...Case Study Analysis Paper 3: A Tale of Two Coaches 1) Through your review of Fiedler's contingency model, would you say that the coaches are matched to their situation? Why or why not? Has this had an impact on their effectiveness? I believe that Coach Knight and Coach K are matched to their situation according to Fiedler’s Contingency Model. Contingency theory suggests that situations can be characterized in terms of three factors: leader–member relations, task structure, and position power (Northouse, 2010). 2) Using Situational Leadership II, provide evidence from the cases that show whether or not there is usage of the leadership styles by the two coaches, and adopt a position on whether or not you think the coaches are effective from this theoretical perspective. In: Business and Management Coach Analysis Case Analysis Paper 3: A Tale of Two Coaches Bonnie Hyatt Grand Canyon University Leadership Style and Development LDR-600 Kelly Jensen, MBA April 30, 2013 Case Analysis Paper 3: A Tale of Two Coaches Fiedler’s contingency theory is a “leader-match theory” (Northhouse, 2013, p. 135). It attempts to match the style of the leader with the situation and develop a match between the two. Coach Knight and Coach Krzyzewski (Coach K) were both effective in this leadership style because they produced winning teams. Coach Knight is a task driven leader who sores low on the least preferred co-worker scale (LPC). His primary focus was accomplishing the tasks...
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...Case Study Analysis: A Tale of Two Coaches, Part 3 Elida Roshi Grand Canyon University Leadership Styles and Development LDR-600 Shawna Wentlandt January 29, 2014 Case Study Analysis: A Tale of Two Coaches, Part 3 It is identified that the focus point of leadership is to achieve goals by encouraging people and directing them in the proper direction. Organizations consist of various departments and groups that are required to meet both short term and long term goals of the department and organization. For this reason an exceptional leader is needed to direct and inspire them throughout this process. The most important part of leadership is the quality of a leader to encourage others and offer enhancement and creativity in their submission of ideas and methods and that is exactly where the distinction between management and leadership falls. This author will focus accurately on this distinction illustrating Blanchard’s situational model and Fiedler’s contingency model on the two famous coaches’ leadership style. Furthermore, this writer will discuss which of the leadership styles utilized from them are more effective and what is impacting on their effectiveness. Based on Fiedler’s contingency model it is apparent that Coach Knight and Coach K are matched to their situations. As the Fiedler’s contingency model suggests leaders are assigned to a situation for their specified qualities and abilities and is more like a leader-match structure (Northouse, 2013). It is very...
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...Running head: CASE STUDY ANALYSIS PAPER 1: A TALE OF TWO COACHES Case Study Analysis Paper 1: A Tale of Two Coaches December 19, 2012 Bobby Knight is an American college basketball coach. He has the most coaching victories in NCAA men's basketball history. His 1975–76 Indiana University team had a perfect 32–0 record and went on to win the NCAA championship. He was the coach for the U.S. men's basketball team in 1984 and led them to Olympic gold. His temper was legendary and in 2000 he was fired from Indiana. (Bobby Knight Biography, 2012) Duke's Mike Krzyzewski is known as "Coach K”. He is known as “Coach K” to friends and admirers because "Krzyzewski" is hard to say and spell. He has the most notable record in college basketball. He has four national championships and has more wins than any other active men's basketball coach. Only Bobby Knight, who was his mentor from West Point, has more wins. (Zegers, n.d.) They are two of the most successful basketball in history. They share leadership styles, yet these styles are very different. Bobby Knight is an in your face type of coach. He uses fear and leads by using rewards and punishments. He uses tight supervision and control. Coach K believes in empowering his players and sets high goals and maintains standards. He leads with respect. He leads through personal power of being referent. Both coaches are passionate, disciplined, and competent in their jobs as a coach and care a lot for the players both on and off...
