...MORAL LEADERSHIP AND ETHICS By: Mary Catherine Miller Why Ethical Leadership is Important: Ethical leadership is the backbone of any successful corporation. When an organization exercises an ethical value frequently, it becomes ingrained in the culture of the business. As a leader of this company you are expected to display the stated core values of the company and uphold the vision of the company overall. The first step in abiding by a code of ethics is understanding the expectations of the company. This section of the handbook, we will discuss the vision of the company as well as the mission statement. We will identify the four core values and define them in regards to the behaviors we expect our employees’ to exhibit. This section of the handbook is not an exhaustive code of conduct; rather it is a guide for the moral and ethical behavior that is expected of our employees at all levels of the company. What it Means to Our Company: The leadership of this company actively engages employees’ in activities in which they can use the stated values. By committing resources that encourage the behaviors of the value and reward the behavior when it is exhibited we believe that all employees will be more engaged and readily exhibit the moral leadership desired by the company (Gomez-Mejia, Balkin, & Cardy, 2010) A strong code of ethics should address the four most common elements that lead to unethical decision-making. They are; the absence of transparency, unwarranted...
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...JAT Task 2: Leadership Introduction: You are a member of a team that has been selected to deliver a leadership presentation designed for new managers in an organization. Your team will create a leadership handbook to be used in a training workshop for new managers. Each team member must write two sections of the handbook. Each section must have the author’s name attached to it. The handbook may include graphs, data, photographs, and other information as needed. It should be written in a report/handbook format rather than in an essay format and should have a consistent format throughout the handbook (i.e. font, margins, headings, background, and spacing should be the same in each section). Each section of the handbook must include at least three references in APA format. Team members will each choose two of the following topics, one for each of the two sections of the handbook that they will write: • Emotional intelligence: What is your emotional IQ? • Personality traits and leadership styles of great leaders • Leading high-performance teams • Interpersonal skills for leaders • Leading through effective communication • Time management • Leaders as motivators • Leading and managing conflict resolution • Moral leadership and ethics • Leading culturally diverse teams • Leading intergenerational groups • Leadership versus management Task: A. Create a leadership handbook with your team by doing the following: 1. Develop your first section of the handbook...
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...of Arts and Post Graduate Diploma in Leadership Innovation & Change By * Table of Contents 1. Introduction 4 1.1. General 4 1.2. Overall Objectives 4 2. Methodology 4 3. Proposed Study Plan 5 3.1 MALIC Time Table 5 3.2. Proposed Study Plan 6 4. Planned Contingency Options for Unexpected Events 8 5. Summary and Conclusions 9 6. Bibliography 10 * 1. | | | | | | | Introduction 1.1. General 2. 3. * 4. To enable successful completion of the Master of Arts and Post Graduate Diploma in Leadership Innovation & Change (MALIC) programme it is important that each student fully understands what is required, in terms of time and effort to be successful. This allows each individual to allocate time to balance study with existing commitments. 1.2. Overall Objectives My overall goal is to complete MALIC in 15 months graduating in Summer 2014. The aim of this timeframe is to continue the development of my Business with additional accreditation, knowledge and experience to drive transformation in Business through the adoption of Collaboration and Information Technology. The objective of this plan is to provide a tool by which my supervisor and I can track my progress and make the necessary contingencies and adjustments when required as unexpected events occur during my time of study. Methodology 1. Reviewed MALIC Handbook (College, 2012). 2. Understood the...
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...Cheating, Copying, and Use of Tutor-Source Websites Copying is one of the most commonly committed acts that violate academic integrity. Copying includes looking off of someone else’s paper (or using someone’s paper or answers from another course, classroom, or previous session). It also is committed when a purchased (or free) paper is found online that is specific to the assignments provided in the course. Websites like Student of Fortune, ScribD, Ask.com, and so forth (many others) sometimes end up with DeVry assignments posted on them by students who have hired online tutor sources to write their work for them. Faculty members are aware of these sites and, just like students, can Google sources to find out if a paper has been bought from these sites. Avoid these sites like the plague—seriously. It just isn’t worth the extra hour or two it might buy you if you end up with a 0 for the paper or course or lose your degree over buying a paper (or getting it for free.) Typically, the #1 red flag to a professor that one of these sites has been used is when multiple students miss the same question in the exact same manner. Yes, the answers on those sites will typically cost money, but the answers are not guaranteed to be right. And further, the free papers on those sites almost always have wrong answers. Do not use these sites! Avoid them! If you use them, citing them is not enough to overcome the copying stigma and violation of the policy. As one instructor of the course...
