...CHAPTER 11 - LEADERSHIP and TRUST LEARNING OUTCOMES After reading this chapter students should be able to: 1. Define leader and leadership. 2. Compare and contrast early leadership theories. 3. Describe the four major contingency leadership theories. 4. Describe modern views of leadership and the issues facing today’s leaders. 5. Discuss trust as the essence of leadership. |Opening Vignette—Employees First | |SUMMARY | |HCL Technologies, the “employee first” philosophy has helped catapult the company from peripheral player to center stage in the intensely | |competitive IT industry. HCL Technologies is headquartered in Noida, India. CEO Vineet Nayar is committed to creating a company where the job | |of company leaders is to enable people to find their own destiny by gravitating to their strengths. His goals for the “Employee First” program| |include creating a unique employee experience, inverting the organizational structure, and increasing transparency. The workplace reforms the | |company implemented involved better communication with the CEO and a pay scheme that gives workers more job security. A major part of the | |workplace company referred to as “trust pay.” Unlike the standard IT industry...
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...Course Code ECO111 Course Category Course Title MICRO ECONOMICS Courses with conceptual focus Course Planner 12526::Pooja Kansra Lectures 4.0 Tutorials Practicals Credits 1.0 0.0 5.0 TextBooks Sr No T-1 Title Microeconomics Theory and Applications Reference Books Sr No R-1 R-2 R-3 Other Reading Sr No OR-1 OR-2 OR-3 OR-4 OR-5 OR-6 OR-7 Journals articles as Compulsary reading (specific articles, complete reference) Kwang Ng,Yew,Why Is a Financial Crisis Important? The Significance of the Relaxation of the Assumption of Perfect Competition,International Journal of Business and Economics,2009,Vol.8,No.2,91-114 , Roman Indrest and Tommasso Valletti,Price Discrimination in input markets,The Rand Journal of Economics,Vol. 40,No.1,Spring 2009,1-19 , Cordtz,Dan,Car wars: A global report on Auto Industry,FInancial World,August 22,1989;158,17;ABI/INFORM Global , S.k.Mishra,A Brief History of Production Functions,The IUP Journal of Managerial Economics,November,2010,Vol. VIII,No. 4,pp.6-34 , Monika Jain,Paradox of Plenty,with Special Reference to Inelastic Demand for Apples,The IUP Journal of Managerial Economics,May,2011,Vol. IX,No. 2,pp.4455 , Cathy Locke Bee Staff Writer. The Sacramento Bee ,"EID report reveals household water use on rise An analysis of supply, demand recommends holding off on meters" http://search.proquest.com/docview/246565304?accountid=80692 , Yeung; Vincent Mok,Regional monopoly and interregional and intraregional competition :The parallel trade in coca cola between...
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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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...MGMT 3720: Chapter 9 –Foundations of Group Behavior Group – two or more individuals, interacting, and interdependent, who have come together to achieve particular objectives Formal Group – A designated work group defined by an organization’s structure Informal Group – a group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact Social identity theory – perspective that considers when and why individuals consider themselves members of groups Ingroup Favoritism –Perspective in which we see members of our ingroup as better than other people, and people not in our group as all the same Several Characteristics make a social identity important to a person: A.) Similarity B.) Distinctiveness C.) Status D.) Uncertainty Reduction 5 Stage Group development model – the five distinct stages groups go through: forming, storming, norming, performing, and adjourning Forming Stage –the first stage in group development, characterized by much uncertainty Storming Stage – the second stage in group development, characterized by intragroup conflict Norming Stage – The third stage in group development, characterized by close relationships and cohesiveness Performing Stage –the fourth stage in group development, during which the group is fully functional Adjourning Stage –the final stage in group development for temporary groups, characterized by concern with wrapping up activities rather than...
