...to: CengageBrain User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: CengageBrain User Leadership: Theory, Application, & Skill Development, Fifth Edition Robert N. Lussier, Christopher F. Achua Vice President of Editorial, Business: Jack W. Calhoun Publisher: Erin Joyner Acquisitions Editor: Scott Person Senior Developmental Editor: Julia Chase Marketing Manager: Jonathan Monahan Marketing Coordinator: Julia Tucker Media Editor: Rob Ellington Manufacturing...
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...Toward a Conceptual Model of Global Leadership Jose Mathews* In the globalized world, global organizations have to contend with global leaders, and no easy parallel can be found between domestic and global leaderships. Researchers have approached the construct of global leadership from different perspectives of cognitive complexity, competency, behavioral, human capital, personality process and global mindset. In relation to these perspectives and the contextual elements of global business environment, a model of global leadership is derived. The key content variables of global leadership are explained in the realms of cognitive complexity, emotional resilience, cultural intelligence, motivational processes and related facets which interact with the global business environment. Introduction In organizational behavior, leadership appears to be the most researched, debated and discussed topic, and researchers have analyzed what leaders are like, what they do, how they are effective, what are the conditions/situations that make them effective, how do they bring about changes among the followers, the styles of their interactions with the followers and how they go about achieving their individual, group and organizational goals (George, 2000). The traditional focus of leadership is the organization that operates within a limited boundary. However, the changed context of globalization and the emergence of multinational and transnational corporations necessitate...
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...Learning Team Leadership 1 Learning Team Leadership Evaluation Thomas Hong, Ph.D., Arpad Szurgyi, Ph.D., Dawn Dobson, Ph.D., Stephanie Smith, Ph.D., David Benson, Ph.D., and Tim Halton, Ph.D. University of Phoenix Organizational Diagnosis and Intervention June 16, 2008 Learning Team Leadership Learning Team Leadership Evaluation The global economy, geographically distributed organizations, and increasingly rapid technological changes have added a level of complexity that has changed the nature of business interrelationships. Managerial self-awareness and personal reflection play an important role in the leadership development process (McCarthy & Garavan, 1999). The 360-degree feedback process, multisource assessments, and personality inventories are useful in the context of leadership development (Church & Bracken, 1997; McCarthy & Garavan, 1999). Selfassessment and personal reflection are valuable tools in achieving personal and professional 2 growth and success. The challenge, however, is that self-assessment is oftentimes a difficult task due to the subjectivity of personal perceptions of strengths and weaknesses. The purpose of this essay is to report out on the assessment of the leadership styles of individual team members and identify the most important areas for improvement. The essay commences with a discussion on the criteria used for the selection of the Myers Briggs Type Indicator (MBTI) as a self-awareness leadership instrument. The essay continues...
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...History of Leadership Research Researchers have examined leadership skills from a variety of perspectives. Early analyses of leadership, from the 1900s to the 1950s, differentiated between leader and follower characteristics. Finding that no single trait or combination of traits fully explained leaders' abilities, researchers then began to examine the influence of the situation on leaders' skills and behaviors. Subsequent leadership studies attempted to distinguish effective from non-effective leaders. These studies attempted to determine which leadership behaviors were exemplified by effective leaders. To understand what contributed to making leaders effective, researchers used the contingency model in examining the connection between personal traits, situational variables, and leader effectiveness. Leadership studies of the 1970s and 1980s once again focused on the individual characteristics of leaders which influence their effectiveness and the success of their organizations. The investigations led to the conclusion that leaders and leadership are crucial but complex components of organizations. Traits Model of Leadership: Leaders versus Followers Initial investigations of leadership considered leaders as individuals endowed with certain personality traits which constituted their abilities to lead. The studies investigated individual traits such as intelligence, birth order, socioeconomic status, and child-rearing practices (Bass, 1960; Bird, 1940; Stogdill, 1948, 1974)...
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...Examination Paper Semester I: Organizational Behaviour IIBM Institute of Business Management IIBM Institute of Business Management Semester-1 Examination Paper MM.100 Organizational Behaviour Section A: Objective Type (30 marks) This section consists of Multiple Choice & Short Notes type Questions. Answer all the questions. Part One carries 1 mark each & Part two carries 5 marks each. Part one: Multiple choices: 1. It is the degree to which a person identifies with a particular organization and its goals, & wishes to maintain membership in the organization a. Job involvement b. Terminal value c. Attitude d. Value a. Job involvement 2. _________ means moving information from the hidden area to the open area a. blind area b. unknown area c. public area d. self disclosure d. self disclosure 3. An approach in which the goals of one party are in direct conflict with the goals of the other party a. Negotiation b. Distributive bargaining c. Stress d. None Ans. Negotiations 4. The measure of a person’s ability to operate within business organizations through social communication & interactions a. Transactional analysis b. Interpersonal skill c. Life position d. Johari window Ans. b. interpersonal skill 5. Where the source of power is in person’s control over rewarding outcomes, that power is called a. Coercive power b. Referent power c. Legitimate power d. Reward power Ans. d. Reward power Examination...
