ORGANISATIONAL CULTURE -SWATI SISODIA swati.sisodia@nmims.edu What is Organisational Culture • The basic paTTern of shared values and assumpTions governing The way employees wiThin as organisaTion Think abouT and acT on problems and opporTuniTies A system of meaning shared by the organization’s members Cultural values are collective beliefs‚ assumptions‚ and feelings about what things are good‚ normal‚ rational‚ valuable‚ etc. Aspects of culture Values Symbols Customs Language
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STUDY OF ZENTH BANK PLC) ABSRACT Manpower Training and Development is a very important aspect of human resources management which must be embarked upon either proactively or reactively to meet any change brought about in the course of time. The rationale behind it is to web the job and the job-holder together to achieve the organizational objectives. This research focuses on the impact of training and development on employees’ performance in the banking industry using Zenith bank plc as a case
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Corporate Governance Structure and Organization Structure of China Construction Bank Key Terms: Shareholding transformation Organizational structure Corporate governance structure Class: Management (Friday afternoon) Group 2: Afra Daisy Vicky Bill Chris Study on the Governance Structure and Organizational Structure of China Construction Bank Key Terms: Shareholding transformation Organizational structure Corporate
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CAPITAL STRUCTURE DETERMINANTS THE CASE OF THE KENYAN BANKING INDUSTRY TABLE OF CONTENTS 1. INTRODUCTION Capital structure refers to the mix of debt and equity which a firm uses to finance its operations. Many theories have been formulated with regard to whether there exists an optimal capital structure mix and the role the various determinants of capital structure play in deciding the mix. The Modern theory of capital structure began with Modigliani and Miller in 1958 (Harris
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setbacks can be instructive. Enduring cultures regard them not as calamities but challenges‚ and absorb their lessons…..” We can hypothesise that ‘underlying culture ‘refers to organisational culture; ‘bad patch’ refers to a period where business performance is low or employees are moving away form the organisational culture resulting in low business performance; ‘Properly regarded‚ setbacks can be instructive’ means that the organisation can learn from their mistakes and overcoming obstacles‚
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The Warwick MBA Assignment Cover Sheet Submitted by: 1168145 Date Sent: 25 November 2013 Module Title: Organisational Behaviour Module Code: IB802B Date/Year of Module: 2013 Submission Deadline: 25/11/2013 Word Count: 2949 Number of Pages: 12 Question: Critically evaluate Teams as a way of organising work and the challenges involved in managing this kind of organisation. Use an example‚ or examples‚ from your own organisation (or others) and apply OB theories and research in your answer
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Q NO. 1 (A) == TRACE THE GENESIS OF THE CONCEPT OF ORGANISATIONAL BEHAVIOUR.. ANSWER== 1.1 INTRODUCTION In a simple term organisational behaviour refers to the behaviour of persons in an organisation. Everybody wants to understand others behaviour. Understanding others behaviour help the persons to influence them. As you must be aware that human behaviour is guided by the internal and external forces. The analysis of these forces provides an insight for understanding the behaviour. Moreover
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ORGANISATIONAL BEHAVIOUR Organisational behavior is the study and understanding of individual and group behavior and patterns of structure in order to help to improve the organization’s performance and effectiveness. (Mullins Laurie J.2007‚ Management and Organisational Behavior ‚8th Edition) Organisational behavior is a field of study that investigates the impact that individuals ‚groups and structures have on behavior within the organization. It is an interdisciplinary field that includes sociology
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CENTRAL UNIVERSITY COLLEGE THE EFFECT OF TEAM BUILDING AND ORGANISATIONAL PERORMANCE OF STANDARD CHATERED BANK DATE……… Declaration We declare that this long essay is a result of our own research carried out from the department of management studies of the central university college. All references cited in this research have been duly acknowledged. We are solely responsible for any error found in this research.
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the view that mechanistic and bureaucratic organisations will probably struggle to encourage organisational learning. The structure and learning perspectives of organisational analysis will be used as academic lenses to view and propel this discussion. Relevant theories will be applied to analyse my own organisational experiences (direct and indirect). Examples derived from case studies of organisational situations will be looked at so as to make the discussion more cohesive. To begin with definitions
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