Desenvolvimento das organizações e qualidade. 16/05/2016 Instituto Superior Técnico
|
|
- Magdalen Ross
- 6 years ago
- Views:
Transcription
1 Desenvolvimento das organizações e qualidade
2 Hierarchy of Needs Diagram (Maslow) Motivation Hygienic factors Self actualization Ego needs Social needs Security needs Body needs
3 An organizational behavior system
4 Five models of organizational behavior
5 Facilitator roles for managers
6 Motivational Drives Achievement Motivation Affiliation Motivation Power Motivation Managerial Application of the Drives
7 Human needs
8 The nature of Leadership Management and Leadership Traits of Effective Leaders Leadership Behavior Technical Skill Human Skill Conceptual Skill Situational Aspects Followership
9 Behavioural approaches to leadership styles: The managerial grid Blake & Mouton 1,9 Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly organization atmosphere and work tempo. 9,9 Work accomplishment is from committed people. Interdependence through a common stake in organization purpose leads to relationships of trust and respect. 5,5 Adequate organization performance is possible through balancing the necessity to get out work with maintaining morale of people at a satisfactory level. 1,1 Exertion of minimum effort to get work done is appropriate to sustain organization membership. 9,1 Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree.
10 Situational leadership recommendations for leadership style to be used with each development level
11 What Is Empowerment? Empowerment 1. Job mastery 2. Accountability 3. Role models 4. Reinforcement and persuasion 5. Emotional support
12 The process of empowerment
13 Teams and team building - Classical Concepts Division of work Delegation Managers as Linking Pins Linking pin Contingency Organizational Design Mechanistic and Organic Forms Mechanistic organizations Organic organizations 5/19/2016 Instituto Superior Técnico
14 Task team Team work Life Cycle of a Team Stages of team development - Forming - Storming - Norming - Performing - Adjourning 5/19/2016 Instituto Superior Técnico
15 Ingredients of Effective Teams Supportive environment Skills and Role Clarity Superordinate Goals Team Rewards Potential Team Problems Changing Composition Social loafing Sucker effect 5/19/2016 Instituto Superior Técnico
16 Clues to Its Need - Low degree of team morale - Confusion or disagreement about roles - Large influx of new members - Disagreement over team s purpose and tasks - Negative climate within the team - Stagnation within the team The Process 5/19/2016 Instituto Superior Técnico
17 Typical stages in team building 5/19/2016 Instituto Superior Técnico
18 Contrasting supervisory roles
19 Implementing total quality MAJOR TOPICS Rationale for Change Requirements for Implementation Role of Top Management: Leadership Role of Middle Management Viewpoints of Those Involved
20 Implementing total quality Implementation Variation Among Organizations Implementation Approaches to Be Avoided An Implementation Approach that Works Getting On With It What to Do in the Absence of Commitment from the Top Implementation Strategies: ISO 9000 and Baldrige
21 Implementing total quality The traditional way of doing business presents the following problems: We are bound to a short-term focus. Tends to be arrogant rather than customer-focused. We seriously underestimate the potential contribution of our employees, particularly those in hands-on functions. The traditional approach equates better quality with higher cost. The traditional approach is short on leadership and long on bossmanship.
22 Implementing total quality The requirements for implementation are as follows: Commitment by top management Creation of an organization-wide steering committee Planning and publicizing Establishing an infrastructure that supports deployment and continual improvement The role of top management can be summarized as providing leadership and resources. The role of middle management is facilitation.
23 Implementing total quality Implementation approaches that should be avoided are as follows: Don t train all employees at once. Don t rush into total quality by putting too many people in too many teams too soon. Don t delegate implementation Don t start an implementation before you are prepared.
24 Implementing total quality Implementation phases are as follows: Preparation phase Planning phase Execution phase Going through the ISO 9000 registration steps will give an organization a good start on implementing total quality. ISO 9000 is an international standard for providers of goods and services that sets broad requirements for the assurance of quality and for management s involvement.
