...originally developed by Robert Blake and Jane Mouton during their research time at the University of Texas between 1950 and 1960. Many have compared their Leadership Grid against the Situational Leadership Theory developed by Hersey and Blanchard. Some of these differences include the degree of interaction between the two common variables addressed by both theories. These two common variables are task and people. The two theories contradict in how these variables interact. In addition, the Leadership Grid is concentrated mostly on the attitude of the leader. Situational Leadership, on the other hand, concentrates on the maturity level of the follower and the appropriate leadership behaviors that correspond with each. Finally, the Leadership Grid believes that there is one best way to react in a certain situation, while Situational Leadership contends that there is no such “one best” leadership style for any given situation. Managerial Grid History and Description The Managerial Grid was initially developed by Robert Blake and Jane Mouton as a diagnostic tool which would allow managers to assess their leadership style or behavior (Dictionary of Human Resource Management 2001). Blake and Mouton worked together at the psychology department at the University of Texas between 1950 and 1960. It was there that they first developed the concept of the Managerial Grid (Robert R Blake and Jane S Mouton: The Managerial Grid 2002). In 1955, Blake and Mouton founded Scientific...
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...Leadership Case Study: Babcock University New Department Chair Leaders Dilemma by, Brandon Garber, BS Submitted to Robert Dibie, PhD. In Partial Fulfillment of the Requirements of V566: Executive Leadership School of Public Environment and Affairs Indiana University, Kokomo Fall, 2007 Babcock University New Department Chair - 1 Introduction This case study titled, Babcock University New Department Chair Leaders Dilemma, explores the leadership shift from Dr. Afolabi to Dr. Aluko in the Babcock University Public Management Department. The case study holds that Dr. Afolabi was the public management department chair person for ten years at Babcock University. His leadership style was explained as “autocratic.” However, he had, “personal qualities necessary to command respect and loyalty” (Leadership Case Study: Babcock University New Department Chair Leaders Dilemma). Additionally, Dr. Afolabi made and enforced all rules, regulations and policies in extreme detail. His autocratic style of leadership left very little to the individual faculty member in terms of experimentation, freedom in teaching and handling of students. His style of leadership caused the faculty to be “passive, subservient, dependant and ambivalent” (Leadership Case Study…). However, faculty morale was generally high and faculty turnover was modest. Many faculty members trusted Dr. Afolabi and felt that they were not restricted. When Dr. Afolabi suddenly died he was replaced by Dr. Aluko. The...
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...opposition, external or internal” (Crossan, 2013). In the case study of Sycamore Pharmaceuticals Blake Lynch was faced with a decision to go against the grain and report dishonesty of the claims by the pharmaceutical company to the FDA.. I would advise John Blake to tell the truth and release the studies showing that Osteoporin has not been shown to actually help people with Crohn’s Disease and Lupus despite the claims. When dealing with medical claims I believe it is best to tell the truth. It is unethical to use false claims to push a product through to the FDA. People may be using their last dollar on medication that they believe will cure their disease. If we look at the other side and never reveal the truth to the FDA., at what time the truth surfaces that the medical claims were false. People and Doctors may loose faith in the FDA. . The false medical claims will also look poorly upon the pharmaceutical company. The consumer will loose their trust in the company and choose to use medication from a different company in the future. The courage needed to cross the dangerous path would be pushing our comfort zone and accepting responsibility for faults. The enormous amount of courage to reveal the content of the scientific study would take a huge risk by Blake. His courage is both moral and a practical matter for leaders. Blake needs to find courage in the strength of others by following in Daniel Lynch ‘s (CEO of ImClone)...
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...Clacio, Joyce Elaine R. BSN4A Leadership Network Blake, Mouton and McCanse: Case Study - Leadership Styles and Dimensions in One of The Local Self-Goverments in Serbia by Nikezic S., Sjotkovic D., Djurovic B., & Djordjevic A. (2013) The work of Mouton and Blake were modified during the following years 1978, 1985, and 1991 but it was replaced with Leadership Network by Blake and Adams McCanse when Mouton died in the year 1987. Leadership Network is consist of two dimensions. According to Nikezic S. Et al. (2013), the first is “concern for production” or can also be called assertiveness and the second is “concern for people” or can also be called people orientation. These dimension were measured using a questionnaire with a scale of 1 - 9. Leadership network can also identify the 5 leadership styles which are: (1) The poor leader in which there is a low concern for the people and the production. (2) The club leader in which there is a high sense of concern to people but low concern for the production that it tends to reject good ideas because it can cause conflict or problem to the other employee. (3) Autocratic Leader in which it is the vice versa of the club leader. There is a high sense for production and low sense of concern o people. (4) The team leader where this style of leadership is by Blake, Moulton and McCanse. This kind of leader has both high sense of concern for people and production and motivates employees to achieve the goals as high as the can and so as for...
