...Hewlett-Packard Company (HP) has gained a competitive edge by letting its employees develop products and make decisions in largely autonomous divisions. HP is also committed to egalitarian work settings, openness, quality, employment continuity, and diversity in the work force. The Palo Alto Company was founded in 1939 by engineers William Hewlett and David Packard. * Organization – two or more persons engaged in a systematic effort to produce goods and services. What is Management? * A process of achieving organizational goals by engaging in the four major functions of planning, organizing, leading, and controlling. * Recognizes that management is an ongoing activity, * entails reaching important goals, and * involves knowing how to perform the major functions of management. 4 Major Functions of Management Planning: Setting goals & deciding how best to achieve them. Controlling: Regulating activities to reach goals. Organizing: Allocating and arranging resources. Leading: Influencing others to work toward goals. * Not –for- Profit Organization – an organization whose main purposes center on issues other than making profit. Managerial Work Agendas * Nature of Work Agendas – a work agenda is a loosely connected set of tentative goals and task that a manager is attempting to accomplish. * Factors Influencing Work Agendas – according to Rosemary Stewart, a British expert in managerial work, there are 3 main factors that likely...
Words: 1076 - Pages: 5
...Abstract Since its inception in the early 1990s, the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project has investigated the complex relationship between societal culture and organizational behavior. The focus of this paper is on leadership, specifically what we know and have learned from the GLOBE project so far. Among other findings, we demonstrate that national culture indirectly influences leadership behaviors through the leadership expectations of societies. In other words, executives tend to lead in a manner more or less consistent with the leadership prototypes endorsed within their particular culture. In turn, leaders who behave according to expectations are most effective. We also found that some leadership behaviors are universally effective such as charismatic/value-based leadership; others are much more culturally sensitive such as participative leadership. Finally, we identified truly superior (and also truly inferior) CEOs by the degree to which their behaviors exceed (or fail to meet) their society's expectations. All in all, understanding national culture gives us a heads-up as to which kinds of leadership will likely be enacted and effective in each society. We believe that the GLOBE journey has helped us understand the complex, tricky, and fascinating relationships among societal culture, organizational behavior, and leadership processes. This paper is a celebration of twenty years of collaborative work conducted by more than 200 researchers...
Words: 12081 - Pages: 49