...exception. He arrived at the Danish hearing-aids manufacturer while the company was struggling to survive. Suffering from stale management methods and executive groupthink, Oticon’s economic results were disappointing. Oticon had all the potential to reclaim its past market leadership, but it needed a radical change in the way it operated. Kolind accepted the challenge to save the company from the ultimate doom, an action that was perceived itself as a heroic quest by a true leader. His charisma and leadership style allowed him to implement one of the most impressive experiments in organisational history introducing the ‘spaghetti-organisation’. His achievement is of certain significance for project management since he created the first pure project-based organisation. Demolishing the previous formal hierarchy, Kolind established an almost flat organisation structure where anyone could start a project regardless his/her former position. This structure encouraged innovative ideas, creativity and experimentation enforced by flexible project teams which had no supervision and no job description. But how did Kolind succeeded to implement such a massive change in people’s behavior? How did he persuade everyone to follow his radical plans leaving behind their preconceived views of work? This paper will answer these questions analyzing Kolind’s leadership and comparing it with the literature. Kolind: Capable Manager or Great Leader? Before analyzing the concept of leadership, there...
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...Cultural Divergence or Convergence: What is Better for the Individual, the Group, and the Organisation? Evelyne Glaser Johannes Kepler University Linz, Austria The article applies the balance theory to the ideal composition of multicultural teams and concludes that a moderate level of cultural divergence will achieve best results. Cultural diversity enhances creativity and leads to a new form of consciousness provided that the group undergoes a well-monitored team-building process and that authentic communication takes place between the team members. Key words: cultural diversity, multicultural teams, team performance Possible Effects of Workforce Diversity on Organisational and Group Performance The topic of workforce diversity has been widely treated in management literature over the past fifteen to twenty years. The focus has been mainly on the question how organisations can benefit most from it. Researchers such as Cox1, Taylor2, and Richard3 have argued that workforce diversity, when properly handled, can improve firm performance, raise organisational efficiency and effectiveness, add value, and contribute to competitive advantage. Others, like Kilduff et al.4, Abramson et al.5, and Chikudate6 have looked at the extent to which cognitive diversity affects the group and/or the company. Some attempts have been made by Tsui et al.,7 and Mamman,8 to look at diversity from the employees perspective. Yet the issue of diversity reflects a systemic problem: On the one...
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...happy lives. Key challenges include: * Development of family members involved in the business and preparing them for future leadership if appropriate * Educating the next generation to be responsible owners of the business * Encouraging them to be responsible with wealth * Developing a cohesive team in the next generation which can work together to arrive at consensus, allowing continued business success and family harmony. Challenges facing the next generation The next generation often have a tough act to follow. This, coupled with the normal challenges of family life, presents a particularly demanding set of challenges, including: * Increased choices - not all will want to join the business straight from study, if at all * The pressure of living up to expectations * Sibling rivalry * Knowing how to connect with the business if they are not directly involved * Changing lifestyles - children in family Businesses are often raised in a culture of wealth and entitlement * Loneliness and/or a lack of peers within the business. Negotiating such challenges successfully and supporting and preparing the next generation is key to enabling them to unlock their full potential and allow smooth transition of the family Business from one generation to the next. Trans-generational entrepreneurship...
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... 8 2.3 Divisional structure 10 2.4 Product structure 11 2.5 Geographical structure 12 2.6 Matrix structure 12 2.7 Complex forms of organisation 14 3 The Levels and Formulation of Strategy 17 3.1 Introduction - definition 17 3.2 Process of strategy 17 3.3 Levels of strategy 19 3.4 Types of Strategy 19 3.5 Other Types of Strategic formulation 22 4 Schools of Strategy 24 4.1 Introduction - Definition - there are three ‘schools’ of strategy 24 Please click the advert The next step for top-performing graduates Masters in Management Designed for high-achieving graduates across all disciplines, London Business School’s Masters in Management provides specific and tangible foundations for a successful career in business. This 12-month, full-time programme is a business qualification with impact. In 2010, our MiM employment rate was 95% within 3 months of graduation*; the majority of graduates choosing to work in consulting or financial services. As well as a renowned qualification from a world-class business school, you also gain access to the School’s network of more than 34,000 global alumni – a community that offers support and opportunities throughout your career. For more information visit www.london.edu/mm, email mim@london.edu or give us a call on + 44 (0)20...
