...N 1;1 ~OF CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, USAF AFIT/GSM/LSY/88S-28 TC nc21A9 88 DEPARTMENT OF THE AIR FORCE AIR UNIVERSITY AIR FORCE INSTITUTE OF TECHNOLOGY Wright-Patterson Air Force Base, Ohio - .m.l i -. . . . 88 12 21 026 AFIT/GSMILSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Stephen P. Wardlaw, Captain, UJSAF AFIT/GSMILSY/88S-28 Approved for public release; distribution unlimited . -! -- U II - U PU E I ~ E 1 I 1 - m . . The contents of the document are technically accurate, and no sensitive items, detrimental ideas, or deleterious information is contained therein. Furthermore, the views expressed in the document are those of the author and do not necessarily reflect the views of the School of Systems and Logistics, the Air University, the United States Air Force, or the Department of Defense. Aceession For NTIS GRA&I LTIC TAB Unannounced JustificationBy l ,i Distribution/_ AvailtbilitY Codes A-7 U ,' o Dist 1pecial L .... AFIT/GSM/LSY/88S-28 CONFLICT HANDLING STYLES AND PROJECT MANAGER EFFECTIVENESS THESIS Presented to the Faculty of the School of Systems and Logistics of the Air Force Institute of Technology Air University In Partial Fulfillment of the Requirements for the Degree of Master of Science in Systems Management ...
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...PERSONALITY FACTORS AND DECISION-MAKING STYLES OF HAKIM SABZEVARI UNIVERSITY MANAGERS FATEMEH BAHRAMI*, MOHAMMAD AMIRI*, ESLAM PARANDVAR* *Hakim Sabzevari University, Assistant Professor at Department of Educational Psychology, Sabzevar, Iran. **Hakim Sabzevari University, Department of Educational Psychology, Sabzevar, Iran. ***Hakim Sabzevari University, Department of Educational Psychology, Sabzevar, Iran. Pinnacle Research Journals http://www.prj.co.in 46 ABSTRACT The present study was conducted in order to examine the relationship between the personality traits and the decision making styles of the managers of Hakim Sabzevari University. The statistical population includes all the managers of Hakim Sabzevari University who are in-charge of different positions. The number of managers is seventy people, 60 subjects based on Morgan Table were selected using simple random sampling method. The instruments used in the present study are Scott and Bruce General Decision Making Styles Questionnaire (1995) and NEO personality traits questionnaire. In order to analyze the data, description and inferential statistics including Pearson, step by step regression, t test, unidirectional ANOVA and Tokay follow-up test were used. The results indicated that: the marital and single status did not affect the decision making styles of the manager and education and experience only affected the avoidance decision making styles. The extroversion and consciousness personality...
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...Vol. 5, No. 2 Asian Social Science Leadership Style and Perception of Effectiveness: Enlightening Malaysian Managers Sharmila Jayasingam (Corresponding author) Faculty of Business and Accounting Universiti Malaya 50603, Kuala Lumpur, Malaysia Tel: 03-7967-3833 E-mail: sharmila@um.edu.my Moey Yoke Cheng KDU College Sdn. Bhd 32, Jalan Anson 10400 Penang E-mail: ycmoey12@yahoo.com Abstract In the past, the leadership style of Malaysian managers has been different from our Western counterparts due to strong cultural differences. However, with the advent of knowledge economy and the transformation of workforce, leadership style of Malaysian managers is said to be altered. This research explored the current state of leadership style among Malaysian managers and its effect on the perception of effectiveness. A survey method was employed and the data was drawn from subordinates who were working in private and public sectors in the Klang Valley area. When compared to past literature, the results imply that a shift has taken place primarily with regards to autocratic leadership. Respondents attributed leadership effectiveness to the use of participative and nurturant-task leader behavior. Gender differences were not significantly evident. Keywords: Malaysian managers, Leadership, Gender 1. Introduction Reading most Management textbooks would readily reveal that leadership is one of the four management function that needs to be assumed by any manager. Although numerous studies of effective...
