Organizational behavior is generally related to all areas of an organization. It is especially relevant, though, to human resource management. Human resource management (HRM) is the set of organizational activities directed at attracting, developing, and maintaining an effective workforce. More precisely, HR managers select new employees, develop rewards and incentives to motivate and retain employees, and create programs for training and developing employees . But how do they know which applicants to hire? And how do they know which rewards will be more motivating than others? The answers to these and related questions are generally drawn from the field of OB.
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Subject: Human Resource Management Course Name: Human resource management organizational behaviour Keyword: Swayamprabha
Views: 1225 Ch-05 Social Science - III
One central value of organizational behavior is that it isolates important aspects of the manager’s job and offers specific perspectives on the human side of management: people as organizations, people as resources, and people as people. Organizational behavior is not a defined business function or area of responsibility similar to finance or marketing. Rather, an understanding of OB provides a set of insights and tools that all managers can use to carry out their jobs more effectively. The managerial context of OB can viewed from the perspective of basic management functions, critical management skills, and overall human resource management. Managers apply the basic functions across resources to advance the organization toward its goals.
Views: 289 Gregg Learning
Human Resource Policies and Practices | Organizational Behavior (Chapter 17) Subscribe this channel to get more knowledge,Slides,Lectures,Presentations etc. Youtube: http://www.youtube.com/c/GetKnowledge?sub_confirmation=1 Facebook: https://www.facebook.com/g8knowledge Twitter: https://www.twitter.com/g8knowledge Instragram: https://www.instagram.com/knowledgeget Course Description: This course has been designed to make the students familiar with some of the important concepts related to the behavior in the organization. The things which should be kept in mind undergoing in to the organizational study. Course Objectives: This course aims to: 1. To help the students develop a solid foundation for building a strong sense of appreciation for the discipline of OB 2. To enable them to see the relevance of the OB theories and practices, emphasized by Western texts, in local settings 3. To develop an understanding of the causes of job dissatisfaction and stress as well as methods of improving job satisfaction and dealing with stress 4. To give them insight to analyze the impact of individuals and team behavior on organizational productivity 5. To analyze the impact of organizational culture and change 6. To synthesize various theories of motivation and leadership and understand their application to workplace Topics to be covered: In Complete Course: What is Organizational Behavior • What Managers Do • Management Roles Management Skills • Effective Versus Successful Managerial Activities • Defining Organizational Behavior • Challenges and Opportunities for OB Foundations of Individual Behavior and diversity • Biographical characteristics • Learning and abilities • Classical Conditioning • Operant Conditioning • Reinforcement • Behavior Modification • Implementing diversity management strategies Attitudes and Job Satisfaction • Definition of Attitudes • Three Components of Attitudes • Functions Of Attitudes • Predicting Behavior from Attitudes • Major Job Attitudes • Measuring Job Satisfaction • What Determines Satisfaction • The Impact of Dissatisfied and Satisfied Employees on the Workplace Emotions and Moods • What Are Emotions And Moods • The Basic Emotions • The Function of Emotions • Sources of Emotions and Moods • Emotional Labor • Affective Events Theory • Emotional Intelligence Personality and Values • Defining Personality • Determinants of Personality Development • Big Five Personality Traits • The Myers-Briggs Type Indicator • Cognitive and Motivational Properties of Personality • Value classification by Rokeach Perception and Individual Decision Making • Assumptions of the Rational Model • The Basic Sub processes in Perception Attention Factor in selectivity • Perceptual Organization • Attribution theory • Types of Attributions • Attribution Errors • The Link between Perception and Individual Decision Making • The Rational Model in Decision making • Bounded Rationality • Common