...“Evolution of Silos and the Subsequent Impact on Organizational Behavior". Managing People in Organizations Word Count: - 3,488 Executive Summary This paper focuses on how culture has impacts the evolution of silos, their subsequent impact on organizational behavior and outcomes for the institution if they are not eliminated. In a competitive environment it is imperative that organizations be as effective and efficient as possible. When departments exist in silos this hinders cross functionality and synergy due to lack of communication and common goals. This in turn has a negative impact organizational behavior and culture. This report examines University Y a Federal third level Education Institution in the Country X which specializes in providing tertiary education for female Nationals using an American Curriculum. It specifically looks at the evolution of silos within the Finance and Administration units which support the academic mission. There are seven of these units they include Finance, Human Resources, Campus Services, Campus Physical Development, Marketing and Publications, Contracts and Procurement and Computing Services. In addition to exploring how organizational culture influenced the evolution of these silos, it examines the impact of the unique culture of the COUNTRY X and finally what role the leader played in the sustaining of these silos, showing that leadership and culture are closely aligned. It examines the challenge of applying...
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...Evolution of leadership definition Name Institution Evolution of Leadership Definition Introduction Leadership is a social phenomenon that has been examined historically by both contemporary and classical western and eastern writers and thought leaders, perhaps due to the fact that it is a universal activity for animal and human kind spices. This paper is a historical analysis of how the definition of power has evolved and how leadership conceptually differs from power. The paper argues that leadership is conceptually different from power. Body (a). Leadership Most leadership definitions have tended to lean into any of the following three principles or is multifaceted to acknowledge the multiple principles. • Internal qualities of a leader • Leaders behaviors • Leaders traits and context (b). Power This section will demonstrate that Power is different from the person exercising it by describing sources of power. Conclusion Power and leadership are conceptually different. Essay There are many definitions of leadership and power that have been constructed just as there are leadership theories (Day & Antonakis, 2012). The first attempt to define leadership was done through internal qualities of a leader which scholars believed were what differentiated between leaders and followers. This attempt examined the physical, personality and mental characteristics of leaders with an assumption that leaders were born and not made (Avolio, Walumbwa & Weber...
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...TRANSFORMATIONAL LEADERSHIP James MacGregor Burns has defined leadership as “leaders inducing the followers to act for certain goals that represent the values and the motivations – the wants and needs, the aspirations and expectations – of both leaders and followers” (Burns 1978. p.19.) The concept of leadership as a whole encompasses different explanations, theories and leadership styles and has been popular not only from the organizational perspective but in the educational and political context as well. This essay aims to address the key concepts of Transformational leadership which belongs to the more recent approach taken towards leadership. From around the mid-19th century, social scientists have been engaged in understanding and developing the nature of leadership in social evolution. This has led to the development of various theories and approaches to leadership. The early approach to leadership began with the Great man theories and has gradually led to the formation of the ‘New Leadership Approach’ (Bryman 1992) which included ‘visionary’ (Sashkin 1998) , ‘charisma... ... middle of paper ... ...that have emerged in the North American studies were similar to those found in the UK. (Alimo- Metcalfe & Alban –Metcalfe, 2001) What must be taken into account is the fact that Leadership as a part of the “New Paradigm Model’ has been viewed as a process of “Social Influence” (Bass 1998a, b; Bryman 1992). The main objective in developing and designing a...
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...scribes the feminine energy and receptivity part of nursing’s heri- tage, which offers limitless possibilities for a nurse’s self enhancement through an inward spiritual journey, the results of which, in turn, contribute to and facilitate a patient’s self healing. This book invites deep personal/professional reflection on the nurse, the nurse–patient relationship, and the profession’s future direction. Its step-by-step approach guides such reflection from a multi-cultural global perspective. An audience of experienced nurse clinicians and educators will discover practical application of healing presence’s evolutionary link to nursing science and art evident in the practical values guide, the professional development analysis and the leadership develop- ment analysis. In science, the nurse employs the ‘evaluator’ aspect of analytic thought; in art, the nurse ‘interprets’ abstract percep- tions and pattern recognition; and in healing presence, active receptivity permits the nurse to ‘witness’ the patient/person’s inner healing resources. Witnessing implies that the nurse’s own spir- itual journey provides personal knowledge of and belief in the pa- tient’s inner healing resources, and results in expanded conscious awareness, which transcends analysis and perception. This expanded consciousness, essential to healing...
