...Moore@waldenu.edu Program: PhD in Applied Management and Decision Sciences Specialization: Leadership and Organizational Change KAM Assessor: Dr. Javier Fadul Javier.fadul@waldenu.edu Faculty Mentor: Dr. Javier Fadul Javier.fadul@waldenu.edu Walden University February 5, 2011 ABSTRACT Breadth This Knowledge Area Module (KAM) broadens common knowledge of societal and cultural development by looking beyond economic and conflict theories for understanding other positions regarding social advancement. The Breadth Component studies societal and cultural development in terms of evolutionary, cyclical, and fundamentalist theories and demonstrates why it is important to looking beyond the popularly accepted knowledge about social development represented by economic and conflict theory. This approach provides a more robust generalization that more adequately describes social advancement, and concludes that classical researchers did not consider leadership as a social segment to be studied, that influences societal and cultural development. Leadership understanding of societal and cultural development is critical for enabling them to lead positive social change. ABSTRACT Depth The Depth section compares modern research in societal and cultural development to the theories of classical researchers in order to further develop the findings of the classical study, and to determine if leadership consideration has been addressed in modern times. The study shows that the theories of classical...
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...The Pursuit of Improvement in My Development of Leadership Leadership has long been an interest of mine. From a young age I excelled as captain of my hockey team, and preferred to always be the team leader in school projects and extracurricular activities. As a young adult I wrote music and lead a band through some success. Now, in my thirties, I’m a GM for a local growing restaurant chain, and I’m working toward one day owning my own restaurant. My reasons for enrolling in this Leadership development class include, understanding the characteristics of a great leader, learning my strengths and weaknesses to become a better leader, and understanding how leadership has evolved and how that may effect future generations of leaders, such as myself. Understanding the characteristics of a great leader is probably my biggest reason for taking this course. In Northhouse’s Leadership Theory and Practice text book, one of the biggest enlightenments I encountered was that there are significant differences between managers and leaders. Even though both share traits such as influence, working with others, and achieving an effective goal, the differences were very surprising to me. I was intrigued to read that truly great leaders are more in touch with there emotions and the emotions of others around them. I guess I had felt that great leaders usually took a more logical than emotional approach. In a managerial setting, emotions don’t come in to play quite as much. Managers are really...
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...Word Module Page Strategy definition 1 Strategy evolution 1 Carl von Clausewitz 1 Adam smith 1 insivible hand 1 Competitive strategy 1 19; 20 Mintzberg 1 day-to-day operations vs strategy 1 Operationnal effectiveness vs strategic positioning1 Productivity frontier 1 mission, company 1 vision company 1 Strategic planning process 1 Leadership vs management 1 management vs leadership 1 Leadership definition 1 ethics and leadership 1 leadership and ethics 1 Friedman, 1 neoclassical economy 1 Sociioeconomic view of ethics 1 Stratetgy approaches 1 Appraoches to strategy 1 Rational approach, strategy 1 Ansoff 1 Processual approach 1 Loigcal incrementalism 1 planning vs crafting 1 crafting vs planning 1 Rational approach vs processual 1 evolutionary approach 1 Systemic approach 1 Startegic thinking 1 Strategic thinks vs planning 1 Startegic planning vs thinking 1 thinking vs planning 1 planning vs thinking 1 Fit vs stretch 1 Stretch vs fit 1 Levels of strategy 1 strategy level 1 Corporate strategy 1 Business strategy 1 functional strategy 1 global context of business 1 globalisation drivers 1 Competitive forces 1 technological forces 1 social forces 1 political forces 1 Globalisation challenges 1 Competition 1 distribution 1 macro-economic 1 socio-economic 1 financial 1 legal 1 Physical 1 Political 1 sociocultural 1 labour 1 technological forces 1 Globalisation...
