...Attitudes towards Gender and Leadership Effectiveness By: Claire Duthil Attitudes towards Gender and Leadership Effectiveness Abstract This paper seeks to review and discuss the roles of gender in leadership and how they are effective. As shown from previous overviews, the evidence for sex differences in leadership behavior is still mixed, yet it is clear that these sex differences have not vanished. Although we are in the 21st century, women face hardship every day in the workplace as leaders. It is argued that sex differences in leadership styles is one of the main reasons in which male and female leaders work with different styles. Organizational factors like sex-composition of the immediate working context and hierarchical level are important moderators of leadership styles. For example, women are more likely than men to lead in a style that is effective under contemporary conditions (Eagly, Carli, 2003). To contrast these claims, Veccho claims that "women have some disadvantages in typical leadership style but suffer some disadvantages from prejudicial evaluations of their competence as leaders, especially in masculine organizational contexts" (Veccho, 2002). All in all women are rising into leadership roles at all levels. Problem Statement The society has always been in a need of effective management and efficient leaders on top. The roles of leaders determine the course and successfulness of the processes in all walks of life. In times...
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...CURRICULUM OF BUSINESS ADMINISTRATION FOR BBA, BBS, MBA & MS HIG HER EDUC ATIO N CO MM ISSION (2012) HIGHER EDUCATION COMMISSION ISLAMABAD 1 CURRICULUM DIVISION, HEC Prof. Dr. Syed Sohail H. Naqvi Mr. Muhammad Javed Khan Malik Arshad Mahmood Dr. M. Tahir Ali Shah Mr. Farrukh Raza Mr. Abdul Fatah Bhatti Executive Director Adviser (Academics) Director (Curri) Deputy Director (Curri) Asstt. Director (Curri) Asstt. Director (Curri) Composed by: Mr. Zulfiqar Ali, HEC, Islamabad 2 CONTENTS 1. Introduction……………………………………...........6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines...............................................25 a. Compulsory Courses for BBA...…….…..........25 b. Foundation Core Courses...........…....…....... 41 c. Major Core Courses........................................59 d. Major...
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...written in journal articles and textbooks. All point to the complexity of the issue and the apparent inability to find a solution that will suit all. For the last 100 years, HR specialists, psychologists and economists have been collaborating to try and develop a system which would have broad appeal for both staff and employers. Many theorists contributed to the discussions, asserting that individual motivations for pay were based on the theory of agency, goal, control, expectancy, or reinforcement. Performance management systems are necessary to enable companies to enable them to attract, retain and motivate the best calibre of employees, thereby assisting companies to achieve their organisational goals. However, different people are motivated by different things. Some by money or other tangible rewards and some by the pleasure of completing tasks, intangible rewards. These are also referred to as extrinsic and intrinsic motivations. Rewards systems can be developed based on...
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...1. Management and manager definitions(tell about several definitions and about resources and goals). Rule of successful management .Difference between management and administration Management definitions: * The process of organizing methods ,manpower and other resources to achieve organizational goals * Is more than art and science Managing is working with and through people to accomplish the objectives of both the organization & its members. * It means art or skills of directing human activities and physical resources in the attainment of predetermined goals. * According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, to coordinate, and control”. * According to Louis Allen, “Management is what managers does in the organisations”. * Is the process of using what you have { RESOURCES }, to do what you want to do …. {GOALS} 6 categories of resources: * People, Money, Time, Work Procedures, Materials, Equipment GOALS * Profit Levels or Maximum cost levels ,Maintenance or growth of financial strength, Quality standards, Management concerns, Professional obligations, Societal concerns WHAT IS MANAGEMENT? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Coordinating and overseeing the work of others is what distinguishes a managerial position from a non-managerial one. However, this doesn’t mean that managers can...
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...Test Bank for Organization Development & Change Chapter 1 General Introduction to Organization Development Multiple Choice Questions 1. Which of the following is included in the definition of OD? a. OD applies to an entire system b. OD is based on behavioral science knowledge c. OD is concerned with planned change d. OD encompasses strategy, structure, and process changes e. all of the above ANS: e 2. Organization development distinguishes itself from organization change and change management by which of the following characteristics? a. addressing the effective sequence of leadership issues that produce organization improvements b. focusing narrowly on cost, quality, and schedule c. focusing on the transfer of knowledge and skills to help the system manage future change d. taking a broadly focused approach that can apply to any kind of change e. none of the above ANS: c 3. Which of the following is not one of the “stems” of OD? a. laboratory training b. environmental analysis c. action research/survey feedback d. participative management and quality of work life e. strategic change ANS: b 4. The first “T-group” was formed a. to facilitate decision making b. to work on group projects c. to make the group more cohesive d. as people related to data about their own behavior ANS: d 5. The assumption underlying the use of survey feedback in OD is a. surveys are the best way to collect data b. surveys...
