...Organizational Behavior BA323 | 138074 Tsabedze mzwandile | The importance of understanding the study of organizational behavior | Assignment 1 | The importance of organizational behavior 0rganisational behavior is defined as a field of study that investigates the impact that individuals, groups, and structures have on behavior within the organization. Put differently organizational behavior is the study of human behavior in an organizational setting. It is the study of how individuals and groups behave within the organization as well as how members of the organization interact with the external environment. Gibson defines organizational behavior as a field of study that draws on theory, methods, and principles from various disciplines to learn about individuals perceptions, values , learning capacities, and actions while working in groups and within the organization and to analyze the external environment’s effect on the organization and its human resource, missions, objectives, and strategies. Organizational behavior is a still-emerging discipline which seeks to enable managers to understand people better to enhance them improves their management practices to increase productivity, customer satisfaction, and better competitive position. Due to the changing trends in the global or external environment, organizational structure, incentive systems, leadership styles, and organizational processes that worked in the past might not work well in today’s vibrant environment. Emphases...
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...Chapter One: Introduction to Organizational Behavior Chapter Synopsis This chapter launches the students' study of organizational behavior by providing an overview of management history and the OB field, and by identifying forces that promise to reshape the nature of management. It exposes the how, what, why, and when of organizational behavior, as viewed and practiced by managers. It also identifies the skills and competencies that leaders will need to create the ideal 21st century work atmosphere, such as intelligence, passion, a strong work ethic, a team orientation, and a genuine concern for people. Learning Objectives After completing this chapter, students should be able to: 1. Define in applied terms organizational behavior. 2. Describe the disciplines that have contributed to the field of organizational behavior. 3. Discuss the importance of understanding behavior in organizations. 4. Explain the time dimension model of measuring effectiveness. 5. Explain the relationship between quality and organizational effectiveness. Key Terms power of human resources—The ability to get things done in the way one wants them to be done. globalism—The interdependency of transportation, distribution, communication, and economic networks across international borders. cultural diversity—The vast array of differences created by cultural phenomena such as history, economic conditions, personality characteristics,...
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...Human Resource Management Challenges The rapidly transforming business landscape means that there are currently many human resource management challenges which will continue to evolve for years to come. Tom Marsden, Director of Professional Services at Alexander Mann Solutions says that HR departments really need to be adding real business value to their organizations. "Although the restrictions of the recession aren't over yet, companies are recognizing that in 2010, they will need to take steps to retain their workforce. This could be through an increased emphasis on training and engagement programs or by investing in areas that will optimize expenditure, such as integrated technology systems or improved candidate attraction schemes. The signs are that HR departments are preparing to maximize their resources and staff as organizations look to grow." The Evolution of HR Professionals Coach. Counselor. Employee advocate. Business strategist. As the business world changes, so does the role of HR professionals. Since human resources is a business-driven function, effectiveness depends on a thorough understanding of the strategic corporate direction, as well as the ability to influence key policies and decisions. In addition, human resource management challenges must be defined and solutions determined in order to succeed. Today's Top 10 Human Resource Management Challenges Due to the fluctuating economy as well as local and global advancements, there are many changes occurring...
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...Management 1999, Vol. 25, No. 3, 385– 415 Human Resources Management: Some New Directions Gerald R. Ferris University of Mississippi Wayne A. Hochwarter University of Alabama M. Ronald Buckley University of Oklahoma Gloria Harrell-Cook Mississippi State University Dwight D. Frink University of Mississippi The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function, with little if any bottom line impact, to what many scholars and practitioners today regard as the source of sustained competitive advantage for organizations operating in a global economy. In this 25th anniversary Yearly Review issue, we conduct a less comprehensive and more focused review of the field of HRM. In doing so, we attempt to articulate some key concepts and issues that can be productively integrated with HRM to provide some interesting and important directions for future work, and consider ways to bridge the gap between the science and practice of HRM. © 1999 Elsevier Science Inc. All rights reserved. This 1999 Yearly Review marks the 25th anniversary of the Journal of Management, and indeed, over this quarter century, the organizational sciences have witnessed an evolution of this...
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...appointed human resources manager in an organisation to answer the following question. AC1.1 explain the importance of strategic human resource management in organization. learners need to explain the importance of strategic human resource management and the need for adopting both a medium and long term perspective in respect of human resource management. AC1.2 assess the purpose of strategic human resource management activities in an organization. AC1.3 evaluate the contribution of strategic human resource management to the actievement of an organization's objectives. learners need to assess the purpose of strategic human management and evaluate how it contributes to organizational objectives. the link between corporate strategy and human resource management strategy needs to be made clear to show their interrelationship and how the human resource management strategy supports andcontributes to organizational purposes. Task 2. A human resource plan. the learner works as a human resources manager in an expanding organization. AC 2.1 analyse the business factors that underpin human resource planning in an organization. learners need to analyse the business factors that dictate the need to plan human resources by looking internally at the organization's requirement, as well as considering the influence of external environmental factors. AC 2.2 assess the human resource requirements in a given situation. learners need to assess the human resource requirements...
