...1. Culture is an essential element of organizing in the P-O-L-C framework. Do you think Google has a strong culture? What would it take to make changes in that culture, for better or for worse? Undoubtedly Google has one of strongest cultures in today’s corporate World. The strong work culture has paid off for Google as it is ranked consistently as the best place to work. If Google were to remain in the best position in the future, It has to change continuously and evolve accordingly to face the competitors. Google’s cultural innovations might be imitated in other companies as well. It is easy to have a good corporate life style when the company the company is doing very well on the economic front. When company’s resources become more constrained with the maturing of its industry and its business model, these kind of investments will be harder to make. When Google slows down financially it will be difficult to retain great employees. 2. Do you think Google’s unique culture will help or hurt Google in the long run? Google’s unique culture might not help Google as it is helping today. I think so because the corporate life style, more benefits to employees are very much imitable by other companies. Any company that is doing very good financially can adopt these measures. There comes a point in future where the core competencies...
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...Question 2 [Xilinx] The variables that indicate charismatic leadership are described below, with an analysis of Wim Roelandts’ performance in each category. The case describes other instances of the Xilinx executives exhibiting some of the characteristics of charismatic leadership below but none of the examples mentioned incorporate as many of the variables as Wim Roelandts. The circumstances surrounding Wim Roelandts’ transition to Xilinx reflect many of the external factors generally perceived as characteristics of a charismatic leader. He came in from another successful firm, HP, with the goal of instituting visionary changes at Xilinx. He brought with him the idea that Xilinx could be both a firm which valued employees and treated them well while maintaining competitiveness in the market. Wim shares his vision of the company with the other managers as well as with the employees and motivates the members of the organization to work together to make the company a success and the workplace employee friendly. He maintains avenues of communication with employees even though it has become too difficult to speak with them in person. The employees make it clear that the emphasis on the value of their input and respect for their ideas is a key factor in their satisfaction despite other difficulties that might have engendered employee dissatisfaction. Charismatic leadership is an attribution based on follower perceptions of their leader’s behavior. Charismatic leaders… ...
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...See Characteristics of a Charismatic Leader Charismatic leaders are known to attract followers and inspire people to new heights (Basu). Attracting followers and inspiring people takes a certain type of personality or certain characteristics. People just don’t follow any single person. Something draws people in and once in these people can be inspired to do things. Some people, like Charles Manson, drew in followers and inspired them to murder; while some people, like Gandhi, drew in followers and inspired them to be better people. (Rosenberg, Charles Manson) (Rosenberg, Gandhi-Biography of Mahatma Gandhi) Manson and Gandhi had certain characteristics that drew people to them in the first place. These may have included maturity, communication skills, humility, and substance. Other traits include not just leading but being liked, care for others before you care for yourself, celebrate life and inspire enthusiasm, see the best in people and channel it, deal in hope and spread the goodies (Alain, 2011). Charismatic leaders do not necessarily have all of these traits but these would be what to look for when choosing a charismatic leader. Charismatic leaders need to be mature. This does not refer to age. This maturity is a buildup of wisdom over years through experience. This wisdom can be in business it can be in whatever are the person excels. Manson new how to draw in women and used that knowledge to start a cult. Communication is a key characteristic. Leaders...
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...I have a friend has a perfect charisma and I believe he is a charismatic person because he give others his attention and he doesn’t impose their negative feelings or emotions on others, also he listen twice as much as he talk and I respect him and everyone respect him because he is sociable and he is very ambitious and creative . First of all, he focus on the person that he talking to. He makes eye contact and a smile, when I talk to him I feel that he showing me a sincere interest. Charismatic people don’t spend time checking their phones or look at their watches when they talks to others Secondly, he doesn’t drag others down when he is having a bad day . In my opinion if a charismatic people aren’t feeling up to par .They would rather stay away from people until they are feeling better Thirdly he listen twice as much as he talk and he know why he has two ears and only one mouth , and when he talk he doesn’t tell others what to do , and he is not bossy or opinionated, he respect everybody opinion, I think charismatic people don’t think they are more important than anyone else In my opinion, being a charismatic person is a wonderful thing because you will be easy going and open minded when you talk to others . If you had a bad day you would like to stay away for a wild , and you would like to hear people and concentrate to theirs talk . Thanks a...