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...Thousand Oaks: Sage. Mullins, L. (2011) Management and Organisational Behaviour, 9th ed. Harlow: Prentice Hall. Pugh, D. (1990) Organization Theory, 3rd ed. London: Penguin Books. Other editions available. Pugh, D. and Hickson, D. (1996) Writers on Organizations, 5th ed. London: Penguin Books. Other editions available. Thompson, P. and McHugh, D. (2009) Work Organisations: A Critical Approach, 4th ed. Basingstoke: Palgrave Macmillan. Watson, T. (2011) Sociology, Work and Industry, 6th ed. London and New York: Routledge. Some Relevant Journals in Bangor University 1. Academy of Management Review (AM) 2. Business History Review (Cambridge University Press) 3. British Journal of Industrial Relations (Wiley-Blackwell) 4. British Journal of Management (Wiley-Blackwell) 5. British Journal of Sociology (Wiley-Blackwell) 6. Human Relations (Sage) 7. Human Resource Management Journal (Wiley-Blackwell) 8. International Journal of Human Resource Management (Routledge) 9. Journal of Management Studies (Wiley-Blackwell) 10. New Technology Work and Employment (Wiley-Blackwell) 11. Sociology (Sage) 11. Work, Employment and Society (Sage) Specific weekly reading list Week 1 (September 27) Introduction to Management & Organization Buchanan, D. and Huczynski, A. (2010) Organizational Behaviour, 7th ed. Harlow: Prentice Hall. Chapter 14. Handel, M.J. (2003) The Sociology of Organizations: Class, Contemporary...
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...A Study of Shell Oil and its Stakeholders in the Niger Delta Being a Leader – Final Project (part2) A basic review on the background of Shell Nigeria, its Stakeholders, Interests and Responsibilities. Contents: Chapter 1 • Introductions o Shell Global overview o Background on Shell Nigeria Chapter 2 • Historical Background of Shell in the Niger Delta • Corporate Social Responsibility and Ethics of Shell • Stakeholders , Problems and Models o The Chief Executive Officer of Shell o The Local Employee of Shell Nigeria o The Investor of Shell Global or Shell Nigeria Chapter 3 • Various Approaches to Leadership Skills o Trait approach o Contingency approach o Situational approach o Constitutive approach o Transactional leadership o Charismatic leadership o Transformational leadership o Situational leadership • Points I have learnt about myself • How would I bring resolution to the problem Chapter 4 • Conclusions and Recommendations Reference list Chapter 1 Introduction Shell Global overview Shell Global is one of the largest companies in the world, growing from a small shop in London nearly 200 years ago to one of the biggest global groups of energy and petrochemical companies in the world, with more than 90,000 employees currently employed in more than 80 countries worldwide, being led by the Chief Executive Officer (CEO), Peter Voser based in the global headquarters in Hague, the Nederland’s, with the...
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...HartzellSherri has taught college business and communication courses. She also holds three degrees including communications, business, educational leadership/technology. This lesson will explain the four types of planning used by managers, including strategic, tactical, operational and contingency planning. Terms, such as single-use plans, continuing plans, policy, procedure and rule, will also be defined. Planning to PlanHave you ever heard the saying 'Those who fail to plan, plan to fail'? While I can't speak to all facets of life, this is certainly true in business. Managers find themselves planning for all sorts of things. So much so, that planning is one of the four major functions of management. In doing so, a manager can be certain that he or she is working toward some organization goal. There are three main types of plans that a manager will use in his or her pursuit of company goals, which include operational, tactical and strategic. If you think about these three types of plans as stepping stones, you can see how their relationship to one another aids in the achievement of organizational goals. Operational plans are necessary to attain tactical plans and tactical plans lead to the achievement of strategic plans. Then, in true planning fashion, there are also plans to backup plans that fail. These are known as contingency plans. To better understand how each type of plan is used by managers, let's take a look at an example from Nino's Pizzeria and how Tommy, Martha...
