Industrial revolution management theory - Free Essay Example

Sample details Pages: 6 Words: 1839 Downloads: 10 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? The crucial importance event that formed the world into the shape we now see around us was the industrial revolution which began in the late eighteenth century. Before it, most societies were based on small-scale, agricultural production, with the vast majority of the population, living in the countryside. After the industrial revolution, the reverse became the case. In the industrialised countries, most people living in urban centres. The great importance   development of the industrial revolution   was the creation of factories. During the early part of industrial revolution, most of production was carried out by occupation based on family units. As demand increased, some men and women became specialist in a certain job. In that time, It was the owner who began the move towards the factory system. The management based on two basic propositions: 1-  Ãƒâ€šÃ‚   Labour is unreliable, lazy and will only work when tightly controlled and c losely supervised. 2-  Ãƒâ€šÃ‚   The main controllable business cost is labour, therefore the key to increased profits is to make it cheaper and increase its productivity by getting employers work harder or for longer hours for the same or less money. Fredrick Winslow Taylor made a major contribution to the development of managerial theory and practice in the twentieth (lock, 1982: rose, 1988) Taylor believed passionately in the need to reform managerial authority: to base it on competence rather than the power to hire and fire. Taylors approach required a radical change in managerial behaviour. The objective of his system was to improve the productivity and efficiency by management. According to Feyol (1949), it is the prime responsibility of manager to achieve the organisations aim, he prescribed the main duties of managers as follows: 1. Planning : examining the future, deciding what needs to be done and developing plan of action. 2. Organising : bringing together the resources, human and material, and developing the structure to carry out the activities of the organisation. 3. Command: ensuring that the employees perform their jobe well and in the best interests of the organisation. 4 .Coordination: Verifying that the activities of the organisation work harmoniously together to achieve its goals. 5. Control: establishing that plans, instruction and commands are correctly carried out. Mc Greoger(1906-1964) In his book the human side of enterprise argued that decisions taken by managers on the best way to manage people were based on their assumptions about human nature. He maintained that there are basically two views of human nature, a negative view (theory X) and a positive view (theory Y ). The managers who adhere to theory X will use a combination of methods to control there subordinates. Those managers who adhere to theory Y will adopt a more open and   flexible style to management. Nothing is inevitable until is actually happens and even it may be reserved. In this days organisations dominate our lives, where they appear to be more powerful than ever before, The role and performance of managers will be crucial. manager will need to recognise that in the future, as in the past ,regardless of the particular issues involved, the environment in which their organisation operate will continue to change. managers will have to recognise that the appropriateness   of their decision will be judged by a wider set of criteria and a wider range of stakeholders than in the past. At the same time management will continue to have to find ways of ensuring that their organisation and its environment and the other constraint under which it operated, are, as far as possible keep aligned. Managers seek to influence the constrains under which their organisation operates and the pace and timing of change to make them more favourable to their preferred way of working. The biggest challeng e facing industrial management today is globalisation. The creation of a unified world market place Allied to globalisation, however, are three other challenges ;how to achieve sustainability in a world of dwindling natural resources and increasing environmental pollution ;how to manage an increasingly diverse workforce, at a time when business leaders are considered less trust worthy than ever before, how to manage ethically. It has never been easy to define the role of manager, though this has not prevented a great number of attempts over the years. Definition of the role of management have ranged from attempts to list basic tasks: plans , organises, directs and controls on proprietors or on behalf, an industrial, commercial or other undertaking, organisation and   co-ordinates the work of departmental managers or other immediate subordinates.( Quoted in Dakin and Hamilton, 1990:32) To more ambitious attempts to define the essence of the managers role : the manager has the take task of creating a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum of resources put into it.(Drucker 1985:53) Drucker   (1985) also linked the manager to the conductor of symphony orchestra. Handy (1986), on the other hand, linked the manager to a doctor: the manager is the first recipient of problems. The managers role is, therefore, to identify the symptoms in any situation, to diagnose the disease or cause of the trouble; to decide how it might be dealt with, through a strategy for health; and to start the treatment. Duncan(1975) has a holistic view of the role of the manager. He identifies three distinct levels of management activity : philosophical(goal information), scientific(goal accomplishment and evaluation); and art(implementation of decisions). At the philosophical level the manager is mainly concerned with the effects of the actions and reactions of other individuals and groups which the organisation is set. At this level,   managers formulate clear and precise strategies that can result from the set goals. It is also at