Biases and Errors in Decision Making Motivation Concepts • Definition of motivation • Determinants of Work performance • Content theories of motivation • Self-Determination Theory • Goal-Setting Theory • Self-Efficacy Theory • Reinforcement Theory • Equity Theory • Process Theories Of Motivation Motivation: from concept to application • Job-design approaches • Job Characteristics Model • The principles of achieving higher MPS • Alternative Work Arrangements • The Social and Physical Context of Work • Employee Involvement • Using Rewards to Motivate Employees • Flexible Benefits: Developing a Benefits Package Foundations of Group Behavior • Defining and Classifying Groups • Stages of Group Development • Group Properties: Roles, Norms, Status, Size, and cohesiveness • Group Decision Making • Group Think and Group Shift Understanding Work Teams • Difference between Groups and Teams • Types of Teams • Creating Effective Teams • Turning Individuals into Team Players • Team Building and Team Based Work Basic Approaches to Leadership • Leading versus Managing • Trait and Behavioral perspectives. • Situational /Contingency perspectives • Charismatic and Transformational Leadership • Transactional and Transformational leaders Power and Politics • Contrasting Leadership and Power • Bases of Power • Dependency: the key to Power • Definition of organizational politics • Causes and consequences of Political Behavior Organizational change and Stress Management • Forces of Change • Resistance to Change • Approaches to managing organizational change • Creating a culture for change • Work stress and its management
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The OBHR doctoral program at the University of Pittsburgh's Katz Graduate School focuses on preparing students to impact the study of people, process and outcomes within the fields of organizational behavior and human resources management. Through research, collaboration and dissemination of knowledge, students understand how to impact organizational effectiveness in a variety of different environments, industries and across multiple levels of analyses. Our expectation is that students within the OBHR major will craft a program of research that is built upon rigorous theory as well as strong methodological skills that are both necessary for effective scholarship. We encourage collaboration with OBHR faculty that has a proven track record of publishing within a variety of top outlets (Academy of Management Journal, Academy of Management Review, Journal of Organizational Behavior, Journal of Personality and Social Psychology, Journal of Labor Research, Harvard Business Review; Human Resource Management; Industrial and Labor Relations Review; Sloan Management Review). http://www.business.pitt.edu/katz/phd/academics/obhr.php
Views: 2526 Pitt Business
This video explores provides an introduction to systems theory of organizations, and its component parts, which grew out of open systems theory or general systems theory. This led to what many people call systems thinking today. Some of the major concepts of organizational systems theory are as follows: - Inputs, processes, outputs - Interdependence - Holism - Openness - Goals - Equifinality - Feedback - Entropy Alex's Book (Affiliate Link): Case Studies in Courageous Communication: https://www.amazon.com/gp/product/1433131234/ref=as_li_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=1433131234&linkId=6bfd9c333c786d16025c5a7c70a3ef4c My Current Camera Gear (Affiliate Links): Camera Rebel T5i https://www.amazon.com/gp/product/B00BW6LWO4/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B00BW6LWO4&linkId=504e12f13100f143d4df4e79731f206a Lens Canon 50mm: https://www.amazon.com/gp/product/B00X8MRBCW/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B00X8MRBCW&linkId=b0bfb7ea7439df39e744bfd303c53fee USB Microphone Blue Yeti: https://www.amazon.com/gp/product/B002VA464S/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B002VA464S&linkId=a9d8b41ead5eb30f69342be95d3a3d22 Lavalier Microphone Rode Smartlav+: https://www.amazon.com/gp/product/B00EO4A7L0/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B00EO4A7L0&linkId=c29c80d531374d347f8a78498b34d05d Audio Recorder: Tascam DR-05: https://www.amazon.com/gp/product/B004OU2IQG/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B004OU2IQG&linkId=578b149b5807f2ec0f7f16c18e1c34f4 The Organizational Communication Channel provides supplemental lessons for traditional, hybrid, and 100% online courses for students and teachers everywhere. Feel free to subscribe.
