Statistics: Magazines for encountering StatisticsKnowledge and assistance for discovering, identifying, recognizing, observing and defining statistics.
Statistics: Magazines for understanding statisticsKnowledge and assistance for classifying, illustrating, interpreting, demonstrating and discussing statistics.
Statistics: Magazines for applying statisticsKnowledge and assistance for choosing, modeling, organizing, planning and utilizing statistics.
Statistics Magazine: Understanding statistical samples
Summary Organizational Behavior by Robbins and JudgeBeing a good manager requires strong interpersonal skills, as communication is crucial, as one must manage different types of resources: people, money, and time in order to achieve specific goals.
A Manager’s Four Main Functions
Planning function refers to setting goals, creating strategies, and preparation of plans that make different activities work coherently and effectively.
Organising function concerns tasks identification and division, assignment of tasks to individuals, setting reporting and decision- making systems.
Leading function relates to motivating workers and directing others’ actions, choosing communication canals and solving conflicts.
Controlling function refers to controlling others’ work outcomes and checking whether everything is being done as planned; and when necessary undertaking corrective actions.
Management roles
They can be divided into 3 main categories: interpersonal roles, informational roles and decisional roles. The concept was developed by Henry Mintzberg and is called Mintzberg’s Managerial Roles (below).
ROLE | DESCRIPTION
|
Interpersonal
| Roles which involve ceremonial/symbolic duties |
Figurehead | Symbolic head, needs to perform duties of social/legal nature |
Leader | Motivates and directs employees |
Liaison | Maintains a network of outside contacts |
Informational
| Collection and dissemination of information |
Monitor | Receives information, serves as nerve centre of internal and external information |
Disseminator | Transmits information from outsiders to the organisation’s members |
Spokesperson | Transmits information about the organisation to outside parties |
Decisional
| Refers to making choices |
Entrepreneur | Analyses the organisation and its environment for opportunities and initiates projects to bring about change |
Disturbance handler | Undertakes corrective actions in case of problems |
Resource allocator | Makes or approves important organizational decisions |
Negotiator | Represents the organization |
List of important terms for Global Marketing: a decision-oriented approachCustomer experience. The use of products in combination with services to engage the individual customer in a way that creates a memorable event. This can be characterized into one of the four groups: entertainment, educational, aesthetic or escapist.
Deglobalization. Moving away from the globalization trends and regarding each market as special, with his own economy, culture and religion.
Economies of scale. Accumulated volume in production, resulting lower cost price per unit.
Economies of scope. Reusing a resource from one business or country into another business or country.
Globalization. Reflects the trend of firms buying, developing, producing and selling products and services on a worldwide base.
Global integration. Recognizing the similarities between international markets and integrating them into the overall global strategy.
Global marketing. The commitment of the firm to coordinate its marketing activities across national boundaries in order to find and satisfy global customers.
Glocalization. The development and selling of products or services intended for the global market, but adapted to suit local culture and behaviour.
Internationalization. Doing business in many countries of the world, but often limited to a certain region like Europe.
LSEs Firms with more than 250 employees. Large Scale Enterprises.
Market responsiveness. Responding to each market's needs and wants.
SMEs. Small and medium sized enterprises. Companies with fewer than 50 employees are small enterprises. Companies with less than 250 employees are medium enterprises.
Value chain. A categorization of the firm's activities providing value for the customers and profit for the company.
Value networks. The formation of several firm's value chains into a network, where each company contributes a small part to the total value chain.
Value shops. A model for solving problems in a service environment. Value created by mobilizing resources and deploying them to solve a specific customer problem.
Virtual value chain. An extension of the conventional value chain, where the information processing itself can create value for customers.
Blue oceans. The unserved market, where competitors are not yet structured and the market is unknown. It's about avoiding head to head competition.
Competences. Combination of different resources into capabilities and later competences being something that the firm is really good at.
Competitive benchmarking. A technique for assessing relative marketplace
.....read more Summary Global Marketing (Hollensen)We are entering a new phase of globalisation in which an ultimate model for success does not exist and whereby companies from every part of the world compete. This chapter contains an introduction to globalization. We will discuss the process of developing the global marketing plan, the two main types of enterprises, the development of the concept of global marketing, global integration and market responsiveness, the value chain and global experimental marketing.