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...BUSINESS ADMINISTRATION Fall, 2009 COURSE: MGNT 7330-SAV, “ Leadership and Motivation” INSTRUCTOR: Dr. William W. McCartney, Department of Management, Marketing and Logistics, College of Business Administration, Room 3306B, Office: 478-5272 (Statesboro), Home:912- 898-3893 (Savannah), email: bmccart@georgiasouthern.edu (GSU) or bkm1963@comcast.net (home) OFFICE HOURS: Tuesdays 1:30-3:30 pm, 5:00-6:30 pm (in Statesboro); Wednesdays 1:30-3:30 pm; Thursdays 5:00-6:30pm (in Savannah); and by appointment. I am also available by telephone and email. PREREQUISITES: Completion of the MBA Core. COURSE DESCRIPTION: A study of Leadership and Motivation. This course provides an overview of existing theories and models of leadership and motivation. Using readings, cases, discussion, and guest speakers the course explains the importance of leadership, motivation, power and influence in organizational life. Special emphasis is placed on leadership of change. |LEARNING OUTCOMES |EXPECTED RESULTS |ASSESSMENT | |Enhance leadership skills as they pertain |Express an understanding of the importance |Problem solving and decision-making skills | |to problem solving and decision-making. |of problem solving and decision making in |will be evaluated using cases and exercises| | |the leadership process. |requiring application of these...
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...Course Syllabus Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is the ruling document. Course Number: MGT/ 230Course Title:Management Theory and Practices Course Schedule:Start Date: September 03, 2013 -- End Date: October 07, 2012 Where To Go To Class: Your Course Forums MAIN Forum: This is the forum for all course-related discussions. All of your participation grade will come from your activities in this room. It has read-and-write access for everyone. CHAT Forum: This is a read-and-write access Forum. This is your student lounge. It is a place to discuss issues not related to the course content, but you can use it for discussion questions. You will post your BIOGRAPHY to this Forum. COURSE MATERIALS: This is a read-only Forum, which means you can read messages here but not send any. I will post the syllabus, lectures/case studies, and other supplementary materials here. LEARNING –TEAMS – A, B, C, D, & E: These learning team forums will be used as workrooms for the learning teams. I will assign you to one of these groups by Sunday (sixth day of the first week). INDIVIDUAL FORUM: You will see one forum with your name on it. This is a private forum, shared only by you and me, the facilitator. Your classmates will not have access to this forum. You can ask questions here. You can also ask questions here concerning your specific circumstance...
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...workshops and seminars. Students would be encouraged to connect to real life issues and participate in the programs and practices in the different social context. To this end practicum is incorporated as an important component in most of the papers with hands on training in the use of various research methods such as: laboratory experiments, field experiments, observation, testing, survey, interview, case study. The programme has three components i.e. Discipline 1(DC1), Discipline 2 (DC2) and Application courses (AC). While in DC 1 practicum is a key component, AC follows a modular pattern where hands on training will be provided for developing psychological skills and their applications. Every semester, teaching will be spread over 16 weeks, including 2 weeks for review. Teaching of DC 1 and...
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...require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: CengageBrain User Leadership: Theory, Application, & Skill Development, Fifth Edition Robert N. Lussier, Christopher F. Achua Vice President of Editorial, Business: Jack W. Calhoun Publisher: Erin Joyner Acquisitions Editor: Scott Person Senior Developmental Editor: Julia Chase Marketing Manager: Jonathan Monahan Marketing Coordinator: Julia Tucker Media Editor: Rob Ellington Manufacturing Planner: Ron Montgomery Senior Art Director: Stacy Jenkins Shirley Rights Acquisition Director: Audrey Pettengill Interior Design, Production Management, and Composition: PreMediaGlobal Cover Designer: Red Hangar Design LLC Cover Image: © John Kershner, Shutterstock © 2013, 2010 South-Western, Cengage Learning ALL RIGHTS RESERVED. No part...
