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Organizational Behavior

Explore the concept of organizational behavior within the context of culture change, organizational learning, and collective purpose. Learn about the models and theories that shape group dynamics, shared goals, and adaptive cultures. Discover the intricacies of resource allocation, transparency, and operational strategies for sustainable growth.

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Organizational Behavior

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  1. Organizational Behavior Randy Haffner Leadership Roundtable July 20, 2005

  2. Organizational Behavior Defined “The systematic study of the actions and attitudes that people exhibit within organizations.” Robbins, 2003

  3. Culture Change Organizational Learning CollectivePurpose Haffner’s Model

  4. Culture Change Organizational Learning Collective Purpose Collective Purpose (Odomirok 2001) • Core Ideology (Collins and Porras 1994) • Shared Goals, Values and Beliefs (Scott 2001) • Individual Identification (Weick 1995) • Group Dynamics

  5. Culture Change Organizational Learning Collective Purpose Organizational Learning • Environmental Aspect (Senge 1990) • Continuous Development • “Fluid, Organic, Boundary-Less and Seamless” (Wheatley 1999) • Adaptable

  6. Culture Change Organizational Learning Collective Purpose Change Agency • The Difficulty of Change (Kotter 1996) • Change of Beliefs • Complexity Theory (Fullan 2001)

  7. Culture Change Organizational Learning Collective Purpose Culture • System of Shared Meaning • The Working Value Set • “It is the game.” (Gerstner 2002)

  8. Allocating Resources • A True Reflections of Values • Must be Correlated to Collective Purpose • Every Dollar is Sacred • Recognize our Explicit and Implicit Conflicts • Transparency

  9. Allocating Resources • Resource Allocation • Operating vs. Capital • Human Resources vs. Financial Resources • Practical Aspects • Capital follows Operations • Capital is to Execute Strategic Plan

  10. Allocating Capital Resources • Pro Forma Results • EBDIT Percent • Return on Investment • Economic Value Added • Payback • Systematic Approach

  11. The Joust

  12. Works Cited • Collins, J. C. and J. I. Porras (1994). Built to Last. New York, NY, HarperCollins Publishers, Inc. • Fullan, M. (1993). Change Forces. Levittown, PA, The Falmer Press. • Fullan, M. (2001). Leading in a Culture of Change. San Francisco, CA, Jossey-Bass. • Gerstner, L. V. J. (2002). Who Says Elephants Can't Dance. New York, NY, HarperCollins Publishers, Inc. • Kotter, J. P. (1996). Leading Change. Boston, MA, Harvard Business School Press. • Odomirok, P. W. (2001). "The power of collaborative purpose." Industrial Management43(1): 28-33. • Peck, M. S. (1988). The Different Drum. New York, NY, Simon & Schuster. • Robbins, S. P. (2003). Essentials of Organizational Behavior. Upper Saddle River, NJ, Prentice Hall. • Scott, W. R. (2001). Institutions and Organizations. Thousand Oaks, CA, Sage Publications, Inc. • Senge, P. M. (1990). The Fifth Discipline. New York, NY, Doubleday\Currency. • Weick, K. E. (1995). Sensemaking in Organizations. Thousand Oaks, CA, Sage Publications, Inc. • Wheatley, M. J. (1999). Leadership and the New Science. San Francisco, CA, Barrett-Koehler Publishers, Inc.

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