...PAPER CAPSTONE PAPER Theoretical and Practical Change in Strategic Organizational Leadership By: John King BSM 3-200 MGT 499 Capstone: Strategic Organizational Leadership Cardinal Stritch University Instructor: Todd Penske September 12, 2010 Executive Summary The rationale or objective of this Capstone Paper is not to support or defend a particular type of strategic organizational leadership; but, to explore and analyze the theoretical and practical changes that cause organizational leadership to alter its goals and effectiveness, by way of strategic variables or necessity. The understanding and significance of theoretical and practical change in organizational leadership is fundamental to the nature and trends of business and government goals and their effectiveness. Organizational leadership is a planned social process that a person or persons in charge, lead or organize groups of people to achieve a common objective. This process may be orchestrated on a large or small scale and for profit or power. This strategic process is not normally the vision of a manager initially, but the dream or idea of the true leader. The strategies used by the leader of an organization often establish the culture of the organization (Flamholtz, & Randle, 2008). Theoretical and practical change in organizational leadership appears to be involved heavily with organizational culture or behavior. The history...
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...: Leadership and Management Leadership and Management 1. Introduction The origins of management can be traced back to the age of mediaeval mercantilism or even earlier, yet the nature of business management as an applied science only really developed in the last century. In the modern context, business management is limited to one component of the economic system, namely the individual organization, whether it be a private business, a government corporation or, to a lesser extent, a non-profit seeking organization. Contemporary society consists of diverse organizations, including business enterprises, schools, hospitals, sport clubs, churches and political parties that contribute to the functioning of the community. The profitable performance of these organizations is dependent on attaining pre-designed objectives and to make its services as productive and efficient as possible. However, organizations do not achieve their objectives automatically. In addition to the human resources, physical resources and special know-how in a business organization, there is still one element that is necessary to direct all these resources and activities effectively towards the goals of the enterprise. That indispensable element is management and without it, no purposeful action is possible. The question that is raised within this context of traditional and contemporary views of leadership is how does this aspect coincide and interact with the practical ideals...
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...The Leadership Quarterly 14 (2003) 769 – 806 Leadership theory and practice: Fostering an effective symbiosis Stephen J. Zaccaro*, Zachary N.J. Horn Department of Psychology, Center for Behavioral and Cognitive Study, George Mason University, David J. King Hall, 4400 University Drive, 3064 Fairfax, VA 22030-444, USA Accepted 12 September 2003 Abstract Leadership theory has not lived up to its promise of helping practitioners resolve the challenges and problematics that occur in organizational leadership. Many current theories and models are not contextualized, nor do the dynamic and critical issues facing leaders drive their construction. Alternatively, practitioners too often approach leadership problems using trial and error tactics derived more from anecdotes and popular fads than validated scientific data and models. Yet, while this gap between theory and research has bedeviled the leadership community for much of its history, there have been few if any systematic examinations of its causes. In this review, we have sought to highlight the particular barriers on the leadership practice and theory-building/testing constituencies, respectively, that constrain efforts to integrate them. We also offer a number of propositions and guidelines that we hope can break through these barriers and help stakeholders create a more effective leadership theory and practice symbiosis (LTPS). Finally, we have offered two cases of effective LTPS as examples and models for such integrative...
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...SAGE India website gets a makeover! Global Products Enhanced Succinct Intuitive THE Improved Interactive Smart Layout User-friendly Easy Eye-catching LEADING WORld’s LEADING Independent Professional Stay tuned in to upcoming Events and Conferences Search Navigation Feature-rich Get to know our Authors and Editors Why Publish with SAGE ? World’s LEADING Publisher and home and editors Societies authors Professional Academic LEADING Publisher Natural World’s Societies THE and LEADING Publisher Natural authors Societies Independent home editors THE Professional Natural Societies Independent authors Societies and Societies editors THE LEADING home editors Natural editors Professional Independent Academic and authors Academic Independent Publisher Academic Societies and authors Academic THE World’s THE editors Academic THE Natural LEADING THE Natural LEADING home Natural authors Natural editors authors home World’s authors THE editors authors LEADING Publisher World’s LEADING authors World’s Natural Academic editors World’s home Natural and Independent authors World’s Publisher authors World’s home Natural home LEADING Academic Academic LEADING editors Natural and Publisher editors World’s authors home Academic Professional authors Independent home LEADING Academic World’s and authors home and Academic Professionalauthors World’s editors THE LEADING Publisher authors Independent home editors Natural...