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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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...Bus Case Study Analysis 3: A Tale of Two Coaches Vanessa Goins Grand Canyon University LDR-600-0102 Leadership Styles and Development Professor Erick Aguilar May 19, 2013 Through Fiedler’s Contingency Model, I would say that Coach Knight and Coach K are matched to their situations. Fiedler’s Model describes a leader-match framework of which the leaders are assigned to a situation given their attributes and capabilities (Northouse, 2010).Coach Knight was one who was more of a task-oriented coach whom main concern was reaching the team’s goal and that was to win. Coach Knight, according to the contingency model scored low in the LPCs, on the leader-member relations while on the task structure, he scored high. He had a high position power as well as his actions was punishment, verbal abuse when he would get mad and having his team fear him (Snook, Perlow, & Delacey, 2005).He was acting very immature as he was throwing chairs and screaming, showing very negative leadership. He was one who cared very little for developing relationships with his players or getting along with others. Coach K scores high in the LPCs because he fits the situation of the leader-member relations, he was relationship-oriented, because he has a very caring relationship with his team, understanding them and being there for them whenever it came reflecting true leadership. His power position was not extreme because he was so close to his team members. Coach k always motivated his team...
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...CASE STUDIES ON ATTACHMENT By Dr. Mark Beischel CONTENTS Introduction Case 1 Secure vs. Insecure Attachment: the Story of the Boy and the Crow Case 2 Signs and Symptoms of the Insecurely Attached: the birth of a Giraffe Case 3 Continuous Lies: the Peanut Butter Boy Case 4 Curiosity and the Setting of Fires: Burn, Baby, Burn Case 5 Avoidant Attachment: Run for Your Life Case 6 Attachment and Security: a Death Row Tale Case 7 Brain Development and A ffect Regulation: Classroom Back Stabbing Case 8 Parenting at Night: “2 x 10” Tale Case 9 Disorganized Attachment: Confusion in the Kitchen Case 10 Eating Problems: the First Supper Case 11 Regulating Stimulation: Disneyland, Here We Come Case 12 Executive Function Deficits: the Paper Clip and Fire Tale Case 13 Inhibitory Control of Responses: Jelly, Jelly, All Over the Wall Case 14 It is All about Survival: Gang Pressure and destruction Case 15 Working Memory Deficits: the TV Thief Case 16 Ado lescent Brain Development: the Cell Phone Caper Case 17 Adolescent Identity and Escape Behavior: a Fantasy from the Wild, Wild West Case 18 Resilience and Temperament: No Free Drugs Case 19 Reasoning and Affect Regulation: the Orphan Card Case 20 Families Evolve Slowly: How Many Babies? Case 21 Changing the Meaning of a Stimulus: the “Dorky” shoes boy Case 22 Displacing the Rage: Slipping into Psychosis Case 23 Distract Yourself with Other Things: Playing with Mud Case 24 Paranoid Belief Systems: the Tree...
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...2012 Recruiting Violations and Academic Misconduct in College Athletics Michael P. Murphy IDST J497 Williams The issues of recruiting violations, academic misconduct, administrative negligence, illegal booster involvement, and a general lack of University oversight are all problems that continue to mar the once highly regarded reputations of academic institutions across America. These transgressions, which occur at shockingly consistent rates around campuses nationwide, (committed by faculty, coaches, players, administrators, and alumni), are effectively compromising the sacred amateurism college athletics has maintained to define its culture and provide credence for its illustrious traditions for over a century. Ethical questions of this magnitude have been pondered by academics and legal stalwarts alike with great depth both at the local and global level for years. Several studies reflect that a substantial percentage of the “major” NCAA recruiting violations and cases of egregious academic misconduct occur typically at institutions where local administrators and financiers have created a “win at all costs” culture pertaining to BCS (Bowl Championship Series) football and the NCAA Men’s Basketball tournament. A handful of local schools sanctioned by the NCAA in the last few decades for recruiting violations and academic misconduct include the University of South Carolina, Alabama, Auburn, Georgia Tech, LSU, Tennessee, Kentucky, and Arkansas. Each year the NCAA collects...
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...Please read and study the case “Introducing Scrum at P2P” in Larson and Gray, 6e, pages 609-613. Please prepare your answers to the following questions (1.5 line spacing, maximum 4 pages) and submit your answer document to Canvas. Please also bring your answers to class for our discussion. Part A: 1. How well is Scrum working? The case is basically a tale of two sprints. During the first sprint, Scrum guidelines were adhered to and significant progress was made on the project. The team has evolved into self organizing group and is energized. Unfortunately during the second sprint, the project deviated from Scrum guidelines and the team seems less energized and productivity has declined. 2. What are the issues confronting the Big Foot project? Prem started off well but as soon as the project experienced trouble during the second sprint he resorted back to the traditional role of project manager as task master. Admittedly there is fine line between coaching and directing, but he needed to play a less assertive role in solving the integration problem. Here, instead of telling the team what to do, he could have poised questions that would have helped them to solve the problem themselves. This is a hard thing to do when you are under time pressure and you are confident you have the answer. He exacerbated the problem by taking control of the daily scrum away from the team. The synergy that had developed during the first sprint dissipated as team members no longer...