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...Diversity in the Workplace Alain Kraussman Hall Baker College Online Human Behavior Management of Organization/BUS615 December 6, 2012 Introduction Diversity is defined as “the condition of having or being composed of differing elements: variety; especially: the inclusion of different types of people (as people of different races or cultures) in a group or organization” ("diversity," 2012). These differing elements are becoming more and more prevalent in today’s society, and especially in the business world. Emigrants from every country in the world have made their way to the shores of America, and from there, to millions of companies and organizations across the nation. From the owner of the neighborhood corner store to the CEO position at Citigroup and Pfizer, foreign-born employees are giving this country a new, diverse, face. Diversity is not just of race, but of age, gender, ethnicity, religion, and disability. In every decade since 1900, the percentage of women 16 years and older in the workplace has increased, going from just 18.3 percent in 1900 to 53.6 percent in 2010 ("Women in the," 2007). The same holds true of disabled workers. In December 1976, there were roughly 2,088,242 blind and disabled workers in the United States. Growing nearly every year since, the Social Security Administration reports that as of December 2011, there are 6,996,435 blind and disabled people in the workforce ("Ssi annual statistical...
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...Week | Topic | Reading | 1 | Unpacking Assumptions: Introduction to the Module and Each Other | No readings for this week | Additional ReadingByrnes, W, J. (1999) Management and the Arts. Boston: Focal Press.Chong, D. (2002) Arts Management. London: Routledge.Clancy, P. (1994) Managing the Cultural Sector: Essential Competencies for Managers in Arts. Dublin: Oak Tree Press.Drucker, P. (1999) Management Challenges for the 21st Century. Oxford: Butterworth Heinemann.Fitzgibbon, M. and Kelly, A. (1997) From Maestro to Manager, Critical Issues in Arts and Cultural Management. Dublin: Oak Tree Press.Handy, C. (1998) Understanding Organisations. London: Penguin.Hudson, M. (1999) Managing without Profit: The Art of Managing Third-Sector Organizations. London: Directory of Social Change (DSC). | 2 | From Vision to Mission | Brighton, A (2006) Consumed by the political in Culture Vulture M. Mirza, London: Policy Exchange. Varbanova, L. (2013) Strategic Thinking: Vision, Mission and Objectives in Strategic Management in the Arts, London: Routledge, pp 58-72 | 3 | Money: Financial Management and Fundraising | Glow (2010) Taking a Critical Approach to Arts Management in Asia-Pacific Journal of Arts and Cultural Management, Vol. 7, No. 2, Australia: University of South AustraliaMcRobbie, A. (2001) 'Everyone is Creative': Artists as New Economy Pioneers?, London: openDemocracyBolton, M. and Carrington, D. (2007) New and Alternative Financial Instruments. UK: Mission, Models Money | Additional...
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...Marketing Management MGT 310-Module Handbook Marketing Management Module Handbook Course Code MGT310 BBA-5C Dr. Sher Akbar Faculty of Business Administration Department of Management Sciences Department of Management Sciences, CIIT Islamabad 1 of 8 Marketing Management MGT 310-Module Handbook Contents Introduction ................................................................................................................................ 3 Contacting the Module Instructor ............................................................................................... 3 Aims for this Course .................................................................................................................. 3 Prerequisites.............................................................................................................................. 3 Learning Outcomes ................................................................................................................... 3 Assessment Scheme ................................................................................................................. 4 Recommended Text & Reading Materials ................................................................................. 4 Course Requirements and Expectations ................................................................................... 4 Assessed Coursework ..............................................................................
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...Change Management Organisations Change Management Strategy Report Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they don't want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change' may be used under different terms. E.g. when a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels. * Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behaviour. Leaders have to make sure that such individual behavioural change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems, reporting...
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...Change Management Organisations Title: Change Management Strategy Report Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they don’t want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change’ may be used under different terms. Eg. When a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels * Change in the individuals who work in the organisation – that is their skills, values, attributes, and eventually behavior. Leaders have to make sure that such individual behavioral change is always regarded as instrumental to organisational change. * Change in the organisational structures and systems – reward systems...
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...____________________________________________________________________ PROGRAMME HANDBOOK ____________________________________________________________________ ____________________________________________________________________ POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT ____________________________________________________________________ ____________________________________________________________________ JANUARY 2016 INTAKE ____________________________________________________________________ Copyright© 2016 THE MANAGEMENT COLLEGE OF SOUTHERN AFRICA All rights reserved, no part of this book may be reproduced in any form or by any means, including photocopying machines, without the written permission of the publisher 1 MANCOSA: POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT TABLE OF CONTENTS 1. WELCOME 1.1 MESSAGE FROM THE PRINCIPAL 1.2 MESSAGE FROM THE OFFICE OF THE DEAN 3 4 INTRODUCTION TO MANCOSA 2.1 BRIEF HISTORY OF MANCOSA 2.2 PROGRAMME OFFERINGS 2.3 ACADEMIC MANAGEMENT 4 5 5 3. THE MANCOSA VISION 6 4. THE MANCOSA MISSION 6 5. POSTGRADUATE DIPLOMA IN BUSINESS MANAGEMENT PROGRAMME STRUCTURE 5.1 OVERALL PROGRAMME OBJECTIVES 5.2 PROGRAMME FOCUS 5.3 MODULE DESCRIPTIONS 2. 6. PROGRAMME ADMINISTRATION 6.1 PROGRAMME MANAGEMENT 6.2 FINANCE 6.2.1 FEE PAYMENT 6.2.2 PAYMENT OF FEES AND OTHER DUES 6.2.3 PAYMENT PLANS 6.2.4 ADDITIONAL FEES/CHARGES 6.2.5 REGISTRATION SPECIFIC/INCOMPLETE MODULES ...
