Case Of Organizational Behavior Samples †MyAssignmenthelp.com

Question: Discuss about the Case Of Organizational Behavior. Answer: Introduction In a very broad sense, organizational behavior refers to the study of how human individuals interact or behave within a group. These studies are conducted extensively to understand how to better integrate the employees and run a business more efficiently. At the core of this field of study lies the idea that scientific approach can benefit an organization through better managing the workers and, thus, making sure the individuals work more cohesively and as a single unit. Organizational behavior may be loosely described as the process of understanding and predicting of human behavior as a group member or as an individual in order to manage and maximize their output within an organization. Organizational behavior also studies the behavioral traits or patterns individuals show to one another within the organizational sphere. The effects of these interactions are also studied in depth. Organizational behavior is the study of every behavioral aspects of an individual who is a part of a bi gger organization, the interface of two or more individuals, or between the individual and the organization or of the organization itself. Organizational culture is the single most important aspect and parameter that decides how will the performance of the employees be as individuals or a whole group. Moreover, organizational culture is the conglomerating bundle of the assumptions, values, ethical considerations, ideologies and other organizational parameters that decide how would an individual or a group within the organization behave while their interactions and interfaces between themselves and the organization or amongst themselves (Alvesson and Sveningsson 2015). These parameters all have important and extensive influences upon individuals and modulate their behavioral patterns, dictate how they dress or act as a member or part of the organization. Organizational culture also often sets the bar that decides and measures how will the performance of the individual and the group is (Alvesson 2016). Every single organization has distinct and visible organizational culture that varies from each other and are unique in i ts nature. These organizational culture are developed over days and are maintained tirelessly to uphold the organizational reputation within the industry. This reputation is one of the biggest attributes for ensuring a successful business (Ehrhart and Kuenzi 2017). Organizational culture is primarily a very basic but overall guideline or boundaries as to how should the employees behave while representing the company. Organizational culture is the unification of the values, ethics and behavioral pattern of the employees that make up the unique environment for each organization (Ostroff and Schulte 2014). While these behaviors are often up-front and are very visible, it is also often the case that these are embedded psychologically. The very core beliefs and values are personified by the behavior of the organization and, in some cases, the employees as well. The managing authorities are the ones who decide how would the employees behave within the organization. Organization culture fl ows down from the senior authorities to the employees and not the other way around (Ashkanasy and Dorris 2017). Importance Also termed corporate culture, organizational culture is reflected through a few basic functions of the company. It is the guidelines and broad paths through which an organization functions and operates its business: how does the organization treats and interacts with its customers and employees as well as how does it serve or helps the wider social communities (Bortolotti, Boscari and Danese 2015). Organizational culture decides upon how much freedom is given to the employees to have inputs about the operations of the company and what contributions do they have in the decision making process, providing new ideas for development and benefit of the organization or how much leniency is tolerated for p3ersonal expression. The hierarchical construction, the flow of power and how free flowing is information within the organization are all decided by the organizational culture and work ethics(Barbera 2014). The organizational goals and purposes demand the employees to believe and be commit ted to them and organizational culture plays a pivotal and decisive role in this: the organization must be able to make the employees feel welcomed and a valuable part of the organization so that they want to work for the employers and help them to fulfil the objectives that were set out with in the first place of starting the company (Glisson 2015). If the employees are made to feel they are important and they understand that the company is taking their care, they will themselves take care of the customers. The whole functioning of the company will be much smoother and the higher authority need not be directly involved in the interaction with the customers, rather, they can be focused more on other more pressing issues. Customer care and services, post sales services, product quality are all results and/or shaped by organizational culture (Hogan, S.J. and Coote, L.V., 2014). Another very important aspect of running a business in the modern world is the environmental side of it. Eve ry business, industry or organization must abide by the rules and requirements to protect the environment and reduce the process of global warming. A strong and ethical organizational culture helps to make sure that organizations keep this in mind and not cause any harm to the planet (Dubey et al. 2017). Virtually every single step of the operations of an organization is impacted by the organizational culture: how will the idea of a new product or service be conceived and shaped, how will the marketing tactics be planned, how to reach the potential customers and how to penetrate the market (Uzkurt et al. 2013). Organizational culture takes a lot of time to achieve and once established, it is so involved in every operation of the organization that it becomes almost impossible to change. That is why organizations must be very careful from the very beginning, having a concise and cohesive idea about what they want to achieve through the business, i.e. the motives of the company (Kangas et al. 2016). Employees and customers have to be able to identify with the organizational business operations or goals if they either want to work there or buy the products or the services of a particular company. Traits Organizational culture is defined as an emergence of a state within an organization that is highly complex and is incalculable. This state results from a few very simple ingredients, though the final outcome is different for every organization. There are three parameters within an organization that can be controlled, moderated and managed: the employees, the work and the customers. These are the three basic pillars of any organization and every single operation is executed and planned with focus on any, or all, three of these. Organizational culture is almost always highly influenced by regional cultures (Modaff, Butler and DeWine 2016). The beliefs and ideals of different social community shape how an organization will behave, treat its customers and employees. These beliefs and values are deep inside the collective social mentality, and it is only natural that these will be some of the primary things to decide what will be the operations of the organization. Creation and establishment The creation of any organizational culture is dependent upon the beliefs and values of its leaders. Workplace culture is entirely created by the leaders as they are the ones with a proper idea about what is to be done band the true motives of the organization (Asgary and Li 2016). However, it is not the final deciding factor: while most of the times leaders do shape the