Views: 109293 Organizational Communication Channel
While the Masters in Human Resource is regarded as a professional training programme the Ph.D. in Organisational Behaviour is a research degree which seeks to strengthen the basis for organisational analysis and theory-building in the Caribbean. Unlike the traditional MPhil/Ph.D. programmes on which the UWI has usually relied this new doctoral programme is structured to include a more extensive foundation of coursework to establish a platform for the development of the doctoral dissertation. Students spend approximately 30 months completing coursework and undertaking practica before they sit comprehensive examinations and present their dissertation proposals. The need for this doctoral programme became sharply evident when the UWI lost Gordon Draper, lecturer in organisational behavior and a widely respected professional in organisational analysis and consulting throughout the Caribbean. This loss signaled that the delay in training the next generation of human resource and organisational behavior academics could no longer be sustained. This basis for the programme was supplemented by independent analyses of the myriad gaps in organisational research and effective responses to our concerns in the region. The variance between our needs and the resources available to meet these requirements was far more widespread than within the HRD Unit. Regionally, this was apparent in the drive to re-train persons after organisational restructuring in both the public and private sectors in many of the countries served by the UWI as well as the rethinking of our industrial relations norms and with the CSME imperative forcing our hands the stage was set for the introduction of a UWI catalyst to galvanise organisational growth. The Coordinating team at the time, comprising Professor Patricia Anderson, Clement Branche and Olivene Thomas worked with significant help from Dr. Garth Lipps of the Psychology Unit of the Department to develop the Doctoral Programme in Organisational Behaviour. This programme seeks to provide a sound theoretical and technical base from which our graduates can increase their skills in organisational analysis and intervention and build careers in academia and consultancy. The first cohort was admitted in January 2006, and members selected research topics which covered a wide range from the effects of breaking the psychological contract and organisational trust to narratives in organisational identities, leadership engagement and organisational justice. Cohort II was welcomed in September 2010; Cohort III in September 2011, Cohort IV in September 2013 and Cohort V in September 2014. The Unit plans to welcome Cohort VI in September 2016.
Views: 593 HRD TV
Classical Management Theory, broadly speaking, is based upon Henri Fayol, Frederick Taylor, and Max Weber's overlapping management theories. These three management theories came together to form what we generally refer to nowadays as Classical Management Theory. Virtually all areas of organizational studies from management, to business, to organizational communication put these three theorists at the foundation of most modern day organizations for developing theories of 1) Administrative science, 2) Scientific Management, and 3) Bureaucracy. Taken together, they form the basis for how we organizational structures and relationships between managers and employes. https://www.amazon.com/gp/product/1433131234/ref=as_li_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=1433131234&linkId=6bfd9c333c786d16025c5a7c70a3ef4c The Organizational Communication Channel provides supplemental lessons for traditional, hybrid, and 100% online courses for students and teachers everywhere. My Current Camera Gear (Affiliate Links): Camera Rebel T5i https://www.amazon.com/gp/product/B00BW6LWO4/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B00BW6LWO4&linkId=504e12f13100f143d4df4e79731f206a Lens Canon 50mm: https://www.amazon.com/gp/product/B00X8MRBCW/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B00X8MRBCW&linkId=b0bfb7ea7439df39e744bfd303c53fee USB Microphone Blue Yeti: https://www.amazon.com/gp/product/B002VA464S/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B002VA464S&linkId=a9d8b41ead5eb30f69342be95d3a3d22 Lavalier Microphone Rode Smartlav+: https://www.amazon.com/gp/product/B00EO4A7L0/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B00EO4A7L0&linkId=c29c80d531374d347f8a78498b34d05d Audio Recorder: Tascam DR-05: https://www.amazon.com/gp/product/B004OU2IQG/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&tag=alexlyon-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B004OU2IQG&linkId=578b149b5807f2ec0f7f16c18e1c34f4
Views: 148601 Organizational Communication Channel
Professor Pamela S. Tolbert shares why she enjoys teaching organizational behavior, especially to working HR practitioners. Tolbert is one of several world-class instructors for Cornell University’s 15-month, online Executive Master of Human Resource Management degree, which prepares professionals for senior HR roles. Learn more at http://bit.ly/1pFGT7J.
