...Email to Coworker Paper Tammi S. Stewart HCS/514 April 27, 2015 Dr. Kerubo Happiness Kinaro Difference Between Management and Leadership What is the difference between management and leadership? This is a frequently asked question about two terms that many people use interchangeably. If one searches the internet for answers, one will quickly learn that there is a lot of controversy about the relationship between management and leadership and there is a big difference in the two terms. I have expounded on these differences in the following correspondence to one of my co-workers. Email to Coworker Hello, Kim – I hope your day is going well. It was great meeting with you today. During our meeting, you asked the difference between management and leadership. Since we were short on time, I thought this would be an excellent opportunity to explain further the differences between management and leadership. While we agreed that both terms had some similarities, there are significant differences as well. Liebler and McConnell (2012) describes management as, "It is the planning and directing of effort and the organizing and employing of resources (both human and material) to accomplish some predetermined objective”(p.53). Basically, management is working closely with people to get things done. For example, due to an increase in overtime hours, the management team recently added a policy stating that all overtime must be approved by a supervisor. Since...
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...regions may choose to operate with a divisional structure. This is a more decentralized type of operation where each division functions much like its own separate company. This type of operation format offers certain benefits as well as potential pitfalls. 1. Self-sufficiency o An advantage of a divisional structure is that each division can operate as a separate, self-sufficient unit without having to rely heavily on the parent company or top management of the organization. Divisions typically have their own separate management structure that allows them to make decisions quickly, often without the need for approval from others. Divisions have their own equipment, supplies and resources, which allow for a more autonomous method of operation. Specialization o Another advantage of a divisional structure is that it allows for a high degree of specialization. Workers with similar talents and abilities can work together and focus on specific projects that help the division meet its objectives. Because the division operates autonomously, management is more likely to be familiar with the needs of the workers, which ensures they will have access to the resources they need to complete their tasks. Like-minded individuals may also find it easier to develop a sense of teamwork. Too Much Autonomy o On the other hand, a divisional structure may result in too great of a sense of...
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...Leadership Handbook Leadership Handbook 2014 Team Payton Manning Western Governors University 10/26/2014 2014 Team Payton Manning Western Governors University 10/26/2014 Emotional Intelligence Kristen Bogue 000214741 What is emotional intelligence? ------------------------------------------------- “If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.” –Daniel Goleman ------------------------------------------------- “If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.” –Daniel Goleman Commonly referred to as EQ, Emotional Intelligence is the ability to observe, influence, and assess the emotions of others by being aware and in control of your personal emotions (Cherry, n.d.). The search to understand people’s ability to get along with other people using emotional intelligence began in the 1930s and was popularized by Daniel Goleman in the 1990s after the EQ theory was developed by Peter Salovey and John Mayer (Unknown, 2009). EQ was originally thought to be an inborn trait—one that could not be developed, but Daniel Goleman and other psychologists...
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...WESTON CAREER CENTER Guide to International Student Career Management OlinCareers.wustl.edu Guide to International Student Career Management Weston Career Center Guide to International Student Career Management Weston Career Center, Olin Business School Table of Contents Introduction ............................................................................................................................................................... 3 A Global Mindset ....................................................................................................................................................... 4 Planning and Preparing for the Job Search ............................................................................................................... 6 Networking in the United States ............................................................................................................................... 8 U.S. Résumé ............................................................................................................................................................. 10 Cover Letters ........................................................................................................................................................... 12 Interviewing .....................................................................................................................................
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.......................................4 Chapter 2 – Review of Related Literature....................................................................................6 Chapter 3 – Methodology.............................................................................................................9 Chapter 4 – Findings...................................................................................................................11 Chapter 5 – Summary.................................................................................................................12 References..................................................................................................................................13 Appendix A – Cover Letter (Email)...........................................................................................15 Appendix B – Questionnaire......................................................................................................16 Abstract For some, the autonomy that is granted in a teleworking environment breeds isolation and dissatisfaction, while for others it’s liberating and indicates a high level of trust between employer and employee. What determines the positive or negative aspects of teleworking? There is, of course, no easy answer to this very complex question. The answers lie variously in the type of worker being managed, the respective roles of manager and subordinate, and perhaps most importantly, the managerial techniques employed...
