What Is Organizational Behavior

What Is Organizational Behavior?

 

Definition of Organizational Behaviour:

Organizational Behavior is a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
An organization is a collection of people who work together to achieve a wide variety of goals, both goals of the various individuals in the organization and goals of the organization as a whole. Organizations exist to provide goods and services that people want. 
These goods and services are the products of the behaviors of workers. Organizational behavior is the study of the many factors that have an impact on how individuals and groups respond to and act in organizations and how organizations manage their environments. Although many people assume that understanding human behavior in organizations is intuitive, many commonly held beliefs about behavior in organizations, such as the idea that a “happy worker is a productive worker,” are either entirely false or true only in specific situations. The study of organizational behavior provides a set of tools—concepts and theories—that help people understand, analyze, and describe what goes on in organizations and why. How do the characteristics of individuals, groups, work situations, and the organization itself affect how members feel about their organization? The ability to use the tools of organizational behavior to understand behavior in organizations is one reason for studying this subject. A second reason is to learn how to apply these concepts, theories, and techniques to improve behavior in organizations so that individuals, groups, and organizations can achieve their goals. Managers are challenged to find new ways to motivate and coordinate employees to ensure that their goals are aligned with organizational goals.

Why Do We Study OB? 

Following are the reasons to study organizational behavior:
• To learn about yourself and how to deal with others
• You are part of an organization now, and will continue to be a part of various organizations
• Organizations are increasingly expecting individuals to be able to work in teams, at least some of the time
• Some of you may want to be managers or entrepreneurs

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PAKISTAN ARMY

PAKISTAN ARMY

Pakistan Army (Urdu: پاک فوج Pak Fauj (IPA: Pɑkʰ fɒ~ɔd͡ʒ); reporting name: PA) is the uniform service branch of the Pakistan Armed Forces responsible for land-based military operations. The Pakistan Army came into existence after the independence of Pakistan in 1947. The Pakistan Army is a volunteer professional fighting force.According to the International Institute for Strategic Studies (IISS) it has an active force of 725,000 personnel in April 2013.The Constitution of Pakistan contains a provision for conscription, but it has never been imposed.

The primary mandate and mission of the army is to "dedicated to the service of the nation."[4] Since establishment in 1947, the army (along with its inter–services: Navy, Marines and PAF) has been involved in four wars with neighboring India and several border skirmishes with Afghanistan. Since 1947, it has maintain strong presence, along with its inter-services, in the influential the Arab states during the past Arab-Israeli Wars, and aided the coalition in the first Gulf War. Recently, major joint-operations undertaken by the army include Operation Black Thunderstorm and Operation Rah-e-Nijat. Apart from conflicts, the army has been an active participant in UN missions and played a major role in rescuing trapped American soldiers from Mogadishu of Somalia in 1993 in Operation Gothic Serpent.

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What is Management and its Functions

What is Management & Functions of Management

Ther are four management functions. The Management is the process of planning, organizing, leading, and controlling an organization’s human, financial, and material resources to increase its effectiveness.

Planning:
In planning, managers establish their organization’s strategy, in other words, how best to allocate and use resources to achieve organizational goals. Much uncertainty and risk surround the decisions of managers during planning, and an understanding of organizational behavior can improve the quality of decision making, increase success, and lower risk.
Organizing:
In organizing, managers establish a structure of relationships that dictate how members of an organization work together to achieve organizational goals. Organizing involves grouping workers into departments, groups, and teams based on the tasks they perform. Organizational behavior offers guidelines on how to organize employees to make the best use of their capabilities and enhance communication and coordination.
Leading:
When leading, managers encourage workers to do a good job and coordinate individual and groups so that all organizational members are working toward organizational goals. The study of different leadership methodsand how to match leadership styles to the characteristics of the organization is a major concern of organizational behavior.
Controlling:
When controlling, managers monitor and evaluate individual, group, and organizational performance to see whether organizational goals are being achieved. Knowledge of organizational behavior allows managers to understand and accurately diagnose work situations and pinpoint the need for corrective action or strive to maintain and improve performance. Several processes at the individual or group levels (e.g., personality conflicts, poor job design) may cause poor performance. Managers perform their four functions by assuming a number of roles in organizations. A role is a set of behaviors or tasks a person is expected to perform because of the position she or he holds in a group or organization.