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...1) With your observations and research about family corporations, please comment on how corporations face challenges over leadership transitions and sustaining in the market. (Write less than 500 words) Leadership transitions and sustaining is an important and challenging issue in most corporations, especially the family corporations. Quite a numbers of founders, who are also the first generation of the corporations, set up their business in a small scale, and walking through the period of expansion in the business cycle, they run their business well and thus the scale become larger. During this period, the business was mostly operated under the help of the family of the founder, like his wife, sons, daughters, or even son-in-law or daughter-in-law. As years passed, the founder need to think of the ways of passing the business to the next generation. Before that, there are a few obstacles that is necessarily to be stepped across. The first obstacle would be arose from the individual aspect: the willingness and capabilities of the inheritors. Growing up in the family with sufficient resources, the second generation is usually educated to inherit the family business, despite the willingness of his or her interest. This phenomenon generates from the sense of traditional Chinese that the family business has to be inherited by the sons (mostly) or daughters. It is quite common that “Chinese founders would want their offspring to stay together and lead the businesses they have founded...
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...Chapter 12 - Leadership in Organizational Settings 1. Why do company boards tend to hire charismatic CEOs? I think the charismatic leader is a person who has a universal vision of the world business. And this concept is an extension of the theory of attribution. Studies on charismatic leadership have turned in their most part, to identify those behaviors that differentiate charismatic leaders of their non-charismatic. Among their findings, they propose that charismatic leaders are idealizing goals that they want to achieve. Also, they have a strong personal commitment to their goal as well as are perceived as unconventional, assertive and confident. Recent attention has been focused on trying to determine how charismatic leaders have been causing influences in their followers. The leader communicates high performance expectations and expresses the confidence that fans will achieve. This increases self-esteem and assertiveness to the follower. The leader transmits, through words and actions, a new set of values and, by their conduct, set an example of followers to imitate. The charismatic leadership may not always be necessary to achieve high levels of employee performance. It would be more appropriate when the task of the tracker had an ideological component. This could explain why, when charismatic leaders emerge, is more likely to occur in politics, religion, wartime or when a company is introducing a radically new product or facing a crisis that threatens its existence...
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...Fortunately in my career, I have come across some exceptional mentors. The majority of them in one shape or form will always state that if you or your company does not embrace change, you will never be in first place. Society is constantly evolving and so is healthcare in general. In order to provide excellent healthcare, the industry must constantly evolve and those within the industry must be willing to accept change. New technology and healthcare delivery constantly changes for the benefit of the patient and the healthcare provider. Those individuals that try to fight change will generally lose and as a result the patient loses. Change is what makes the world a better place and truthfully allows for many of us to live longer and healthier lives. I wanted to take a different approach on this question and look at a major corporation that we’re all familiar with. The organization is Xerox. Xerox Corporation is considered by most as one of the largest document management and service enterprises in the world (Xerox, 2013). However, in 1999 Xerox like many others before them noticed a decline in revenue and projections for growth was not promising. For years, Xerox relied on old fashion analog copiers, while the competition moved forward with technology and provided digital copiers (Southwestern University, 2013). By not keeping up with technology and being a leader and innovator within the industry, Xerox lost its’ swagger. As a result, the organization decided there was a need...
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...Charismatic Leadership A charismatic leader is one who reveals “a transcendent mission or course of action that may not be in itself appealing to the potential followers, but which is acted on because the followers believe their leader is extraordinarily gifted” (Patrick, 2011, page 364). Charisma is the interplay between the leader’s traits and behaviors and the follower’s needs, beliefs, values, and perceptions. Charisma inspires devotion and enthusiasm. A charismatic leader is one who by their personality can have profound effects upon followers. The characteristics of a charismatic leader are a strong sense of self-confidence, conviction of the rightness of their own beliefs and ideas, and dominance (Patrick, 2011). Charismatic leaders are role-models who set the values and beliefs they want their followers to follow. They set high goals and demanding expectations, show confidence in their follower’s abilities, and articulate their visions of the future. The relationship between the leader and follower is emotional in nature and effects the follower’s commitment, motivation, and performance (Patrick, 2011). There are certain behaviors a charismatic leader exhibits. A charismatic leader sets the example for their followers. They model the value and beliefs they want followers to adopt. Charismatic leaders also build the image they want portrayed. They take actions that are viewed favorably by followers that provide an impression of competence and success. Lastly, goal articulation...