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...the study of the behavior of individuals in organizations. It studies the science and application of knowledge about how people, individuals, and groups act in organizations. The purpose of the study is to improve relationships in organizational context and therefore improve the process of achieving the organizational goals and objectives. Definition of organizational behavior “Actions and attitudes of individuals and groups toward one another and toward the organization as a whole, and its effect on the organization's functioning and performance.” Evolution of Management theory Behavioral science approach This Approach focuses on the psychological and sociological processes that influence the performance of workers. This approach focuses on the workers, not the job itself. The behavioral science was influenced to a large extent by the human relations movement, namely the Hawthorne experiments (e.g. influence of lightning on performance etc.) in the 1930s. Human relations approach The human relations approach evolved in the 1960s and included research from Herzberg, Maslow, and McGregor etc. They tried to find ways to motivate employees based on their needs. 1. McGregor X and Y theory McGregor stated the XY theory of management that says that there are two types of management approaches. A type Y manager sees people as individuals with intrinsic motivation to achieve the organizational goals. Therefore the job of the manager or leader is it to facilitate...
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...students within the OBHR major will craft a program of research that is built upon rigorous theory as well as strong methodological skills that are both necessary for effective scholarship. We encourage collaboration with OBHR faculty that has a proven track record of publishing within a variety of top outlets (Academy of Management Journal, Academy of Management Review, Journal of Organizational Behavior, Journal of Personality and Social Psychology, Journal of Labor Research, Harvard Business Review; Human Resource Management; Industrial and Labor Relations Review; Sloan Management Review). Organizational Behavior/Human Resources Management Behavior Systems and Management Thought The objective of this course is to explore the evolution and development of management theory with particular emphasis on the design of behavioral systems in organizations. It is a core premise of the course that the design of systems to manage people in organizations is based on a set of assumptions about humans that are part of the managerial theory that guides the formation and operation of complex organizations. Management theory and the models of human beings that are incorporated in them need not be formally articulated statements. They are often implicit as values, assumptions and beliefs that form the basis for organization and action. This seminar will examine a range of formal and informal management theories and the various models of human beings that are explicit and...
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...effectiveness in a variety of different environments, industries and across multiple levels of analyses. Our expectation is that students within the OBHR major will craft a program of research that is built upon rigorous theory as well as strong methodological skills that are both necessary for effective scholarship. We encourage collaboration with OBHR faculty that has a proven track record of publishing within a variety of top outlets (Academy of Management Journal, Academy of Management Review, Journal of Organizational Behavior, Journal of Personality and Social Psychology, Journal of Labor Research, Harvard Business Review; Human Resource Management; Industrial and Labor Relations Review; Sloan Management Review). Organizational Behavior/Human Resources Management PhD Program Curriculum Behavior Systems and Management Thought The objective of this course is to explore the evolution and development of management theory with particular emphasis on the design of behavioral systems in organizations. It is a core premise of the course that the design of systems to manage people in organizations is based on a set of assumptions about humans that are part of the managerial theory that guides the formation and operation of complex organizations. Management theory and the models of human beings that are incorporated in them need not be formally articulated statements. They are often implicit as values,...