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...Entrepreneurial Leadership BUS 508 10/21/10 Entrepreneurial Leadership There is a new definition of entrepreneurial leadership that has evolved over time and this paper will examine that evolution as it relates to some business leaders of our time. It will look at the theories of some of those leaders like Steve Case, former Chairman of AOL, and James Kouzes, co-author of The Leadership Strategies and also Peter Drucker. Also this paper will discuss my leadership style and the principles of it as well as what tools and resources that I would use through the Small Business Administration as a new entrepreneur. Discuss the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles/strategies relate to the new definition of entrepreneurial leadership. One of the common elements that is described in the theories of Case, Kouzes, and Drucker is discovering what drives the motivation of the people under one’s leadership. Steve Case discussed in a lecture at Stanford University on February 24, 2010 about People, Passion, and Perseverance. He talked about that the leaders of AOL and Time Warner had not discovered their people before their merger which in turn allowed culture clashes when the two companies merged. The people that had been more innovative in the past became more corporate which aided in the downfall of the company. (Case 2010) In essence he was stating that if you know...
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...vision and mission statement articulates its strategy, Org performance relative to its strategy is in performance review in Annual Report Telstra One Factory Approach - Bringing together Operations and Management of IT System, removing duplication and complexity in system. Leadership Leadership = influence process “Follower-ship” different from management “Subordinate-ship” Power & Influence – Power to change people’s behaviour and Influence to change their preferences Can be exercised from any level or position within an Org Capacity to motive and elicit employee commitment Effective and Forward thinking Accountant Roles in Strategic Leadership 2 External Environment – Analysing an Industry Process includes – definition of ‘Industry’, Life Cycle Stage, Evolution, how factors may change their impact on future growth & profitability, what drives customers demand, Critical Success factors & how competitors compete Gathering Data – Internet, Public Agencies & Statutory Authorities, Industry Associations, Annual Reports, IPOs, University, Consultancy Firms, Lobbying Orgs., Intelligent Assumptions. Definition of ‘Industry’ – Group of Business producing close substitutes, Wider definitions minimises risks of missing new trends Industry Value Chain – comprises business processes, people, organisations, technology and physical infrastructure that transforms raw material into intermediate and...
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...Book Review # 2: Thinking About Leadership Michael A. Woodhouse MLS 5300: Essentials of Leadership ABSTRACT Thinking About Leadership, written by Nannerl O. Keohane is a holistic view of leadership in efforts to analyze leadership through discussions of both active leadership and leadership philosophy. She also analyzes personality characteristics that are helpful for successful leadership skills and gets even more specific by examining the role of gender in our understanding and our appreciation for different styles of leadership. The purpose of this review is to illustrate the core focus of this book and to provide my own analytical views of it. Koehane begins her analysis of Thinking About Leadership by discussing in depth the concept of a leader emerging from a group that has no predetermined leaders among it, however they have a collective goal or purpose. Koehane uses the classic novel The Lord of the Flies as an example of this “origin story” concept (Koehane, 2010, p 19). Although particularly basic this example serves as groundwork of the definition of leadership that Koehane is trying to construct. Her definition simply stated is, ‘leaders determine or clarify goals for a group of individuals and bring together the energies of members of that group to accomplish those goals’ (Koehane, 2010, p 22). With this definition of leadership, one can assume many things. The first as Philip Selznick states, leadership is centered on accomplishing the needs of a social...
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...The two articles wrote by John G Singer and Richard W. Oliver are discussing about the definitions of strategy. John G Singer is a principal of Blue Spoon Consulting in Minneapolis, while Richard W. Oliver, is a Professor of management at the Owen Graduate School of Management. Singer criticized that people nowadays always characterize every speech and action as strategic as if by simply adding that particular word can exalts the importance and quality of the thinking. He also pointed out that strategy is not technology because there will be no competitive advantage gained if strategic visioning led by technology. The reason being is that, it is not an innovation. It is actually a cut-and-paste methods, rather than holistic thinking to guide the process of change, which is a concept-driven innovation. He also put a stand that strategy is not the internet; instead it is only a piece of strategy that adds as another feature to the strategic landscape, not a standalone strategic idea. Singer also argue that strategy should be in the form of modern strategic visions arising from new language to frame action and new management techniques that work horizontally across organizational and national boundaries and not from messaging. It should involved leadership and perceptual skills through the process of experience that can then give people, industries and countries their identity. Singer stressed that strategy has and always will have a human dimension. Therefore, human limitations...
