ASSESSING LEADERSHIP STYLE IN MULTICULTURAL TEAM
|
|
- Godfrey Morris
- 6 years ago
- Views:
Transcription
1 ASSESSING LEADERSHIP STYLE IN MULTICULTURAL TEAM B. B. Biradar 1, Dr. Vishnukant. S. Chatpalli 2 1 Research Scholar, Dept of Business Administration, Rani Channamma University, Belagavi (India) 2 Professor, Dept. of Business Administration, Rani Channamma University, Belagavi,(India) ABSTRACT Multiculturalism is an indisputable fact of life in today s world. However, managing multiculturalism is indeed a challenge both at the, governance as well as managerial levels. Organizations are increasingly realizing vast diversity within the global market and devising strategies to make the most out of it. Managing a multicultural team can be a rewarding experience, giving leaders the opportunity to work closely with employees from diverse backgrounds and offering the chance for personal and professional growth. The need for efficient leadership exists since business activities started. Different types of leadership styles can be adopted by managers in successfully leading a multicultural team. The objective of this research study is to know the leadership styles used in managing multicultural teams by using managerial Grid model given by Robert Blake and Mouton. This paper offers some insights on different leadership styles used in managing multicultural teams effectively namely Team Leader, Country Club Leader, and Middle of the road management, Improvised leader and Authoritarian leader. This study is of descriptive research. The sample of 123 respondents working as project managers from various IT companies is considered for the study. A structure questionnaire is used to collect the primary data for the study. The questionnaire attempts to determine the leadership style based on the degree to which they focus on task and people. The findings of the study reveals that majority of project manager in IT companies have Team leader which happens to be most effective leadership style according to the managerial grid model. Next to the Team leader the major chunk of respondents falls in the category of Country Club Leader as well as Middle of the road management. Very least number of respondents has impoverished leadership style. This states that Project Managers working in IT companies have equal concern for People and Task. Keywords: Country Club Leader, Leadership style, Multicultural, Project Managers, Team Leader. I. INTRODUCTION In the challenging and constantly changing competitive environment, companies have to react flexibly to changing conditions. Managers, therefore, need to know how to effectively manage; they must select the appropriate style of leadership, but particularly make sure the enterprise constantly improves its performance. It is appropriate to look for such a management process that allows linking corporate strategy to operational objectives, and the one that will also help to integrate continuous improvement of daily activities into the strategy. 133 P a g e
2 Nowadays the research of leadership and management focuses on managing in the changing environment, where the economical, political and environmental factors are part of the decision-making process. Modern leader has to have the ability to transform and act rapidly, without forgetting the ethical issues in management. Quality of being flexible but still loyal to the organizations values and mission creates a challenge to every leader and a manager. Often today s leader has been contrasted with having entrepreneurial and technological skills without concentrating too much on the details and devoted to the service. (Sadler, 2003, 153; Strömmer, 1999, 99) Several researchers agree that existing definitions of leadership are inconsistent and unclear. Thus, it is very challenging to provide a unified, all-embracing definition for the term, even though it is one of the most examined phenomena in social science (Williams 2008; Prewitt, Weil & McClure 2011). Recently, leadership has been understood as a more social phenomenon involving leaders and followers in a social influence process (Antonakis et al. 2004; Yun et al. 2006). Thus, leadership, as it is understood today, is not only for the leader; instead, it is daily influencing and collaboration in teams. This is known as process theory of leadership (Antonakis et al. 2004). II. CONCEPTUAL FRAME WORK The world has become smaller through intensified globalization. Due to globalization and increasing mobility of people, labour has become more heterogeneous. (Sippola 2007b; Sippola & Smale 2007; Viitala 2007; Mensi- Klarbach 2012.) According to Levi (2007) and Smith et al. (2008), a team is a particular type of a group in which its members work interdependently in order to accomplish a mutual goal. Multicultural teams, in turn, are those whose members have different cultural backgrounds reflecting both the surface-level, such as language, nationality, and gender, and the deep-level, such as values and attitudes, differentiation (Ayoko & Härtel 2006). Different cultural backgrounds have an influence on team members understanding, thinking, interpreting, behaving, communicating, and a way of responding