Globalisation: the trend of companies buying, developing, producing and selling products and services in most countries and regions of the world. It increases the companies’ competitiveness and facilitates innovation.
Internationalisation: doing business in many countries of the world, but often limited to a certain region, e.g. Europe. It is unlikely to be successful unless the company prepares in advance.
The process of developing the global marketing plan contains the decision whether to internationalize, deciding which markets to enter, deciding on the Market entry strategy, designing the global marketing programme and implementing and coordinating the global marketing plan.
There are two types of enterprises:
LSEs (Large Scale Enterprises): firms with more than 250 employees. Comprise 1% of all firms.
SMEs (Small and Medium-sized Enterprises): small firms have fewer than 50 employees; medium firms have fewer than 250 employees. Comprise 99% of all firms.
There are a few main qualitative differences between marketing and management style in SMEs and LSEs:
Resources:
Financial: SMEs have a lack of financial resources due to limited equity.
Business education/specialist expertise: SMEs have a lack of specialist expertise because managers are untrained in formal business disciplines.
Additionally, SMEs managers do not have knowledge about global marketing expertise. Therefore, the owners of SMEs are often closely involved with the firm’s processes.
Formation of strategy/decision-making processes: both the intended (or deliberate) strategy and the emergent strategy result in the realized strategy of a firm, Figure 1.3. LSEs mainly use the intended strategy and SMEs mainly use the emergent strategy. LSEs also use the approach logical incrementalism, Figure 1.4. They implement small adjustments, and when it is proved that they are successful further development of the strategy takes place. If the environmental change moves apart from the changes
.....read more Summary: A Framework for Marketing Management
The new economy is based on the Digital Revolution and the management of information. It is characterized by the Information Age, with promises of more accurate levels of production, more targeted communications, and more relevant pricing.
The old economy, on the other hand, was based on the Industrial Revolution, manufacturing industries, and standardization of products to achieve economies of scale. It is characterized by the Industrial Age, which focused on mass-production and mass-consumption with promises of efficiency.
The new economy has allowed for more capabilities for consumers and companies;
Consumers can now:
Find lowest prices as a consequence of their increase in buying power.
Access a greater variety of available goods and services. (e.g. through Amazon.com)
Access large amounts of information about anything
Interact, place and receive orders easily, 24/7 and from any location.
Compare notes on products and services.
Companies can now:
Operate powerful new information and sales channels to inform and promote their businesses and products.
e.g. Using Web sites.
Collect fuller and richer information about markets, customers, prospects, and competitors.
Speed up and facilitate internal Communication among employees.
e.g. Intranet
e.g. Extranets with suppliers
Communicate with customers and prospects in a “two-way” manner, and have more efficient transactions.
Send ads, coupons, samples, and information to those customers that requested it.
e.g. Internet, allows for the comparison of prices improving purchasing
Customize offerings and services to individual customers.
Improve purchasing, recruiting, training, and internal and external communications.
Improve logistics and operations, saving costs and improving accuracy and quality.
These capabilities of consumers and customers create new forces, the question and focus is on how these new forces will change marketing.
Marketing deals with identifying and meeting human social needs; “meeting needs profitably”. Companies are motivated to turn a private or social need into a.....read more
The Most Common Mistakes Companies Make with Global Marketing by Nataly Kelly - ArticleInstead of targeting a region as big as, for example, Asia or Europe, company executives would be wise to specify which Asian country is targeted. Generalising a region would be unwise because customers are likely to identify on a national level. For marketing, bespoke marketing management is the keyword here because cultural norms, local laws, specific business practises and currency are different per country. Market research should be localised and focused on understanding local customer behaviour, market size, local competitors and where the company product can fit in this market matrix.
For a company to develop a global market strategy there are three important data points to look at:
What is the estimated opportunity available in that (specific) market?
What is the ease of doing business in that market?
What is the level of success already enjoyed in that market?
More often than not companies rely on external date for making decisions. But for question 2 and 3 internal company data is likely to provide a better answer. How much investment creates how many leads? What are the sales cycles? Answers to these questions are better sought within the company, since third-party data sources are not as familiar with the product, brand and customer of the company.
