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Creating Sustaining and Changing Organisational Culture for Organisational Theory and Behaviour MCOM sem 1 Delhi University


Creating Sustaining and Changing Organisational Culture for Organisational Theory and Behaviour MCOM sem 1 Delhi University

Creating Sustaining and Changing Organisational Culture for Organisational Theory and Behaviour MCOM sem 1 Delhi University

Part I : Semester I

Organisation Theory and Behaviour

Statistical Analysis

Economic Analysis

Financial Management and Policy

Part I : Semester II

Managerial Accounting

Business Environment

Quantitative Techniques for Business

Decisions

Marketing Management

Part II : Semester III

Strategic Management

Accounting Theory and Practice

Elective I (Paper 1)

Elective II (Paper 1)

Part II : Semester IV

International Business

Human Resource Management

Elective I (Paper 2)

Elective II (Paper 2)

Creating Sustaining and Changing Organisational Culture for Organisational Theory and Behaviour MCOM sem 1 Delhi University

Mcom syllabus:- Part I

Semester I

  • Organisation Theory and Behavior
  • Organizational Theories and Behavior
  • Group Decision making and Communication
  • Motivation
  • Leadership, Power and Conflict
  • Organisational Culture, Organisational Development and Stress Management
  • Case Studies
  • Statistical Analysis
  • Probability and Expectation
  • Probability Distribution
  • Statistical Decision Theory
  • Sampling and Sampling Distributions
  • Hypothesis Testing
  • Non-Parametric Tests
  • Regression Analysis
  • Statistical Quality Control
  • Case Studies
  • Economic Analysis
  • Firm and its objectives
  • Consumer Behavior
  • Production and Cost
  • Cost function
  • Price and output relationship under different market structures
  • Pricing practices
  • Factor pricing
  • Economics of information
  • Technological change and the global market economy
  • Cases
  • Financial Management and Policy
  • Financial Management
  • Capital Budgeting Decisions
  • Capital Structure
  • Dividend Policy
  • Working Capital Planning and Management
  • Corporate re-structuring

Semester II

  • Managerial Accounting
  • Management Accounting
  • Cost Concepts and Classifications
  • Activity Based Product Costing
  • Variable and Absorption Costing
  • Cost-Volume-Profit (CVP) Analysis
  • Relevant Information and Short-Run Managerial Decisions
  • Budgeting
  • Standard Costing
  • Responsibility Accounting and Divisional Performance Measurement
  • Divisional Performance Measurement
  • Business Environment
  • Quantitative Techniques for Business Decisions
  • Introduction
  • Linear Programming
  • Transportation
  • Assignment
  • Integer Programming
  • Inventory Control
  • PERT/CPM
  • Markov Analysis
  • Game Theory
  • Queuing Theory
  • Sequencing
  • Replacement Analysis
  • Simulation
  • Marketing Management
  • Introduction
  • Marketing Environment
  • Buyer behavior
  • Market Segmentation, Targeting and Positioning
  • Product Decision
  • Pricing Decisions
  • Distribution Decisions
  • Promotion Decisions
  • Marketing Planning, Organizing and Control
  • Social, Ethical and Legal Aspects of Marketing

Creating Sustaining and Changing Organisational Culture for Organisational Theory and Behaviour MCOM sem 1 Delhi University

Mcom syllabus:- Part II

Semester III

  • Strategic Management
  • Introduction
  • Strategic Analysis
  • Strategic Choice
  • Strategic Implementation
  • Strategic Review
  • Accounting Theory and Practice
  • Accounting Theory
  • Depreciation policy.
  • Conceptual framework of financial accounting and reporting.
  • Issues in accounting standard setting
  • Elective I (Paper 1)
  • Elective II (Paper 1)

Semester IV

  • International Business
  • International Business
  • Theoretical Foundations of International Trade
  • Instruments of Commercial Policy
  • Balance of Payment Account
  • International Economic Institutions and Agreements
  • Regional Economic Integration
  • International Business Environment
  • International Financial Environment
  • Multinationals (MNCs) in International Business
  • Contemporary Developments and Issues in International Business.
  • Human Resource Management
  • Nature of Human Resource Management, concepts, functions, themes and controversies.
  • HRM, Job Analysis and Job Design
  • Business Strategy and Human Resource Strategy
  • Recruitment, Selection, Training and Development
  • Performance appraisal
  • Diversity at Work
  • Compensation Management, Personnel audit and Research
  • Career planning and succession concepts, approaches and issues
  • Human Resource information system
  • Employees relations
  • Case Studies
  • Elective I (Paper 2)
  • Elective II (Paper 2)

