..."The traditional approaches of Quality Management are products of the generations or groups in the workplace.” According to Graeme Knowles, quality can only be addressed by the whole organization working together. And to look at quality management, there is a need to understand the (society’s) amount of effort involved for the significant changes that are occurring (in a certain organization) to arrive at a certain quality satisfaction – by the management and for the customers. In this synthesis, the reader is expected to know if the traditional approaches of quality management are produced by the existing generations or groups in the workplace OR a mere guide only to what is really exuded in this era. There are four generations or groups in the workplace as stated by Susan Quinn: the Veterans (ages 65+), the Boomers (46-64 y/o), the Gen X (34-45 y/o), and the Gen Y (13-33 y/o). In a nutshell, the four types of people in organizations have been classified through their era of birth (showing their current age bracket) and their main characteristics. Describing each group’s characteristics, the Veterans are those who really stay in a certain company for a long time affecting all the down lines since they are keeping their position unavailable for others. The Boomers are those who are open to working in other country (ies) in order to achieve career growth for themselves. Gen X, expected to be sons and daughters of the Veterans and the Boomers, are those who are self-reliant...
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...parts of the company. What is Leading A good leader inspires employees, boosts morale and encourages effective communication among employees. Excellent leadership can even increase the organization's income. How Leaders Influence Others Influential leadership styles The message is getting through that ‘command and control' leadership is obsolete. A different leadership style, one that depends on influencing others rather than ‘telling', is required to deal with current market complexities and fast-paced environmental changes. Traditional leadership worked well in less turbulent times where companies ran on simple departmental lines - and the CEO had time to think and plan with other executives. Communication was straight-forward, markets were predictable and people delivered consistently. But few businesses run this way. Many, Nokia being a prime example, are fluid networks where power no longer comes with the position you hold but through your ability to influence others to act. BP, once a traditional organisation, now has many network overlays where people interact with peers to get things done. Our environment influences us to some extent but we are influenced directly by colleagues. We rarely think or act in isolation at work - we influence, and are influenced by, what our colleagues say and do. Leadership means influencing the things that matter We expect leaders to emphasise what is...
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...Paper Topic: How Companies Could Achieve Sustainable Competitive Advantage Gahn, Philip MACFA, ID# 309601 gahnphil@hs-pforzheim.de Kominek, Lukas MACFA, ID# 300953 komluk@hs-pforzheim.de Wenz, Eugen MACFA, ID# 300636 weneug@hs-pforzheim.de th Submission date: November 2 2013 2 Table of Contents 1 Purpose and Structure ......................................................................................... 5 2 Definition and Origin of Competitive Advantage .............................................. 6 3 Approaches and Methods to Achieve Competitive Advantages......................... 8 3.1 The Traditional Approach According to Porter ........................................... 8 3.1.1 Cost Leadership ................................................................................. 10 3.1.2 Focusing on Priorities ........................................................................ 10 3.2 Modern Approaches .................................................................................. 10 3.2.1 The Strategy as a Compilation of Simple Rules ................................ 11 3.2.2 The Blue Ocean Strategy ................................................................... 12 4 Ways to achieve Sustainable Competitive Advantage...................................... 13 5 Conclusion ........................................................................................................ 15 References .................................
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...TEACHING OBJECTIVES To present various findings on the styles of leadership and how they contribute to leader effectiveness; to relate implications from classic studies and modern theories of leadership; to discuss the research findings on leadership roles and activities, especially as they relate to successful and effective leaders; and to identify and analyze the skills needed for effective leadership of today’s organizations. II. TEACHING NOTES AND REVIEW OUTLINE A. Leadership roles are changing in today’s dynamic, global environment. 1. Experts state that five key leadership roles will be essential for successful managers in the next decade: a. providing a strategic vision to motivate and inspire; b. empowering employees; c. accumulating and sharing internal knowledge; d. gathering and integrating external information; and e. challenging the status quo. 2. New trends, such as telecommuting, virtual organizations, and technological advances, affect the practice and study of leadership. B. A leader’s “style” refers to the way in which he or she influences followers. Classic studies and modern theories have implications for leader style. 1. The Hawthorne studies and McGregor’s Theories X and Y delineation drew attention to the need for humanistic styles of leadership. 2. The Iowa studies examined the impact of autocratic...
