1 / 30

CHAPTER 11: BEHAVIOUR IN ORGANIZATIONS

CHAPTER 11: BEHAVIOUR IN ORGANIZATIONS. INDIVIDUAL BEHAVIOUR. GROUP BEHAVIOUR. Group behaviour refers to the situations where people, usually in one place, interact in large or small groups. COMMON REQUIREMENTS INDIVIDUALS WORK IN A GROUP Interdependence Social interaction

adriane
Download Presentation

CHAPTER 11: BEHAVIOUR IN ORGANIZATIONS

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CHAPTER 11:BEHAVIOUR IN ORGANIZATIONS

  2. INDIVIDUAL BEHAVIOUR

  3. GROUP BEHAVIOUR Group behaviour refers to the situations where people, usually in one place, interact in large or small groups • COMMON REQUIREMENTS INDIVIDUALS WORK IN A GROUP • Interdependence • Social interaction • Perception of a group • Commonality of purpose • Favouritism

  4. ORGANIZATIONAL BEHAVIOUR

  5. ORGANIZATIONAL CULTURE Represents a complex pattern of beliefs, expectations, ideas, values, attitudes and behaviours shared by members of organization

  6. ELEMENTS OF ORGANIZATIONAL CULTURE

  7. MANAGEMENT VALUES

  8. IMPACT OF ENVIRONMENT ON OB

  9. TYPES OF ORGANIZATIONAL POLITICS

  10. CHAPTER 12:OPERATIONS AND STRATEGIC MANAGEMENT

  11. OPERATIONS MANAGEMENT (OM)

  12. GOALS AND CONCERNS OF OM

  13. STRATEGIC MANAGEMENT (SM) • Comprehensive collection of ongoing activities and processes that organizations use to systematically coordinate and align resources and actions with mission, vision and strategy throughout an organization • The activities transform the static plan into a system that provides strategic performance feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances change.

  14. GOALS AND CONCERNS OF STRATEGIC MANAGEMENT

  15. LINKS BETWEEN OM AND SM

  16. MANAGING QUALITY

  17. MANAGING PRODUCTIVITY

  18. ROLE OF TECHNOLOGY

  19. CHAPTER 13:NEW CHALLENGES TO MANAGEMENT

  20. GLOBALIZATION

  21. WORKFORCE DIVERSITY

  22. MERGERS, ACQUISITIONS, ALLIANCES, JOINT VENTURES • MERGERS • Legal consolidation of two companies into one entity • Five types of business combinations know as mergers: • Conglomerate merger • Horizontal merger • Market extension merger • Vertical merger • Product extension merger • ACQUISITIONS • Occurs when one company takes over another and completely establishes itself as a the new owner • The target company still exists as an independent legal entity controlled by acquirer

  23. MERGERS, ACQUISITIONS, ALLIANCES, JOINT VENTURES • ALLIANCES • A pact, coalition or friendship between two or more parties • Made in order to advance common goals and to secure common interests • It is a political agreement between countries to support each other in disputes with other countries • JOINT VENTURES • A business agreement in which the parties agree to develop a new entity and new assets by contributing equity • They exercise control over the enterprise and consequently share revenues, expenses and assets • Takes place when two parties come together to take on one project

  24. KNOWLEDGE

  25. ETHICS AND CORPORATE SOCIAL RESPONSIBILTY

More Related