MGMG 504: Organization Behavior and Human Resource Management What I learned from OB. As I learned the values of organization Behavior and human resource management‚ I can apply and adapt this knowledge with my workplace. This subject makes me work with efficiently way and professional. Frankly speaking‚ I don’t know before that the behavior of human have principle to work with and there are the way to deal with different personality with solid. So It make me curious that it would be work or not
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Greenberg‚ J.‚ Edwards‚ M Hackman‚ J. R. & Oldham‚ G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance‚ 16‚ 250-279. Herzberg‚ Frederick (January–February 1964). "The Motivation-Hygiene Concept and Problems of Manpower". Personnel Administrator (27): pp. 3–7. Hofstede‚ G. (1980). Culture’s Consequences. Sage‚ Beverly Hills‚ CA. Hofstede‚ G Jarnagin‚ C.‚ Slocum‚ J. W. Jr. (2007). Creating Corporate Cultures through Mythopoetic Leadership
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LePine & Gellatly (2010). Organizational Behaviour: Improving Performance and Commitment in the Workplace‚ Canadian Edition. McGraw-Hill Ryerson Ltd. Canada. •Custom publication for York University: Kreitner‚ Kinicki‚ Cole & Digby (2010)‚ OB: Key Concepts‚ Skills‚ and Best Practices (Excerpts for AP/ADMS2400). Includes Chapters 2 and 7 from Fundamentals of Organizational Behaviour‚ 3rd Canadian Edition. McGraw-Hill Ryerson Ltd. Canada. • Connect: Enclosed with the packet is a Connect Access
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CYAN BLACK Managers can use a variety of carrots and sticks to encourage people to work together and accomplish change. Their ability to get results depends on selecting tools that match the circumstances they face. the primary task of management is to get people to work together in a systematic way. Like orchestra conductors‚ managers direct the talents and actions of various players to produce a desired result. It’s a complicated job‚ and it becomes much more so when managers are trying
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Design/methodology/approach – The paper is based on research completed for CIPD by The Kingston Engagement Consortium drawing on both quantative and qualitative data collected from member companies over a six-year period of study. Findings – The paper argues that managers need a deeper understanding of how employees are engaging with their work to effectively leverage performance through engagement. It finds that despite much work on engagement‚ the issues of with what and at what level people are engaging is still
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organizations 5 3.1. How different leadership styles impact employee motivation in periods of change 5 3.2. Identify the application of three different motivational theories within the workplace. 6 3.3. The usefulness of a motivation theory for managers at the TESCOS in Ireland. 6 4. Understand mechanisms for developing effective teamwork in organizations 7 4.1. Explain the nature of groups and group behavior within organizations. 7 4.2. Factors that may promote the development of effective
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Indian entrepreneurs Hall of fame Aniruddha Dange‚ CFA Head of India Research aniruddha.dange@clsa.com (91) 2256505060 Anshu Govil (91) 2256505059 February 2006 India Strategy Our Indian entrepreneurs Anand Mahindra Anil Agarwal Dhirubbhai Ambani Dilip Shanghvi Ekta Kapoor Gautam Thapar Jignesh Shah Kiran Mazumdar Shaw Kishore Biyani NR Narayana Murthy Raghav Bahl Rajiv Bajaj Rajiv Mody Sanjay Labroo Sanjiv Bajaj Tulsi Tanti Vijay Mallya Banking on people Going beyond numbers
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learn how to manage your own performance and career by learning how to work with and through other people-even when you don’t want to. This is an advanced survey course in organizational behavior designed to expose you to essential theories and concepts for analyzing‚ understanding‚ and managing human behavior in organizations. In this course we will apply concrete organizational situations from our case studies and projects to essential theories and effective management practices. In this class
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readings to be used in class. Assignments and grading: Your final grade will be based on: 1) Senior manager case analysis (Group Project) 40% 2) Exam 20% 3) Reading logs 20% 4) Individual assessment 10% 5) 10% Factor 10% Senior Manager Case Analysis (30%) This assignment is designed to apply the knowledge you gain in class to tackle
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attract‚ retain and motivate high performing individuals‚ in order to fulfill its objective to make Factory A state-of-the-art factory. The process of introducing those changes is hampered by the flux in the Russian pay market and by the General Manager of Factory A‚ Wilton Winchester‚ who is rather short-sighted‚ uncooperative and is opposing the planned changes at the factory. Analysis Nadler and Tushman proposed four types of change situations: Tuning‚ Adaptation‚ Re-orientation‚ Re-creation
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