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...Marketing Management (Hong Kong) BA (Hons) LeAdersHip in A CHAnging environMent ModULe HrM10988 student study guide The Business School www.napier.ac.uk/business-school Leadership in a Changing Environment STUDENT STUDY GUIDE Authors: Dr J. McMillan, Ms M. Anderson, Dr L. McLean, Ms. J. O`Neill and Mrs N. D’Annunzio-Green • May 2014 Edition • J. McMillan, M. Anderson, L. McLean, J. O`Neill, N. D’Annunzio-Green • The Business School • Edinburgh Napier University First published by Edinburgh Napier University, Edinburgh, Scotland © 2014 No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means – electronic, electrostatic, magnetic tape, mechanical, photocopying, recording or otherwise – without permission in writing from Edinburgh Napier University, 219 Colinton Road, Edinburgh, EH14 1DJ, Scotland. Contents Page 1. 2. 3. 4. 5. Welcome to Leadership in a Changing Environment Overview of Topics Reading and Other Resources Assessment Information Tutorials 1 5 15 17 21 Welcome to Leadership in a Changing Environment 1 Welcome to Leadership in a Changing Environment Hello and welcome to the Leadership in a Changing Environment module. My name is Dr Janice McMillan, and I am the Module Leader. This Student Study Guide provides you with information on the module, including the two formal assessments – the case study report and unseen exam. The topics will be introduced by a representative...
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...The traditional models of leadership have a great deal to offer the modern-day manager. High levels of simplicity and ease of use help the lessons of trait and behavior based theories to be practical, even when compared against more developed modern systems. Likewise, the simple common sense of any of the situational based approaches might help a manager to re-cage their eyes on difficult problems. Being the foundation of modern theories, the traditional methods had less existing material to draw on, so their differences are often extreme—but their similarities are equally visible when considering how they differ from the modern systems. The two oldest schools of traditional leadership theory are trait based and behavior based. Outlined below, the differences between these two styles lie in their focus, either on behaviors or “the personal traits that [differentiate] leaders” (Kinicki & Kreitner, 2013, p.464). Admittedly, many of the more complex traditional frameworks “[go] beyond traits and behaviors” (Kinicki & Kreitner, 2013, p.474), but we can still see a delineation in complexity arising from the number of variables each framework takes into account. Ultimately, the newest of the traditional theories attempts to either unify or reject the conflicting elements of the previous two systems through the idea that there are no true best practices in leadership, adopting a situational orientation instead. Before going further, it’s worth elaborating on the idea that trait theory...
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... Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence 16 The Overall Scientific Perspective 16 Starting with Theory 17 The Use of Research Designs 18 The Validity of Studies 19 Summary 49 Ending with Meta-Analytic Research Findings 50 Questions for Discussion and Review 52 Internet Exercise: Ethical Issues in the Workplace 52 Organizational Behavior Case: How Far-Reaching Are Globalization and Technology? 52 Organizational Behavior Case: I Want...
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...TERMS OF REFERENCE Element 010 – Assignment, 800 words This paper is intended to discuss how leadership behavior, [and] may influence (positively or negatively) motivation of individuals in organisations as well as identifying and critically discussing traditional and contemporary theory. Module lecturer Lleanna Pereira Organisational Behaviour-MOD001120 Anglia Ruskin University November 12, 2015 i TABLE OF CONTENTS Introduction…………………………………………………………1 Transactional Approach…………………………………………….2 Transformational Approach………………………………………...2 Validation of Self Concept…………………………………………3 Mission or Vision Approaches……………………………………..3 Building Commitment……………………………………………...3 Leadership as a Behaviour…………………………………………4 Conclusion…………………………………………………………4 References…………………………………………………………5 Bibliography……………………………………………………….6 ii INTRODUCTION Leadership can be defined as a relationship through which one person influences the behavior or actions of other people (Mullins, 2013). Motivation is the driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation (Mullins, 2013). Leadership behavior is the behavior of leaders that influences the motivation of individuals to achieve the desired need or expectation. Through this interrelationship, we can demonstrate how different types of leadership approaches can tap into the five sources of motivation, namely intrinsic process, instrumental, self-concept external...
