Chandaria School of Business Masters in Business Administration Course: Leadership and Management of Change Code: BUS 6030 Semester: Fall 2011 TOPIC: TEAM LEADERSHIP‚ TEAM BUILDING AND TRANSACTIONAL ANALYSIS AS TOOLS OF ORGANISATIONAL DEVELOPMENT AND CHANGE Group Member Adera P. Musyula Dominica G. Nkonge Lecturer: Prof Ciru Getecha Table of Contents 1.0 ORGANISATIONAL DEVELOPMENT ......................................................................... 3 1.1 Importance of Organization
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CONTENTS 1. Title Page …………………………………………….……….……… 01 2. Declaration ………………………………………….……….……….. 02 3. Acknowledgement………………………………….………………… 03 4. Chapter 1 – Introduction a. Need and significance of the study………………………..….. 05 b. Objective of the study………………………………………… 05 c. Scope of the study………………………………………..…… 06 d. Methodology………………………………………………….. 06 e. Limitations……………………………………………………. 06 f. Scheme of reporting……………………………………
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CASE STUDY: ORGANISATIONAL CULTURE TRANSACT INSURANCE LTD TOTAL NUMBER OF WORDS: 4‚621‚ 17 PAGES. TABLE OF CONTENTS 1. INTRODUCTION 3 2. ORGANISATIONAL CULTURE AND CHANGE 3 2.1 Background and Definition 3 2.2 Characteristics of Culture 5 2.2.1 Observed behavioural regularities 5 2.2.2 Norms 5 2.2.3 Dominant values 5 2.2.4 Philosophy 5 2.2.5 Rules 6 2.2.6 Organisational climate 6 2.3 Dimensions of Culture 6 2.3.1 Power dimension: 6 2
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ORGANISATIONAL (AFFECTIVE) & CONTINUANCE COMMITMENT Meyer and Allen (1991) proposed a three-component model that an employee will remain with an organisation because they want to (affective)‚ have to (continuance) or are compelled to (normative). Organisational commitment is characterised by three related factors (Baker et al.): • A strong belief in organisational goals and values • A willingness to exert considerable effort to achieve those goals • A strong desire to maintain membership
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high important. These days‚ business environment has changed dramatically. It is believed that organisational behaviour is one of the main areas for potential improvement in order to run a sustainable business (Robbins et al 2011‚ p.8). This case study will examine the internal management strategies of Westpac group (Westpac)‚ one of the four main banks in Australia. It shows how Westpac uses organisational behaviour principles to increase job satisfaction to motivate its employees. It will also explain
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Assignment 3 Management and Organisational Behaviour Prepared for Dr Retha Wiesner Faculty of Business & Law University of Southern Queensland Toowoomba‚ Queensland by Student name: W. Amal Peiris Student number: U1031128 MGT5000 INTRODUCTION Qantas faced the crisis in 2011. However it has commenced in 1990 when it was deregulated the government through privatization. Culture of Qantas remained unchanged and it operated as a government organization. Since Qantas
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to college important to you? * What responsibilities do you have in your home? * Personal Essay Section 1. Describe a community of which you are a part (your school‚ your neighborhood‚ your family‚ your church‚ an organization‚ etc.) and tell us why it is important to you. 2. If you had the power to change two things about the world and make sure two things never changed‚ what would you change and what would you keep from ever changing? 3. Tell us about yourself. Use your creativity
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Review Report ------------------------------------------------- Cho Cho Phyu Company Limited Group - 2 “We can say that there can be a change situation‚ when the people are dissatisfied with the current status or current situation.” Kurt. W. Lewin “Change can be happened when the people in the organization are open-minded and willing to change.” U Aye Kyaw(MHR) Acknowledgements We would like to express our sincere acknowledgements to all those who have helped us in preparation
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Introduction Change is a constant thing and this transpires within world in many ways. As the world becomes more complicated and increasingly intertwined‚ changes ostensibly far away affect us. Thus‚ change may sometimes appear to occur frequently and arbitrarily. We are gradually becoming cognizant of how connected we are to one another and to our world. Organizations must withal be cognizant of their holistic nature and of the ways their members affect one another. The incredible amount of change has coerced
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RESERVE BANK OF INDIA : ORGANISATION CENTRAL BOARD OF DIRECTORS GOVERNOR Dr. D. SUBBARAO DEPUTY GOVERNORS Dr. K. C. CHAKRABARTY Dr. SUBHIR GOKARN SHRI ANAND SINHA SHRI H.R. KHAN Co-ordination Work Executive Directors Department of Currency Management (Dr. N. Krishna Mohan‚ CGM) Financial Markets Department Shri V.K. Sharma Rural Planning & Credit Department (Smt. Deepali Pant Joshi‚ CGM-inCharge) Customer Service Department (Shri Rajesh Verma‚ CGM) (G. Mahalingam‚ Chief
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