com/0262-1711.htm JMD 30,2 Leadership behaviors, organizational culture and knowledge management practices An empirical investigation Hai Nam Nguyen and Sherif Mohamed School of Engineering, Griffith University, Gold Coast, Australia Abstract Purpose – The purpose of this study is to investigate the relationship between leadership behaviors and knowledge management (KM) practices. More specifically, it aims to examine the influence of transformational and transactional leadership behaviors on KM, and
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management and organization since the last decades of the 20th century. National culture has been seen as one of the most influential situational factors, which determine organizational phenomena. More recently, after the collapse of socialism, the role of national culture in organizational practices in countries that are in transition is becoming a widely recognized and studied topic. However, empirical studies about cultural influences on organizational subcultures and leadership styles in Ethiopian
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Chapter 1: The World of Human Resources Management • Human Resources Management (HRM) – The process of managing human resources or talent (human capital and intellectual assets) to achieve an organization’s objectives. • “Why Study HRM?” – Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are
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competency is an underlying characteristic of a person, which enables him to deliver superior performance in a given job, role or a situation. This characteristic may be called an ‘attribute bundle’, consisting of knowledge, skills, traits, social role, self-image and motive. The ‘underlying characteristic’, manifests itself in the form of behaviour, which helps identification and measurement of the competency. This is a competency era. It is beyond doubt that it is
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Organization Management Journal Linking Theory & Practice: EAM White Papers Series 2006 Vol. 3, No. 3, 210-231 © 2006 Eastern Academy of Management ISSN 1541-6518 www.omj-online.org Effective Empowerment in Organizations GARY A. YUKL University at Albany WENDY S. BECKER University at Albany Psychological empowerment is the perception that workers can help determine their own work roles, accomplish meaningful work, and influence important decisions. Empowerment has been studied from different
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Helsinki University of Technology Department of Industrial Engineering and Management Doctoral Dissertation Series 2010/8 Espoo 2010 LEADERSHIP IN A SMALL ENTERPRISE Helena Palmgren Dissertation for the degree of Doctor of Science in Technology to be presented with due permission of the Faculty of Information and Natural Sciences, Helsinki University of Technology, for public examination and debate on May 7, 2010 at 12 o'clock in Auditorium AS1 at the Aalto University School of Science
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1 2. Leadership 4 3. Interpersonal Relations 7 4. Communication in organizations 9 5. Stress Management 13 6. Group Dynamics and Team Building
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Leadership Handbook Leadership Handbook 2014 Team Payton Manning Western Governors University 10/26/2014 2014 Team Payton Manning Western Governors University 10/26/2014 Emotional Intelligence Kristen Bogue 000214741 What is emotional intelligence? ------------------------------------------------- “If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships
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chanalizing it into correct direction has become important. Application of motivational theories, art of leadership and skill of redesigning jobs and modification to organisational structure is an on going process that facilitates positive work environment leading to increased job satisfaction of employees, greater productivity and organizational growth. Due to scientific advancement managing human resources is more challenging. It has been observed that everybody wants to catch up with next higher
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2.1 – Human Resource Planning * Human resource or workforce planning: analyzing and forecasting the number of workers and the skills of those workers that will be required by the organization to achieve its objectives 2.1.1 – Identify the constraints and opportunities provided by demographic change. 2.1.2 – Discuss the significance of changes in labour mobility, both domestic and international. * Separated into occupational mobility of labour (based on workers’ willingness to take jobs
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