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Leadership Styles‏

Leadership Styles‏:(Leadership)

In 1939, a group of researchers led by psychologist Kurt Lewin set out to identify different styles of leadership. While further research has identified more specific types of leadership, this early study was very influential and established Some major leadership styles.

There Are some leadership styles are as follow:

1. Transactional Leadership

This leadership style starts with the idea that team members agree to obey their leader when they accept a job. The "transaction" usually involves the organization paying team members in return for their effort and compliance. The leader has a right to "punish" team members if their work doesn't meet an appropriate standard.

Although this might sound controlling and paternalistic, transactional leadership offers some benefits. For one, this leadership style clarifies everyone's roles and responsibilities. Another benefit is that, because transactional leadership judges team members on performance, people who are ambitious or who are motivated by external rewards – including compensation – often thrive.

The downside of this leadership style is that team members can do little to improve their job satisfaction. It can feel stifling, and it can lead to high staff turnover.

Transactional leadership is really a type of management, not a true leadership style, because the focus is on short-term tasks. It has serious limitations for knowledge-based or creative work. However, it can be effective in other situations.

2. Autocratic Leadership

Autocratic leadership is an extreme form of transactional leadership, where leaders have complete power over their people. Staff and team members have little opportunity to make suggestions, even if these would be in the team's or the organization's best interest.

The benefit of autocratic leadership is that it's incredibly efficient. Decisions are made quickly, and work gets done.

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PERCEPTION

DEFINITION  OF PERCEPTION

The process by which people translate sensory impressions into a coherent and unified view of the world around them. Though necessarily based on incomplete and unverified (or unreliable) information, perception is equated with reality for most practical purposes and guides human behavior in general.

Perception includes the five senses; touch, sight, taste smell and taste. It also includes what is known as proprioception, a set of senses involving the ability to detect changes in body positions and movements. It also involves the cognitive processes required to process information, such as recognizing the face of a friend or detecting a familiar scent.

SEVEN TYPE OF PERCEPTION

1. NAIGAM NAYA PERCEPTION

NAIGAM NAYA  Perception purpose-based viewpoint: In this viewpoint, the purpose of the activity is taken to represent the entire activity. For example, when a person who is carrying golf clubs is questioned "What are you doing?", he answers, "I am playing golf." In another instance, when we ask a person carrying groceries to the kitchen "What are you doing?", he may reply, "I am cooking meals." The person carrying golf clubs is not actually playing golf but he is involved in an activity whose ultimate goal is playing golf. Similarly, the person carrying groceries is actually not cooking but carrying groceries is part of a series of activities that lead to cooking. This is purpose-based viewpoint.

 2. SAMGRAH NAYA PERCEPTION

 SAMGRAH NAYA Perceptionclass-based viewpoint: In this viewpoint, several things which are essentially similar and which are not incompatible are considered together. Thus class-based viewpoint considers an entire class or group. For example, the word 'citizen' is used for all men and women living in a country without any regard to their gender, color, ethnicity, employment, etc. Similarly, the word 'entity' refers to living as well as non-living entities. Such descriptions are objects of class-based viewpoint.

 3. VYAVAHAAR NAYA PERCEPTION

VYAVAHAAR NAYA Perception analytic viewpoint: This viewpoint examines a certain object or situation based on conventional (popular) ideas. In the above example, considering the citizens such as doctors, lawyers, businessmen, engineers and teachers separately, is the object of analytic viewpoint. In the other example of entities, the analytic viewpoint may consider living and non-living entities separately.

 4. RIJUSUTRA NAYA PERCEPTION

 RIJUSUTRA NAYA Perception,the viewpoint of momentariness: This viewpoint focuses only on the present state or form of the object. All things in the universe undergo transformations continuously. The first three viewpoints do not focus on these transformations. However, the viewpoint of momentariness recognizes the fact that transformations occur in the object but it considers only the state of the object that exists at the present time. For example, a gold coin was turned into a ring from which a necklace can be made later. The viewpoint of momentariness will consider the present mode only, that is, of the ring.

 5. SHABD NAYA PERCEPTION

SHABD NAYA Perception, the viewpoint of terminology: This viewpoint differentiates between terms and names on the basis of their meanings. An example of the viewpoint of terminology are the words 'INDRA'. 'SHAKRA' and 'PURANDAR' which are used to represent the lord of heavenly beings.