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...YOUR OWN GROUP DISCUSSION HANDBOOK A RAPID READER FREE GUIDE BY KAUSHIK DAS HR CREST Release © 2012, 1st Edition. All Rights Reserved. www.hrcrest.com HRCREST YOUR OWN GROUP DISCUSSION HANDBOOK For More Tips & Tutorials, Products Visit www.hrcrest.com YOUR OWN GROUP DISCUSSION HANDBOOK BY KAUSHIK DAS © 2012 HR CREST. All rights reserved worldwide. PERMISSION The author grants full permission to distribute this HR Guide freely, in your ezine, website, blog, forum, RSS feed or print publication and/or distribute it as a free bonus with other products, provided it is left completely intact, unaltered and delivered via this PDF file for FREE and not be sold. You are also permitted to forward this ebook to friends, families and networks. If you would like to re-print or re-purpose any of this content, please use proper attribution (Courtesy of HR CREST Release & The Author, Sudakshina Bhattacharya) and provide a link back to ( www.hrcrest.com ). You must agree to include the FULL Resource box or SIG line provided below in your distribution and to make the link active/linkable with no syntax changes. Resource Box/SIG Line: Kaushik Das, currently associated with an MBA Institute of International Repute as the Associate Vice President - Corporate Relations. He is also one of the distinguished faculty at the Institute. In addition to that, Kaushik is a contributory author for HR Crest and his posts and HRcrest youtube channel videos are highly popular amongst "In...
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...Management Essays - Change Management Organisations Change Management Organisations Change Management Strategy Report Organisations are highly specialized systems and people working within the organisations are generally cynical to change in the work environment as they don't want to get into uncharted territory. It is the natural tendency of human being to live in their comfort zone and no one likes to be comfortable being uncomfortable even for a short duration (during the change process). But, for organisations to survive and succeed in the current environment change is no longer optional. Organisations have to learn to love change to stay ahead of competition. * An overview of change management Definition - Change management is about moving from one state to another, specifically, from the problem state to the solved state (Jung, 2001). But, the organisational terminology for change management can be varied and ‘change' may be used under different terms. E.g. when a company talks about re-engineering, restructuring, promoting cultural transformation, or keeping pace with the industry, then it is talking about change. Lewin (1951) conceptualized that change can occur at three levels. We can help you with your essay! Professional Writers Our professional essay writers can help you to make the most of your studies. Look below to find out how we can help. ESSAY WRITING SERVICE ESSAY MARKING SERVICE PLACE AN ORDER * Change in the individuals who work in the organisation...
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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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...Enron Managerial Organization Ismael Cruz University of Phoenix LDR531 Instructor Jerry Kahn 02/27/2012 Enron Managerial Organization Organizational behavior theories help manage organizations with managerial issues, such as Enron, an energy company based in Houston, Texas, as in October 2001, revealed the largest accounting failure and internal financial corruption in U.S. history. Perhaps, the lack of transparency, and dishonest executives cause the company’s failure. The lack of specific organizational-behavior theories reviewed in this paper, help identify the reasons for Enron’s failure, and how the establishment and adherence to such theories could avoid such problems. Enron’s History In 1985, Kenneth Lay created Enron by merging energy companies InterNorth and Houston Natural Gas, which became highly profitable through further diversifying and expanding its assets such as electricity plants, paper and pulp plants, gas pipelines, and other services. By 1992, Enron was the leader in natural gas sales n North America. From 1990 to 1998, the company’s stock had increased 311 percent, and its market capitalization was $60 billion by the end of 2000, which also received recognition as the most innovative company in America, by Fortune’s Most Admired Companies Survey (Roston, 2002). Enron’s Scandal President and Founder Kenneth Lay, with the aid of CEO Jeffrey Skilling, created Enron’s “special” board of executives, who were able to hide billions of dollars in deficit...
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...Crisis Management Communication Plan General communication is significant in terms of any disasters strike. In healthcare setting, when at the time of acute or prolong of crisis, mass trauma or disaster, communication is very crucial. More often, during the times of major disasters on which communication will impair are due to lack of preparation and training. In addition, failure to communicate systematically will result with chaos arising. Yet, due to the fear of the unknown, stress is increasing among healthcare staff , patients and family. To effectively control the chaotic situation, all healthcare facilities should create a frameworks to create strong leadership teams to guide the employees, and exercise about the knowledge, skills and abilities of communication in response to different type of crisis. Communication Types of Crises "Crisis is a stage of an individual who experienced from an unexpected thread, loss self controlled, or dealing with terminal illness"( Arnold.E.C., 2011). When caring patients who experienced mental illness. To achieve communication effectively, health care teams must clearly understand the different type of crisis and the caused that affecting patient's well being, Foremost, the successful of communication during crisis depend on the coping mechanism of an individual. There are many different kinds of crisis; situational crises, adventitious crisis which included mass trauma and nature disasters. A situational crises...
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