to various situations (Adler & Graham 1989; Leung et al. 2005; Shokef & Erez 2006; Stahl, Mäkelä, Zander & Maznevski 2010). Managing a multicultural team can be a rewarding experience, giving leaders the opportunity to work closely with employees from diverse backgrounds and offering the chance for personal and professional growth. However, operating a team with genuinely different people also comes with a number of challenges that must be overcome to create a productive work environment. The need for efficient leadership exists since business activities started. According Blake and Mouton (Blake R. M., 1964), efficient leadership is defined by a focus on for production and for the people. Using, Blake and Mouton model this paper offers some insights on different leadership style is used in managing multicultural teams effectively. II. THE MANAGERIAL GRID - THE THEORY Managerial Grid introduced by Blake and Mouton (1964) classifies management practices according to the level of managers concern for people and concern for production. Specifically, the Managerial Grid specifies five major different types of leadership styles based on concern for people and concern for production (task). The grid is divided into following five possible major leadership styles: 134 P a g e
3 Impoverished leader (1,1): This type of leader has neither concern for people or production (task) and neither exercise minimum effort nor no effort is put to get the work done from subordinates. Usually this style of leadership is used to preserve their job, seniority, and safeguard them by avoiding themselves from getting into trouble. Authoritarian leader (9,1) : Leaders in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees. Managers using this style find employee needs unimportant; Country Club Leader (1,9): Leaders in this category show high interest in the needs and feelings of employee s affects productivity. With much of the focus on employee comfort, this leader finds it difficult to punish an employee. As a result, the relationship between employee and leader is very casual, like that of friends. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase performance. Middle of the road management (5,5): Leaders using this style try to balance between company goals and workers' needs. This style seems to be a balance of the two competing concerns, and it may at first appear to be an ideal compromise. However, when you compromise, you necessarily give away a bit more of each concern, so that neither production nor people needs are fully met. Team Leader (9,9): According to the Blake & Mouton model, this is the best managerial style and Mc Gregor has also termed this style as the most effective one. The team leader stresses for high production and employees satisfaction equally and believes that those who are satisfied will be committed to high production. High trust levels on the part of both the leader and employees lead to high employee satisfaction and production. III. METHODOLOGY The objective of the study is to know the leadership style used in managing multicultural teams using managerial Grid given by Robert Blake and Mouton. A descriptive study is conducted on employees working as project managers in IT companies of Karnataka. In order to attain the objective the samples are collected by using snowball sampling technique. A sample of 123 respondents from various IT companies is considered for the study. Due to the hectic time of respondents at workplace an online survey is considered as an effective tool to collect the data. The Managerial Grid leadership self assessment questionnaire is used to collect the primary data and books and journals are used as secondary data for the study. The questionnaire attempts to determine the degree to which they prefer to focus on task and people. IV. ANALYSIS The table 1.1 represents the individual scores of 123 respondents on Blake and Mouton Managerial Grid Model. Scores of X represent to People and Y represents to task. 135 P a g e
4 TABLE: 01 Show the individual scores of respondent on Blake and Mouton Managerial Grid Model. for Task (Y) for People (X) for Task (Y) for People (X) for Task (Y) Samples for People (X) Samples Samples P a g e
5 Fig: 01 shown the scores of individual respondent, there to People is plotted on vertical axis in the matrix, while to task is plotted on the horizontal axis in the matrix. The point where these lines intersect speaks about the leadership style that is obtained from each of the individual respondent. Among 123 respondents 08 of the respondents fall in the Middle of the road leadership category i.e., they have moderate concern for the people and task. 98 respondents fall under the Team leader leadership style they are maximum concern towards people and task. 09 respondents use Authoritarian style of leadership and such that they have more concern for task than people. 08 respondents use Country Club Leadership style and are such that they have more concern for people than task. This clearly shows that majority of respondents have team leader leadership style. Fig: 01 show the leadership style used in managing Multicultural teams. 1, 9 From the bellow figure it is evident that 80% of the respondents are using team leadership style in managing multicultural teams, followed by 7% of the respondents are using leadership style which is more concern to task and more concern to people and 6% of the respondents are using middle of the road management style. Fig: 02 Show the leadership style used in managing multicultural teams 137 P a g e
