The Effect of French and Raven Power on knowledge Acquisition‚ Knowledge Creation and knowledge Sharing: An Empirical Investigation in Lebanese Organizations Dr. Silva Karkoulian‚ Lebanese American University‚ Beirut‚ Lebanon Miss Yasmina Osman‚ Lebanese American University‚ Beirut‚ Lebanon ABSTRACT It has been documented that not much is known about the kinds of French and Raven powers that foster the acquisition‚ creation and sharing of organizational knowledge. This study extends
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References: McNamara‚C (no date) Problem solving and decision making - solving problems and making decisions‚ (Online) Retrieved from Kinicki‚ A.‚ & Kreitner‚ R. (2009). Organizational behavior: Key concepts‚ skills & best practices (4th ed.). New York‚ NY: McGraw-Hill Irwin. ISBN: 9780073381411.
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Business Publications‚inc. Dallas Texas. • Management is the process of planning‚ organizing‚ leading and controlling the use of resources to accomplish performance goals. John R. Schermerhorn‚ Jr. (1996) Zohrwiley & Sons‚ Inc. Canada • Angelo Kinicki and Brian K. William. (2009). Management is the pursuit of organizational goals efficiently and effectively. Mcgraw Hill Book Company. New York. • Brech‚ E.F.L (1975)‚ Management as a process and the process consists of planning‚ controlling‚ coordinating
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as a result of specific changes in policy and procedures. In brief‚ organizational change is an effort made by management to have members of the organization to think‚ behave and perform in a different way (Yılmaz and Kılıçoğlu‚ 2013 cited Kreitner and Kinicki‚ 2010). Changing nature of technology and economy‚ and the changing behaviour of customers pose pressures on businesses to change their cultural‚ structural and functional characteristics (Hashim‚ 2013). However‚ change initiatives may
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as the force or forces that arouse enthusiasm and persistence to pursue a certain course of action (Daft & Marcic‚ 2008). Motivation‚ derived from the Latin word meaning “to move” represents those psychological goal directed processes (Kreitner & Kinicki‚ 2007). Needs‚ values‚ attitudes‚ interest‚ and abilities differ in each individual (Dessler‚ 2008; Hellriegel & Slocum‚ 1996). Attitude‚ an important concept in motivation‚ is defined as a response to objects‚ people‚ or events in either
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(Homewood: Business One Irwin‚ 1991)‚ 7. Uma D. Jogulu. (2010). Culturally-linked leadership styles. Leadership & Organization Development Journal‚ 31(8)‚ 705-719. Toland‚ S.. (2010‚ November). The Diversity Payoff. Fortune‚ 162(7)‚ 170. Kinicki‚ A. & Kreitner‚ R. (2009). Organizational Behavior: Key Concepts‚ Skills & Best Practices. (Fourth Edition). McGraw Hill Irwin‚ New York City‚ New York.
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employee’s additional outcomes are due to their greater in-puts‚ negative inequity will be perceived. On the other hand‚ a person will experience positive inequity when their outcome to input ratio is greater than that of a relevant coworker. (Kreitner‚ & Kinicki‚ 2013‚ p. 215). The thought alone‚ of employees of equal statute‚ making more than another is problematic and promotes inequality in the work
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Competing Values Framework Model for Merger Proposal of Utah Opera and Symphony Meera Abraham Competing Value Framework https://www.google.com/search?q=competing+values+framework Utah Opera Culture Adhocracy Culture- tailored business model to adapt to change in the economic and financial situation. They are flexible to change size and fund- raising projects. Authority and decision making is Anne Ewers who report to the Board of Trustees. Utah Symphony Culture Hierarchy Culture – maintain
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Bibliography: Kreitner‚ Robert‚ and Angelo Kinicki. Organizational Behavior. Boston‚ MA: Irwin/McGraw- Hill‚ 1998. Print. "Equity Theory of Motivation." Equity Theory of Motivation. N.p.‚ n.d. Web. 09 Mar. 2013. "Welcome to Shanghai Municipal Office of State Administration of Taxation
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finishing department was running efficiently and successfully. Other Division Managers berated Andy Longclaw‚ who ran the finishing department. The Division Managers seemed to follow McGregor ’s Theory X which was "pessimistic‚ stifling‚ and outdated" (Kreitner 55). For them to recognize the successes of the finishing department they had to admit to their own failures within their respective departments so bashing Andy Longclaw ’s division was easier to do. Realizing she was being set up as a scapegoat
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