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...LEARNING FROM OTHERS With the right foundationr practice makps p6~ "Googol" is a mathematical term standing for the number 1 followed by 100 zeros. That's a really big number. It's also symbolic of the reach and impact achieved by Google,a firm that is so successful its name has become a common verb. The firm's origins trace to the day when Larry Pageand SergeySrin met as students at Stanford University in California. Their conversationsled to collaboration on a searchengine they called SackRub. It became so popular on campus that they kept refining and expanding the service as they worked in Larry's dormitory room. Google Inc. began with a goal of bringing order and transparency to the information available on the Internet. Even though it hasn't stopped running, or growing, since, the goal endures. The firm's mission is: "To organize the world's information and make it universally accessible and useful." And if you want to talk about success, take a look at Google'scorporate information and follow its new initiatives in the news. What is the Google difference? How did it gain such runaway popularity? The answers start with a commitment to performance excellence Courtesy Google Inc. based on solid foundations of speed, accuracy, and ease of use. These have been the guiding performance criteria from the beginning, the basis for generating user appeal and competitive advantage for Google's products in the marketplace. Google'sbelief in people also sets it apart. Recently ranked...
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...[pic] |Leadership and Organizational Behavior – BUS 520 | |Student Course Guide | |Prerequisite: None | |Quarter |Fall 2010 | |Meeting Days/Time |Wednesday 6pm-10pm | |Instructor |Karmetria Burton | |Instructor Phone |678 362 0842 | |Instructor E-mail |Karmetria.burton@strayer.edu | |Instructor Office Hours/Location |5-6 pm Wednesdays or by appointment | |Academic Office Phone Number | | |INSTRUCTIONAL MATERIAL - Required ...
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...Unit Guide MGW2230 Organisational behaviour Semester 1, 2016 Handbook link: http://www.monash.edu.au/pubs/2016handbooks/units/index-byfaculty-bus.html The information contained in this unit guide is correct at time of publication. The University has the right to change any of the elements contained in this document at any time. Last updated: 19 Feb 2016 Table of contents 1 Table of contents Unit handbook information 4 Synopsis 4 Mode of delivery 4 Workload requirements 4 Unit relationships 4 Prerequisites 4 Prohibitions 4 Co-requisites 4 Chief Examiner 4 Unit Coordinator(s) 5 Tutor(s) 5 Academic overview 5 Learning outcomes 5 Teaching approach 5 Unit schedule Assessment summary 7 8 Second marking 8 Return of final marks 8 Exam viewing 8 Assessment criteria 9 Assessment requirements 9 Hurdle requirements 9 Participation 9 Assessment tasks 9 Examination(s) 13 Extension and penalties 13 Returning assignments 14 Resubmission of assignments 14 Referencing requirements 14 Assignment submission 14 Feedback 15 Learning resources 16 Required resources 16 Technological requirements 16 Q Manual 17 2 Recommended resources Other information 17 17 Policies 17 Graduate Attributes Policy 18 Student Charter 18 Student Services ...
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...Part 2 (Week 9) A review of basic issues regarding the Background and Interests of Stakeholders of Shell Oil Company in Nigeria Somaya Rhoda 16069635 Chapter 1 Introduction In a major oil spill that occurred in the Niger Delta Region of Nigeria in 2008, Shell Petroleum Development Company (SPDC) stated that this was caused by a fault in a pipeline. In the town of Bodo, tens of thousands of oil barrels caused pollution to the land and creek. Shell’s official investigation report claims that 1,640 barrels of oil were spilt in total. Nigerian regulators have confirmed that the spill lasted for 72 days and estimate that between 103,000 and 311,000 barrels were spilt in this time. Besides the under-recording of this incident, Shell has repeatedly claimed to its investors, media and customers that the majority of the spill was caused by sabotage. Amnesty International has now confirmed that more than 50% of the oil spill was a result of operational failures. After more than 3 years since this oil spill, Shell has failed to perform a proper clean-up to the affected area, or to pay any form of official compensation to the affected communities. Thousands of activists in more than 14 countries have undertaken protests against the major oil giant, and the people of Bodo have now taken their claim of a leak of 500,000 barrels to the UK courts. Observing this particular situation involving Shell in Nigeria, an understanding will be established of how leadership could...
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