...McGregor’s Leadership Model In the modern business world, leadership is an essential key to long-term business success. One professional who has developed a theory associated with leadership is Douglas McGregor. This theory suggests that two types of leadership exist. These types are called X leadership and Y leadership. Differing academics have researched the X and Y leadership views and determined various levels of validity associated with this theory. To determine the value of this theory, the research and example-based use of this theory presented by others must be reviewed. Similarly, company leaders must review the history of leadership practices and develop methods that have the highest potential for success in the environment associated company-specific operational activities. Douglas McGregor developed his theory of X and Y leadership in the 1960s at the MIT Sloan School of Management. He believed companies can achieve quality leadership through basic employee motivation. The X and Y styles of motivation are opposite one another and in direct contrast. The X style of leadership and employee motivation states employees lack motivation and are lazy in nature. Essentially, individual employees lack motivation and must be supervised by leaders on a continual basis because those employees avoid responsibility whenever possible. This close supervision narrows employee versatility and requires extensive time and guidance by specific leaders. To establish employee motivation...
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...Small Business Examination Kirk Carlson LDR/531 Small Business Examination The small business is very important to the national and work economy. The small businesses employ almost half of the workforce within the United States of America. The small business has been a force of stability for the United States economy. Small business owners tend to be innovative and come up with unique ideas that make profits. The author of this paper will examine a small business within California called Extremely Clean Inc. Extremely Clean Inc. Extremely Clean Inc. is a commercial and residential cleaning service that was incorporated in 2008. The organization focuses on commercial and residential structures, which provides the organization with a wide array of clients from virtually all industries and living conditions. The organization does walkthroughs for each potential client; the organization will make a quote, negotiate a price, and create a contact. The organization provides a variety of services to include: auto detailing, carpet cleaning, upholstery cleaning, window cleaning, air duct cleaning, and water restoration. The organization employs a talented staff of cleaning professional experts in various cleaning disciplines. The organizational structure of Extremely Clean Inc. is a hierarchy and the chain of command within the organization is clearly defined. Each employee’s job description is mission specific and allows the employee to understand where they fit within the organizational...
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...M, Organizational Behavior 4. Pareek Udai , Understanding Organizational Behavior Evaluation System: Criterion | Load | Assignment | 10 | Class Participation | 10 | Mid-Term | 30 | End-Term | 40 | Presentation | 10 | Total | 100 | Session Plan: Session | Content | Reading Material | 1 | Introduction: What is OB, Concept, key elements, importance of OB. | | 2 | Challenges and Opportunities for OB, | | 3 | Foundation for Individual Behavior: Learning | | 4 | Attitudes and Job Satisfaction | | 5 | Personalities: Concept, determinants, Traits | | 6 | Emotions: Concepts and skills | | 7 | Perception and individual decision making | | 8 | Motivation concepts, Early theories of Motivation | | 9 | Contemporary Theories of Motivation | | 10 | Motivation from...
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...ORGANIZATIONAL BEHAVIOUR VENUE: POSTGRADUATE ROOM 3 DAY: SATURDAYS TIME: 11.30 AM - 2.30 PM LECTURER: DR ABDULAI KUYINI MOHAMMED Course description Effective management of human resources within organizations requires an understanding of various behavior and processes. Managers need to know why people behave as they do in relation to their jobs, their work groups and their organizations. This knowledge of individuals’ perceptions, motivational attitudes and behavior will enable managers to not only understand themselves better, but also to adopt appropriate managerial policies and leadership styles to increase their effectiveness. The focus of instruction in this course will move progressively through the individual, group and organizational levels of behavior and will examine the interrelationships of behavioral phenomena among these levels. In addition, concepts such as motivation, leadership and communication and their relevance to organizational behavior will be examined Objectives At the end of this course you should be able to: * develop your skills in analyzing organizational issues and developing appropriate recommendations to enhance organizational performance; * enhance your understanding of human behavior at the individual, interpersonal and organizational levels; * acquire knowledge about concepts and frameworks that can be used to build your management effectiveness; * develop skills in diagnosis and problem solving by applying the learned material...
