...EDA 505 Syllabus The College of Saint Rose EDA 505- Introduction to Educational Leadership & Administration Instructor: Dr. Rich Hawkins Home Address: P.O. Box 707, Moriches, NY 11955 Phone & fax: 631 909 1388 ; 631 909 1452 Email: drrjh@optonline.net Course Description: The purpose of this course will be to explore the organizational setting in which schools function. Students will acquire an overview of organizational theory, culture, leadership, change, conflicts, and decision-making. Through involvement in self-study, class participation activities and discussions, individual projects, research and writing, students will gain insight regarding their own potential as school leaders. Students will be expected to begin developing their individual Professional Development Portfolios(PDP). Thisenables you to focus on your future developmental needs as an education leaders. The PDP will be a useful guide in your professional development throughout future EDA courses in general, and in particular will be used in conjunction with anNational Council for the Accreditation of Teacher Education (NCATE) rated Reflective Essay that will be completed at the end of your internship. Your portfolio will in part focus on the National Policy Board for Educational Administration’s “Standards for Advanced Programs in Educational Leadership”and the New York State Standards.These standards called the ELCC (Educational Leadership Constituents Council) Standards...
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...Managing Diversity with Organizational Behavior Managing Diversity with Organizational Behavior I believe the president of the United States Barack Obama and many of the 2010 Congressmen and Senators could have learned a lot from this Organizational Behavior class. I believe that their lack of managing diversity training is the root cause of some major turmoil both in and out of the military, and will continue to be for many years to come. In this analysis I would like to focus on some issues with the legislations repeal act of president Bill Clinton and his 1993 legislation’s “Don’t Ask, Don’t Tell” policy and discuss how the 2010 legislation could have managed diversity with less complications. The following analysis is not meant to voice the military nor my personal opinion of the “Don’t Ask, Don’t Tell” policy nor its repeal. This analysis will focus purely on how the 2010 legislation could have managed diversity with less complications (Kreitner & Kinicki, 2010, p. 35) in regards to: the repeal act of the “Don’t Ask, Don’t Tell” policy (Wikipedia, 2012), the Defense of Marriage Act (Beutler, 2011), and the Uniform Code of Military Justice (UCMJ) Article 125: Sodomy (SLDN, 2012), and how these policies are currently not working well together (Beutler, 2011). Diversity represents the multitude of individual differences and similarities that exist among people. Diversity is not an issue of age, race, or gender. Diversity is not an issue of being heterosexual, gay...
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...effectiveness of the review process. After weighting the cons and pros, we decided that he should be given another year as a principal, to improve his communication and interpersonal skills, and then given another chance at the Managing Director promotion. It is well known that a strong and unified culture is one of the key values of Morgan Stanley, they are not willing to maximize the business at the expense of their culture, teamwork and the integrity of the process. Once Nasr promotes Rob at this time, it will deliver a wrong signal to his fellow colleagues that aggressive and crude attitude, or other problems he has are acceptable and could be compromised if it means getting the job done. Managing Directors are at the top of the pyramid and as such have to be the “standard bearers” for all of the junior staff. In the review process, Rob does show acknowledgement of this weakness, which is the first step towards improvement and demonstrates a work ethic in line with company policies. But this acknowledgement may be not specific; he has to receive detailed, benchmark-driven suggestions to improve his behavior by his direct supervisor. He should be given monthly guidelines and benchmarks to document his improvement in terms of softening aggressive behavior, improving...
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.....................................................................................................9 Conclusion...............................................................................................................................10 References...............................................................................................................................10 Introduction Organizations can be considered as a system which consists of a numerous number of people who coordinate and work together to achieve the common goal. Organizational behavior is the set of actions performed by the individuals or the attitudes of the individuals in a particular organization. For a manager it is very essential to study and understand the organizational behavior as it will assist him to identify and correct problems, establish necessary changes etc. Management or managers plays a vital role in organizational behavior and in achieving its goals (R.L, M, and N, 2010). The role of managers is considered as the key factor in the success of the organization. However the success of an organization does not purely depend on the effectiveness of a manager but also on the interdependencies with other peoples in an organization’s operation. Manager’s interaction with the individuals who are involved in the process of goal achievement...