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...multinational companies (MNCs) operating in India. However, it was only during the succeeding government of Narasimha Rao government that a strategy was actually formulated in this direction and marketed both in India and abroad. The strategy aimed to bring the Indian economy into the mainstream of the global economy, and at the same time allow a whiff of competition and growth to Indian business. This it was hoped would bring a new dimension to the concepts of quality, productivity, and growth. In evitably, the winds of liberalization that swept through the nation opened a variable Pandora box, with far-reaching implications for hu7man resources management. It bought in a new era of technology, quality consciousness and competition which compelled Indian business to wake up from its somnambulism and reassess its assumptions for dealing with the complete-or-perish’ situation. India has proven world that despite its chaotic political scenario, imbalance wealth distribution, redundant bureaucracy, past baggage of Nehruvian socialism, and its sundry other problem, it can implement sustainable economic restructuring in the world’s most populous democracy. India has the potential, but the strong economic performance of recent years requires continuing efforts to deepen it and make it work. Since foreign entrants in India have distinct advantage in terms of state-of—art technology R&D. Strong brand equity, Indian companies will be ringlet carefully quality system, capital and...
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...the management control practice (budget being the tool for management control) in Guinness Nigeria Plc and to suggest what seems to us the most appropriate practice based on findings from literatures and empirics Supervisor: Problem Purpose : : Method : The study was described based on a qualitative approach. Furthermore, we described why we chose the company, sources of literature, techniques employed in data collection (primary data), research purpose, data analysis as well as critiques to the method use. Conclusion : The Integration of strategic Management and Budgeting enhances competitiveness which when attained is translated as high performance. Keywords : Management Control, Budgeting, strategy, High performance and Competitive advantage. ACKNOWLEDGEMENT Firstly we give thanks to God Almighty for the strength to work on this research. This work could not have materialized without the assistance of certain people who contributed to its success. Our special gratitude goes to Leif linnskog for his wonderful assistance during the programme and our tutor, Roland Almqvist who never failed to encourage us when we had difficulties, and also grateful to all the other members of the Mint group for making available to us...
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...Fundamentals System Design Methods Structured System Analysis and Design Method (SSADM) Rapid Application Development (RAD) Joint Application Development (JAD) Skilled Small Team Development End of Chapter Questions Chapter 2 The Design and Implementation Process End of Chapter Questions Chapter 3 Assessing Systems Impact Prototyping End of Chapter Questions Chapter 4 Design for User Tasks and Organizational Requirements Stages of a BPR Development Project End of Chapter Questions Chapter 5 System Implementation and Security User Involvement Change Over Strategies End of Chapter Questions References MODULE OUTCOMES • Differentiate and access different system design methods. • Evaluate different systems implementation issues. CHAPTER 1 Module Outcome: To understand the common and various system...
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...Tutors: | FBF/FICT/FSCMs. Lim Yong Hooi (limyh@utar.edu.my) Ms. Cheah Ching Mun (cheahcm@utar.edu.my)Ms. Seow Ai Na (seowan@utar.edu.my)Ms. Norhayati Bt Md Isa (norhayatim@utar.edu.my) | 9. | Moderator | Ms. Lai Ka Fei | 10. | Mode of Delivery: | Lecture and Tutorial | 11. | Objective: | To enable students to understand the impact that individuals, groups/teams and structure have on behaviour within organisations for the purpose of improving an organisation’s effectiveness. | 12. | Learning Outcome: | Upon completion of this unit, students should be able to 1. Identify and explain the determinants of behaviour in organisations. 2. Explain the basic model of individual behaviour and the various stable & mercurial characteristics of individual. 3. Recognize the basic model of team effectiveness, specific...
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...ORGANISATIONAL BEHAVIOUR MBA 1.2 ORGANISATIONAL BEHAVIOUR SYLLABUS UNIT 1 Introduction to Organisational Behaviour, Meaning; Elements; Need; Approaches; Models; Global scenario. UNIT 2 Individual Behaviour; Personality; Learning; Attitudes; Perception; Motivation; Ability; Their relevant organizational behaviour. UNIT 3 Group dynamics; Group norms; Group cohesiveness; Group Behance to organizational behaviour. UNIT 4 Leadership Styles; Qualities; Organisational communication; Meaning importance, process, barriers; Methods to reduce barriers; Principle of effective communication. UNIT 5 Stress; Meaning; Types; Sources; Consequences; Management of stress. Power and Politics; Definition; Types of Powers; Sources; Characteristics; Effective use of Power. UNIT 6 Organisational Dynamics; Organisational design; Organisational effectiveness; Meaning, approaches; Organisational culture; Meaning, significance; Organisational Climate; Implications on organizational behaviour. Organisational Change; Meaning; Nature; Causes of change; Resistance of change; Management of change; Organisational development; Meaning; OD Interventions. REFERENCE BOOKS 1. Fred Luthans, Organisational Behaviour, McGraw Hill Book Co., 1995. 2. Stephen P. Bobbins, Organisational Behaviour, Prentice Hall, 1997. 3. Keith Davis, Human Behaviour at Wor/c,.-M.cGraw Hill Book Co., 1991. 4. Gregory Moorehead and R.S. Griffin, Organisational...