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...Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting Practices 1 iv Organizational Behavior Case: Conceptual Model: Dream or Reality? 30 Chapter 2 Environmental Context: Globalization, Diversity, and Ethics 31 1 Learning Objectives 31 Globalization 31 Diversity in the Workplace 34 Chapter 1 Introduction to Organizational Behavior: An Evidence-Based Approach 5 Learning Objectives 5 The Challenges Facing Management 6 Undergoing a Paradigm Shift 8 A New Perspective for Management 10 Evidence-Based Management 12 Historical Background: The Hawthorne Studies Reasons for the Emergence of Diversity 35 Developing the Multicultural Organization 38 Individual Approaches to Managing Diversity 39 Organizational Approaches to Managing Diversity 41 Ethics and Ethical Behavior in Organizations 46 47 The Impact of Ethics on "Bottom-Line " Outcomes 13 The Illumination Studies: A Serendipitous Discovery 13 Subsequent Phases of the Hawthorne Studies 14 Implications of the Hawthorne Studies 15 Research Methodology to Determine Valid Evidence 16 The Overall Scientific Perspective 16 Starting with Theory 17 The Use of Research Designs 18 The Validity of Studies 19 Summary 49 Ending with Meta-Analytic Research Findings 50 Questions for Discussion and Review 52 Internet Exercise: Ethical Issues in the Workplace 52 Organizational Behavior Case: How Far-Reaching Are Globalization and Technology?...
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...MGT/307 Organizational Behavior and Group Dynamic December 19, 2009 George Beaini Leadership is the ability to influence a group toward the achievement of a vision or set of goals. The source of this influence may be formal, such as that provided by the possession of managerial rank in an organization (Robbins & Judge, 2009). Because management positions come with some degree of formally designated authority, a person may assume a leadership role simply because of the position he or she holds in the organization. Leaders establish direction by developing a vision of the future; then they align people by communicating this vision and inspiring them to overcome hurdles (Robbins & Judge, 2009). Throughout history strong leaders have been described in terms of their traits, trait theories of leadership differentiate leaders from non-leaders by focusing on personal qualities and characteristics. Different studies identified nearly 80 leadership traits, but only 5 of these traits were common in 4 or more studies (Robbins & Judge, 2009). A breakthrough of these studies came when researchers began organizing traits around the Big Five personality framework. It became clear that most of the dozens of traits emerging in various leadership reviews could be submitted under one of the Big Five and that this approach resulted in consistent and strong support for traits as predictors of leadership (Robbins & Judge, 2009). Extraversion is the most important trait of effective leaders when...
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... Tabatha L. Clow University of Phoenix Taylor, M.M. (2004). Leadership in Literacy Education Reform: A Constructivist Learning and Culturally Responsive Perspective (Doctoral Dissertation). Retrieved December 10, 2009, from Dissertations & Theses @ University of Phoenix. (UMI No.:3136143) This dissertation study is a comparison between constructivist learn and culturally responsive teaching (CLCRT) and traditional instructive approaches and how they comply with the No Child Left Behind Act of 2001 (NCLB). The CLCRT is a model on how to improve reading literacy for the disadvantaged and minority students while initiating school reform required by the NCLB. The CLCRT model examines pedagogy very carefully and informs school leadership about the effects of the pedagogy theory on students’. A PDS model (Professional Development School) was developed to help school leadership with the education reform strategies. We look at the PDS model and see that when teachers, school leadership and parents work together students’ grades improve. This study shows the importance of school leadership and teachers working together to implement new programs like the CLCRT education reform model. Horwitz, F.M., Bravington, D., & Silvis, U. (2006, June). The promise of virtual teams: identifying key...