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...I am the current general manager and Chief Executive Officer of A+ Urgent Care Clinic of Honolulu specializing in providing a variety of health care services to the residents and guests of Oahu, Hawaii. Our team of board certified physicians and medical professionals are available to serve all your health care needs and provide an alternative to the lengthy hospital and urgent care visits. We operate a state of the art facility providing quality health care for all ages with a comprehensive diagnostic testing laboratory located on site. We officially opened our doors in 2002 with a staff of 12 and have now grown to 52 employees operating 5 comprehensive departments including Administration, Finance, Marketing, Ancillary, and a Training department. As the general manager I am responsible for ensuring that our 5 departments are fully staffed and fulfilling all requirements in order for our facility to meet our mission of providing the best quality health care that our patients deserve. In order to achieve this goal I employ many different management styles and provide the accountability needed to manage this organization. In order to be an effective manager I first have to understand the function and duty of each of my departments. The administration department at A+ Urgent Care Clinic manages all medical records for all patients. This department is essential to providing quality health care as every office visit must be well documented and filed correctly with the patient’s...
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...Leadership and Motivation I work for a company called Roche Constructors Inc. It is a General contracting firm that is based in Greeley, CO. Founded in 1971 by Patrick T. Roche, the company has grown to add regional offices in Las Vegas, Nevada (established in 1986) and Westminster, Colorado (established in 2001). My current title is a Project Engineer. I have held that position for approximately 1yr. During that time I have built a 280,000 square ft. grocery store and worked on business development and customer follow up in the Dallas and Houston markets. Roche is consistently ranked in the top 25 of retail General Contractors in the US and has begun branching out into other sectors of construction including education, public works and industrial projects. The main markets for this organization include Colorado, Las Vegas area and recently Texas with large grocery store chains. The company focuses most of its efforts on retail education; industrial, manufacturing, and warehousing. I started with the company 1 year ago with the title of Project Engineer which can also stand for Assistant Superintendent. The first project I worked on was the construction of a Tom Thumb grocery store in Flower Mound, TX which had its grand opening on October 31 2012. Since then I have had the chance to help with project development and to oversee small projects in the Dallas and Houston markets. In commercial construction there is a different organizational structure than most other...
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...leadership styles in different cultures Gholamreza Taleghani1* , Davood Salmani2 , Ali Taatian3 1. Faculty of managemenet, Uniersity of Tehran 2. Faculty of managemenet, Uniersity of Tehran 3. Master of Arts Abstract: Leadership is in fact a process of influencing followers. Characteristics of leadership are functions of time and situation and differ in different cultures and countries. Managers of international organizations should obtain enough knowledge of these cultural characteristics and differences and should have the utmost versatility while executing their leadership tasks. In this paper we have conducted a survey of the relation between cultures and styles of leadership in different countries. At first characteristics of leadership are discussed in work oriented leadership paradigm and management regimes, in a number of different regions, including China, Japan, U.S.A, Europe, and Arab countries. We also discuss about cross-cultural leadership concept and its challenges. At the end, a comparative analysis is made over the various leadership styles. Keywords: Leadership styles, cultural differences, conceptual leadership model, cross-cultural leadership * . Corresponding Author , Tel: 09121090719 Email: Ghreza@ut.ac.ir 92 Iranian Journal of Management Studies Introduction: Leadership is defined as the process of having dominance on group activities in order to realize the objectives. To execute the leadership task, managers try to...
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...Activity 19 Leading the team Purpose To encourage participants to recognise some of the key elements of effective teams by observing or taking part in teamwork, and to give them an opportunity to practise observation and feedback skills. 19 First-time Leadership © Fenman Limited 2000 Activity 19 Leading the team Introduction There are two threads running through any aspect of teamwork. One is the task the team has to achieve, and the other is the process by which they achieve it. Being aware of both can be a challenge to those new to the leadership role. This activity makes use of a series of role-plays to explore the elements of tasks and process, allowing participants to clarify their understanding of what goes on in teams. Purpose To encourage participants to recognise some of the key elements of effective teams by observing or taking part in teamwork, and to give them an opportunity to practise observation and feedback skills. This activity, together with Activity 20, forms a comprehensive introduction to team formation and the leadership of teams. It can also be used to help participants improve their meeting skills and to provide development of observation and feedback skills. You start with a brief introduction session and then talk about the two threads in teamwork – task and process – and the responsibility of the team leader to be aware of both. You then set up a role-play in which (if the group is large enough) each character has a shadow whose role...