Every company needs to tailor its channels to the local condition when entering a new market. Whatever might have worked in the home market, might not work abroad. When you are selling through social media, choosing the right platform per country is essential. Twitter might be popular in one country while another country has its own popular social channel. Another example is in countries with high cultural value attached to relationships, it might be wise to sell through local partners such as resellers instead of relying on direct sales methods. Relying in local data an in-country experts is highly recommended.
The Kotler Bundle: summaries and study notes for The Principles of Marketing by Kotler and Armstrong
Summary with the 14th edition of Essentials of Organizational Behavior by Robbins & JudgeTo understand the importance of organizational behavior, it is important to look at history. Until the 1980s, business schools focused on the technical aspects of management, such as economics, financing and quantitative techniques. Human behavior and skills to deal with people were not seen as very important. But, since then, business schools became aware of the fact that interpersonal skills are very important when it comes to a manager's effectiveness. A lack of interpersonal skills can even lead to the top reason why employees fail to advance in their position.
In organizational behavior, one of the key principles is to improve interpersonal skills. When managers have good developed interpersonal skills, this will lead to attraction of more high-performing employees for the organizations. A second important benefit of studying organizational behavior is that it can help to make a workplace great, instead of just good. And, since it is known that companies that are seen as a 'good place to work' generate superior financial performance, it is good to make companies a good place to work. Thirdly, the quality of workplace relationships has strong connections to things such as job satisfaction, stress and turnover. Social relationships among coworkers and supervisors is also strongly related to overall job satisfaction, lower stress at work and lower intentions to quit. The fourth benefit of having knowledge about organizational behavior is that it can foster social responsibility awareness. This is important because corporate social responsibility (CSR) is an important topic. CSR will be discussed in Chapter 2.
The role of a
.....read more BulletPointsummary per chapter with the 14th edition of Essentials of Organizational Behavior by Robbins & Judge - ChapterIn organizational behavior, one of the key principles is to improve interpersonal skills. When managers have good developed interpersonal skills, this will lead to attraction of more high-performing employees for the organizations. A second important benefit of studying organizational behavior is that it can help to make a workplace great, instead of just good. And, since it is known that companies that are seen as a 'good place to work' generate superior financial performance, it is good to make companies a good place to work. Thirdly, the quality of workplace relationships has strong connections to things such as job satisfaction, stress and turnover. Social relationships among coworkers and supervisors is also strongly related to overall job satisfaction, lower stress at work and lower intentions to quit. The fourth benefit of having knowledge about organizational behavior is that it can foster social responsibility awareness. This is important because corporate social responsibility (CSR) is an important topic. CSR will be discussed in Chapter 2.
Organizational behavior studies the impact of three determinants of behavior within organizations: individuals, groups and structure. The goal of organizational behavior is to make organizations more effective, by using knowledge about these three determinants of behavior within organizations. In other words, organizational behavior is the study of people in organizations and the way that their actions affect the organization. Organizational behavior is especially concenred with employment-related situations, such as job satisfaction, absenteeism, employment turnover, productivity, human performance and management.
The core topics in organizational behavior are: motivation; leader behavior and power; interpersonal communication; group structure and processes; attitude development and perception; change processes; conflict and negotiation and work design.
There is
BulletPointsummary per chapter with the 14th edition of Essentials of Organizational Behavior by Robbins & Judge - ChapterIn organizational behavior, one of the key principles is to improve interpersonal skills. When managers have good developed interpersonal skills, this will lead to attraction of more high-performing employees for the organizations. A second important benefit of studying organizational behavior is that it can help to make a workplace great, instead of just good. And, since it is known that companies that are seen as a 'good place to work' generate superior financial performance, it is good to make companies a good place to work. Thirdly, the quality of workplace relationships has strong connections to things such as job satisfaction, stress and turnover. Social relationships among coworkers and supervisors is also strongly related to overall job satisfaction, lower stress at work and lower intentions to quit. The fourth benefit of having knowledge about organizational behavior is that it can foster social responsibility awareness. This is important because corporate social responsibility (CSR) is an important topic. CSR will be discussed in Chapter 2.
Organizational behavior studies the impact of three determinants of behavior within organizations: individuals, groups and structure. The goal of organizational behavior is to make organizations more effective, by using knowledge about these three determinants of behavior within organizations. In other words, organizational behavior is the study of people in organizations and the way that their actions affect the organization. Organizational behavior is especially concenred with employment-related situations, such as job satisfaction, absenteeism, employment turnover, productivity, human performance and management.
