...Introduction My definition of leadership is having a lasting impression on others, and not only inspiring them, but making a physical difference in their lives (hopefully in a good way). To have this ability to make impressions and differences, you need communication skills. One who cannot communicate well will never be a leader. A leader must know how to speak so his ideas are understood in the correct way. The next aspect of effective leadership is the ability to make decisions to change, and not always stick to the status quo. What good are leaders who are afraid of change? Another aspect of leadership is the ability to handle failure, because this is an aspect of leadership whether we want to believe it or not. My experiences in life have greatly influenced my definition of leadership. Throughout my career and life I have had a chance to experience different leadership styles and theories exhibited by different people. I have learned to use the good and not use the bad when dealing with followers. Different people and different situations require different approaches, as well as different styles and theories. The theories I will explore in my research that has also influenced my thinking on leadership and leaders are Transformational Leadership, Leader-Member Exchange Theory, and Servant Leadership. Philosophy Transformational leadership is a leadership style that I admire and hope to use effectively when I return to work. “Transformational leaders integrate...
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...Gandhi's Hind Swaraj takes the form of a dialogue between two characters, The Reader and The Editor. The Reader essentially serves as the typical Indian countryman whom Gandhi would have been addressing with Hind Swaraj. The Reader voices the common beliefs and arguments of the time concerning Indian Independence. Gandhi, The Editor, explains why those arguments are flawed and interject his own arguments. As The Editor Gandhi puts it, "it is my duty patiently to try to remove your prejudice." In the dialogue which follows, Gandhi outlines four themes which structure his arguments. 1. First, Gandhi argues that ‘Home Rule is Self Rule’. He argues that it is not enough for the British to leave only for Indians to adopt a British-styled society. As he puts it, some "want English rule without the Englishman ... that is to say, [they] would make India English. And when it becomes English, it will be called not Hindustan but Englishtan. This is not the Swaraj I want.” 2. Gandhi also argues that Indian independence is only possible through passive resistance. In fact, more than denouncing violence, Gandhi argues that it is counter-productive; instead, he believes, “The force of love and pity is infinitely greater than the force of arms. There is harm in the exercise of brute force, never in that of pity.” This is essential throughout Hind Swaraj. 3. In order to exert passive resistance, Gandhi reasons that Swadeshi (self-reliance) be exercised by Indians, meaning the refusal of all trade...
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...Contents Acknowledgment 2 Abstract 3 Scope and Purpose 4 Leadership in Organizations 5 Transformational Leadership 6 Servant Leadership 9 Organizational Learning 10 Organizational Performance 13 Analysis 14 Theoretical Framework 16 Hypothesis 16 Methodology 17 Data Analysis and research findings 19 Conclusion and Discussion 28 Bibliography 29 Bibliography 29 Acknowledgment The process of research is a complex one and requires immense guidance at all stages. We are thankful to our respected advisor Mr. Muhammad Ali who guided us on every stage despite our shortcomings. We are also thankful to our respected advisory committee for their valuable feedback and suggestions. We would be thankful for further feedback from our Evaluation Committee. Abstract The purpose of this study is to examine the impact of two comparative leadership styles on organizational learning and performance of non-profit organizations. The leadership style undertaken is transformational leadership and servant leadership. A sample of 100 participants is taken from non-profit organizations based in Pakistan. Data was gathered through quantitative surveys on a five point likert scale. SPSS was used for analysis purpose. The results showed that the level of organization learning doesn’t affect organization performance. These results mean that organizations should focus on other factors rather than the type of leadership they are following if they want to improve their learning or performance ...
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...inspired movements for civil rights and freedom across the world. The honorific Mahatma (Sanskrit: "high-souled," "venerable"[2])—applied to him first in 1914 in South Africa,[3]—is now used worldwide. He is also called Bapu (Gujarati: endearment for "father,"[4] "papa."[4][5]) in India. Born and raised in a Hindu, merchant caste, family in coastal Gujarat, western India, and trained in law at the Inner Temple, London, Gandhi first employed non-violent civil disobedience as an expatriate lawyer in South Africa, in the resident Indian community's struggle for civil rights. After his return to India in 1915, he set about organising peasants, farmers, and urban labourers to protest against excessive land-tax and discrimination. Assuming leadership of the Indian National Congress in 1921, Gandhi led nationwide campaigns for easing poverty, expanding women's rights, building religious and ethnic amity, ending untouchability, but above all for achieving Swaraj or self-rule. Gandhi famously led Indians in challenging the British-imposed salt tax with the 400 km (250 mi) Dandi Salt March in 1930, and later in calling for the British to Quit India in 1942. He was imprisoned for many years, upon many occasions, in both South Africa and India. Gandhi attempted to practise non-violence and truth in all situations, and advocated that others do the same. He lived modestly in a self-sufficient residential community and wore the traditional Indian dhoti and shawl, woven with yarn hand spun...
