...Position Power and Personal Power A View of Leadership vs. Management owner 12/18/2020 GM:591: Leadership and Organizational Behavior Instructor: INTRODUCTION In the past twenty to forty years, the face of corporate America has changed drastically from family owned businesses to conglomerates that absorb smaller businesses by the dozens. Those days where a person works for a single company until retirement are long gone. Retirement funds, 401k’s, investment accounts, and high efficiency technology dominate lunch counter conversations, versus our parent’s conversations about family matters and how the kids are doing. Something has been lost from those days where people actually cared about coworkers and each other. I’m sure if you would ask ten people for a reason for the lack of concern, you would get different responses. According to what I have learned through this course in Organization Behavior, all the case studies, and the research on personal and position power, I have concluded that people are not put first. This has lead to and lack of success in business as well as failures. In most recent times, Enron Corporation comes to mind, along with other companies that accepted government bailout money in order to avoid massive layoffs or closing altogether. My group in this course chose to do the group project on position power and personal power. My individual subtopic deals with how a manager with only position power affects his/her subordinates...
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... etc) How to people make attributions(cues about the causes of behavior?: consensus, consistency, distinctiveness Common perceptual errors (e.g., Fundamental attribution errors, Self-serving bias, recency, and etc.) Exercise: Alligator River 4. Motivation Intrinsic, Extrinsic, and Prosocial motivation Positive reinforcement Need theory Expectancy theory Equity theory Goal setting theory Characteristics of goals (e.g., easy vs. challenging; specific vs. vague) Job Characteristic Model(designing jobs to enhance intrinsic motivation Case: Karen Leary (A) Case: Honey and Beard Company 5. Leadership Leadership theories: Trait approach, Ohio’s leadership styles (task vs. people), Contingency theories, Transaction and transformational leadership What are the differences between a manager and a leader? What are the key characteristics of charismatic and transformational leaders? 6....
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...Proctor & Gamble vs. Unilever Dominic Williamson BUS. 508 Prof. Garabedian 11/3/2013 Determine how each corporate culture differs from the other. The consumer goods market has been historically dominated by Unilever and Procter & Gamble (P&G). Both companies boast of strong brands. Unilever has brands such as Dove, Axe, Vaseline, Comfort, and Lipton. P&G is equipped with brands such as Head & Shoulder, Olay, Pantene, Gillette, Crest, Oral-B, Duracell, Gain, Tide and Pampers. Each company has a lot of similarities which have helped them be successful in the industry. Along with those similarities come vast differences which allow them to successfully compete with one another. Unilever is one of the world's largest and fastest growing consumer goods companies in the world. The company is headquartered in the UK and the Netherlands (Unilever, (n.d). Unilever Plc). With headquarters in London and Rotterdam, Unilever was one of the few companies to focus on emerging markets. Their culture focuses on “What we believe in and how we act collectively.” They believe in targeting emerging markets to contribute to their total sales. Unilever expects emerging markets to account for 70% of total sales by the end of the decade (Procter & Gamble Vs. Unilever: Comparing 2 Consumer Staples Giants, 2013). They also believe in a high standard of corporate behavior and ethical standards for both people and the environment. Unilever executives provide...
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...The Aspects of Internal Hiring Vs. External Hiring: Pros and Cons Calvin Bowens WRTG 394 Advance Business Writing 1 October 2014 Professor John Ross Executive Summary This research provides an evaluation of the historic and current practices used to select internal employees for promotion in mid-level manager position versus selecting external candidates to fill those positions. Methods of this evaluation will include pros and cons, site managers and human resource team feedback, as well as, corporate leadership take on possible approaches. Results of this evaluation show that each hiring requirement is unique in nature when referring to positions of leadership. All members interviewed or who shared their insight stated having a clear understanding of what higher level leadership wants and demands must be established up front. Therefore, assumptions of these higher level expectations almost always end in failure of the newly hired external candidate or the internally hired employee. In addition, research finds current business practice being utilize in the company does not support selecting internally or externally. There are several areas requiring further attention and investigation, to include possible remedial training for human resource generalist and site managers for the sole purpose of building staff confidence and growing leaders from within. Corporate leaders have taken the hands-off approach to hiring mid-level managers. With that said, a clear and concise...