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...PRUL E. T E S l U K J A M E S 1. F A R R STEPHANIE R . KLElN Influences of Organizcltioncll Culture and Climate on Individual Creativitv This paper provides a framework for conceptualizing and reviewing the literature on the influences of organizational culture and climate on individual creativity. Although often treated interchangeably, culture and climate are distinct constructs operating a t different levels of meaning; yet a t the s a m e time, they are closely interrelated. Culture is the beliefs and values held by management and communicated to employees through norms, stories, socialization processes, and observations of managerial responses to critical events. The beliefs and values that typify a culture for creativity become manifested in organizational structures, practices, and policies. In turn, these structures, practices, and policies guide and shape individual creativity by creating a climate that communicates both the organization's goals regarding creativity and the means to achieve those goals. The paper concludes with a discussion of issues relating to the development of cultures and climates for creativity and potential new directions for future research. ABSTRACT The important role of creativity in brganizations is attracting an increasing amount of attention from both practitioners and researchers. In business journals and books, practitioners continuously emphasize the need for organizations to create conditions that s u p port creativity...
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...MANAGERIAL LEADERSHIP AND CULTURAL DIFFERENCES OF EASTERN EUROPEAN ECONOMIES Darryl J, Mitry and Thomas Bradley National University School of Business and Technology http://marketing.byu.edu/htmlpages/ccrs/proceedings99/mitrybradley.htm Key Factors: ~ Global Business, Colliding cultures & Changing Economies ~With the accession of the 21st Century, the developing globalization of business and other expanding pluralistic organizations we need to reconsider the topic of managerial leadership within a much larger perspective than has been the usual practice. Therefore, we offer some observations from empirical research and suggest theoretical directions. We review the subject as it relates to the challenges of transnational business and more specifically with reference to business operations in the emerging and transforming economies of Eastern Europe such as the newly independent regions of the former Soviet Union (FSU). The observed “globalization” of business is the precursor to the growing interdependency of peoples around the world; the development of a “Global Community.” This appears to be an inescapable and major event that is contributing to the dissolution of boundaries between customary disciplines of knowledge, information, technology, countries and peoples around the world. Associated with this phenomenon is an intensifying need to provide a strategic global approach in management education.(Mitry & Thomas, 2000) ~ In the new era of...
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...Licensed to: iChapters User Licensed to: iChapters User Organizational Behavior: Managing People and Organizations, Tenth Edition Ricky W. Griffin and Gregory Moorhead Vice President of Editorial, Business: Jack W. Calhoun Executive Editor: Scott Person Senior Developmental Editor: Julia Chase Editorial Assistant: Ruth Belanger Marketing Manager: Jonathan Monahan Senior Content Project Manager: Holly Henjum Media Editor: Rob Ellington Buyer: Arethea L. Thomas Marketing Communications Manager: Jim Overly Production Service: S4Carlisle Publishing Services Sr. Art Director: Tippy McIntosh Cover and Internal Design: Joe Devine, Red Hanger Design LLC Cover Image: © Eric Isselée, Shutterstock Rights Acquisitions Specialist/Images: John Hill © 2012, 2010 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part of this work covered by the copyright herein may be reproduced, transmitted, stored, or used in any form or by any means graphic, electronic, or mechanical, including but not limited to photocopying, recording, scanning, digitizing, taping, web distribution, information networks, or information storage and retrieval systems, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without the prior written permission of the publisher. For product information and technology assistance, contact us at Cengage Learning Customer & Sales Support, 1-800-354-9706 For permission to use material from this text or product, submit all requests online...
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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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...Contents Page Introduction Articles to Inform & Stimulate The Five Learning Disciplines Conversation & Tacit Knowledge Communities of Practice Teams Is Your Team Really a Team? The Five Levels of Teamwork How Do You Build Team Performance? What Kind of Team Player Are You? The Four Stages of Team Development Turning People On To Teamwork Rethinking Teams Some Questions for Team Reflection Will that be Leadership or Management? Leadership & Learning Blogs-Websites Leadership & Management Books Videos: Leadership & Learning Social Media and Networking Books Social Media and Networking Blogs About the Author 1 2 3 11 15 17 17 19 22 24 27 28 30 34 35 41 42 44 45 47 48 Introduction The rapidity of change, stemming from technology, an ageing workforce and globalization, is growing, exerting pressure on organizations to adapt. Traditional workplace practices are being questioned by Generations X and Y. Issues such as employee engagement, leadership and management practices, virtual teams, distributed work and alliances with stakeholders are being viewed through a new lens. As an aid to help you in your work and learning journey, this resource guide contains a diverse selection of information sources on leadership, management, personal mastery, team learning and more. I’ve read most of the books that are mentioned and am familiar with the websiteblogs. The guide begins with a series of short articles I’ve written over the past few years. These are intended to assist you reflect...