The core topics in organizational behavior are: motivation; leader behavior and power; interpersonal communication; group structure and processes; attitude development and perception; change processes; conflict and negotiation and work design.
There is
Examtests with the 14th edition of Essentials of Organizational Behavior - Robbins & JudgeWhat is organisational behaviour?
It is an interdisciplinary field which tries to better understand how to manage employees.
What are the three components of attitudes?
Other than attitudes, which other two variables can explain behavior?
A cognitive component, affective component and a behavioral component
Subjective norm and observed behavioral control
What is the difference between emotions and affect?
Emotions are complex human personal reactions on situations or events. Affection is a more general feeling which contains emotions as well as moods.
What are the different personality types?
What is the difference between instrumental and terminal values?
Schwartz distinguishes two dimensions of values. Which two dimensions are these?
Summary of Essentials of Organizational Behavior - Robbins & Judge - 12th editionOrganizational behavior (OB): The study field of how individuals, people, groups and structure behave and act in organizations.
The study field is individuals, groups of people and the structure of the people and groups within the organization. The purpose of OB is to obtain information and knowledge about the behavior of an organization so they can work more efficient and effective.
OB’s core themes:
Motivation
Leader behavior and power
Interpersonal communication
Group structure and process
Personality, emotions and values
Attitude development and perception
Change processes
Conflict and negotiation
Work design
Systematic study: Study that looks at relationships, and let’s scientific evidence helps us find causes, effects and conclusions.
Evidence based management (EBM): Management that uses scientific evidence to make decisions.
Organizational behavior is built on contributions from a number of behavioral disciplines:
Psychology: A study of the behavior of humans. With contributions to learning, motivation, personality, job satisfaction and work design. (Micro-level)
Social psychology: How people focus on each other and influence each other in a social way. With contributions to behavioral change, attitude change, communication, power and intergroup behavior. (Micro-level)
Sociology: The study of how people react and what their relations are with culture, environment and organizations.
With contributions to communication, intergroup behavior, organizational technology, change and culture (Macro-level)
Anthropology: The study of people and their activities in groups, cultures and different countries. With contributions to comparative values, attitudes, organizational culture and power. (Macro-level)
Contingency variables: Variables that lead to each other, but with special conditions. ‘One’ leads to ‘two’ under the condition that ‘three’.
There are some opportunities for Organizational Behavior, which make it important to look at OB. These challenges include:
Responding to the Economic Pressures
Responding to Globalization: where there is an increased amount of foreign assignments, more different cultures and countries with low-cost labor. Globalization: Focuses on the differences of people in different countries.
Managing workforce diversity. Workforce diversity: Differences and similarities of people within an organization. This could be in terms of cultural background, sex, race, religion, etc.
Summary Organizational Behavior by Robbins and JudgeBeing a good manager requires strong interpersonal skills, as communication is crucial, as one must manage different types of resources: people, money, and time in order to achieve specific goals.
A Manager’s Four Main Functions
Planning function refers to setting goals, creating strategies, and preparation of plans that make different activities work coherently and effectively.
Organising function concerns tasks identification and division, assignment of tasks to individuals, setting reporting and decision- making systems.
Leading function relates to motivating workers and directing others’ actions, choosing communication canals and solving conflicts.
Controlling function refers to controlling others’ work outcomes and checking whether everything is being done as planned; and when necessary undertaking corrective actions.
Management roles
They can be divided into 3 main categories: interpersonal roles, informational roles and decisional roles. The concept was developed by Henry Mintzberg and is called Mintzberg’s Managerial Roles (below).
