تحقیق درباره گلکار

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تعداد صفحات: 50

In other views, organizational knowledge is not merely consider as individual one. Some of knowledge exist in group for [10]. Then the knowledge which is measured or measure something should cover 2 classification of knowledge i,e implicit and explicit and group, individual and organizational one.

The second dimension of this tetragonal basis of figure 1 is types of knowledge in an organization, individual and group from implicitly and explicitly.

Figure 2: equipoised cube for measurement method the necessities for

The cubical volume of figure 2 indicates integration of tetragonal base in measurement method with types of knowledge in organization

So we have a cube of 6 types of knowledge (from the intersection of implicit and explicit knowledge with indivisual, group, organizational knowledge) that each of then must be compared in the Tetragonal of "knowledge volume" , "knowledge volue" , "knowledge interest and expenses" and "Transformation speed of knowledge".

Now we should find a knowledge management model which is capable of integrating with this cognitive tetragonal model –Nonaka-

Jakichi Model is a suitable one to reconcile with this cognitive tetragonal model and can be considered as a basis for measurement model –Nonaka- Takochi Model as a cognitive model is based on types of knowledge. Hidden and obvious information have been discussed exactly in this model. In this model indivisual, group, organizational knowledge are converted to each other in a loop form too. [11] Then ,Nonaka. Takochi Model can be delineated as measurement Model base. But it should be mentioned here that this model has a dynamic nature.[12] in dynamic Models There are several main and important indexes that separate them from static ones.[13]

dependence to time; Dynamic models depend on time and in dingle of time they show different behavior from themselves which caused by main variable of time in them.

Cause and effect relationships: Dynamic Models are composed of varied cause and effect relationships. One cause itself can the effect of other cause. So in dynamic models the beginning strip of cause and effect relation ships is not clear but the cause and effect impacts of all indexes on each other is measurable and visible.

Feedback circles: in dynamic models feedback plays the main role. Any effect can effect on its cause. The increase of effect can boots or decrease cause directly or indirection.

مقاله درمورد Advancement in Organizational Behaviour

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Advancement in Organizational Behaviour

This collection of essays celebrates the career achievements, research interests, and intellectual impact of Derek Pugh on the occasion of his retirement from active duty in our field. While Pugh's first publication was in 1954 and his most recent in 1997, he inevitably will be best remembered as the organizer, mentor, lead author, and team captain of the Aston group. At a time when organization-level research was almost unheard of in Britain, Pugh and his colleagues designed and implemented the first empirical study of structure in a large sample of organizations. A discussion of this agenda appeared in ASQ in 1963, followed by a flurry of five ASQ papers over a period of eighteen months at the end of the decade. Since that time, the Aston colleagues dispersed around the globe, Pugh became Britain's first Professor of Organizational Behaviour, and introductory courses in our field have never been the same.The essays in this volume, organized and introduced by editor Timothy Clark, fall into four sections, each representing a major phase of Pugh's ever-evolving interest in organization. All the contributors are either former colleagues or collaborators, and many of the essays have an intimate, fireside-chat feel that captures, perhaps, the comfort in the authors' intellectual interaction with their friend. The first section, devoted to Aston and its legacy, will perhaps be most valuable to readers interested in the historical development of our field. Three essays in this vein, those by Hickson, Child, and Donaldson, explore this theme from different vantage points. Hickson's essay is a memoir of "the ivory tower in a basement," a humorous and revealing account of what it was like to work in the Aston team. Donaldson's essay evaluates the Aston contribution in light of the next thirty years of theory and research. Child's essay, perhaps the most provocative in the volume, details the influence of Aston on his o wn thinking and research program and the evolution of strategic choice out of the Aston approach. Essays by Chris Argyris and Roy Payne explore design causality and climate, respectively. Pugh next turned his intellectual sights on the changing nature of organization, and five essays celebrate this theme.Notable among these is an article by Inkson on organization structure and the transformation of careers, which explores the effects of network organizing on individual job and career outcomes. The third section commemorates Pugh's abiding interest in organization and management around the globe. Hofstede offers some reflections on the linkages between structure and national culture. Essays by Sorge, Banai, and Redding report qualitative research on management practices in socialist East Germany, a transitioning Russia, and ethnic Chinese business groups in Pacific Asia.The last set of essays explores the future (and the past) of management research. Pettigrew offers some compelling observations on knowledge production in our field. Heller examines different models for longitudinal research, and editor Clark and his colleagues report on the contemporary version of the Aston spirit: cross-national comparative studies of organization. The most interesting piece in this last set, however, is Rindova and Starbuck's description of managerial philosophy and superior-subordinate relations in ancient Egypt, Mesopotamia, and China.Generally, we look to collections like this one for ideas, speculations, models, or research that do not fit neatly into the journal-article mold but nevertheless make an original contribution. The meat of this collection, however, is in the retrospective evaluation of the Aston project and its impact on the intellectual evolution of our field, covered by the first group of papers. Although the gold of original ideas is sprinkled liberally throughout the rest of the collection, too frequently it is obscured by the ore of authors' explicit attempts to promote their past research efforts and future agenda, without reference to a critical appreciation of the alternatives. More disturbing, perhaps, is a certain Eurocentrism that runs through the book. For example, 50 percent of this book is devoted to structure and design, but only one or two passing references are made to the work of Van de Ven and his colleagues, who have written extensively on these topics. I was hoping for an insight into the distinctive Euro pean and British approach to organizational research; instead, I was treated to an elaborate display of theory development that seems to evolve without any recognition of theoretical and empirical accomplishments on our side of "the pond." And while I expect (and forgive) insularity and parochialism on the part of my American colleagues, I find it less understandable (or forgivable) here.On the positive side, every current (and former) doctoral student will benefit from the multifaceted exposition of the Aston legacy. All of us know what the Aston group did; the essays in the first section of the collection explain how and why. This is more than enough to merit our attention.

