BUS103 ORGANISATION BEHAVIOUR ASSIGNMENT 2 – GROUP-BASED ASSIGNMENT JANUARY 2011 SEMESTER GROUP MEMBERS: SONG ZHENYING JESLYN‚ PI NO. Y1073186 LIEW TAT ONN DEREK‚ PI NO M1115287. YEOW KIAN CHING PRINCE‚ PI NO. N1115682 Question 1a Attitude represents our own evaluation on how we feel about something that can be positive or negative. The main components of attitude are affect‚ behaviour and cognition. These three components are interlinked together
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Chapter 1 What is Organizational Behaviour? Chapter 1‚ Stephen P. Robbins and Nancy Langton‚ Fundamentals of Organizational Behaviour‚ Second Canadian Edition. Copyright © 2004 Pearson Education Canada Inc. Outline • What is Organizational Behaviour? • OB and Today’s Challenges in the Canadian Workplace • How Will Knowing OB Make a Difference? • OB: Making Sense of Behaviour in Organizations • There Are Few Absolutes in OB Chapter 1‚ Stephen P. Robbins and Nancy Langton‚ Fundamentals
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Level 2 Teaching Assistant Certificate - Assignment Three Unit 3 Supporting the Curriculum TASK 9: Using subject headings together with a brief summary of the subject‚ describe the range and main provisions of the relevant National curriculum in the school where you are employed. Creative Development: This Area of Learning relates to the development of children’s individual ways of developing and representing their notions and emotions in an imaginative way through assorted mediums and
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On April 21‚ 2014‚ Alligator Corporation received a charter granting the right to issue 100‚000 shares of $100 par value‚ 6% cumulative and nonparticipating preferred stock‚ and 1‚000‚000 shares of $1 par value common stock. It then Apr. 28 Issued 100‚000 shares of common stock at $23 per share. Jul. 16 Issued 6‚000 shares of preferred stock to The Venot Corporation for the following assets: equipment with a fair value of $76‚000; a warehouse with a fair value of $240‚000; and land with an appraised
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ORGANISATIONS AND BEHAVIOUR LO1 1.1‚ 1.2 This essay aims to identify the key elements between organizational structure and culture Organizational structure can be described as the framework in which an organization operates. There are three main types of organizational structure: functional‚ divisional and matrix structure. A functional structure is set up so that each portion of the organization is grouped according to its purpose
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homeless shelter for women and their children. The goals of the shelter are to (1) provide food and shelter on a temporary basis to women and their children‚ and (2) assist mothers in finding permanent shelter‚ employment‚ and child care. You are assigned to work with a single‚ depressed mother with two young children. Scenario 2 You are a social worker for a home care agency. One of your clients is an 85-year-old widower living alone‚ with his closest relative 1‚200 miles away. Both his mental
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Organizational Behaviour Part A-Essay 1.1 Compare and contrast different organizational structures and culture‚ such as the organisation structure and culture of BT and that of Ryanair. Organizational Structure defines how the position‚ power and responsibilities are allocated‚ controlled and coordinated‚ and how information streams between the different management levels. Many companies use a strong structure that lists all management positions and who is responsible for each task and
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everywhere go through the same stages of development‚ why are some 3-year-olds at different stages than others? The reason why some 3-year-olds are at different stages than other is because “some children develop more rapidly than other” (Beaty‚ n.d. p.3). As an early childhood educator I understand that each child’s development depends on age‚ maturity‚ and experience. For instance‚ a child’s rate of maturity may be different due to that child’s life experience. California Department of Education
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function in simultaneous harmony and tension with one another. congruencies‚ and contradictions among these different aspects of organizations. 1.To build the broadly applicable model that will foster successful leadership . The framework helps identify a set of guidelines that can enable leaders to diagnose and manage the interrelationships‚ 2.Improve organizational effectiveness. 3.This model will promote the value creation. value is best pursued by focusing on maintaining objectivity‚ gathering
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value-creating activities (Kaplan & Norton‚ 2001). In other words‚ financial measures are lagging indicators and‚ as such‚ are not effective in identifying the drivers or activities that affect financial results. Kaplan and Norton (1992) suggested that organizations‚ while using financial measures‚ should develop a comprehensive set of additional measures to use as leading indicators‚ or predictors‚ of financial performance. They suggested that measures should be developed that address four perspectives:
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