25 Implementing total quality The Malcolm Baldrige National Quality Award evaluates candidates for the award according to criteria in several categories as follows: Leadership Strategic planning Customer and market focus Management Analysis Knowledge management Human resource focus Process management Business results
MANAGEMENT FUNDAMENTALS. Lesson 4
MANAGEMENT FUNDAMENTALS Lesson 4 Leadership The Nature of Leadership Leading is a process of directing and influencing the task oriented activities of group members or the entire organisation Leadership
More informationManagement. Part IV: Leading Ch. 13. Leadership
Management Part IV: Leading Ch. 13. Leadership Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV: Leading
More informationBOH4M Final Exam Review
Unit 1: Foundations of Management Four Functions of Management: BOH4M Final Exam Review Management Functions Planning setting objectives and determining what actions should be taken to accomplish them
More informationManagement Fundamentals
Management Fundamentals Introduction to Management 1. Explain the meaning of the term Management. 2. List the core functions of management. 3. Briefly explain the core functions of management. Example:
More informationCHAPTER 13: LEADING COURSE PROGRESS PLANNING AHEAD CHAPTER 13 STUDY QUESTIONS STUDY QUESTION 1: WHAT IS THE NATURE OF LEADERSHIP?
COURSE PROGRESS CHAPTER 13: LEADING BOH4M Unit 3: Leading Ø Unit 1: Management Fundamentals Ø Unit 2: Planning, Controlling, and Strategizing Ø Unit 3: Leading Ø Chapter 13: Leading Ø Chapter 15: Individual
More informationMANAGEMENT FUNDAMENTALS. Lesson 5
MANAGEMENT FUNDAMENTALS Lesson 5 Motivation The Concept of Motivation Motivation the arousal, direction, and persistence of behavior Forces either intrinsic or extrinsic to a person that arouse enthusiasm
More informationLesson 2: The Theories of Leadership
A leader takes people where they want to go. A great leader takes people where they don t necessarily want to go, but ought to be. -Rosalynn Carter Lesson 2: The Theories of Leadership What is the evolutionary
More informationLesson-21. Leadership-- Some More Leadership Theories. This lesson is an insight into the following topics related to leadership:
Lesson-21 Leadership-- Some More Leadership Theories Learning Objectives This lesson is an insight into the following topics related to leadership: Some more leadership theories Leadership styles Leadership
More informationLevel 5 Certificate In Leadership and Management
Level 5 Certificate In Leadership and Management Get the skills and knowledge to lead, and improve performance. Institute of Leadership & Management Qualification Level 5 Certificate Getting Your Key People
More informationLESSON 3: DEVELOPING YOUR PERSONAL LEADERSHIP STYLE
LESSON 3: DEVELOPING YOUR PERSONAL LEADERSHIP STYLE L E A D E R S H I P I S A C O M B I N A T I O N O F S T R A T E G Y A N D C H A R A C T E R. I F Y O U M U S T B E W I T H O U T O N E, B E W I T H O
More informationWhat Is Motivation? Motivation works best when individual needs are compatible with organizational goals.