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..._________________M.D.U.Guruge__________________________________ BTEC REGISTRATION NO:____________________________________________________ PROGRAMME: Edexcel BTEC Level 7 Professional Diploma in Strategic Management and Leadership UNIT NO/TITLE: Unit 04 / Developing Corporate Culture ASSIGNMENT NO: Individual Report Credit Value: 05 Learning Outcomes: 1.0 Understand how the characteristics of corporate culture affect the achievement of organizational objectives 2.0 Be able to propose organizational values that will influence corporate climate 3.0 Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Issue Date: December 6th 2013 Due Date: January 5th 2014 Submission Date: Assessor’s Name: PROGRAMME: Edexcel BTEC Level 7 Professional Diploma in Strategic Management and Leadership UNIT NO/TITLE: Unit 04 / Developing Corporate Culture ASSIGNMENT NO: Individual Report Credit Value: 05 Learning Outcomes: 4.0 Understand how the characteristics of corporate culture affect the achievement of organizational objectives 5.0 Be able to propose organizational values that will influence corporate climate 6.0 Be able to develop strategies to communicate with stakeholders of an organisation who belong to different cultural groups Issue Date: December 6th 2013 Due Date: January 5th 2014 Submission Date: Assessor’s...
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...Profitability 26 Company Philosophy 28 Public Image 29 Company Self-Concept 33 Newest Trends in Mission Components 33 An Exemplary Mission Statement 35 Boards of Directors 37 Agency Theory 38 22 25 2/8/2012 10:17:09 AM Contents How Agency Problems Occur 39 Problems That Can Result from Agency 39 Solutions to the Agency Problem 40 Summary 41 Key Terms 41 Questions for Discussion 41 Appendix A: Company Vision 43 Appendix B: BB&T Vision, Mission, and Purpose 3. 4. SM_Prelims.indd 18 44 Corporate Social Responsibility and Business Ethics The Stakeholder Approach to Social Responsibility 52 The Dynamics of Social Responsibility 54 Types of Social Responsibility 57 Corporate Social Responsibility and Profitability 60 Sarbanes-Oxley Act of 2002 66 The New Corporate Governance Structure 69 Privatization as a Response to Sarbanes-Oxley 70 CSR’s Effect on the Mission Statement 71 Social Audit 71 Satisfying Corporate Social Responsibility 72 The Core of the CSR Debate 73 Mutual Advantages of Collaborative Social Initiatives 75 Five Principles of Successful Collaborative Social Initiatives Assembling the Components...
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...2/17/2016 Culture Class 1 of 2 February 17, 2016 Organizational Culture • The set of values, attitudes, beliefs, and expected behavior shared by members of an organization – The ‘internal personality’ of an organization – Similar to national culture: common values, shared understandings – What is really important or accepted (can differ from what management says) Levels of Culture • Assumptions (Lowest Level i.e., what is “under water”) – Taken for granted beliefs about human nature, “reality” – Often unspoken and typically reside out of immediate awareness – Discerned from how people explain and justify what they do • Espoused Values – Shared principals, standards, and goals • Artifacts (Highest Level i.e., “tip of the iceberg”) – Tangible aspects that can been seen, heard, observed Example: • Assumption: • Espoused Values: • Artifacts: 1 2/17/2016 Content Dimensions of Organizational Culture • Competitiveness: whether members tend to compete vs. cooperate • Individual initiative: degree of responsibility, freedom, and independence that members have • Innovativeness: extent to which members are encouraged to think outside the box and challenge the status quo • Tolerance of failure: whether the organization accepts failure vs. demands success • Conflict tolerance: degree to which members are encouraged to air conflicts and criticism openly • Power distance: extent to which formal hierarchical differences are ...
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...PATTIES FOOD LTD Module 1: INTRODUCTION TO STRATEGY AND LEADERSHIP Key questions Concepts/Models/approaches that can be used to answer the key questions: Applicability / Case facts support What are the forces behind globalisation Competitive forces 4&20 products to US and halal for Asia Technological forces Social forces AFL Sponsorship Political forces What are the challenges and benefits of globalisation Challenges (competition, distribution, macro-economic, socio-economic, financial, legal, physical, political, socio-cultural, labour, globalisation of Risk) Benefits (cost, timing, learning, arbitrage) What are the ways strategy can be developed? Processual Rational Seems to fit in this situation Evolutionary Systemic Family members on the board could influence cultural values etc. Fuzzy What’s included in a strategy development process and strategic planning? Defining organisational purpose (Where are we going?) External and internal environment analyses (What is the gap between where we are now and where we want to be?) Formulating and implementing strategy(How do we get there? And what are the financial aspects of value creation?) What are the three levels of strategy? Corporate Strategy Framework Business Functional What kinds of leadership style and approaches are there? Situational Transformational Transactional How does ethics and corporate social responsibility influence strategy? The classical view The socio-economic...