Views: 462 Cornell ILR
Organizational Behaviour by prof. Dr. Susmita Mukhopadhyay, Department of Management, IIT Kharagpur. For more details on NPTEL visit http://nptel.iitm.ac.in
Views: 68328 nptelhrd
Dr. Rakesh Agrawal holds a Ph.D. in Behavioural Sciences (Dept. of Humanities & Social Sciences) from Indian Institute of Technology (IIT) Roorkee, besides being a B.Tech. from IIT Bombay and M.Tech. in Behavioural & Social Sciences from IIT Delhi. He has over fourteen years of experience in teaching and research. Before joining IIM Kashipur, he has worked with Institute of Management Technology (IMT), Ghaziabad and GLA Institute of Technology and Management, Mathura. He has taught various courses in OB & HRM at the post graduate level – such as Organizational Behaviour, Organization Theory, Human Resource Management, Business Ethics, Strategic HRM, Organizational Development, etc. Dr Agrawal takes a keen interest in exploring and comprehending human behavior, especially in relation to spirituality and higher principles of life. He seeks to relate these to management and management education. His research covers areas such as business ethics, spirituality and management, stress in organizations and employer branding. He has presented papers in reputed international conferences in India and abroad, including those organized by Academy of Management, Society for Industrial & Organizational Psychology (a division of APA) and Asia Academy of Management. He has published in Journal of Human Values (Sage), Social Psychology of Education (Springer), Benchmarking, An International Journal (Emerald), Energy Conversion and Management (Elsevier), etc. He also has two book chapters on ethics, humanism and spiritual integrity to his credit (Palgrave).
Views: 34 IIM Kashipur MBA- WX
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Views: 3 Kevin He
Management Course - BBA, MBA Organisational Behavior: Group | Features of a Group | Factors Affecting Group Behaviour: Definition 00:00:42 - 00:01:32 Two or more interacting individuals who share a common identity Features of a Group 00:01:33 - 00:02:59 *Two or more persons *Collective Identity *Interactions *Shared Goal Interest Factors Affecting Group Behaviour 00:03:00 - 00:03:46 *Group Member Resources *Group Structure *Group Processes Group Size 00:03:47 - 00:04:20 The size of group is limited by the possibilites of mutual interaction and mutual awareness Group Member Roles 00:04:21 - 00:05:55 -Role overload -Role conflict -Role ambiguity Norms 00:05:56 - 00:06:57 *Norms are more encompassing than roles *Ostracism: Rejection by other group members How norms are developed? 00:06:58 - 00:08:45 *Explicit statements by supervisors or co-workers *Critical events *Primacy *Carryover behaviours from past situations Why norms are enforced? 00:08:46 - 00:09:43 *Help the group or organization survive *Clarify behavioral expectations *Help individuals avoid embarrassing situations *Clarify the groups central values Group Cohesiveness 00:09:44 - 00:10:51 *Cohesiveness refers to the bonding of group members or unity, feelings of attraction for each other and desire to remain part of the group Groupthink 00:10:52 - 00:11:16 *Occurs when members of a group exert pressure on each other to come to a consensus in decision making Group Processes *Decision making by a group is superior *It generates more information and knowledge *It generates diverse alternatives *Increase acceptance of a solution and increases legitimacy Video by Edupedia World (www.edupediaworld.com), Free Online Education; Click here https://www.youtube.com/playlist?list=PLJumA3phskPF9s1-9h8f4puNQcLCc_6GO for more videos on Organisational Behavior; All Rights Reserved.
Views: 14835 Edupedia World
Visit Study.com for thousands more videos like this one. You'll get full access to our interactive quizzes and transcripts and can find out how to use our videos to earn real college credit. YouTube hosts only the first few lessons in each course. The rest are at Study.com. Take the next step in your educational future and graduate with less debt and in less time.
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3:30 PM - 5:00 PM, Monday, June 6th, Harvard Business School. 'Organizational Behavior' Breakout Speakers: Alison Wood Brooks from Harvard Business School, Francesca Gino from Harvard Business School, and Elizabeth Linos from the Behavioral Insights Team.