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...The Talent Code – Greatness Isn’t Born. It’s Grown. Here’s How Introduction – The Girl Who Did a Month’s Worth of Practice in Six Minutes: * Media coverage tends to treat each hotbed as a singular phenomenon, but in truth they are all part of a larger and older pattern * Consider the artists of the Italian Renaissance, during which the city of Florence (population 70,000) suddenly produced an explosion of geniuses that has never been seen before * The questions echo – where does this extraordinary talent come from? How does it grow? * Clarissa, part of a study by music psychologists that tracked her progress at the clarinet for several years * Based on her aptitude tests and the testimony of her teacher, parents and her self, she possessed no music gifts * Good musical ear, but her motivation was below average * In the study’s written section, she responded “because I’m supposed to” as her reason for practicing * Nonetheless, she had become famous in music-science circles * Since on an average morning, the camera would capture this average kid doing something un-average, in 5 minutes and 40 seconds, she accelerated her learning speed by 10x and she didn’t even notice * Her music sounded pretty bad, common sense would lead us to believe that Clarissa is failing, but this would be wrong * She has a blueprint in her mind that she’s constantly comparing herself too, she’s not ignoring errors, she’s hearing...
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...Crafting a Compelling Employee Value Preposition for Tata Motors This case has been prepared by Tata Motors Corporate HR for TML Case study competition- ‘Mind Rover’. This case study is recommended for being used for the ‘Mind Rover’ case study competition only and does not illustrate either correct or incorrect handling of an administrative situation. No part of this case can be used, reproduced or distributed in any manner without the approval of Tata Motors. Crafting a Compelling Employee Value Preposition for Tata Motors 2 As a part of his induction Prabir had visited Tata Motors’ manufacturing & assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad and Pune. He met employees at not just these manufacturing units but also the sales and marketing offices across the country and the R&D centres. “I think we are doing just the right things that any company should. However, I find one best practice in one location is very different from how it is practiced in another location. As someone who is still new to the culture, I am still to discover ‘One Tata Motors’ way of doing things when it comes to employee initiatives”. He had commented. Having said that, the average attrition rate of 9%, was way below the industry average of 13.3%. There were employees who had been in the system for 24 to even 35 years and they carried a lot of tacit knowledge. This needed to be transferred and documented for the next gen. What bothered Prabir was there were still some quarters...
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...Historically, in cases of peer-to-peer abuse, whether physical or emotional, the blame is laid on the belligerent boys or girls. The bystanders who hover, chime in, or squirm on the outskirts of the 'mean' action are dismissed as irrelevant. Also dismissed are those who spread the tale of the victim's woe through the grapevine. In truth, however, this supporting cast plays a significant role in peer-to-peer violence....Bystanders make or break bullying episodes." (Our Children) This article examines the role of the bystander in bullying incidents and outlines some strategies to help encourage young bystanders to act in these situations. OUR CHILDREN Nov./Dec. 2003, pp. 8-10 Reprinted with permission from National PTA. Article originally appeared in OUR CHILDREN magazine, Vol.29, No.3, November/December 2003 pp. 8-10. The Bystander: A Bully's Often-Unrecognized Accomplice By Margaret Sagarese and Charlene C. Giannetti A few years ago, an upstate New York newspaper headline noted that 60 high school girls and boys, ages 14 to 21, faced criminal prosecution for leering at and cheering on two brawling 15-year-old boys. The headline and accompanying story startled us. What we found amazing about this news item was that the police were holding "the human boxing ring" accountable. The "innocent bystander" status usually accorded people on the periphery of such violence was ruled out. The furor over the Glenbrook North High School (Northbrook, Illinois)...