6 V. CONCLUSION With increasing diversity at work place managing multicultural teams is the biggest challenge for today s leaders. A Manager is a better contributor for the long term success of the organization and able to successfully respond to the changing demand of today s competitive global work environment. Based on the Managerial Grid model the project managers working in IT companies have Team Leadership style as a major in terms of managing people as well as achieving organization goals. This study reveals that an individual grid represents the project managers of IT companies are high on task oriented as well as high on people oriented, which motivates their team members to achieve their objectives. REFERENCES [1] Amaram, D. I. (2007). Cultural Diversity: Implications for Workplace Management. Journal of Diversity Management - Fourth Quarter, 2, (4), 1-6. [2] Barrow. J.C. (1977): The Variables of Leadership: A Review and Conceptual Framework Academy of Management Review (April). pp [3] Brett, J., Behfar, K., and Kern, M. C. (2006). Managing multicultural teams. Harvard Business Review, 84(11), [4] Brett, J., Behfar K., & Kern M. (2006) Managing Challenges in Multicultural Teams. National Culture and Groups Research on Managing Groups and Teams, 9: [5] Blake, Robert R. and Jane S. Mouton (1964), The Managerial Grid, Houston: Gulf Publishing Company. [6] Cox, Taylor, Jr.(1991) "The Multicultural Organization." Academy of Management Executive, Vol.5, no. 2. [7] Fiddler. F. E. (1967): A Theory of Leadership Effectiveness. New York: McGraw-Hill. [8] Halverson, B. Claire & S. Aqeel Tirmizi. (2008) Effective Multicultural Teams: Theory and Practice. New York: Springer. [9] Peter. L. Molloy, (1998) A Review of the Managerial Grid Model of Leadership and its Role as a Model of Leadership Culture, March 30. [10] Syed Afroz Ahmed, (2015) Managerial Grid a Magic Wand for Today s Leadership. International Journal of Business and Administration Research Review, Vol. 1, Issue.12, Oct - Dec, Page 264. Thesis: [11] Thani Buti, Thesis Leadership: Managing a multicultural organization, (2013). [12] Maarit Sulla, Thesis Leadership in multicultural Virtual team environment, (2013), Haaga-Helia, University of Applied Sciences. 138 P a g e
MANAGEMENT STYLE AT MARKET ORIENTATION
MANAGEMENT STYLE AT MARKET ORIENTATION Eva Tomášková 1, Alena Kopfová 2 1 Masaryk University, Czech Republic, eva.tomaskova@law.muni.cz 2 Masaryk University, Czech Republic, alena.kopfova@gmail.com Abstract
More informationDescription of Module Subject Name Human Resource Management Paper Name Organizational Behaviour Module Title Leadership-theoretical framework Module
Items Description of Module Subject Name Human Resource Management Paper Name Organizational Behaviour Module Title Leadership-theoretical framework Module Id 24 Pre- Requisites Basic knowledge of leadership
More informationDescription of Module Food Technology Food Business Management
Subject Name Paper Name Paper No. 14 Module Name/Title Module Id Description of Module Food Technology Food Business Management Organizational Leadership FT/FBM/09 Objectives To know about difference between
More informationCHAPTER 13: LEADING COURSE PROGRESS PLANNING AHEAD CHAPTER 13 STUDY QUESTIONS STUDY QUESTION 1: WHAT IS THE NATURE OF LEADERSHIP?
COURSE PROGRESS CHAPTER 13: LEADING BOH4M Unit 3: Leading Ø Unit 1: Management Fundamentals Ø Unit 2: Planning, Controlling, and Strategizing Ø Unit 3: Leading Ø Chapter 13: Leading Ø Chapter 15: Individual
More informationRELATIONSHIP BETWEEN LEADERSHIP STYLE AND CONFLICT RESOLUTION STRATEGY AMONG MANAGERS
I J A B E R, Vol. 14, No. 7, (2016): 5105-5117 RELATIONSHIP BETWEEN LEADERSHIP STYLE AND CONFLICT RESOLUTION STRATEGY AMONG MANAGERS Mridula Mishra *, Kanika Garg ** and Sunil Budhiraja *** Abstract: For
More informationMGT 656. Leadership Theory and Practice STYLE APPROACH
MGT 656 Leadership Theory and Practice STYLE APPROACH Style Approach Style approach emphasizes the behavior of the leader what leaders do and how they act How is it different from trait approach? How is
More informationOrganizational Behavior HRM In Construction
Organizational Behavior HRM In Construction Dr. Nabil I. El Sawalhi Construction Management 1 Types of behavior 1. Consideration 2. Initiating structure Consideration describes behavior that is oriented
More informationChapter 7 Management and leadership
Chapter 7 Management and leadership Leadership and management Definitions of leadership Leadership means giving a lead to others. A leader gives guidance and direction, and other ( followers ) follow the
More informationManagerial style and its managerial implications for organizations in the Slovak republic
Journal of Business Economics and Management ISSN: 1611-1699 (Print) 2029-4433 (Online) Journal homepage: http://www.tandfonline.com/loi/tbem20 Managerial style and its managerial implications for organizations
