...Motivation and Leadership in the Workplace Chasity Roush PSYCH/570 September 1, 2014 Instructor: Michelle Seyfarth Motivating and Leading the Impossible Motivation and leadership skills are fundamental aspects in achieving organizational goals. Organizations that motivate and lead are more likely to employ individuals who understand the values and vision of the organization. Latham and Ernst (2006) suggest that motivation affects personal choices, effort provided in the workforce, and how persistent employees are to provide outstanding work efforts. Applying proper motivational theories to employee’s, results in great leadership. Retention and productivity in organizations prosper when employees are loyal and dedicated. Loyalty and dedication is formed through the proper application of motivational and leadership theories and improve customer service as well as employee relations. Leaders must be aware of employee strengths and weaknesses and must inspire their employees to achieve great things. Great leaders, while powerful and influential, should possess skills to gauge each employee and what motivates them. Leadership theories, like motivational theories, may differ per employee. Understanding a variety of wants and needs in the workforce will enable a great leader to motivate each person for the common goal; organizational success. Although leaders exert a certain level of power with the organization they must ensure...
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...Organizational Change and Personal Leadership Development Plan “A Successful Downsizing: Developing a Culture of Trust and Responsibility” William Paul Barrett Dr. Paul Richardson September 7, 2015 Abstract In this collection, the discussion of leadership development plan (LDP) is being explored. This is originated from an author’s point of view. The framework is from the author’s personal leadership experience. Also, included are assessments, skills, various styles, trials and errors and conclusive results. The report concludes with personal thoughts on future development, and evaluating the progress of personal development. In analyzing specific practices in which a successful project manager apply and exercise his/her leadership roles overall, I discovered that an effective project leader is labeled as a visionary. This vision gives direction on where to go, and the ability to effectively to articulate it in a manner in which the intended audience can comprehend. These individuals vibe off change and being able to establish new boundaries. Once before, a leader was labeled as someone who gives logic and establishes the vision, and spirit to change. These leaders inspire people to feel they have purpose and real interest in the project. Also, they empower individuals to encounter the vision on their own. During this process, there are opportunities that are created with their own vision, exploration with their careers, and lives as well...
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...Organizational Change and Personal Leadership Development Plan “A Successful Downsizing: Developing a Culture of Trust and Responsibility” William Paul Barrett Dr. Paul Richardson September 7, 2015 Abstract In this collection, the discussion of leadership development plan (LDP) is being explored. This is originated from an author’s point of view. The framework is from the author’s personal leadership experience. Also, included are assessments, skills, various styles, trials and errors and conclusive results. The report concludes with personal thoughts on future development, and evaluating the progress of personal development. In analyzing specific practices in which a successful project manager apply and exercise his/her leadership roles overall, I discovered that an effective project leader is labeled as a visionary. This vision gives direction on where to go, and the ability to effectively to articulate it in a manner in which the intended audience can comprehend. These individuals vibe off change and being able to establish new boundaries. Once before, a leader was labeled as someone who gives logic and establishes the vision, and spirit to change. These leaders inspire people to feel they have purpose and real interest in the project. Also, they empower individuals to encounter the vision on their own. During this process, there are opportunities that are created with their own vision, exploration with their careers, and lives as well...
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...HUMAN RESOURCE MANAGEMENT Civil Service Branch December 1995 HUMAN RESOURCE MANAGEMENT FOREWORD MANAGING PEOPLE BETTER AIMS and PRINCIPLES VALUES WHERE RESPONSIBILITIES LIE Civil Service Branch Policy Branches and Departments Managers and Individual Civil Servants DEPARTMENTAL HUMAN RESOURCE MANAGEMENT PLANS Manpower Planning Succession Planning Turnover Recruitment Deciding on Terms of Appointment Selection of Candidates Probation Performance Management Motivation Performance Appraisal Promotion Guidance and Supervision Addressing Poor Performance Training and Development Training • Induction • Management Development • Vocational • Language and Communication • Computer Development • Posting • Acting Appointment • Secondment Staff Relations Securing Staff Commitment • Consultation • Communication • Recognition Resolving Disputes Addressing Grievances Welfare Management Information Systems THE WAY AHEAD FOREWORD One of the measures of success of our Civil Service is our responsiveness to the changing needs and circumstances of Hong Kong. We are learning how to work with a fully elected legislature and how to deliver new and improved services demanded by a more affluent and sophisticated community. We have become more open and accountable, and have committed ourselves to specific standards of performance against which the public can gauge what they can and should expect from us. Such responsiveness and adaptability call for an enormous amount of resilience, dedication...