7 Motivation 1 What Is Motivation? Motivation Is the result of an interaction between the person and a situation; it is not a personal trait. Is the set of forces that initiates, directs, and makes people
More informationSCHOOL OF ACCOUNTING AND BUSINESS BSc. (APPLIED ACCOUNTING) GENERAL / SPECIAL DEGREE PROGRAMME END SEMESTER EXAMINATION JANUARY 2016
All Rights Reserved No. of Pages - 06 No. of Questions - 08 SCHOOL OF ACCOUNTING AND BUSINESS BSc. (APPLIED ACCOUNTING) GENERAL / SPECIAL DEGREE PROGRAMME END SEMESTER EXAMINATION JANUARY 2016 MGT 30525
More informationUnit 7: LeaderShip (ability to influence people)
Unit 7: LeaderShip (ability to influence people) Someone has to direct, lead, supervise and motivate employees, determine course of action, giving orders and instruction. Leaders are the people who: Lead
More informationDescription of Module Food Technology Food Business Management
Subject Name Paper Name Paper No. 14 Module Name/Title Module Id Description of Module Food Technology Food Business Management Organizational Leadership FT/FBM/09 Objectives To know about difference between
More informationLevel 5 Diploma in Human Resources Management (630) 135 Credits
Level 5 Diploma in Human Resources Management (630) 135 Credits Unit: Organisational Behaviour Total Qualification Time: 280 Exam Paper No.: 2 Number of Credits: 28 Prerequisites: Knowledge of business
More informationMotivation. Motivating is a management process of influencing other people s behavior based on the knowledge of what makes people tick
Motivation Motivation is a human psychological characteristic that contributes to a person s degree of commitment. It includes the factors that cause, channel and sustain human behavior in a particular
More informationManagement, Leadership, and Internal Organization
Management, Leadership, and Internal Organization 1 Define management and the skills necessary for managerial success. 5 Contrast the types of business decisions and list the steps in the decision-making
More informationMotivation. Ability & skills what a worker can do the job Motivation whether a worker will do the job properly
MOTIVATION Motivation Ability & skills what a worker can do the job Motivation whether a worker will do the job properly Increase motivation increase job performance Motivation Traits Self esteem Intrinsic
More informationChapter 12 - Leadership in Organizational Settings Competency Perspective of Leadership Competency Perspective Limitations
Chapter 12 - Leadership in Organizational Settings Leadership - influencing, motivating, and enabling others to contribute toward the effectiveness and success of the organizations of which they are members;
More informationLeader-centered approaches focus on traits, leader behaviors, and power. They include:
1 CHAPTER 13 2 Learning Objectives slide 1 of 2 1. Define leadership and explain its significance to an organization. 2. Differentiate between the different leader-centered approaches to leadership. 3.
More informationManagerial style and its managerial implications for organizations in the Slovak republic
Journal of Business Economics and Management ISSN: 1611-1699 (Print) 2029-4433 (Online) Journal homepage: http://www.tandfonline.com/loi/tbem20 Managerial style and its managerial implications for organizations
More informationCHAPTER 3 HUMAN RESOURCES MANAGEMENT
CHAPTER 3 HUMAN RESOURCES MANAGEMENT If an organization is to achieve its goals, it must not only have the required resources, it must also use them effectively. The resources available to a manager are
More informationChapter 7. Management, Leadership, and the Internal Organization
Chapter 7 Management, Leadership, and the Internal Organization Learning Objectives 1 Define management and the three types of skills necessary for managerial success. 5 Contrast the types of business
More informationDesigning Adaptive Organizations 2. Managing Change 4. Leadership Skill 4. Motivating People 4. Managing Teams 2. Managing Quality and performance 2
Postgraduate Diploma in Marketing Detailed Syllabus Stage 03 Graduate Diploma in Marketing Subject: Advanced Management Competencies (AMC) Release : January 2018 1. Subject Descriptor: Embedding multiple
More informationMGMT 201 FINAL Exam Study Guide
MGMT 201 FINAL Exam Study Guide The FINAL Examination will constitute 35% of your term grade. The exam will have 100 points. The exam will focus on material presented in class from Chapters 7, 8, 11, 12,
More informationCC 01-Principles & Practices of Management
Module-4 CC 01-Principles & Practices of Management Module 4 Leadership & Modern Trends Directing: - Leadership Leadership Traits Leadership Styles Principles in Directing Emerging Trends in Management;
More informationUnit 3: Organisations and Behaviour
Unit 3: Organisations and Behaviour Unit code: H/601/0551 QCF level: 4 Credit value: 15 credits Aim The aim of this unit is to give learners an understanding of individual and group behaviour in and to
More informationCHAPTER 8. Fulfills drives to bond Closer scrutiny by team members Team members are benchmarks of comparison
1 CHAPTER 8 Teams: Groups of two or more people who interact and influence each other, are mutually accountable for achieving common goals associated with organizational objectives, and perceive themselves
More informationAutocratic or Democratic? Which Type of Construction Leaders Do You Prefer? Thomas Ho 20 November 2014
Autocratic or Democratic? Which Type of Construction Leaders Do You Prefer? Thomas Ho 20 November 2014 What is Leadership? The famous Chinese philosopher Lao-tzu said : to lead the people, walk behind
More information(DMHR 01) ASSIGNMENT 1 M.H.R.M. DEGREE EXAMINATION, MAY 2018 First Year PERSPECTIVES OF MANAGEMENT
ASSIGNMENT 1 PERSPECTIVES OF MANAGEMENT Q1) Discuss briefly about management as an art, Science and profession. (DMHR 01) Q2) Explain the functions of organisation. Q3) Discuss the nature of planning.