More informationLesson 2: The Theories of Leadership
A leader takes people where they want to go. A great leader takes people where they don t necessarily want to go, but ought to be. -Rosalynn Carter Lesson 2: The Theories of Leadership What is the evolutionary
More informationLesson 2: The Theories of Leadership
A leader takes people where they want to go. A great leader takes people where they don t necessarily want to go, but ought to be. -Rosalynn Carter Lesson 2: The Theories of Leadership 1. What is the evolutionary
More informationLesson 2: The Theories of Leadership
A leader takes people where they want to go. A great leader takes people where they don t necessarily want to go, but ought to be. -Rosalynn Carter Lesson 2: The Theories of Leadership 1. What is the evolutionary
More informationStructural aspects of organizations. Kalina Grzesiuk
Structural aspects of organizations Kalina Grzesiuk Organizational structure Dividing an organization into functions and then departments Advantages of proper design: Facilitates effective workflow Enhances
More informationLesson-21. Leadership-- Some More Leadership Theories. This lesson is an insight into the following topics related to leadership:
Lesson-21 Leadership-- Some More Leadership Theories Learning Objectives This lesson is an insight into the following topics related to leadership: Some more leadership theories Leadership styles Leadership
More informationPublishing as Prentice Hall
17-1 eleventh edition Define leader and leadership Compare and contrast early theories of leadership Describe the three major contingency theories of leadership Describe contemporary views of leadership
More informationCHAPTER 17 LEADERSHIP. Leadership is a process of influencing a group to achieve goals
CHAPTER 17 LEADERSHIP Leadership is a process of influencing a group to achieve goals Early Leadership Theories Trait Theories (1920s -1930s) Research focused on identifying personal characteristics that
More informationThe function of management
The function of management Managing In The New Era The Internet changes the way management must think and act chief Web officer will be one of the most important jobs will oversee information systems and
More informationMANAGEMENT FUNDAMENTALS. Lesson 4
MANAGEMENT FUNDAMENTALS Lesson 4 Leadership The Nature of Leadership Leading is a process of directing and influencing the task oriented activities of group members or the entire organisation Leadership
More informationManagement. Part IV: Leading Ch. 13. Leadership
Management Part IV: Leading Ch. 13. Leadership Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV: Leading
More informationPrinciples of Management
Warsaw University of Life Sciences - SGGW Dr Mariusz Maciejczak Principles of Management www.maciejczak.pl Basic reading The presentation has been prepared based on the book 1 Leaders and Power Leadership
More informationPart 4: Leading. Chapter 11. Leadership and Trust. PowerPoint Presentation by Mohammed Ramadan Copyright 2018 Prentice Hall, Inc. All rights reserved.
Part 4: Leading Chapter 11 Leadership and Trust PowerPoint Presentation by Mohammed Ramadan Copyright 2018 Prentice Hall, Inc. All rights reserved. L E A R N I N G O U T C O M E S After reading this chapter,
More informationChapter 1. Leadership CHAPTER OUTLINE
Leadership CHAPTER OUTLINE Chapter 1 I. THE NATURE OF LEADERSHIP A. Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities
More informationMotivational Needs Assessment
Self Assessments for Book So You Think You Can LEAD? Instructions: Motivational Needs Assessment Based on David McClelland s Theory of Learned Motives Place an X in the box in front of the statement in
More informationUnit 7: LeaderShip (ability to influence people)
Unit 7: LeaderShip (ability to influence people) Someone has to direct, lead, supervise and motivate employees, determine course of action, giving orders and instruction. Leaders are the people who: Lead
More information6/19/2013. Introduction. Leadership contd.. Leadership. Kinds of leadership
Principles of Management -Leadership- Introduction People in organization rarely, if ever, work entirely alone. Formal and informal groups exists in organizations. Groups exerts a very strong influence
More informationManagement, Leadership, and Internal Organization
Management, Leadership, and Internal Organization 1 Define management and the skills necessary for managerial success. 5 Contrast the types of business decisions and list the steps in the decision-making
More informationLeadership Style. Source: Blake and McCanse (1991), adapted from Blake and Mouton (1985)
Leadership Style Leadership Style emphasises the behaviour of the leader rather than his/her personality characteristics. It focuses exclusively on what leaders do and how they act. It includes the actions
More informationConcepts of Leadership
Concepts of Leadership Good leaders are made not born. If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education,
More informationPower, Influence, and Leadership. 2. Introduction. 2.1 Overview. Notes: Copyright 2016 Educational Design Technology (EDT) background music