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...Institute of Business Administration BBA Programme COURSE OUTLINE ------------------------------------------------- Course Code & Title BUS209 Organizational Behaviour ------------------------------------------------- Course Instructor: Homayara L. Ahmed ------------------------------------------------- Batch: BBA 22 ------------------------------------------------- Contact Details: Room 311; Email: homayara@iba-du.edu; ------------------------------------------------- Office hours: Weekdays 10 am to 1 pm (and on appointment) ------------------------------------------------- Class timing : Sun & Wed 8.30 am to 11.15 am Course Objective Organizational Behaviour is the study of human behaviour in organizational settings, their interaction with the organization, and the organization itself. Since an organization is defined as a group of people working together to achieve a common goal, for future managers, who will be working in various organizations – of one form or another, this course will provide great insight as to the complexities involved in the human behaviour in work environment – their perception and roles, team orientation, organizational politics and conflict, motivation, acceptance of change etc, and how the organization reacts to all these. Course Contents / Lecture Topics Topic 1: The Field of Organizational Behaviour * Quest for People-centred Organization & Ethical Conduct * Managing Diversity ...
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...|[pic] |Syllabus | | |School of Business | | |LDR/531 Version 4 | | |Organizational Leadership | Copyright © 2011, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course prepares students to apply leadership principles to the roles they play as managers. Students will discover more about themselves and will learn more about the connection between the individual and the organization. Other topics include organizational culture, structure, group behavior, motivation, power, politics, organizational change, and workplace conflict. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum.2+10+ University policies are subject to change. Be sure to read the policies at the...
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...increase subjective well-being. Always within the context of organizations, interventions may focus on individuals, pairs of individuals, groups, combinations of groups or whole organizations. Methods of intervention derive from explicit psychological concepts and theories appropriate to the objectives and entities engaged in change processes. When fully utilized, the practice of organizational psychology begins with assessment or diagnosis, proceeds to design and implementation, and concludes with evaluation of the efforts to bring about change. Organizational psychology is practiced with service delivering and product generating organizations from the public, private and not-for-profit sectors of society. Mission: The purpose of the organizational psychology program is to provide students with the finest possible education for practice and for becoming license eligible in New Jersey and other states. Comparisons with Related Fields : Organizational psychology has common interests with both organizational behavior and industrial/organizational psychology. But the field also differs from these related disciplines. All three fields of study, for example, concern themselves with such topics as motivation, leadership and group dynamics. The related fields, however, differ in institutional location, intellectual emphasis, orientation to education for practice, and employment objectives of graduates. Organizational behavior tends to be...
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...Olivia Nunez EDA 575 Kristi Hammer 12-9-2014 Communication has been used since the dawn of man from etchings on cave walls to today’s information age, where we send, receive, and process huge numbers of messages every day (Reitz, 1987). School administration no matter what position you hold has to be effective in multifaceted ways of communication. Effective communication is important when conveying many things from giving a vision or mission statement to an all staff e-mail or memo. When we understand the importance of effective communication we can avoid miscommunications and issues arising when trying to get our messages heard. In this paper we will break down into subsections the different types of communication and human relation theories used in different schools from teachers around the country. Formal and Non- Formal Communication: Hinman elementary realizes the value that communication has on how successful a school can be. One communication approach we use at my school is face-to-face. When my administration needs to discuss a new program or procedure this is the most effective form of communication at my school. The administration also uses this method when meeting with teachers, parents, and any stakeholder for the school. We recently had a new community partner come into the school and meet with teachers. This company wants to meet face-to-face to a have a better understanding of what the students and teachers need in order to be successful. The administration...