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...PhD Program in Organizational Behavior and Human Resources Management University of Pittsburgh's Katz Graduate School Organizational Behavior PhD Program Video The OBHR doctoral program focuses on preparing students to impact the study of people, process and outcomes within the fields of organizational behavior and human resources management. Through research, collaboration and dissemination of knowledge, students understand how to impact organizational effectiveness in a variety of different environments, industries and across multiple levels of analyses. Our expectation is that students within the OBHR major will craft a program of research that is built upon rigorous theory as well as strong methodological skills that are both necessary for effective scholarship. We encourage collaboration with OBHR faculty that has a proven track record of publishing within a variety of top outlets (Academy of Management Journal, Academy of Management Review, Journal of Organizational Behavior, Journal of Personality and Social Psychology, Journal of Labor Research, Harvard Business Review; Human Resource Management; Industrial and Labor Relations Review; Sloan Management Review). Organizational Behavior/Human Resources Management PhD Program Curriculum Behavior Systems and Management Thought The objective of this course is to explore the evolution and development of management theory with particular emphasis on the design of behavioral systems in organizations. It is a core premise...
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...Organizational Behavior/Human Resources Management The OBHR is the study of people, process and outcomes within thoe rganizational behavior and human resources management. Through research, collaboration and dissemination of knowledge, students understand how to impact organizational effectiveness in a variety of different environments, industrie s and across multiple levels of analyses. Our expectation is that students within the OBHR major will craft a program of research that is built upon rigorous theory as well as strong methodological skills that are both necessary for effective scholarship. We encourage collaboration with OBHR faculty that has a proven track record of publishing within a variety of top outlets (Academy of Management Journal, Academy of Management Review, Journal of Organizational Behavior, Journal of Personality and Social Psychology, Journal of Labor Research, Harvard Business Review; Human Resource Management; Industrial and Labor Relations Review; Sloan Management Review). Organizational Behavior/Human Resources Management Behavior Systems and Management Thought The objective of this course is to explore the evolution and development of management theory with particular emphasis on the design of behavioral systems in organizations. It is a core premise of the course that the design of systems to manage people in organizations is based on a set of assumptions about humans that are part of the managerial theory that guides the formation and operation...
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...HUMAN RESOURCES Conference Paper Abstracts A CHANGE RECIPIENT PERSPECTIVE ON TRAINING AND COMPETENCE DEVELOPMENT DURING ORGANIZATIONAL CHANGE Olsen, Trude Hogvold; Harstad U. College; trude.olsen@hih.no Stensaker, Inger G.; NHH Norw.Schl of Economics and Business Adm.; inger.stensaker@nhh.no As organizations change and adapt to pressures in the external and internal environment, managers and employees are required to learn new competencies and skills. Ideally, new skill requirements should be identified and developed early in the change process in order to ensure that managers and employees are ready to face their new tasks and roles when the changes are implemented. However, despite good intentions at the top management level, employees and middle managers often report uncertainty and a lack of the necessary skills required to implement change. In this paper, we report from a qualitative study of two planned organizational change initiatives in the public sector. The changes involved new work tasks and managerial roles for a group of middle managers. Although the skill requirements appeared to be clear and formal training was initiated, a number of uncertain and ambiguous issues emerged among the change recipients. We examine the types of uncertainty and ambiguity that emerged and how change recipients attempted to handle these challenges. Our findings suggest that although necessary and important, formal training procedures are not adequate for resolving competence-related...
