GUILDHALL COLLEGE EDEXCELL H N D IN BUSINESS Managing Professional Development FEB 2010 INTAKE. ID :0008434. BATCH 1 Mohammed Abul Kalam Tutor: Ejabul DATE OF SUBMISSION:11/07/2011 Table of contents page no. 1.1[P1]…….. 2 1.2[P2]….. ……………………………………… ….2.3.4.5 1.3[P3]…………………………………………………………
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Effective Leadership and Management in Nursing Shirley J. Mitchell University of Phoenix HSC 492 Instructor: Linda Westermann March 12, 2012 Effective Leadership and Management in Nursing According to Sullivan and Decker (2009), leadership is influencing others into working toward accomplishing a common goal. Some people are born with an innate leadership quality within them. Others require learning leadership and management skills. It takes a certain personality trait that makes
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Annexure IV Questionnaire Name………………………………………. Designation………………………………… Department……………………………….. Objective . From the organizational point of view this questionnaire is a part of development exercise to know the strength and the areas needing improvements (possible blind spots) in terms of various competencies at various levels of the Manufacturing department, namely top level, managerial level, executive level, and staff level. (Please return the completed questionnaire to me on or
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Subject Code : BUMGT6961. Course Title : Managerial Skills Workshop. Course : Master of Business Administration. Assignment Title : Learning Action Plan and Report. Type of assignment: Individual. Submission Date : 06/10/2011 Lecturer : Sally-Anne Leigh Submitted By : Susmitha Kandimalla (UB 30097439) LEARNING ACTION PLAN AND PRESENTATION Introduction: This course is quite different for me. It was more interesting and more interactive doing more experiential work shop activities
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challenges of the new environment, the employers need to deliver their message about behavior and attitude of groups, and individuals in corporation. According to Graham and Krueger (1996), soft skills were never a part of management training and it was precious that employers were advised for possessing those skills. If employer can understands on an employee’s adaptability, personality, and creativity, motivating that employee the way he need to be motivated is never a gray area and a guaranteed success
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Listening pairs with leadership to form a crucial skill in our ability to communicate well with others. Personally, I define leadership as a quality a leader has to motivate his or her team and work with them towards a common goal by utilizing each group member’s talents successfully. To successfully accomplish this, a leader must listen to its group so he or she can learn how to best utilize each member’s strengths and weaknesses. Everyone can understand what it is like to work within a team and
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Organizational Behavior An Evidence-Based Approach Twelfth Edition Fred Luthans George Holmes Distinguished Professor of Management, University of Nebraska Me Graw Hill Boston Burr Ridge, IL Dubuque, IA Madison, Wl New York San Francisco St. Louis Bangkok Bogota Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto Contents About the Author Preface v PART ONE ENVIRONMENTAL AND ORGANIZATIONAL CONTEXT Evidence-Based Consulting
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in the United States, more masculine characteristics are valued (Michaelson & Aaland, 1976). Leadership and assertiveness, and other masculine characteristics are valued in work environments and other areas, while more feminine traits such as excessive expression of emotion can be less valuable. However, a combination of these characteristics, or androgyny, allows people to have important leadership skills, but also have empathy and consideration for others, and the ability to address different situations
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History of Leadership Research Researchers have examined leadership skills from a variety of perspectives. Early analyses of leadership, from the 1900s to the 1950s, differentiated between leader and follower characteristics. Finding that no single trait or combination of traits fully explained leaders' abilities, researchers then began to examine the influence of the situation on leaders' skills and behaviors. Subsequent leadership studies attempted to distinguish effective from non-effective leaders
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Although there are many factors that affect an individual’s professional life, emotional intelligence plays a critical part in relating to and managing relations with others. More specifically, emotional intelligence contributes to effective leadership. Emotional intelligence is based on a set of four complementary abilities that process emotional information. These four abilities allow a person to recognize emotions, to use emotion to enhance cognitive thinking, understand emotions, and manage
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