...went on to state that situations could be classified as most, moderately and least favorable to leadership based on three dimensions -- leader-member relations, task structure and position power. Fiedler's Theory of Leadership is more complex than the behavioral theories of leadership. He said in took a pretzel shaped hypothesis to explain a pretzel shaped world. One of the contributions of his theory of leadership was the idea that not one form of leadership is appropriate for all situations. He continued to view most people as having a predisposition to be either task or relationship-oriented as a primary style of leadership. In addition, he recognized that people had a secondary style of leadership which they could use in low stress situations. For task-oriented leaders, their secondary style was relationship-oriented. For relationship-oriented, the secondary style is to look for new challenges. To understand the situation, Fiedler said that the following three factors had to be considered: Leader-member relations - Degree to which a leader is accepted and supported by the group members. Task structure - Extent to which the task is structured and defined, with clear goals and procedures. Position power - The ability of a leader to control subordinates through reward and punishment. He further said that leader-member relationships had twice the impact on the favorableness of the situation than task structure and that task structure had twice the impact as the position...
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...1. Main roles of manager is leadership, leading your team, figurehead, people look up to you as a person of authority, liaison, you need to be able to network effectively, monitor, you must be able to monitor your team in both productivity and their wellbeing, spokesperson, you must be able to represent your company, Negotiator, negotiator within your team or department, people development, developing structure, procedures and policies. Hazif’s main role is production manager he is a great team leader and makes sure rules and regulations are met, he monitors his team well with weekly meetings to discuss problems. He has good people development skills giving monthly reviews to his employees on performance helping empower his team. He has introduced job rotation to build employees skills & knowledge. He rewards his team and creates a positive work culture. 2. Meeting Deadlines: Hazif rewards his employees to ensure all orders are completed and delivered in time and targets are met letting us know how Hazif is performing and if he is getting all deliveries out in time. Accidents at work: As part of the quality culture all staff know the importance to health and safety, all accidents should be recorded thus letting us know if Hazif is making sure all employees are sticking to the health and safety guidelines and how he is performing as a manager. 3. The functional or group approach. In 1973 john Adair theorised and developed an action-centred leadership model to...
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...1. Understanding the links and differences between management and leadership 1.1 Discuss the concept of leaders as effective managers Leadership and management go hand in hand but is not the same thing, but are linked and compliment each other. There has been debate about the difference between leadership and management. With some believing there is no distinction, while others that they should be separated in two defined roles. A common definition is: Management is about the day to day running of a function and getting the right people and resources in the right place with a focus upon implementation. Leadership is about creating a vision for that function and gaining peoples commitment by strategic direction. (NHSBT 5013 Workshop booklet) Effective management deals with resources, finances, time management and the coordination and control over these elements. Managers set goals and focus on reaching their targets. Have good organizational skills and will place people in roles to get the job the task complete. Have detailed planning taking into account adverse events that could prevent them completing task or achieving target. If the outcome gives worse results than expected an effective manager will look to provide a solution. Effective leadership deals with the people their opinions, behaviour and attitude. They will inspire and engage people to follow them and vision. Focus is on building relationships with people around them, can be an effective...
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...Cooper began her career as a Manager of Adult Services for the new facility. Kate had a lot of background experiences that made her job fit for the Manager role. Kate was a registered nurse with a bachelor’s degree in nursing and six years of supervisory experience. Kate was a very self-driven person and was working on obtaining her Master’s degree to further her career. Kate’s supervisor was Alan Jones, an assistant administrator of the hospital. Alan seemed to be a guy that was for her obtaining her Master’s degree so she could improve herself within the organization. Kate obtaining her degree could have implemented new strategies to help improve their organization from day one. Bateman and Snell’s textbook, Management (10th edition) states, “Its learning and growth goals might include bringing in the most efficient production technologies or work processes and training the staff to use them.” It outlines the Strategic map for organizations and how they are set up under: learning and growth goals, internal goals, customer goals, and financial goals. Alan Jones seemed to have missed the potential to help set this up later during the case study. It seemed that they were having several dysfunctions of a team (Lencioni) and I will propose what they need to look at doing to fix this organization even with Kate Cooper leaving the business. Communication Model The communication model at Green Meadows started out as a 2 way communication model. Kate was able to openly communicate...