Power, Influence, and Leadership 2. Introduction 2.1 Overview background music 2.2 Learning Objectives No audio 1. Scene 1 1.1 Aspects of Leadership no audio 1.2 Power & Influence Power is an integral
More informationChapter 10: Servant Leadership
Chapter 10: Servant Leadership Description Servant leadership is an approach focusing on leadership from the point of view of the leader and his or her behaviors Servant leadership emphasizes that leaders
More informationATTACHMENT #1 Value-of-Work Activity
ATTACHMENT #1 Value-of-Work Activity Goals: 1. To assess personal work values 2. To gain insight into personal levels of satisfaction Process 1. Explain that a value is anything to which a person ascribes
More informationHorizons Management. A Guide to Leadership
Horizons Management A Guide to Leadership 0 Introduction Hello and welcome to our management handbook. We have been helping people just like you learn how to hone their management skills since 2013. We
More informationLeadership In Organizations: National Implications
VOLUME 7, NUMBER 1, 2004 Leadership In Organizations: National Implications Alicia Kritsonis MBA Graduate Student California State University, Dominquez Hills ABSTRACT The purpose of this article is to
More informationTHE WORLD OF ORGANIZATION
22 THE WORLD OF ORGANIZATION In today s world an individual alone can not achieve all the desired goals because any activity requires contributions from many persons. Therefore, people often get together
More informationChapter 7. Management, Leadership, and the Internal Organization
Chapter 7 Management, Leadership, and the Internal Organization Learning Objectives 1 Define management and the three types of skills necessary for managerial success. 5 Contrast the types of business
More informationMANAGEMENT VALUES AND EDUCATIONAL PRODUCTIVITY OF SCHOOL ADMINISTRATORS
MANAGEMENT VALUES AND EDUCATIONAL PRODUCTIVITY OF SCHOOL ADMINISTRATORS Antonio A. Remojo, and Gary C. Garcia Journal of Educational and Human Resource Development Abstract The extent of commitment of
More informationQ1 HSE Campaign FY 2014
By: HSE Dept ALAM MARITIM GROUP Q1 HSE Campaign FY 2014 Introduction. Who comes to your mind when you think of Leader? In Football Team In Battlefield In Your Department Introduction. How do you define
More informationApproach Based on Motivation Theories. Hamid Taboli
Approach Based on Motivation Theories Hamid Taboli Department of Management studies, Payam-E Noor University, I.R.Iran. & Payam-E Noor University Kerman. htaboli@yahoo.com Abstract: Motivation theories
More informationThe Bass Handbook of Leadership
The Bass Handbook of Leadership THEORY, RESEARCH, AND MANAGERIAL APPLICATIONS Fourth Edition Bernard M. Bass with Ruth Bass HOCHSCHULE LIECHTENSTEIN Bibllothek FREE PRESS New York London Toronto Sydney
More informationA Study on Organizational Climate in an Information Technology Industry
A Study on Organizational Climate in an Information Technology Industry Sharmila 1 and A.Gokulakrishnan 2 1 Assistant Professor, Department of HRM, Bhaktavatsalam Memorial College for Women, Chennai -
More informationConflict. Dr. Robert Hurley. Page 1
Conflict Dr. Robert Hurley Page 1 Definition of Conflict When incompatible activities exist. When another individual or group interferes (actively or passively) in meeting your goals or objectives. Page
More informationWorkshop Title Workshop Focus Program Category and Audience Modules
Category and Modules Building Leadership Leadership Academy Capability 1. Exemplary Practices of Leadership 2. Leadership and DiSC Workplace 3. Anatomy of a Dialog Changing the Conversation Half Day modules
More informationHandbook for Effective Leadership
Maslow Management s Handbook for Effective Leadership Audrey Dickenson, Larlee Jensen, Abby Miller, Claire Ormsby, Carolyn 0 Swenson The north coast of California is home to the world s tallest trees.
More informationCHAPTER 6: THE MANAGERIAL GRID
CHAPTER 6: THE MANAGERIAL GRID 1 LEARNING OBJECTIVES By the end of this chapter, managers will be able to 1. List the five components of the managerial grid. 2. Define the five components of the managerial
More informationChapter 3. Motivation, Leadership and Entrepreneurship
Chapter 3 Motivation, Leadership and Entrepreneurship 3.1 Motivation Introduction Process of influencing or stimulating a person to take action by creating a work atmosphere wherein the goals of the organization
More informationIntroduction to Management Control Systems
Introduction to Management Control Systems Lecture 01 By: Kanchan Damithendra Before We Start Lets get to know each other! Ground Rules Respect yourself & others Mind your devices Knowledge sharing Don
More informationISSN: (Online) Volume 4, Issue 2, February 2016 International Journal of Advance Research in Computer Science and Management Studies
ISSN: 2321-7782 (Online) Volume 4, Issue 2, February 2016 International Journal of Advance Research in Computer Science and Management Studies Research Article / Survey Paper / Case Study Available online
More informationAudience: Six to eight New employees of YouthCARE, young staff members new to full time youth work.