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...law firm. This gave the employees a sense of ownership to there organization knowing that their opinions were valued. With day-to-day operations starting to become tougher to oversee the entire law firm team decided to create a new position and call it General Manager of Operations. This job title included responsibilities such as improving customer relations, expanding customer base, enhancing relations with local communities, managing the annual budget and incentive programs, maintaining or exceeding current profit margin while growing sales by ten percent and supervising day-to-day office personnel and operations. A hiring committee was form and within two months Mr. Brad Howser filled the position. Brad Howser was a longtime administrator from the insurance industry whose hopes were to bring structure and organization to The Law Offices of Jeter, Jackson, Guidry and Boyer. Brad Howser first six months were spent observing, meeting staff, and reviewing the law firms history. The months to follow Brad sent an entirely different message with a authoritative autocratic style. His first move Brad made was internal. With a flex schedule already in place Brad was now requiring all personal to report to work from 9:00 to 5:00 each day. This causes a great problem with Silvia, an administrative assistant who’s been with the firm for several years. Silvia relied on the flex schedule to allow...
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...759 Submission date: 21th November, 2012 Table of Contents Introduction 3 1.1 Compare and contrast different organizational structures and culture 4 1.1.1 Analyze organizational structures and culture: 4 1.1.2 Compare and contrast different organizational structures and culture: 4 1.2 Explain how the relationship between an organization’s structure and culture can impact on the performance of the business: 5 1.2.1 Describe the relationship between organizational structure and culture 5 1.2.2 Demonstrate this relationship affecting business performance 5 1.3 Discuss the factors which influence individual behavior at work 7 1.3.1 Identify factors which influence individual behavior at work of the two companies 7 1.3.2 Analyze effects of the factors to individual behavior at work of the two organizations 7 2.1 Compare the effectiveness of the different leadership styles in different organizations 8 2.1.1 Identify different leadership styles used by the two organizations 8 2.1.2 Discuss the effectiveness of the different leadership styles in different organizations 8 2.2 Explain how organizational theory underpins the practice of management 10 2.2.1 Analyze the organizational theory which an organization complies 10 2.2.2 Demonstrate how organization theory underpins the practice of management 10 2.3 Evaluate the different approaches to management used by different organizations 11 Conclusion 14 Reference 15 Introduction The scenario of...
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...Chapter 1 -- The Role of Communication in Contemporary Organizations Teaching Notes There are two major ideas in this chapter that should be emphasized in class lectures: 1. Over the past one hundred years, the importance of managerial communication has increased as the role of the manager has evolved. Contemporary managers are successful only if they have communication competencies. This concept can be explained by reviewing the history of the managerial role in the twentieth century, and identifying the communication behaviors that managers used in each era. Ask students to describe the communication patterns they have observed among their current managers and supervisors. Compare and contrast these with earlier patterns. 2. Several important factors affect managerial communication contingencies. First, different types of diversity must be considered: gender, culture, age, and education. Second, the drive for improved product and service quality is relevant. Ethics is a third contemporary dynamic that must be considered. Trends imply that communication will become more frequent, intense, and intercultural as it grows in importance. Questions for Class Discussion 1. Discuss the statement, “Most attempts to improve management communication are really attempts to improve manipulation of employees.” Since the goals of improving management communication and employee manipulation both result in an improvement in the efficiency and...
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... 2012 A case study entitled “TOTAL QUALITY MANAGEMENT OF JAMILEE SERVICES INC.” Submitted by: Joana Grace Saquing Danilo Rodriguez Jefferson Soriano Gandelyn de Chavez Maricar Castro Mariel Mirandilla Submitted to: Professor Marivic Flores TIME CONTEXT Since the year 2002 JMS has been doing successful business. However after 10 years, Myrna finds herself in a financial dilemma. Companies needing for manpower resources have started to decline. Thinking that the economic milieu has simply slowed down and that JMS is just a victim of it she believes that she has never done anything wrong; that this dilemma will be over as soon as possible and the business will be on the heat again. PERSPECTIVE The Human Resource Manager point of view was the one viewed at this case. CENTRAL ISSUE Although Jamelee Services, Inc. was doing successful business for the last 10 years the entire organization’s problem does not just depend in the minor problem which is the economic milieu. The Human Resource Department had a major predicament with the quality policies, quality management, and quality system applied to their employees and the standards in selecting and training them. Throughout the 10 years of their successful business they have been applying the same standards and policies that in turn did not meet the satisfaction level of the other companies after progress in time. STATEMENT OF OBJECTIVES * To develop the existing standards of JMS. * To solve...