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...Recording Date: December 4, 1998 Recording Duration: 94 minutes Word Count: 16760 Download entire transcript in XML <SS: LAUGH> S1: they might be so (xx) so anyway, um, finished? the real, item of business for today is uh, for Rob to give his uh, practice for his thesis proposal. this isn't a, um, a straight group meeting either this is uh, uh to be a practice event for uh, for Rob's defense. but what we're_ the protocol of course is that we interrupt Rob on any point on either, content or, uh, presentation-style suggestions, or anything because, um, this this committee definitely will interrupt him, those of you who have been through this know. S2: who's on his committee? S3: um, oh it isn't up there. um, so Matt of course and Jim Dimmitt, um Steve Baker and Dave Sutep, who's a professor in physics. S1: so S4: so you have two outside professors? S3: mhm S1: right. uh although calling Steve, an outsider is [S3: yeah that's true ] so so he's, so it's it's good to know your committee just strategically, for your, defense, um, and, uh, Steve, is gonna be already very familiar with this material and is gonna be pretty familiar with it [S3: mhm ] and uh, uh Dave Sutep is gonna be, uh, completely, comfortable here. S3: so for those of you who don't know Dave is the director of the program in complex systems, so, that that's how you know it makes sense to have a physics professor, on this,...
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...funds needed (AFN), using both the projected financial statement approach and the formula method. • Explain the conditions under which the percent of sales method should not be used. • Identify other techniques for forecasting financial statements discussed in the text and explain when they should be used. LECTURE SUGGESTIONS In Chapter 3, we looked at where the firm has been and where it is now--its current strengths and weaknesses. Now, in Chapter 4, we look at where it is projected to go in the future. The details of what we cover, and the way we cover it, can be seen by scanning Blueprints, Chapter 4. For other suggestions about the lecture, please see the “Lecture Suggestions” in Chapter 2, where we describe how we conduct our classes. DAYS ON CHAPTER: 3 OF 58 DAYS (50-minute periods) ANSWERS TO END-OF-CHAPTER QUESTIONS 4-1 Accounts payable, accrued wages, and accrued taxes increase spontaneously and proportionately with sales. Retained earnings increase, but not proportionately. 4-2 The equation gives good forecasts of financial requirements if the ratios A*/S0...
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...Introduction Seylan Bank PLC, founded in 1987 and opened for business a year later; being one of the most admired banks in Sri Lanka and a leading innovator of banking services in the country, the fifth largest Bank in Sri Lanka and part of the mighty Ceylinco Group. The goal of the founding chairman, Dr. Lalith Kotelawela was to offer customers a more welcoming, customer friendly and service-oriented alternative to the traditional banking environment that was generally perceived to be formal, regimented and austere. The Bank quickly differentiated itself from other institutions in the market with a range of innovative services and attractive products including extended weekday banking hours as well as Saturday service, several bonus interest options and Cash-card access to non-resident foreign currency accounts that were often used by Sri Lankan expatriates to transfer funds to their dependents. Customers who had always been waiting for better interest returns for their deposits and with their trust to the public image of Dr. Kotelawela wasted no time and became customers of this newly established financial institution. Seylan soon became a well known brand in the industry with rapid growth and paying the highest interest returns to depositors. As per the company’s ‘The Case Study’ (2009) report, in its first partial year of operations, Seylan reported an after tax profit of Rs. 11.3 Million ending at 31st December 1988. Over the next 17 years, the Bank grew at an unprecedented...
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...Executive Summary Rio Tinto, which bases its headquarters in the United Kingdom, has 71,000 workforces working across more than 40 countries including Japan. Being a leading global mining and metals corporation, it is rich in resources, human recourses and capabilities in responding to the demand for metals and minerals necessary to produce in diverse products, ranging from mobile phones to cars. It is focusing on searching, mining and processing the Earth's mineral resources as an effort to maximize shareholders’ value (Rio Tinto 2012). Rio Tinto, Japan faced a great deal of issues due to the earthquake (Vibert 2011). For instance, employees are losing of direction when business is to recommence. Most of the infrastructures such as power systems, public transports and communication channels in disaster-affected areas are destroyed. Furthermore, there are a great deals of uncertainties arose due to the earthquake and its aftermath especially the effect of radioactive contamination on water supply. Lacking of medical infrastructures to help the injuries as their numbers exceeds the affordability of the hospitals is also a concern. Rio Tinto has to act as a corporate residence and deal with these to assure shareholders’ return. This report aims to suggest a solution to deal with the issues identified. The report contains decision criteria acting as targets and measures for the recommendations. TOWS analysis is then put the Rio Tinto’s strength, weaknesses, opportunities and...