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...Academy of Management Journal 2009, Vol. 52, No. 3, 527–544. CHANGE IN NEWCOMERS’ SUPERVISOR SUPPORT AND SOCIALIZATION OUTCOMES AFTER ORGANIZATIONAL ENTRY MARKKU JOKISAARI Finnish Institute of Occupational Health JARI-ERIK NURMI University of Jyväskylä Using a four-wave longitudinal research design and a latent growth modeling approach, we modeled change in newcomers’ perceived supervisor support and socialization outcomes (role clarity, work mastery, job satisfaction, and salary). Further, the role of perceived supervisor support in socialization outcomes was examined. The results showed that, on average, newcomers’ perceived supervisor support declined during the period 6–21 months after organizational entry. The results showed further that the steeper the decline in perceived supervisor support, the greater the rate of decrease in role clarity and job satisfaction, and the slower the increase in salary over time. Organizational socialization is an important process for both newcomers and organizations. How newcomers “learn the ropes” and assimilate to an organization during this socialization process presumably has long-lasting effects on their job attitudes and behavior (e.g., Schein, 1978; Wanous, 1992). A pivotal assumption in the organizational socialization literature is that interaction between newcomers and organizational insiders, such as supervisors, plays an important role in newcomers’ socialization and related adjustment to work (e.g., Graen, 1976; Louis...
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... A Review of the Basics 1/3 of the class did not follow direc7ons Tuesday, January 15, 13 4 (I am trying to help you get prepared for the real world) 1. All email goes to this email address only: barnesjw@seaEleu.edu 2. Meet the deadlines. One email message said, “Hey professor, sorry I was traveling.” 3. Save papers with your name, class name, and assignment name in the file name. Example: John Doe, MGMT 280, Nonverbal Assessment. Do not save your papers with file names such as: “paper” “first paper” “MGMT 280” “nonverbal paper” “280 paper” 4. All email messages must have an email signature. Tuesday, January 15, 13 5 A Review of the Basics Library Review Tuesday, January 15, 13 6 Focusing on Interpersonal and Group Communication And Nonverbal Communication Tuesday, January...
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...Table of Contents So, You Want a Virtual Team, Huh? 3 Introduction 3 The Look of a Successful Virtual Team 4 The Leader's Relief 6 Establishing Team Purpose 7 The Virtual Team Start-up Meeting 8 Local vs. Virtual 9 Operating Principles 10 The Culture Thing 11 “The Safety Net" – Coping With Virtuality 12 Become An Effective Leader 12 Staying On Top Of Things 12 The Technical Needs of a Virtual Team 13 Learning and Technology 13 Selecting Technology 13 Examples of Real-Time Tools (Synchronous) 14 Examples of Asynchronous Tools 14 The Virtual Meeting 15 Planning Your Meeting 15 The Virtual Meeting, cont. 16 Facilitation Tips 16 Types of Virtual Meeting Software to Consider 16 Managing Issues In A Virtual Team 17 Conclusions and Closure for a Virtual Team 18 References 19 So, You Want a Virtual Team, Huh? An Instructional Manual for Virtual Teams Introduction John is so excited! He starts his new job on Monday. In his new job, John will take on a team for a Fortune 100 company. His new company is growing fast, and to keep up with the pressure of rapid growth, they have been expanding across the country. John is new to this matrix-type work culture and needs to adjust his style of work and leadership to accommodate. How will he setup technology and infrastructures to support his new team? What techniques can he use to build trust, agreement and purpose with his new team? How will he determine what type of team...