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...Management of Change Why is the concept of a learning organisation so important to the future of Healthworks Limited? Organizations have recognized the commercial significance of organizational learning and the concept of the ‘learning organization’ has been a vital orienting point in this. Writers have required to identify model, or ideal forms, ‘which real organizations could attempt to emulate’ (Easterby-Smith and Araujo 1999: 2). In this sense the learning organization is an ideal, ‘towards which organizations have to progress in order to be able to respond to the various pressures they face (Finger and Brand 1999: 136). It is characterized by a recognition that ‘individual and collective learning are key to success. The concept of learning organization is so important to the future of Healthworks Limited because company wants to provide their best products and services to their customers, as many of its staff have few formal qualifications and they have had unpleasant experiences of learning and development. Senior Management team at Healthworks wants to become serious about becoming a learning organization. The challenge facing managers today is to make the attempt needed to learn some of the new skill and techniques, and to put in processes that connect their workforce in programmes of continuous capability development. Learning should be incorporated into the doing, as part and parcel of everyday work. It should also be energising, inspiring and fun. Getting the...
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...strategia which means generalship. Mintzberg et al (1998) suggests that strategies can be considered as a clear purpose, intent and direction for the organisation, but without the detail worked out. Strategies act as a guideline to aid Managers in making decisions. There is also the assumption that the environment will be dynamic and that competitors will attempt to gain market share. It is very important to know the organisation’s future position so that decisions can be based on knowledge rather than assumptions. Organisations arrive at...
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...Adhocracy allows organizations to operate in a more flexible manner. This flexibility can work well in fast-changing industries where organizations that can identify and act on new opportunities the fastest have a competitive advantage. Adhocracy may also work best with smaller organizations where managers are still able to comprehend and direct the organization when necessary. On the other hand, adhocracy may become chaotic or inefficient in large organizations where, for example, work may be duplicated by several teams. Poorly defined working roles may prove ineffective where team members are unaware of the scope of their roles, and thus desired or necessary work is not carried out. Read more: http://www.investopedia.com/terms/a/adhocracy.asp#ixzz2Dxb4zHsW Bureaucracy and Adhocracy The main aim of any organisation is to reach certain predetermined goals. In an attempt to survive and obtain this goals effectively, certain decisions must be made as to what type of structure the organisation will posses which will entail guidance for individuals associated with the group as per their duties and day to day activities. Ultimately determining how efficiently the desired goals will be acquired. Questions this structure will need to confront will include the amount of specialisation in areas of work and responsibility, the levels of management and their consequent size, the grouping of departments together for functionality of expertise, and the kind of integrative mechanism...
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...the literature on leadership effectiveness came to an equally perplexing conclusion: ‘most of the theories are beset with conceptual weaknesses and lack strong empirical support. Several thousand empirical studies have been conducted but most of the results are contradictory and inconclusive.’ [3] Against this background of confusion and uncertainty within the literature on leadership, the following review establishes the two most common and traditional approaches (trait and contingency theories) before engaging in the more contemporary debates that support the general perspectives taken in the main report. Traditional Models of Leadership 2. Trait approaches to leadership have been popular since Hippocrates’s construction of personality types derived from ‘body humour’, but contemporary forms are rooted in psychological assessments of personality and a consequent taxonomy of consistent behaviour: leaders behave in certain ways because of their traits. These traits, or ‘unseen dispositions’, vary in number from the 18,000 established in one early review [4] to the more contemporary five: Self-Confidence, Empathy, Ambition, Self-Control, and Curiosity, and form the bedrock for the myriad numbers of personality tests. Supporters of trait approaches place more emphasis on the selection rather than the development of leaders. [5] The Myers-Briggs Type Indicator...
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...Lewin Model: Assumptions and Implications ............................................... 8 Implications af Kurt Lewin 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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...BUS 2043 BUSINESS MANAGEMENT TABLE OF CONTENTS NO. | CONTENTS | PAGES | 1. | 1.0 Introduction of business management | 3 | 2. | 2.0 Background of the company 2.1 Type of company 2.2 Company structure 2.3 Products and services | 4-9 | 3. | 3.1 Organizational Environments and Cultures 3.1.1 General Environment 3.1.1.1 Economy 3.1.1.2 Technological Component 3.1.1.3 Sociocultural Component 3.1.1.4 Political Component3.2 Ethics and Social Responsibility3.3 Organizational Strategy 3.3.1 Five Industry Forces3.4 Designing Adaptive Organizations 3.4.1 Departmentalization | 10-18 | 4. | 4.0 Describe how the organization implements the selected topic in its operations.4.1 Organizational Environments and Cultures 4.1.1 General Environment 4.1.1.1 Economy 4.1.1.2 Technological Component 4.1.1.3 Sociocultural Component 4.1.1.4 Political Component4.2 Ethics and Social Responsibility4.3 Organizational Strategy 4.3.1 Five Industry Forces4.4 Designing Adaptive Organizations 4.4.1 Departmentalization | 19-25 | 5. | 5.0 Conclusion5.1 Summary of the analysis | 26 | 6. | 6.0 List of References | 27-28 | 1.0 Introduction As everyone knows that it is not easy to start up a Business and also manage a Business well because started up a Business need to go through a lot of challenges from different...
