...each Managing and Regional Director. His focus on clarifying goals and providing rewards and bonuses contingent on performance is a typical behavior associated with transactional leaders. He also had displayed the four key sets of leader behaviors associated with transformational leadership, namely: inspirational motivation, idealized influence, individualized consideration and intellectual stimulation. His great vision for the future of the company; his ability to instill his values and vision in the subordinates; his provision of career counseling to some underperforming subordinates; and his continued advice to his direct reports to make decisions by themselves taking full responsibility for them are some good examples of the above mentioned four sets of transformational leaders behavior he displayed at BMG international. Amazingly enough, Rudi Gassner has most of the positive leadership traits identified by researchers. For example as it is described in the case: he is intelligent (understands the industry inside-out), he is self confident, determined and has high ethical integrity. 2) Power and Influence Tactics Rudi Gassner is a very powerful person. This can be explained by the variety of bases of power he has at his disposal. He used his power in the most appropriated manner in different circumstances to effectively influence his subordinates and obtain the desired result. For example, he used his reward power to urge his subordinates exceed the challenging annual...
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...brands face the danger of getting lost unless they reflect the changing customer preferences. Managing brand over period of time is a big challenge for the marketers today. Brand Proliferation is the order of the day. Rigid brands can become irrelevant in the face of changing priorities and changes in competitive market. Marketing Environment is continuously changing. Change in consumer behavior, Competitive strategies, technological changes and other aspects of marketing environment is making work of brand managers challenging. In this article, the author has tried to discuss tactics for brand reinforcement and revitalization to manage brand for the long run. Keywords: Brand, Reinforcement, Revitalization, Extension, Repositioning, Awareness. Managing Brand for the long run: Brand Reinforcement and Revitalization A strong brand is a powerful driver of sales, profit and shareholder value. That’s why market value of fortune companies is more in intangible assets. Even the most popular brands face the danger of getting lost unless they reflect the changing customer preferences. Managing a brand over period of time is a big challenge for the marketers today. Brand Proliferation is the order of the day. Rigid brands can become irrelevant in face the of changing priorities and changes in competitive market. Marketing Environment is continuously changing. Change in consumer behavior, Competitive strategies, technological changes and other aspects of marketing environment is...
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...management style and that of his team members and using the analyses in becoming a more effective coach and mentor. This analysis will look into the relationship between Wolfgang Keller and Dmitri Brodsky. Wolfgang is the Managing Director at Konsigsbrau-TAK (A) and Dmitri is a direct report. The two individuals have very different management styles, experiences and cultural backgrounds. The analysis will review their management style differences, how Wolfgang could have prevented the conflicts and how he can improve the relationship with Dmitri. Wolfgang Keller A Business Case Analysis Wolfgang Keller’s personality is best described as “getting things done”. He is motivated by involving himself in the day to day actions and by gaining immediate results which is indicative of a management style of “Dominance” according to DiSC management profile model (Inscape Publishing, 2008). Dmitri Brodsky, a direct report to Wolfgang, operates with a management style of “Conscientiousness” (Inscape Publishing, 2008) described as ensuring accuracy, maintaining stability and embracing challenging assumptions. Wolfgang and Dmitri share a common management priority of embracing challenges but they differ on how they focus their energy. Their behavior differences are also contributing to how they react to each other during conflict-situations which are increasing the level of stress between them by demonstrating a lack of empathy for each other and to their sales team. The...
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...WHITEPAPER From Leadership Potential to Promotion Success: More Accuracy, More Insight Introduction Today, organizations realize that people are their greatest asset and they invest in them accordingly. Every employee must perform at his or her best to realize maximum success. In addition, HR and business leaders understand that early identification of leaders with potential to take on significantly greater responsibility is vital to continuing their organization’s success. Traditionally, high performance has been equated with high potential. Boss nominations have been the standard for nominating people into high-potential development programs. However, bosses tend to be highly subjective and vary widely in their observations and standards for measuring potential. No two bosses define leadership potential the same way, and they disagree on who possesses it. They form opinions about people that they see often, so they necessarily miss people with great potential who work outside of their location. Adding to this conundrum of boss nominations, one study shows that only 29 percent of high performers are actually high potentials.1 Establishing a process to accurately identify individuals with leadership potential is critical in a world where companies with the best leaders win. Retaining those potential leaders long enough to realize the benefits of their promotion is just as critical. We propose that organizations can substantially increase the success rate of internal promotion...