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...Unit One: Case Study (MIP) Kaplan University – GB519 Measurement and Decision Making March 2010 What is the ROI for MIP based on original estimates? • Operating assets ( development costs were $140 million • Sales ( annual operating income was expected to be approximately $25 million ROI for MIP = 25 million / 140 million = .18% What is the ROI if Richard Lawrence’s new revenue projects are used? • likely generate operating income of just $17.5 million per year ROI for MIP with new figures = 17.5 million / 140 million = .13% Elaine feels pressure to deliver “good news” to Blake. What advice would you give to her? Given the possible personal financial rewards that Elaine may enjoy if GSM goes public, would your advice change? The truth in the figures is exactly what Elaine should be showing to Blake. Although the numbers are less than satisfactory to Blake and his expectations, the numbers are the numbers and should be reported appropriately. It would prove Elaine less than assertive and capable of doing her new job if she sugar coated the news. Managers and executives require solid information in order to make sound decisions. What responsibilities does Elaine have to other GSM employees, the board of directors, and the venture capitalists? Elaine’s duty is to report to Blake. However, this is information that also affects all those involved with the possibility of MIP going public. Because of this, Elaine...
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...Running head: YORKTOWN TECHNOLOGIES Yorktown Technologies – Case Analysis MKTG610 Case Recap The ornamental fish industry became global more than half a century ago; therefore, a new and uprising company named Yorktown Technologies was developed and founded in 2001 by Alan Blake. Yorktown Technologies was one of its kinds to genetically modify a fish called a GloFish, which actually glows in the dark. What exactly is a GloFish? It is a Zebra fish that has been genetically modified with fluorescent colors that make them glow, thus creating the name GloFish. With an emphasis on distribution strategies, this case study will emphasize on Yorktown Technologies strengths, weaknesses, opportunities, and threats. Problem Identification Yorktown Technologies is current facing challenges within their financial success due to their distribution strategies; therefore, they are searching for way to make improvements so that this will no longer hinder profitability. The reason behind the distribution strategies having difficulties are because there are environmental groups that feel that genetically modifying fish will create ecological ramifications. Consequently, this has lead the Department of Natural Resources (DNR), to work with legislators to either ban possession and/or transportation or both of any somewhat genetically engineered organisms, including the GloFish (Allen, 2012). What these environmentalists failed to...
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...to conclusion. Cantley (2001), Bates et al (2004) defines dementia as a deterioration in intellectual performance from a previous level accompanied by a significant decline in personal and social function. Dementia usually starts with relatively slight impairment but can progress to a point where all skills of communication and self care are lost (Whaley & Breitner, 2002). According to Wilbourn & Prosser (2003), Cantley (2001) dementia is caused by the cortical atrophy, enlarged ventricles and softening of brain tissues. There are different types of dementia which are vascular disease, lewy bodies, Krentzfedlt-Jacob disease and Alzheimer’s disease (AD). AD is most common form of dementia in later life and it accounts for 40-50% of all cases. Souder & O’Sullivan (2003) suggest that people with AD experience a gradual decline in their ability to remember, communicate and understand. Jim who is suffering from AD was reluctantly sent to a...
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...Case Study Analysis Paper 1: A Tale of Two Coaches John Bentley Grand Canyon University Leadership Styles and Development LDR-600 Armando Sotero February 27, 2013 Case Study Analysis Paper 1: A Tale of Two Coaches It was the best of basketball and it was the best of basketball or was it. The purpose of this paper is to analyze the leadership styles of two successful NCAA basketball coaches: Bobby Knight and Mike Krzyzewski. First, the paper will identify the leadership perspective of each coach. Leadership Perspectives Coach Knight and Coach K were at the center of and embodied the will of their teams. Northouse (2010) described this as a process between the leader and followers…leaders affect followers and vice a versa. Coach night devised a system he expected the team to follow. He said to the players, “Follow our rules, do exactly what I tell you and you will not lose (Snook, Perlow, & Delacey, 2005).” In a similar fashion, Coach K taught discipline too. He invested heavily in drills and skills while focusing on the needs of each player…helping players become a team. Interesting enough they both had one rule to follow…don’t do anything that will harm the team (Snook, Perlow, & Delacey, 2005). Besides a leadership process, each coach used personality to influence team results (Northouse, 2010; “How does“, 2007). Coach Knight’s demanding behavior, meticulous plans and expecting perfection from players is evidence of a conscientiousness personality...