organizational culture, there are also times when organizational culture also decides what kind of a leadership is possible, or how will the leaders behave him/herself. An established culture influences and shapes a leader just as much as it being influenced by the leader (Fullan 2014). An effective organizational culture decides and governs the mentality and behavior of the employees and the authority that will ensure the employees reaching their goals while adhering to the collective motivations. When an employee feels that she or he is being assisted and helped by the leader to fulfil their personal goal, job satis faction also gets better and this, in turn, pushes the employees to work even harder. While a strong organizational culture will help the employees in the process of achieving its goals and grow together, a weak one will have disruptions in the work and functions of the organization. However, if individual employees are seen as to be more important than the organization itself, sustaining the operations and striving towards the organizational goals may become difficult as the company will be having a tough time trying to balance the priorities (Goetsch and Davis 2014). The market orientation and culture of an organization must be focused at generating a profit and should revolve around results. Competition within an industry must be kept up with, if the organization wishes to stay in the game and keep generating a profit. Having an adaptive culture can help organizations immensely. This means an inclusive work culture where all the employees are included in the decision making process of the company. An adaptive or inclusive work culture ensures that the company y will survive through time, simply because it will have all the employees looking after its interests. A flexible work culture is dynamic in nature and are focused upon risk-taking and innovation (Glisso n 2015). Power culture within an organization decides how would information flow within the organization among the different departments. It also determines the hierarchy of the organization and the power structure. This kind of work culture is spearheaded by a single leader who takes all the decisions on behalf of the entire organization and controls the marketing and other strategies of the company. A role culture is where the employees all know their specific jobs and roles in the organization and report to their seniors. Efficiency and accuracy are paramount in a work culture like this one. Characteristics There are some basic characteristics of organizational culture, despite being unique to every organization. Some of them are elaborated below: Innovation: Being able to keep innovating is an important thing to stay ahead of the curve. This entails that an organization is willing to take risks. Companies that have a work culture that focuses on innovation encourages their employees to take risk and subsequently increase their performance. On the other hand, an organization with a work culture that does not take risks sees its employees doing the same work in the same process (OReilly et al. 2014). This poses to become a problem after a certain point, when sheer boredom sets in and the performance level of the employees start to drop. Detailing: Organizational culture requires the employees to be accurate to some degree for their assigned work. If an employee strives for perfection, chances are, the execution and result of the work will be better than someone who is clumsy in executing the work. Precision is very important to ensure the organization is up to the mark and is delivering quality products or service to its customers. Outcome focused: A result oriented organization has to have a strong organizational culture in order to ensure that the goals are reached collectively. Knowing what is the true purpose of the business venture, or the ultimate goals, is essential knowledge to c hart out the operations of the company and the organizational culture as well (Wiewiora et al. 2014). People oriented: A good organizational culture encourages to treat its employees with respect. An organization with a strong corporate culture will always consider how would their actions and strategies impact the employees and the customers before implementing those. Every side and effects of the actions are debated, analyzed and assessed before making the ideas a reality. Working in a team: Closely-knit organizations always encourage their employees to work in groups to achieve the collective goals. Teamwork is given high priority and individuals are supposed to work with others in cohesion. An organization encouraging group work observes its employees to have cordial relationship with their colleagues. Stability: When an organization puts high value on stability, it becomes predictable and rule-led in nature. However, these organizations always deliver at a consistent rate. Being aggressive: An organization with a strong organizational culture asks its employees to be assertive while dealing with the organizations they are competing with in the industry. A competitive work culture looks to outperform their peers in any way possible and establish itself as the dominant organization in the sector. The principles The organizational culture is a self-sustaining pattern that gives an idea about how things are to be done in the organization. Organizational culture is mostly instinctive and repetitive and cannot be easily categorized or labelled. Corporate culture is always evolving: slowly, but surely (Katzenbach, Oelschlegel and Thomas 2016). While it is almost impossible to change the entire established work culture, it is possible to control certain emotional aspects of it to control the performance and outcome of some of the functions. Cultural inputs and catalysts help companies to make changes that last longer and have more positive impact on the performance of the employees (Modaff, Butler and DeWine 2016). There are some basic principles of the organizational culture that help companies to achieve long term success. These can be defined as follows: Working within the existing cultural condition: Already established cultural conditions cannot be changed easily even if the entire system is overhauled. It is essential to understand the specific traits of the culture that is already dominant which may act as boosters or serve as brakes at times as well. To do this, one must understand a culture first: identify the things that may help or cause a problem for the organization. The organization have to understand which aspect of the culture can be most related to by the employees and then only devise the organizational operations in a way that would adhere to these in the best way possible. Changing mind-sets through changed behaviors: It has been observed that humans would behave in a specific way in a specific situation that would change their beliefs, rather than changed beliefs leading to changed behaviors. If an organization is trying to change the collective mentality of its employees, it must garner a changed behavior among them first (Katzenbach, Oelschlegel and Thomas 2016). Randomly changing the entire core beliefs of the company would not ensure change behavior of the employees because they are embedded deep into the minds of the employees which make changing behavior solely based on changed beliefs hard. If the employees can be conditioned to act in a different way, there is a possibility for them to change the way they think, which can be utilized efficiently by the organization. Only a few behaviors to focus upon: Despite the popular idea that people should change everything that is not perfect, it can be easier said than done. changing all core things that make up an individual who they are not easy by any means. This reason propagates that organizations should try and change only a few essential behaviors of the employees that is believed to work in lieu with the organizational