...Teachers and students have distinctive learning styles. To become a successful learner; you must first understand how the human brain processes information. Each writer has their personal instinctive writing style, and can show how the brain functions. This writer will show how learning styles are applied to K-12 students and why it is important to recognize these characteristics. Self Analysis The reflective learner, “likes to work alone, and lecture can be difficult if not given time to digest (Trustees, 2009).” Reflective learning is part of the intuitive learning style. The writer is able to comprehend information by having time to think about the material, and by not just reading and memorizing the information. Reflective learners have to writer, summarize, and come up with questions to the material. The reflective learner has to look over the information more than just one time. For example, a reflective learner would have to write down the information that is given in a lecture as it is being given. Reflective learners have to learn through writing and listening to lectures. How does this apply to K-12 students? Reflective learning is used every day in the classroom to help the teachers engage in giving the students instruction. Teachers are able to share their insights with other teachers. Teachers are able to see what is working in the class with the students and what needs fixed for future lessons. In the article, An Integrated Model for Practicing...
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...The Role of Leaders in Creating a Learning Organization Introduction The concept of learning organization is undeniably an emerging one necessitated by the ever changing environment in which organizations operate. This dynamism requires an organization with structural designs which are flexible enough to allow for an organization to draw lessons from experiences especially its own and actually apply these lessons. This particular paper describes the role of leadership in creating a learning organization. Role of Leadership in Organizational Learning Therefore, it is imperative that the organization’s culture and ultimately, its leadership style are accommodative enough to encourage and allow for a change in the mindset and behaviors of the employees and the organization by extension. Learning within an organization is a complex undertaking that involves various processes which go on indefinitely and requires ‘motion’ from all levels of management of the organization. Information must be created and shared amongst all employees within the organization their rank and seniority notwithstanding. Moreover, it has serious financial implications to the organization but this alleviated by the numerous benefits of learning within the organization. The organization will not only become competitive in the labor market but also in the product market because its labor force is highly productive, innovative and creative as a result of sharing information. Both motion of ideas and information...
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... 4 3. Transformative Leadership 11 a. Transformational Leadership 12 b. Charismatic Leadership 13 c. Level 5 Leadership 14 d. Principle Centered Leadership 14 e. Servant Leadership 15 f. Conventional Leadership 16 4. Leadership Lessons 17 g. Magnanimity Inspires 17 h. Education is Key 18 i. Quitting is leading 19 5. Conclusion 20 6. References 22 Nelson Mandela: Pacifist, Revolutionary, Prisoner, and President. (Nelson Mandela: Anti-Apartheid warrior, n.d.) Introduction Nelson Mandela (Mandela) is a figurehead for the equality of people not only in South Africa, but also around the globe. Mandela has played many important roles throughout his life and although initially leading by being a pacifist, he has changed roles over time to lead as a revolutionary, a prisoner and a president. Many prominent leaders throughout time have established routes in time by effectively changing perceptions and Mandela is one of these leaders. This paper examines the journey in which Mandela embarked and will identify Mandela’s leadership qualities and styles throughout his journey to becoming President of South Africa. Although Mandela exhibits many different leadership qualities, one can...
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...are triggered by the characters only. There are no external influences nor is there the possibility for the characters to leave the scene. This essay will apply concepts of organizational behaviour to events of the movie. Particular attention will be paid to the concepts of perception, attribution biases, decision making, leadership and group dynamics. In order to do so, the essay will move along the plot of the movie and apply concepts where there are fit. None the less for the purpose of referencing a brief introduction to the movie and its characters is given here: The plot of 12 Angry Men describes the events that take place as a jury has come to a unanimous decision. The defendant is accused of homicide. If the jury decides upon a verdict of ‘guilty’ the judge will inevitably sentence the accused to death penalty. In the beginning all jurors but juror no. 8 are willing to verdict ‘guilty’ without debating. However juror no. 8 states he will verdict ‘not guilty’. The group is then forced to discuss and reconsider. In the end of the movie juror no. 8 is able to get all other jurors to verdict ‘not guilty’. His main antagonist is juror no. 3. Analysis Group Structure and Development At the beginning of the movie the group of jurors is homogenous in every aspect. It consists of mostly mid age...
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...PART 3: DIAGNOSING THE CHANGE Change is inevitable to every organization. For the sustainability of the company Kingfisher Airlines it is necessary to diagnose the various change agents and keep them upgraded so that the flexibility against the unforeseen market failures could be mitigated at large. For effective change management and implementation of newer changes Kingfisher Airlines need to reshuffle its workforce and human resource management needs to be improvised at large (Hindustan Times, 2012). The post effects of FDI in domestic airline industries are shocking and have stirred huge momentum among the workforces at kingfisher. Recent headlines show that the management of this sinking cash strapped airline has been asking its staffs to return back to work as the employee turnover has crossed the benchmarks. Not only the employees but many senior strategic mangers are unhappy with the decision making approaches of the current CEO Sanjay Aggarwal and the whole hierarchical support has been disrupted and misbalanced at large (Hindustan Times, 2012). Under such circumstances it is of utmost need to identify the changes and provide recommendations to tackle them effectively. The following facotrs are to be adressed for diagonising and managing change at Kingfisher Airlines. The success and failure of today’s firms are largely dependent on the ability of the firm to diagnose the changes and implement them optimally. Change may have positive and negative results. Best able...