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...WILL BE PENALIZED AS DEFINED IN “AIOU PLAGIARISM POLICY”. Course: Management Theory and Practice (8506) Semester: Autumn, 2011 Level: MBA/M.Com Total Marks: 100 Pass Marks: 50 ASSIGNMENT No. 1 (Units: 1–5) Note: Attempt and questions. Q. 1 a) Define manager and differentiate between general manager and functional manager. Also discuss the different levels of managers with suitable examples. (12) b) Discuss the contribution of Henry Fayol in the field of Management. (08) Q. 2 What is meant by rational decision making? Explain the steps of rational decision making with a suitable example. (20) Q. 3 a) Define Management By Objective (MBO). Differentiate between Strategic planning, Tactical planning and Operational planning. (2+10) b) Explain the following planning tools: i) Forecasting ii) Benchmarking iii) Scheduling iv) Budgeting (2+2+2+2) Q. 4 a) Define the term “Delegation”. Also describe the seven steps to effective delegation. (3+7) b) Explain the following concepts: i) Centralization ii) Decentralization iii) Authority iv) Span of control v) Span of Control (2+2+2+2+2) Q. 5 a) Define Leadership. Differentiate between Leader and Manager. (2+8) b) Discuss the following approaches to leadership in detail: i) Bass’s theory of transformational leadership ii) Contingency approach to leadership (5+5) Guidelines FOR ASSIGNMENT # 1 The student should look upon the assignments...
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... Course Times: Monday’s 1200 – 1400 – lecture Labs: weekly- either Monday or Tuesday as per your schedule Lab Teaching Instructor Maureen Eyres Andrea Reddam Vanessa Schinkel ©Collaborative BScN Program 2010 ALL RIGHTS RESERVED INTRODUCTION TO COLLABORATIVE BScN PROGRAM Mission Statement As partners, the Faculty of Nursing at the University of Windsor with St. Clair College (Windsor and Thames Campuses) and Lambton College (Sarnia) undertake the shared commitment to excellence in the preparation of Bachelor of Science in Nursing (BScN) candidates who embody our core values and the best elements of the art and science of nursing, education, leadership, research, and practice in their professional journeys. Vision EXCELLENCE in nursing education, practice, and research. Core Values In the spirit of collaboration, and through values clarification and group decision-making, the following concepts have been selected to identify and signify the core values of the University of Windsor Collaborative BScN Program. These concepts reflect the foundation upon which knowledge, skills, judgement, communications, relationships, behaviours, and intent of our mission and vision...
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...Introduction to business and management J. Timms MN1107, 996D107, 2790107 2011 Undergraduate study in Economics, Management, Finance and the Social Sciences This is an extract from a subject guide for an undergraduate course offered as part of the University of London International Programmes in Economics, Management, Finance and the Social Sciences. Materials for these programmes are developed by academics at the London School of Economics and Political Science (LSE). For more information, see: www.londoninternational.ac.uk This guide was prepared for the University of London International Programmes by: J.N. Timms, BA, MSocSci, Researcher at the Centre for the Study of Global Governance, London School of Economics and Political Science. The 2006 and 2009 editions of this guide were amended and updated by A.E. Benjamin, BSc, MA, Dip Stats, previously at Imperial College Business School. This is one of a series of subject guides published by the University. We regret that due to pressure of work the author is unable to enter into any correspondence relating to, or arising from, the guide. If you have any comments on this subject guide, favourable or unfavourable, please use the form at the back of this guide. University of London International Programmes Publications Office Stewart House 32 Russell Square London WC1B 5DN United Kingdom Website: www.londoninternational.ac.uk Published by: University of London © University of London 2002, reprinted...