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...Model....................................................................... 12 Some Basic Concepts and Definitions ................................................................. 15 Transactional Vs. Transformational Leadership .................................................. 18 Theories of Change in Organisations................................................................... 21 Life Cycle Theory ................................................................................................ 22 Teleological Theories of Change ......................................................................... 25 Dialectical Theories of Change............................................................................ 27 A Dialectical Approach to Organisational Strategy and Planning ....................... 29 Limitation of Dialectics; DA and DI.................................................................... 31 Theories of Change in Organisations................................................................... 33 Application of Evolutionary Theory .................................................................... 35 Further Application of Evolutionary Theories..................................................... 36 Greiner’s Model of Organisational Evolution and Revolution...
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...of leadership Richard Barker Human Relations 2001; 54; 469 The online version of this article can be found at: http://hum.sagepub.com/cgi/content/abstract/54/4/469 Published by: http://www.sagepublications.com On behalf of: The Tavistock Institute Additional services and information for Human Relations can be found at: Email Alerts: http://hum.sagepub.com/cgi/alerts Subscriptions: http://hum.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Downloaded from http://hum.sagepub.com at University of Leicester Library on July 22, 2008 © 2001 The Tavistock Institute. All rights reserved. Not for commercial use or unauthorized distribution. Human Relations [0018-7267(200104)54:4] Volume 54(4): 469–494: 016604 Copyright © 2001 The Tavistock Institute ® SAGE Publications London, Thousand Oaks CA, New Delhi The nature of leadership Richard A. Barker A B S T R AC T Trait/characteristic theories and empirical approaches to the study of leadership have been supported by mounds of data, graphic models, and regression statistics. While there has been criticism of these mainstream approaches, there has been little in the way of metaphysical support developed for either side of the argument. This paper attempts to address the ‘science’ of leadership study at its most fundamental level. KEYWORDS ethics leadership social evolution transformative systems Leadership studies...
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...Business Leadership Name Institution Business Leadership Abstract This research examines developments made in the leadership studies, beginning with the early theories made to try explaining the concept of leadership in business. Secondary materials were used as the main sources of data in this research paper. The objective of this research is to discuss leadership literature, the success of different writers work on the topic and its impact on business organizations. The literature review starts with a brief history of leadership and the key developments made during its evolution. The literature review then discusses the first phase of the business, which was before the 20th century followed by what was written in the second phase, which is normally called the neo-classical period. The review ends by giving the most recent developments in the field and the impact they have had on business organizations. The paper looks at leadership styles as the most discussed sub-section of leadership in its literature. This paper ends with a conclusion summarizing the research followed by possible recommendations. The importance of this research is to get data relevant to organizational leadership by analyzing literature development over the years. Introduction The concept of leadership is as old as civilization itself. It started from the ancient times when the organization became an entity and many people started getting together to achieve a certain objective. A leader is...
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...their social, cultural, and political backgrounds. Contemporary arrangements also focus on the development of the balance between practical implications and theoretical foundation to shape a new patient-centered vision on nursing and health care. Purpose Statement The main purpose of this paper is to trace the shifts in nursing education, starting from the development of Nightingale’s model and focusing on the present underpinnings and alterations in nurses’ training. Florence Nightingale Concepts and Frameworks With the advent of Nightingale’s concepts in nursing, a rigid distinction between clinical leadership and nursing leadership has emerged. At this point, Stanley and Sheratt (2010) refer to the concepts introduced by the nurse theorist and state, “Nursing leadership is clearly based on a relationship with management and with nurses who may operate in a broader context at an operational or systems level” (p. 116). Therefore, Nightingale was a pioneer in...
