The London School of Economics and Political Science THE ROLE OF CIVIL SOCIETY IN THE DEMOCRATISATION OF GLOBAL GOVERNANCE INSTITUTIONS: From ‘Soft Power’ to Collective Decision-Making? Saif Al-Islam Alqadhafi A thesis submitted to the Department of Philosophy of the London School of Economics for the degree of Doctor of Philosophy, London, September 2007 Declaration I certify that the thesis I have presented for examination for the MPhil/PhD degree of the London School of Economics
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COMPARISON AND CONTRAST OF TRAIT-BASED, SITUATIONAL, AND TRANSFORMATIONAL LEADERSHIP THEORIES 1 Comparison and Contrast of Trait-Based, Situational, and Transformational Leadership Theories Ciprian Patrulescu Electronic copy available at: http://ssrn.com/abstract=2132126 COMPARISON AND CONTRAST OF TRAIT-BASED, SITUATIONAL, AND TRANSFORMATIONAL LEADERSHIP THEORIES 2 Abstract This research paper compares and contrasts several leadership theories, the evolution of the theories
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[pic] FIRST ARMY EQUAL OPPORTUNITY REPRESENTATIVE COURSE STUDENT GUIDE TO CULTURAL AWARENESS INDEX LESSON TITLE PAGE 1 Philosophical Aspects of Culture SG- 3 C1 Native American Experience SG- 4 C2 White American Experience SG- 23 C3 Arab American Experience SG- 43 C4 Hispanic American Experience SG- 53 C5 Black American Experience SG- 76 C6 Asian American Experience SG-109
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|CONTENTS | |KNOWLEDGE AND INFORMATION AND DECISION |2 | |ASSESSING KNOWLEDGE AND INFORMATION NEEDS |3 | |INTERNAL AND EXTERNAL SOURCES OF INFORMATION
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reword: 2 HCZ’s growth strategy solely focused on zone expansion will prohibit 3. HCZ’s shift from a decentralized to centralized approach to managing their business has created challenges in reporting, implementation, knowledge sharing, accountability, trust, and leadership. The key issue HCZ faces is its zone based expansion strategy cannot sustain the revenue and people served objectives outlined within their ten year vision. Our horizontal
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mismanagement of resources (both human and physical), a toxic culture, and ultimately a failed institution. The mechanistic structure thrives in a stable and relatively unpredictable environment. Mechanistic structures are based on predictability and accountability. The candy making industry is a stable environment, due to the automated processes and requiring the same resources for multiple products. The decision-making in this type of structure is centralized. The stable environment will keep the need
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Maybe it is time to rediscover bureaucracy? Johan P. Olsen Working Paper No.10, March 2005 http://www.arena.uio.no 1 Abstract The paper questions the fashionable ideas, that bureaucratic organization is an obsolescent, undesirable and non-viable form of administration, and that there is an inevitable and irreversible paradigmatic shift towards market- or network organization. In contrast, the paper argues that contemporary democracies are involved in another round in a perennial
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GE 1301- PROFESSIONAL ETHICS AND HUMAN VALUES UNIT I & II – HUMAN VALUES The Story of a Carpenter An elderly carpenter was ready to retire. He told his employer-contractor of his plans to leave the house- building business and live a more leisurely life with his wife enjoying his extended family. He would miss his paycheck, but he needed to retire. They could get by. The contractor was sorry to see his good worker go and asked if he could build just one more house as a personal favor. The carpenter
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Essay Questions for Cirric Development Q#1 Lord George Robertson was known as an independent-minded leader who takes personal decisions seriously. For instance, he opposed the decision to unilaterally disarm nuclear weapons.[1] However, it is pertinent to mention that some of the decisions made by Robertson have been quite illogical. He was expected to support the disarmament proposal after joining NATO even though he never showed any interest or willingness to do so. To a large extent, Roberson
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Q-1.1: Organizational structure: the scope of acceptable behavior within an organization, its lines of authority and accountability, and to some extent the organization's relationship with its external environment, it’s an organizational structure (D. George, 1999) An organizational structure and culture of KBR: KBR serves six business units. Those are: 1. Upstream: This offers engineering, construction, purchasing and related services for energy projects. 2. Downstream- This serves business
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