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...PART I THEORY, SCHOOLS AND PRACTICE 1 Schools of Thought in Strategic Management: Fragmentation, Integration or Synthesis Tom Elfring and Henk W. Volberda Over the last thirty years, strategic management has become established as a legitimate field of research and managerial practice (Shrivastava, 1986: 363). In the evolution of strategy research, a diversity of partly competitive and partly supplementary paradigms have emerged. To provide an unequivocal definition would mean ignoring the versatility of strategic management. The choice of a definition and the application of specific strategic management techniques is greatly dependent on which paradigmatic schools of thought in strategic management one prefers. In this book, we will therefore review the various schools of thought and their contribution to the theory and practice of strategy. A school of thought is understood to be the range of thought of a specific group of researchers, which has crystallized within the field of strategic management (Brown, 1993). In other words, a school of thought can be seen as an institutionalized paradigm. Besides reflecting on the variety of schools in strategy, we will also sketch out new promising directions in strategy research and practice. Although some strategy scholars have argued that the achieved multiformity in schools of thought signifies an enrichment of the research within the field of study (cf. Mahoney, 1993), other scholars from related disciplines complain about...
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...paper will compare and contrast the theoretical and practical differences between formal research and a business proposal. The second part of this paper will explore the effects of human resources outsourcing on leadership performance and employee commitment. This paper will show that human resources outsourcing has a negative effect on employees and their morale. Part 1 Formal research provides basic information and statistics in a given field or industry depending on the focus of the research. Formal research may be used to research the demand for a specific product or service by researching similar products or services that are already on the market. Included in this research would be the general sales rate, the companies that market these products or services, and the current sale price. Research will reveal whether the market for the product is flooded or if it is indeed a good business opportunity. A business proposal is a document that proposes a method for completing a task. A business proposal can be used for launching a new product or for something like implementing a new strategy for a marketing campaign. “A proposal includes a brief description for the task at hand, a section describing the general approach to the task, a schedule for the task in question and a budget that outlines all expenses associated with the task” (Jane, M., 2013). Formal research is the theoretical approach while a business proposal is the practical approach. Although there are many similarities...
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...BS2232 Business Policy Session 1 – Introduction to Business Policy and Strategic Management Dr. Carola Wolf Term 1, 2012/2013 Business Policy and Strategic Management Business policy is the study of the roles and responsibilities of managers at all levels of the organization (top, middle, lower level management), the significant issues affecting organizational success and the decisions affecting organization in long-run. Business Policy demands a broadened understanding of how competition, world economies, politics, and social trends effect organizational effectiveness. Strategic Management includes a set of managerial decisions and actions that determines the long-run performance of a corporation. Including activities of internal and external environment scanning, strategy formulation, strategy implementation and evaluation and control The Relation Between Business Policy & Strategic Management Issues of Business Policy provide a frame for strategic decision making and strategy implementation, guiding managers and employees in their daily actions to act in the interest of the strategy defined by an organization and help organizing organizations in a way to support the strategy (e.g. choice of organizational structure, issues of corporate governance, organization of human resources, leadership etc.) In our course, we integrate both aspects – Business Policy and Strategic Management – to gain a better understanding of how both areas complement each...
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...perspectives: strategic position, trade-offs and fit. Main part Understanding of the article Some concepts of this article are based on theoretical foundations. Firstly, operational effectiveness is based on the Five Forces Frame Work (Porter, 2008), as its definition ‘performing similar activities better than rivals perform them’ (Porter, 1996) links with external environment, especially for the competitors. Another concept ‘strategic position’, performing different activities from rivals’ or performing similar activities in different ways (Porter, 1996), is related to RBV (Barney, 1991), because both them emphasize on the distinctiveness and uniqueness. The other two concepts ‘trade-offs’ and ‘fit’ are based on VRIO criteria (Barney, 2007), which is the basis of the company to generate sustained competitive advantage. The V of VOIR, value, is consistent with ‘trade-offs’, as they indicate that company should decide what to do and not to do. The ‘fit’ is line with the ‘I-inimitability’, since both of them stress that interlinkages among corporate activities makes difficult for organization to imitate. Wider context of strategy theory Besides, this article could also be placed into a wider context. Based on Whittington Model (Whittington, 2002), the analysis and interpretations of the author are in line with the classical perspective, which promotes rational strategic-planning with very deliberate, profit-based outcomes. The assumption of analysis and theoretical foundations...