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...HUMAN RESOURCE MANAGEMENT Civil Service Branch December 1995 HUMAN RESOURCE MANAGEMENT FOREWORD MANAGING PEOPLE BETTER AIMS and PRINCIPLES VALUES WHERE RESPONSIBILITIES LIE Civil Service Branch Policy Branches and Departments Managers and Individual Civil Servants DEPARTMENTAL HUMAN RESOURCE MANAGEMENT PLANS Manpower Planning Succession Planning Turnover Recruitment Deciding on Terms of Appointment Selection of Candidates Probation Performance Management Motivation Performance Appraisal Promotion Guidance and Supervision Addressing Poor Performance Training and Development Training • Induction • Management Development • Vocational • Language and Communication • Computer Development • Posting • Acting Appointment • Secondment Staff Relations Securing Staff Commitment • Consultation • Communication • Recognition Resolving Disputes Addressing Grievances Welfare Management Information Systems THE WAY AHEAD FOREWORD One of the measures of success of our Civil Service is our responsiveness to the changing needs and circumstances of Hong Kong. We are learning how to work with a fully elected legislature and how to deliver new and improved services demanded by a more affluent and sophisticated community. We have become more open and accountable, and have committed ourselves to specific standards of performance against which the public can gauge what they can and should expect from us. Such responsiveness and adaptability...
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...The “Blairing” of the Edges Third Sector and the Third Way Barriers to the fulfilment of expectations of and from voluntary sector organisations under a New Labour government Dissertation for MSc Voluntary Sector Policy & Administration (SA475) June 2000 Department of Social Policy London School of Economics & Political Science Synopsis Voluntary organisations as a vehicle for volunteering, for active citizenship and for a healthier, civil society have become an important of New Labour’s thinking. The voluntary sector is also identified as a vehicle through which government priorities may be more effectively addressed in particular, measures to address social exclusion[1]. This dissertation considers the current state of the relationship between the voluntary sector and the Government and seeks to identify barriers to the fulfilment of this political vision in the context of one Department’s work.[2] The study discusses the findings in the light of the emerging thinking on the Third Way and the substantial body of work on contracting - the medium through which much of the relationship is conducted in the case of the DfEE. Whereas there is an apparent willingness to consider measures to overcome recognised barriers, there appears to be confusion about the extent to which goal deflection may have damaged the legitimacy of voluntary sector organisations. There is therefore uncertainty about which part of the voluntary sector (service delivery organisations, the community sector...
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...GOVERNMENT OF INDIA LAW COMMISSION OF INDIA L. Chandra Kumar be revisited by Larger Bench of Supreme Court Report No. 215 December 2008 LAW COMMISSION OF INDIA (REPORT NO. 215) L. Chandra Kumar be revisited by Larger Bench of Supreme Court Presented to Dr H. R. Bhardwaj, Union Minister for Law and Justice, Ministry of Law and Justice, Government of India by Dr Justice AR. Lakshmanan, Chairman, Law Commission of India, on 17th day of December, 2008. 2 The 18th Law Commission was constituted for a period of three years from 1st September, 2006 by Order No. A.45012/1/2006-Admn.III (LA) dated the 16th October, 2006, issued by the Government of India, Ministry of Law and Justice, Department of Legal Affairs, New Delhi. The Law Commission consists of the Chairman, the Member-Secretary, one full-time Member and seven part-time Members. Chairman Hon’ble Dr Justice AR. Lakshmanan Member-Secretary Dr Brahm A. Agrawal Full-time Member Prof. Dr Tahir Mahmood Part-time Members Dr (Mrs) Devinder Kumari Raheja Dr K. N. Chandrasekharan Pillai Prof. (Mrs) Lakshmi Jambholkar Smt. Kirti Singh Shri Justice I. Venkatanarayana Shri O.P. Sharma Dr (Mrs) Shyamlha Pappu 3 The Law Commission is located in ILI Building, 2nd Floor, Bhagwan Das Road, New Delhi-110 001 Law Commission Staff Member-Secretary Dr Brahm A. Agrawal Research Staff Shri Sushil Kumar : Joint Secretary & Law Officer Ms. Pawan Sharma : Additional Law Officer Shri J. T. Sulaxan Rao : Additional Law Officer Shri A. K. Upadhyay...