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...In Fitting in: Community College Female Executive Leaders Share Their Experiences- A Study in West Texas, Gill and Jones explored the phenomena of leadership in higher education from the perspectives of women who hold leadership positions at community colleges in west Texas. Traditionally, higher education has been a male-dominated field which made it difficult for women to attain administrative positions. However, in today’s community colleges, women hold 50% of the leadership positions at community colleges in the United States, which shows the openness of community colleges to accept women in leadership positions. Additionally, the number of administrators projected to retire from community colleges in the near future illustrates that opportunities...
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...of individuals who seek to create a shared vision in which their followers are able to follow. Leadership incorporates several factors that include the capabilities of influencing, directing, and motivate others. Leadership takes more than just power and brawns, but instead focuses on the relationships that are able to be formed with their followers. Throughout this course, we have focused on the many ways many ordinary individuals could be capable of being leader. Leaders knowingly and unknowingly adopt leadership styles in which they use to carry out the responsibilities of doing the greater good for others. The purpose of this research is to view the leadership behaviors of a person that I admire, and caused for personal reflection. As well as look at the theoretical framework of leadership styles and behaviors that have help to craft the inherent leadership characteristics that I possess. Leadership Introduction The characteristics of leadership encompasses their abilities to direct, guide, and influence others. While there is not set definition, leadership define requires much thought. Leadership is viewed from the casting of a collective vision that others want to follow. Leaders are not born, even though many believe this old trope, but instead there are imperfect, which makes them all the more authentic. The capabilities of leadership can be found through anyone that has a desire to lead, inspire, and developed a relationship that...
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... Contents 1. Who Needs Theories of Change? ............................................................................... 2 1.1 The Need ...........................................................................................................................2 1.2 Theories in Context ...........................................................................................................2 2. The Current Conventional Theory of Social Change................................................ 5 3. A Theory of Social Change......................................................................................... 9 3.1 3.2 3.3 3.4 Emergent change – “We make our path by walking it.” ..................................................9 Transformative Change –...
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...Given the ongoing inconsistencies in monthly cash flow at the small business I am currently consulting for, an immediate analysis was needed on the organization’s operational and financial structures. Our small advisory team aimed to complete a corporate examination that would recognize deficiencies and recommend new practices that would ultimately lay the framework for future success and stability. In the end, discoveries were presented and discussed with the President of the firm and goals were established. The change principles were then relayed to the other members of the management group, who were invited to share their vision and views, however, these principles were met with conflict and friction. Previously, company wide decisions were made by these few individuals in senior management. Regrettably, these corporate leaders did not have the wherewithal to forecast the effects of their decisions, as they did not have an actual pulse on the company’s revenue streams or any firm idea of business management. They implemented frameworks, made hiring decisions and purchases that did not add to the bottom line nor prove to create any return on investment. To the growing detriment of the firm, these individuals were given free reign by the President to operate under lax structures. The subsequent recommendations of our analysis moved to create greater transparency, fostering increased accountability in decision making as well as a reworked pay scale allowing for a larger...
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...The foundation of a successful organization is defined by a strong leader. Regardless of the type, size, or financial performance, the foundation of the organization still lies in the hands of a leader. The success or failure of an organization is often linked to the leadership style and ability of the leader. There is no “one size fits all” leadership style and it is essential that each leader develop his or her own style to successfully lead the organization. There has also been a link found between the personality of an individual and their leadership capabilities as it relates to the overall leadership style of the formal or informal leader. “Leadership style is the manner and approach of providing direction, implementing plans, and motivating people.” (Clark, 2013) In order to provide direction and implement plans, the four decision making styles that have been identified are autocratic, consultative, group, and delegated. These four styles have been derived from the Vroom and Yetton Model. Leaders of an organization are not limited to those individuals who hold a managerial or official title or those who are highest on the hierarchy of an organization. “While too often we can find powerful people who do not hold genuine positions of authority, we frequently find people who are in a position of authority, but are powerless to influence the behavior of others.” (Goncalves, 2013) Formal leaders are those who have been given or have earned their place at the top...