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...efficiency. Managers have to be concerned with the efficiency and effectiveness in the work process. Effectiveness is accomplishing tasks that help fulfill organizational objectives such as customer service and satisfaction. Efficiency is getting work done with a minimum of effort, expense or waste. 2. Explain the four functions of management. Managers will serve their company well when they plan, lead, organize and control. Managements who perform these four managerial functions are well more successful. Planning is determining the organizational goals and a desire to achieve them. It is a good way to improve a company’s performance because it encourages people to work hard for extended periods, engage in behaviours directly related to goal accomplishment, and think of better ways to do their jobs. Organizing is deciding where decisions are made, who will do what jobs and tasks, and who will work for whom in the company. Leading involves in inspiring and motivating workers to work hard and try their best to achieve organizational goals. Controlling is monitoring progress toward goal achievement and taking corrective action when needed. The basic control involves in setting standards to achieve goals, comparing actual performance to those standards, and then making changes to performance to those standards. 3. Describe the different kinds of managers. There are different kinds of managers that include top managers, middle managers, first-line managers and then...
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...resources ere used for collecting data in order to carry out research w work. Multifactor leadership questionnaire eveloped by Bruce d &Avolio (2009) was used to measure the respondents’ perception about the transformational eadership. l By: Ayman Ali Al-Motawa Student Number: 1500140 Bus 633 Presented to: Dr-Asif Salam Transformational Leadership A Study of Banking Sector in Saudi Arabia Dr. Adil Zia H I. Introduction Uman resource is an important and indispensable factor for every organization. It is important to run an organization smoothly, effectively and efficiently (Mosadragh, 2013). Every success of an organization depends directly or indirectly on the hard work, loyalty and involvement of i t s managers and employees. In the era of g l o b a l i z a t i o n where the whole world is a global village, firms are consideredto be competitive on the basis of Competence of their human resources. According to Rennie (2013) employees are the backbone for every organization and success of the...
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...Sellers, Patricia Woods Wilton (1997-10-13) "WHERE COKE GOES FROM HERE". b) Hiebig, Roman G, 2003 The Successful Marketing Plan c) Pendergrast, Mark 2nd edition, 1994 “For God, Country and Coca-Cola” 5. Preliminary analysis of leadership and Organizational behavior concept: Coca-Cola launched “Project Kansas” which was their secret mission to reformulate Coke. This blunder was overseen by key Coca Cola executives CEO, Roberto Goizueta, Ike Herbert, chief marketing officer and Sergio Zyman, senior VP-Marketing (Pendergrast, 1994). They uses the matrix departmentation concept where they utilize the both the functional and divisional departmentation concept. Using the functional structure Coca Cola’s teams or group are created based on common functions from a bottom-up manner President and CEO, Presidents of research and development, marketing, finance, human resources, and under them managers. They are controlled and coordinated from Coca Cola’s top management level. With the use of the divisional structure within Coca Cola teams are organized in set of divisions. Each of their divisions has its own set of functional units President/CEO then Presidents and under them Vice Presidents the organization’s divisional managers run company operations in a general region of the globe. The functions of each vice president are divided into functions such as human resources, innovation/research and development, marketing, and public affairs and communication (Reuters.com). The...
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...------------------------------------------------- BMGT 500 – Principles of Management Management styles & Leadership practices at Coca-Cola. Report submitted to Prof. Chepkilot In partial fulfillment for the award of the degree of MASTER OF BUSINESS ADMINISTRATION (MBA) By Jesse G. Munyua GMB/NE/0645/05/14 Kabarak University Nakuru Town Campus Table of Contents 1.0 Introduction 2 2.0 History of the Company 2 3.0 Mission and Vision 3 4.0 Culture and values 5 5.0 Organizational Design 6 6.0 Organization Structure 8 7.0 Organizational goals 9 8.0 Leadership Style 10 8.1 Core Capabilities 11 9.0 Management Styles 12 9.1 Democratic 12 9.2 Autocratic 13 9.3 Laissez-faire management style 14 9.4 Consultative democratic 14 9.5 Team Work 15 9.6 Employee Engagement 16 10.0 Management Functions of Coca-Cola Company 16 10.1 Planning 16 10.1.1 Strategic Goals 17 10.1.2 Tactic Goals 17 10.1.3 Operational Goals 17 10.1.4 Decision Making 18 10.2 Organizing 18 10.2.1 Departmentalization 19 10.2.2 Work Specialization 20 10.2.3 Delegation and Accountability 20 10.2.4 Resource Allocation 20 10.2.5 Organizing the Human Resources 20 10.3 Leading 21 10.3.1 Motivation 21 10.3.2 Communication 22 10.3.3 Corporate Culture 22 10.4 Controlling 22 10.4.1 Sales Person’s Reporting System 22 10.4.2 Sales Person Evaluating System 23 Reference 24 1.0 Introduction The Coca-Cola Company...
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