Views: 2406 HarvardCPL
Dr. Abhijit Gangopadhyay, Dean of Aegis School of Business, is delivering a lecture on Introduction to Organisational Behaviour. Dr. Abhijit Gangopadhyay is one of the best and the most celebrated professors of Organisational Behaviour, Human Resource Management and Leadership. He has nurtured thousands of leaders in India and worldwide in various top business schools including XLRI, IIM, TISS etc. Current Dean of Aegis School of Business and Telecommunication Founding Dean, Indian Institute of Management, Indore (IIM Indore) Former Prof. & Dean, School of Management & Labour Studies, Tata Institute of Social Sciences, Mumbai (TISS) Professor of Human Resource Management and Organizational Behaviour, XLRI Director, Central Labour Institute, Ministry of Labour, DGFASLI, Mumbai Prof. of Behavioural Sciences, SVP National Police Academy, Hyderabad Scientist, Defence Research & Development(DRDO), Ministry of Defence, New Delhi. Worked as the national expert with International Labour Organization (ILO) and Asian Productivity Organization (APO), Tokyo. Aegis School of Business & Telecommunication is a leading business school for advance studies and research in the areas of Telecom Management, Business Consulting, Entrepreneurship, Enterprise Mobility, Cloud, Social Media and Business analytics. Aegis was started with the support of Bharti Airtel, the top telecom firm in India in 2002, for developing next generation cross-functional leaders. Aegis is the first to start executive Telecom Management, MBA on Tablet and Business consulting programs in India.
Views: 9028 Aegis TV
Prof. Mridul Maheshwari is a Fellow in Management from Indian Institute of Management Ahmedabad in Personnel and Industrial Relations area. She has more than 8 years of experience in academics which spans over around 4 Years with IIM Udaipur as Assistant Professor, close to a year with Pandit Deendayal Petroleum University, Gandhinagar as Assistant Professor and around 3 years with DAV Institute of Management, Faridabad as Lecturer. Over these years, she has taught various courses such as Managing People in Organizations, Individual Dynamics in Organizations, Strategic Human Resource Management, Talent Management, Qualitative Research Methods and Basics of Marketing Management. Her research involves several dimensions of managing gender in organizations such as Dynamics of Gender and Diversity, Gender in STEM, Gender and Entrepreneurship, Work-life Balance, HR in small-scale firms, and Strategic Human Resource Management. She has published in both in international and national peer reviewed journals and has presented her research in renowned international conferences organized by academic bodies such as Academy of Management, European Group of Organization Studies, Academy of HRD etc. She has been part of a team involved in providing academic consulting to senior HR executives of BPCL at their learning and development centre, Pune and delivered modules on qualitative approach to business data analysis.
Views: 33 IIM Kashipur MBA- WX
HR Basics is a series of short courses, designed to highlight what you need to know about a particular human resource management topic. In today’s HR Basics, we explore organizational culture, exploring a three part model that clarifies organizational values, behavior and mission. Culture is shared patterns of difference in an organization. Culture is simply ‘how’ we do things around here. The key to a successful organization is to have a culture based on a strongly held and widely shared set of beliefs that are supported by strategy and structure. An organization's culture defines the proper way to behave within the organization. A simple model highlights three key elements of organizational culture – an organization’s values, behaviors, mission. The better you are at articulating your culture, the more successful you will be in attracting people that believe in and help fulfill the mission. Are some values ‘better’ than others? What is it that we value? Let’s explore values, and the impact of values on organizational culture. Organizational values are enduring beliefs that are important to the organization. Remember, culture is how we do things around here. Leaders and employees alike can reflect and share the organization’s cultural values through the way they behave. Behaviors are what we see in an organization. Behaviors can be seen in three ways: symbols, norms and traditions. Symbols: An object or act that stands for something that is widely understood among employees. Norms: How employees think, feel and behave that are repeated frequently and articulated in the organization’s values. Traditions: Traditions reinforce specific values, and allow employees to share together in an important event or achievement. Fulfillment comes from having a clear sense of purpose, from knowing why we do what we do. When an organization starts with mission, they stand for something bigger than any result or metric. They are better able to attract and unite employees, customers and partners. And their people love coming to work. A mission statement is what the organization does now. Values, behaviors and mission provide the kind of holistic, nuanced view of organizational culture that is needed by leaders in order to truly understand their organizations - and to have any hope of changing them for the better.
Views: 1284 Gregg Learning
Welcome to the Vodcasts of the IUBH correspondence courses. (http://www.iubh-fernstudium.de). In this video of the course "Change Management", part of the "Master of Business Administration" program, Professor Dr. Holger Sommerfeldt discusses the topic "Organizational Change". By the end of this lecture you will be able to understand what organizational change is about, you will realize that all organizations need to change in order to survive and that organizational change can be difficult. To find out more about the "Master of Business Administration" program, please visit http://www.iubh-fernstudium.de/unsere-fernstudiengaenge/fernstudium-master-of-business-administration.php.