this level that the ethics of managerial behaviour, values and priorities of the organisation are formulated and established. At the scientific level, Manager develops plans, methods and techniques for achieving set goals. The art level is concerned with the implementation.This is the level at which tactical and administrative decision are made to deploy the organisations resoyrces. Mullins(1989) argued, that management is both a science and an art. By its very nature, management is forced to deal with both, science-based activities, such as the design and operation of manufacturing, and less rational, more intuitive activities, especially those concerning managing and motivating people. Mintzberg(1973,1975), He concluded the role of managers as follows: All managers do have regular, ordinary duties to perform. Rather than be ing systematic, reflective thinkers and planners, managers simply respond to the pressure or demands of their job. Managerial activities are characterised by brevity, variety and discontinuity. MIntzberg(1973) also found that managers role remarkably similar and their work can be described in terms of ten vary important roles that can be categorised under three headings: Interpersonal roles, informational roles, and decision-making roles. Interpersonal roles: One of the most time-consuming and important aspects of managerial role is to work with, direct and represent   people. International roles: Those in managerial positions have unique opportunities to obtain and disseminate information. Decision making roles: One of the main parts of any managers role is to take decision. Yokl(2002) notes, though these roles are common to most managerial jobs, the emphasis and importance of these roles varies between managers depending on a range of factors such as organ isation size, level of management, level of managerial independence, and the stage the organisation had reached in its life cycle. Stewart(1976,1982) drew particular attention to demands, constraints and choices in shaping managerial roles .Demands-these are the expectations that those in positions of power have for a role holder. .Constraints-these are factors peculiar to the organisation and its environment that limit a managers freedom to manoeuvre. .Choices-though managers are limited in what they can do by the demands and constraints of their jobs, all managers have a degree of discretion (choice) in what to do and when to do it. Hales(1986:102) in the researches on the managers role, concluded that: what manager do is, of necessity, an unreflective response to circumstances. The manager has to react rapidly to problems as they arise, take decision in situ and develop a preference for concrete activities. Mintzberg (1975:49) pointed out: if you ask a manager w hat he does he will most likely tell you he plans, organizes, co-ordinates and controls. Then watch what he does . Dont surprised if you cant relate what you see to those four words. Managers have to able to change their style of management and exhibit different styles to different parts of their organisation at the same time. Managers can and do adopt both the planned and emergent approaches to change management either alternately or simultaneously as the situation requires. Managers have to capable under certain conditions, especially when faced with a crisis of restructuring their mental models of how the world is and how they should respond. Mintzberg(1976) offers some clues as how managers can be successful managers. He concluded that effective and proficient managers are whole thinkers. On the negative view, Managers van act to hold back organisations, prevent beneficial change and create a climate of blame and wrong doing where in fighting and discrimination are t olerated. On the positive view, managers can identify opportunities for progress, promote ethical behaviour, recognise the opportunities that diversity brings and create sustainable organisations which achieve harmony with their environment. good managers can create the conditions for growth and prosperity. Effective managers, are, therefore, for very positive reasons, important to organisation. However they do not operate in isolation or have a totally free rein. Industrial managers have to rely far less on their personality, important though this maybe, and far more on their knowledge, skills, creating and experience. They are called to perform a wide range of duties and activities. Managers sometimes may choose or be required circumstances to change their organisations radically and quickly; sometimes they may choose to influence the context to promote or reduce the need for such changes. In other cases, change may take place more slowly and over a long period. The ke y factor in all this is to make conscious decision. Those who manage organisations to question and challenge their own and other peoples assumptions. Even where choices are identified, managers should not assume that exercising choice is easy or that the results will be beneficial for all concerned, including themselves. For this reason, managers have a responsibility in making and implementing choices to consider the implications not just for themselves, not just for their organisation, but for society as well. Therefore, organisations face many challenges and choices. Some organisations will find that their room for manoeuvre is very limited. Others may find that there is considerable scope for discretion. It is the role of managers to ensure that all available options and choices are identified, and that the choices made take account of both the short and long term interests of all their stakeholders whether these be shareholders, employees,   the managers themselves or the community at large. The worst managers may not be those make poor choices; it may be those who fail to recognise that there are choices to be made. Don’t waste time! Our writers will create an original "Industrial revolution #038; management theory" essay for you Create order

Report on the Book “the Goal” by Eliyahu Goldratt and Jeff...