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...Management http://jom.sagepub.com/ Servant Leadership: A Review and Synthesis Dirk van Dierendonck Journal of Management 2011 37: 1228 originally published online 2 September 2010 DOI: 10.1177/0149206310380462 The online version of this article can be found at: http://jom.sagepub.com/content/37/4/1228 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://jom.sagepub.com/content/37/4/1228.refs.html Downloaded from jom.sagepub.com at The Hebrew University Library Authority on June 29, 2011 Journal of Management Vol. 37 No. 4, July 2011 1228-1261 DOI: 10.1177/0149206310380462 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav Servant Leadership: A Review and Synthesis Dirk van Dierendonck Erasmus University Servant leadership is positioned as a new field of research for leadership scholars. This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. An overall conceptual model of servant leadership is presented. It is argued that leaders...
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...Servant Leadership: A Review and Synthesis Dirk van Dierendonck Journal of Management 2011 37: 1228 originally published online 2 September 2010 DOI: 10.1177/0149206310380462 The online version of this article can be found at: http://jom.sagepub.com/content/37/4/1228 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information for Journal of Management can be found at: Email Alerts: http://jom.sagepub.com/cgi/alerts Subscriptions: http://jom.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://jom.sagepub.com/content/37/4/1228.refs.html >> Version of Record - Jun 8, 2011 OnlineFirst Version of Record - Sep 2, 2010 What is This? Downloaded from jom.sagepub.com at OhioLink on February 1, 2013 Journal of Management Vol. 37 No. 4, July 2011 1228-1261 DOI: 10.1177/0149206310380462 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav Servant Leadership: A Review and Synthesis Dirk van Dierendonck Erasmus University Servant leadership is positioned as a new field of research for leadership scholars. This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. An overall conceptual model of servant leadership is presented...
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...The Concept of Knowledge Communication and Its Relevance to Management USI Research Note July 2006, Version 2.2 Martin J. Eppler, School of Communication Sciences, University of Lugano (USI), Switzerland, Martin.Eppler@lu.unisi.ch, www.knowledge-communication.org Abstract: In this research note we illustrate the relevance of the notion of knowledge communication for management. We outline where and how the communication of expertise from specialists to decision makers is crucial. We introduce key elements of the concept of knowledge communication and review influential theoretical constructs that explain why knowledge communication among experts and decision makers frequently fails. 1. INTRODUCTION: THE IMPORTANCE OF KNOWLEDGE COMMUNICATION IN MANAGEMENT Communicating professional knowledge is a key activity for today’s specialized workforce. The efficient and effective transfer of experiences, insights, and know-how among different experts and decision makers is a prerequisite for high-quality decision making and coordinated, organizational action (Straub & Karahanna, 1998; Rosenthal & ‘t Hart, 1991). Situations of such deliberate (interfunctional) knowledge transfer through interpersonal communication or group conversations (Gratton & Goshal, 2002, Tsoukas 1996) can be found in many business constellations, as the following typical examples illustrate: Technology experts present their evaluation of a new technology to management in order to jointly devise a new production...
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...The Concept of Knowledge Communication and Its Relevance to Management USI Research Note July 2006, Version 2.2 Martin J. Eppler, School of Communication Sciences, University of Lugano (USI), Switzerland, Martin.Eppler@lu.unisi.ch, www.knowledge-communication.org Abstract: In this research note we illustrate the relevance of the notion of knowledge communication for management. We outline where and how the communication of expertise from specialists to decision makers is crucial. We introduce key elements of the concept of knowledge communication and review influential theoretical constructs that explain why knowledge communication among experts and decision makers frequently fails. 1. INTRODUCTION: THE IMPORTANCE OF KNOWLEDGE COMMUNICATION IN MANAGEMENT Communicating professional knowledge is a key activity for today’s specialized workforce. The efficient and effective transfer of experiences, insights, and know-how among different experts and decision makers is a prerequisite for high-quality decision making and coordinated, organizational action (Straub & Karahanna, 1998; Rosenthal & ‘t Hart, 1991). Situations of such deliberate (interfunctional) knowledge transfer through interpersonal communication or group conversations (Gratton & Goshal, 2002, Tsoukas 1996) can be found in many business constellations, as the following typical examples illustrate: Technology experts present their evaluation of a new technology to management in order to jointly devise a new production...