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...Adoption Guide Empower people. Preface People are continually changing the way they connect with each other in their personal and professional lives. Within the world of work, people’s expectations of how they should be able to collaborate to get things done are in a state of continual evolution, accelerated by the consumerization of IT. SharePoint and Yammer offer your organization a new way of getting work done – a way of being more connected, collaborative and structured in how your people communicate in their day to day work. But it can only be that if you take the people in your organization on that journey with you. When you do, the value of effective Microsoft Corporation August 2013 Applies to: Office 365 | SharePoint 2013 | SharePoint Online Summary: Adoption of new technologies at work, like SharePoint, won’t happen all at once. In this book, learn how to craft an effective plan, aligned with business goals, that will demonstrate how SharePoint will benefit business people personally, how it will make their job easier, and how it will address the pain points they experience at work. By taking a planned, phased approach, you can ensure successful adoption by using the best practices obtained by the SharePoint User Adoption Research from Microsoft, and from customers and partners who are successful at driving SharePoint adoption. ©2013 Microsoft Corporation. All rights reserved. This document is provided “as-is.” Information and views expressed in this document...
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...Table of Contents Contents 01. Introduction 2 1.1. Research Problem 3 1.2. Research Questions 4 1.3. Research Objectives 4 02. Literature review 4 2.1 Define career development 4 2.2 Define professional development 4 2.3 Define Smartphone 4 2.4 Theories applied 5 2.5 Key Literature Review 5 2.6 Conceptual Model 10 2.7 Hypothesis 10 03. Methodology 11 3.1 Problem statement 12 3.2 Research objectives 12 3.3 Population and samples 13 3.4 Data collection Methods 14 3.5 Questionnaire design 14 3.6 Data analysis techniques 19 3.7 Assumptions and limitations 20 04. Research findings 20 4.1 Analyze question by question 21 4.2 Analyze on rated questions 28 4.3 Correlation testing 30 4.4 Objective testing 38 4.5 Hypothesis testing 39 05. Conclusion 41 06. References 43 07. Appendices 46 01. Introduction In the 1980's, the personal computer became the technological advancement that changed our lives. It allowed us to collect, store, and analyze large amounts of data with ease. In the 1990's, the Internet gave us the mechanism by which we could share massive amounts of information with one another. As we begin the 21st century, the Smartphone has quenched thirst for instantaneous connectivity. The growth in Smartphone use has been phenomenal. The CNN reports that 269.9 million Smartphones were purchased internationally in 2010 and that in 2011 a half a billion Smartphones may be purchased worldwide (Weintraub, 2010). Nielsen projects that Smartphones will become...
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...Cedar Technologies | | | | | Odessa BakerLisa BlochMelissa DanielsPaterno DubriaMelinda Tomenis | May 15, 2011University of La Verne | | Table of Contents Synopsis 3 Chapter 1: Organization mission/Goals/Strategies………………………………………………..5 Chapter 2: Effective Organizational Culture……………………………………………………...6 Chapter 3: Motivating Employees 8 Chapter 4: Training and Diversity 12 Chapter 5: Organizational Structure and Design 15 Chapter 6: Communication Effectiveness 18 Chapter 7: Group Decisions 21 Chapter 8: Leadership Style and Development 24 Chapter 9: Empowerment Plan 27 Chapter 10: Building Group Teams 30 Chapter 11: Managing Change 32 References 35 Synopsis Mount Cedar Technologies, Inc., also referred to as Cedar Tech, was founded in Los Angeles, CA in 1995 by John Curtis and Frank Mathew. More than 80% of Cedar Tech’s business comes from customers within California while less than 20% comes from other states. The company started off as an importer and distributor of computer accessories such as computer cables, audio/video cables, surge protectors, etc. In 1998, the company added new products by becoming a provider of third party technology, including hardware, software and services to corporate customers including computer and networking accessories, computers, peripherals, printers, displays, printer consumables, and software. They also offered services such as installing hardware and peripherals into systems, provided...