Report on the book â€Å"The Goal† by Eliyahu Goldratt and Jeff Cox I really enjoyed this book. It was easy to read and easy to comprehend. The examples used in the book make the main ideas of the book memorable and easy to understand. I loved how the authors described the thinking process of the main character, Alex, in a day to day every person’s situations. To me the main value of this book is that its main concepts are applicable to every business, not just manufacturing facilities. I work in marketing and I was surprised to gain knowledge that can help me in my job, specifically business-customer relationships. â€Å"The Goal† gave me a better understanding of how market operates in general. Below I described the summary of the book. The†¦show more content†¦Jonah explains to him that the first thing he has to do is to identify dependent events (â€Å"events in which the output of one event influences the input to another event†) and statistical fluctuations (â€Å"common cause variations in output quantity or quality†). Alex doesn’t understand what Jonah is talking about and how these two terms can be the problem if his plant, especially taking into consideration that the calculated efficiency of his plant is high. He doesn’t believe that these are the reason for late orders. The next day after returning home, Alex is taking his son and a class of Boy Scouts out on a hiking expedition. Here comes my favorite part of the book. One of the boys, Herbie, becomes a constraint because he slows down the whole group. While trying to manage the hiking and the boys Alex realizes that different average walking speed of the boys doesn’t compensate for itself. He tries to figure out why the speed differentiations accumulate and the group is continuously spreading out farther and farther, even when Herbie is putting in extra effort not to lag behind the group. Alex tries to apply two of the principles of the theory of constraints into the hiking trip and then he applies it as a comparison model for his manufacturing cycle. Now Alex sees clearly that the professor was right - that in a chain of dependent processes, statisticalShow MoreRelatedThe Goal : A Process Of Ongoing Improvement By Eliyahu M.goldratt And Jeff Cox1414 Words   |  6 Pages Book Report: The Goal Horane Williams MGMT 430: WB1 Sp.15 University of Baltimore Eliyahu M. Goldratt s The Goal: A Process of Ongoing Improvement by Eliyahu M.Goldratt and Jeff Cox has changed the way organizations do business and handle constraints. The Goal tells of a guy name Alex Rogo, whom is a supervisor at a production plant how he helps save his plant. 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Goldratt has an extensive history of writing novels about business problems and their solutions. His list of work includes; The race, The haystack syndrome, What is This Thing Called Theory of Constraints and How Should it be Implemented?, It’s not luck, critical chain, and necessary but not sufficient. With his most recent work being in 2009 called Isn’t it obvious focusingRead MoreA Process Of Ongoing Improvement By Eliyahu Goldratt And Jeff Cox1601 Words   |  7 Pagesinitially received my copy of The Goal: A process of ongoing improvement by Eliyahu Goldratt and Jeff Cox, I assumed it would be your standard business book with dry statistics and nothing that would actually constitute as a story. I was pleasantly surprised that it was actually a well-developed story that kept me entertained and coincided with many point that were just being taught in our Supply Chain Management class (as I had finished the book relatively soon). 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A Case Study of Google Recruiting Free Essays

A Case Study of Google Recruiting Google’s recruitment process is famously difficult, with candidates having to face multiple interviews (we’ve heard stories of ‘double figures’) while those with sound work experience have been turned down due to having less than perfect college grades. As the company continues its rapid expansion, it has been forced to streamline this process, with Google co-founder Sergey Brin acknowledging last year that the company’s high bar for hiring was holding back its expansion. Google has increased its workforce by an average of 16 people daily, from 1,628 at the end of 2003 to 3,021 in 2004 and 5,680 at the end of last year. We will write a custom essay sample on A Case Study of Google Recruiting or any similar topic only for you Order Now Candidates have had to endure interviews with various different Google staff, as well as facing aptitude tests like this one. The average number of interviews for those offered a job at Google dropped from 6. 2 at the beginning of the year to 5. 1 in June. The company is said to be considering speeding up the process to prevent candidates accepting other jobs while waiting for a reply from Google. Candidates shouldn’t expect an easy ride though. According to the  Wall Street Journal, Google Chief Executive Eric Schmidt said in July that the company was â€Å"able to now in fact increase the standards by which we select and hire new people†. Google is said to place high importance on college grades, which can be frustrating for older candidates with a wealth of work experience How to cite A Case Study of Google Recruiting, Free Case study samples