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...M ultinational Strategy «In the current economic climate it is critical that the increased regulation of business should be considered more than ever to protect workers rights» Table of Contents Introduction 3 4 The globalisation and its impact on the Labour Globalisation and the new international division of labour in East Asian countries 4 The regulation of the labour market in the world, which are the actors ? 4 6 The regulation issue for the labour market Labour law, and government policies 6 Responsive regulation, a solution to the deregulation policy problems ? 7 Conclusion 8 2 Introduction Globalisation represents a set of elements that have profoundly altered the world economy, the international trade, and the relations between each country. The globalisation has also changed the labour market and work in all countries, creating a "global work" market. The labour market is divided into two parts around the world: the labour force in developed post-industrial economies, which is a very expensive labour and less productive but provided high quality goods and a labour of works from developing countries, which offered low wage rates and few workers rights. In their search for economy and profits, multinationals have become increasingly interested in the potential offered by developing countries in terms of manpower often less expensive than in their countries of origin. Moreover, the deregulation policies pursued in United States during...
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...Levy, P., & Pugh, D. Scaling and multivariate analysis in the study of organizational variables. Sociology, 1969, 3(2), 193-213. Litwin, G. H., & Stringer, R. A., Jr. Motivation and organizational climate. Boston: Harvard University Press, 1968. Mohr, L. B. Determinants of innovation in organizations. American Political Science Review, 1969, 63, 111-126. Palumbo, D. Power and role speciflcity in organization theory. Public Administration Review, 1969, 29, 237-248. Paolillo, J. G. Technological innovation in organizational R&D subsystems. Unpublished Ph.D. dissertation. University of Oregon, 1977. Paolillo, J. G., & Brown, W. B. How organizational factors affect R and D innovation. Research Management, 1978, 7, 12-15. Pritchard, R. D., & Karasick, B. W. The effects of organizational climate on managerial job performance and job satisfaction. Organizational Behavior and Human Performance, 1973, 9, 126-146. Rogers, E. M., & Eveland, J. D. Diffusion: Communication and innovation in organizations. In P. Kelly & M. Kranzbert (Eds.), Aspects of technological innovation. Atlanta: Advanced Technology and Science Studies, Georgia Institute of Technology, 1975, 301-368. Sapolsky, H. M. Organizational structure and innovation. The Journal of Business, 1967,40, 497-510. Vegso, R. W. Organizational characteristics that influence innovative behavior. Unpublished Ph.D. dissertation. University of Cincinnati, 1976. Zaltman, G., Duncan, R., & Holbeck, J. Innovations and organizations. New York: Wiley...
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...Caucus groups, independent groups of Xerox employees dating from the 1960s, play an important role in our diversity story. These caucuses, similar to networking and affinity groups, are instrumental in advocating openness, opportunity and inclusion for the entire Xerox community. They work with management to achieve common business objectives, self-advocacy and to create an environment of inclusion. Six caucus groups currently exist to address the concerns and meet the needs of employees who are African-American, Hispanic, Asian, women, African-American women, gay, lesbian, transgender and bisexual. Through executive roundtables, our CEO and other senior leaders meet with diverse teams of Xerox employees, often representing one of our caucus groups. During these informal sessions, participants share their views on Xerox’s work environment and business concerns, and identify actionable items for discussion with Xerox’s senior team. The process ensures that the executive leadership team and the CEO are working together to resABSTRACT. Currently, an increasing number of organizations are attempting to enhance inclusiveness of under represented individuals through proactive efforts to manage their diversity. In this article, we define diversity management against the backdrop of its predecessor, affirmative action. Next, selected examples of organizations that have experienced specific positive bottom line results from diversity management strategies are discussed. The...
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...Leadership Styles and Their Consequences D. D. Warrick University of Colorado This article discusses leadership style theories and offers an integration of the theories by describing the typical characteristics, philpsophy, skills, and consequences associated with each major style. Then an experimental exercise is offered that portrays the major styles and the productivity and satisfaction each i s likely to produce. Finally, a debriefing is presented that helps interpret the exercise and integrate the style theories with contingency theory. Importance of Leadership Style Few leaders understand the full significance of how influential their leadership style is on the performance and satisfaction of their employees. Leaders control both interpersonal and material rewards and punishments that often shape employee behavior and influence an employee’s performance, motivation, and attitude. They can affect an employee’s self-image and resulting potential in either a positive or negative way by being supportive, fair, and encouraging, or unsupportive, inconsistent, and critical. In addition, they can even affect an employee’s health and energy level by creating a stimulating work climate or one filled with tension and fear. The influence of a leader’s style reaches greater proportions as the effects on individuals begin to have a cumulative effect on group performance. There are no doubt variables other than a leader’s style that affect employee performance and satisfaction...