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...Agenda Introduction • Historical background of the company • Mobile communications market players Vision & Mission Organizational Culture • Main characteristics • Main factors affecting corporate culture • Culture levels • Culture levels Leadership Style & Management Profile Organizational Structure Change Management • Main forces • Categories and change intensity • Methodogy Agenda Organizational Image SOWT Analysis •Social Environment PEST Analysis •Task Environment Porter’s Five Forces Analysis •Internal Environment Value Chain Analysis Products & Services •Voice •Data •Smart Net Customer Profiles & Expectations •Consumer •Business Recommendations Prepared By Ahmed Farouk Mohamed Ahmed Abdel Aty Saadeya Nour Adham Adel Osama Abdel Razek Amr Ibrahim Historical background of the company Etisalat is a leading international telecom company operating in 18 countries around the world. Egypt is one of the countries where operation was launched in May 2007 as the first 3.5G operator. Etisalat’s entry to the Egyptian market ushered in a new era for the telecom industry. Etisalat Misr introduced for the first time to the market a host of 3.5G services, such as video calling, mobile TV, mobile broadband internet and data services. In a bolder step, 3.75G was introduced and assumed absolute market leadership in providing the fastest broadband internet in the market through USB modems and 3G mobile handsets. Etisalat’s entry brought to the...
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...Introduction Culture has a major influence on international and local businesses. Firms today have to deal with the reality of cultural diversity not just on the international business scene but also within their organizations. Understanding this diversity and successfully interpreting it helps to realize and take advantage of the opportunities provided by globalization. Analyzing the cultures of triumphing companies and countries helps to compare, contrast and learn from their path to glory. Based on these facts, this research paper will study three different successful electronics companies from three different countries/cultures. These are Apple Inc. of USA, Samsung Electronics of South Korea and Sony Corporation of Japan. Apple and Sony Corporation are both involved in many types of business activities and Samsung Electronics is part of a larger multinational conglomerate (Samsung group) which comprises numerous affiliated international businesses. However due to size and commonality of products, this research will focus on their electronics business with specific attention to Mobile devices (Smartphone and mobile computing devices). This research paper will briefly touch up on the activities of the three companies and how cultures of their respective countries influence their corporate culture, management style and overall business activities. The purpose of such research is to analyze the corporate culture of each company in relation to their respective country of origin...
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...Introduction to S&L 3 Benefits of studying S&L, challenges and criticism, CPA thinking 5-6 Emergence of strategy (Ownership, globalisation, structure) 6-7 Leadership and its role, leadership vs. management, role of the accountant is S&L 8-9 Accountant’s role, financial aspects of value creation 10-12 Drivers of globalisation (competitive, techno, social, political forces) 12-15 Challenges of globalisation (Competition, distribution, macroeconomic, socioeconomic, financial, legal, physical, political, sociocultural, labour, risk) 15-16 Benefits of globalisation (cost, timing, learning, arbitrage), value of localisation 17-20 Approaches to strategy (rational vs.processual) and assumptions 21-22 Evolutionary, systemic and fuzzy approaches, implications 22-25 Strategy process, mission & vision, external & internal env. 25-27 Strategic thinking, strategic planning (3 Q’s and 3 issues), criticism, value of both 27-30 Strategic stretch and fit, strategy equation (Bendigo bank) 30-32 Levels of strategy (corporate, business, functional) 32-34 Strategic leadership, approaches to leadership (traits, behavioural, situational, transformational & transactional) 34-36 Importance of leadership (Q. 1.7) 36-39 Leadership and Ethics (questions, classical and socioeconomic views of ethics) 39-40 CSR, strategy, leadership and ethics MODULE 2: The external environment 4-5 Definition, reasons of difficulty in analysis, analysing an industry 6-13 Sources of data for analysis, 1...
