What is Management? The concept of management has acquired special significance in the present competitive and complex business world. Efficient and purposeful management is absolutely essential for the survival of a business unit. Management concept is comprehensive and covers all aspects of business. In simple words, management means utilising available resources in the best possible manner and also for achieving well defined objectives. It is a distinct and dynamic process involving use of
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and direct the actions of others in and out of government toward the creation and achievement of goals that warrant the use of public authority. Few public laws and policies are self-executing, and, in their formulation, all might benefit from managerial insight and experience. Under virtually any political philosophy or regime, then, the achievement of good government requires the responsible and competent use of public authority by a government’s managers. Common sense obscures issues that
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Organizational Change: Motivation, Communication, and Leadership Effectiveness Ann Gilley, Jerry W. Gilley and Heather S. McMillan rganizational leadership behaviors have a Research indicates that numerous variables have an impact on a leader’s direct influence on actions in the work eneffectiveness. This study explores the vironment that enable change (Drucker, behaviors associated with leadership 1999; Gilley, 2005; Howkins, 2001). Leaders may funceffectiveness in driving change. The tion as change
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Leadership Styles and Their Consequences D. D. Warrick University of Colorado This article discusses leadership style theories and offers an integration of the theories by describing the typical characteristics, philpsophy, skills, and consequences associated with each major style. Then an experimental exercise is offered that portrays the major styles and the productivity and satisfaction each i s likely to produce. Finally, a debriefing is presented that helps interpret the exercise and integrate
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underlying concept of Glass Ceiling Effect : 9 Women Leadership Styles and Female Career Advancement 12 Relationship between Leadership Style and Glass Ceiling Effect in connection with women career 14 RESEARCH METHODOLGY AND SAMPLING TECHNIQUE 16 ANALYSIS AND FINDINGS OF THE RESEARCH: 17 Section 1: Leadership Style 17 Section 2: Perceived Glass Ceiling Effect in context of CEDARS 20 Section3: Women Career Pathways 24 CONCLUSIONS AND RECOMMENDATIONS 29 REFERENCES 31 TABLE OF FIGURES
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Distance Learning Education, IIBM Institute of Business Management The ultimate vision of this Institute is to ensure that all working executives and each young manager must possess the requisite research-oriented-business-acumen and the competitive managerial excellence in successfully tackling the new emerging management-related-problems of the country in the changing global scenario. Individuals who look upon education as a continuing activity and wish to enhance their knowledge in an existing discipline
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RESULTS 4 IMPLICATIONS OF THIS WORK 5 QUALITY OF COMMUNICATION 5 OBSERVATION 5 CRITICAL AND REFLECTIVE THOUGHT 7 REFERENCES 9 ORIGINALITY The authenticity paradox is an interesting article, which stress on maintaining a right balance in once authentic nature cultivated from the invaluable experience on the job and the willingness to move out of the comfort zone to explore and embrace change to become a more efficient leader. The article takes the real life experiences of managers in different
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change management and technology acceptance. By integrating change management theories with IT user acceptance models, this article adds to HR’s collective knowledge of ways to effectively implement HR portals. In addition, this article describes the cross-national challenges that exist when a global firm attempts to implement an HR portal around the world. Thus, this article will present a model that (1) integrates change management theories and IT user acceptance models and (2) illustrates the ways
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as planned action, Its importance, Process and advantages of planning Strategic v/s Operational Planning. 3. Decision making and problem solving, Categories of problems, Problem solving skill, Group decision making, Phases indecision making. 4. Communication, Commitment and performance, Role of the leader, Manager v/s Leader, Leadership styles. 5. Conventional Strategic Management v/s Unconventional Strategic Management, The differences, Changed Circumstance 6. Growth Accelerators: Business Web, Market
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ARTICLE IN PRESS Long Range Planning -- (2010) ---e--- http://www.elsevier.com/locate/lrp Complex Business Models: Managing Strategic Paradoxes Simultaneously Wendy K. Smith, Andy Binns and Michael L. Tushman As our world becomes more global, fast paced and hypercompetitive, competitive advantage may increasingly depend on success in managing paradoxical strategies strategies associated with contradictory, yet integrated tensions. We identify several types of complex business
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