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...on workplace deviance which focuses on dysfunctional behavior such as antisocial behavior and workplace aggression, constructive deviants are employees who break the rules and norms but intend to benefit the organization. These individuals can play a key role in creating an organizational change and serve as future change agents. Given the increasing discussion on health care reforms, this paper explores the factors that relate to constructive deviance among physicians. Finally, practical implications and future research directions are discussed. II. Introduction Workplace deviance has generally been used to describe the following behaviors: antisocial behavior (Giacalone & Greenberg, 1997), workplace aggression (O’Leary-Kelly, Griffin & Glew, 1996), organizational retaliation (Skarlicki & Folger, 1997), and employee deviance (Robinson & Bennett, 1995). Although previous research has increased our understanding of the harmful effects of deviance within organizations, little research has examined the positive aspects of deviance. Constructive workplace deviance encompasses behaviors that violate significant organizational norms in order to contribute to the well-being of the organization (Galperin, 2003). Constructive deviance is becoming increasingly important in businesses today because constructive deviants can bring about positive changes. Unlike much of the field of organizational behavior which focuses on managerial dysfunctions, such as resistance...
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...OLDTOWN BERHAD (797771-M) OLDTOWN BERHAD (797771-M) (Incorporated in Malaysia) (Incorporated in Malaysia) The Board of Directors (“the Board”) of Oldtown Berhad (“the Company”) recognises the value of good governance and believes that a high standard of corporate governance will deliver long-term sustainable shareholder value. The Board is committed to ensure good corporate governance practices are applied throughout the Company and its subsidiaries (“the Group”). This Statement sets out the key aspects of how the Company has applied the Principles and Recommendations of the Malaysian Code on Corporate Governance 2012 (“MCCG 2012”) during the financial year ended 31 March 2014 and any non-observation of the Recommendations of MCCG 2012, including the reasons thereof, has been included in this Statement. Principle 1 – Establish Clear Roles and Responsibilities 1.1 Clear Functions of The Board and Management The Board leads the Group and plays a strategic role in overseeing the Group’s corporate objectives, directions and long term goals of the business. The Board is responsible for oversight and overall management of the Group. The Board Committees are established to assist the Board in discharging its responsibilities. The Board delegates specific responsibilities to three (3) principal Committees, namely the Audit Committee, the Nomination Committee and the Remuneration Committee. All committees have written terms of references and operating...
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...This paper is about the complexity of managing organizations. As theoretical groundwork the book Organising and Managing Work by Tony Watson will be used. The book by Tony Watson covers issues about organizational, managerial and strategic behavior. In particular, the author argues for a critical common sense and the use of philosophical pragmatism (Watson, 2006). He also questions the way work is organized and managed. Finally, the process-relation perspective, a critical perspective of how to think about organizations and their relations and interactions with people, is taken by Watson (2006). This paper will start with a description of the two theories “System-control framing” and “Process-relational framing”. Afterwards the three concepts strategic exchange, negotiated order and double control will be defined and exemplified by different cases from the course. Finally, the paper will look into the complexity of managing knowledge at organizations supported by examples from Danone and McKinsey. In the field of leadership and management studies, there are two main perspectives “System-control framing” and “Process-relational framing”, which can help to analyze and make sense of complex organizations. The system-control perspective recognizes organizations as an entity that is “a system of managerially designed rules and roles existing on its own terms […] based on an organization design with a set of structural and cultural characteristics” (Watson, 2006, p.30). According...
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...Managing Change in the Workplace ABSTRACT Change is uncomfortable for many people. It is important, when managing change to take into consideration many different things. As an executive director of a non-for-profit, there may be many different responsibilities that you must take on and/or manage other staff in doing that some other agencies do know recognize or have to deal with. It is important to communicate with staff and other involved of the management style and changes that you plan on implementing. In addition, it is important to have understandings that change in inevitable at some point and it could be your executive director themselves. INTRODUCTION For most people, any type of change is uncomfortable. Therefore, when managing change in the workplace, it is vital to help people see that whatever they've been doing in the past can no longer take place-that neither they, nor the business, will be pertinent without change. Managing change in the workplace is a constant for all leaders. In order to stay significant as a business you must regularly redefine your way of operating, your product and/or service offerings and the impact you have on your customers and expansive community. According to Homes (2013), as you are leading change, big or small, see to it that these four elements are done: build a sense of urgency, create a clear tomorrow, get people involved at the right level and have clear actions and expectations...
