. In other words, give the bagel delivery guy the same respect as the company president. PeopleSoft is also extreme on...
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