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...An Army White Paper THE PROFESSION OF ARMS I AM AN EXPERT AND I AM A PROFESSIONAL 9TH STANZA SOLDIER’S CREED CG TRADOC Approved 8 December 2010 Authority: This White Paper has been approved for distribution on 2 December 2010 by the Commanding General, Training and Doctrine Command (TRADOC), under his authority granted by the Secretary of the Army and the Chief of Staff of the Army in the Terms of Reference dated 27 October 2010 for TRADOC to execute the ‗Review of the Army Profession in an Era of Persistent Conflict.‘ Purpose: This White Paper serves to facilitate an Army-wide dialog about our Profession of Arms. It is neither definitive nor authoritative, but a starting point with which to begin discussion. It will be refined throughout calendar year 2010 based on feedback from across our professional community. All members of the profession and those who support the profession are encouraged to engage in this dialog. Distribution: Distribution is unlimited. Yet, the material in this draft is under development. It can be referenced, but not referenced or cited as official Army policy or doctrine. Feedback and Participation: Comments on this White Paper should be sent to the Center for the Army Profession and Ethic (CAPE), Combined Arms Center, TRADOC. To get engaged in this review of the Profession of Arms, visit the CAPE website at https://www.us.army.mil/suite/page/611545 and click on the Campaign link. The website will also provide links to professional forums...
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...Printed 2006 ISBN: 978-058-434-X All Rights Reserved Printed by Goshen Print Media Ltd For National Open University of Nigeria iii CSS 105 COURSE GUIDE Contents Introduction......................................................................... Aims................................................................................... Objectives........................................................................... Working through the Course.............................................. Course Materials................................................................ Study Units........................................................................ Textbooks and References.................................................. Assessment.......................................................................... Tutor Marked Assignments (TMA)................................... Final Examination and Grading.......................................... Course Marking Scheme..................................................... Course Overview/Presentation Schedule............................ How to get the most from this Course................................ Tutors and...
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...SECTION ONE 1.1 Background to the study. The Nigeria tax system is basically structured as a tool for revenue generation. This is a legacy from the pre-independence government based on 1948 British tax laws and has been mainly static since enhancement. The history of direct taxation in Nigeria dates back to 1904 when the system of personal tax was introduced in Northern Nigeria by Lord Lugard. The Nature Revenue Ordinance was introduced in 1917 also in Northern Nigeria and extended to the East in 1928. The three regions, as Nigeria was previously constituted, had various legislations for direct and indirect personal taxes prior to independence in 1960. It was not until 1961 that a uniform Tax Law come into force for the whole federation known as the Income Tax Management Act (ITMA) of 1961. This was based on the recommendations of the Raiseman Fiscal Commission of 1958 which was embodied in Nigeria Constitution) Order in Council, 1960. The ITMA has been effectively repealed and replaced by the Personal Income Tax Act generally referred as Decree No. 104 of 1993. The Personal Income Tax Act No.104 (PITA) regulates Personal Income Taxation in Nigeria. Personal income tax is a tax that is imposed on individuals who are either in employment or running their own small businesses under a business name or partnership. Liability to personal income tax in Nigeria does not depend on the domicile or nationality of the tax payer. Profits arising from a trade, business, profession or vocation...