 6. SAMABHIROODH NAYA PERCEPTION

 SAMABHIROODH NAYA Perception, the viewpoint of derivatives: This viewpoint differentiates between terms based on their roots. As the name implies, this viewpoint examines the various terms according to their roots. In the case of the example of the lord of heavenly beings, the viewpoint of derivatives distinguishes between the meanings of 'INDRA'. 'SHAKRA' and 'PURANDAR'; 'INDRA' means prosperous, 'SHAKRA' means powerful and 'PURANDAR' means destroyer of enemies.

 7. EVAMBHOOT NAYA PERCEPTION

EVAMBHOOT NAYA Perception the viewpoint of manifestation: Based on this viewpoint, a person (or an object) is considered to be what the name (term) implies only when he (it) is functioning according to the exact meaning of the term. Thus the lord of heavenly beings is called 'PURANDAR' only when he is destroying his enemies and a doctor is called a surgeon only when he is operating on a patient.

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MANAGEMENT FUNCTION

What are Biographical Characteristics

Biographical Characteristics

1. Finding and analyzing the variables that have an impact on employee productivity, absence,
turnover, and satisfaction is often complicated.
2. Many of the concepts—motivation, or power, politics or organizational culture—are hard to assess.
3. Other factors are more easily definable and readily available—data that can be obtained from an
employee’s personnel file and would include
characteristics such as:
• Age
• Gender
• Marital status
• tenure

(A) AGE

1. The relationship between age and job performance is increasing in importance.
• First, there is a widespread belief that job performance declines with increasing age.
• Second, the workforce is aging; workers over 55 are the fastest growing sector of the
workforce.
2. Employers’ perceptions are mixed.
• They see a number of positive qualities that older workers bring to their jobs,
specifically experience, judgment, a strong work ethic, and commitment to quality.
• Older workers are also perceived as lacking flexibility and as being resistant to new
technology.
• Some believe that the older you get, the less likely you are to quit your job. That
conclusion is based on studies of the age-turnover relationship.
3. It is tempting to assume that age is also inversely related to absenteeism.
• Most studies do show an inverse relationship, but close examination finds that the ageabsence
relationship is partially a function of whether the absence is avoidable or
unavoidable.
• In general, older employees have lower rates of avoidable absence. However, they have
higher rates of unavoidable absence, probably due to their poorer health associated with
aging and longer recovery periods when injured.
4. There is a widespread belief that productivity declines with age and that individual skills
decay over time.
• Reviews of the research find that age and job performance are unrelated.
• This seems to be true for almost all types of jobs, professional and nonprofessional.
5. The relationship between age and job satisfaction is mixed.
• Most studies indicate a positive association between age and satisfaction, at least up to
age 60.
• Other studies, however, have found a U-shaped relationship. When professional and
nonprofessional employees are separated, satisfaction tends to continually increase
among professionals as they age, whereas it falls among nonprofessionals during
middle age and then rises again in the later years.

(B). GENDER

1. There are few, if any, important differences between men and women that will affect their
job performance, including the areas of:
• Problem-solving
• Analytical skills
• Competitive drive
• Motivation
• Sociability
• Learning ability
2. Women are more willing to conform to authority, and men are more aggressive and more
likely than women to have expectations of success, but those differences are minor.
3. There is no evidence indicating that an employee’s gender affects job satisfaction.
4. There is a difference between men and women in terms of preference for work schedules.
• Mothers of preschool children are more likely to prefer part-time work, flexible work
schedules, and telecommuting in order to accommodate their family responsibilities.
5. Absence and turnover rates
• Women’s quit rates are similar to men’s.
• The research on absence consistently indicates that women have higher rates of
absenteeism.
• The logical explanation: cultural expectation that has historically placed home and
family responsibilities on the woman.

(C) MARITAL STATUS

1. There are not enough studies to draw any conclusions about the effect of marital status on
job productivity.
2. Research consistently indicates that married employees have fewer absences, undergo fewer
turnovers, and are more satisfied with their jobs than are their unmarried coworkers.
3. More research needs to be done on the other statuses besides single or married, such as
divorce, domestic partnering, etc..

