ASSIGNMENT DIVERSITY ORGANISATIONAL BEHAVIOUR (BMOB5103) SHARIFAH SHIBRAH BT SYED HUSSEIN STUDENT ID: CGS00838119 Prof. Madya Dr. Rezian-na muhammed kassim Open University Malaysia 2013 TABLE OF CONTENTS 1.0 INTRODUCTION 2 1.1. What is Diversity? 2 1.2. Characteristics of Diversity 4 1.3. Aspects of Diversity 6 i. Aspects of Diversity (Visible): 8 ii. Aspects of Diversity (Invisible): 9 2.0 MANAGING DIVERSITY 13 2.1. Diversity
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Problems arising in self-assessment In a nutshell, the greatest disadvantage of self-assessment as a method of obtaining data is the greater chance of measurement error. In a meta-analysis of 44 self-assessment studies in higher education, Falchikov and Boud (1989) reported correlations between self-assessed and external measures of performance ranging from -0.05 to 0.82, with a mean correlation of 0.39. In a similar review of 18 self-assessment studies in the health professions, Gordon (1991)
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1. What is an organisation a. Organisation is basically combine of the culture, people, business processes technology and work together to achieve management’s goals and maximize efficiency and competitiveness in the market and also deliver benefits to their stakeholders and employees. 1. Define organisation goal. b. Organisation goal explain how an organisation intends to go about achieving its mission. 2. Define globalisation and the impact on the workplace c. Globalisation
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Understanding, why change is frequently difficult for people, can help building in methods for easing the process and increasing the likelihood that it will succeed. Being very clear about what changes are required and being very intentional about building a culture, that supports the new mission, goals, strategies and practices, increases the probability of success exponentially. This necessarily involves a large cross section of the organization in assessing the current system of norms and beliefs
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ORGANIZATIONAL BEHAVIOUR Answer 1: In the business world, there are individuals who hope to have a job that allows them to do some activities after their work, i.e. have a social life. But contrary to this, there are many individuals who consider their work to be a need. This is so because they consider their jobs and its constraints to be a challenge. Therefore, the individuals who like to accept challenges are attracted to the job. So, it is motivation and satisfaction that permits to work
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Sensitivity to follower needs – A leader is expected to be reactive to the needs of his followers. A great PM takes the initiative to understand his people and their emotions. Unconventional behaviour- A PM displays a behaviour which is accepted by the society and does not indulge in any unacceptable behaviour. He thus gets immediate acceptance from his people leading to his greatness. Thus, it can be stated that charisma plays an important role in the emergence of a PM as a great leader. However
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MM5 Formative Assignment Name: Justin Har Date: 7 November 2014 Question: a. Describe two theories that relate to motivation at work. 20% b. Outline the implications of your selected theories for managers. 30% c. Examine the limitations of using theories of motivation when managing organizations. 50%
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This literature review covers the utter failure in preventing and stopping the atrocity of the genocide in Rwanda. The review is centred on analysing the different types of decision making processes and the models of decision making adopted by the leader, General Romeo Dallaire and the UN and its member states. It highlights the challenges Dallaire had faced in maintaining a peace process and the inaction of the UN to prevent the genocide. It will focus on the types of decision making processes;
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their product but the Heads of Functions will manage their own staff and activities. 1:2 Organizational structure and organizational culture have a dependent relationship with one another. In the business world, management structure determines the behaviours, attitudes, dispositions and ethics that create the work culture. If a company's organizational structure is strictly hierarchical, with decision-making power centralized at the top, the company's culture will likely reflect a lack of freedom and
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Case Study Agrigreen, Inc., manufactures various agricultural fertilizers in several plants in the western United States and Canada. Tad Pierson, appointed three months ago as a project engineer at one of the Agrigreen plants, had been told last week by Burt Jacobs, the new manager of engineering to whom he reports, that he was to take on the added responsibility of supervising the plant surveying group. Having worked with members of this group in the past, Pierson was aware of some performance
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