YouthCARE Youth Workers and Audience: Six to eight New employees of YouthCARE, young staff members new to full time youth work. Goal: To prepare new youth workers to critically think about and demonstrate
More informationLeadership CHAPTER SIXTEEN INTRODUCTION DETAILED LECTURE OUTLINE
CHAPTER SIXTEEN Leadership INTRODUCTION I must follow the people. Am I not their leader? Benjamin Disraeli. The current chapter discusses leadership, a topic as complex as this quotation indicates. Indeed,
More informationCOMMON REFERENCE MATERIAL PRINCIPLES AND PRACTICES OF MANAGEMENT SUBJECT CODE: MBA101 SEMESTER: MBA 1 ST
COMMON REFERENCE MATERIAL OF PRINCIPLES AND PRACTICES OF MANAGEMENT SUBJECT CODE: MBA101 SEMESTER: MBA 1 ST 1. Define Manager? A manager is someone who coordinates and oversees the work of other people
More informationS E L E C T D E V E L O P L E A D H O G A N L E A D V A L U E S CORE VALUES AND MOTIVATORS FOR LEADERSHIP ROLES. Report for: John Doe ID: HA154779
S E L E C T D E V E L O P L E A D H O G A N L E A D V A L U E S CORE VALUES AND MOTIVATORS FOR LEADERSHIP ROLES Report for: John Doe ID: HA154779 Date: November, 09 2 0 0 9 H o g a n A s s e s s m e n
More informationMBH1683 Leading Organisational Change
MBH1683 Leading Organisational Change Prepared by Dr Khairul Anuar L6 The Leadership of Change www.mba638.wordpress.com 1 Learning Objectives Discuss whether there is one best way of leading or whether
More informationTHE IMPACT OF ORGANIZATION'S PERSONALITY ON MANAGERIAL BEHAVIOR
THE IMPACT OF ORGANIZATION'S PERSONALITY ON MANAGERIAL BEHAVIOR Bucurean Mirela University of Oradea, Faculty of Economics Costin Mădălina-Adriana University of Oradea, Faculty of Economics Organizational
More informationManagement, Motivation, and Leadership: Bringing Business to Life
14 14-1 14-2 14-3 14-4 14-5 14-6 Management, Motivation, and Leadership: Bringing Business to Life Discuss the role of management and its importance to organizational success Explain key theories and current
More informationDynamic & Collaborative. Teams
Dynamic & Collaborative Teams Unit Type: Mandatory Level: 4 Credits: 15 GLH: 75 Assessment Method: Assignment The business environment is becoming ever more global and as a consequence, the workplace is
More informationLeadership in the 21 st century: challenges in the public versus the private system
Available online at www.sciencedirect.com Procedia - Social and Behavioral Sciences 62 ( 2012 ) 1028 1032 WCBEM 2012 Leadership in the 21 st century: challenges in the public versus the private system
More information9th IIRA European Congress 2010 in Copenhagen
9th IIRA European Congress 2010 in Copenhagen Special symposium on HRM in globally distributed organizations Building new skills & practices for virtual collaboration Convenor Director, Professor Satu
More informationDescribe contemporary planning techniques (project management and scenario planning).
1. What is management? Describe contemporary planning techniques (project management and scenario planning). What perspectives on organizations do exist? Define the organizational configuration elements
More informationOrientation & Training Division
Orientation & Training Division ADMINISTRATION Module: 1 Topic: Concepts Of Leadership The meaning of a message is the change which it produces in the image. - Kenneth Boulding in The Image: Knowledge
More informationIntroducing Management
Introducing Management Definitions Management roles Management & leadership Core qualities of managers Levels of management Competency-driven management Challenges of managing diverse workforces in diverse
More informationHistoric Trends of the 20th and 21st Centuries
of the 20th and 21st Centuries Divine Right James I Much had been said but not much had been written about the Divine Right theory until King James I came into power. The Divine Right theory was a birthright
More informationBUSINESS MANAGEMENT MAY 2011 SOLUTION
SOLUTION 1 a. Management can be defined as the process of planning, organizing, directing, and controlling the activities of an organization in order to achieve pre-determined organizational objectives.
More informationMOTIVATION OF EMPLOYEES FOR SUSTAINABLE ORGANIZATIONAL GROWTH. Miss Inana O.T.
MOTIVATION OF EMPLOYEES FOR SUSTAINABLE ORGANIZATIONAL GROWTH Abstract Miss Inana O.T. The efficiency of organization is determined by how well its goal is achieved. It has been observed that motivation
More informationcreating a culture of employee engagement
creating a culture of employee engagement creating a culture of employee engagement 2 Introduction Do your employees report a strong sense of purpose at your company? Do they trust senior management and
More informationThe nature of Leadership Leading Leadership and vision vision: Visionary leader Power and influence power Sources of position power Reward power
Chapter 12 Leadership is hard, and most managers find it especially difficult when going to a new organisation, as there current leadership doesn't work. The nature of Leadership Leading is the process
More informationThe New Leader. 3 Days. Introduction
The New Leader 3 Days Introduction We have a wealth of experience at handling day to day management issues and are now ready for a bigger challenge. Are there extra skills they need to acquire to prepare
More informationJustice Administration Police, Courts, and Corrections Management
Justice Administration Police, Courts, and Corrections Management EIGHTH EDITION CHAPTER 2 Organization and Administration: Principles and Practices Defining Organizations Like supervision and management,
More informationGretchen Blake - LEAD 570 1
Gretchen Blake - LEAD 570 1 Analyzing Opportunities for Organizational Development Executive Summary Gretchen L. Blake LEAD 570 Leadership for the Future Dr. William McConkey Spring 2013 Gretchen Blake
More informationWhat is a Responsibility-Based Workplace Model?