Management and Organization Business Behaviour

Question: Describe about the Management and Organization for Business Behaviour. Answer: Introduction: This report is discussing about the management, organization behaviour, leadership etc. For achieving any target, an organization always relies on its employees. Individuals have to come together as a team for performing a particular task. However, there is always a need of motivation to enhance the work quality of employees and perform the task smoothly. The motivation work is done by a leader or an individual. The leader is very important as he has to ensure that the goal and targets of an organization must be achieved within the time limits and by using minimum resources. A leader is the one who can influence and motivate all the people around him. This report will explain my personal experience in an organization on leadership. Literature Review: This section of this report is describing literature review of the team work and leadership. I am going to discuss many research articles and my personal experience in context of relationship, team work, management theory and organization. Although there are huge organizational behaviour article available, but my literature review is going to focus on 5 areas as following which are Transformational Leadership, Blanchard's Situational Leadership Model, Tuckman's Model to Team Development, Lewin's Leadership Styles and Thamhain's Nine Ways to Influence on Projects. Some addiitional published materials are also used to understand the concept of team strategy, organizational behaviour, management and leadership. According to the theories implies into the literature review, type of leadership which my peer possessed will be discussed by me. In this section, I am going to discuss leadership style, strategies, team work; me and my colleague used for completing the task. A discussion will be done upon motivation, inflation, strategies, team work etc. There are positive and negative aspect of leadership and some recommendation are also there, that will be discussed in this section. In next section, my whole team performance will be reflected based upon literature review and strategies. The process will reflect on the process on tuckmans group development process and how it was useful for developing my work group. Importance of a good and effective team will also be discussed and how my team was an effective team will also be described. In last section, conclusion of this report based upon my personal experience, findings and observations on the team process and leadership qualities. The opportunity of doing work as a team member has also expanded my perspective of having a good and effective team and leadership. Literature Review: Leadership is a key element of every business, organization, group etc. It is required to achieve any kind of success and goals. Leadership is defined as a process in any work environment for guiding and directing attitude, behaviour of an individual (Nelson Quick, 2006). Leaders are even able to change ability, perception of an individual regarding anything. They change their ability for the purpose of inspiration, motivation, information and communication effectively. There are huge number of strategies and leadership styles for accomplishing organizations objectives and goals. Every time a leader use different strategy, based on situation. This section is discussing literature review upon leadership theories. This is based on many printed article, instructor, search engine, electronic database etc. Leadership style theory: According to Nelson Quick (2006), a research was conducted by Kurt Lewin earliest, he identified that there are 3 basic style of leadership. That are: autocratic, democratic and laissez-faire. These styles are used on a team according to situation. The autocratic leader is the one who is of controlling nature and apply many rules and regulations. This leadership style is basically used by a leader when group is new and there is lack of direction. The democratic leader is the one who is responsible in nature and consider subordinates idea also. A leader with democratic nature, encourage its group member to take actively participation in group activities. The Laissez-free style leader dont implement responsibility and authority and free their group member to work in their own way. This style is only useful if all