goals. These basic behaviors go a long way when it comes to deciding the long term goals of the organization. Strong leaders are to be used: It must be understood in great detail that leadership and authority are not the same. While authority expects the employee to complete and deliver a work, an effective leader will work along with the subordinates to ensure that the work is executed on time. Making sure the formal authority is kept under check: Giving the leaders or the authorities complete freedom over their work can often prove to be a problem for any organization. Misuse of power can become one of the biggest issues for the hindrance of the organization. Behavior-objective coordination: The primary objectives of the organization must be aligned with the initial goals that were set before starting out on the business venture. Tangible an d well-defined examples must be provided on how do cultural intervention of the organization can benefit in reaching the goals by enhancing the performance of the employees; both in groups or as individuals. Behaviors must be subjected to measurement, that would facilitate in the assessment of each employee. If the behavior is not aligned with the organizational goals, success can never be attained. Managing the cultural situation: Cultural conditions of an organization can be difficult to change. But it is possible to update the cultural conditions so that the new standards are met. Case studies Now that a rough but cohesive idea about the basic tenets of organizational culture has been comprehended, further discussion would try to establish the same as an important of business running. To achieve this, three case studies are looked into in greater detail and discussed how did they manage to be so successful despite such fierce competition in the sector and what role did organizational culture had to play in it. Google and employee happiness It is not unknown that Google has a very strong work culture that is also the biggest reason behind it being recognized as one of the most sought after companies to work at. Even pictures from inside Googles offices make people chart their education and career plans so that one day they can achieve that. A company does not achieve such a status just like that. The very essence of the core ideals and beliefs of the company is forged within the organizational culture of the organization, that prompts its actions and every other strategy (Wei, Samiee and Lee 2014). The company has teams who are solely focused towards keeping the employees happy and making sure that productivity is consistent and regular. While it may seem intrusive to many, it is also true that great visions are often misjudged and/or frowned upon. It is understandable if some companies are weary of the organizational culture simply based on the fact that the industry of Google are absolutely different. While different sectors do demand different work cultures, it is also true that some basic ideas can be used by every sector or organization within it. It has already been elaborated in the previous section about how can a greater employee integration help an organization to achieve higher degrees of success can happier employee circle ensure higher performance. This section will look into the different ways through which Google tries to achieve this aspect of organizational culture and, in turn, attain success. Google firmly believes in the fact that it is the employees behind the success of the organization. There are innumerable applications to work for the company and every single one of them are reviewed. The employee integration process begins at the very first step of hiring a person as an employee. In the interview process, the applicants are faced with odd situational questions and are asked to provide answers. The answers are not expected to be correct, rather the company tries to see which of the applicants have an aptitude for imagination and can come up with innovative ideas under pressure. This gives the organization an insight about the inner capacity of each individual at the very beginning. Human resource department relies solely on scientific research and data analysis to understand an d measure the performance of each individual employee properly. Extensive application of algorithm based formulae help the company to predict when will an employee leave the organization; optimal size of tables is also assessed using scientific methods. Google discovered that female employees take twice as many leaves as the male counterparts and this led the company to revamp the entire leave plans, giving the female employees paid maternity leaves. All of these steps taken provided the company with employees who were happier. Retention of the employees was achieved through providing them with higher perks and better paid leave plans. Google gives its employees a lot of perks including the advantages of bringing the children to the office and availing day care right there, sleep pods, free food throughout the day and many more which make the employees want to stay at the company. Studies have also shown that the employees perform better as well under these conditions. Google has clearly written guidelines about what are the ideals and organizational values. These ten grounding premises serve at the very core of the company and help the applicants properly understand what the organization expects them to do, which skills to possess and what are expected of them should they be selected to work for the company. Google shares all of its information with all of its employees. This makes the operations of the organization clear and transparent. The company also takes care to resolve any questions an employee may have regarding the organization. This assures the employees with a sense of security and makes them understand the operations of the company properly and enables them to work for the company in a clearer and proper fashion. Keeping the employees informed and enlightened about which direction the company is headed enables them be aligned with the objectives of the company and cohesively work towards the collective goals. Every employee is given recognition for however small an achievement may it be, encouraging them to work harder so that they can achieve even more credit for their work. At the same time, failure on the part of any employee or team is also highlighted. This type of clear and open appreciation of their efforts make the employees want to improve their performance and ensu res an office culture which is fearless. Google encourages its employees to socialize even outside of office so that a sense of a bigger society can be formed where everyone knows each other. This gives the employees a level of comfort to be working among the people they know, and being relaxed they can work with better concentration. This case study reveals that Google uses some basic and very normal ideas to form an organizational culture through employee appeasing, based on the very core idea that happy employees guarantee happy customers. Another very important aspect of Googles work culture is that; it is never stagnated. The company is always changing and evolving its work culture, making sure any new aspect that would make the employees happier is not ignored. The company policy on employees is one of the most important things that ensure the employees higher performance rate and establishes the organizational dominance in the overall industry. Google is evidently highly successful in being able to use organizational culture by means of integrating the employees within itself and making themselves a successful company. All of these steps have helped Adobe to become the successful company that they are today and enjoy a great market share. Adobe placing creativity above all else Companies and organizations invests billions of dollars and uncounted amount of hours only to ensure that innovation and creativity are