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...Except for the quotation of short passages for the purposes of criticism and review, 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, without prior permission of the publisher. British Library Cataloguing in Publication Data A CIP catalogue record for this report is available from the British Library ISBN 0-85946-458-x Foreword The way that people in positions of authority exercise leadership and management has a decisive influence on the performance of their own organisations and therefore of the wider economy. It has been estimated that raising aggregate employee engagement from the bottom to the top quartile of performance could add over £20 billion to the UK’s Gross Domestic Product.* We know that such a shift demands the adoption of more effective leadership and management styles about which there is considerable evidence. However, there is often only patchy implementation in the real world as managers are unaware of, or...
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...When referring to a 'working person' what are the underlying models and frameworks influencing and guiding a person's behavior and actions in a professional environment and impact on one's work performance in the workplace. A working person is the one who, whether skilled or unskilled, earns his living at some manual or industrial work. The people who are able and likely to work between the age group of 20-65 years comes under the category of working person and who contributes to growth of an economy of a country. Each region may have different range of ages, but generally 20-65 are used. An individual and his/her behavior cannot be understand without considering various aspects of that individual's environment i.e. social, political, familial, temporal, spiritual, and economical. A working person's behavior may be affected by any of these aspects. A person-in-environment will provide more adequate framework for assessing an individual and his/her problems and strengths than an approach which focuses only on changing an individual's behavior, or that focuses only on environment conditions. There were a number of historical developments in the first two decades of the 20th century which leads to the more formal view of the concept in the emerging profession. A person working in an organisation is affected by many factors. Decisions about right or wrong permeate everyday life. Ethics concerns person's all levels of life...
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...ideas 2.1 Creativity in the organisation 2.2 Looking outside the organisation for creative ideas 2.3 Supportive and obstructive features for harnessing creativity 2.4 Work processes 2.5 Assessing creativity ‘wealth’ 3. Harnessing innovation: options for implementation 3.1 Innovation in the organisation 3.2 Strategic partnerships or outsourcing 3.3 Takeover of another company for their product/service 4. What can organisations do now? Bibliography 2 3 3 4 5 11 11 15 15 18 20 21 23 © The Work Foundation Registered as a charity no: 290003 First printed July 2003 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 and/or otherwise without the prior written permission of the publishers. This publication may not be lent, resold, hired out or otherwise disposed of by way of trade in any form, binding or cover other than that in which is is published, without the prior consent of the publishers. H A R N E S S I N G C R E AT I V I T Y A N D I N N O VAT I O N 1. Harnessing ‘creativity and innovation’: why the interest? The premise heard repeatedly through CEO rhetoric is that creativity and innovation are critical for an organisation’s success in maintaining its competitive advantage and in surviving. In a recent Bain & Co survey, four in five senior executives have identified creativity and innovation...
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...An Introduction to Organisational Behaviour for Managers and Engineers This page intentionally left blank An Introduction to Organisational Behaviour for Managers and Engineers A Group and Multicultural Approach First Edition Duncan Kitchin AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK First edition 2010 Copyright Ó 2010 Duncan Kitchin. Published by Elsevier Ltd. All rights reserved. The right of Duncan Kitchin to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988. 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, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (þ44) 1865 843830, fax: (þ44) 1865 853333, E-mail: permissions@elsevier. com. You may also complete your request online via the Elsevier homepage (http://elsevier.com), by selecting ‘‘Support & Contact’’ then ‘‘Copyright and Permission’’ and then ‘‘Obtaining Permissions.’’ British Library Cataloguing in Publication...
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...BUSINESS STRATEGY OTHER ECONOMIST BOOKS Guide to Analysing Companies Guide to Business Modelling Guide to Business Planning Guide to Economic Indicators Guide to the European Union Guide to Management Ideas Numbers Guide Style Guide Dictionary of Business Dictionary of Economics International Dictionary of Finance Brands and Branding Business Consulting Business Ethics Business Miscellany China’s Stockmarket Dealing with Financial Risk Future of Technology Globalisation Guide to Financial Markets Headhunters and How to Use Them Successful Mergers The City Wall Street Essential Director Essential Economics Essential Finance Essential Internet Essential Investment Essential Negotiation Pocket World in Figures BUSINESS STRATEGY A Guide to Effective Decision-Making Jeremy Kourdi THE ECONOMIST IN ASSOCIATION WITH PROFILE BOOKS LTD Published by Profile Books Ltd 3a Exmouth House, Pine Street, London ec1r 0jh www.profilebooks.com Copyright © The Economist Newspaper Ltd 2003 Text copyright © Jeremy Kourdi 2003 All rights reserved. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the publisher of this book. The greatest care has been taken in compiling this book. However, no responsibility can...
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