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...It is stated in our text “Every challenging behavior can be thought as a child’s solution to a problem and a form of communication”(Kasier & Rasminsky, 2013).These ideas go back to Plato, Who said “ That a crying baby’s behavior serves a function; she is trying to get someone to care for her”( Durand, 1990). Teachers collect data so they can determine the child’s behavior and the function of that behavior. The first thing to do is to do an informal observation. This will help the teacher to figure out when and how often this behavior happens and if it is a challenging behavior. After the teachers dose her informal observation then she will enlist help from others to do a functional assessment. “This will provide the teacher with the information for a positive behavior support plan”(Kasier & Rasminsky, 2013). With the convene team in place which is made up of family, teachers, principle and anyone else that has been part of the child’s surroundings, with all that information, now the team can work out an effective support plan for the child. In our text on page 201 gives an outline on Steps for Success, “which are steps for performing a functional assessment and creating an individualized positive behavioral support plan for a child with a challenging behavior” (Kasier & Rasminsky, 2013). * Create and convene a team. * Identify the problem behavior(s). * Identify the function(s) of the behavior(s). * Design a behavior support plan. * Implement and...
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...Organizational Behavior Credit: 01 Instructor: Dr. Vandana Pareek E-mail: Vandana.pareek@accurate.in Course Outline Introduction: Understanding and managing people’s behavior in the work organizations are quite challenging for managers because of the complexities involved in this process. These complexities can be simplified by applying the information from the field of study in management, known as Organizational Behavior (OB). Course Objective: To understand the challenges lying before the managers in managing human behavior in organizations and how knowledge of organizational behavior helps managers to meet these challenges effectively. Text Book: Robbins S., Judge, T.A. & Vohra, N. (2012). Organizational Behavior, Perarson, New Delhi. Reference Books: 1. Luthans F, Organizational Behavior 2. Moorhead & Griffin, Managing People & Organizations 3. Prasad L M, Organizational Behavior 4. Pareek Udai , Understanding Organizational Behavior Evaluation System: Criterion | Load | Assignment | 10 | Class Participation | 10 | Mid-Term | 30 | End-Term | 40 | Presentation | 10 | Total | 100 | Session Plan: Session | Content | Reading Material | 1 | Introduction: What is OB, Concept, key elements, importance of OB. | | 2 | Challenges and Opportunities for OB, | | 3 | Foundation for Individual Behavior: Learning...
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...Integration Issues Social integration at work can only be influenced to a small degree. The formation of cliques and exclusive social groups is a natural process that can be impossible to control at times. Because of this, companies can experience informal divisions in their staff, creating a situation where culturally diverse employees avoid exposure to each other during break times and after work. Although there is nothing fundamentally wrong with this scenario, it can hinder the effectiveness of sharing knowledge, skills and experience, thus curbing productivity growth and the effectiveness of teams. Diverse Experience Co-workers with diverse cultural backgrounds bring unique experiences and perceptions to the table in groups and work teams. Pooling the diverse knowledge and skills of culturally distinct workers together can benefit companies by strengthening teams' productivity and responsiveness to changing conditions. Each employee in a diverse workplace possesses unique strengths and weaknesses derived from their culture in addition to their individuality. When managed properly, diversity in the workplace can leverage the strengths and complement the weaknesses of each worker to make the impact of the workforce greater than the sum of its parts. Recommended diversity in the workplace solutions include: Ward off change resistance with inclusion. - Involve every employee possible in formulating and executing diversity initiatives in your workplace. Foster an...
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...Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes and Features 21 CHAPTER CONTENTS OVERVIEW 22 Part 1: Introduction 22 Part 2: Recruitment and Placement 22 Part 3: Training and Development 22 Part 4: Compensation 23 Part 5: Employee Relations 23 The Topics Are Interrelated 23 4 VII viii CONTENTS CHAPTER SECTION SUMMARIES 24 DISCUSSION QUESTIONS 24 INDIVIDUAL AND GROUP ACTIVITIES 25 EXPERIENTIAL EXERCISE: HELPING "THE DONALD" 25...
