IIBM Institute of Business Management Organizational Behaviour Answer sheet Semester- 1 Section-A Part one: Answer 1. None . Answer 2. Self disclosure. Answer 3. None. Answer 4. Interpersonal skill. Answer 5. Reward power. Answer 6. Unfreezing. Answer 7. Sensitivity. Answer 8. Artifacts. Answer 9. The Pre-arrival stage. Answere10. Leadership. Part Two: Answer 1 .Informal groups are alliances that are neither formally structured nor organizationally determined. Informal
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Management-art of getting things accomplished in org-s through others.Goals(OB):predicting behaviour‚explain events‚managing ob.Classical viewpoint-high specialization of labour‚‚intensive specialization‚ central decision-making.Scientific Management-taylor‚optimum of special\standard-tion.Burecracy-weber‚srict chain of command‚detailed rules‚high spec.‚central power‚selection\promotion based on competence.Hawthorne-how psychological affect productivity.HumanRelationsMovement(critique)-stric spec
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Organizational behavior is a field of study that investigates the impact that individuals‚ groups and structures have on behavior within an organization for the purpose of applying such knowledge towards improving an organization’s effectiveness.[1] It is an interdisciplinary field that includes sociology‚ psychology‚ communication‚ and management; and it complements the academic studies of organizational theory (which is focused on organizational and intra-organizational topics) and human resource
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[pic] Q.1 Write a note on the managerial roles and skills. ANSWER: Management Roles are a complete set of behaviours within a business environment. Each role is different‚ thus spanning the variety of all identified management behaviours. When collected together as an integrated whole‚ the capabilities and competencies of a manager can be further evaluated in a role-specific way.Following are the three roles: 1. Informational roles 2. Decisional roles 3. Interpersonal roles 1. Informational
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STUDENT NAME : TSANWANI R STUDENT NUMBER : 20150274 ASSIGNMENT TITLE : ORGANIZATIONAL BEHAVIOUR DATE : 05 APRIL 2009 PROGRAMME : ABP/BTECH Contents Page Executive summary 3 Using shaping as a management tool 4-7 Heredity 8-11 Factors that may contribute to differences in patterns of job satisfaction 12-15 Factors that differentiate good decision makers from poor ones 16-19 Bibliography 20-21
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essay introduces the concept of motivation and the different theories needed to support employee performance and then analysing my organisation with the help of these theories. The second part deals with the analysing the organisational structure using the Matrix structure and the support of this in achieving the organisational goals. A JOURNEY THROUGH MY ORGANISATION Al-Tayer Stocks is a limited Liability Company established in 1998 in Dubai‚ United Arab Emirates (U.A.E) as a partnership venture
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Elements of successful organizational diversity Management. Why is organizational diversity important? Historically‚ diversity in the workplace has been recognized as an employment equity issue. Now‚ however‚ diversity in the workplace is being recognized as a benefit that will contribute to an organization’s bottom line. Increased employee and customer satisfaction end up as increased productivity‚ all of which are measurable outcomes (Goff‚ 1998). Diversity goes beyond employment equity
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REPORT Topic IMPACT OF QUALITY OF WORK-LIFE (QWL) ON ORGANIZATIONAL BEHAVIOR Submitted to Ma’am Mariam Pasha Submitted by Umm-e-Habiba Roll number BBC-09-17 INTRODUCTION Quality of work-life (QWL) is described as an individual’s experience related to their job. It may include broad categories and different dimensions like job satisfaction‚ satisfaction with the wages‚ hours‚ working condition and environment‚ work-life balance (balance between work and family). Today in this age of fierce competitive
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1.1 Definition of Organisational Behaviour Organisational Behaviour as defined by Mullins (2013)is “the study and understanding of individual and group behaviour and patterns of structure in order to help improve organisational performance and effectiveness”. This is similar to Buchanan & Huczynski (2010) definition which states “that OB is concerned with how formal organisations‚ behaviour of people within organisations and salient features of their context and environment‚ evolve and take shape
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Testing the Underlying Motives of Organizational Citizenship Behaviors: A Field Study of Agricultural Co-Op Workers John E. Barbuto‚ Jr. Lance L. Brown Myra S. Wilhite Daniel W. Wheeler University of Nebraska-Lincoln Abstract This study tests the relationship between sources of motivation and organizational citizenship behaviors. One hundred seventy-five employees from 31 locations of two agriculturally based companies completed the motivation sources inventory (Barbuto & Scholl‚ 1998) and were rated
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