Not for profit organization: A non profit organization (NPO) is an organization that uses surplus revenues to achieve its goals rather than distributing them as profit or dividends. While not-for-profit organizations are permitted to generate surplus revenues‚ they must be retained by the organization for its self-preservation‚ expansion‚ or plans.[3] NPOs have controlling members or a board of directors. Many have paid staffs including management‚ while others employ unpaid volunteers and even
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Diversity is a point of difference. Change‚ variation‚ dissimilarity. For most organizations it involves creating an inclusive organization where the differences of all people are respected‚ valued and utilized towards achieving a common goal. Differences people bring to the work environment include race‚ gender‚ sexual orientation‚ religion‚ age‚ geographic background‚ education‚ economic background and thinking and communication styles. Company leaders are always on the lookout for innovative
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Bureaucracy and modern organization Abstract: The theory of bureaucracy was proposed and published by Marx Weber (1947). Although there are some studies on this perspective were discussed before him‚ those theories did not form as systematic theory. After Weber‚ the issue of bureaucracy becomes a hot topic in the field of social organization. Almost all well-known scholars such as Martin and Henri have published their views on it. Bureaucracy adapted as the traditional organizational model during
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| ETHICAL DILEMMA IN ORGANIZATION | | | | | Contents ABSTRACT 2 1. DELIVERING SERVICES 2 DETAILED ANALYSIS OF TATA NANO –WHERE WAS THE FAULT LINE? 3 ANALYSIS 3 2. FULFILLING OBLIGATIONS 3 3. RESPONDING TO CRISIS 5 STEPS FOR CONSIDERATION 6 4. REACTING TO COMPANY POLICIES AND PRACTICES 6 6. ETHICS AND DISCRIMINATION 8 PREVENTING DISCRIMINATION 9 RESOLVING INCIDENTS OF DISCRIMINATION 9 ABSTRACT Ethical dilemma is a situation where you
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Foundations of the Theory of Organization Author(s): Philip Selznick Source: American Sociological Review‚ Vol. 13‚ No. 1 (Feb.‚ 1948)‚ pp. 25-35 Published by: American Sociological Association Stable URL: http://www.jstor.org/stable/2086752 . Accessed: 21/01/2015 11:43 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars‚ researchers
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the world moves through the 21st Century‚ business is becoming more dependent upon professional managers‚ who can bring success to an organization. Issues such as globalization and decentralization add to the need for organization’s to hire flexible managers capable of leading. A 21st century manager should possess three traits and utilize them to lead organizations: the ability to stimulate change‚ excellent planning capabilities‚ and ethics. A manager can be defined as “a person who works with and
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as Positional power‚ emerges from the position that an individual holds in an organization. Thus‚ it is similar to authority that vests in a position. This may include to give rewards‚ to inflict punishment‚ and to share information with others. The position holder‚ depending on his style of working‚ may use the power to gain the control over others‚ of course‚ within the overall framework provided by the organization. Positional power may be of four types: Coercive Power Reward Power Legitimate
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FORMS OF THEORY ORGANIZATIONS |CLASSICAL ORGANIZATION THEORY | |• Scientific Management approach | |• Weber’s Bureaucratic approach | |• Administrative theory. | |NEOCLASSICAL THEORY | |MODERN ORGANIZATION THEORY | |• Systems approach | |• Socio-technical approach | |• Contingency or Situational approach
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Power Power is the capacity of a person‚ team‚ or organization to influence others i.e. the ability to get someone to do something you want done or the ability to make things the way you want them to. DEPENDENCE THEORY OF POWER “If B is dependent on A‚ then A has power over B” SOURCES OF POWER Classifying different types of power that people can exert over one another in interpersonal communication can help analyse the power balance in any situation. It can assist people in leadership positions
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of our knowledge of human resource management involves large organizations with dedicated human resource departments and staff‚ but what about small organizations? Small organizations recruit‚ compensate‚ do performance management‚ and many of the same tasks as large organizations. There are certain things that can be mapped effectively from large to small organizations‚ but what happens to the rest that do not map? A small organization can not simply let things slip through the cracks based on size
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