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...Evaluating Contemporary Views of Leadership LDR/711A » Leadership Theories and Practice – University of Phoenix Evaluating Contemporary Views of Leadership From Mahatma Gandhi and Nelson Mandela’s charisma, to Winston Churchill and Martin Luther King’s intelligence and Steve Jobs’ analytical nature, there can be as numerous ways to lead as there are leaders (Crossman, 2010). Leadership is a hot debate both in the business world and other areas of the society. Throughout the world's, there have been as many leadership models as there have been their commentators (Burns & Peltason, 1966). Fortunately, psychologists and businesspersons have established useful frameworks that refer to the main ways of leadership. When leaders understand these frameworks, they can develop their approach to leadership, and as a result, become more effective (Crossman, 2010). Business leaders follow the different models to lead people. Each model aims to produce the best out of leaders and success in the business and the society. There are different leadership models whose applications are relative particular goals and contexts. There is a great difference between conventional leadership styles and contemporary leadership models (Lakshman, 2007). Traditionally, leadership was known to be an interpersonal influence with a specific aim of achieving a goal or goals (Wren, 1995). It, therefore, had three key elements that include interpersonal relationship, influence or the power...
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...reality that in my field everything works and nothing works. What I mean by that is virtually any technique or approach to change managerial behavior and improve organizational performance will work--in the short run. And every one of these techniques or approaches over time will fade and disappear, leaving no trace of its ever having been tried. The managerial response to this paradox, based on conventional wisdom, is to try some other technique on the assumption that it is better or more correct than the previous approach. Over the years, the management bromides have included management by objectives, quality circles, total quality management, re-engineering, and now the learning organization and systems thinking. But all these implemented as techniques produce the same results: short term gains followed by long term disillusionment and dissolution. What is going on here? Could conventional management wisdom be wrong? Richard Farson thinks so, and I think he’s right. Farson’s unconventional approach to leadership operates from a different set of assumptions than the traditional rational model. In his view, human behavior and its organizational manifestation are replete with complexities and paradoxes. Because of this, approaches that simplify behavior and offer a series of prescriptive steps to success are doomed to ultimate failure because they do not comprehend the absurdity of the situation. Some Definitions A paradox is a seeming absurdity. The natural human inclination...
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...Leadership Approach One of the major approaches to studying leadership is the dyadic approach. The dyadic approach focuses on the relationship between a subordinate or a follower and a leader. The leader’s impact makes the subordinate energized and achieves positive result. Leadership behavior is the source of main focus. The subordinate or follower’s attitude, motivation, and behavior represent the process. The dyadic approach of leadership rejects the traditional view of studying leader behaviors in relation to the entire group in favor of studying how each group member negotiates his role with the leader. According to dyadic approach, two assumptions are implicit in the traditional group view of leadership: (1) Group members are highly similar along dimension of perception and reaction, such that all group members may be dealt with conceptually, as well as operationally, as a single entity; (2) Leaders relate to each group member in a similar manner. Both these assumptions are seen as unjustified (Vecchio, 1979). There are three major models to examining dyadic leadership approach. First one is the vertical dyad link (VDL). It examines differentiated dyads’ level of analysis, and uses negotiating skill as the key component (DeMerchant, 2010). The relationship between leaders and each subordinate or follower varied significantly. The established relationship between leader and a subordinate or follower was predictive of future performance (DeMerchant...
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... It’s no surprise that Peters, and other entrepreneurs like him, crave new beginnings, risk and change. Indeed, those characteristics almost define the breed. But according to a paper by Vipin Gupta, management professor at Fordham, and Ian C. MacMillan, director of Wharton’s Sol C. Snider Entrepreneurial Center, entrepreneurs aren’t the only ones who should be able to embrace the challenge of that "blank piece of paper." In their analysis, Entrepreneurial Leadership: Developing a Cross-Cultural Construct, Gupta and MacMillan use a term coined by MacMillan - "entrepreneurial leader" - to encapsulate the style they believe today’s managers must cultivate. They outline the qualities of an entrepreneurial leader and back up their assertions using a 60-society survey of middle managers around the globe. The survey suggests that a majority of businesspeople worldwide agree upon the ‘ingredients’ for leadership success. As the rate of new technology development - and the pace of competition - accelerate, traditional approaches to management just aren’t cutting it, the authors say. Managers must operate in a highly unpredictable atmosphere in which competitive advantage may dissolve at any time. "It’s increasingly important for people...
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