the members of group are skilled. Leadership strategy theory: Leadership strategy is basically describes that how a leader can influence its group member and their performance. The leadership model described by Paul is the best approach for leadership. Model can be changed at any time as the project progress. Task and relationship behaviour are the 2 characteristics of leadership, due to which leadership style get change (Dubrin, Dalgish Miller, 2006). A leader must use telling style for members who dont want to do task and unable to do. Selling style helps a leader when a member is unable to do but want to do the task. Participating leadership style helps a leader to involve all the members in decision making process. And when a leader delegates all the responsibilities to members is and tell them to progress further comes in Delegating style. However, great number of research has been done on Situational leadership model, in reality it doesnt work. This model was introduced in 1969 for the first time. Mr. Graeff (1997) discovered that there is inconsistence between situational leadership models which is the cause of confusion. Thompson and Vecchio (2009) done research on comparison of existing one and new one. Liz Lee-Kelly (2002) discussed about the situation approach in her published article, she suggested that there is not any single leadership style for a leader every time. Research in this field is continuously happening as it is most important aspect of an organization. Recently two types of leadership have been introduced: Transactional and Transformational. Transactional leadership is used by leaders when they have to give rewards or punishment. Transformational leadership relies more on inspiration and performance. Management Strategies Theory: Employees always have any options in front of them. If they find job less interesting, they can leave the job or switch it anytime. So it is very important for an organization to make their employee satisfy and retain them. Schwalbe (2007) develop an approach for project manager to deal with their subordinates. It is found that projects are failing on a higher rate if project manager is totally relying on higher authority. However, if project mangers use their skills and their experience to motivate and influence the people, there are more chances for a project to get succeed. A project manager must develop leadership qualities (Veal, 2004). Veal describes 4 process of project management to promote success. This guidelines defiantly helps project manager to evaluate own capability and get success. Team Work Theory: For achieving the success in an organization, each employee has to work in a team. An effective team works faster and even with higher quality. Hayward (1998) defines a work team as 2 or more people in a group who have some responsibilities to achieve the goal and completing their task. Tuckman (1965) introduced a model of team development in 4 stages. That are: forming, storming, norming and performing. At the earlier stage, members meet to each other and try to know each other and learn to work together. At storming level, conflicts and differences appears. Actions for managing the conflicts are taken on norming level and at the last stage, all the group members work together to achieve their goal (Dubrin, Dalgish Miller, 2006). In 1977, this model was modified by adding an additional stage, called adjourning (Tuckman Jensen, 1977). At adjourning stage, the group is dissolved. Tudor, Rickards Susan (2000) describes that for creating any innovative product, Tuckman model dont explain that what are the loose points of innovative and creative leadership. Parker (2008) explains about 4 team player styles for success of nay team, which are challengers, contributors, communicators and collaborators. Reflection on my peers leadership: First of all, it was quite complicated to choose one of the group members as project manager. It was hard because we all were strangers. But for completing the task, we had to work as team and so it was important to choose a one as our leader. According to me, a leader is one who must have respect and faith from all the group members (Weber Camerer, 2003). On the basis of Belbins personality assessment, we all have agreed to elect our project manager from categorized coordinators. We all believe that a leader must be well organized person and trustworthy. According to description of Belbins test, our group leader had to perform well in managing and keeping all the group activities and documentation. He introduced us with a website www.zoho.com, where we all were able to upload all the resources and documents. All the edited and modified documents were strictly had to versioned correctly so no one needed to read older or outdated information. He encouraged all the group members to discuss everything related to topic