boosted. To stay ahead of the curve, to ensure organizational leadership in the industry and grabbing maximum market share, there is no substitution for innovation. Creativity helps every organization to come up with new ideas that help to create a new product or develop on an already existing product and innovate something. The aspiration to do something, to create something new is a great driver for motivation to work harder. This improves performance by a huge margin and often boosts the overall company performance as a whole. To ensure that the employees are going to work hard, Adobe looks into the fact that their employees are having fun at work. The organization firmly believes in the fact that innovation and creativity can be ushered through relaxation, where pressure is not an issue. Culture is the conglomeration of ideas, customs, beliefs, values and behavior of a particular person or of group as a whole. Adobe, above all encourages the employees to creative and tries to establish a work culture within the company that will itself evoke creativity. It is an observed fact that the companies that take these steps can see higher growth rate as well as better revenue. Adobe is one of the biggest software companies on the planet and also one of the most lucrative places to work at. Creativity has helped the company to stay ahead of its competition simply by making sure their products offer something extra that the other products do not. Adobe believes that creativity is something that should start at the top and should be reflected through the behavior and the working of the senior authorities. The people at the top are expected to lead the way by displaying innovative thinking themselves. If the leaders fail to behave in the companys desired way, the employees would also fall short of their tasks. The leaders in the company are bestowed with the responsibility to unleash the creative capabilities of the employees. KickBox is a unique concept of the company that allows every employee to bring their imaginations and ideas through life using the companys own resources. These are funded by the organization themselves to encourage the employees to develop new ideas. The employees are not expected to submit any proposals for it: they just go ahead with the plans. Adobe has a corporate culture that embraces risk taking rather than shunning it away. Risk aversion is believed to be, by the company, the single biggest threat to innovation. Adobe gives out its employees the signal that they are open to new ideas and new interpretations of existing products so that they are encouraged to take risks. If the risks are worthy, the organization rewards the employees and credit is given elaborately. This is another way through which the company ushers in new ideas for products. The leaders again play a pivotal role here: they have to make the employees understand that risk taking is awarded and not something that would land them in trouble. Apples training program The training and development program of Apple is very well planned and organized. The employees of Apple are treated as one of the key advantages in the departments of the research and development as well as marketing. In order to attract and retain skilled and competent employees the Apple Inc. provides effective training and development program (Shafie, Siti-Nabiha and Tan 2014). These employees will improve the ability and benefit of the company. To meet its transformational challenges, the company needs to train new and current staffs. The ways in which the employees learn and achieve reflect as well as transform how the company does its business. Thus, they engage the employees to work responsively and improve the products. On the other hand, they raise awareness about the employees rights. To Apple it is not enough only to find and correct problems. Apples training programs are specially designed to educate employers about laws, rights, health and safety of the workers as well as suppliers (Cornelissen and Cornelissen 2017). Verit and the Fair Labor Association two organizations recognized internationally, dedicated to human rights have worked with Apple to figure out the quality of the companys social responsibility training. It shows that the knowledge and awareness of the rights of the employees has been increased through Apples mandated training. They train supervisors and managers on their responsibilities, direct hire processes and even onsite management of foreign workers. Supplier Employee Education and Development (SEED) program has been launched by Apple to enhance professional development opportunities. Here, the classes on finance, computer skills, and the English language are offered. The company also made a partnership with Chinese universities to allow workers to achieve associate degrees. Over 60,000 workers participated in their first pilot program in 2011 and came up with higher morale are promoted more often than other employees (Myers and Fellow 2014). Their final suppliers have onsite e-learning centers. In order to follow up and compute the employees performance Apple audits. In 2011 the company conducted training sessions to prevent underage labor. This year, no cases of underage labor could be found in their audits. While the organization is encouraged by these results, Apple claims that they will continue regular audits and go deeper into their supply chain to ensure that there are no underage workers at any Apple supplier (Asgary and Li 2016). The company has decided to continue regular audits to ensure that there are no underage workers at any Apple supplier. Apple has made their training and development program intensively dedicated in order to bring out and sustain the competitive advantage. Apple frequently produces new products like computers, music devices, media sales, and telephones that require skill in completely different industries. Therefore, the expertise of its employees needs to change faster than at almost any other tech firm. Apple feels that the employees must be self-reliant. The reason behind it is that in a fast-changing environment, employee self-reliance gets weaken for providing target competencies and prescribing training. In order to develop the required skills, the employees need to learn continuously which employee ownership of development encourages. Instead of giving training how to sell a product, the employees are empowered which will shape them according to the companys requirement as well as the customers. Apples team environment helps to build cohesion within team. The cohesion strengthens when the different development teams work competitively. This healthy competition helps in their development and they learn from each other. Apples effective training and development programs motivate and encourage innovation and creativity of the employees. Apple has compensation policies and packages which is structured and prepared by a committee. The compensation committee prepares, review, and modify the incentive programs and policies. The board set the committee members and empower them to take external or internal counseling, advice and ask for any employee. Apple provides very good benefits like health and life insurance, Short- and long-term disability coverage, flexible Spending Accounts, disability coverage and employee stock exchange plans. As found in the official website of Apple, the company has built plenty of flexibility for the employees and their families. Apples executive compensation aims to attract and retain the executives with genius, creativity and entrepreneurial skill. To the company, the employees are their assets. It is the executives who are responsible to transform the company and bring success in the international market. The Compensation Committee examines the compensation program and determines the compensation for the executives. The distributes annual performance-based cash bonus program for the employees and