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...ENRON: The Idiocy and the Irony Introduction Red flags were blinding as Enron learned about possible corruption with Enron Oil Trading in Valhalla, New York. After the merger between HNG and InterNorth, the Valhalla office, originally established by InterNorth seemed all but forgotten until quarterly and annual reports were due. Supervisors Tom Harding and Steve Sulentic were rarely on-site, preferring the comfort of offices in Houston. Louis Borget who established and operated the trading business was an autocratic manager, receiving excessive incentive payment for profitable performance. Between 1984 - 1986, Valhalla continued to report profits in the emerging oil trading industry. A call to Enron in Houston by Apple Bank would shatter the false sense of security regarding Valhalla. An ensuing investigation by Arthur Andersen, an accounting firm employed by Enron, failed to produce concrete evidence of misappropriation within Valhalla. Questionable practices were identified, but Enron failed to react appropriately to this information. CEO Lay was able to persuade key executives within Enron and the board of directors to keep running Valhalla offices, with minor changes in personnel. Mick Seidl, unhappy with Lay’s influence over the board, called Mike Muckelroy to investigate Valhalla. Muckelroy’s investigation would become the tipping point regarding Valhalla. With a secret set of books discovered, fraudulent trading entities identified and $1 billion...
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...The 2012 The Cathedral & John Connon Alumni Magazine Founders’ Day Brunch 2011 EVENTS Rumble in the Jungle OFF THE SHELF Amish Tripathi and Akash Shah OUT OF THE BOX Dhanya Pilo Contents 9 President’s Message Events Founders’ Day 2011 Rumble in the Jungle Memories and Mayhem School Update Summer School Spotlight Keshav Desiraju Sudha Shah Off the Shelf Amish Tripathi and Akash Shah Out of the Box Vijaya Pastala Dhanya Pilo Nostalgia Reunions First Citizen In Memoriam Mrs. Irene Saldanha Mr. Anthony Dias Class Notes The Quiz 2 5 7 9 10 13 15 17 18 21 22 25 27 29 31 33 36 68 15 13 18 Editorial Team Udita Jhunjhunwala (ICSE 1984) Miel Sahgal (ISC 1989) Shyla Boga Patel (ISC 1969) Mukeeta Jhaveri (ISC 1983) Mitali Anand Kalra (ISC 1989) Business Rohita Chaganlal Doshi (ISC 1975) Editorial support, Design and Printing 22 Kirtana Shetty Minaal Pednekar and Nikunj Parikh Spenta Multimedia This magazine is not for sale and is intended for internal circulation only. Any material from this magazine may not be reproduced in part or whole without written consent. Views and opinions expressed in this magazine are those of the individual authors and not necessarily those of the Publishers. Published by The Cathedral and John Connon Alumni Association, 6, P.T. Marg, Mumbai 400 001 and printed at Spenta Multimedia, Peninsula Spenta, Mathuradas Mill Compound, Lower Parel, Mumbai 400 013. www.spentamultimedia.com 21 36 Special...
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...ANRV296-PS58-19 ARI 17 November 2006 1:33 Annu. Rev. Psychol. 2007.58:479-514. Downloaded from arjournals.annualreviews.org by University Of Maryland on 12/11/06. For personal use only. Cross-Cultural Organizational Behavior Michele J. Gelfand,1 Miriam Erez,2 and Zeynep Aycan3 1 Department of Psychology, University of Maryland, College Park, Maryland 20742; email: mgelfand@psyc.umd.edu 2 Technion, Israel Institute of Technology, Technion City, Haifa, Israel 32000; email: merez@ie.technion.ac.il 3 Department of Psychology, Koc University, Sariyer, Istanbul, Turkey 34450; email: zaycan@ku.edu.tr Annu. Rev. Psychol. 2007. 58:479–514 Key Words First published online as a Review in Advance on October 17, 2006 culture, management, organizations, work The Annual Review of Psychology is online at http://psych.annualreviews.org Abstract This article’s doi: 10.1146/annurev.psych.58.110405.085559 Copyright c 2007 by Annual Reviews. All rights reserved 0066-4308/07/0203-0479$20.00 This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior...
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...Ideology of Pakistan The ideology of Pakistan took shape through an evolutionary process. Historical experience provided the base; Allama Iqbal gave it a philosophical explanation; Quaid-i-Azam translated it into a political reality; and the Constituent Assembly of Pakistan, by passing Objectives Resolution in March 1949, gave it legal sanction. It was due to the realization of the Muslims of South Asia that they are different from the Hindus that they demanded separate electorates. However when they realized that their future in a ‘Democratic India’ dominated by Hindu majority was not safe, they changed their demand to a separate state. The ideology of Pakistan stemmed from the instinct of the Muslim community of South Asia to maintain their individuality in the Hindu society. The Muslims believed that Islam and Hinduism are not only two religions, but are two social orders that produced two distinct cultures. There is no compatibility between the two. A deep study of the history of this land proves that the differences between Hindus and Muslims are not confined to the struggle for political supremacy but are also manifested in the clash of two social orders. Despite living together for more than one thousand years, they continue to develop different cultures and traditions. Their eating habits, music, architecture and script, all are poles apart. The basis of the Muslim nationhood was neither territorial nor racial or linguistic or ethnic rather they were a nation...