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...Gujarat Technological University Syllabus for New MBA Program effective from Academic Year 2011-12 MBA I Semester I Accounting for Managers (AFM) 1. Course Objective: The objective of the course is to acquaint the students with the language of Accounting and to develop in them the ability to evaluate and use accounting data as an aid to decision making. The main purpose is to assist the students in developing skills in problem solving and decision making in the financial area. Emphasis is laid on analysis and utilization of financial and accounting data for planning and control. 2. Course Duration: The course duration is of 36 sessions of 75 minutes each i.e. 45 hours. 3. Course Contents: Module No: Module Content No. of Sessions 70 Marks (External Evaluation) 17 I II Fundamentals of Accounting Basic understanding of accounting, Accounting Concepts, Conceptual framework of financial statements, Accounting Policies, Journal Entries and preparation of accounts - Trial Balance to Balance sheet and profit and loss Account, Recognition of Income and Expenses, Provisions, Contingent Liabilities Accounting Standards and Applicability: Disclosure of Accounting Policies (AS-1), Valuation of Inventories (AS-2), Depreciation Accounting (AS-6), Income Recognition & Accrual Income (AS-9), Accounting of Fixed Assets (AS-10), Accounting for Intangible Assets (AS-26), Accounting for Investments (AS-13), 7 7 17 III IV V Preparing and Understanding Financial Statements...
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... Rutherford House Phone: 463-5397 Email: Misa.Ito@vuw.ac.nz Trimester Dates Teaching Period: Monday 14th July – Friday 17th October Study Period: Monday 20th October – Thursday 23rd October Examination Period: Friday 24th October – Saturday 15th November (inclusive) Withdrawal from Course 1. Your fees will be refunded if you withdraw from this course on or before Friday 25th July 2014. 2. The standard last date for withdrawal from this course is Friday 26th September. After this date, students forced to withdraw by circumstances beyond their control must apply for permission on an ‘Application for Associate Dean’s Permission to Withdraw Late’ including supporting documentation. The application form is available from either of the Faculty’s Student Customer Service Desks. Class times and room numbers Lectures: | 10048 | Monday & Wednesday | 8.00 – 8.50am | New Kirk KKLT303 | | 10049 | Monday & Wednesday | 10.00 – 10.50am | McLaurin MCLT103 | | 16019 | Monday & Wednesday | 13.10 – 14.00pm | McLaurin MCLT103 | Tutorials: Please see Blackboard or contact the Undergraduate Programme Manager (email is preferable). Course Content This course covers a broad perspective on management theories and their application in the business, public and voluntary sectors. It provides a foundation to explore issues expanded...
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...Weaknesses 6 B.1. Assessment Tools 6 B.2 Leadership Theories 7-8 II. Leadership Development Plan 9 A. Attachment Program 9 B. Communication 10 III. Evaluation 11 IV. References 12-13 Appendixes Gantt Chart PERSONAL LEADERSHIP DEVELOPMENT PLAN Executive Summary This report gives a description of developing a leadership development plan by relating to the Central Michigan University (CMU) competency model to the student’s desired goals. This model serves as a source for creating tools to aid in the development of leaders, including a multi-source feedback instrument and a handbook of progressive activities for leaders. The purpose of this personal leadership development plan is to help the student to acknowledge her own set of strengths, abilities and be aware of my weaknesses. Thereafter, using the CMU competency model to help develop...
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...competencies (CA, C1, 2, B, etc.) and foundation skills (B, C1, 2, FA, etc.) for this course. The instructor will ensure the designated SCANS competencies and skills are addressed in the course. A detailed description of each competency/skill is contained in “A SCANS Report for America 2000,” Executive Summary, furnished separately. II. LEARNING OUTCOMES A. Upon successful completion of this course, Human Relations, the student will be able to: 1. Evaluate human relations including diversity, attitudes, self-esteem, and interpersonal skills to promote career success. 2. Identify and evaluate the causes and effects of stress in the workplace. 3. Develop individual and group communication, listening, and decision-making skills. Analyze how theories of motivation and human behavior impact strategies of changed management. 4. Provide a strong rationale for the study of human relations and review the historical development of this field. 5. Describe how effectiveness in dealing with others depends largely on one's self-awareness...
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