This document discusses Geert Hofstede's model of cultural dimensions which identifies five dimensions along which national cultures can be compared: uncertainty avoidance, masculinity vs femininity, individualism vs collectivism, power distance, and long-term vs short-term orientation. It provides descriptions and examples of each dimension. It also gives tips for intercultural business communication based on where a culture falls on each dimension. The conclusion cautions against stereotyping and notes each dimension simplifies complex cultural variations.
Me it rvbssxrncjzwde1hvtrobvf3wkrvde1eaznnatawtldjm0xxrtnar010tnpcau16wm1nrgr...Merlin Sheeba
This document provides an overview of the course Organizational Behavior (OB). It discusses how OB studies individual and group behavior in organizations to improve effectiveness. OB focuses on motivation, leadership, communication, and managing change. It also addresses managing a diverse workforce, using technology to enhance creativity, developing ethical organizations, and managing organizations internationally. The goal of OB is to understand and apply knowledge of individual, group, and structural factors to help organizations achieve their goals.
1) The document discusses the seven foundation competencies for organizational behavior: managing self, communication, diversity, ethics, across cultures, teams, and change.
2) It provides definitions and core abilities for each competency, which are interrelated skills needed for professional and managerial effectiveness.
3) The competencies help individuals and organizations adapt to changes in their environment as organizations are open systems influenced by external forces.
Organizational communication involves the flow of information within a company. It can occur horizontally between coworkers, vertically between managers and employees, and diagonally between different departments. Effective organizational communication is important for coordinating activities, sharing information, and achieving both individual and company goals. The document discusses different types of internal and external communication, as well as formal and informal communication methods used in companies. It also explains how the communication structure depends on factors like the organization's objectives, leadership style, and whether it is a conservative, multinational company. Designing multiple communication mechanisms is important for large, complex organizations to allow information to flow efficiently to where it is needed.
The document discusses organizational communication and behavior. It defines communication, explores the importance of good communication in organizations, and examines communication processes, issues, barriers, and networks. It also analyzes new communication technologies, how they affect behavior, and defensive versus non-defensive communication styles. Key topics covered include the definition of communication, importance of communication for efficiency, quality and innovation, verbal and nonverbal communication, formal and informal communication networks, and technological advances in organizational communication.
This document discusses Geert Hofstede's model of cultural dimensions which identifies five dimensions along which national cultures can be compared: uncertainty avoidance, masculinity vs femininity, individualism vs collectivism, power distance, and long-term vs short-term orientation. It provides descriptions and examples of each dimension. It also gives tips for intercultural business communication based on where a culture falls on each dimension. The conclusion cautions against stereotyping and notes each dimension simplifies complex cultural variations.
Me it rvbssxrncjzwde1hvtrobvf3wkrvde1eaznnatawtldjm0xxrtnar010tnpcau16wm1nrgr...Merlin Sheeba
This document provides an overview of the course Organizational Behavior (OB). It discusses how OB studies individual and group behavior in organizations to improve effectiveness. OB focuses on motivation, leadership, communication, and managing change. It also addresses managing a diverse workforce, using technology to enhance creativity, developing ethical organizations, and managing organizations internationally. The goal of OB is to understand and apply knowledge of individual, group, and structural factors to help organizations achieve their goals.
1) The document discusses the seven foundation competencies for organizational behavior: managing self, communication, diversity, ethics, across cultures, teams, and change.
2) It provides definitions and core abilities for each competency, which are interrelated skills needed for professional and managerial effectiveness.
3) The competencies help individuals and organizations adapt to changes in their environment as organizations are open systems influenced by external forces.
Organizational communication involves the flow of information within a company. It can occur horizontally between coworkers, vertically between managers and employees, and diagonally between different departments. Effective organizational communication is important for coordinating activities, sharing information, and achieving both individual and company goals. The document discusses different types of internal and external communication, as well as formal and informal communication methods used in companies. It also explains how the communication structure depends on factors like the organization's objectives, leadership style, and whether it is a conservative, multinational company. Designing multiple communication mechanisms is important for large, complex organizations to allow information to flow efficiently to where it is needed.
The document discusses organizational communication and behavior. It defines communication, explores the importance of good communication in organizations, and examines communication processes, issues, barriers, and networks. It also analyzes new communication technologies, how they affect behavior, and defensive versus non-defensive communication styles. Key topics covered include the definition of communication, importance of communication for efficiency, quality and innovation, verbal and nonverbal communication, formal and informal communication networks, and technological advances in organizational communication.
The document discusses work-life balance education. It notes that work-life balance is an ongoing issue to be managed, not a problem to be solved. Both organizations and individuals have responsibility in managing work-life balance through policies, benefits, actions, and personal choices. Work-life balance education can leverage both by improving awareness of benefits and positively impacting mindsets and skills to better manage work and personal life. Successful education defines work-life balance, increases awareness of benefits, adds management skills, increases individual accountability, and provides a common language for ongoing management.
The document discusses organizational structure and behavior concepts from chapter 13 of an organizational behavior textbook. It provides summaries of key points on politics and power in organizations, the benefits and drawbacks of conflict, and different approaches to negotiation and managing intergroup relations. It also previews the upcoming chapter on foundations of organizational structure and lists learning objectives around defining structural elements, comparing mechanistic and organic models, and explaining how structure impacts employee behavior.