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...response/s and Human behaviour refers to the range of Behaviours showed by humans and which are influenced by its surrounding directly and indirectly. One of the most important things in Organizational Behaviour is to understand human behaviour, because the existence of the organization depends upon the employees/individuals behaviours. Organizations are composed of individuals and each individual behaviour/respond to its organizations is different as compare to other individual. UNDERSTANDING HUMAN BEHAVIOR Human behaviour is unpredictable. In behaviour we cannot assume one set pattern of behaviour. Modern theories of human behaviour are based upon the differences among people and how those differences can affect the organization. Some employees are motivated to work and some are not. Individual differences can be divided into personality and ability differences. Understanding the nature, determinants, and consequences of individual differences is essential for managing organizational behaviour. An appreciation of the nature of individual differences is necessary to understand why people behave in certain ways in an organization. HUMAN BEHAVIOR IN ORGANIZATION An understanding of human behaviour is critical to organizations for improving organizational effectiveness, the ability of an organization to achieve its goals. A goal is a desired future outcome that an organization seeks to achieve. Managers are playing the vital role in understanding the human behaviours in an...
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...analyzes the theoretical framework & models related to employee development and its affect on employee performance. The key variables identifies related to employee development and Employee performance. The further discussion develops a proposed model which explains the relationship between employee development variables (employee learning, skill growth, self directed, employee attitude) and employee performance variable. The employee performance will affect on organizational effectiveness. The paper is divided into three parts. The introductory part provides brief overview related to employee development and its affect on employee performance. The second part analyzes the views and studies of the past researchers related to employee development and employee performance. In the end, paper presents the proposed model along with the discussion and conclusion. Keywords: Employee development, employee performance, organizational effectiveness. Introduction Employee Development is one of the most important functions of Human Resource Management. Employee development means to develop the abilities of an individual employee and organization as a whole so; hence employee development consists of individual or employee and overall growth of the employee as when employees of the organization would develop...
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...This article was downloaded by: [Academy of Management] On: 11 February 2014, At: 16:20 Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK The Academy of Management Annals Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/rama20 An Aspirational Framework for Strategic Human Resource Management Susan E. Jackson , Randall S. Schuler & Kaifeng Jiang a b a a School of Management and Labor Relations, Rutgers University b Mendoza College of Business, University of Notre Dame Accepted author version posted online: 04 Dec 2013.Published online: 04 Dec 2013. To cite this article: Susan E. Jackson, Randall S. Schuler & Kaifeng Jiang (2014) An Aspirational Framework for Strategic Human Resource Management, The Academy of Management Annals, 8:1, 1-56, DOI: 10.1080/19416520.2014.872335 To link to this article: http://dx.doi.org/10.1080/19416520.2014.872335 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the “Content”) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views...
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...What is Organizational Behaviour? * Organizational Behaviour is a field of studies that seeks to understand, explain, predict and change human behaviour, both individual and collective in the organizational context.m * Human Capital is defined as the knowledge that employees possess and generate, including their skills, experience and creativity. * Roots of Organizational Behaviour Discipline | Influence on OB topics | Unit of Analysis | Psychology | Learning, personality, leadership, motivation, perception, attitudes, performance and appraisal. | Individual | Engineering | Design of work, efficiency, performance, standards, productivity and goal setting. (Scientific Management) | Individual + Group | Social Psychology and Sociology | Work teams, group and communication, group dynamics, roles, norms and standards of behaviour that emerge within groups; complaint and deviant behaviour, effects of codes of ethics in organizations, organizational change, and power. | Group | Anthropology | Organizational culture, origins of culture, patterns of behaviour. | Organization | Management (Administrative Science) | Design, implementation, and management of various administrative and organizational systems. | Organization | * Organizational Behaviour and Management. * Organizations are groups of people who work interdependently toward some common purpose. * Managers are people in organizations who perform jobs that involve the direct...
