Organizational Leadership And Human Resource Capabilities an der Bangkok University | Karteikarten & Zusammenfassungen

Lernmaterialien für Organizational Leadership and Human Resource Capabilities an der Bangkok University

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TESTE DEIN WISSEN
VUCA
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TESTE DEIN WISSEN
1. Volatile - the nature and dynamics of change, and the nature and speed of change forces and change catalysts
2. Uncertain - the lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events
3. Complex - the multiplex of forces, the confounding of issues, no cause-and-effect chain and confusion that surrounds organizations
4. Ambiguous - the haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion
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TESTE DEIN WISSEN
Disruptive innovation
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TESTE DEIN WISSEN
Innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market-leading firms, products, and alliances

E.g. the lower-priced, affordable Ford Model T, which displaced horse-drawn carriages
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TESTE DEIN WISSEN
Types of innovations that do not significantly affect existing markets
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1. Evolutionary - innovation that improves a product in an existing market in ways that the customers are expecting
2. Revolutionary - discontinuous, radical; an innovation that is unexpected, but nevertheless does not affect existing markets
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TESTE DEIN WISSEN
Causes of change
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TESTE DEIN WISSEN
  • Globalization
  • Competitors
  • Employees 
  • Technology 
  • The organization itself
  • Customer expectations
  • Employee expectations
  • Design and concept of the office
  • New management
  • New normal
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TESTE DEIN WISSEN
Who should benefit from change management?
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TESTE DEIN WISSEN
  • Stakeholders 
  • Customers 
  • Business partners
  • Employees 
  • Managers 
  • Organizations 
  • Communities
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TESTE DEIN WISSEN
Major factors in the process of change management 
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TESTE DEIN WISSEN
  • A clear shared vision
  • Capacity for change
  • Pressure for change
  • Actionable first steps
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TESTE DEIN WISSEN
Organization
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TESTE DEIN WISSEN
  • Group of people who work interdependently towards some purpose 
  • Collective entities
  • Collective sense of purpose
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TESTE DEIN WISSEN
Organizational behavior 
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TESTE DEIN WISSEN
Studies what people think, feel, and do in and around organizations
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TESTE DEIN WISSEN
Management system
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TESTE DEIN WISSEN
  • A set of policies, processes, and procedures used by an organization to ensure that it can fulfill the tasks required to achieve its objectives
  • “Plan, do, check, act” approach
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TESTE DEIN WISSEN
Strategic management
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TESTE DEIN WISSEN
1. Process for analyzing an organization’s competitive situation, developing the organization's strategic goals, and devising a plan of action and allocating resources that will increase the likelihood of achieving these goals
2. Based around an organization’s clear understanding of its mission, it’s value for where it wants to be in the future, and the values that will guide its actions; the process requires a commitment of strategic planning, a subset of business management that involves an organization’s ability to set both short-term and long-term goals
3. Includes the planning of strategic decisions, activities, and resource allocation needed to achieve these goals 
4. Having a defined process for managing an institution’s strategies will help organizations make logical decision and develop new goals quickly in order to keep pace with evolving technology, market and business conditions
5. Has financial and non-financial benefits 
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TESTE DEIN WISSEN
Management system in the 20th century
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TESTE DEIN WISSEN
  • Inner-focused
  • Functional management 
  • Evolutionary
  • Focused on techniques
  • Separated from leadership
  • Focused on products
  • Focused on information
  • Focused on profit
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TESTE DEIN WISSEN
Managing change
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TESTE DEIN WISSEN
- making changes in a planned and managed or systematic fashion
- the resources to change over which the organization exercises little or no control
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  • 114 Karteikarten
  • 21 Studierende
  • 0 Lernmaterialien

Beispielhafte Karteikarten für deinen Organizational Leadership and Human Resource Capabilities Kurs an der Bangkok University - von Kommilitonen auf StudySmarter erstellt!

Q:
VUCA
A:
1. Volatile - the nature and dynamics of change, and the nature and speed of change forces and change catalysts
2. Uncertain - the lack of predictability, the prospects for surprise, and the sense of awareness and understanding of issues and events
3. Complex - the multiplex of forces, the confounding of issues, no cause-and-effect chain and confusion that surrounds organizations
4. Ambiguous - the haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion
Q:
Disruptive innovation
A:
Innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market-leading firms, products, and alliances

E.g. the lower-priced, affordable Ford Model T, which displaced horse-drawn carriages
Q:
Types of innovations that do not significantly affect existing markets
A:
1. Evolutionary - innovation that improves a product in an existing market in ways that the customers are expecting
2. Revolutionary - discontinuous, radical; an innovation that is unexpected, but nevertheless does not affect existing markets
Q:
Causes of change
A:
  • Globalization
  • Competitors
  • Employees 
  • Technology 
  • The organization itself
  • Customer expectations
  • Employee expectations
  • Design and concept of the office
  • New management
  • New normal
Q:
Who should benefit from change management?
A:
  • Stakeholders 
  • Customers 
  • Business partners
  • Employees 
  • Managers 
  • Organizations 
  • Communities
Mehr Karteikarten anzeigen
Q:
Major factors in the process of change management 
A:
  • A clear shared vision
  • Capacity for change
  • Pressure for change
  • Actionable first steps
Q:
Organization
A:
  • Group of people who work interdependently towards some purpose 
  • Collective entities
  • Collective sense of purpose
Q:
Organizational behavior 
A:
Studies what people think, feel, and do in and around organizations
Q:
Management system
A:
  • A set of policies, processes, and procedures used by an organization to ensure that it can fulfill the tasks required to achieve its objectives
  • “Plan, do, check, act” approach
Q:
Strategic management
A:
1. Process for analyzing an organization’s competitive situation, developing the organization's strategic goals, and devising a plan of action and allocating resources that will increase the likelihood of achieving these goals
2. Based around an organization’s clear understanding of its mission, it’s value for where it wants to be in the future, and the values that will guide its actions; the process requires a commitment of strategic planning, a subset of business management that involves an organization’s ability to set both short-term and long-term goals
3. Includes the planning of strategic decisions, activities, and resource allocation needed to achieve these goals 
4. Having a defined process for managing an institution’s strategies will help organizations make logical decision and develop new goals quickly in order to keep pace with evolving technology, market and business conditions
5. Has financial and non-financial benefits 
Q:
Management system in the 20th century
A:
  • Inner-focused
  • Functional management 
  • Evolutionary
  • Focused on techniques
  • Separated from leadership
  • Focused on products
  • Focused on information
  • Focused on profit
Q:
Managing change
A:
- making changes in a planned and managed or systematic fashion
- the resources to change over which the organization exercises little or no control
Organizational Leadership and Human Resource Capabilities

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