More informationLesson 2: The Theories of Leadership
A leader takes people where they want to go. A great leader takes people where they don t necessarily want to go, but ought to be. -Rosalynn Carter Lesson 2: The Theories of Leadership 1. What is the evolutionary
More informationLesson 2: The Theories of Leadership
A leader takes people where they want to go. A great leader takes people where they don t necessarily want to go, but ought to be. -Rosalynn Carter Lesson 2: The Theories of Leadership 1. What is the evolutionary
More informationCHAPTER 17 LEADERSHIP. Leadership is a process of influencing a group to achieve goals
CHAPTER 17 LEADERSHIP Leadership is a process of influencing a group to achieve goals Early Leadership Theories Trait Theories (1920s -1930s) Research focused on identifying personal characteristics that
More informationPeople Leadership Series
People Leadership Series Week Topic Contents Methodology One Highest Me Knowing one self Improving confidence Making a great first impression Flexibility Assertiveness Handling pressure Activities Individual
More informationPOLYTECHNIC OF NAMIBIA
POLYTECHNIC OF NAMIBIA CENTRE FOR OPEN AND LIFELONG LEARNING OFFICE MANAGEMENT & TECHNOLOGY ADMINISTRATIVE MANAGEMENT B (ADM720S) FEEDBACK LETTER NO. 1 FOR SECOND SEMESTER 2015 COMPILED BY: DDJ FREDERICKS
More informationThe nature of Leadership Leading Leadership and vision vision: Visionary leader Power and influence power Sources of position power Reward power
Chapter 12 Leadership is hard, and most managers find it especially difficult when going to a new organisation, as there current leadership doesn't work. The nature of Leadership Leading is the process
More informationTeam development stages/team building
XLRI Jamshedpur School of Business & Human Resources GROUP BEHAVIOUR Team development stages/team building Madness is the exception in individuals but the p rule in groups -F.Nietzsche Why do people join
More informationPostgraduate Diploma in Marketing December 2016 Examination Exploring Consumer Behaviour (ECB)
Postgraduate Diploma in Marketing December 2016 Examination Exploring Consumer Behaviour (ECB) Date: 19 December 2016 Time: 0830 Hrs 1130 Hrs Duration: Three (03) Hrs Total marks for this paper is 100
More informationWhat Does it Mean to be a Leader?
Chapter 1 What Does it Mean to be a Leader? 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1 Your
More information2/4/2011. Human Resource Practices. Toyota Georgetown. Key Idea. Businesses are learning that to satisfy customers, they must first satisfy employees.
Chapter 6 Human Resource Practices Evans & Lindsay (2008) MANAGING FOR QUALITY AND PERFORMANCE EXCELLENCE, 7e 1 Toyota Georgetown We ve got nothing, technology-wise, that anyone else can t have. There
More informationNeeds the fundamental ingredient of individual motivation
Employee Motivation Motivation is a set of forces that directs an individual to the behavior that results in better job performance. A motivated employee might work harder than expected to complete the
More informationMotivation & Leadership. Section #1: Motivation
Motivation & Leadership Section #1: Motivation 1 S1 Learning Targets 1. I can explain the meaning of motivation 2. I can describe the various theories of motivation. 3. I can explain how expectations affect
More informationLeadership CHAPTER SIXTEEN INTRODUCTION DETAILED LECTURE OUTLINE
CHAPTER SIXTEEN Leadership INTRODUCTION I must follow the people. Am I not their leader? Benjamin Disraeli. The current chapter discusses leadership, a topic as complex as this quotation indicates. Indeed,
More informationDescription of Module Subject Name Human Resource Management Paper Name Organizational Behaviour Module Title Leadership-theoretical framework Module
Items Description of Module Subject Name Human Resource Management Paper Name Organizational Behaviour Module Title Leadership-theoretical framework Module Id 24 Pre- Requisites Basic knowledge of leadership
More information6/19/2013. Introduction. Leadership contd.. Leadership. Kinds of leadership
Principles of Management -Leadership- Introduction People in organization rarely, if ever, work entirely alone. Formal and informal groups exists in organizations. Groups exerts a very strong influence
More informationMOTIVATION. Definition of Motivation The will to achieve. Factor that cause, channel & sustain an individual s behavior (Stoner).