follows pay system based on performance. Every executive is awarded with cash bonus equal to 100% of his basic salary. The compensation committee compensates fairly and adequately. In todays weak economy, Apple has taken advantage of job demand and provided a good ambience to work. It faces no difficulty to replace the employees who have resigned. Apple maintains a healthy work culture that helps the company to flourish and prosper internationally. Conclusion From the above discussion and a good look into the cases of the three organizations, it can firmly have concluded that organizational culture does help an organization to be successful. Organizational culture has been seen to be one of the most important aspects of business running which can make pivotal differences between a successful organization and one that is not. A strong work culture is something that would enable companies to make its strategies in a way that would help them to achieve the collective organizational goals and would also enable to establish a strong sense of bond within the company as well. A strong organizational culture makes sure that the environment within the company is cordial and a homely atmosphere prevails. This is one of the most important things to make the employees feel relaxed, enabling them to work even better. The companies with a good organizational culture makes the employees feel welcomed and an integral part of the company. This sense boost s them to try and work better. Recognizing the employees efforts and rewarding risk taking capabilities also ensure enhanced performance. References Alvesson, M. and Sveningsson, S., 2015.Changing organizational culture: Cultural change work in progress. Routledge. Alvesson, M. ed., 2016.Organizational culture. Sage. Asgary, N. and Li, G., 2016. Corporate social responsibility: Its economic impact and link to the bullwhip effect.Journal of Business Ethics,135(4), pp.665-681. Ashkanasy, N.M. and Dorris, A.B., 2017. Organizational culture and climate. Barbera, K.M., 2014.The Oxford handbook of organizational climate and culture. Oxford University Press. Bortolotti, T., Boscari, S. and Danese, P., 2015. Successful lean implementation: Organizational culture and soft lean practices.International Journal of Production Economics,160, pp.182-201. Cornelissen, J. and Cornelissen, J.P., 2017.Corporate communication: A guide to theory and practice. Sage. Dubey, R., Gunasekaran, A., Helo, P., Papadopoulos, T., Childe, S.J. and Sahay, B.S., 2017. Explaining the impact of reconfigurable manufacturing systems on environmental performance: The role of top management and organizational culture.Journal of Cleaner Production,141, pp.56-66. Ehrhart, M.G. and Kuenzi, M., 2017. The Impact of Organizational Climate and Culture on Employee Turnover.The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention, pp.494-512. Fullan, M., 2014.Leading in a culture of change personal action guide and workbook. John Wiley Sons. Glisson, C., 2015. The role of organizational culture and climate in innovation and effectiveness.Human Service Organizations: Management, Leadership Governance,39(4), pp.245-250. Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Hogan, S.J. and Coote, L.V., 2014. Organizational culture, innovation, and performance: A test of Schein's model.Journal of Business Research,67(8), pp.1609-1621. Kangas, M., Kaptein, M., Huhtala, M., Lms, A.M., Pihlajasaari, P. and Feldt, T., 2016. Why Do Managers Leave Their Organization? Investigating the Role of Ethical Organizational Culture in Managerial Turnover.Journal of Business Ethics, pp.1-17. Katzenbach, J., Oelschlegel, C. and Thomas, J., 2016. 10 principles of organizational culture.Strategy+ Business,82(Spring), pp.1-7. Modaff, D.P., Butler, J.A. and DeWine, S.A., 2016.Organizational communication: Foundations, challenges, and misunderstandings. Pearson. Myers, C. and Fellow, K., 2014. Corporate Social Responsibility in the consumer electronics industry: A case study of Apple Inc.Resource document. Georgetown University, Edmund A. Walsh School of Foreign Service. https://? lwp.? georgetown.? edu/? wp-content/? uploads/? Connor-Myers.? pdf. Accessed,10. OReilly III, C.A., Caldwell, D.F., Chatman, J.A. and Doerr, B., 2014. The promise and problems of organizational culture: CEO personality, culture, and firm performance.Group Organization Management,39(6), pp.595-625. Ostroff, C. and Schulte, M., 2014. A configural approach to the study of organizational culture and climate. Shafie, S.B., Siti-Nabiha, A.K. and Tan, C.L., 2014. ORGANIZATIONAL CULTURE, TRANSFORMATIONAL LEADERSHIP AND PRODUCT INNOVATION: A CONCEPTUAL REVIEW.International Journal of Organizational Innovation,7. Uzkurt, C., Kumar, R., Semih Kimzan, H. and Emino?lu, G., 2013. Role of innovation in the relationship between organizational culture and firm performance: A study of the banking sector in Turkey.European Journal of innovation management,16(1), pp.92-117. Wei, Y.S., Samiee, S. and Lee, R.P., 2014. 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List of Ministers and Advisors Essay Example

List of Ministers and Advisors Essay List of Ministers and Advisors | SL| Name| Designation| Joining Date | Distribution of Ministry/Division | Name| From| To| | | 1| Sheikh Hasina  | Prime Minister  | 6-01-2009  | Armed Forces Division   | 6-01-2009  | Till Date  | | Cabinet Division   | 6-01-2009  | Till Date  | | | Ministry of Defence   | 6-01-2009  | Till Date  | | | Ministry of Public Administration   | 28-04-2011  | Till Date  | | | 2| Mr. Abul Maal Abdul Muhith  | Minister  | 6-01-2009  | Ministry of Finance   | 6-01-2009  | Till Date  | | Finance Division   | 6-01-2009  | Till Date  | | | Economic Relations Division   | 6-01-2009  | Till Date  | | | Internal Resources Division   | 6-01-2009  | Till Date  | | | Bank and Financial Division   | 6-01-2009  | Till Date  | | | 3| Begum Matia Chowdhury  | Minister  | 6-01-2009  | Ministry of Agriculture   | 6-01-2009  | Till Date  | | 4| Mr. Abdul Latif Siddique  | Minister  | 6-01-2009  | Ministry of Textiles and Jute   | 6-01-2009  | Till Date  | | 5| Barrister Shafique Ahmed  | Minister  | 6-01-2009  | Ministry of Law, Justice and Parliamentary Affairs   | 6-01-2009  | Till Date  | | Law and Justice Division   | 6-01-2009  | Till Date  | | | Legislative and Parliamentary Affairs Division   | 6-01-2009  | Till Date  | | | Parliament Secretariat   | 6-01-2009  | Till Date  | | | 6| Air Vice Marshal (Rtd. ) A K Khandker  | Minister  | 6-01-2009  | Ministry of Planning   | 6-01-2009  | Till Date  | | Planning Division   | 6-01-2009  | Till Date  | | | Statistics and Informatics Division   | 6-01-2009  | Till Date  | | | Implementation, Monitoring and Evaluation Division   | 6-01-2009  | Till Date  | | | 7| Mr. Rajiuddin Ahmed Raju  | Minister  | 6-01-2009  | Ministry of Labour Employment   | 15-09-2012  | Till Date  | | 8| Advocate Shahara Khatun  | Minister  | 6-01-2009  | Ministry of Posts and Tele-Communications   | 15-09-2012  | Till Date  | | | Syed Ashraful Islam  | Minister  | 6-01-2009  | Ministry of Local Government, Rural Development and Co-operatives   | 6-01-2009  | Till Date  | | Local Government Division   | 6-01-2009  | Till Date  | | | Rural Development and Co-operatives Division   | 6-01-2009  | Till Dateà ‚  | | | 10| Engr. Khandker Mosharraf Hossain  | Minister  | 6-01-2009  | Ministry of Expatriates’ Welfare and Overseas Employment   | 6-01-2009  | Till Date  | | 11| Mr. Suranjit Sen Gupta  | Minister  | 28-11-2011  | Without portfolio. | 17-04-2012  | Till Date  | | 12| Dr. Muhiuddin Khan Alamgir  | Minister  | 15-09-2012  | Ministry of Home Affairs   | 15-09-2012  | Till Date  | 13| Mr. Md. Rezaul Karim Hira  | Minister  | 6-01-2009  | Ministry of Land   | 6-01-2009  | Till Date  | | 14| Mr. Abul Kalam Azad  | Minister  | 6-01-2009  | Ministry of Cultural Affairs   | 6-01-2009  | Till Date  | | 15| Mr. Enamul Hoque Mustafa Shaheed  | Minister  | 