Vision…………………………………………………………………………………………………………………………..……………..4 Moral Intelligence: Enhancing Business Performance and Leadership Success The Ethics Recession: Reflections on the Moral Underpinnings of the Current Economic Crisis Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value Direction and Alignment…………………………………………………………………………………………………………………………5 Gut Feelings: The Intelligence of the Unconscious Psychological Capital: Developing the Human Competitiveness Edge Fish!: A Remarkable Way to Boost Morale and Improve
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Running Head: General Dynamics Ethics Program General Dynamics Ethics Program General Dynamics Ethics Program Abstract General Dynamics Corporation is ranked 291 amongst the World’s Fortune 500 Companies. General Dynamics maintains the highest ethical standards in business practices and employee relations. Its formal ethics program started in 1986 and applies to all employees. The ethics policies of General Dynamics clearly state the company’s
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Anti-Bullying Programs Maryann Johnston DeVry University Anti-Bullying Programs “You may have noticed that this years’ trendy trauma is bullying, which replaces last years’ obesity.” (Nachman, 2011). In his article Gerald Nachman recounts how years ago it was a part of being a kid in school to be teased at some point and it made you a stronger person to come through school surviving the process. There has been an increase in the sensational media coverage of violence attributed to bullying
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learned much more than I would have by simply drilling down to the job prospects data. The first areas I provide commentary on are challenges that Human Resource Managers face on a daily basis in their job duties, specifically: * Challenge #1- Leadership Development * Challenge #2- Retaining and Rewarding the Best Employees * Challenge #3- Development of a Positive Corporate Culture Next, I transition to covering three interesting trends/innovations that Human Resource Management needs
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implementation for HVL 18 2.5.1. Challenges 18 2.5.2. CSFs 19 2.6. E-business strategy 20 2.6.1. Approaches to e-business strategy 20 2.6.2. Developing e-business strategy 22 2.7. Chapter summary 23 Chapter 3: Methodology 24 3.1. Introduction 24 3.2. Research philosophy 24 3.2.1. Positivism philosophy 25 3.2.2. Phenomenology philosophy 25 3.3. Research approach 26 3.4. Research strategy 26 3.5. Research method 27 3.6. Research data collection 28 3.6.1. Data source 28 3
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dependent on its trained and engaged colleagues providing excellent customer service. This case study demonstrates how Asda’s recruitment and selection processes, teamed with effective leadership and its colleague engagement strategies, are helping the company to achieve its mission. 1.2 Asda’s philosophy Asda’s philosophy is that if your people enjoy working with you, your customers will enjoy shopping with you. Consequently it aims for all colleagues to be passionately engaged in supporting each
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rely on personal selling dealer displays. 2.) THE NATURE OF THE MARKET The influence of the nature of a company’s market is affected by the Geographic scope of the market, its concentration and type of customers and nature of competition. 3.) THE NATURE OF THE PRODUCT Consumer product and industrial goods frequently require different strategies. For instance, firms marketing convenience goods will rely heavily on manufacturer’s advertising, plus emphasis on dealers display. Personal selling
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Consortium for Research on Emotional Intelligence in Organizations www.eiconsortium.org Self Directed Learning 1 Unleashing the Power of Self-Directed Learning Richard E. Boyatzis, PhD May 28, 2001 To be published in Ron Sims (ed.) (2002) Changing the Way We Manage Change: The Consultants Speak. NY: Quorum Books. Correspondence should be addressed to Richard E. Boyatzis, Department of Organizational Behavior, Weatherhead School of Management, Case Western Reserve University, 10900
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Leadership Development at 3M: New Process, New Techniques, New Growth Margaret Alldredge, Cindy Johnson, Jack Stoltzfus, 3M; Al Vicere, Smeal Coiiege of Business,The Pennsylvania State University; and the 3M ALDP Design Team rom the moment she first shook his hand in a receiving line after his arrival at 3M, Margaret Alldredge, staff vice president, Leadership Development and Learning, knew Jim McNemey was passionate about developing leaders. McNemey was fresh from an enormously successful career
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Riordan Manufacturing is facing a decline in morale and work ethics. Declining sales and uneven profits over the years not only forced the company to change its sales processes, but also prompted them to adopt a customer-relationship system. Riordan’s HR reward and compensation policy program needs to be revised to deal with the existing problem. HR professionals over the world know that their toughest job is recruiting and retaining top-notch employees for their companies. With unemployment at its
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