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...EXTRAORDINARY LEADER “The Zenger Folkman leadership model is distinguished from others in that it is backed up by research and data. That data validates the effectiveness of identifying an individual’s strengths and developing them, rather than focusing on weaknesses. The Zenger Folkman philosophy has its eye on the right goal – real, measurable results.” —Bill Blase Senior Executive Vice President Human Resources AT&T Corp. “I fell in love with The Extraordinary Leader on page 1. From the moment I started reading I really got jazzed, and my enthusiasm only increased the more I read. You see, I’m just mad about books that attack cherished but unsupportable assumptions about anything, especially leadership. That’s exactly what Jack Zenger and Joe Folkman do, and they do it persuasively, precisely, and professionally. The Extraordinary Leader is no hackneyed rehashing of tired nostrums. Through their exceptional research, the authors demonstrate and prove that leadership does make a difference and that you can learn to lead. There are some profound insights in this book, and whether you’ve studied leadership for over 20 years, as I have, or you are brand new to the subject, Zenger and Folkman give you much more than your money’s worth. And while their research gives the book distinctive credibility, their examples and practical applications give it life. This is a book that scholars and practitioners will be referring to for years to come. If your goal is to be a better leader than...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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...Introduction To Public Administration–MGT111 VU LESSON 01 INTRODUCTION 1. 2. 3. 4. 5. 6. 7. The course on Public Administration/Management has following objectives: Understand the concept of public administration/ management/organization Understand the evolution of the concept of public administration and its importance Understand the role of government Understand the role and core functions of public manager Understand the structure of government /organizations Create understanding about the skills required by the public manager in imparting duties Understand the changing role of government and role of public managers. Importance of Course: The course on public administration/management is important as every citizen must understand the functioning of government. Besides, whether one works in private or public organization, or one is doing ones own business or whatever the profession, this course is useful as it helps understand organizations and their functioning. It also helps us understand the environment in which we are working. Introduction: definitions, concepts & setting At the end of lecture the students should be able to understanding: • The meaning of PA • The practice of public administration (PA) • Public administration as a subject of study • Definition of Public administration • Public administration, democracy and rights of citizens The Meaning The word ‘administration’ has been derived from Latin words ‘ad’ = to and ‘ministiare’ = serve and ‘Public’ =people...
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...Project Management Achieving Competitive Advantage Chapter One • Introduction: – Why Project Management? What is a Project • Two definitions of project: – A project is a unique venture with a beginning and end, conducted by people to meet established goals within parameters of cost, schedule, and quality – Projects are goal-oriented, involve the coordinated undertaking of interrelated activities, are of finite duration, and are all, to a degree, unique • Difference between process and project – Process refers to ongoing, day-to-day activities in which an organization engages while producing goods or services; process uses existing system, properties, and capabilities in a continuous, fairly repetitive manner – Projects take place outside the normal, process-oriented world of the firm What is a Project (con’t) • A project can be considered to be any series of activities or tasks that: – Have a specific objective to be completed within certain specifications – Have defined start and end date – Have funding limits – Consume human and nonhuman resources – Are multifunctional What is a Project (con’t) • Various elements of projects: – Projects are complex, one-time process: a project arises for a specific purpose or to meet a stated goal; they are complex because they typically require the coordinated inputs of numerous members of the organization – Projects are limited by budget, schedule, and resources: project work requires that members work with limited...
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...ORGANIZATIONAL POWER POLITICS This page intentionally left blank ORGANIZATIONAL POWER POLITICS Tactics in Organizational Leadership Second Edition GILBERT W. FAIRHOLM PRAEGER An Imprint of ABC-CLIO, LLC Copyright © 2009 by Gilbert W. Fairholm All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, except for the inclusion of brief quotations in a review, without prior permission in writing from the publisher. Library of Congress Cataloging-in-Publication Data Fairholm, Gilbert W. Organizational power politics : tactics in organizational leadership / Gilbert W. Fairholm. — 2nd ed. p. cm. Includes bibliographical references and index. ISBN 978-0-313-37976-5 (alk. paper) — ISBN 978-0-313-37977-2 (ebook) 1. Office politics. 2. Leadership. 3. Power (Social sciences) I. Title. HF5386.5.F35 2009 658.4’095—dc22 2009018808 13 12 11 10 09 1 2 3 4 5 This book is also available on the World Wide Web as an eBook. Visit www.abc-clio.com for details. ABC-CLIO, LLC 130 Cremona Drive, P.O. Box 1911 Santa Barbara, California 93116-1911 This book is printed on acid-free paper Manufactured in the United States of America Contents Preface Acknowledgement Introduction: The History and Theory of Power Part I: Defining Power in Work Group Operations Chapter 1: Elements of a Definition Chapter 2: Defining the Forms of Power Chapter...
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