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...Standard Mandatory Confidential St December 2008 The Nutrition, Health and Wellness Mapping Standard for Product Portfolio Evolution RE S PL PON PR EAS SIBL OD UR E UC E TS PR OTH OD ER UC TS AD NF PR EQU OD AT UC E TS AD NUT D R PR ED V ITION OD AL UC UE TS 60/40 win NH STR O PR W VA NG OD LU UC E TS Classification Standard Date of publication December 2008 Replaces Not applicable Author Corporate Wellness Unit. The Corporate Wellness Unit wishes to thank: u Wellness Champions of Zones, SBUs and Markets u Nutritionists of NRC, PTCs and Markets u GLOBE and F&C specialists u Market Heads and SBU Heads who commented on the strategy as it was evolving u And so many other talented colleagues from corporate teams. Approver Nestlé Board of Directors and Nestlé Executive Board Paul Bulcke Chief Executive Officer Werner Bauer Executive Vice President Strategic Business Units, Marketing and Sales Repository All Nestlé Principles and Policies, Standards and Guidelines can be found in the Centre online repository at: http://intranet.nestle.com/nestledocs Copyright and Confidentiality The content of this document may not be reproduced, distributed or disclosed to third parties without proper authorisation. All rights belong to Nestec Ltd., 1800 Vevey, Switzerland. ©2008, Nestec Ltd. This booklet, and accompanying materials including the CD-ROM, should be kept strictly confidential. Please only share with colleagues who are directly involved...
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...strategic decision makers within an organisation first identify, define and analyse commercial problems and then develop practical and ethical solutions. It provides a practical guide for, and an initial experience in, strategy formulation and strategic management. Class time will be largely spent in lecture, discussion, case studies and experiential exercises. Students will learn from the theoretical literature, instructor, case studies, videos, research presentations, and from each other. The course materials explain and describe the different aspects, challenges, and stages of strategic management simply and clearly. Goals of the Course To examine and understand the nature and role of strategy, strategic management and strategic leadership within an organization. Learning Outcomes 1. To develop skills in strategic analysis, development and implementation. 2. To explore competing rationales relating to the nature and purpose of business. 3. To critically review the received wisdom on strategic management practice. 4. To review strategic decision-making practises in business. 5. To further develop the presentation skills required to effectively communicate strategic...
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...one small step to continue my development in becoming a leader in my current career in the military and in whatever career that follows after I retire. I do not know how many times I have heard that “leaders are born with the skills to be leaders” or “the great leaders start at birth”. I do not believe that I was born a leader. I came in to this world with nothing more than my skin and a loud cry. Both, I still have to this day. John Avila (2005) brings to light, “most of us can be a leader”. He also subscribes to the same idea that I believe and that is, “leaders are made”. Leaders are made throw hard work, strong personal character, education and a strong desire to succeed. Some ask, what is a leader? In my world, “The Army defines leadership as influencing people by providing purpose, direction, and motivation, while operating to accomplish the mission and improve the organization” (Army Regulation 600-100). I do this day to day. I can say that I am a leader. But, what makes a good leader? Lou Gerstner, former CEO of IBM from 1993 to 2002, said “you can never be comfortable with your success, you've got to be paranoid you're going to lose it”. I am paranoid. I need to be better tomorrow then I was today. Lou Gerstner never had to ask for his people to lay there life on the line. I have and will. So I have to be better. One of the great Generals in history, Generalfeldmarschall Erwin Rommel, was criticized for his lack of strategic sense, for his excessive absorption in the...
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............................. II Table of content................................................................................................ III List of abbreviations ........................................................................................ IV 1. Introduction ................................................................................................... 1 1.1 Purpose of the study ........................................................................................... 1 1.2 Methodology ........................................................................................................ 2 2. Basic information .......................................................................................... 2 2.1 Definitions ........................................................................................................... 2 2.1.1 Managers ....................................................................................................... 2 2.1.2 Entrepreneurs ................................................................................................. 3 2.1.3 Leaders .......................................................................................................... 3 2.1.4 Organization ................................................................................................... 3 2.2 MEL ...................................................................................................................... 3 2.2.1 MEL-Index .......