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...Impacting Organizational Learning: The Training and Experiences of Quality Award Examiners and Assessors Prof. V.K. Susil Kumar Faculty and Manager – Placements Institute for Technology and Management, 11/D 14, Fourth Main Road, SIPCOT IT Park, Siruseri, Rajiv Gandhi Salai (OMR), Pudupakkam Post, Chennai – 603103 Landline: 044-32974148 Mobile: 9380502425 Abstract The Training and Experiences of Quality Award Examiners and Assessors aim to show that developments in the quality award assessment process in organizations can make a contribution, within a wider framework of organizational learning. The underpinning theoretical argument is that quality award models and associated organizational assessment processes can be used to achieve much wider benefits, than that of quality per se. The quality award assessment process has been applied in organizations from the mid-1980s to the present. The process uses models such as the Business Excellence Model and the Baldrige model. These models use an interpretation of quality, which is based on the holistic approach of total quality management. In parallel with the development of the assessment process, there has been considerable development in the field of organizational learning with an emphasis on developing learning based skills in employees. It shows how the learning experiences and skills developed and enhanced through the assessment process can be applied within an organization’s approach to learning in other...
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...BS/FO/76 Institute Of Personnel Management Sri Lanka NAME OF THE PROGRAMME :- Professional Qualification Resource Management in Human TOPIC OF THE CASE STUDY :- Strategic Human Resource Management in Walmart stores MODULE NUMBER : - 19 NAME OF THE LECTURER : - Mr. Ruwan Egodage Name of the Student D.M.C.S.Dissanayake Index Number T-PQ/KR/03/KDY/10/07 Contact Number 071 0954739 E-mail chathushkas@gmail.com Date of the Examination 31.05.2015 Date of Submission 07.06.2015 For Office Use Only: 1. Final Marks : ……………………….. 2. Remarks : ………………………… (To be filled by the Examiner) LATE SUBMISSION NO OF DAYS Executive Summery Wal-Mart is the biggest retailer in U.S. and also one of the biggest multinational companies in the world. It is well-known for its low-cost structure and has been doing very well despite of the current market instability. Walmart maintains its competitive advantage through its satellite-based distribution system, and by keeping store location costs to a minimum by placing stores on low-cost land outside small to medium-sized towns, no matter in the US or in its abroad affiliations. Since, Walmart Company is obviously taking the cost leadership strategy, it uses the efficient stock control system and imports many goods from China for low cost which helps to make its operating costs lower. So the company-level strategy of Walmart is low cost and low cost, with little differentiation...
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...your team or organization to realize an attractive and inspiring common vision of the future. Over the last few years, there has been a substantial body of business research leading to the inescapable conclusion that those companies that specifically state where they are going and why do remarkably better than those who do not. Accordingly, organizations that do not take the time to develop missions are often ineffective. This paper describes the nature and importance of organizational vision and mission statements. Guidelines are presented for preparing vision statement and mission statements, with comparing and contrasting between vision and mission statements, supported by practical cases in order to show the practical side of the theoretical structure OBJECTIVES: The main objectives of this assignment are to:- * Describe the nature and importance of vision * Describe the nature and importance of mission * Discuss how clear vision and mission statements can benefit other strategic-management activities. * Evaluate vision...
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...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 as a test of knowledge, management skills, and communication...
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