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...at 3:00 p.m. N I S S A N E L G R A N D I N F I N I T I F X 3 7 R E N A U L T M E G A N E R S CONTENTS 02 03 05 09 10 14 17 25 27 28 31 Corporate Information Business Divisions Report of the Board of Directors 8 Years Financial Highlights Profile of Directors Corporate Social Responsibility Report Corporate Governance Statement Internal Control Statement Other Statements and Disclosures Audit Committee Report Daily Share Price & Volume Traded on Bursa Malaysia Securities Berhad 33 Financial Statements 133 Ten Largest Properties of the Group 134 Shareholders’ Statistics 137 Notice of Annual General Meeting Form of Proxy CORPORATE INFORMATION Directors Dato’ Tan Heng Chew Executive Deputy Chairman and Group Managing Director Dato’ Ng Mann Cheong Senior Independent Non-Executive Director Dato’ Haji Kamaruddin @ Abas bin Nordin Independent Non-Executive Director Seow Thiam Fatt Independent Non-Executive Director Siew Kah Toong Independent Non-Executive Director Dato’ Khor Swee Wah @ Koh Bee Leng Executive Director Ling Ou Long @ Ling Wuu Long Executive Director Ho Wai Ming Executive Director Audit Committee Company Secretaries Yap Bee Lee Chang Pie Hoon Registered Address 62-68 Jalan Ipoh 51200 Kuala Lumpur Telephone : (03) 4047 8888 Facsimile : (03) 4047 8636 Website : www.tanchong.com.my E-mail : tcmh@tanchong.com.my Registrars Tricor Investor Services Sdn Bhd Level 17, The Gardens North Tower Mid Valley City Lingkaran Syed Putra 59200 Kuala Lumpur...
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...Mack and his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty (20) years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. That person must be energetic, aggressive and innovative. That’s why he recruited Rob Parson. Rob developed relationships with the important players in the banking and insurance industries and a strong reputation. Rob is not easily discouraged or intimidated and knows what it takes to get the job done. His drive and ambition allows him to connect with his clients but sometimes distances him from his co-workers. The position that Paul needed to fill was difficult to perform and had a very high turnover rate. He thought that Rob was the perfect person to fill that billet. Rob accepted the position with the understanding that there was a potential for growth because the effort was in need of repair and that the Morgan Stanley had done very little business in Capital Markets. Paul implicitly promised Rob a promotion to managing director during recruitment. Rob never thought that he would have to tip-toe on egg shells when dealing with co-workers. The new president wanted people who...
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...SELECT THE EXECUTIVE DIRECTOR • Support the Executive and review his or her performance • Ensure effective organizational planning • Track progress toward meeting the results defined by the strategic plan • Provide for the availability of adequate resources • Oversee the effective management of resources Code of Conduct Chief Executive officers and Managing Directors should be responsible for setting the tone for ethical conduct for the company and ethical conduct should be made known to all employees. Recommendations: • Top management needs to consistently set the tone as they will be held accountable when something goes wrong, all employee’s need to know their responsibilities and to be ethical in their conduct. • Communicate, communicate, and communicate. Communication is key and discussions are better than one-way directives. • Confidence and assurance must be given to employees by providing sufficient support and training to make it easier for the employees to embrace ethics in their day-to-day work processes. CONCLUSION The leadership team should set the tone for ethical values, behaviors and practices throughout the company. As a board member you should ensure that...