ROLE | DESCRIPTION
|
Interpersonal
| Roles which involve ceremonial/symbolic duties |
Figurehead | Symbolic head, needs to perform duties of social/legal nature |
Leader | Motivates and directs employees |
Liaison | Maintains a network of outside contacts |
Informational
| Collection and dissemination of information |
Monitor | Receives information, serves as nerve centre of internal and external information |
Disseminator | Transmits information from outsiders to the organisation’s members |
Spokesperson | Transmits information about the organisation to outside parties |
Decisional
| Refers to making choices |
Entrepreneur | Analyses the organisation and its environment for opportunities and initiates projects to bring about change |
Disturbance handler | Undertakes corrective actions in case of problems |
Resource allocator | Makes or approves important organizational decisions |
Negotiator | Represents the organization |
Robbins & Judge: samenvattingen en studiemateriaal voor Essentials of Organizational Behavior
Business and Economics - Theme
Begrippenlijst bij Organizational Behaviour van McShane en Von Glinow
Organisaties en organisatorisch gedrag | Groepen mensen die gezamenlijk naar een bepaald doel toewerken en het gedrag dat binnen deze groepen mensen plaatsvindt, ofwel wat men doet, voelt en denkt over de organisatie. |
Organisatorisch geheugen | Het opslaan en behouden van het intellectueel kapitaal. |
Open systemen | Een perspectief dat ervan uitgaat dat organisaties constant in contact staan met hun omgeving. De organisatie is afhankelijk van de input van de omgeving en verandert deze door de output van de organisatie. Dit systeem bestaat uit subsystemen die input in output veranderen. |
Kennis management | Elke gestructureerde activiteit die bijdraagt aan capaciteit om kennis te delen, vergaren en gebruiken ter bevordering van het succes van de organisatie. De kennis binnen het bedrijf heet intellectueel kapitaal, een begrip dat we kunnen opdelen in persoonlijk, structureel en relationeel kapitaal. |
Werkgerelateerd gedrag | Hieronder worden vijf soorten gedragingen verstaan. Taakgericht gedrag, doelgericht gedrag dat de doelen van de organisatie nastreeft. Organisatorisch burgerschap: de betrokkenheid met de organisatie, die bijvoorbeeld de hoeveelheid hulp bepaalt die wordt verleend aan collega’s. Contraproductief gedrag, gedrag dat tegen de doelen van de organisatie inwerkt. Blijven bij de organisatie, het blijven bij de organisatie is van belang om doelen te behalen. Werkaanwezigheid, als mensen ontevreden of gestrest zijn zal de absentie toenemen. |
Vier nieuwe trends op de werkplek |
|
Vier principes die ten grondslag liggen aan onderzoek naar organisatorisch gedrag |
|
Organizational Behavior: summaries and study notes for Organizational Behavior - Bundle
This bundle contains the most favorite Summaries, Lecture Notes and Practice Exams for thestudy of Organizational Behavior
Boeksamenvatting bij Hoofdstukken 3 en 4 van Principles of Marketing Engineering van RangaswamyKlanten verschillen in veel opzichten. Door segmentatie hoeft er geen algemeen programma te zijn voor alle klanten, maar er hoeft ook geen uniek programma te zijn voor elke klant.
Markt segment: een groep van huidige of potentiële klanten waarvan verwacht kan worden dat ze op de zelfde manier reageren op een product of service.
Markt segmentatie: het bedrijfsproces van het vinden van groepen van klanten die gelijk zijn op bepaalde, relevante criteria voor het bedrijf en zijn strategische context, zoals behoeftes, hoe ze een aanbieding waarderen, gedrag, leeftijd, sekse en inkomen. En hoe ze verschillen van andere groepen op deze criteria.
Er zijn drie fundamentele factoren die de mogelijkheid geven voor een bedrijf om een markt succesvol te segmenteren.
Segmentatie is de eerste stap in het proces van segmenteren, targeting en positioneren (STP). Segmenteren is groepen klanten maken die dezelfde, behoeftes hebben en hetzelfde reageren. Targeting bepaald welke groep een bedrijf moet proberen te dienen en hoe. Positioneren behandelt hoe goed het aanbod van het bedrijf concurreert met andere aanbiedingen in het beoogde segment.
Voordelen van het STP zijn:
Om management vragen te beantwoorden wordt een Marketing Engineering segmentatie model gebruikt. The markt segmenten van het model voldoen idealiter aan drie condities:
Segmentatie bestaat uit twee fases:
Begrippenlijst bij de 14e druk van Principles of marketing van Kotler - Marketing: Het proces waarbij bedrijven waarde creëren voor consumenten en sterke klantrelaties opbouwen, zodat ze daar waarde terug voor krijgen. Marketing is niet alleen adverteren, maar ook klanten tevreden stellen.
Het simpele model van het marketingproces:
Zie fig.1 in de bijlage voor de illustratie
In de eerste vier stappen wordt er waarde gecreëerd voor de klanten, in de vijfde stap wordt de waarde van de klanten bemachtigd.
