uk/journalsPermissions.nav DOI: 10.1177/0959680111400893 ejd.sagepub.com Alex Bryson NIESR and Centre for Economic Performance, London, UK Bernhard Ebbinghaus Universität Mannheim, Germany Jelle Visser Universiteit van Amsterdam, The Netherlands In 2000 the political leaders of the European Union declared that strong economic growth and advance towards a knowledge society, together with a high degree of social cohesion, would be the pre-eminent goals for the subsequent decade. A question never
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scholars. This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. An overall conceptual model of servant leadership is presented. It is argued that leaders who combine their motivation to lead with a need to serve display servant leadership. Personal characteristics and culture are positioned alongside the motivational dimension. Servant leadership is demonstrated
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appointment | Academic Office Phone Number | (901) 251-7111 | Strayer Technical Support | (877) 642-2999 | COURSE DESCRIPTION Presents the fundamental concepts of organizational behavior. Emphasizes the human problems and behaviors in organizations and methods of dealing with these problems. Focuses on motivation, informal groups, power and politics, communication, ethics, conflict resolution, employment laws, technology and people, and managing change. INSTRUCTIONAL MATERIALS Required
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employees are happy with the current workplace, everyone has certain regrets with the current job. The modern society also offers unlimited opportunities for those who seek out. I try to map some of the common regrets that are faced by the employees in their mid-20s working in corporate environment and how it has affected their attitude towards work. | Introduction The research tries to map the commonly found regrets among the working class in their workplace, the reason for the regret and the
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satisfaction with compensation and work motivation. The dimensions i.e. fixed pay, flexible pay, and benefits were examined with regard to satisfaction with compensation. The work motivation on the other hand was studied using the effort and performance dimensions. Literature research as well as practical survey consisting of self-administered questionnaire was used to study the population in question, which were managerial cadre employees of the sales departments of the cellular service providers
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A Response to Senge's Ideas about Learning Organizations and Leadership Extracted from the article "Peter Senge and the Learning Organization" Smith, M. K. (2001) 'Peter Senge and the learning organization', the encyclopedia of informal education, www.infed.org/thinkers/senge.htm Issues and problems When making judgments about Peter Senge's work, and the ideas he promotes, we need to place his contribution in context. His is not meant to be a definitive addition to the 'academic' literature
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accepted for inclusion in CAHRS Working Paper Series by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. Employee Compensation: Theory, Practice, and Evidence Abstract [Excerpt] As organizations continue to face mounting competitive pressures, they seek to do more with less and do it with better quality. As goals for sales volume, profits, innovation, and quality are raised, employment growth is often tightly controlled and in many cases
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for inclusion in CAHRS Working Paper Series by an authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Employee Compensation: Theory, Practice, and Evidence Abstract [Excerpt] As organizations continue to face mounting competitive pressures, they seek to do more with less and do it with better quality. As goals for sales volume, profits, innovation, and quality are raised, employment growth is often tightly controlled and in many cases
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by a political party, a business, etc. en.wikipedia.org describes policy as a principle or rule to guide decisions and achieve rational outcome(s). From these definitions, one can therefore deduce that policies are plans of action, principles, or rules which are meant to serve as guidelines to decision making in order to achieve a rational outcome. Policies are generally adopted by the Board of or senior governance body within an organization. That is to say that adopting the policies of any company
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Knowledge Management & Organizational Learning 9 Knowledge Management and Organizational Learning 9 Knowledge Management Processes and Goals 10 Current Knowledge Management Systems 11 Organizational Learning 11 Knowledge Management in Organizations 12 The Knowledge Management Processes Cycle 12 KM Strategies 14 Codification Sub-Strategies – Earl’s codification-oriented sub-strategies are: 15 2. MOTIVATION 16 2.1 Motivational Concept 16 Ego-focused versus other-focused emotions 17
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