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...Behavioral Disorders One of the key responsibilities as an educator is to help students learn. A major problem when trying to accomplish this goal is managing classroom behaviors. It is challenging for an educator to teach in a chaotic environment. As a result, teachers seek different routes to manage these behaviors. This research was designed to give layouts and strategies on making the management of these behaviors easier. The first behavior that will be discussed is tattle-telling. The Webster Dictionary defines tattling as “ telling a parent, teacher, etc., about something bad or wrong that another child has done. Presuming how to deal with what we regularly call “tattle-tattling” can take a lot of time and unnecessary energy, and as a consequence, teachers tend to tell students to not tell on each other. Actually, some schools go as far as banning “tattle-telling”, and teachers are uncertain about how to enforce the “no-telling” rules. An article entitled, “ What to do About Tattling?” laid out four common reasons for why children tattle: Legitimate Concerns, Need for Information, Wish for Attention and Recognition, and Limited Problem Solving Skills. 1. Legitimate Concerns: Students may have good reasons for concern about others’ behavior and its effects on them and their friends. We need to fully embrace this truth rather than just pay lip service to it. 2. Need for information: Some children may be testing the limits or trying to figure out...
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...Challenging Behaviors in the Preschool Classroom Challenging behaviors come in many shapes and sizes. Some children have tantrums, others may go hide in a corner and some may even get extremely aggressive. The underdeveloped or emerging language and social/emotional skills of preschool children can lead to challenging behaviors in the classroom when they cannot communicate their needs. Finding strategies that will enhance the development of their language and social/emotional skills will help to deter the challenging behaviors. Smith and Fox (2003) (qtd. In Powell, Dunlap, and Fox 26) define challenging behavior in young children as “any repeated pattern of behavior, or perception of behavior, that interferes with or is at risk of interfering with optimal learning or engagement in prosocial interactions with peers and adults.” Challenging behaviors can be a behavior that encumbers the child’s development of their social, cognitive and emotional skills (Kaiser and Rasminsky 7). Some of these behaviors can be harmful to the child themselves or to other children or adults. Many adults tend to put labels on those children with challenging behaviors. Kaiser and Rasminsky stated “A Rose by Any Other Name” (9), here are some of the labels many of us have heard or even used ourselves, ”High maintenance, noncompliant, disruptive, and out of control” just to name a few (Kaiser and Rasminsky 9). When labels are used to identify a child with those challenging behaviors, the child basically...
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...Chapter 1 What Is Organizational Behavior? MULTIPLE CHOICE Importance of Interpersonal Skills 1. Over the past two decades, business schools have added required courses on people skills to many of their curricula. Why have they done this? a. Managers no longer need technical skills in subjects such as economics and accounting to succeed. b. There is an increased emphasis in controlling employee behavior in the workplace. c. Managers need to understand human behavior if they are to be effective. d. These skills enable managers to effectively lead human resources departments. e. A manager with good people skills can help create a pleasant workplace. (c; Moderate; Interpersonal Skills; p. 4) {AACSB: Analytic Skills} 2. Which of the following is most likely to be a belief held by a successful manager? a. Technical knowledge is all that is needed for success. b. It is not essential to have sound interpersonal skills. c. Technical skills are necessary, but insufficient alone for success. d. Effectiveness is not impacted by human behavior. e. Technical skills do not influence efficiency. (c; Easy; Interpersonal Skills; p. 5) {AACSB: Analytic Skills} What Managers Do 3. Which of the following would not be considered an organization? a. a church b. a university c. a military unit d. all adults in a given community e. an elementary school (d; Moderate;...