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...nine different articles to give a full broad view of how important charisma is when leadership is being obtained. The main charismatic leadership type that will try to be achieved is “Referent Power”. This paper will also go on to show how in business leadership is built and maintained. Also, how many famous leaders are prime examples of these charismatic leadership styles. It will go through the most powerful religious leaders, powerful business, and political powerhouses. This paper will show how each one possesses referent power and charismatic qualities and how they influence our decisions today. This paper will show how people use their charisma in daily day to day task and not even know they are using it. Keywords: Leadership, Charisma, Referent power Different Types of Charismatic Leadership There are different types of charismatic leadership. Charismatic leadership has cause some to debate over such a type of leadership. Some think it is difficult to define, such as Max Weber; he has also seriously tried to address the magical aspects of Charisma. Max Weber is synonymous with charisma, charismatic authority was granted to certain extraordinary individuals whose personal qualities, heroic saintly, marked them out as unlike other men (Dickson, 2012) “Scholars have, for over a century, striven to understand the nature of charisma and charismatic leadership, some with the hope of somehow harnessing...
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...Rastafari This page intentionally left blank Rastafari From Outcasts to Culture Bearers Ennis Barrington Edmonds 2003 198 Madison Avenue, New York, New York 10016 Oxford University Press is a department of the University of Oxford It furthers the University's objective of excellence in research, scholarship, and education by publishing worldwide in Oxford New York Auckland Bangkok Buenos Aires Cape Town Chennai Dar es Salaam Delhi Hong Kong Istanbul Karachi Kolkata Kuala Lumpur Madrid Melbourne Mexico City Mumbai Nairobi São Paulo Shanghai Taipei Tokyo Toronto Oxford is a registered trade mark of Oxford University Press in the UK and in certain other countries Copyright © 2003 by Ennis Barrington Edmonds The moral rights of the authors have been asserted Database right Oxford University Press (maker) All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, without the prior permission in writing of Oxford University Press, or as expressly permitted by law, or under terms agreed with the appropriate reprographics rights organization. Enquiries concerning reproduction outside the scope of the above should be sent to the Rights Department, Oxford University Press, at the address above You must not circulate this book in any other binding or cover and you must impose this same condition on any acquirer Library of Congress Cataloging-in-Publication Data Edmonds...
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...Chattanooga Ice Cream Division Case Analysis May 10, 2016 Juan J. Garcia Jack Welch Management Institute Dr. Christine Fuselier JWI 510 Overview The intent of this case analysis is to synthesize the cumulative team leadership principles presented in this class to date. The paper will demonstrate an informed understanding of how leaders that foster an ambiance of trust will enjoy the benefits of cohesive, more productive teams through collaboration among all members. The subject of this analysis is Chattanooga Ice Cream, Inc. (the division), one of three wholly-owned subsidiaries of Chattanooga Food Corporation (CFC) as described in “The Chattanooga Ice Cream Division” case study (the case study) (Sloane 2003) . Background Market Position The division had grown to become one of the largest regional manufacturers of mid-priced basic ice cream products in the United States. Primary customers were supermarkets and related retailers. Recently, a major supermarket chain had notified that it would no longer be carrying the division brand. Financial Profile Although sales revenues in 1991 were just over $180 million, by 1995 the earnings had dropped to $150 million. During the same period, operating profit fell from $6.5 million to $4.1 million. In 1995, the subsidiary had reached a point where it was unable to pay any upstream dividends to the parent company. The impending loss of the supermarket chain represented another $6.5 million drop in sales revenue. Executive...
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...Fortuyn so famous? We will use the transformational theory to answer this question. In this case, the cause which leads Fortuyn become famous should be focused on his personality, his appearance, and the way he communicated his message, or in other words on his charisma. Pim Fortuyn, was the leader of a new and controversial political party in the Netherlands. But as a controversial leader, why was Fortuyn so famous? We will use the transformational theory to answer this question. In this case, the cause which leads Fortuyn become famous should be focused on his personality, his appearance, and the way he communicated his message, or in other words on his charisma. As we know, charismatic leadership belongs to the transformational theory. Here, we would like to present our point of views as follows. Charisma is a special quality that a leader possess that serves as a magnet, but it is really made up of many traits. One of the most important element is self-confidence. People who appear confident instill confidence in those around them. Another element of charisma is great communication ability—and that starts with a strong and effective vocabulary. And Fortuyn behaved in ways that are typically associated with charisma: he made difficult things looked simple, he could explain complicated idea quite effectively. In another words, he was able to take complicated political ideas and explain them in a clear and concise way. All these are components of a charismatic style. ...