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...reactive little q (reactive post production inspection ) to big Q. – Total Quality approach with no external department but integrated with all responsible for their own quality. Late 80’s-`987 Malcolm Baldrige Award. TQM wasn’t an integrated function at that point. Emergence of quality management - in service industries, government, health care and education. Evolution of quality to the broader concept of performance excellence Growth and adoption of Six Sigma Current and future challenge: continue to apply the principles of quality and performance excellence. Quality is a “race without a finish line”. It is ongoing and continuous. Contemporary Influences on Quality. Globalization Social Responsibility New Dimensions of quality Aging population Heath care Environmental concerns 21st Century Technology Definition Change in Cycle – Flow Charge of Quality Marketing (User based definition)….….Design (value based)…Manufacturing based…..Distribution……Customer (Could be Transcedent and Product Based) Establish Definition – Meeting or Exceeding Customer Expectations. Other definitions can apply...
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...Assessment#1- Analysis of Understanding Entrepreneurial Leadership in Today’s Dynamic Markets fobjbdema BUS508 - Business Entreprise Dr.ddddddddd Discuss the common elements described in the theories/philosophies of Case, Kouzes, and Drucker including how their principles /strategies relate to the new definition of entrepreneurial leadership presented in Understanding Entrepreneurial Leadership in today’s Dynamic Markets. In discussing the new definitions entrepreneurial leadership as presented in “Understanding Entrepreneurial Leadership in Today’s Dynamic Market its probably best to describe the climate or environment which is often illustrated as one that is dynamic market , uncertain or a very competitive market which requires innovative thinking. In this type of market the fluidity, energy, motion, constancy and ubiquitousness of changes in the market occur very frequently and head to head competition between firms is common place and the pace, magnitude and direction of change is continuously accelerated and harder to predict. Teece, Pisano and Shuen (1997) as referenced by Fernald and Solomon in their paper, described today’s dynamic Schumpeterian world of innovation–based competition, price /performance rivalry, increasing returns and the ‘creative destruction of existing compeitencies.”(p.509) "creative destruction" was popularized by and is most associated with Joseph Schumpeter, particularly in his book Capitalism, Socialism and Democracy, first...
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...of leadership Richard Barker Human Relations 2001; 54; 469 The online version of this article can be found at: http://hum.sagepub.com/cgi/content/abstract/54/4/469 Published by: http://www.sagepublications.com On behalf of: The Tavistock Institute Additional services and information for Human Relations can be found at: Email Alerts: http://hum.sagepub.com/cgi/alerts Subscriptions: http://hum.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Downloaded from http://hum.sagepub.com at University of Leicester Library on July 22, 2008 © 2001 The Tavistock Institute. All rights reserved. Not for commercial use or unauthorized distribution. Human Relations [0018-7267(200104)54:4] Volume 54(4): 469–494: 016604 Copyright © 2001 The Tavistock Institute ® SAGE Publications London, Thousand Oaks CA, New Delhi The nature of leadership Richard A. Barker A B S T R AC T Trait/characteristic theories and empirical approaches to the study of leadership have been supported by mounds of data, graphic models, and regression statistics. While there has been criticism of these mainstream approaches, there has been little in the way of metaphysical support developed for either side of the argument. This paper attempts to address the ‘science’ of leadership study at its most fundamental level. KEYWORDS ethics leadership social evolution transformative systems Leadership studies...
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...organizations, especially those that have grown through consolidation, mergers, and acquisitions, are often fraught with incompatible systems and data sources that are costly and difficult to manage. The systems usually do not avail efficient extraction, aggregation, and sharing of data within or across the boundaries of the business process. To address this problem, organizations can turn to an information management framework that facilitates managing raw data to create useful information that can be shared across the organization. SEPTEMBER/OCTOBER 2013 INFORMATIONMANAGEMENT 35 sist of a mix of home-grown, functionspecific applications and third-party systems built by disconnected teams without a shared reference for data definition. The solution – forethought and planning to create well-defined data standards – may appear obvious from an architectural perspective but may not be so easy to accomplish. The steps described below will help. Establish Processes, Rules, Policies Identifying the “truth” first and foremost requires that business processes, rules, and policies be clearly defined, shared, and understood inside and outside the organization. Metrics and audit checkpoints must be established to monitor the processes for accuracy and consistency. Map Data Flows The next step is to map the data flow from the source applications to define the required flow from one process step to the next so the organization’s data needs are well understood. The...
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