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...A Project Report On ―Consumer attitude towards Air Conditioner‖ of Undertaken At Bachelor of Business Administration (B.B.A) Semester – 6 Submitted By: Patel Niraj R T.Y.B.B.A ROLL NO: (26) Guided By: Aatish Patel AMBABA COMMERCE COLLEGE & MANIBA INSTITUTE OF BUSINESS MANAGEMENT SABARGAM (January to March) Maniba institute of business management 1 COLLEGE CERTIFICATE This is to certify that the project entitled Summer Report Title ―Consumer attitude towards Air Conditioner of BLUE STAR‖ under taken at JAY AIR SYSTEM PVT.LTD. Submitted by NIRAJ PATEL in partial fulfillment of the requirement of VEER NARMAD SOUTH GUJARAJ UNIVERSITY, SURAT in record of bonofide study work carried out by AATISH PATEL under my supervision. The project or any part of it has not been previously submitted for any degree. I/c Principal Dr. Yogesh N Vansiya Ambaba Commerce College & MIBM, Sabargam Date: Place: Sabargam. Maniba institute of business management 2 Maniba institute of business management 3 DECLARATION I declare that the project entitled Jay Air System Pvt.Ltd „Submitted in partial fulfillment of the requirement of VEER NARMAD SOUTH GUJARAJ UNIVERSITY, SURAT in record of bonofide study work carried out at Ambaba Commerce College & Maniba Institute of Business Management, Sabargam. The project or any part of it has not been previously submitted for any degree. Signature of Student Date: Place: Sabargam. Maniba institute of business management...
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...BELHAVEN UNIVERSITY Jackson, Mississippi A CHRISTIAN UNIVERSITY OF LIBERAL ARTS AND SCIENCES FOUNDED IN 1883 CATALOGUE 2014-2015 EFFECTIVE JUNE 1, 2014 Directory of Communication Mailing Address: Belhaven University 1500 Peachtree St. Jackson, MS 39202 Belhaven University 535 Chestnut St. Suite 100 Chattanooga, TN 37402 Belhaven University 7111 South Crest Parkway Southaven, MS 38671 Belhaven University – LeFleur 4780 I-55 North Suite 125 Jackson, MS 39211 Belhaven University 15115 Park Row Suite 175 Houston, TX 77084 Belhaven University Online 1500 Peachtree St. Box 279 Jackson, MS 39202 Belhaven University 1790 Kirby Parkway Suite 100 Memphis, TN 38138 Belhaven University 4151 Ashford Dunwoody Rd. Suite 130 Atlanta, GA 30319 Belhaven University 5200 Vineland Rd. Suite 100 Orlando, FL 32811 Traditional Admission Adult and Graduate Studies Admission – Jackson Atlanta Chattanooga Desoto Houston Memphis Orlando Alumni Relations/Development Belhaven Fax Business Office Campus Operations Integrated Marketing Registrar Student Life Security Student Financial Planning Student Development Online Admission Online Student Services (601) 968-5940 or (800) 960-5940 (601) 968-5988 or Fax (601) 352-7640 (404) 425-5590 or Fax (404) 425-5869 (423) 265-7784 or Fax (423) 265-2703 (622) 469-5387 (281) 579-9977 or Fax (281) 579-0275 (901) 896-0184 or Fax (901) 888-0771 (407) 804-1424 or Fax (407) 367-3333 (601) 968-5980 (601) 968-9998 (601) 968-5901 (601) 968-5904 (601) 968-5930 (601) 968-5922...
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...INDUSTRIAL RELATION Directorate of Distance Education MBA Paper 4.33 ALAGAPPA UNIVERSITY KARAIKUDI – 630 003 Tamilnadu Dear Learner, Greeting from Alagappa University We extend a very warm welcome to you as a Student of Distance Education of Alagappa University. We appreciate your interest in enrolling for MBA Programme. The Programme content is designed to broaden the business acumen, administrative capacity and sharpen the analytical skill of the student. You are instructed to go through the course materials carefully and thoroughly to have better understanding of the subject. You are advised to attend the Personal Contact Programmes to have better clarity on the subject. At the end of the each unit, the review questions are given to enable you to prepare for Examinations. The Model Question Paper is given at the end of the course material for reference and practice. We wish you all the best in your endeavour for successful completion of the programme. Director Directorate of Distance Education Alagappa University Karaikudi, Tamilnadu. MBA PAPER 4.33 INDUSTRIAL RELATIONS SYLLABUS UNIT 1 Industrial Relations: Concept – Definition – Significance – Objectives – Scope – Approaches – Principles of good industrial relations – Role of State, Employers and the Unions in industrial relation. UNIT 2 Trade Unionism and Industrial Relations: Labour movement – Concepts – Trade union movement – Development of trade unionism in...
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