Definition of Motivation The will to achieve MOTIVATION Factor that cause, channel & sustain an individual s behavior (Stoner). The willingness to put forth effort in the pursuit of organizational goals
More information1/16/2009. Chapter Seventeen. Learning Objectives. The Nature of Leadership. Managing Leadership and Influence Processes
Chapter Seventeen Managing Leadership and Influence Processes Slide content created by Charlie Cook, The University of West Alabama Copyright Houghton Mifflin Company. All rights reserved. Learning Objectives
More informationOVERVIEW MANAGEMENT: PRINCIPLES. Empower and invest in yourself. Course Overview
OVERVIEW MANAGEMENT: PRINCIPLES Course Overview Empower and invest in yourself 2 Course Overview Management: Principles onlineacademy.co.za CERTIFICATE IN MANAGEMENT: PRINCIPLES The importance of management
More informationQuality Engineering (ME522)
Quality Engineering (ME522) Dr. Monoj Bardalai Assistant Professor Department of Mechanical Engineering Tezpur University 13-02-2019 2 Introduction: Total Quality Management (TQM) 6 Basic concepts 1. Involvement
More informationWork in the 21 st Century: An Introduction to Industrial- Organizational Psychology. Chapter 9. The Motivation to Work
Work in the 21 st Century: An Introduction to Industrial- Organizational Psychology By Frank J. Landy & Jeffrey M. Conte 1 Copyright The Companies, Inc. All rights reserved. Chapter 9 The Motivation to
More informationPart 4: Leading. Chapter 11. Leadership and Trust. PowerPoint Presentation by Mohammed Ramadan Copyright 2018 Prentice Hall, Inc. All rights reserved.
Part 4: Leading Chapter 11 Leadership and Trust PowerPoint Presentation by Mohammed Ramadan Copyright 2018 Prentice Hall, Inc. All rights reserved. L E A R N I N G O U T C O M E S After reading this chapter,
More informationLeadership. The Nature of Leadership 12/18/2012. Learning Objectives. The Nature of Leadership. The Nature of Leadership. The Nature of Leadership
Learning Objectives Leadership Chapter 10 website Mark Gosling Office: D404 Phone: 5417 Email: markg@mail.nkuht.com.tw LO1 What is leadership LO2 What traits does a leader have? LO3 Talk about leadership
More informationEmployee Involvement. BPF2123 Quality Management System
Employee Involvement BPF2123 Quality Management System Chapter Outline What is Employee Involvement? Empowerment Teams and Motivation Employee Surveys Recognition and Reward Lesson Outcomes Explain the
More informationAbout This Course How to Take This Course. 1 What Is a Manager 1. The Approach in This Course Competitive Strategy as a Unifying Concept
Contents About This Course How to Take This Course 1 What Is a Manager 1 The Approach in This Course Competitive Strategy as a Unifying Concept Defining Management The Functions of a Manager Measuring
More informationMOTIVATION Concept of Motivation 02 - Definition of Motivation 02 - Motivation and Morale Relationship 02 THEORIES OF MOTIVATION 03
Contents MOTIVATION 02 - Concept of Motivation 02 - Definition of Motivation 02 - Motivation and Morale Relationship 02 THEORIES OF MOTIVATION 03 - Masslow s Need Hierarchy Model 03 - Douglas McGregor
More informationWorking in Teams, Unit 2. Unit 2 Objectives. Unit 2 Outline 8/4/2010. Forming and Developing a Team for HIT
Working in Teams, Unit 2 Forming and Developing a Team for HIT Working in Teams/Unit 2 1 Unit 2 Objectives At the end of this unit the learner will be able to: 1. Describe stages of team development 2.