via a web forum so there was no need to make call to team members. From my point of view, he was a great influencer and motivator, who motivated us timely to furnish the best ideas. We all were able to give good suggestions and ideas through his directions. As my product manager was an experienced guy and aged one. His knowledge, skills, expertise etc were unbeatable; he was able to share his knowledge on every aspect of organization. His ability of communicating about the overall project requirement used to help each member in understanding exactly that what was expected to us. According to my observation, democratic leadership style was adopted by our project manager; he used to make overall direction for our team. He always encouraged to us to make a participation in all the activities actively and vote for decision making process. Although decisions were always based on all the team members, but still he had the right to the final say. However as he permitted all of us to raise our ideas, but all ideas given by team was not relevant and due to it, much time had been wasted (Brooks, 2003). There, according to me he lacked, in controlling the members of group. He used to apply old techniques which were not as much as effective as new one. For completing the task, project manager had broken up the task and outlined in several sections. And this process is done by him before the meeting. He didnt even feel bother to ask team members about their area of interest. And when members asked him about it, he used his old school techniques. However, the entire task assigned to group members and additional task were also given them to check others work, based upon their ability (Parker, 2000). Project manager was the last person to consolidate and check everything. He putted his eyes on every member and their task. Wherever he felt like work is not going in a proper manner, he personally used to look into the work and helped the members to accomplish their work. During the meetings, I had absorbed that managers leadership style changed timed to time. In first few weeks, he adopted telling style where all the documentation, strategies etc were made by him. At a later stage, he used selling style, where we all members assigned a task individually. Because of this styles, every team member feel worthy in a team (Armstrong, 2003). Reflection on performance of my project team: In our first meeting, we tried to know each other and make a bond. This phase is known as forming stage. (Tuckmans Group Development Model). In this stage, we all were tried to meet and talk to others very carefully and not to offend with each other. Questions were asked to us was totally based upon our experience. There were some questions related to project and education (Mullins, 2005). Once we all started knowing each other, we progressed to the next level that is storming. Conflicts start appearing in this stage like who will become leader, project manager etc. however, my all team were able to think collectively with the help of tutor. We all were able to be in a team. In this stage, we were still not able to agree on same timing for meeting as every team member had different commitments (Fincham Rhodes, 2005). As the time passed, we entered in the norming stage. We all were able to make directions for the team. We started understanding each others strength, weakness any with the help of it, we worked on our project. We all were enough open to each other and argued for the project s goals (Fraser Bosanquet, 2006). Once everything has settled down, our group was ready and we all were thinking collectively for achieving project goal and objectives. This stage was performing stage, where we actually started working for our project. After working with that team for a longer time, I can say that it was an effective team. According to parker (2008) all the 12 characteristics were in my team. We all had a clear purpose of goals, objectives, vision and mission etc. and we all were able to finish our assigned task in provided time limit. Our meetings used to be in an informal way, so that everybody could comfortably share their views (Bolton, 2005). We all used to listen, argue and understand each others ideas. If anybody felt disagree with ideas, we tried to resolve it. Most importantly all the decisions made were by a general agreement. In our group, each individual was assigned a task and asked to upload the solution on collaborative website. Once an individual uploaded the solutions, others were permissible to check it and make comment on forum. This feedback policy helped a team member to know about his work and it was a convenient way to make a reply of the comments (Forster, 2005).. This policy also helped in gathering all the opinions towards an issue. A positive feedback towards any task helps in reducing conflicts. In our team, we had some