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...Implementing change in any area of an organization can be challenging due to the fact few individuals enjoy change whether at work or even in their personal life. It is important that the manager has a plan of action before trying to implement any change. In order to implement the new changes in the organization, the manager’s duty and views within the area is extremely crucial. The manager’s role is to evaluate the change that needs to take place, produce a line of attack to execute a change, carry out the change, and finally analyze the change in an appropriate manner. In order to have a fruitful application of a new change in any system it is critical for the organization’s manager to be involved in all the different steps on the way. When taking the steps in implementing change, managers must represent themselves as change representatives. Acting as change representatives is the substances that guarantee the change process runs from one step up to the last when the change comes to be permanent. Change representatives have a skill to inspire others, display effective interpersonal skills, flexibility, assurance, and a capability to handle opinions from varying sources of contributions. “Organizational leaders should look for these characteristics when assigning responsibility for managing the change process. Managers, though often not the precipitators of change, are accountable to the organization for leading change. Managers serve to assuage fears about change by answering...
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...Culture Managing culture will not guarantee organizational success. Neither will neglecting culture result in assured failure. Culture is only one of the leadership tools that helps success, but managing it will help an organization with its strategic objectives in the long term. Why is Organizational Culture Powerful? Focusing People Intensely on Strategy Execution CEO’s fail when they are unable to fully execute on strategy. The key is in not only having a well-formulated strategy, but in also executing well on the strategy. Southwest Airlines has had a simple and transparent strategy of offering a high volume of short, low-cost flights. The strategy is well-known among employees and also aligned with their culture. Culture is a system of shared values that identify what is important, and norms that identify appropriate attitudes and behaviors. It increases organizational performance by energizing employees with meaning in setting and reaching for goals. Also performance is increased by shaping and coordinating behavior. Culture as a leadership tool should be strategically relevant. Formal Versus Social Control: The Power of Shared Norms Culture is based on norms, which are socially shared standards of appropriate behavior. Norms guide the perception and interaction of members and how they approach decisions and solve problems. They also help to ensure conformity through positive and negative reactions. Research shows that group norms influence employee behavior more than...
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...MEMORANDUM To: Dilara Dyer From: Katie Rosser Date: 12/9/15 RE: FINAL EXAM Case Study #1: I choose to work on case study #1 over case study #2 because first I felt it would be more challenging than the other. As I read case study #2 I had this feeling like this was my life and I was living in Armando’s situation. My parents, recently divorced, co-own multiple franchises. I have been managing their franchises for over 7 years now but I am also ready to move on and try new things in my life. After I graduate college I plan on moving somewhere far out of Arizona. Just like Armando did. If that does happen and everything still stays the same and a couple years roll by I can foresee that my mother will want to retiree eventually. She is a business woman at heart however and will want to keep an eye on her empire so she will eventually offer the franchise to me but probably keep 10% or 15% of the company so she can just keep on eye on everything. My point is case study #2 is too easy. Instead of Mexicans I work specifically with Navajos and have been taught years ago a fraction of the Navajo language. So I have decided to push the boundaries of my management knowledge. In case study #1 I will try to open my mind in Penny’s situation to diversity, teamwork and the communication challenges I believe I will have to face in my near future. Question #1 (Discuss the case study in terms of diversity issues): This is a very great question because in today's economy the world is...
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...Innovative changes and Managing Evolving Generations Wayland Baptist University Management 5305 Organizational Theory Course Instructor: Dr. William Cojocar, Ph.D. Herlinda Sifuentes (January 31, 2012) Abstract Building a culture for Innovation, creativity, smart technology, non-traditional work environment, business management and new strategies sum up the focus of innovation in todays’ competitive changing world . Todays’ economy brings opportunities, moves quickly, and marks innovation as the only way to stay ahead of fast-moving developments and increasing competitive pressures. In their book “Innovation, The Five Disciplines for Creating What Customers Want” Curtis Carlson and William Wilmot (2006) provide a developed disciplined process of innovation. This paper will analyze challenges the business environment faces in developing new ways to lead, inspire creativity, innovation, and challenges in managing the evolving generational gaps in the workplace. Introduction For organization be successful in the current business world is not an easy task. A strong Corporate culture and efficient leadership is essential to face challenges that are presented by competitors and the changing environment. Todays’ organizations must keep themselves open to creativity and continuous innovation, not only to prosper but merely to survive in a world of disruptive change and increasingly stiff competition. These challenges usually make an organization engage...
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