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...workplace behaviour 1.3 Assess strength & limitations of qualitative & quantitative approaches to understand the workplace behaviour 2.1 Describe the type of individual differences which have been the subject of assessment 2.2 Assess the usefulness of psychometric instruments with particular references to reliability and validity 2.3 Make justified communications for the use of two types of measures of individual differences in making business decisions 3.1 Use the theory to explain human reactions to change 3.2 Make justified recommendations for implementing change in selected organization 3.3 Make justified communications for achieving attitude change amongst a group of stakeholders in a selected organization 4.1 Explain how culture influences performance in a selected organization 4.2 Evaluate the climate for a selected work group 4.3 Make justified recommendations for improving performance for a selected work group Conclusion References Plagiarism Clause I, Dashny Sarvaloganayagan...
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...[pic] Master of Business Administration (MBA) An analysis of the Effects of Rewards and Compensation on Employees’ Motivation and Performance Dissertation submitted in fulfillment of the requirements to the University of Wales for the award of the Degree Of Master of Business Administration (MBA) April 2012 DECLARATION This work has not previously been accepted in substance for any degree and is not being concurrently submitted in candidature for any degree. |Signed | |(Candidate) | |Date | | | STATEMENT 1 This thesis is the result of my own investigations, except where otherwise stated. The correction services have been used, the extent and nature of the correction is clearly marked in a footnote(s). Other sources are acknowledged by footnotes giving explicit references. A bibliography is appended. |Signed | |(Candidate) | |Date | | | STATEMENT 2 I hereby give consent for my thesis, if accepted, to be available for photocopying and for inter-library loan, and for the title and summary to be made available to outside organizations...
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...Contents Cover Title Page Copyright Dedication About the Authors Preface Changes in the fifth edition Companion websites Acknowledgments Chapter 1: Introduction to research What is research? Business research Types of business research: applied and basic Managers and research The manager and the consultant–researcher Internal versus external consultants/researchers Knowledge about research and managerial effectiveness Ethics and business research Summary Discussion Questions Chapter 2: Scientific investigation The hallmarks of scientific research Some obstacles to conducting scientific research in the management area The hypothetico-deductive method Other types of research Summary Discussion Questions Chapter 3: The research process: the broad problem area and defining the problem statement Broad problem area Preliminary information gathering Literature review Defining the problem statement The research proposal Managerial implications Ethical issues in the preliminary stages of investigation Summary Discussion Questions Practice Projects Appendix Chapter 4: The research process: theoretical framework and hypothesis development The need for a theoretical framework Variables Theoretical framework Hypothesis development Hypothesis testing with qualitative research: negative case analysis Managerial implications Summary Discussion Questions Practice Project Chapter 5: The research process: elements of research design The...
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...The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison Chap 1 : MANAGEMENT AND CONTROL 1) Causes of Management -Lack of Direction -Motivational Problems -Personal Limitation 2) Avoidance -Activity elimination : Eliminate what is not working properly -Automation -Centralization -Risk Sharing Chapter 2 SECTION II 3) Result Control : Preventive type Control Helps Mgr to address strategy, org, employees are performing - Steps : 1. Define Performance dimension 2. Measure Performance 3. Setting Target 4. Provide Reward Requirement for Effective Result control : - Knowledge of desired result : Org should know what result are desired - Ability to influence desired result : Employee have influence on result (Controllable) -Ability to measure Controllable result effectively : Org can measure result effectively (Measurable) Result measure should be : Precise, Objective, Timely, Understandable Chapter 3 4) Action Control : To ensure employees act in org’s best interest a. Form of Action control - Behavioral constraints – Negative Form (You can’t do this You can’t do that) - Pre action Review – Scrutiny(详查정밀조사) of action plan (What will they do?) - Action Accountability – (의무義務) Hold employees for action required...
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...1. Organizational Design and Structure (Advantages and Disadvantages) Each person assumes a role within the organization, and the organizational structure determines the reporting relationship between the individuals. The organization's strategy determines the organizational structure that will work best for a business at a particular point in time. For example, a small business that hires only experienced personnel, who require limited supervision, will likely adopt a different organizational structure than will a business that hires a number of recent college graduates, who require extensive supervision. (McShane and Steen, p. 362). In this assignment I would like to offer to your attention an ABC Ltd. IT company, it’s organizational structure, job design and other segments of corporate system. All organizational structures include two fundamental requirements: the division of labour and the coordination of that labour so that employees are able to accomplish common goals. (McShane and Steen, p. 364). ABC Ltd. is a large IT company with divisional organizational design. ABC’s design is organized around products, projects, and markets. Each division includes its own functional specialists typically organized into departments. A company has North American division, exploration division, marketing division, production divisions and others. Divisions are relatively autonomous and consist of products and services and are different from those of other divisions. Divisions...
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