tag:blogger.com,1999:blog-65732338469929878362024-03-08T14:07:02.856+07:00Materi PerkuliahanBersama kita majukan pendidikan bangsa untuk mencapai kehidupan yang lebih baik.Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.comBlogger30125tag:blogger.com,1999:blog-6573233846992987836.post-50390636453636709082013-01-14T07:51:00.000+07:002013-01-14T07:51:09.632+07:00Leadership Chapter 16 - Ethical Leadership Theory
This chapter is different from many of the other chapters in this book. Most of the other chapters focus on one unified leadership theory or approach (e.g., trait approach, path–goal theory, or transformational leadership), whereas this chapter is multifaceted and presents a broad set of ethical viewpoints. The chapter is not intended as an Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-44498556613721819882012-12-31T18:10:00.000+07:002012-12-31T18:11:08.028+07:00Organizational Behavior: Chapter 7 - Motivation: From Concept to Applications
In this chapter, "we review a number of motivation techniques and programs that have gained varying degrees of acceptance in practice. And for each of the techniques and programs we review, we specifically address how they build on one or more of the motivation theories covered in the previous chapter" ( p. 188/189).
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Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-29592713206380939712012-12-31T18:07:00.000+07:002012-12-31T18:07:42.956+07:00Organizational Behavior: Chapter 6 Basis Motivation Concept
WHAT IS MOTIVATION?
"Maybe the place to begin is to say what motivation isn't. Many people incorrectly view motivation as a personal trait –that is, some have it and others don't. In practice, inexperienced managers often label employees who seem to lack motivation as lazy. Such a label assumes that an individual is always lazy or is lacking in motivation. Our knowledge of motivation tells us Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-30036077497455713462012-12-31T17:48:00.001+07:002013-01-11T22:27:45.012+07:00Leadership Chapter 10 - Servant Leadership
Servant leadership is a paradox—an approach to leadership that runs counter to common sense. Our everyday images of leadership do not coincide with leaders being servants. Leaders influence, and servants follow.
How can leadership be both service and influence? How can a person be a leader and a servant at the same time? Although servant leadership seems contradictory and challenges our Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-2427411034321115992012-12-30T16:09:00.004+07:002012-12-31T18:11:51.188+07:00Organizational Behavioral: Chapter 5 - Perception and Individual Decision Making
"Making decisions is a critical element of organizational life. In this chapter, we'll describe how decisions in organizations are made.But first, we discuss perceptual processes and show how they are linked to individual decision making" (p. 121).
Perception:A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
"Why Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-50379589340107324952012-12-30T16:09:00.001+07:002012-12-31T18:05:50.315+07:00Organizational Behavior: Chapter 4 - Personality and Emotions
WHAT IS PERSONALITY?
"When psychologists talk of personality, they mean a dynamic concept describing the growth and development of a person's whole psychological system. Rather than looking at parts of the person, personality looks at some aggregate whole that is greater than the sum of the parts" (p. 92).
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PowerPoint Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-21027432146622349022012-12-30T16:08:00.000+07:002012-12-31T18:13:00.521+07:00Organizational Behavior: Chapter 3 - Values, Attitudes, and Job Satisfaction
"Regardless of which studies you choose to look at, when American workers are asked if they are satisfied with their jobs, the results tend to be very similar: Between 70 and 80 percent report they're satisfied with their jobs" (p. 61).
"How does one explain these findings? …Because people are likely to seek jobs that provide a good person-job fit, reports of high satisfaction shouldn't be Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-31799882768095441972012-12-30T16:07:00.002+07:002012-12-31T18:14:16.162+07:00Organizational Behavior: Chapter 2 - Foundations of Individual Behavior
"Intelligence is but one characteristic that people bring with them when they join an organization. In this chapter, we look at how biographical characteristics (such as gender and age) and ability (which includes intelligence) affect employee performance and satisfaction. Then we show how people learn behaviors and what management can do to shape those behaviors" (p. 33).
More details, Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com1tag:blogger.com,1999:blog-6573233846992987836.post-59178140969480604702012-12-30T15:59:00.001+07:002012-12-31T17:50:20.421+07:00Organizational Behavior: Chapter One - What is Organizational Behavior?
"We have come to understand that technical skills are necessary but insufficient for succeeding in management. In today's increasingly competitive and demanding workplace, managers can't succeed on their technical skills alone. They also have to have good people skills. This book has been written to help both managers and potential managers develop those people skills" (p. 2).
WHAT MANAGERS DOAnonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-48684289350956717032012-12-23T19:19:00.000+07:002013-03-04T18:27:47.889+07:00Leadership Chapter 15 - Culture and Leadership
As the title suggests, this chapter is about culture and leadership. Like the previous chapter, this one is multifaceted and focuses on a collection of related ideas rather than on a single unified theory. Our discussion in this chapter will center on research that describes culture, its dimensions, and the effects of culture on the leadership process.