Views: 140677 IUBH Fernstudium
In this competitive and complex age, organizations are dependent on managers who can achieve exceptional performance through creating high commitment and effectively managing human resources. To learn more about the Management and Organizational Behavior program contact admissions at by phone at (630) 829-6300, email at [email protected] or visit http://ben.edu/cob/graduate/mob.cfm
Views: 1388 Benedictine University
Management Course - BBA, MBA Organizational Behavior: Conflict Management Part 1 Learning Objective 0:00:35 - 00:01:50 Introduction 00:01:51 - 00:02:21 Definition of Conflict 00:02:22 - 00:03:30 *It is a process that begins when one party perceives that another party has negatively affected or is about to negatively affect something that the first party cares about. Conflict as a Part of Life 00:03:31 - 00:05:36 *Its management involves good or bad choices *Poor choices are made as differences exist and intense emotions may arouse creating considerable pressure *Harboring past resentments rather than mindfulness in the present situation are sometimes a major barrier in a conflict resolution Interpersonal and Intergroup Conflicts 00:05:37 - 00:07:23 *Types of Conflicts (Classification 1) ~ Intrapersonal which is within an individual ~ Interpersonal which can be personal and situational ~ Intergroup which can be in a group or between two or more different groups. Organizations usually go for cross functional teams called CFT to avoid conflicts due to interdependence. Types of Conflicts (Classification 2) 00:07:24 - 00:07:54 *Task Conflict Conflicts over content and goals of work *Relationship conflict Conflicts based on interpersonal relationship *Process Conflict Conflicts over how work gets done Signs of Conflict 00:07:55 - 00:08:46 Transition in Conflict Thought 00:08:47 - 00:10:23 *Traditional view ~ Argued that conflict is bad and viewed it as negative and harmful and should be avoided *Human Relation View ~ Argued that conflict was natural occurrence in all groups and organization and is inevitable. Hence, advocated acceptance of conflict *Interactionist view ~ Encourages a minimum level of conflict to keep the group viable, self - critical and creative Functional and Dysfunctional Conflict 00:10:24 - 00:10:59 *Functional Conflict ~ Constructive form of conflict. It supports the goals of the group and improves its performance ~ Dysfunctional Conflict It is a destructive form of conflict and hinders group performance Conflict Resolution 00:11:00 - 00:12:12 * Conflict is neither abnormal nor irreversible * Conflict is inevitable * Chronic communication difficulties between two or more individuals are usually evidence of unresolved conflict *Everywhere we turn we can observe conflict in interpersonal relationships Assertiveness and Collaboration 00:12:14 - 00:14:00 Poor Resolution of Conflict 00:14:01 - 00:15:13 *It means poor choices *Unresolved or under resolved conflicts results in frustrations to destructive outcomes like Frustration, Conceptualization of the cause, expressed activities towards what we perceive. The Conflict Process 00:15:14 - 00:17:40 Outcome 00:17:41 - 00:19:51 *The action-reaction interplay between the controlling parties results in consequences. *the outcomes are functional when it results in an improvement in the groups performance or dysfunction when it hinders groups performance. Conflict Handling Intentions 00:19:52 - 00:20:41 *Competing *collaborating *Compromising *Accommodating *Avoiding Dimensions of Handling Intentions 00:20:42 Video by Edupedia World(www.edupediaworld.com),Online Education click here https://www.youtube.com/playlist?list=PLJumA3phskPF9s1-9h8f4puNQcLCc_6GO for more videos. All Rights Reserved.