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...Global and International Business Contexts – SM0269 W13012208 Jack Goddard Word Count: 3457 Table of Contents Introduction 3 Part 1: Porter's National Diamond Analysis 3 Part 2: Contemporary Management Issues 7 Part 3: Market Entry Strategy 11 Recommendation to the Board of Directors…………… ……………………………… ….13 Appendices 14 References 15 Introduction This report has been written by the Boston Consulting Group and uses Porter’s national diamond analysis model to evaluate the attractiveness of investment opportunities in the Tunisian wine industry. Also discussed are two key management issues that need to be taken into account before developing operations in Tunisia followed by recommendations on two strategies for entry into the Tunisian wine industry market. In terms of background to this report, it should be noted that the global market for wine industry is changing significantly with substantial differences in the structure of the wine industry around the world. For instance, there are 232,900 wine producers in France but the top 10 brands control only 4% of the market. In contrast, four firms control over 75% of the Australian wine market. Hence there is a marked difference in industry structure when comparing the “New World” producers (e.g. Australia, Chile, United States) to the “Old World” firms. These structural differences are driven by institutional...
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...htm Leadership style and entrepreneurial change The Centurion operation at Philips Electronics Luchien Karsten University of Groningen, Groningen, The Netherlands Leadership style 73 Sjoerd Keulen University of Amsterdam, Amsterdam, The Netherlands Ronald Kroeze Free University of Amsterdam, Amsterdam, The Netherlands, and Rik Peters University of Groningen, Groningen, The Netherlands Abstract Purpose – This paper aims to look at the role of the top and middle management of the Philips organization during the transition from one type of organizational change to another in the 1990s and the role the history of the organisation played in this process. Design/methodology/approach – The paper analysis is based on historical records, literature and interviews with former Philips top managers. Findings – The paper shows that Philips’ leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation. Originality/value – The paper adds the historical style approach to leadership research and pays attention to the important role of the organization’s history during processes of organizational change. Keywords Change management, Business history, Leadership styles...
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...com/0953-4814.htm Leadership style and entrepreneurial change The Centurion operation at Philips Electronics Leadership style 73 Luchien Karsten University of Groningen, Groningen, The Netherlands Sjoerd Keulen University of Amsterdam, Amsterdam, The Netherlands Ronald Kroeze Free University of Amsterdam, Amsterdam, The Netherlands, and Rik Peters University of Groningen, Groningen, The Netherlands Abstract Purpose – This paper aims to look at the role of the top and middle management of the Philips organization during the transition from one type of organizational change to another in the 1990s and the role the history of the organisation played in this process. Design/methodology/approach – The paper analysis is based on historical records, literature and interviews with former Philips top managers. Findings – The paper shows that Philips’ leaders used different styles of leadership to create a deliberate atmosphere and willingness to change. The final emergent transformation, however, could only sufficiently materialise while it rejuvenated existing management concepts like Quality Management. The success was partly based on the fact that these concepts played a historical role in the Philips organisation. Originality/value – The paper adds the historical style approach to leadership research and pays attention to the important role of the organization’s history during processes of organizational change. Keywords Change management, Business history, Leadership styles, Organizational...
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...CHAPTER-1 INTRODUCTION This research is conducted on the topic, “Employee Health and Safety”. Under this topic we have managed to cover many aspects of employee protection. This chapter contains the introduction to the research conducted, the basic research objectives and the importance and logical basis of the study carried out. 1. INTRODUCTION Employee Health and Safety is a very vast topic that comes under human resource management and is a very important one at the same time. Every organization now a days is looking forward to make more and more improvements in this sector if human resource development in order to be more competitive. This research paper has some excellent information from very well known resources on the required topic and is thought to provide very useful information and facts to the reader. 2. RESEARCH OBJECTIVES • To develop and implement appropriate environmental, health and safety programs, and activities associated with those programs • To make aware, to ensure the adherence to health and safety policies and practices applicable to the instruction, research and work environment in which the employees participate. • To promote personal security and overall safety Programs • To promote a safe and healthy workplace while encouraging proactive stewardship on behalf of the environment. • To empower employees to effectively manage their health and well-being. Train, and require individuals to take personal responsibility for...
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...HISTORY OF ORGANIZATIONAL DEVELOPMENT In the late 1960s organizational development was implemented in organizations via consultants, but was relatively unknown as a theory of practice and had no common definition among its practitioners. Richard Beckhard, an authority on organizational development and change management, defined organizational development as "an effort, planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization's processes, using behavioral-science knowledge" (Beckhard 1969). Throughout the 1970s and 1980s organizational development became a more established field with courses and programs being offered in business, education, and administration curricula. In the 1990s and 2000s organizational development continued to grow and evolve and its influences could be seen in theories and strategies such as total quality management (TQM), team building, job enrichment, and reengineering. RATIONALE AND IMPLEMENTATION Organizational development takes into consideration how the organization and its constituents or employees function together. Does the organization meet the needs of its employees? Do the employees work effectively to make the organization a success? How can the symbiotic relationship between employee satisfaction and organizational success be optimized? Organizational development places emphasis on the human factors and data inherent in the organization-employee...
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