Xem 1-20 trên 861 kết quả Organisation
  • There are many different types of organisation, none of them necessarily the best or the worst but all geared towards enabling an organisation to achieve its objectives as quickly, easily and inexpensively as possible. Most management writers have offered differing views on which types of organisation can work best in which contexts. All these views are valid but some may not be as appropriate to certain kinds of organisation as others.

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  • There has been an increasing amount of talk about “employee stress” over the past decade. Quite what it is and how best to combat it are two aspects which are rather less well-documented. This chapter will try to decide - in a non-medical way - what it may be, how it may be caused, what relevance it has to organisations and their business and how it can best be avoided or treated. Stress is a more subjective topic than most we have so far encountered. People may have widely differing views about its causes, impacts and, even, very existence. Management...

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  • Chapter 17 - Managing organisations through change and conflict. In this chapter, students will be able to understand: Managing change, managing resistance to change, managing conflict, relationship between conflict & change.

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  • Chapter 2 - Individual behaviour and learning in organisations. This chapter describe the four factors that influence individual behaviour and performance, identify five types of work-related behaviour, define learning, describe the A-B-C model of behaviour modification, Explain how feedback influences individual behaviour and performance, identify five elements of effective feedback, describe the three features of social learning theory, outline Kolb’s model of experiential learning.

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  • Chapter 17 - Organisational change and development. Chapter learning objectives: identify four forces for change in the business environment, describe the elements of lewin’s force field analysis model, outline six reasons why people resist organisational change, discuss six strategies to minimise resistance to change, outline the role of change agents, define organisation development, discuss three things consultants need to determine in a client relationship.

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  • Chapter 18 - Employment relationship and career dynamics. In this chapter you will learn: discuss the different types of psychological contract, identify three types of trust in organisational settings, discuss the employment trends of employability and casual work, discuss the two primary functions of organisational socialisation, describe the stages of organisational socialisation, explain how realistic job previews and socialisation agents assist the socialisation process, describe the main features of holland’s theory of occupational choice,...

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  • A diagnostic tool for assessing organisational readiness for complex change outlines the development of a new diagnostic tool that combines macro and micro levels of analysis in order to enable organisations to gauge their preparedness for complex change.

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  • Chapter 6 - Establishing organisational goals and plans. In this chapter, students will be able to understand: The planning process, the nature of organisational goals, how goals facilitate performance, linking goals & plans, management by objectives.

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  • Chapter 8 - Fostering an innovative organisation. In this chapter, students will be able to understand: Distinguishing change from innovation, external & internal forces for change & innovation, life cycle stages, termination, organisational development (OD), innovation for competitive advantage, product development,...

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  • Chapter 9 - Basic elements of organisational structure. In this chapter you will learn: Nature of organisational structure, job design, types of departmentalisation, methods of vertical co-ordination, promoting innovation (methods of horizontal co-ordination).

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  • The topic discussed in this chapter is strategic organisation design. This chapter includes contents: overview: organisation structure design, assessing structural alternatives, weighing contingency factors, matching strategy & structure, promoting innovation.

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  • Chapter 16 - Controlling the organisation. The main contents of this chapter include all of the following: Control as a management function, the control process, types of control, managerial approaches to control, assessing control systems.

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  • Chapter 1 introduction to the field of organisational behaviour. Chapter learning objectives: Define organisational behaviour, identify three reasons for studying organisational behaviour, describe five trends in organisational behaviour, identify the five anchors on which organisational behaviour is based, diagram an organisation from an open systems view, define knowledge management and intellectual capital, identify three that organisations acquire knowledge.

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  • Chapter 3 - Perception and personality in organisations. Chapter learning objectives: Outline the perceptual process, explain how we perceive ourselves and others through social identity, discuss the accuracy of stereotypes, describe the attribution process and two attribution errors, diagram the self-fulfilling prophecy process, discuss three types of diversity initiatives, explain how the johari window can help improve our perceptions,...

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  • Chapter 6 - Applied motivation practices. Chapter learning objectives: Explain how money and other financial rewards affect our needs and emotions, discuss the advantages and disadvantages of the four types of rewards, identify four commonly applied team or organisational-level performance-based rewards, describe five ways to improve reward effectiveness, discuss the advantages and disadvantages of job specialisation, diagram the job characteristics model of job design.

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  • After completing this unit, you should be able to: define teams; distinguish departmental teams from team-based organisations; explain why virtual teams are becoming more common; outline the model of team effectiveness; identify six organisational and team environmental elements that influence team effectiveness; explain the influence of the team’s task, composition and size on team effectiveness; describe the five stages of team development; identify four factors that shape team norms; list six factors that influence team cohesiveness; discuss the limitations of teams.

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  • Chapter 12 - Communicating in organisational settings. Chapter learning objectives: diagram the communication process, identify four common communication barriers, describe problems with communicating through electronic mail, explain how non-verbal communication relates to emotional labour and emotional contagion, identify two conditions requiring a channel with high media richness, summarise four communication strategies in organisational hierarchies, describe characteristics of the organisational grapevine,...

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  • Chapter 12 - Power, politics and persuasion. The goal is for you to learn: define power and counterpower, describe the five bases of power in organisations, explain how information relates to power in organisations, discuss the four contingencies of power, discuss the role of power in sexual harassment, explain how organisational power creates problems in romantic relationships at work, summarise the advantages and disadvantages of organisational politics.

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  • Chapter 13 - Conflict and negotiation. Chapter learning objectives: distinguish task-related from socioemotional conflict, discuss the advantages and disadvantages of conflict in organisations, identify six sources of organisational conflict, outline the five interpersonal styles of conflict management, summarise six structural approaches to managing conflict, outline four situational influences on negotiations, compare and contrast the three types of third-party dispute resolution.

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  • Chapter 15 - Organisational structure and design. Chapter learning objectives: describe the two fundamental requirements of organisational structures, summarise the three main forms of coordination, explain why companies can have a wider span of control than previously believed, discuss the advantages and disadvantages of centralisation and formalisation, contrast functional structures and divisional structures, outline the features and advantages of the matrix structure.

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