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MGMT628 Organizational Development (alt. code=HRM628)

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MGMT628 Organizational Development (alt. code=HRM628)

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Important announcement Assignment # 01 Orgnisational Development (MGmT628) due date 22-5-2014

Started by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) May 15, 2014. 0 Replies

GDB # 1: ORGANIZATIONAL Development (MGmT628) Due Date: May 02, 2014 Marks: 20

Started by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))). Last reply by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) May 2, 2014. 1 Reply

MGMT628 Organizational Development (alt. code=HRM628) GLOSSARY!!!

Started by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))). Last reply by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) Apr 28, 2014. 30 Replies

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Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:06am

Refreezing : The stabilization of change at a new state of equilibrium.

Return on asset : An accounting measure formed by the ratio of profits to total assets.

Reward power : The present or potential ability to award something for worthy behavior

Rewards, extrinsic : Reward that must originate and be felt within the person. Intrinsic rewards include feelings of accomplishment, achievement and self esteem.

Role :

A set of systematically interrelated and observable behaviors that belong to an identifiable job or position. Role or behavior may be either required or discretionary.


Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:06am

Production group : A work group that is separated by a boundary from other work groups so that they can operate with relative independence.

Quality circles : Small groups of worker who meet voluntarily to identify and solve productivity problems. These typically are associated with Japanese methods of participative management.

Quality of work life (QWL) : A way of thinking about people, work and organization involving a concern for employee well being and organizational effectiveness. It generally results in employee participation in important work related problems and decisions.

Quasi-experimental research designs : The designs enable OD evaluators to rule out many rival explanations for OD results other than the intervention itself. They involve choices about what to measure and when to measure it. They are most powerful when they include longitudinal measurement, a comparison unit and statistical analysis.

Reengineering :

An intervention that focuses on dramatically redesigning core business processes. Successful reengineering often is closely related to changes in an organization’s information system.


Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:06am

Problem solving process : A systematic, disciplined approach to identifying and solving work related problems.

Process : The way a system is going about doing whatever it is doing. Social process is the way people relate to one another as they perform some activity. Organizational process is the way different elements of the organization interact or how different organizational functions are handled.

Process based organization : A type of organizational structure that uses teams focused on the accomplishment of core work processes.

Process consultation : A set of activities on the part of the consultant that helps the client perceive, understand and act upon the process events that occur in the client’s environment.

Process observation :

A method of helping a group improve its functioning, usually by having an individual watch the group in action and their feeding back the results. Interviews also may be used. The group or individuals then use the data to improve functioning.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:05am

Parallel learning structure : See collateral organization

Participative : This term describes techniques used by a power figure that aim to involve subordinate, lower power people in the decision making process of an organization. One aim is to increase the sense of commitment to organizational goals.

Performance appraisal : A human resource system designed to provide feedback to an individual or group about its performance and development opportunities. The performance appraisal process may or may not be closely linked to the reward system.

Performance management : A constellation of process involving goal setting, performance appraisal and reward system that guide, develop, reinforce and control member behavior toward desired organizational outcomes.

Planned change :

A generic phrase for all systematic efforts to improve the functioning of some human system. It is a change process in which power is roughly equal between consultants and clients and in which goals are mutually and deliberately set.


Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:05am

Organizational development (OD) : This is a system wide application of behavioral science knowledge to planned development, improvement and reinforcement of the strategies, structure and processes that lead to organizational effectiveness.

Organizational development practitioner : This is a generic term for people practicing organizational development. These individuals may include managers responsible for developing their organizations or departments, people specializing in OD as profession and people specializing in a field currently being integrated with OD (e.g. strategy or human resource management) who have gained some familiarity with and competence in OD.

Organizational effectiveness : An overall term that refers to outputs of organization strategy and design. Typically includes financial performance such as profits and costs; stakeholder satisfaction, such as employee and customer satisfaction; and measure of internal productivity, such as cycle times.

Organizational learning (OL) : It is a change process that enhances the organization’s capability to acquire and develop new knowledge. It is aimed at helping organizations use knowledge and information to change and improve continuously. It involves discovery, invention, production and generalization. In organizations, OL change process typically is associated with the human resource function and may be assigned to a special leadership role, such as chief learning officer.