More informationCopyright Reserved Serial No. Institute of Certified Management Accountants of Sri Lanka. Foundation Level Pilot Paper
Copyright Reserved Serial No Foundation Level Pilot Paper Instructions to Candidates 1. Time allowed is two (2) hours. 2. Total 100 Marks. 3. Answer all questions. 4. Encircle the number of your choice
More informationMG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK
MG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK Unit - I - Part - A - Question 1 Define Management. 2 Compare Entreprenuer & Manager. 3 Identify whether Management is Science or Art? 4 Classify types of
More informationUnderstanding leadership. To develop knowledge and understanding of leadership as required by a practising or potential first line manager.
Module 1 Understanding leadership To develop knowledge and understanding of leadership as required by a practising or potential first line manager. Learning outcomes (the learner will) Understand leadership
More informationEngaging, Motivating and Retaining Staff. Christopher Dubble, MSW
Engaging, Motivating and Retaining Staff Christopher Dubble, MSW Leadership What makes a good leader? 1. 2. 3. 3 Leadership Styles: Directive Primary objective is immediate compliance. Most effective when
More informationAudience: Six to eight New employees of YouthCARE, young staff members new to full time youth work.
YouthCARE Youth Workers and Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work. Goal: To prepare new youth workers to critically think about and demonstrate
More informationChapter 1. Leadership CHAPTER OUTLINE
Leadership CHAPTER OUTLINE Chapter 1 I. THE NATURE OF LEADERSHIP A. Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities
More informationOrganisational Behaviour Notes
Organisational Behaviour Notes Week 1 Introduction to Organisational Behaviour 1.1 What is organizational behavior? 1. OB studies the impact of individuals, groups and structures on behavior within organisations.
More informationCHAPTER 6 INTRODUCTION TO GENERAL MANAGEMENT
CHAPTER 6 INTRODUCTION TO GENERAL MANAGEMENT Chapter content Introduction The role of management A definition of management Different levels and functional areas of management in businesses Skills needed
More informationMBH1683 Leading Organisational Change
MBH1683 Leading Organisational Change Prepared by Dr Khairul Anuar L6 The Leadership of Change www.mba638.wordpress.com 1 Learning Objectives Discuss whether there is one best way of leading or whether
More informationLumen Principles of Management Learning Outcomes
Lumen Principles of Management Learning Outcomes Module 1: Introduction to Management Primary Outcome: Describe the primary functions of management and the roles of managers. Module 2: History of Management
More information2. What conditions does a perfectly competitive firm satisfy when it is in long-run equilibrium? (25points)
1. How does quantity demanded differ from demand? (25points) 2. What conditions does a perfectly competitive firm satisfy when it is in long-run equilibrium? (25points) 3. What is the Phillips Curve? Please
More informationWorkforce management. P a g e 1
Workforce management P a g e 1 P a g e 2 Contents INTRODUCTION... 3 1. To analyse the importance of workforce planning and explain the difficulties... 4 1.1 Analyse in detail the recruitment requirements
More informationMGT 656. Leadership Theory and Practice STYLE APPROACH
MGT 656 Leadership Theory and Practice STYLE APPROACH Style Approach Style approach emphasizes the behavior of the leader what leaders do and how they act How is it different from trait approach? How is
More informationManagement and Supervision
Management and Supervision Food Production Management 1 Module 3 Section D Leadership All of the information has been adapted from Cronje, GJ. Et al. 2007. Introduction to Business Management. 6 th Edition.