This document discusses research showing that the children of immigrants are making significant contributions to STEM fields in the United States. Some key findings include:
- 60% of top US science students and 65% of top math students are the children of immigrants.
- Children of immigrants make up large proportions of winners of prestigious STEM awards like the Intel Science Talent Search and US Physics/Math Olympiad teams.
- Nearly half (18 of 40) of the 2004 Intel Science Talent Search finalists had parents who entered the US on H-1B visas, demonstrating how the H-1B program helps assimilate future scientists.
- Without immigration, as many as two-thirds of
This document defines and describes perfect competition in economic theory. It has the following key points:
1. Perfect competition is characterized by many small firms and buyers, homogeneous products, free entry and exit in the industry, no government intervention, perfect mobility of resources, complete information, and no transportation costs.
2. In the short run, individual firms are price takers and will produce where marginal cost equals marginal revenue. In the long run, firms will adjust entry and exit from the industry until all firms earn only normal profits.
3. The industry equilibrium occurs where quantity supplied equals quantity demanded. In the long run, this results in no incentives for further entry or exit from the industry.
This document discusses price and output determination under monopolistic competition. It contains the following key points:
1. Firms under monopolistic competition aim to maximize profits by adjusting price and output based on demand and cost conditions.
2. Individual firm equilibrium occurs where marginal revenue equals marginal cost, allowing the firm to make supernormal profits or losses depending on demand and costs.
3. Group equilibrium results from the interaction of many firms producing close substitutes, with uniform demand and cost curves across the industry leading to an equilibrium with normal profits.
The document outlines various pricing concepts including:
1) Cost-based pricing methods like cost-plus pricing and marginal cost pricing that set price as a function of costs.
2) Competition-based pricing like penetration pricing and entry deterring pricing that are influenced by competitive dynamics.
3) Product life cycle pricing approaches such as price skimming that set different prices over a product's lifecycle stages.
4) Other concepts like multiproduct pricing, Ramsay pricing, transfer pricing, and administered pricing that involve multiple products, taxation, internal transfers, and government regulation respectively.
The document discusses work-life balance education. It notes that work-life balance is an ongoing issue to be managed, not a problem to be solved. Both organizations and individuals have responsibility in managing work-life balance through policies, benefits, actions, and personal choices. Work-life balance education can leverage both by improving awareness of benefits and positively impacting mindsets and skills to better manage work and personal life. Successful education defines work-life balance, increases awareness of benefits, adds management skills, increases individual accountability, and provides a common language for ongoing management.
The document discusses organizational structure and behavior concepts from chapter 13 of an organizational behavior textbook. It provides summaries of key points on politics and power in organizations, the benefits and drawbacks of conflict, and different approaches to negotiation and managing intergroup relations. It also previews the upcoming chapter on foundations of organizational structure and lists learning objectives around defining structural elements, comparing mechanistic and organic models, and explaining how structure impacts employee behavior.
This document discusses research showing that the children of immigrants are making significant contributions to STEM fields in the United States. Some key findings include:
- 60% of top US science students and 65% of top math students are the children of immigrants.
- Children of immigrants make up large proportions of winners of prestigious STEM awards like the Intel Science Talent Search and US Physics/Math Olympiad teams.
- Nearly half (18 of 40) of the 2004 Intel Science Talent Search finalists had parents who entered the US on H-1B visas, demonstrating how the H-1B program helps assimilate future scientists.
- Without immigration, as many as two-thirds of
This document defines and describes perfect competition in economic theory. It has the following key points:
1. Perfect competition is characterized by many small firms and buyers, homogeneous products, free entry and exit in the industry, no government intervention, perfect mobility of resources, complete information, and no transportation costs.
2. In the short run, individual firms are price takers and will produce where marginal cost equals marginal revenue. In the long run, firms will adjust entry and exit from the industry until all firms earn only normal profits.
3. The industry equilibrium occurs where quantity supplied equals quantity demanded. In the long run, this results in no incentives for further entry or exit from the industry.
This document discusses price and output determination under monopolistic competition. It contains the following key points:
1. Firms under monopolistic competition aim to maximize profits by adjusting price and output based on demand and cost conditions.
2. Individual firm equilibrium occurs where marginal revenue equals marginal cost, allowing the firm to make supernormal profits or losses depending on demand and costs.
3. Group equilibrium results from the interaction of many firms producing close substitutes, with uniform demand and cost curves across the industry leading to an equilibrium with normal profits.
The document outlines various pricing concepts including:
1) Cost-based pricing methods like cost-plus pricing and marginal cost pricing that set price as a function of costs.
2) Competition-based pricing like penetration pricing and entry deterring pricing that are influenced by competitive dynamics.
3) Product life cycle pricing approaches such as price skimming that set different prices over a product's lifecycle stages.
4) Other concepts like multiproduct pricing, Ramsay pricing, transfer pricing, and administered pricing that involve multiple products, taxation, internal transfers, and government regulation respectively.