تحقیق درباره Organizational Behaviour and Work

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Organizational Behaviour and Work

A Critical Introduction

Organizational Behaviour, University of Glasgow

I used this book for my first year undergraduate Business Studies degree and it has been one of the best I

have used. Of all the books I have had, this was the one that I actually enjoyed reading and it was the

most useful for my exam by providing relevant quotes. The further reading tips are fantastic.

An amazon.co.uk reviewer, February 2006

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Chapters on scene setting, motivation, culture, teams, organizational learning, leadership and change.

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Range of student learning features including topical case studies.

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Deals with difficult issues such as fear and loathing, denial, bullying and gossip.

This book provides a critical approach to the study of work and organizational behaviour, questioning what organizational behaviour is, and how it has been

researched and discussed. Written as an introductory textbook, the book aims to stimulate readers towards further questions and their own research.

The book is unique in that it deals directly with the weaknesses of theories on topics such as motivation, leadership and teambuilding while also covering topical

subjects such as theft, fun, sex, romance, bullying, harassment, resistance, exploitation, unequal power relations and sabotage.

CONTENTS:

Introduction; Scene Setting; Rationality: From Founding Fathers to Eugenics. Is it all

about Fitting Workers to Jobs?; Rationality and Bureaucracy; What Work Means; The

View from Below; Sexuality, Sex Typing, Managing Emotions and Feeling in Control;

When Organizational Behaviour is Not So "Good"; The View from Above: What

Managers Do; Motivation; Power, Control and Resistance; Culture; Teams and

Teamworking; Organizational Learning; Leadership; Health, Well-Being and Stress;

Being Unemployed, Being a Volunteer and Being "On the Fiddle"; All Change?;

Alternative Organizations

ONLINE RESOURCE CENTRE

For lecturers:

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6 new case studies for 2006/ 2007 along with guidelines for

lecturers and tutors

www.oxfordtextbooks.co.uk/orc/wilson_ob2e/

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Principles of Organizational Behaviour

Fourth Edition

ROBIN FINCHAM, Professor of Organizational Behaviour, University of Stirling, and PETER RHODES, Management

Consultant with OTL Management Consultancy

An excellent textbook for lecturer and student alike. A strong focus and a robust approach to the

complexities of the subject area.

Jake Monk, Senior Lecturer, Canterbury Christ Church University

Offering a strong combination of theory and analysis, Principles of Organizational Behaviour is an engaging text that looks at

the debates surrounding the subject, encouraging students to think critically about the key issues involved.

Drawing on areas of psychology and sociology, the authors take discipline-based approaches, dividing the text into four

distinctive levels of analysis: individual, group, organizational, and social (IGOS). This IGOS framework encompasses the

approaches to explain social action and behaviour, and provides and insight into this fascinating subject.

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ONLINE RESOURCE CENTRE

For lecturers:

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Instructor's manual

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PowerPoint slides

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Seminar exercises

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Tests and activities

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Test bank of questions

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VLE content

For students:

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Answer outlines to

the end-of-chapter

study questions

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Web links

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Glossary

www.oxfordtextbooks.co.uk/orc/fincham4e/

CONTENTS:

Introduction; PART 1: THE INDIVIDUAL AND WORK: Learning; Stress; Individual

Differences; Assessing Individual Differences; Motivation and Job Satisfaction; PART 2:

GROUPS AND WORK: Social Interaction; Group and Intergroup Behaviour;

Leadership; PART 3: PATTERNS OF WORK: Work: The Basic Theories; Conflict and

ترجمه Job engagement, perceived organizational support, high-performance human resource practices, and cultural value orientati

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مقاله Stress and Organizational Behaviour

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تعداد صفحات 6

1. Is stress a stimulus or a response
2. ?

The response argument has been strengthened by work dome by Hans Selye. Selye

observed an identical series of biochemical changes in a number of organisms adapting to a variety of environmental conditions. He termed this series of changes the general adaptation syndrome (Selye, 1936). Selye’s discovery of the biochemical and physiological pathways of the stress response has been of immense significance.

His concern to find the psychological mediators of the response to stress has, for

example, created the field of psychoneuroimmunology, an interdisciplinary area of

research exploring the varied and complex way the immune system reacts to

1. A critique of Selye’s approach has been that it is too simplistic. It cannot,

for example explain the stress associated, with difficult relationships in the workplace.

A number of psychologists also believe that there are sources of stress which impact

fairly uniformly on individuals, for example in the workplace. The criticism of this

approach is essentially the same as of Selye’s response approach – it is too

1. It does not take into account enormous individual differences in our ability

to handle stressful circumstances.

1. Is there a ‘stress prone’ personality?

Another attractive facet of the appraisal concept is it broadens the notion of stress to