More informationPower, Influence, and Leadership. 2. Introduction. 2.1 Overview. Notes: Copyright 2016 Educational Design Technology (EDT) background music
Power, Influence, and Leadership 2. Introduction 2.1 Overview background music 2.2 Learning Objectives No audio 1. Scene 1 1.1 Aspects of Leadership no audio 1.2 Power & Influence Power is an integral
More informationDANTES Fact Sheet. Study Guide. Subject Standardized Tests ORGANIZATIONAL BEHAVIOR TEST INFORMATION CONTENT
DANTES Fact Sheet Study Guide Subject Standardized Tests ORGANIZATIONAL BEHAVIOR TEST INFORMATION This test was developed to enable schools to award credit to students for knowledge equivalent to that
More information5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership
5. Leading 5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership 5.5 Personality Types 5.6 Power in Organizations 5.7 Leadership in Teams
More informationCALIPER. essentials CALIPER. Competency Report for Coaching Mid-Level Manager Model. Frank Kozlowski For Operations Manager With ABC Company, LLC.
CALIPER TM essentials Competency Report Mid-Level Manager Model For Operations Manager With ABC Company, LLC. November 2, 2018 Assessment Date: November 2, 2018 Caliper Management, 500 Alexander Park Drive,
More informationLEADERSHIP PRINCIPLES (418)
DESCRIPTION Leadership Principles teaches how to be an effective leader. Concepts include goal setting, motivation, team building, time management, conflict resolution, communication, ethics, diversity
More informationGROUP DYNAMICS. Definition:
Definition: GROUP DYNAMICS Group dynamics involve the study and analysis of how people interact and communicate with each other in face-to face small groups. The study of group dynamics provides a vehicle
More informationOrganizational Behavior HRM In Construction
Organizational Behavior HRM In Construction Dr. Nabil I. El Sawalhi Construction Management 1 Types of behavior 1. Consideration 2. Initiating structure Consideration describes behavior that is oriented
More informationContents. Part I Business-Integrated Quality Systems. Part II Integrated Planning. Preface... xi
Contents Preface... xi Part I Business-Integrated Quality Systems 1 Organizational Structures... 3 General Theory of Organization Structure... 5 The Functional/Hierarchical Structure... 6 Matrix Organizations...
More informationSCHOOL OF ACCOUNTING AND BUSINESS BSc. (APPLIED ACCOUNTING) GENERAL/SPECIAL DEGREE PROGRAMME
All Rights Reserved No. of Pages - 08 No of Questions - 07 SCHOOL OF ACCOUNTING AND BUSINESS BSc. (APPLIED ACCOUNTING) GENERAL/SPECIAL DEGREE PROGRAMME YEAR I SEMESTER II INTAKE VI (GROUP A) END SEMESTER
More informationTHE WORLD OF ORGANIZATION
22 THE WORLD OF ORGANIZATION In today s world an individual alone can not achieve all the desired goals because any activity requires contributions from many persons. Therefore, people often get together
More informationManagement styles. Andrei Pitis. Entrepreneurship and technological management
Management styles Andrei Pitis 1 Topics 1.Recap 2.Team Lifecycle (Tuckman) 3.Management styles (Hersey/Blanchard) 2 Maslow s hierarchy of needs 3 Herzberg Theory 4 5 6 Team Lifecycle Bruce Tuckman, 1965
More informationPostgraduate Diploma in Marketing June 2014 Examination Advanced Management Competencies (AMC)
Postgraduate Diploma in Marketing June 2014 Examination Advanced Management Competencies (AMC) Date: 20 June 2014 Time: 1400 Hrs 1700 Hrs Duration: Three (03) Hrs Total marks for this paper is 100 marks.