(D) TENURE 

1. The issue of the impact of job seniority on job performance has been subject to
misconceptions and speculations.
2. Extensive reviews of the seniority-productivity relationship have been conducted:
• There is a positive relationship between tenure and job productivity.
• There is a negative relationship between tenure to absence.
• Tenure is also a potent variable in explaining turnover.
• Tenure has consistently been found to be negatively related to turnover and has been
suggested as one of the single best predictors of turnover.
• The evidence indicates that tenure and satisfaction are positively related.
Individual differences can be divided into personality and ability differences. Understanding the nature,
determinants, and consequences of individual differences is essential for managing organizational behavior.
An appreciation of the nature of individual differences is necessary to understand why people behave in
certain ways in an organization.
1. Organizational outcomes predicted by personality include job satisfaction, work stress, and
leadership effectiveness. Personality is not a useful predictor of organizational outcomes when
there are strong situational constraints. Because personality tends to be stable over time,
managers should not expect to change personality in the short run. Managers should accept
workers’ personalities as they are and develop effective ways to deal with people.
2. Feelings, thoughts, attitudes, and behaviors in an organization are determined by the interaction
of personality and situation.
3. The Big Five personality traits are extraversion (positive affectivity), neuroticism (negative
affectivity), agreeableness, conscientiousness, and openness to experience. Other personality
traits particularly relevant to organizational behavior include locus of control, self-monitoring,
self-esteem, Type A and Type B personality, and the needs for achievement, affiliation, and
power.
4. In addition to possessing different personalities, workers also differ in their abilities, or
capabilities. The two major types of ability are cognitive and physical ability.
5. Types of cognitive ability can be arranged in a hierarchy with general intelligence at the top.
Specific types of cognitive include: verbal, numerical, reasoning, deductive, ability to see
relationships, memory, spatial, and perceptual.
6. There are two types of physical ability: motor skills (the ability to manipulate objects) and
physical skills (a person’s fitness and strength).
7. Both nature and nurture contribute to determining physical and cognitive ability. A third, recently
identified, ability is emotional intelligence.
8. In organizations, ability can be managed by selecting individuals who have the abilities needed to
accomplish tasks, placing workers in jobs that capitalize on their abilities, and training workers to
enhance their ability levels.

MANAGEMENT FUNCTION

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Management Skills

Management Skills

Robert Katz has identified three essential management skills: technical, human, and conceptual.

1. Technical Skills

• The ability to apply specialized knowledge or expertise. All jobs require some specialized
expertise, and many people develop their technical skills on the job.

2. Human Skills

• The ability to work with, understand, and motivate other people, both individually and in
groups, describes human skills.
Many people are technically proficient but interpersonally incompetent

3. Conceptual Skills

1. The mental ability to analyze and diagnose complex situations
2. Decision making, for example, requires managers to spot problems, identify alternatives
that can correct them, evaluate those alternatives, and select the best one.

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Leadership And Management‏

Leadership

Leadersgip is the ability of a company's management to make sound decisions and inspire others to perform well. Effective leaders are able to set and achieve challenging goals, to take swift and decisive action even in difficult situations, to outperform their competition, to take calculated risks and to persevere in the face of failure. Strong communication skills, self-confidence, the ability to manage others and a willingness to embrace change also characterize good leaders.

Leadership And Management‏

Leadership and management are considered to be worlds apart by many people in the business world. This is mostly because of the old definition of leader, which claims him to be smart, intelligent and all these other amazing things, but it may not be it. A leader could be any humble person with a good cause. Many business specialists also state that leadership and management go hand-in-hand as they indirectly require each other. A leader could also be a manager and vice-versa; it all depends on the qualities.

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What is Attitde?

What is Attitde?

A predisposition or a tendency to respond positively or negatively towards a certain idea, object, person, or situation. Attitude influences an individual's choice of action, and responses to challenges, incentives, and rewards (together called stimuli).

Major Components Of Attitude

Four major components of attitude are:L
(1) Affective: emotions or feelings.
(2) Cognitive: belief or opinions held consciously.
(3) Conative: inclination for action.

(1). Cognitive Attitude - 

Cognitive Attitude our thoughts, beliefs, and ideas about something. When a human being is the object of an attitude, the cognitive component is frequently a stereotype, e.g. "welfare recipients are lazy" 

(2). Affective Attitude -

Affective Attitude feelings or emotions that something evokes. e.g. fear, sympathy, hate. May dislike welfare recipients. 