6-01-2009  | Ministry of Social Welfare   | 6-01-2009  | Till Date  | | 16| Mr. Dilip Barua  | Minister  | 6-01-2009  | Ministry of Industries   | 6-01-2009  | Till Date  | | 17| Mr. Obaidul Quader  | Minister  | 28-11-2011  | Ministry of Commun ications   | 5-12-2011  | Till Date  | | Roads Division   | 5-12-2011  | Till Date  | | | We will write a custom essay sample on List of Ministers and Advisors specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on List of Ministers and Advisors specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on List of Ministers and Advisors specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Bridges Division   | 5-11-2011  | Till Date  | | | 18| Mr. Ramesh Chandra Sen  | Minister  | 6-01-2009  | Ministry of Water Resources   | 6-01-2009  | Till Date  | | 19| Mr. Ghulam Muhammed Quader  | Minister  | 6-01-2009  | Ministry of Commerce   | 5-12-2011  | Till Date  | | 20| Mr. Hasanul Haq Inu  | Minister  | 15-09-2012  | Ministry of Information   | 15-09-2012  | Till Date  | | 21| Mr. Muhammad Faruk Khan  | Minister  | 6-01-2009  | Ministry of Civil Aviation and Tourism   | 5-12-2011  | Till Date  | | 22| Dr. Md. Abdur Razzaque  | Minister  | 6-01-2009  | Ministry of Food   | 15-09-2012  | Till Date  | 23| Dr. Md. Afsarul Ameen  | Minister  | 6-01-2009  | Ministry of Primary and Mass Education   | 31-07-2009  | Till Date  | | 24| Dr. A. F. M. Ruhal Haque  | Minister  | 6-01-2009  | Ministry of Health and Family Welfare   | 6-01-2009  | Till Date  | | 25| Dr. Dipu Moni  | Minister  | 8-01-2009  | Ministry of Foreign Affairs   | 6-01-2009  | Till Date  | | 26| Mr. Nurul Islam Nahid  | Minister  | 6-01-2009  | Ministry of Education   | 6-01-2009  | Till Date  | | 27| Mr. Abdul Latif Biswas  | Minister  | 6-01-2009  | Ministry of Fisheries and Livestock   | 6-01-2009  | Till Date  | | 28| Mr. Shajahan Khan  | Minister  | 31-07-2009  | Ministry of Shipping   | 31-07-2009  | Till Date  | | 29| Dr. Hasan Mahmud  | Minister  | 28-11-2011  | Ministry of Environment and Forest   | 29-11-2011  | Till Date  | | 30| Mr. Abul Hasan Mahamood Ali  | Minister  | 15-09-2012  | Ministry of Disaster Management and Relief   | 15-09-2012  | Till Date  | | 31| Mr. Mostafa Faruque Mohammed  | Minister  | 15-09-2012  | Ministry of Information Communication Technology   | 15-09-2012  | Till Date  | | 32| Mr. Md. Mazibul Hoque  | Minister  | 15-09-2012  | Ministry of Railways   | 15-09-2012  | Till Date  | | 33| MR. H. T. Imam  | Adviser  | 7-01-2009  | Public Administration Affairs   | 5-06-2011  | Till Date  | | 34| Dr. Mashiur Rahman  | Adviser  | 7-01-2009  | Economic Adviser   | 22-01-2009  | Till Date  | | 35| Professor Dr. Syed Modasser Ali  | Adviser  | 7-01-2009  | Health Family Welfare and Social Welfare Affairs   | 22-01-2009  | Till Date  | | 36| Dr. Alauddin Ahmed  | Adviser  | 7-01-2009  | Education, Social Development and Political Affairs   | 22-01-2009  | Till Date  | | 37| Dr. Tawfiq-E-Elahi Chowdhury, BB  | Adviser  | 14-01-2009  | Adviser to the Honble Prime Minister   | 14-01-2009  | Till Date  | | 8| Dr. Gowher Rizvi  | Adviser  | 9-07-2009  | International Relations Affairs   | 9-07-2009  | Till Date  | | 39| Advocate Mostafizur Rahman  | State Minister  | 6-01-2009  | Ministry of Land   | 31-07-2009  | Till Date  | | 40| Capt. A B Tajul Islam (Rtd. )  | State Minister  | 6-01-2009  | M inistry of Liberation War Affairs   | 6-01-2009  | Till Date  | | 41| Arch. Yeafesh Osman  | State Minister  | 6-01-2009  | Ministry of Science and Technology   | 5-12-2011  | Till Date  | | 42| Begum Monnujan Sufian  | State Minister  | 6-01-2009  | Ministry of Labour ; Employment   | 6-01-2009  | Till Date  | | 43| Mr. Dipankar Talukdar  | State Minister  | 6-01-2009  | Ministry of Chittagong Hill Tracts Affairs   | 6-01-2009  | Till Date  | | 44| Mr. Ahad Ali Sarkar  | State Minister  | 6-01-2009  | Ministry of Youth and Sports   | 6-01-2009  | Till Date  | | 45| Advocate Md. Shahjahan Miah  | State Minister  | 24-01-2009  | Ministry of Religious Affairs   | 24-01-2009  | Till Date  | | 46| Advocate Abdul Mannan Khan  | State Minister  | 24-01-2009  | Ministry of Housing and Public Works   | 24-01-2009  | Till Date  | | 47| Advocate Md. Kamrul Islam  | State Minister  | 24-07-2009  | Ministry of Law, Justice and Parliamentary Affairs   | 24-01-2009  | Till Date  | | Law and Justice Division   | 24-01-2009  | Till Date  | | | Legislative and Parliamentary Affairs Division   | 24-01-2009  | Till Date  | | | Parliament Secretariat   | 24-01-2009  | Till Date  | | | 48| Advocate Shamsul Hoque Tuku  | State Minister  | 24-01-2009  | Ministry of Home Affairs   | 31-07-2009  | Till Date  | | 49| Advocate Jahangir Kabir Nanak  | State Minister  | 24-01-2009  | Ministry of Local Government, Rural Development and Co-operatives   | 24-01-2009  | Till Date  | | Local Government Division   | 24-01-2009  | Till Date  | | | Rural Development and Co-operatives Division   | 24-01-2009  | Till Date  | | | 50| Mr. Md. Motahar Hossain  | State Minister  | 24-01-2009  | Ministry of Primary and Mass Education   | 24-01-2009  | Till Date  | | 51| Mr. Muhammad Enamul Huq  | State Minister  | 31-07-2009  | Ministry of Power, Energy and Mineral Resources   | 31-07-2009  | Till Date  | | Power Division   | 31-07-2009  | Till Date  | | | Energy and Mineral Resources Division   | 31-07-2009  | Till Date  | | | 52| Mr. Mozibur Rahman Fakir  | State Minister  | 31-07-2009  | Ministry of Health and Family Welfare   | 31-07-2009  | Till Date  | | 53| Mr. Promode Mankin  | State Minister  | 31-07-2009  | Ministry of Social Welfare   | 16-09-2012  | Till Date  | 54| Begum Shirin Sharmin Chaudhury  | State Minister  | 31-07-2009  | Ministry of Women and Children Affairs   | 31-07-2009  | Till Date  | | 55| Mr. Md. Mahabubur Rahaman  | State Minister  | 31-07-2009  | Ministry of Water Resources   | 31-07-2009  | Till Date  | | 5 6| Mr. Omor Faruk Chowdhury  | State Minister  | 15-09-2012  | Ministry of Industries   | 15-09-2012  | Till Date  | | 57| Mr. Md. Abdul Hyee  | State Minister  | 15-09-2012  | Ministry of Fisheries and Livestock   | 15-09-2012  | Till Date  | | 58| Maj. Gen. (Retd) Tarique Ahmed Siddique  | Adviser to the Honble Prime Minister  | 8-01-2009  | | | | |

freud essays

freud essays Orientacin educativa y medios de comunicacin Jos Ignacio Aguaded Gmez La orientacin educativa encuentra en los medios de comunicacin, entre otras, dos razones para aliar sus mensajes y sus estrategias de comunicacin con las prcticas orientadoras y tutoriales que se desarrollan en los centros educativos, tanto desde un mbito acadmico, como escolar y profesional. En primer lugar, la segmentacin y, muchas veces, la manipulacin que se hace de la realidad para convencer o confundir a la persona, exige de la orientacin educativa un compromiso para ayudar y preparar a los alumnos para que stos sean capaces de enfrentarse al bombardeo de la informacin y de la publicidad que les llega desde los distintos medios de comunicacin. Y en segundo lugar, las eficaces estrategias y recursos expresivos de los medios y sus propios mensajes son preciados recursos que pueden ponerse al servicio de la actividad orientadora para enriquecerla, hacerla ms atractiva y acercarla a la realidad social y al entorno. Las razones anteriores son ms que suficientes para justificar la necesidad real que existe de intentar generalizar la prctica orientadora, teniendo en cuenta los medios de comunicacin y sus mensajes en los centros educativos. 1. La orientacin educativa y la calidad de la formacin En Espan General del Sistema Educativo (LOGSE) incluye, entre otros factores que favorecen la calidad de la educacin, la accin orientadora y tutorial como elemento que permite la posibilidad de dar adecuadas respuestas a la diversidad y a las necesidades de cada alumno o alumna. Asà ­, en el artà ­culo sesenta, se indica que se prestar especial atencin tanto a lo que se refiere a las distintas opcion...