Consumenten hebben behoeften (needs), eisen (demands) en hun wil (wants.) Het verschil tussen deze drie is vrij simpel: een persoon heeft behoefte aan eten, maar wil graag een Whopper. Eisen kunnen gesteld worden wanneer de consument de afnemersmacht heeft. Dan verandert de wil in een eis. Bedrijven moeten dit verschil goed begrijpen en hierop inspelen. De behoeften en wensen kunnen beantwoord worden door de aanbiedingen van de markt: producten, diensten, informatie of ervaringen (market offerings.)
- Marketing myopia: De fout om meer aandacht te besteden aan het specifieke product, dan aan de voordelen en ervaringen van dit product. Een onderneming moet een product aanpassen op de behoeften en eisen van klanten.
- Market: Het geheel van de actuele en potentiële kopers van een product of dienst.
Het moderne model van het marketingproces:
Zie fig.2 in de bijlage voor de illustratie
- Marketing management: De kunst en wetenschap van het kiezen van markten en het bouwen van winstgevende relaties.
Een bedrijf moet een doelgroep kiezen, door de markt te verdelen in segmenten (consumentengroepen.) Uit deze segmenten kiest het bedrijf één of meer doelgroepen (target marketing.)
- Waardevoorstel (proposition): De voordelen of waardes die het bedrijf belooft te gaan leveren aan haar klanten.
- Productieconcept: Het idee dat consumenten producten die beschikbaar en goed betaalbaar zijn eerder kiezen. De organisatie moet zich daarom focussen op het verbeteren van de productie en de efficiëntie.
- Productconcept: Het idee dat consumenten producten die de meeste kwaliteit, prestaties en functies bieden eerder kiezen. De organisatie moet zich daarom focussen op het continu verbeteren van het product.
- Selling concept: Het idee dat consumenten een product of dienst niet genoeg kopen, als daar niet genoeg massaproductie en reclame voor is. Dit concept wordt vaak gebruikt voor goederen die consumenten niet zo snel zouden kopen: verzekeringen bijvoorbeeld. Het bedrijf moet de voordelen goed duidelijk maken. Inside-out perspectief.
- Marketing concept: Het behalen van organisatorische.....read more
International Marketing for IB: Summaries, lecture notes and practice exams - UG
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Working Abroad & Working Holidays - WorldSupporter Theme WorldSupporter: main theme pages Summary Organizational Behavior by Robbins and JudgeBeing a good manager requires strong interpersonal skills, as communication is crucial, as one must manage different types of resources: people, money, and time in order to achieve specific goals.
A Manager’s Four Main Functions
Planning function refers to setting goals, creating strategies, and preparation of plans that make different activities work coherently and effectively.
Organising function concerns tasks identification and division, assignment of tasks to individuals, setting reporting and decision- making systems.
Leading function relates to motivating workers and directing others’ actions, choosing communication canals and solving conflicts.
Controlling function refers to controlling others’ work outcomes and checking whether everything is being done as planned; and when necessary undertaking corrective actions.
Management roles
They can be divided into 3 main categories: interpersonal roles, informational roles and decisional roles. The concept was developed by Henry Mintzberg and is called Mintzberg’s Managerial Roles (below).
ROLE | DESCRIPTION
|
Interpersonal
| Roles which involve ceremonial/symbolic duties |
Figurehead | Symbolic head, needs to perform duties of social/legal nature |
Leader | Motivates and directs employees |
Liaison | Maintains a network of outside contacts |
Informational
| Collection and dissemination of information |
Monitor | Receives information, serves as nerve centre of internal and external information |
Disseminator | Transmits information from outsiders to the organisation’s members |
Spokesperson | Transmits information about the organisation to outside parties |
Decisional
| Refers to making choices |
Entrepreneur | Analyses the organisation and its environment for opportunities and initiates projects to bring about change |
Disturbance handler | Undertakes corrective actions in case of problems |
Resource allocator | Makes or approves important organizational decisions |
Negotiator | Represents the organization |
Organizational Behavior by Mcshane, S. (8th edition) a summary
This is a summary of the book Organizational Behavior by Mcshane, S (8th edition). This book is about psychology at the workplace. It contains for instance ways to increase employee satisfaction and workplace dynamics. The book is used in the course 'Labor and and organisational psychology' at the first year of psychology at the University of Amsterdam.