(3). Conative, or behavioral Attitude- 

Behavioral Attitude tendency or disposition to act in certain ways toward something. Might want to keep welfare recipients out of our neighborhood. Emphasis is on the tendency to act, not the actual acting; what we intend and what we do may be quite different.

How Do Attitudes Influence Behavior?

We tend to assume that people behave in accordance with their attitudes. However, social psychologists have found that attitudes and actual behavior are not always perfectly aligned. After all, plenty of people support a particular candidate or political party and yet fail to go out and vote.

Researchers have discovered that people are more likely to behave according to their attitudes under certain conditions:

• When your attitudes are the result of personal experience.

• When you are an expert in the subject.

• When you expect a favorable outcome.

• When the attitudes are repeatedly expressed.

• When you stand to win or lose something due to the issue.

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How to Develop Intuition

Intuition:

Intuition is the ability to accumulate data while not logical thinking and/or the employment of reason. The word 'intuition' comes from the Latin word 'intueri' which is usually translated as to look inside. Intuition provides us with beliefs that we have a tendency that we cannot justify in every case. For this reason, it's been the topic of study in science, in addition as a subject of interest within the supernatural. The "right brain" is popularly related to intuitive processes like aesthetic skills. Some scientists have contended that intuition is related to innovation in scientific discovery

How to Develop Intuition

Types of Intuition:

There are 2 ways in which intuition will come about in standard of living. There are many kinds of intuition that fall among the following categories

Verbal Intuition:

Verbal intuition involves data within the type of language or language based visual messages. Verbal intuitions are often received through extrasensory perception and clear audience.

Nonverbal Intuition:

Nonverbal intuition involves imprecise sensory data.
Nonverbal Intuition:
Four ways How to Develop intuition:
“With follow, you begin noticing the quiet voice among,” explains David Stevens, skilled intuitive and founding father of Yoga of your Mind, is a meditation and intuition training service. That Some see flashes of images. Others have sure feelings. Some simply have a pure knowingness.

Mitchell and Stevens suggest these four techniques to assist you faucet into and trust your intuition.

1) Meditate:

“Meditation helps you to urge quiet and be inside the here and currently,” Mitchell explains. “The key to increasing your intuitive awareness is to stay very gift. Intuition lives inside the gift.”
At the center of any meditation methodology is that observe of quieting the mind, which could assist you increase your awareness of your intuitive sense.
You can learn meditation skills throughout a class or with a meditation instruction videodisc or CD. Stevens says meditating for merely unit of time on a daily basis offers edges.
intuition depend on Meditation

 2) Do a Blind Reading:

Stevens recommends active what he calls “blind readings.” Here’s how they work:
1. Sit down at a commentary table with 3 blank index cards.
2. have confidence a call you\'re presently grappling with and write 3 solutions for it, one on every card.
3. Flip the cards blank-side-up, shuffle them and place them face-down on a table.
4. Run your hands over the cards and spot the sensation of every card.
5. Assign a share to every card supported however powerfully you’re drawn to that.
6. Flip the cards over and note of the solution with the very best share.

Two years ago, Stevens and his mate used a blind reading to assist them decide whether or not to cancel an enormous trip they were planning. The holiday was to start right round the time a work-related project of his wife’s was to be completed. However the project started late, and it gave the look of the project would reach a crossroads throughout their vacation.

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Management Roles

 Management Roles

As a manager, you probably fulfill many different roles every day.
For instance, as well as leading your team, you might find yourself resolving a conflict, negotiating new contracts, representing your department at a board meeting, or approving a request for a new computer system.
Put simply, you're constantly switching roles as tasks, situations, and expectations change.
Management expert and professor, Henry Mintzberg, recognized this. He argued that there are ten primary roles or behaviors that can be used to categorize a manager's different functions. In this article we'll examine these roles, and we'll see how you can use your understanding of them to improve your management skills.

The Roles

Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside our Strange World of Organizations," in 1990.

The ten roles are:

    Figurehead.
    Leader.
    Liaison.
    Monitor.
    Disseminator.
    Spokesperson.
    Entrepreneur.
    Disturbance Handler.
    Resource Allocator.
    Negotiator.