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...think charisma is something you’re born with or can it be taught? If you will ask yourself what Martin Luther King Jr., Barack Obama, Gandhi, Jesus and Adolf Hitler had in common, you would see that they had some characteristics. Beside the fact they all have different values and ways of thinking, they all were charismatic. They all were born to inspire and influence a large amound of people. It seems like they have an ability to use such a quality to move a big group. There is a strong belief that charisma is some characteristic what you were born with. So either you are or you are not charismatic. But can you teach yourself how to be charismatic, or is it something you’re born with? In Greek, the term charisma has multiple meanings, like the power to perform miracles, to make prophecies, and the capacity to influence others. Many people see charisma as a special gift. Charisma is defined as an ability of a person to earn trust and support their followers: it enables a person to motivate others to help achieve goals. Charismatic people are more likely to hold peoples attention wich makes people listen to them more. The more charisma you have, the more people’s attention will be onto you. The larger impression you make, the more people remember about you. Nowadays, we say that someone has charisma when this person is outstanding and capable of influencing other people. Combined with other feature, such as leadership, personal attractiveness and confidence, charisma is not...
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...BOB KNOWLTON CASE MBA 633: Case #2 Bellevue University December 18, 2012 DESCRIPTION This case centers on Bob Knowlton, a newly appointed project head who was promoted through a former project leader, Dr. Jerrold. Everything was going well for Knowlton until a new and brilliant addition was added to the team, Simon Fester. DIAGNOSIS The cause of the problem in this case is Knowlton’s passive characteristics. As project leader, Knowlton sees that there is tension building within the group as a result of Fester’s determination. Throughout the case we are confronted with many instances where Fester’s initiative to achieve results causes Knowlton to feel threatened and aggravated. Instead of acting as a leader and confronting the distracting nature of Fester’s behavior, Knowlton simply nods his head and agrees with everything that transpires. Fester is simply continuing his prevalent path because he feels that he is contributing progress to the project. This entire scenario could be remedied if Knowlton were to step up to the plate and act in a fashion that is consistent with his job title, leader. No one is going to hold Knowlton’s hand and correct the Fester dilemma, because it is Knowlton’s job to administer action. THEORY When provided the opportunity to confront Fester’s theories and group cooperation, Knowlton became a victim to his own passive behavior. Instead of taking charge and correcting the discrepancy of Fester’s action towards the team and himself...
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...Chase, and Microsoft. Some executives are uneasy self-promoters. Jane Swift, a program director at British Telecom in m London, followed Arruda’s advice to network with rk higher-ups—she hosted a lunch for women executives in the company—but she isn’t convinced she ed needs her own web site. “I don’t want a ‘Who does o she think she is?’ response,” she frets. That’s not the kind of thing that troubles Arruda. When he isn’t doling out doses of oomph, he is busy e recruiting coaches to help him build his own brand. n Currently there are 150 Arrudaites around the world, he preaching his gospel of personal branding. They pay him $3,200 for 60 hours of training plus a 5 percent cut of their consulting gigs. Questions 1. In which aspects of charisma is William Arruda providing coaching and training? 2. To what extent is Arruda professionally qualified to correct the personalities of his clients? 3. What is your reaction to Arruda’s statement, “If you don’t show up on Google, you don’t exist”? 4. Explain whether you would invest your own money in having the CareerCoach Institute help you develop a personal brand. 5. Out of curiosity, if you were a car, what make and model would you be? What about the instructor of this course? Source: Excerpted from Suzanne Hoppough, “You Inc.: Image Doctor,” Forbes, February 26, 2007, p. 60. Reprinted by permission of Forbes Magazine © 2008 LLC. Leadership Case Problem B Time to Rebound at Willow Pond Heather Osaka had worked ten years in the...
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