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...his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. The Capital Markets Services(CMS) division, which has established as an interdisciplinary concern to address the issues of focused client attention and cross-divisional collaboration, required professionals who not only had domain specific industry knowledge but were also skilled at responding to client needs by designing products in collaboration with product specialists within Morgan Stanley. Market coverage professional to be compatible with the staff of other departments, but can't rely entirely on product designers, because they do not understand markets and customers, do not know the customer's needs. It is important to fully understand the market, product, and customer information in three areas and needs. That person must be energetic, aggressive and innovative. It was these requirements that led to the appointment of Rob Parson, a managing director at a smaller firm with connections to some of the players in banking and insurance industries, as market coverage professional. That’s why...
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...LETTER OF TRANSMITTAL 7Th August, 2012 Mr. Muhammad Zia Kayani Course Instructor for Company Law(MBA-R3Y) Institute of Business Management Dear Mr. Kayani: We are pleased to submit our report on topic Directors of Company While engaging ourselves in making this report, we gained useful information related to the procedures of election of directors and also find the eligibilty criteria for the election of directors other issue related to director of company. We have worked hard in making this report. We hope that it will fully serve its purpose. We appreciate your support in making this report and we also look forward to your feedback which will be helpful for us. Please check the enclosed report. Sincerely, Syed Abid Haider Mohammed Waqas Manzoor Encl. (1) LETTER OF ACKNOWLEDGEMENT All thanks to Almighty GOD, who is most merciful, who granted and helped us to work on this report. We would like to express our gratitude towards our parents for their kind co-operation and encouragement which helped us in completion of this report. We would also like to extend our gratitude towards our faculty Mr. Muhammad Zia Kayani, who gave us an opportunity to do a research and to make a report related to our course outline. We have made a report on Directors of Company Respectfully yours, Syed Abid Haider (12784) Mohammed Waqas Manzoor (12782) TABLE OF CONTENTS 1. LETTER OF TRANSMITTAL 1 2. LETTER OF ACKNOWLEDGEMENT 2 3. TABLE OF CONTENT 3 4....
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...Packages limited Packages Limited was established in 1957 as a joint venture between the Ali Group of Pakistan and Akerlund & Rausing of Sweden, to convert paper and paperboard into packaging for consumer industry. Over the years, Packages has continued to enhance its facilities to meet the growing demand of packaging products. In 1968, with IFC participation, Packages integrated upstream by establishing a Pulp and Paper Mill with a capacity of 24,000 tons per year based on waste paper and agricultural by-products i.e. wheat straw and river grass. With growing demand the capacity was increased periodically and in January 2003, total capacity was nearly 100,000 tons per year. In 1982, Packages modified a paper machine to produce tissue paper in response to growing awareness and demand for hygienic and disposable tissues. The “Rose Petal” brand name was launched with facial tissues and was later expanded to include toilet paper, kitchen roll, and table napkins. In 1986, the Company established a flexible packaging unit to cater to the increasing demand from consumers for sophisticated packaging used primarily in the food industry. In 1993, a joint venture agreement was signed with Mitsubishi Corporation of Japan for the manufacture of Polypropylene films at the Industrial Estate in Hattar, KPK. This project, Tri-Pack Films Limited, commenced production in June 1995 with equity participation by Packages Limited, Mitsubishi Corporation, Altawfeek ...
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...NON EXECUTIVE DIRECTORS A member of a company's board of directors who is not part of the executive team. A non-executive director (NED) typically does not engage in the day-to-day management of the organization, but is involved in policy making and planning exercises. In addition, non-executive directors' responsibilities include the monitoring of the executive directors, and to act in the interest of any stakeholders. Also called external director, independent director and outside director. ROLE OF NON EXECUTIVE DIRECTORS * Provide objective and independent advice to the Board to enable it to make better decisions in the interest of all shareholders * Bring a genuine independent perspective to enhance decision making * Provide value added input to strategy and strategic development * Act in the best interests of the company as a whole rather than any one particular group of shareholders * Assist in carrying out the duties of the Board, such as: * reviewing, approving and on-going monitoring of the strategic plan * reviewing organizational capability in relation to stated objectives * reviewing financial performance against targets * raising capital * reviewing any major changes in the company, such as financial and organization structure * providing advice on major investments/divestments to be made * monitoring legal, ethical, risk and environmental compliance where appropriate * Act as a catalyst for change...
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