More informationMotivation. Learning Outcomes
Motivation Learning Outcomes After successful studying this chapter You should be able to: Define the term Motivation, Explain Why motivation is important, Discuss the motivation theories of Maslow and
More informationTable of Contents. Preface... iii Introduction... xi. Chapter 1: Evolution of Organizational Behavior... 1
Table of Contents Preface... iii Introduction... xi Chapter 1: Evolution of Organizational Behavior... 1 1.1 Introduction... 2 1.2 Definition of Organizational Behavior... 2 1.2.1 Four Elements of Organizational
More informationMotivating and Rewarding Employees
11Chapter Motivating and Rewarding Employees Pearson Education Limited 2015 11-1 Learning Outcomes Define and explain motivation. Compare and contrast early theories of motivation. Compare and contrast
More informationStructural aspects of organizations. Kalina Grzesiuk
Structural aspects of organizations Kalina Grzesiuk Organizational structure Dividing an organization into functions and then departments Advantages of proper design: Facilitates effective workflow Enhances
More informationChapter 7 Management and leadership
Chapter 7 Management and leadership Leadership and management Definitions of leadership Leadership means giving a lead to others. A leader gives guidance and direction, and other ( followers ) follow the
More informationIndike Manthilake MBA, Msc, Bsc, CSM, PMI-ACP
Indike Manthilake MBA, Msc, Bsc, CSM, PMI-ACP indikem@gmail.com Lesson 9 Organizing and staffing Project Tram Agenda Skill and abilities required for project managers Project structure Project team Many
More informationINFS 212 Principles of Management
INFS 212 Principles of Management Session 10 Motivation Lecturer: Dr. Emmanuel Adjei Department of Information Studies Contact Information: eadjei@ug.edu.gh College of Education School of Continuing and
More informationHOLISTIC APPROACH TO BUILDING MORALE AND MOTIVATING TEAM MEMBERS. Joseph (Joe) D. Launi, PMP President Project Management Experts, LLC
HOLISTIC APPROACH TO BUILDING MORALE AND MOTIVATING TEAM MEMBERS Joseph (Joe) D. Launi, PMP President Project Management Experts, LLC 1 AGENDA Introduction Traditional Theories Motivation and Morale Survey
More informationOrganizational Behaviour and Management
University of British Columbia Sauder School of Business Organizational Behaviour and Management Study Questions: The purpose of the questions below is to guide your reading and thinking about the material
More information9-1. Managing Leadership. Essentials of Contemporary Management, 3Ce. Copyright 2010 The McGraw-Hill Companies, Inc. All rights reserved
9 9-1 Managing Leadership Learning Objectives 9-2 1. Describe what leadership is and on what bases of power leaders influence others. 2. Describe the early trait and behavioural theories of leadership
More informationChapter 4: Theories of Motivation
Chapter 4: Theories of Motivation Organizational Behaviour 5 th Canadian Edition Langton / Robbins / Judge Copyright 2010 Pearson Education Canada 4-1 Chapter Outline What Is Motivation? Needs Theories
More informationQ1 (a): MARK SCHEME Question aims: Syllabus Reference(s): L , 1.5, 1.7 Core answer content is likely to include: Total 15 marks
Q1 (a): MARK SCHEME To test candidates understanding of acquisitions as a strategic option To test candidates ability to evaluate a strategic option in relation to a case situation Syllabus Reference(s):
More informationHow do teams contribute to organizations?
Teams and Teamwork How do teams contribute to organizations? Team A small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable
More informationThe Nature of Organizational Theory. (Management Theory)
The Nature of Organizational Theory (Management Theory) An organization is a collection of people working together under a division of labor and a hierarchy of authority to achieve a common goal. Continuously
More informationForming Effective Groups for Advocacy. Nabz Iran Amplifying Iranian Voices
Forming Effective Groups for Advocacy Nabz Iran Amplifying Iranian Voices Effective advocacy groups are essential drivers for addressing needs and bringing about positive change in your community. As you
More informationBA7031 MANAGERIAL BEHAVIOR AND EFFECTIVENESS ANNA UNIVERSITY, CHENNAI REGULATION 2013
Page 1 Page 1 QUESTION BANK WITH ANSWER KEY TWO MARK QUESTIONS WITH ANSWER KEY 1. What do you mean by managerial effectiveness? Managerial Effectiveness has to be in terms of output rather than input,
More informationHistoric Trends of the 20th and 21st Centuries
of the 20th and 21st Centuries Divine Right James I Much had been said but not much had been written about the Divine Right theory until King James I came into power. The Divine Right theory was a birthright
More informationPrinciples of Management Dyck / Neubert. Chapter 16 Leadership. Roadmap. Leadership and Management
Principles of Management Dyck / Neubert Chapter 16 Leadership 15 1 Roadmap 15 2 Leadership and Management Transactional Leaders Focus on fair exchanges with members to motivate achieving goals by: Clarifying
More information