English Essay Example | Topics and Well Written Essays - 250 words - 45

English - Essay Example The dyadic personality is the main concept that defines the first century personality. A dyadic person functions based on honor and shame, which are both related to what other people are thinking. During the first century, being common and conforming to the norm is the important and proper character. One possible reason why the first century people detest uniqueness is based on the example that every person is a representative of his or her particular group, either family or community, thus needed to be giving the right impression at all times due to the lack of ways of international communication that can introduce people to other parts of the world. This is contrary to the 21st century attitude which promotes individuality and uniqueness. In the modern world, each person’s character is important, one example is that manufacturers of different products want to get to know individuals to produce that they want. There are significant differences between the first century people represented by the dyadic Mediterraneans and the 21st century people represented by the Americans. The primary character is the high value of conformity or being common in the first century person and the high value of individuality and independence in the 21st century person. Authoritarian attitude is also the main leadership trait in first century person world while democracy is more popular for the 21st century person. A first century person perceive attitude as a rule and segregation factor thus he or she would not dare mingle with people of different status. On the other hand, the 21st century person does not believe that status should define a person; people are still people no matter the status. In the first century, honor is defined based on 3 factors that are considered to define the whole social construct during that time namely power, gender status and religion. Honor is a claim or an access so a level of worth in the society. Like wealth it can be achieved

Internet of things for Dubai Electricities and water authority (DEWA) Essay

Internet of things for Dubai Electricities and water authority (DEWA) - Essay Example DEWA is one of the first local authorities in the emirate of Dubai to get completely enabled and has a website reflecting its effort towards effective communication with its clients. In this paper, I am going to look at how robots usage can benefit the organization with the unique ideas and devices that can get used internally and externally. In the artificial power generation field there exist three modes of major power plants that can get used for the purpose of generating massive electric power, which can meet the high electrical demand of the vast Dubai population. They include the thermal power plants, tidal power plants, and the nuclear energy plants. For the all these cases, mobile monitoring by the application of robots can get used, and efficiently perform the expected roles with lots of efficiencies. The concept of mobile surveillance entails the power systems entails the control as well as the maintenance of plant by some automated means, robot, from a very safe distance (Everett, 1995). The robotic usage solve this task through high levels of sensing, processing of signals, control performance, the relay of information accordingly and the optimization theory. The sensing mechanisms by the robots get enhanced by the use of various sensors such as sensing of acoustic, field sensing, and also the infrared sensing among others. This sensing is advantageous since it substitutes human workforce for dangerous and highly specialized operations, including the live maintenance of high-voltage transmission line, by the DEWA, which is a long-standing initiative in the Dubai electric power. In the process of monitoring the internal electric power usage by different households and companies, DEWA is applicable with the use of line scout robot. Line scout robot is a triple axis robotic arm, which has gotten designed in a manner that it can attain the four principal conductors of a transmission line. The

Development of a Perception System for Indoor Environments

Development of a Perception System for Indoor Environments Autonomous navigation is a well-known task in robotic research. It is associated to get the environmental information such as visual images or distance or proximity measurements from external sensors and to detect obstacles and measure the distance to objects close to the robot path[10, 35]. Most robots are equipped to distance sensors like ultrasonic, laser or infrared to be able to move through corridors and to follow walls in indoor environments. A[A1] control algorithm based on odometric sensorial information and distance measurements supplied by sonar sensors was developed to guide a mobile robot moving along a corridor or following a wall in [3]. The[A2] Probabilistic Neural Network (PNN) structure was evaluated for wall following task using ultrasound sensors in [17]. a mobile robot control law for corridor navigation and wall-following, based on sonar and odometric sensorial information is proposed. The control law allows for stable navigation avoiding actuator saturation. The posture information of the robot travelling through the corridor is estimated by using odometric and sonar sensing. The[A3] ultrasonic sensors were also used to measure and obtain the distance and orientation of a robot utilizing a Fuzzy Incremental Controller (FIC) for controlling a wall follower robot [10]. Trajectory tracking task is an especial task of wall following which is no obstacle like walls to detect. So, distance sensors like sonar or infrared could not help the robot to follow the trajectory. Control[A4] algorithms based on vision sensors have also been introduced for indoor navigation. For example, a robot utilized a vanishing point of lines extracted from the corridor structure in order to identify the heading direction. But, a complex mathematical calculation is needed to capture the vanishing point [37]. A[A5] CCD color camera was used to control the position of a robot while it navigated towards a target position [15]. The images of this camera were processed and the visual features of environment were fed through a neural network to enable a mobile robot to identify its own position. The task of orientation recognition was applied in order to follow a path in environment, too. The[A6] 3D trajectory estimation for unknown outdoor environments was investigated in [31]. This estimation was based on vision information captured by a trinocular stereo camera that is mounted on the robot. No prior map was used and the trajectory is found by tracking and detecting relative changes in the position of features extracted from images. Most techniques used complex mathematical equations and models of the operating environment to achieve the ability to move through corridors, to follow walls, to turn corners and to enter open areas of the rooms for an indoor navigation task [7]. Researchers[A7] used vision sensors to detect trajectory and to design their steering control law using the kinematic equations of motion[13, 34]. In these works which were considered in an off-road environment, the robot used both laser range finder and stereo vision. The laser was used to scan the close front ground for analyzing its roughness, and stereo vision apperceived drivable situation of far front ground. The path planning was performed using the data acquired from these sensors. Among three processes applied in outdoor navigation, including perception, planner, and motion control module, these works were focused on the decision of control laws of the robot, i.e. the longitudinal velocity, the lateral velocity, and the angles of sensor pan-tilts. The controller uses the information prepared by the planner. The characteristics of terrain like coefficient of longitudinal rolling resistance and the coefficient of lateral friction are known, and a description of trajectory space is presented according to the robots dynamic analysis. The[A8] Reinforcement Learning (RL) was applied to control a wall follower robot for learning reactive behaviors[30]. The environment is perceived in 3D using a stereo and mono vision. In this work, the images are processed to reduce the amount of relevant information and a small occupancy grid with 9 cells is created to discretize the state space. The controller utilized Q-learning technique and the action space was discrete, too. The most considerable works which have yet been done in outdoor robot navigation have constructed a grid map