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...concepts Social Entrepreneurship • value creation vs value capture Corporate Social Responsibilities Responsibilities of firm to balance 3P Minizing negative and maximizing positive impacts on society Business Ethics Norms guiding and regulating behaviors right-wrong, acceptable-unacceptable Corporate Governance Procedures, mechanisms to make sure suppliers of finance get return on investment 1 3/21/2015 Govern ment The Media Owner s Directo rs Employ ees Primary Secondary Internal Custo mers/C onsum ers Educati onal instituti ons External Society Stakeholder model Lender s/credit ors NGOs Supplie rs Service profess ionals Compe titors Busine ss organis ation Dealer s/distri butors 2 3/21/2015 Potential Ethical Implications in Business Operations OWNERS Reporting Minority shareholders Fair dividends EMPLOYEES Hiring practices Firing practices Wages & working conditions Private lives vs company lives Discrimination Honesty Unions Conflicts of interests Secrecy & espionage CONSUMERS & CUSTOMERS Advertising Packaging Product safety Deception, overselling Price fixing discriminatory pricing Collusion with competitors COMPETITORS Price fixing Unfair competition Pricing below cost Stealing personnel Industrial espionage GOVERNMENT Laws compliance Political contributions for favors Lobbying Honesty in tax return Accurate reporting SOCIETY AT LARGE Corporate citizenship Respect for the environment Discrimination...
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...Japan vs. United States: Ethical Norms Japan vs. United States: Ethical Norms This paper is about the ethical norms of Japan and the United States. The Japanese culture is very complex as well as their corporate culture. Japan’s government us unitary state, constitutional monarchy, parliamentary system. The United States culture is primarily western and corporate culture is considerably fragmented. The different factors within both cultures have an impact on both countries’ ethical norms. Japanese corporations can be contrasted to American corporations which stress the interests of stockholders and are more likely to emphasize short term goals. Leadership is a term that emphasizes three characteristics which are the human trait requited, to coordinate interests of the group, and towards the group’s goals (Taka & Foglia, 1994). Effective leaders maintain integrity and trust by communicating clearly, leading by example and fostering positive relationships with sponsors, stakeholders, suppliers and employees. When leaders establish a strong commitment to ethical behavior and demand that all employees adhere to a high standard of business conduct, confidence in the company tends to be high. When leaders show disregard for the rules, morale, productivity, and overall success suffer in the long-run. The problem of when and how to adapt to different ethical standards is best approached by examining two sets of issues: those faced by Americans doing business in Japan, and...
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...Murai: (1982-1985) Very good as Instigator? Not much for vision; Used McKinsey work for strategy; Leadership style: - “Authentic?” - no prejudice; avoid “naked king” - Reputed as turnaround manager (Mazda experience) - Believed in empowering and people development? Vs. “upward looking” organization - “ignited middle management”, “prepares a positive environment and waits for subordinates to come up with the right idea”, ”accessible”, “cheerful”, “communicator”, “dauntless” - Decision by committee - Work by teams - Management by consensus – broad representation in surveys Accomplishments: - Focused on credo – highlighted organization departmental conflicts o Policies - 38 o Mission - 56 - Connected directly with managers; night time casual review of reading materials - Instigated action on McK recommendations - Setup action teams CI and TQC Financials: - Fixed culture and provoked action on turnaround - But neglected financials – not hands on enough Higuchi: (1986 – 1989) Leadership style: - Top-down, controlling - Ownership and decision making - Unconstrained scenario planning – “don’t worry about numbers”, “spend as much as necessary” o lowered personal risk (pg 60) - Emphasis on people – early raise, memorial, benefits - Personally managed investment portfolio Accomplishments - Action oriented...
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...Summary Managing People in a Global Context Book: Managing across cultures by Schneider & Barsoux, second edition Chapter 1: The undertow of culture Converging cultures? Before the impact of culture can be assessed, two convergence myths have to be challenged: 1. The world is getting smaller… • On the surface, we appear to be converging: television, books, movies, internet, eating habits etc. • However, it seems that the pressure for convergence or integration may in fact create an equal, if not stronger pressure for divergence or fragmentation. o E.g. protests against learning English as second language in Switzerland, different neighborhoods in NYC (Chinatown, Little Italy etc.). o Executives across Europe are reading many of the same publications, but still more often they read national magazines and newspapers. Management is management • Management is management, consisting of a set of principles and techniques that can be universally applied. • However, different practices (such as management) are shaped by its cultural origins, and so is management. • Also, different notions of organizations (relationships vs. tasks) and different HRM practices based on motivations of employees (intrinsic vs. extrinsic). • Good management is culturally sensitive management: best fit between people’s motivation and tasks. • Sensitivity towards invasion of foreign companies and their business ideologies and practices. 2. Despite technological & economic forces for integration/convergence...
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