Since World War II, globalization Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-62536905928968620392012-12-23T19:17:00.003+07:002013-03-04T18:27:47.891+07:00Leadership Chapter 14 - Women and Leadership
When you meet a human being, the first distinction you make is “male or female?” and you are accustomed to make the distinction with unhesitating certainty.—Sigmund Freud
Writers in the popular press have shown an enduring interest in the topic of gender and leadership, reporting stark and meaningful differences between women and men (Book, 2000; Bowman, Worthy, & Greyser, 1965). These Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-73116990680695474702012-12-23T19:14:00.000+07:002013-03-04T18:27:47.893+07:00LeadershipChapter 13 - Psychodynamic Approach
The psychodynamic approach consists of several different ways of looking at leadership. There is no single model or theory. One fundamental concept underlies the psychodynamic approach: personality. As used here, the term means a consistent pattern of ways of thinking, feeling, and acting with regard to the environment, including other people. A personality is characterized by a list of Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-17597971820980699832012-12-23T19:12:00.002+07:002013-03-04T18:27:47.887+07:00Leadership CHapter 12 - Team Leadership
Leadership in organizational work teams has become one of the most popular and rapidly growing areas of leadership theory and research. A team is a specific type of group composed of members who are interdependent, who share common goals, and who must coordinate their activities to accomplish these goals. Examples of such teams include project management teams, task forces, work units, standing Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-17126524317064835422012-12-23T19:10:00.001+07:002013-03-04T18:27:47.886+07:00Leadership Chapter 11 - Authentic Leadership
Authentic leadership represents one of the newest areas of leadership research. It focuses on whether leadership is genuine and “real.” As the title of this approach implies, authentic leadership is about the authenticity of leaders and their leadership. Unlike many of the theories that we have discussed in this book, authentic leadership is still in the formative phase of development. As a Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-76096087540044962102012-12-23T19:07:00.001+07:002013-03-04T18:27:47.894+07:00Leadership Chapter 9 - Transformational Leadership
One of the current and most popular approaches to leadership that has been the focus of much research since the early 1980s is the transformational approach. Transformational leadership is part of the “New Leadership” paradigm (Bryman, 1992), which gives more attention to the charismatic and affective elements of leadership. In a content analysis of articles published in Leadership Quarterly, Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-80739147609882050632012-12-23T19:03:00.002+07:002013-01-24T02:01:52.126+07:00Leadership Chapter 8 - Leader-Member Exchange (LMX) Theory
Most of the leadership theories discussed thus far in this book have emphasized leadership from the point of view of the leader (e.g., trait approach, skills approach, and style approach) or the follower and the context (e.g., situational leadership, contingency theory, and path–goal theory). Leader–member exchange (LMX) theory takes still another approach and conceptualizes leadership as a Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-70297783456657448072012-12-23T18:13:00.000+07:002013-01-19T14:41:07.061+07:00Leadership Chapter 6 - Contingency Theory
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Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-55819641661021956302012-12-23T18:12:00.000+07:002013-01-19T14:41:07.021+07:00Leaderhip Chapter 7 - Path-Goal Theory
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Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-74488947967762166312012-12-23T17:13:00.003+07:002012-12-23T19:29:00.540+07:00Leadership Chapter 5 - Situasional Approach
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Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-29943517355951780112012-12-23T17:13:00.000+07:002013-01-14T07:55:03.392+07:00Leadership Chapter 4 - Style Approach
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<![endif]--> The style approach emphasizes the behavior of the leader.
This distin-guishes it from the trait Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-3841522781150884542012-12-23T17:07:00.004+07:002012-12-23T19:27:53.135+07:00Leadership Chapter 3 - Skill Approach
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Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-26596787892460524102012-12-23T17:01:00.005+07:002012-12-25T13:36:15.615+07:00Leadership Chapter 2 - Traits Approach
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Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-21975371566637766262012-12-23T17:01:00.000+07:002012-12-23T19:25:43.161+07:00Leadership Chapter 1 - Introduction
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Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-82183726339355069472012-12-23T10:00:00.000+07:002012-12-23T14:42:29.867+07:00Supplement to Chapter 5 – Decision Theory
LEARNING OBJECTIVES
After completing this supplement, you should be able to:
1. Describe the different environments under which operations decisions are made.
2. Describe and use techniques that apply to decisions making under uncertainty.
3. Describe and use the expected-value approach.
4. Construct a decisions tree and use it to analyze problem.
5. Compute the expected value of perfect Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0tag:blogger.com,1999:blog-6573233846992987836.post-35958191130004806782012-12-04T18:42:00.001+07:002012-12-23T14:32:14.596+07:00Supplement for Chapter 4 - Reliability
Keandalan merupakan ukuran kemampuan suatu produk, layanan, bagian, atau sistem untuk melakukan fungsi yang dituju pada suatu set atau kondisi yang ditentukan. Pada dasarnya, keandalan adalah probabilitas.
Misalkan sebuah item memiliki keandalan .90. Ini berarti bahwa ia memiliki probabilitas 90 persen berfungsi seperti yang di inginkan. Kemungkinan akan gagal adalah 1-0,90 = .10, atau Anonymoushttp://www.blogger.com/profile/14682441439578176902noreply@blogger.com0