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...for Federal Employee Union Representatives………….........22 Arbitrary Cuts in Civil Servants………………………………………………..26 Sourcing: Complying with the Law……………………………………….......31 Capping Taxpayer-Funded Service Contractor Compensation……………43 Transportation Security Administration and TSOs…………………………..46 Domestic Partnership Benefits……………………………..………………….49 Employment Non-Discrimination Act……………………………………..…..55 Paid Parental Leave………………………………………………..…………..57 One America, Many Voices Act………………………………………….…....60 Department of Veterans Affairs…………………………………..……………62 Department of Defense……………………………...……….………………...71 Federal Prisons………………………………………………………………….90 Social Security Administration ……………………………………….…...…103 National Guard/Reserve Technicians ………………………...……….……108 D.C. Workers’ Issues …………………...……………………………..…..…117 Equal Employment Opportunity Commission. ……………………..……...120 Another Manufactured Crisis: What’s Next in the Fiscal Showdown? Background At the beginning of January, President Obama signed a tax deal that restored higher Clinton-era rates to those making over $450,000, and funded an extension of unemployment insurance benefits to the long-term unemployed, extended for another year the $240 monthly transit subsidy, but did not extend the 2% payroll tax holiday. The deal also delayed until March 1 the sweeping across-the-board agency cuts, known as sequestration, which will force furloughs and RIFs on federal employees. In January, after many threats, Republicans...
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...administration has been scattered until 2004. In this article, the developments of ethical issues are explained in legal framework and also, different approaches in military from different countries are compared. Comments are made on the differences and similarities of “codes of ethics” and “moral values”. Key Words: Business Ethics, Codes, Military, Morals, Public Administration. Introduction While ethical and moral are synonyms in most dictionaries, “ethics” and “morals” are differentiated by common usage. These are the definitions of ethics and morals generally accepted in various dictionaries and books (Baird, 2005: 27; Nuttall, 1997: 14; Lamberton and Minor, 1995: 409): Morals: 1. These are the assessments made about the goodness and badness of the human...
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...SECTION A PERSONAL ATTRIBUTE VENSUS CAREER DEVELOPMENT Introduction Due to the change of social construction and production mechanism in Hong Kong, Knowledge-based Society is essential for the sustainability development of Hong Kong in the 21st century that cultivates talent labors (MediaDigest, RTHK, 2006). Recently, the globalization is allied and compounded around the world. It indicates the trend of “Whole People Education” for undergraduates to develop their own strategic vision and analytical technology for the externally globalized environment – social and economy (Y.K. Pang, HKIE, 2009). Integrated with the upward paragraph, this promotion has rapidly developed owing to the advocate of “Lifelong Learning” (executed by Tung Chee-hwa, the first Chief Executive of HKSAR). Based on the data generation, the percentage of growth rate of continuous education has increasing from 18 in 2002 to 28 in 2003 (Professor K.M. Yeung, HKU SPACE). In the literature aspects, “Lifelong Learning” is the recognition that learning may stretch out across a lifetime for anyone sustainability use and renew throughout each lifespan (Field, 2006). Based on Role of Reflection in Learning (Kolb, 1984), its operation is coordinated with 3 main items – (1) 1 Action, (2) Reflect on Experience; and (3) Conclude and Learn. For my own view, it could be comprehended with using the outcome of your lifespan to strengthen the core competence to make the continuous improvement...
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...UNIT 1 V1. Introduction: The EU in the New World Order (3 Videos) Questions: 1. Who has the power to represent the EU internationally? The president of the European Commission, the high Representative of the Union for Foreign Affairs and Security Policy, the head of delegation of the EU to third countries (e.g. the US),and the president of the European Council. 2. Of which of the following international organisations is the EU a (full) member? The FAO and WTO, two conditions need to be fulfilled: 1) The EU must have the power (as conferred by the Member States in the Treaties) to become a member, 2) the international organization must allow the EU (which is not a state) to become a member. Consult, for instance, Art. 4 of the UN Charter 3. What is the EU in international law? Rights and obligations. It is not a state or is a regional integration organization with a very extensive measeur of international legal personality (at 47 TEU) 4. Who represents Europe in the world, in external affairs and treaty negotiations with 3rd countries or international organizations, High representative of EU for foreign affairs and policy: created by the Lisbon treaty , it is also the vicepresident to the European Comissions. Head of state, Europe is represented by 2 persons: permanent president of European Council and President of the European Commission (more for classical competences of the EUUU). And Rotatic council. World wide diplomatic network of the European Union:...
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