White Paper: What is a Responsibility-Based Workplace Model? Publication Date: 1 March 2006 Written by: Judy Ryan, Owner Expanding Human Potential Contact Judy Ryan at 314.878.9100 What is a Responsibility-Based
More informationAsian Research Consortium
Asian Research Consortium International Journal of Research in Organizational Behavior and Human Resource Management, Vol. 1, No. 3, 2013, pp. 107-115. ISSN 2320-8724 International Journal of Research
More informationJob design and role development
23 Job design and role development JOBS AND ROLES A job consists of a related set of tasks that are carried out by a person to fulfil a purpose. It can be regarded as a unit in an organization structure
More informationOrganisational Behaviour Notes
Organisational Behaviour Notes Week 1 Introduction to Organisational Behaviour 1.1 What is organizational behavior? 1. OB studies the impact of individuals, groups and structures on behavior within organisations.
More informationOrganizational Culture of Vocational and Technical Educational Institution: Concept, Content, Functions and Features
Tetyana P. POLISHCHUK State Educational Establishment Berdichev Higher Vocational College, Great Nyzhirtsi Village, Berdichev district, Zhitomir region, Ukraine Organizational Culture of Vocational and
More informationToday s Alternate Agenda. Welcome Groups & Teams Approaches to People A Healthy Organizational Climate (Optional singing of Kum By Ya)
Today s Alternate Agenda Welcome Groups & Teams Approaches to People A Healthy Organizational Climate (Optional singing of Kum By Ya) Themes Mission and leadership are critical The way you treat other
More informationNathan Hickey. Rest Assured Financial Advisers, New Zealand. Adrian France. Waikato Institute of Technology (Wintec), New Zealand.
Journal of Modern Accounting and Auditing, July 2017, Vol. 13, No. 7, 287-293 doi: 10.17265/1548-6583/2017.07.001 D DAVID PUBLISHING Correlation of Leadership Style and Culture Type for Public Accounting
More informationDEPARTMENT OF MECHANICAL ENGINEERING FOURTH SEMESTER MG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK UNIT I - INTRODUCTION TO MANAGEMENT AND
DEPARTMENT OF MECHANICAL ENGINEERING FOURTH SEMESTER MG6851 PRINCIPLES OF MANAGEMENT QUESTION BANK UNIT I - INTRODUCTION TO MANAGEMENT AND ORGANIZATIONS (2 MARKS) 1. What is Management? (M-12) Management
More informationRealize. The Theories Behind Management
Realize The Theories Behind Management 2 Table of Contents Introduction... 5 Ch. 1: Employee-Centered Management... 6 Ch. 2: Managerial Grid... 10 Ch. 3: Motivation... 16 Ch. 4: The Contingency Model...
More informationA Study of Organizational Citizenship Behaviour among the employees in the select banks in North India
A Study of Organizational Citizenship Behaviour among the employees in the select banks in North India Dr. Aman Khera Assistant Professor University Institute of Applied Management Sciences (UIAMS) Panjab
More informationKNOWLEDGE ACQUISITION (KA)
COMPANY A B C D E Average ABSORTIVE CAPACITY (Section A) KNOWLEDGE ACQUISITION (KA) Organization values employees opinions and Attitudes 1 We survey employees regularly to assess their attitudes toward
More information02/08/2015. Course Title: Organization & Management. Eliane BACHA. Course description
Course Title: Organization & Management Eliane BACHA 1 Course description This course focuses on some principles and practices used in management and organization. The aim of the course is to equip students
More information5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership
5. Leading 5.1 Leadership Versus Management 5.2 Transactional Leadership 5.3 Transformational Leadership 5.4 Situational Leadership 5.5 Personality Types 5.6 Power in Organizations 5.7 Leadership in Teams
More informationManagement Principles
Management Principles WEEK 7 Leadership Part IV: Leading L E A R N I N G O U T C O M E S Chapter 16: Leadership 1. Define leader and explain the difference between managers and leaders. 2. Summarize the
More informationChapter 11. management skills. Section 11.1 Management Structures. Section 11.2 Management Functions
Chapter 11 management skills Section 11.1 Management Structures Section 11.1 Management Structures CONNECT When do you have to manage your time or resources? Section 11.1 Management Structures Explain
More informationChapter 5 - Situational Approach. Leadership. Chapter 5 - Situational Approach. Northouse, 4 th edition
Leadership Chapter 5 - Situational Approach Northouse, 4 th edition Overview Situational Approach Perspective Leadership Styles Developmental Levels How Does the Situational Approach Work? Situational
More informationTHE EFFECTS OF MANGERIAL STYLES, SELF-MOTIVATION, AND COMPENSATION ON EMPLOYEE MOTIVATION. Prepared for
THE EFFECTS OF MANGERIAL STYLES, SELF-MOTIVATION, AND COMPENSATION ON EMPLOYEE MOTIVATION Prepared for Professor Mary Groves University of Nevada, Reno Prepared by Timothy Gilbertson Xiaoteng Ma Meg Pearson
More information9-1. Managing Leadership. Essentials of Contemporary Management, 3Ce. Copyright 2010 The McGraw-Hill Companies, Inc. All rights reserved
9 9-1 Managing Leadership Learning Objectives 9-2 1. Describe what leadership is and on what bases of power leaders influence others. 2. Describe the early trait and behavioural theories of leadership
More informationInterview with Denis Lazat, Executive Ltd. published in Personnel China
Interview with Denis Lazat, Executive Coach @Progress-U Ltd. published in Personnel China 1 Paris Chamber of Commerce (CCIP) has launched EuroAsiaManagement.com, a website dedicated to HR-related issues
More informationChapter 12 Be a Leader
Chapter 12 Be a Leader Section One True/False Questions 1. The primary concern for the people-centered manager is that employees know what is expected of them and have the tools needed to do their job.