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...“Ensure the success of your business through effective human resources strategies” As Baird and Meshoulam (1998) remark “Business objectives are accomplished when human resource practice, procedures and systems are developed and implemented based on organisational needs, that is, when a strategic perspective to human resource management is adopted.” (Armstrong, M.,2008, pg 33) . This journal will explore on the principals of human resource management, analysis of its concepts, models and framework. Explanation of HRM process and build up of strategies. The journal ends with an assessment of roles in strategic HRM. Strategic Human Resource Management (HRM) can be defined as the way through which the organizational goals will be achieved by the people with the help of HR strategies, policies and practices. (Armstrong, M., 2008, pg 33). Other definitions of Strategic Human Resource Management are as follows:- “Strategic Human Resource Management means formulating and executing human resource policies and practices that produce the employee competencies and behaviors that company needs to achieve its strategic aims” – Garry Dessler (Durai,P.,2010,pg 24) “Strategic Human Resource Management is a pattern of planned human resource developments and activity intended to enable a firm to achieve its goals “ – G.C.MacMahan (Durai,P.,2010,pg 24). Models of Strategic Human Resource Management The Harvard model :- The Harvard model was put forward by Michale Beer, Richard Walton...
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...Strategic Human Resource Management Student Name Student ID Table of Contents Introduction 3 LO: 02:1 Be able to develop human resource plans for an organization 3 2.2 Assess the human resources requirements in a given situation 5 2.3 Develop a human resources plan for an organisation 7 2.4 Critically evaluate how a human resources plan can contribute to meeting as organisation objectives 8 LO: 03: Understand human resources policy requirements in an organization 9 3.2 Analyses the impact of regulatory requirements on human resource policies in an organisation 10 4.1 Analyses the impact of an organisational structure on the management of human resources 11 4.2 Analyses the impact of an organisational culture on the management of human resources 12 4.3 Examine how the effectiveness of human resources management is monitored in an organisation 14 4.4 Make justified recommendation to improve the effectiveness of the human resources management in an organisation 15 Conclusion 15 References 16 Figure 1 HR Planning 4 Figure 2 HR Planning process 7 Figure 3 Balance score card in practical 15 Introduction Organisations within today’s labor markets cannot be pretermission on increasing position of managing human resources. It is appreciated that the ways in which human resources are accomplished in employing organisations is energetic for the employer. Human resource (HR) system encirclements all the policies and performs that will ensure that right personnel...
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...THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL by Julie A. Paleen Aronow A Research Paper Submitted in Partial Fulfillment of the Requirements for Master of Science Degree in Training and Development Approved: 4 Semester Credits Dr. Kat Lui The Graduate College 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...
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...organization’s resources(human, financial, physical and information) with the aim of achieving organizational goals in an efficient and effective manner. A manager is someone whose primary responsibility is to carry out the management process within an organization. 2. Identify and briefly explain the four basic management functions in organizations. Answer: planning and decision making (determining courses of action), organizing (coordinating activities and resources), leading (motivating and managing people), controlling (monitoring and evaluating activities). These activities are not performed on a systematic and predictable schedule. 3. Describe the kinds of managers found at different levels and in different areas of the organization. Answer: By level, we can identify top, middle and first-line managers. Kinds of managers by area include marketing, financial, operations, human resource, administrative, and specialized managers. 4. Identify the basic managerial roles that managers play and the skills they need to be successful. Answers: Interpersonal roles (figurehead, leader, and liaison). Informational roles (monitor, disseminator, and spokesperson). Decisional roles (entrepreneur, disturbance handler, resource allocator and negotiator). Key management skills are technical, interpersonal, conceptual, diagnostic, communication, decision-making, and time-management skills. 5. Discuss the science and the art of management, describe how people become...
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...Organizational Change: Motivation, Communication, and Leadership Effectiveness Ann Gilley, Jerry W. Gilley and Heather S. McMillan rganizational leadership behaviors have a Research indicates that numerous variables have an impact on a leader’s direct influence on actions in the work eneffectiveness. This study explores the vironment that enable change (Drucker, behaviors associated with leadership 1999; Gilley, 2005; Howkins, 2001). Leaders may funceffectiveness in driving change. The tion as change agents—those individuals responsible findings confirm previous research that identifies change effectiveness skills, for change strategy and implementation (Kanter, Stein, while isolating the specific leader be& Jick, 1992)—by creating a vision, identifying the need haviors deemed most valuable to imfor change, and implementing the change itself. plementing change: motivation and Organizations remain competitive when they supcommunication. port and implement continuous and transformational change (Cohen, 1999). As a result, organizational change has been the subject of much research. Many have sought to explain the fundamentals of change, how to manage change, and why change is so difficult to achieve. In spite of numerous theories, models, and multistep approaches, organizational leaders lack a clear understanding of, or ability to engage, the steps necessary to implement change successfully (Armenakis & Harris, 2002). Research suggests that the problem is limited understanding of change...
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...A Stakeholder Model of Organizational Leadership Author(s): Marguerite Schneider Source: Organization Science, Vol. 13, No. 2 (Mar. - Apr., 2002), pp. 209-220 Published by: INFORMS Stable URL: http://www.jstor.org/stable/3085994 Accessed: 30/07/2010 02:12 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=informs. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Organization Science. http://www.jstor.org A ...
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