Management of Organizations EBC 2008 – 2012/2013 Course Manual Contents 1. Introduction ........................................................................................................................................ 2 2. Aims of the course ............................................................................................................................... 2 3. Teaching philosophy and design ..............................................................................
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Rejuvenating a Potent Idea‚” Academy of Management Executive 14‚ no. 3 (2000)‚ pp. 67–80. 58 Glenn L. Dalton‚ “The Collective Stretch‚” Management Review (December 1998)‚ pp. 54–59. 64 Lawrence Fisher‚ “Ricardo Semler Won’t Take Control‚” Strategy + Business (Winter 2005)‚ pp. 78–88; and Ricardo Semler‚ “How We Went Digital Without a Strategy‚” Harvard Business Review (September–October 2000)‚ pp. 51–58. 66 Barbara Rose‚ “Zappos Pays to Weed Out Uncommitted Workers‚” Chicago Tribune (June 16‚ 2008)‚ p.
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mcs81233_ch12_358-382.indd mcs81233_ch12_358-382.indd Page 359 2/7/09 5:00:48 PM user-s174 /Users/user-s174/Desktop/TEMPWORK/FEBRUARY/07-02-09/MACSHANE/MHBR089-12 12 Leadership in Organizational Settings LEARNING OBJECTIVES After reading this chapter‚ you should be able to: 1. Define leadership and shared leadership. 2. List the main competencies of effective leaders and discuss the limitations of the competency perspective of leadership. 3. Describe the people-oriented and taskoriented
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CHAPTER 5 MOTIVATION Maslow’s Need Hierarchy The crux of Maslow’s theory is that needs are arranged in a hierarchy. The lowest-level needs are the physiological needs‚ and the highest-level needs are the self-actualization needs. These needs are defined to mean the following: 1. Physiological. The need for food‚ drink‚ shelter‚ and relief from pain. 2. Safety and security. The need for freedom from threat‚ that is‚ security from threatening events or surroundings. 3. Belongingness‚ social
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COURSE HANDBOOK INTERNATIONAL BUSINESS EXPERIENCE & IBEX STUDENT GUIDE Table of content INTRODUCTION ................................................................................................................... 3 MODULES IBEX Programme............................................................................................... 4 CORE MODULES....................................................................................................................... 5 RISK MANAGEMENT
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ABBREVIATION LIST CD : Career Development HR : Human Resource HRD : Human Resource Development HRM : Human Resource Management ID : Individual Development OD : Organizational Development SHRD : Strategic Human Resource Development T&D : Training and Development An organization’s HRs are perhaps its most valuable assets (Swanson & Holton‚ 2001; Yorks‚ 2005). As such‚ HRD should be deemed as an invaluable investment (Swanson & Holton‚ 2001; Yorks‚ 2005). Sustaining a competitive
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Annu. Rev. Psychol. 1997. 48:515–46 OB IN THE ROUSSEAUNEW ORGANIZATIONAL ERA Copyright © 1997 by Annual Reviews Inc. All rights reserved ORGANIZATIONAL BEHAVIOR IN THE NEW ORGANIZATIONAL ERA Denise M. Rousseau Heinz School of Public Policy and Management and Graduate School of Industrial Administration‚ Carnegie Mellon University‚ Pittsburgh‚ Pennsylvania 15213 KEY WORDS: employment relations‚ performance paradox‚ organizational change‚ organizational learning‚ organizing‚ self-management
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Introduction: The Puzzling Puzzles of Harry Harlow and Edward Deci Drive offers a new way to think about motivation. Most of what businesses‚ governments‚ and nonprofit organizations assume about human behavior‚ particularly about what motivates us‚ is wrong. Short-term incentives and pay-for-performance schemes come from outdated assumptions that favor external motivations (i.e.‚ rewards and punishments for behaving a particular way) overintrinsic motivations (i.e.‚ the joy that comes from completing
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The Journal of Applied Behavioral Science http://jab.sagepub.com/ Workers ’ Playtime? : Boundaries and Cynicism in a ’ ’Culture of Fun ’ ’ Program Peter Fleming Journal of Applied Behavioral Science 2005 41: 285 DOI: 10.1177/0021886305277033 The online version of this article can be found at: http://jab.sagepub.com/content/41/3/285 Published by: http://www.sagepublications.com On behalf of: NTL Institute Additional services and information for The Journal of Applied Behavioral Science
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Overview of chapter One of the most important resources in all organizations is its human resources – the people involved in the production and distribution of its goods and services. Human resources include all members of an organization‚ ranging from top managers to entry-level employees. This chapter examines how managers can tailor their human resources management system to their organization’s strategy and structure. The major components of the human resources management are discussed:
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