Views: 5761 Edupedia World
1. Лидерство в организационном поведении. 2. Авторитет руководителя организации. 3. Власть в организационном поведении. 4. Временные поведенческие ресурсы. 5. Технология организационного поведения. 6. Результативность организационного поведения. Лектор - Александр Мощенко. Образование для всех. © Телекомпания СГУ ТВ, 2003. Другие лекции смотрите на https://www.youtube.com/playlist?list=PLho0jPYl5RAG5r68ugJw48X5t_q64Le47
Views: 232 Образование для всех
As a student, Sauder alumna Kathryn Moore (BCom 2009) was drawn to courses with a 'human element' that explored the psychology behind motivation and its effect on an organization’s culture. Opportunities to develop critical thinking skills and gain relevant experience, while completing a double option in Human Resources Management (now named Organizational Behaviour and Human Resources) and Marketing, allowed her to excel in a career in human resources. For more info about the Organizational Behaviour and Human Resources option and other career paths offered through our BCom program, see: http://www.sauder.ubc.ca/Programs/Bachelor_of_Commerce/Program_Overview | #myBCom
Views: 1220 UBC Sauder School of Business
We are an Online Education Provider that re-imagined the MBA into a virtual story-based learning experience. Our courses are not only an Accredited MBA program but have also been approved by many organizations with Continuing Education requirements. We are in the process of getting our courses into the hands of small business executives so that they have a cost effective means of training employees and educating. Visit VTRpro.com to learn more! music: bensound.com
Views: 53 VTR
Learn more about choosing your BCom option at mybcom.sauder.ubc.ca/chooseoption
Views: 429 UBC Sauder School of Business
Companies today recognise employees are their most valuable asset. Their profitability and competitiveness depends on the skills, knowledge and motivation of their employees. This has made the human resources function – which is responsible for recruiting, training, appraising, compensating, and motivating employees – assume a bigger and more significant role in the firm and its strategy. Students attending this programme will gain the necessary skills and knowledge to effectively manage the HR function to help make companies and organisations more efficient and competitive.
People are essential to organizations and arguably the most important resource regardless of the industry. After all, an organization is a group of people working toward the same goal. Attracting, hiring, training, and retaining an effective workforce consume significant amounts of organizational time, energy, and finances. For these reasons, a key focus of this course is on individuals and how perceptions, attitudes, and values impact workplace behavior. Theories on organizational behavior, motivation, teamwork, and structure provide a lens for understanding employees so you can manage your human resources effectively and create desirable workplaces. Communication is essential in achieving these goals, as well. Only through considering how to communicate effectively throughout an organization will you be able to identify barriers and explore strategies to avoid potential missteps. Once you understand the best way to open the channels of communication, you will be able to develop decision-making strategies at both the individual and organizational levels. Beyond understanding how organizations work, you need to be prepared to lead these organizations. At this point in your leadership career, you are ready to expand upon the basics of leadership theory to consider how you can be a strategic leader. In today's highly competitive marketplace, it is essential for business survival that you leverage resources wisely and align processes and practices with the organization's mission and vision.
Views: 713 unowacademics
Organization Behavior, Motivation, Team , Leadership, An overview of OB for MBA, BBA Exams for ICFAI, NMIMS, Symbiosis, IGNOU, Annamalai, WBUT students. www.psbtrainingacademy.com, 9748882085
Views: 328 PSB Training Academy
Human resource management is designing formal systems in an organization to manage human talent for accomplishing organizational goals. In this course, we will answer the question, what is human resource management? By definition, Human resource management comprise the formal systems designed to manage people in an organization. Managing people ultimately has to do with the decisions these leaders make from among the wide range of possible choices on the formal policies, practices, and methods for managing employees. Which human resource role dominates or whether all three roles are performed, depends on what management wants HR to do and what competencies the HR staff members possess. The opportunity for the HR department to adopt a strategic role exists in many firms. Overall, instead of just understanding HR issues and concerns, HR staff should have a broad business focus to help companies reach their strategic goals. Human resource management challenges are often driven by competitive factors that exist in an industry and that require a response of positive practices to enable the organization to remain competitive. Let’s explore some of these challenges. With challenges come significant opportunities for human resource management to impact effective and effective strategic outcomes for an organization. The combination of observable and measurable knowledge, skills, abilities and personal attributes that contribute to enhanced employee performance and ultimately result in human resource success. Certifying knowledge and competency is a trend in many professions, and HR illustrates the importance of certification by making many types available. Given that some people enter HR jobs with limited formal HR training, certifications help both individuals and their employers ensure that appropriate HR practices are implemented to improve the performance of their organizations.
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