The first two chapters of this summary are for free, but to support worldsupporter and Joho, you have to become a Joho-member to read the other chapters. This is five euro a year, and you then can read all Joho-member content
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Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition) – Book summary
This bundle describes a summary of the book "Organizational Behaviour, emerging knowledge and practice for the real world, by S. McShane, M. Von Glinow (fifth edition)". The following chapters are used:
- 1, 2, 3, 4, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15.
Understanding and managing organizational behavior - George & Jones - 6th edition Summary Organizational change - An action-oriented toolkit by CawseySummary Organizational change - An action-oriented toolkit by Cawsey et al. (2nd edition), donated to WorldSupporter
Organizational change: planned alterations of organizational components to improve the effectiveness of the organization.
These components include:
Change drivers can be internal and external, managers should adapt to the organization’s environment. Some changes are very tangible and thus easier, others – such as a change in culture – are intangible and more difficult.
The focus of the book is on organizational change as a planned activity designed to improve the organization’s effectiveness.
The book has an active, action-oriented emphasis coupled with a deep understanding of organizations. The twin theme of knowing what to do and how to do it is the main approach in order to fill the knowing-doing gap that the authors believe to exist.
Environmental forces for change
Environmental forces may be a surprise where others are anticipated. We will discuss some environmental trends.
Social, cultural, and demographic environment
Demographic changes influence the social, cultural, and economic environment. The Western world has an ageing population which has financial consequences. When economies are poor, the fertility rate is high and there are many young dependents relying o working adults for sustenance. When fertility rates drop, the ratio of working adults to dependents increases, leading to surplus wealth.
Then all those people age and dependent, seniors become a larger percentage of the population. Other issues are gender, race, diversity, global warming, sustainability, and social responsibility.
Technologies
Data mining is the transformation of data into information. Technological forces result in shorter product development and life cycles. Technological breakthroughs can result in obsolescence. So change leaders should be aware of trends and be proactive.
Political changes
As organizations become global, they need to clarify their own ethical standards. They need to understand the law and determine what norms of behavior they will work to establish for their organizational members. The politics of globalization have created opportunities and issues. They influence market development and attractiveness, competitiveness, and pressures on boards and executives.
The economy
The lessons from the economic crisis concern risk management
.....read more Business and Economics - Theme Business and Economics - Theme Begrippenlijst bij Organizational Behaviour van McShane en Von Glinow
Organisaties en organisatorisch gedrag | Groepen mensen die gezamenlijk naar een bepaald doel toewerken en het gedrag dat binnen deze groepen mensen plaatsvindt, ofwel wat men doet, voelt en denkt over de organisatie. |
Organisatorisch geheugen | Het opslaan en behouden van het intellectueel kapitaal. |
Open systemen | Een perspectief dat ervan uitgaat dat organisaties constant in contact staan met hun omgeving. De organisatie is afhankelijk van de input van de omgeving en verandert deze door de output van de organisatie. Dit systeem bestaat uit subsystemen die input in output veranderen. |
Kennis management | Elke gestructureerde activiteit die bijdraagt aan capaciteit om kennis te delen, vergaren en gebruiken ter bevordering van het succes van de organisatie. De kennis binnen het bedrijf heet intellectueel kapitaal, een begrip dat we kunnen opdelen in persoonlijk, structureel en relationeel kapitaal. |
Werkgerelateerd gedrag | Hieronder worden vijf soorten gedragingen verstaan. Taakgericht gedrag, doelgericht gedrag dat de doelen van de organisatie nastreeft. Organisatorisch burgerschap: de betrokkenheid met de organisatie, die bijvoorbeeld de hoeveelheid hulp bepaalt die wordt verleend aan collega’s. Contraproductief gedrag, gedrag dat tegen de doelen van de organisatie inwerkt. Blijven bij de organisatie, het blijven bij de organisatie is van belang om doelen te behalen. Werkaanwezigheid, als mensen ontevreden of gestrest zijn zal de absentie toenemen. |
Vier nieuwe trends op de werkplek |
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Vier principes die ten grondslag liggen aan onderzoek naar organisatorisch gedrag |
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