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...1952. 1954. 1956. 2nd ed. London: Routledge & Kegan Paul, 1959. 1960. 1962. 1963. 1965. 1968. 1971. 1974. 1976. Baugh, A. C., and Thomas Cable. A History of the English Language. 3rd. ed: London: Routledge & Kegan Paul, 1978.* _____. A History of the English Language. 4th ed. London: Routledge, 1993. 1993. 1994. 996. 1997. 2000. 2001. 2002. _____. A History of the English Language, Fifth Edition. Englewood Cliffs: Pearson Education-Prentice Hall, 2002; London: Routledge, 2002.* _____. A History of the English Language. London: Taylor and Francis-Routledge, 2010. Bex, Tony. "2. A (Very Brief) History of English." In Bex, Variety in Written English: Texts in Society /Societies in Text. (Interface). London: Routledge, 1996. 30-50.* Blake, Norman F. A History of the English Language. London: Macmillan, 1996. Rpt. Palgrave.* Bloomfield, M. W., and L. Newmark. A Linguistic Introduction to the History of English. New York: Knopf, 1963. _____. A Linguistic Introduction to the History of English.. Connecticut: Greenwood Press, 1979. Bradley, H. The Making of English. New York: Macmillan, 1904. Rev. ed. 1968. Brook, G. L. A History of the English Language. (The Language Library). London: André Deutsch, 1958. 1977. Cruz Fernández, Juan M. de la, Angel Cañete Alvarez-Torrijos and Antonio Miranda García. Introducción histórica a la lengua inglesa. Málaga: Agora, 1995. Fennell, Barbara A. A History of...
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... 1952. 1954. 1956. 2nd ed. London: Routledge & Kegan Paul, 1959. 1960. 1962. 1963. 1965. 1968. 1971. 1974. 1976. Baugh, A. C., and Thomas Cable. A History of the English Language. 3rd. ed: London: Routledge & Kegan Paul, 1978.* _____. A History of the English Language. 4th ed. London: Routledge, 1993. 1993. 1994. 996. 1997. 2000. 2001. 2002. _____. A History of the English Language, Fifth Edition. Englewood Cliffs: Pearson Education-Prentice Hall, 2002; London: Routledge, 2002.* _____. A History of the English Language. London: Taylor and Francis-Routledge, 2010. Bex, Tony. "2. A (Very Brief) History of English." In Bex, Variety in Written English: Texts in Society /Societies in Text. (Interface). London: Routledge, 1996. 30-50.* Blake, Norman F. A History of the English Language. London: Macmillan, 1996. Rpt. Palgrave.* Bloomfield, M. W., and L. Newmark. A Linguistic Introduction to the History of English. New York: Knopf, 1963. _____. A Linguistic Introduction to the History of English.. Connecticut: Greenwood Press, 1979. Bradley, H. The Making of English. New York: Macmillan, 1904. Rev. ed. 1968. Brook, G. L. A History of the English Language. (The Language Library). London: André Deutsch,...
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...THE INTERNATIONAL JOURNAL OF KNOWLEDGE, CULTURE AND CHANGE MANAGEMENT Madrid, Spain Diversity Assessment Tools: A Comparison Abstract: Much has been written about how to address diversity in the human resources function (recruitment, retention, professional development etc.) but less has been written about how to develop strategies to leverage diversity in other areas. This study proposes an approach to exploring diversity through the value chain and a tool to help an organization assess its strategy. The Diversity Audit Tool (DAT) was developed from an analysis of current diversity practices in the Information Communications and Technology (ICT) Sector in Canada. This paper will review the dimensions of the tool and compare it to six other diversity lenses. Keywords: Diversity assessment, diversity audit tool, diversity lens, “business” case for diversity. Increasingly corporations in Canada have stressed the importance of embracing diversity and have stressed the benefits of creating inclusive work environments which: Promote the work of all organizational members and ensures that it is acknowledged, respected, and that employees are compensated equitably for it Value diversity both within the organization and outside of it Implement a meritocracy – rather than non-job-related ascribed characteristics – ensuring the need for equality and fairness underpins the organizational culture Emphasize individual accountability at all levels of the organization Constantly...
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