to determine the traversability of the terrains. The classical methods focus on a binary representation of the terrain from an obstacle occupancy point of view. Another approach is to characterize the presence of an obstacle in a grid cell by giving a continuous value. This value represents the probability distribution for occupancy of the grid cell by an obstacle. The more comprehensive methods evaluate terrain characteristics, too[9, 33]. For example, traversability is defined as a non-binary mathematical function of the slope and roughness of the terrain for each cell [18]. This traversability degree has not been interfered to robot local control directly and it has just been used in the path planner. They use some systems like GPS to find their locations and measure the distance they moved through. Kinect[A9] sensor was used to capture 3D point cloud data of outdoor environment in [28]. This data were fed to a 3D Simultaneous Localization and Mapping (SLAM) algorithm to localize the robot in the environment. This point cloud was projected into a 2D plane to make a 2D SLAM algorithm applicable, too. According to this research, the advantages of Kinect sensor are a considerably lower price, and the inclusion of color into the maps in compared to conventional laser scanners. A[A10] system with two main parts was applied on surveillance mobile robot and enable it to have an autonomous navigation [4]. One part is a reactive navigation system. It used Kinect data to avoid obstacles. In this part, the depth map with one row and 5 columns was created using each depth image and pixel intensity of three cells (left, front and right) are analyzed to compute the absolute minimum and maximum distances between sensor and obstacles. Eight different situations and their relevant action commands are determined. A classifying system trained possible situations of an indoor environment using Kinect data in second part of the system. [A1]a mobile robot control law for corridor navigation and wall-following, based on sonar and odometric sensorial information is proposed. The control law allows for stable navigation avoiding actuator saturation. The posture information of the robot travelling through the corridor is estimated by using odometric and sonar sensing. [A2]In particular we deal with the well-known strategy of navigating by wall-following. In this study, probabilistic neural network (PNN) structure was used for robot navigation tasks. The provided files comprise three different data sets. The first one contains the raw values of the measurements of all 24 ultrasound sensors and the corresponding class label Sensor readings are sampled at a rate of 9 samples per second. [A3]The robot navigation is based on wall following algorithm. The robot is controlled using fuzzy incremental controller (FIC) and embedded in PIC18F4550 microcontroller. FIC guides the robot to move along a wall in a desired direction by maintaining a constant distance to the wall. Two ultrasonic sensors are installed in the left side of the robot to sense the wall distance. The wall following control of the autonomous robot has been presented using ultrasonic sensors. The sensor data are used to measure and obtain the distance and orienta- tion of the robot [A4]Some control algorithms based on artificial vision have been introduced, where the robot is allowed to move by following the wall in the corridor like the one introduced by Durrant-Whyte et al. In other research work, Zhou et al. [20] let the robot in their work to identify the heading direction through a vanishing point of lines extracted from the corridor structure. The lines look like they are scattering from one point in the image of the corridor. This one point is the vanishing point. Although it looks easy to extract the lines, but capturing the vanishing point require a complex mathematical calculation. [A5]The problem of controlling the pose of a mobile robot with respect to a target position by means of visual feedback is investigated mainly. The proposed method enables a mobile robot to identify its own position using visual features of environment. At the same time, the robot performs an orientation recognition using the same recognition method of position identification in order to follow a path in environment We developed a visual perception navigation algorithm where the robot is able to recognize its own position and orientation through robust distinguishing operation using a single vision sensor. [A6]This paper describes ongoing research at the University of British Columbia on the problem of real-time purely vision based 3D trajectory estimation for outdoor and unknown environments. The system includes an inexpensive trinocular stereo camera that can be mounted anywhere on the robot. It employs existing scene information and requires no prior map, nor any modifi cation to be made in the scene. [A7] Autonomous mobile robot achieves outdoor navigation by three processes, including the environment information acquired by the perception module, the control decision made by the planner module, and the motion plan performed by the motion control module[8]. Consequently, for safe and accurate outdoor navigation it is vital to harmonize the three modules performance. In this paper, the emphasis is focused on the decision of control laws of the robot, and objects include the longitudinal velocity, the lateral velocity, and the angles of sensor pan-tilts. In an off-road environment, the robot uses laser range finder (LRF) with one degree of freedom (DOF) pan-tilt (only tilt) to scan bumpy situation of the close front ground, on which the robot is moving, and employs stereo vision with two DOF pan-tilt to perceive drivable situation of far front ground. With the data accessed from laser and vision sensors, the passable path can be planned, and the velocities of left side and right side of the robot can be controlled to track the path, consequently, the robot off-road running is completed In this paper, a description of trajectory space[7] is presented according to the robots dynamic analysis, which is defined as the two-dimensional space of the robots turning angular speed and longitude velocity. [A8]This article describes the development of a wall following behaviour using a methodology for the learning of visual and reactive behaviours with reinforcement learning. With the use of artifi cial vision the environment is perceived in 3D, and it is possible to avoid obstacles that are invisible to other sensors that are more common in mobile robotics. the image is divided into a grid made up of 3 rows and 3 columns (Fig. 2(c)) for codifi cation. Each cell will have either free or ocuppied label, depending on the number of edge pixels it contains. Thus defi ned, the state space is 29, and in order to reduce it, it is supposed that if a cell in one of the columns is occupied, all those cells above it are also occupied. [A9]In this paper we investigate the suitability of the Xbox Kinect optical sensor for navigation and simultaneous localisation and mapping. We present a prototype which uses the Kinect to capture 3D point cloud data of the external environment. The data is used in a 3D SLAM to create 3D models of the environment and localise the robot in the environment. By projecting the 3D point cloud into a 2D plane, we then use the Kinect sensor data for a 2D SLAM algorithm. We compare the performance of Kinectbased 2D and 3D SLAM algorithm with traditional solutions and show that the use of the Kinect sensor is viable. Our research indicates that the Kinect is a viable option for use as a sensor for mobile robotic navigation and SLAM. It ofiâ‚ ¬ers signifi cant advantages over conventional laser scanners, such as 3D model building, pure visual SLAM, a considerably lower price, and the inclusion of colour into the maps. [A10]This paper presents the development of a perception system for indoor environments to allow autonomous navigation for surveillance mobile robots. The system is composed by two parts. The first part is a reactive navigation system in which a mobile robot moves avoiding obstacles in environment, using the distance sensor Kinect. The second part of this system uses a artificial neural network (ANN) to recognize different configurations of the environment, for example, path ahead, left path, right path and intersections. The ANN is trained using data captured by the Kinect sensor in indoor environments. This way, the robot becomes able to perform a topological navigation combining internal reactive behavior to avoid obstacles and the ANN to locate the robot in the environment, in a deliberative behavior