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...Industrialization: The Tata Nano Case Study [pic][pic] STRATEGIC MANAGEMENT IN NON-MARKET ENVIRONMENTS GROUP 3 Table of Contents I. INTRODUCTION 3 II. CASE SUMMARY 3 III. BACKGROUND 3 a. A History of Tata Motors 3 b. Tata’s Nano 4 c. Politics in West Bengal 4 IV. ANALYSIS 5 a. Issues 5 b. Interests 7 c. Institutions 8 d. Information 8 V. RECOMMENDATIONS 9 a. Better Government Involvement 9 b. More Effective Branding 9 c. Tata Nano Coalition Prospects 10 d. Develop Grassroots-level communications 10 e. Create True Stakeholders 11 VI. CONCLUSION 11 VII. BIBLIOGRAPHY 11 VIII. APPENDICES 12 I. INTRODUCTION This paper analyzes the case of India-based Tata Motors and the controversial introduction of the Nano, Tata’s revolutionary inexpensive car. The case represents a study of the non-market forces that influence the decisions made by managers of big firms with an Indian national and global perspective. The paper is divided into 2 parts: The first part (sections II – III) is an overview of this particular case study, and the second part (sections IV – V), presents detailed analyses and recommendations for Tata to become successful in future investments. In addition, a bibliography and some appendices are included to illustrate the content of this study and provide further background...
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...A Tale of Two Cities Charles Dickens This eBook is designed and published by Planet PDF. For more free eBooks visit our Web site at http://www.planetpdf.com A Tale of Two Cities Book the First—Recalled to Life 2 of 670 eBook brought to you by A Tale of Two Cities Create, view, and edit PDF. Download the free trial version. I The Period It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness, it was the epoch of belief, it was the epoch of incredulity, it was the season of Light, it was the season of Darkness, it was the spring of hope, it was the winter of despair, we had everything before us, we had nothing before us, we were all going direct to Heaven, we were all going direct the other way—in short, the period was so far like the present period, that some of its noisiest authorities insisted on its being received, for good or for evil, in the superlative degree of comparison only. There were a king with a large jaw and a queen with a plain face, on the throne of England; there were a king with a large jaw and a queen with a fair face, on the throne of France. In both countries it was clearer than crystal to the lords of the State preserves of loaves and fishes, that things in general were settled for ever. It was the year of Our Lord one thousand seven hundred and seventy-five. Spiritual revelations were conceded to England at that favoured period, as at this. 3 of 670 A Tale of Two Cities ...
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...TeAM YYePG Digitally signed by TeAM YYePG DN: cn=TeAM YYePG, c=US, o=TeAM YYePG, ou=TeAM YYePG, email=yyepg@msn. com Reason: I attest to the accuracy and integrity of this document Date: 2005.03.07 10:24:14 +08'00' T HE MANAGEMENT BIBLE T HE MANAGEMENT BIBLE BOB NELSON PETER ECONOMY John Wiley & Sons, Inc. Copyright © 2005 by Nelson Motivation, Inc. & Peter Economy, Inc. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. 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, scanning, or other wise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 6468600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness...
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...• C H I P H E AT H & D A N H E AT H Copyright © 2007 by Chip Heath and Dan Heath All rights reserved. Published in the United States by Random House, an imprint of The Random House Publishing Group, a division of Random House, Inc., New York. Random House and colophon are registered trademarks of Random House, Inc. Library of Congress Cataloging-in-Publication Data Heath, Chip. Made to stick : why some ideas survive and others die / Chip Heath & Dan Heath p. cm. Includes index. eISBN: 978-1-58836-596-5 1. Social psychology. 2. Contagion (Social psychology). 3. Context effects (Psychology). I. Heath, Dan. II. Title. HM1033.H43 2007 302'.13—dc22 2006046467 www.atrandom.com Designed by Stephanie Huntwork v1.0 To Dad, for driving an old tan Chevette while putting us through college. To Mom, for making us breakfast every day for eighteen years. Each. C O N T E N T S INTRODUCTION WHAT STICKS? 3 Kidney heist. Movie popcorn. Sticky = understandable, memorable, and effective in changing thought or behavior. Halloween candy. Six principles: SUCCESs. The villain: Curse of Knowledge. It’s hard to be a tapper. Creativity starts with templates. CHAPTER 1 SIMPLE 25 Commander’s Intent. THE low-fare airline. Burying the lead and the inverted pyramid. It’s the economy, stupid. Decision paralysis. Clinic: Sun exposure. Names, names, and names. Simple = core + compact. Proverbs. The Palm Pilot wood block. Using what’s there. The pomelo schema. High concept: Jaws...
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