Creating Sustaining and Changing Organisational Culture for Organisational Theory and Behaviour MCOM sem 1 Delhi University

Organizational culture encompasses values and behaviours that “contribute to the unique social and psychological environment of an organization”.According to Needle (2004),organizational culture represents the collective values, beliefs and principles of organizational members and is a product of such factors as history, product, market, technology, strategy, type of employees, management style, and national culture; culture includes the organization’s vision, values, norms, systems, symbols, language, assumptions, environment, location, beliefs, and habits.

Business executive Bernard L. Rosauer (2013) developed what he refers to as an actionable definition of organizational culture: “Organizational culture is an emergence – an extremely complex incalculable state that results from the combination of a few simple ingredients. In “Three Bell Curves: Business Culture Decoded” Rosauer outlines the three manageable ingredients he says guides the culture of any business. Ingredient 1 – Employee (focus on engagement) 2 The Work (focus on eliminating waste increasing value) waste 3 The Customer (focus on likelihood of referral). The purpose of the Three Bell Curves methodology is to bring leadership, their employees, the work and the customer together for focus without distraction, leading to an improvement in culture and brand. Reliance of the research and findings of Sirota Survey Intelligence, who has been gathering employee data worldwide since 1972, the Lean Enterprise Institute, Cambridge, MA, and Fred Reichheld/Bain/Satmetrix research relating to NetPromoterScore.

Creating Sustaining and Changing Organisational Culture for Organisational Theory and Behaviour MCOM sem 1 Delhi University

Ravasi and Schultz (2006) wrote that organizational culture is a set of shared assumptions that guide what happens in organizations by defining appropriate behavior for various situations. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving and, even, thinking and feeling. Thus, organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. In addition, organizational culture may affect how much employees identify with an organization.

Schein (1992), Deal and Kennedy (2000), and Kotter (1992) advanced the idea that organizations often have very differing cultures as well as subcultures.Although a company may have its “own unique culture”, in larger organizations there are sometimes co-existing or conflicting subcultures because each subculture is linked to a different management team.

Creating Sustaining and Changing Organisational Culture for Organisational Theory and Behaviour MCOM sem 1 Delhi University

ORGANIZATION CULTURE AS A CONCEPT

In a fundamental sense, a culture exists when people come to share a common frame of reference for interpreting and reacting towards one another and towards the world in which they live. This common frame of reference includes language, values, beliefs and interpretation of experiences. It is reflected in customs, folkways, communication and observable features of the community including rituals, rites, celebrations, legends, myths and heroic saga.

The first step towards understanding the essence of organization’s culture is to appreciate that it is a concept rather than a thing. This distinction is crucial. A thing can be discovered and truth established about it, for example, through empirical research. However, a concept is created in people’s mind – that is, it must be conjured up, defined and refined. There is no final authoritative source or experiment to settle disagreements about what it is or what comprises it. In organizational studies, theorists have come up with different ways of defining organization culture. Smircich (1983) pointed out, that both fundamentalist and interpretivist scholars have written about and produced studies on organization culture, but she argues that these two groups understand organizational culture in entirely different ways. To a functionalist, a culture is something that an organization has – “a set of characteristics that an organization possesses.” The interpretivist sees culture “as the essence of organizational life”. It is described according to the meanings and the ways in which the culture itself is enacted or performed through communication.

People get affected by the culture in which they live. Values, beliefs, expected behavior of a family are taught to its members through the process of socialization within the family. The same is true for the organizations. When people join an organization they have certain values and beliefs but they may not be sufficient for achieving organizational goals. Hence, they are required to adapt to the culture of the organization. Every organization has missions and goals and to attain these, it adapts unique modes and methods of operations. In the process of achieving the corporate mission, participants internalize organizational values and norms to give meaningful expressions to the same in their day-to-day activities. Thus all the members of an organization come to adapt shared values, beliefs, norms, attitudes, ways of doing things and practices which are unique to the organization.

Creating Sustaining and Changing Organisational Culture for Organisational Theory and Behaviour MCOM sem 1 Delhi University

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