good team players who used to complete their task in time and with high quality. They also used to help other members in their task to complete on time and with a good quality. Some members were even able to find out the resources which were not in their job scope (Thomson, 2002). Each members hard work and understanding nature made it possible to complete the task within time limits. Each member was ready to help another one in finishing their task on time (Schein, 2004). In this project, we all could complete our project before the time. Although draft version was prepared few week earlier but still we all were failing to finalize it. It was because of the fact that we had to ensure that any kind of fault was not in that project. Earlier all the members were not able to manage the time because of other commitments and it was creating a problem for others. But after interpretation of project manager all started doing their work properly. Conclusion: In most of the organization, at todays time, all the individuals work together as a team to discuss and identify solutions of any task or project. Every individual needs direction and support timely. It totally depends on a project manager that how he leads to his team. Leadership style, strategy, motivation strategy etc of a leader affects the total outcome of project of an organization. Leadership style is always getting change according to time and situation. At earlier stage, project manager has to be autocratic, at this phase he has to set directions, goals and also manage his team. Once team members start having a bond, the leader can change his style to democratic style and allow all the members for participating in decision making process. A leader is the one who is able to encourage his team to think out of the world. Our group leader had applied some leadership style mentioned in literature review. He used to change his leadership style according to situation and timely. Earlier he adopted autocratic style, but as the time passed he shifted to democratic style. A leaders personality is also an important factor for success of any project. For an effective team, all the members must be clear about all the direction and objective of team. The main aspects of a team are work together and communicate with each other freely. In our team, I found that we all were doing a great job as a team and there was an open communication among all of us. We were able to discuss on anything related to project very freely. As every individual assigned a work load and time for completing and delivering that task, all were feeling worthy. By using social websites like Skype, the team were in contact even in late night for completing the work on time. As a conclusion, I would say that leader plays as a key factor in achieving the task on time as well as retaining the employees for a longer time. References: Armstrong, M. (2003) A Handbook of Human Resource Management Practice, Kogan Page, London.UK Bolton, G., (2005),Reflective Practice: Writing and Professional Development,2nd Edition, Sage, London. Brooks, I. (2003) Organisational Behaviour: Individuals, Groups and Organisation Second Edition, Prentice Hall, Pearson Education Limited, London UK. Dubrin, A., Dalgish, C. Miller P. (2006). Leadership: Second Asia Pacific Edition. Australia: John Wiley Sons. Dubrin, A., Dalgish, C. Miller P. (2006). Leadership: Second Asia Pacific Edition. Australia: John Wiley Sons. Fincham, R. and Rhodes, P., (2005),Principles of Organizational Behaviour, Oxford University Press, Oxford. Forster, M., (2005).Maximum Performance: A Practical Guide to Leading and Managing People at Work,Edward Elgar, Cheltenham. Fraser, S. Bosanquet, A., (2006), The curriculum? That is just a unit outline, isn't it?',Studies in Higher Education, 31, pp.269-284. Mullins, L. (2005). Management and Organisational Behaviour Seventh Edition, Pearson Education Limited, UK Nelson, D.L. Quick J. C. (2006). Organizational behaviour: foundation, realities challenges. Thomson South-Western. Nelson, D.L. Quick J. C. (2006). Organizational behaviour: foundation, realities challenges. Thomson South-Western. Parker, M. (2000). Organisational Culture and Identity, SAGE Publications Ltd, London.UK Paul H., Blanchard K. H. Johnson D. (2008). Management of organization behaviour: leading human resource. Pearson prentice Hall. Parker, M. (2000). Organisational Culture and Identity, SAGE Publications Ltd, London.UK Thomson, R. (2002). Managing People. 3nd Edition, Butterworth-Heinemann, Oxford UK Schein E. H (2004). Organizational culture and leadership. 3rd Edition, Wiley Imprint Weber, R.A and Camerer, C.F. 2003. Cultural conflict and merger failure: An Experimental Approach. Management science, Vol 49, Issue 4, p 400-415 Armstrong, A., and Baron, A.,(2005),Managing Performance: Performance Management in Action,CIPD, London