modeling‚ training‚ and coaching to create their current culture (Kinicki & Williams‚ 2013). Leading for Shareholder Value (LSV) and the Verizon Leadership Development Program (VLDP) made the changes possible (Kinicki & Williams‚ 2013). The Verizon Lean Six Sigma (VLSS) was also implemented into the cultural changes (Freifeld‚ 2013). The Leading for Shareholder Value was one of the main factors for the cultural change (Kinicki & Williams‚ 2013). This was an education program designed to increase
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References: Kinicki‚ A. (2008). Organizational Behavior. New York‚ NY: McGraw-Hill/Irwin
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Pennsylvania State University The social learning theory notion of vicarious learning through modeling can elucidate the phenomenon of behavioral change in organizations. Vicarious learning encompasses attentional‚ retention‚ motor reproduction‚ and motivational processes. If any of these processes is lacking or impaired‚ the learner is less likely to perform an observed behavior. Whether or not a model is attractive‚ competent‚ and successful contributes to the overall probability of that model ’s behavior
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tech-savvy‚ but also ones that are versatile and can meet the demands of such a company (Kinicki & Fugate‚ 2012‚ p. 57). It’s not easy to meet such high demands without implementing HR programs like Ignite. “It aims to expand and deepen the company’s recruiting reach beyond the larger universities and cities‚ and beyond engineering and technology” (Kinicki & Fugate‚ 2012‚ p. 57). According to Kinicki & Fugate (2012)‚ the program is seven months long‚ and a whopping 65% of the program
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inspirational appeals directed at investors and politicians‚ as well as potential partners. He managed to convince skeptics that he could make his idea of a low cost airline work. Some say Neeleman was successful by “sheer force of his personality” (Kreitner‚ 2005‚ p. 378). Neeleman’s primary power base of reference as can be seen in the way airline employees view him. Tom Krizek‚ JetBlue pilot‚ said‚ "I would walk through a burning building for him" (Salter‚ 2004 ¶1). Surprisingly‚ this was said after
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University of Phoenix A manager needs to understand the interdependency of departments‚ internal partnerships‚ and the influence of power and politics to effectively manage across the organization. Effective managers use various political tactics to increase their power within the organization to coordinate and support the work of their peers and subordinates to meet company objectives. Managers regularly acquire and use power. Power-oriented behavior has an impact on managerial career progress
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Sample Test-Chapter 15 Student: ___________________________________________________________________________ 1. An organization expands its private Internet to connect with customers‚ suppliers‚ and other partners. This expansion is called its A. intranet B. extranet C. private net D. website E. domain 2. Effective communication begins with A. speaking. B. listening. C. the message. D. two people. E. breaking through noise. 3. When you want your reader to take a logical action
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GROUP 10 2013/04/29 KALAFONG A CASE STUDY GROUP 10 2013/04/29 KALAFONG A CASE STUDY Contents Question 1 2 Theory Y 3 Goal Setting Theory 4 Hierarchy of Needs Theory 5 Expectancy Theory 7 Two Factors Theory 8 McClelland’s Theory of Needs 9 Need for Achievement 9 Need for Power 10 Need for Affiliation 10 References 12 Question 2 13 Introduction 13 Strengths 13 Weaknesses 14 Short – Middle Term Solutions 15 Medium – Long Term goals 16 Opportunities 16 Threats
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strategy focused on highlighting established brands‚ recapturing control of pricing‚ and making JC Penney stores more engaging (Kinicki & Williams‚ 2013). Mr. Johnson initiated this strategy by unwinding Penney’s reliance on expensive and ineffective celebrity lines‚ private labels‚ and exclusive brands and expanded JCP’s relationship with more established brands (Kinicki & Williams‚ 2013). Additionally‚ Mr. Johnson focused on regaining more control of pricing by dramatically reducing the number of
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Motivation is a basic psychological process. A recent data-based comprehensive analysis concluded that competitiveness problems appear to be largely motivational in nature (Mine‚ Ebrahimi‚ and Wachtel‚ 1995). Along with perception‚ personality‚ attitudes‚ and learning‚ motivation is a very important element of behaviour. Nevertheless‚ motivation is not the only explanation of behaviour. It interacts with and acts in conjunction with other cognitive processes. Motivating is the management process
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