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...Management and Decision Sciences Specialization: Leadership and Organizational Change KAM Assessor: Dr. Javier Fadul Javier.fadul@waldenu.edu Faculty Mentor: Dr. Javier Fadul Javier.fadul@waldenu.edu Walden University February 5, 2011 ABSTRACT Breadth This Knowledge Area Module (KAM) broadens common knowledge of societal and cultural development by looking beyond economic and conflict theories for understanding other positions regarding social advancement. The Breadth Component studies societal and cultural development in terms of evolutionary, cyclical, and fundamentalist theories and demonstrates why it is important to looking beyond the popularly accepted knowledge about social development represented by economic and conflict theory. This approach provides a more robust generalization that more adequately describes social advancement, and concludes that classical researchers did not consider leadership as a social segment to be studied, that influences societal and cultural development. Leadership understanding of societal and cultural development is critical for enabling them to lead positive social change. ABSTRACT Depth The Depth section compares modern research in societal and cultural development to the theories of classical researchers in order to further develop the findings of the classical study, and to determine if leadership consideration has been addressed in modern times. The study shows that the theories of classical researchers are sufficiently robust...
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...organization, division by gender Compound Societies Greater division of labor, stratification, composite groups formed Doubly compound All doubly compound societies are settled, non-nomadic, political organization more elaborate, caste system, towns and roads Trebly compound societies Extensive territorial scope of society; Great civilizations, productive, distributive capcity, regular exchange with other societies Historical Materialsm was also a reaction to important contemporary societal and intellectual developments: Lenski: Technology used to adapt to environment; Outcomes: Surplus production, Population growth, Stratification, occupational specialization Harris: Cultural Materialsm (best for preindustrial) Theory Mechanism: Population growth & technological processing deplete the environment, cause decline in living standards, critique: focuses too much on dem., economy low on imp. Key CM Infrastructure: Technology, ecosystems, demographics Structure Political economy & domestic economy Superstructure Basic beliefs, values, norms, philosophy, religion, art, music, ritual Sanderson: Evolutionary Materialism Infrastructure: Technology, economy, ecology, demography Structure:Stratification systems,...
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...Chinese management research puzzle. Their analyses remind us of many attempts at anchoring the research purpose – etic versus emic approaches, exploration versus exploitation approaches, rigor versus relevance scenarios – touched on by the many commentators in this issue. We suggest researchers first answer the ‘purpose’ questions before embarking on the research design. The research design should fit the purpose of the knowledge, which is either to improve the performance of Chinese organizations (meeting the relevance criterion) or to replicate, extend or refine a theory developed in the US (meeting the rigour criterion). We believe the strength of applied management research allows us to create knowledge that can meet the criteria of both rigour and relevance. We support the use of academic international research teams and dialectic debate as tools to move the field of Chinese management research forward. KEYWORDS context, polycontextuality, relevance, research team, rigour It was six men of Indostan To learning much inclined, Who went to see the Elephant (Though all of them were blind), That each by observation Might satisfy his mind. The Second, feeling of the tusk, Cried, “Ho! what have we here So very round and smooth and sharp? To me tis mighty clear This wonder of an Elephant Is very like a spear!” The Third approached the animal, And happening to take The squirming trunk within his hands, Thus...
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...focussing on the following four sections Section 1: Culture at FacileAvion Section 2: Management and leadership at FacileAvion Section 3: Motivation at FacileAvion Section 4: Effective teamwork Scenario/Vocational Context The assignment for the Organisation Behaviour module is project based on the following scenario: You work for FacileAvion the largest low cost airline operating in Europe. There has recently been a change of management at the board level and they are looking at how they can improve employee engagement over the next few years. The new Board have noticed that employee satisfaction feedback scores have consistently been decreasing over the last year and would like you to carry out an analysis as to the reasons and provide recommendations. Task 1 (this task provides evidence for LO 1.1, 1.2, 1.3) Section 1: Culture at FacileAvion Discuss the role of culture by focussing on the following areas: Compare and contrast different organizational cultures and structures (1.1) Explain how the relationship between organisation structure and culture can affect performance (1.2) Discuss the factors which affect individual behaviour at work, specifically in the context of a company that is similar to FacileAvion (1.3) Required: Write section 1 of the report (max: 1,250 words) Task 2 (this task provides evidence for LO 2.1, 2.2, 2.3) Section 2: Management and leadership at FacileAvion Explain and contrast the...
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