More informationTOTAL PERFORMANCE SCORECARD
Anca ȘERBAN Oana DUMITRAȘCU Department of Management, Marketing and Business Administration Faculty of Economics, "Lucian Blaga" University Sibiu, Romania TOTAL PERFORMANCE SCORECARD Keywords Balanced
More informationLEADERSHIP STYLES IN SMALL ENTERPRISES OF A TRANSITION COUNTRY: AN EMPIRICAL RESEARCH IN BOSNIA AND HERZEGOVINA
LEADERSHIP STYLES IN SMALL ENTERPRISES OF A TRANSITION COUNT...Page 1 of 11 LEADERSHIP STYLES IN SMALL ENTERPRISES OF A TRANSITION COUNTRY: AN EMPIRICAL RESEARCH IN BOSNIA AND HERZEGOVINA MARIO BUBLE,
More informationMEASURING EMPLOYEE JOB SATISFACTION IN REAL ESTATE BUSINESS: A STUDY ON SOME SELECTED COMPANIES IN BANGLADESH
MEASURING EMPLOYEE JOB SATISFACTION IN REAL ESTATE BUSINESS: A STUDY ON SOME SELECTED COMPANIES IN BANGLADESH Mohammad Jonaed Kabir Assistant Professor, Department of Business Administration, International
More informationJEFFERSON COLLEGE COURSE SYLLABUS BUS120 PRINCIPLES OF MANAGEMENT. 3 Credit Hours. Prepared by: Don Boyer June, 2014
JEFFERSON COLLEGE COURSE SYLLABUS BUS120 PRINCIPLES OF MANAGEMENT 3 Credit Hours Prepared by: Don Boyer June, 2014 Ms. Linda Abernathy, Math, Science and Business Division Chair Ms. Shirley Davenport,
More informationRelationship Between Employee Motivation And Performance Of The Employees Working In Retail Sector In Jaipur Dr. Neha Sharma, Ms.
Relationship Between Employee Motivation And Performance Of The Employees Working In Retail Sector In Jaipur Dr. Neha Sharma, Ms. Avni Sharma Dr. Neha Sharma, Assistant Professor, Department of Commerce,
More informationChapters 14 and 15. Business Management. Date
Chapters 14 and 15 Business Management Date Motivation Understand what motivation is! Intrinsic and extrinsic needs! Theories: Taylor, Maslow, McGregor and Herzberg! Different forms of motivation 01 What
More informationUnderstanding the Management Process
Chapter 6 Understanding the Management Process 1 Define what management is. 2 Describe the four basic management functions: planning, organizing, leading and motivating, and controlling. 3 Distinguish
More informationUnderstanding Behavior, Human Relations, and Performance
1-1 1-2 Chapter 1 Understanding Behavior, Human Relations, and Performance McGraw-Hill/Irwin 2008 The McGraw-Hill Companies, Inc. All rights reserved 1-3 Human relations means interactions with people
More informationDavid Schleindl.
David Schleindl david@imhome.co What is project management? Managing a project typically includes: - Identifying requirements - Addressing the various needs, concerns, and expectations of stakeholders
More informationR. Swathi Ram 2 Research Scholar, Department of Business Administration, PSGR Krishnammal College for Women s Coimbatore, Tamil Nadu India
ISSN: 2321-7782 (Online) Impact Factor: 6.047 Volume 4, Issue 9, September 2016 International Journal of Advance Research in Computer Science and Management Studies Research Article / Survey Paper / Case
More informationEMPLOYEE SATISFACTION SURVEY VOICE OF EMPLOYEE - ANALYSIS & RESULTS. SpiceJet Employee Satisfaction Survey
EMPLOYEE SATISFACTION SURVEY VOICE OF EMPLOYEE - ANALYSIS & RESULTS SpiceJet Employee Satisfaction Survey Executive Summary 1 The main objective of conducting Employee Satisfaction Survey was to set a
More informationAbstract. Keywords. 1. Introduction. Yashu Wu
Open Journal of Business and Management, 2018, 6, 478-487 http://www.scirp.org/journal/ojbm ISSN Online: 2329-3292 ISSN Print: 2329-3284 The Influence of Paternalistic Leadership on the Creative Behavior
More information