The 10 roles are then divided up into three categories, as follows:

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Job Satisfaction

 Defining Job Satisfaction

JOB SATISFACTION

Job satisfaction is the level of contentment a person feels regarding his or her job. This feeling is based on an individual's perception of satisfaction. Job satisfaction can be influenced by a person's ability to complete required tasks, the level of communication in an organization, and the way management treats employees. There are often two different levels of job satisfaction: affective job satisfaction and cognitive job satisfaction. Affective job satisfaction is a person's emotional feeling toward the job as a whole. Cognitive job satisfaction is how satisfied a person feels concerning an aspect of his or her job, such as pay, hours, or benefits.

It isn't always easy to measure job satisfaction, as the definition of satisfaction can be different for different people. Whether a person is satisfied with his or her job can impact their job performance. Some studies have shown, however, that some high performing employees didn't feel satisfied with their job at all. If an organization is concerned about job satisfaction of their employees, management may want to conduct surveys to determine the current level of job satisfaction experienced by employees and employees say would need to improve to increase their level of satisfaction. Because job satisfaction can vary for individuals, management may want to implement several different strategies in order to help the majority of employees within an organization feel satisfied with their place in the company. There have been studies that show when human resources implement a series of positive practices there is financial gain for the organizations, creating a belief that there is a link between flexible work environments and shareholder value.

What can you do to maximize your job satisfaction? Based on research and the experience of professional career specialists, here are eight recommendations:

(1)Know yourself. Know what is important to you and what is not. What kinds of work tasks or activities are attractive to you? Be clear about what you expect from or require of a job. Write your ideas down. Then, you will know what to look for when choosing among jobs or careers.

Review the "ten job expectations" most frequently mentioned by workers and rank their importance to you. Are there others, not mentioned, like autonomy or prestige, that are important to you?

Also, do the activities listed in Learning More about Yourself that you think will be most helpful.

(2) Learn about jobs that are most likely to meet your expectations. A helpful step is to take The Career Key® test. It will help you identify occupations that fit your personality and to get accurate information about each of them. The activities in Learn about the Jobs that Interest Me are highly recommended.
(3) Consider consulting a professional career counselor.

(4) Do not allow your job dissatisfactions to go unresolved for long. Job satisfactions and dissatisfactions are barometers of your adjustment to work. They may lead to something worse -- job loss, accidents, even mental illness. Depression, anxiety, worry, tension, and interpersonal problems can result from, or be made worse by job dissatisfaction. In fact, job satisfaction was found to be the best predictor of how long you live . . . better than a doctor's rating of physical functioning, use of tobacco, or genetic inheritance. So, it is important to work out a solution if your job is making you unhappy.

(5) Have realistic expectations for work. Overall job satisfaction is a trade-off (like many things in life). You should not expect 100% satisfaction or 0% dissatisfaction. There are usually dissatisfactions even in the best jobs. And, in today's work world you cannot expect your company to look out for you; you have to take the initiative yourself (see Free Agent Worker for more).

(6) Look separately at the kind of work you are doing versus the conditions of work (pay, supervisor, coworkers, company, physical working conditions). If you are becoming increasingly dissatisfied with the kind of work you are doing, you should consider a career change. If you are dissatisfied with the conditions of work, you might be able to set matters right by negotiating with your supervisor or your coworkers, or by changing companies.

(7) Look down the road at your possible career progress. Present dissatisfactions might be worth bearing if you see your career progressing.

(8) Examine your values -- what is most important to you. You have to answer this question honestly: How important is your job, your career to you? Only when this question is answered can you put your job satisfaction or dissatisfaction in proper perspective.

This was adapted and updated from an earlier article by Dr. Rene Dawis, with his permission: Dawis, R. V. (1992). Job satisfaction. In L. K. Jones (Ed.), Encyclopedia of career change and work issues (pp. 142-143). Phoenix: The Oryx Press. Dr. Dawis is the author or coauthor of more than 100 publications, and is an international authority on job satisfaction and work adjustment.

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What Is Organizational Behavior?

 

What Is Organizational Behavior? 

Definition of Organizational Behavior:

Organizational Behavior is a field of study that investigates the impact that individuals, groups and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.
An organization is a collection of people who work together to achieve a wide variety of goals, both goals of the various individuals in the organization and goals of the organization as a whole. Organizations exist to provide goods and services that people want.

Read More