Organization transformation :

This is the process of altering radically the organization’s strategic direction, including fundamental changes in structure, processes and behaviors.


Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:05am

Openness : Accepting the communication and confrontations of others and expressing oneself honestly, with authenticity.

Open system : The concept in system theory is borrowed from biological sciences. It refers to the nature and functions of transactions that take place between a system and its environment.

Open system planning : A method for helping organizations or groups to assess their task environment systematically and develop a strategic response.

Organic organization : This type of organization is relatively flexible and relaxed. The organic style is most appropriate to unstable environment conditions in which novel problems continually occur.

Organization design :

It involves bringing about coherence or fit among organizational choices about strategy, organizing mode and much mechanism for integrating people in to the organization. The greater the fit among these organizational dimensions, the greater wil be the organizational effectiveness.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:04am

Motivation-hygiene model : Originally developed by Frederick Herzberg and associates, the model describes factors in workplace that dissatisfy them and factors that motivate them.

Need hierarchy : A particular theory about the operation of human needs introduced by Abraham Maslow. The model of motivation describes the hierarchy of needs existing within people. The five need level are physiological, safety, social, ego and self actualization. The theory says that the higher needs can not be activated until the lower needs are relatively satisfied. This particular theory was the basis for Mcgregor’s TheoryX-Theory Y formulation.

Network organization : A newly emerging organization structure that involves managing an interrelated set of organizations, each specializing in a particular business function or task. This structure extends beyond the boundaries of any single organization and involves linking different organizations to facilitate inter organizational exchange and task coordination.

Norms : Rules regulating behavior in any social system. They are usually unwritten and are more specific and pointed than are values in that deviations from norms are followed by such punishments as kidding, silent disapproval or in the extreme, banishment.

Offsite :

Away from the regular place of work, as an offsite lab or conference.


Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:04am

Matrix organization : An approach to integrating the activities of different specialist while maintaining specialized organizational units.

Mechanistic organization : Highly bureaucratic organization in which tasks are specialized and clearly defined. This is suitable when markets and technology are well established and show little change over time.

Merger : The formal and legal integration of two or more organizations in to single entity.

Microcosm groups : A small representative group selected from the organization at large to address important organizational issues. The key feature of the group is that it is microcosm or representative of the issue itself.

Motivation :

The condition responsible for variation in the intensity, quality and direction of ongoing behavior.


Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:04am

Job enrichment : A way of making jobs more satisfying by increasing the skill variety, task identity, significance of task, autonomy and feedback from the work itself.

Knowledge management (KM) : A process that focuses that how knowledge can be organized and used to improve organizational performance. KM focuses on the tools and techniques that enable organizations to collect organize and translate information in to useful knowledge. Organizationally, KM applications often are located in information system function and may be under the direction of chief technology officer.

Large group interventions : Any of several techniques such as search conferences and open space, designed to work with a whole system, including organization members, suppliers, customers and other stakeholders.

Management by objectives (MBO) : A process of periodic manager-subordinate or group meetings designed to accomplish organizational goals by mutual planning of the work, review of accomplishments and mutual solving of problems that arise in the course of getting the job done.

Management development :

Training or other processes to increase manager’s knowledge and skill in order to improve performance in present jobs or prepare manager for promotion. Increasingly tie to career planning and development.


Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:03am

Integration : The state of collaboration that exists among departments that are required by their environment to achieve unity of effort. The term is used primarily for contingency approaches to organizational design.

Internal validity : A research term concerned with assessing whether an intervention is responsible for producing observed results, such as improvements in job satisfaction, productivity and absenteeism.

Intervention : Ay action on the part of change agent. Intervention carries the implication that the action is planned, deliberate and presumably functional. Many people suggest that an OD intervention requires valid information, free choice and a high degree of ownership of the course of action by the client system.

Jargon : Overly specialized or technical language

Job diagnostic survey (JDS) :

A questionnaire designed to measure job characteristics on such core dimensions as skill variety, task identity, task significance, autonomy and feedback.


 
 
 

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