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...measures. I have worked for this same wireless carrier for 4 years and I currently work in their financial service department but I have a few close friends who work in the customer care department who don’t be satisfied with their jobs. I found this quite interesting because we all worked for the same company but there seemed to be a huge difference in job satisfaction from department to department. In order to find out what this difference is from our department to theirs I did an hour of side by sides with some of the customer care representatives and gave my friends from the department a survey to fill out that dealt with job satisfaction. Problem Statement Most of the feedback I received from the employees in this department is that management spends a lot of time micromanaging its employees. The employees do not feel empowered to make decisions because they feel that they will be reprimanded later for their decision. The number of FMLA (Family Medical Leave...
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...Safety Management Safety Management Improving Business Outcomes Behavior-based safety techniques can influence organizational performance By Treasa M. Turnbeaugh O ORGANIZATIONAL CULTURE is an important consideration in managing a firm’s overall success. Management can set goals and objectives, assign responsibilities and accountabilities, and monitor business outcomes and processes, but it must also consider the context in which all of these initiatives occur. Organizational culture is difficult to define and cannot be measured in a direct manner as it is a soft social science issue rather than a standardized quantitative measure. To confound matters, subcultures often exist within organizations that may or may not be cohesive with the firm’s overall goals and values. One such subculture is workplace safety. Workplace safety is an important factor for organizations as it affects virtually all other elements of an organization, including production, quality, job satisfaction and expenses. One approach to controlling workplace safety is the concept of behavior-based safety (BBS), a process by which all levels of an organization participate in improving specific safety-related issues by addressing actions (behavior). An interesting anecdotal finding pertaining to BBS is that it indirectly affects other business outcomes as well. Organizational Culture Organizational culture is a difficult concept to define and to measure, much less to understand and ...
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...benefits; Good company to work for till profits started to slide off" in 36 reviews * "Lots of great people at the company, learned a lot and inspired my career in technology" in 33 reviews * "Good pay, great management, I felt like the work I was doing was important for the company" in 30 reviews Cons: * "No work life balance, limited career advancement, lack of good benefits of tech companies" in 20 reviews * "Senior management (C-Level) does no communicate down to employees well" in 27 reviews * "Poor management decision making processes - not innovative" in 18 reviews * "Upper management doesn't listen to people lower down that actually know what they're talking about" in 15 reviews * "Many bad/useless middle management built up over the years but the layoff did some clean up" in 13 reviews Reviews Dec 8, 2013 “Loved the company and the people.” Software Development Manager (Former Employee) Rolling Meadows, IL I worked at BlackBerry full-time for more than 5 years Pros – BlackBerry was a great company with great people. I still believe the technology is the best in the industry and is only lagging due to customer lack of appreciation of the importance of Mil grade security. Cons – Executive management failed to grasp the importance and desired feature sets of the typical consumer and was so arrogant as to react too slowly to market demands in the consumer space. Yes, I would...
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...Articles Building a Culture That Encourages Strategic Thinking Ellen F. Goldman1 and Andrea Casey1 Journal of Leadership & Organizational Studies 17(2) 119–128 © Baker College 2010 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav DOI: 10.1177/1548051810369677 http://jlos.sagepub.com Abstract The ability to think strategically is critical for leaders and managers at multiple organizational levels. Specific work experiences can contribute to the development of an individual’s strategic thinking ability. Culture, among other organizational factors, can either encourage or limit those contributions. Leaders, as culture constructors and transformers, can act to maximize the relationship between organizational culture and the process of learning to think strategically. A cadre of formal training, developmental activities, and self-directed learning initiatives can provide leaders with the skills to enhance the strategic thinking of those they lead. Keywords strategic thinking, management learning, leadership development, organizational culture “Culture eats strategy for lunch.” This management truism is linked to examples of how strategy failed, acknowledging that actions attempted were inconsistent with the organization’s values, beliefs, and assumptions (Weeks, 2006). The strategy-eating potential of culture has been used as the basis for recommending that leaders initiate large-scale change efforts to align culture with strategy. However, it has...
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