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...Part | Number of questions | Time | Grade | Part I | 2 out of 3 | 80 minutes | 20 | Part II | 2 out of 3 | 100 minutes | 30 | Total | 4 | 180 minutes | 50 | Good Luck PART I (20 points) In well written essays of around 150 words, answer two of the following questions. 1. Carry out a STEP analysis on the extract about Mannesmann. (10 points) It was clear to many observers that by hiving off its attractive telecoms activities into a separate company Mannesmann risked becoming vulnerable to an unwelcome take-over. Tony Blair, the British Prime Minister, however, demanded that Germany treat a British attempt to take over one of its firms with the same fairness extended to Germans buying up business in Britain. He rebuked Gerhard Schroeder for fighting the take-over, making it clear that in the new global economy he should not try to block it. There seems to be widespread suspicion in Germany of everything connected with stock markets. Germany does not have a stock exchange culture, as its economy is dominated by medium-sized companies and companies which are not quoted on the stock market. RB1, Extract 2.10, p.27 ANSWER KEY ContentSociological: * There seems to be widespread suspicion in Germany of everything connected with stock markets. Germany does not have a stock exchange culture, as its economy is dominated by medium-sized companies and companies which are...
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...THE SOCIAL EFFECTS OF FACEBOOK ON FEMALES OF ISLAMIC UNIVERSITY IN UGANDA A CASE STUDY OF MAIN CAMPUS, MBALE BY ANGAIKA SYMPATHY 113-023051-09596 A RESEARCH REPORT SUBMITTED TO THE FACULTY OF SOCIAL SCIENCES IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF A BACHELORS DEGREE IN MASS COMMUNICATION OF ISLAMIC UNIVERSITY IN UGANDA JULY 2016 GLOSSARY Acquaintances - A person whom one knows but who is not a particularly close friend. Cognitive - Based on or capable of being reduced to empirical factual knowledge. Collaboration - To work jointly with others or together especially in an intellectual endeavor. Consensual – Existing or made by mutual consent without an act of writing. Correlate – Either of two things so related that one directly implies or is complementary to the other. Cramming - To prepare hastily for an examination. Cravings - An intense, urgent, or abnormal desire or longing. Demography - The statistical study of human populations especially with reference to size and density, distribution, and vital statistics. Exclusion - The act or an instance of excluding. Flourish - To be in a state of activity or production. G.P.A. - Grade Point Average Gregarious - Tending to associate with others of one's kind. Immersion - The act of immersing or the state of being immersed. Inconclusive - Leading to no conclusion or definite result. Innocuous...
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...future, was closing in on him. In a matter of days he would announce his acquisition of Ikeda in Brazil, marking another step in his company’s global ascent. And in a matter of months, he would evaluate its most critical stride toward becoming the world’s No. 1 Internet services company: the transition of his 7,100 Tokyo employees from their native Japanese to English, the global language of business. The future of his company lay in the success of his boldest step yet. Mikitani’s vision rested with his Japanese employees, who had fifteen months to respond to his controversial two-year English proficiency mandate at the risk of being demoted. Yet the vast majority had not yet reached their target proficiency scores. He needed to decide how to proceed in the few months that remain before the deadline. In his mind, the future of Rakuten and Japan depended on the mandate he issued fifteen months earlier: Englishnization....
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...leadership styles in different situations with different people There are many similarities between Leadership and Management but the fundamental difference is that Leadership always involves people, whereas Management can just involve items such as stock or IT. Therefore Leadership is the responsibility for and the leading of people. It also includes the management of the team which can ideally be delegated to team members to help them develop and boost their motivation and morale. There are numerous categories of leadership style proposed by different theorists – Bureaucratic, Charismatic, Servant, Transactional, Transformational, Situational, Behavioural, Functional and more In the 1930s, the psychologist Kurt Lewin proposed that there are three types of leaders: Autocratic leaders make decisions without consulting their teams. This may be appropriate when decisions need to be made quickly, when there's no need for team input or if team agreement isn't necessary for a successful outcome. This style can be demoralizing and lead to high staff absenteeism/turnover. Democratic leaders allow the team to provide input before a final decision is made. This style can be difficult to manage when there are lots of different perspectives and ideas and is not effective if a quick decision is required. It does encourage team engagement leading to improved job satisfaction and productivity. Laissez-faire leaders allow freedom for people within the team to make decisions such as how they...
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... 2. Situational Leadership 3.1 Purpose of the Model 3.2 Leadership Style 3.3 Followers Maturity levels 3.4 Leadership Support 3.5 Regression 3. Situational Leadership and Power 4.6 Types of Power 4.7 Powers Bases 4.8 Uses of Power 4. Advantages of the Situational Leadership Model 5. Conclusions and Recommendations 6. Acknowledgments | Pg 1Pg 1Pg 2Pg 2Pg 2Pg 3Pg 4Pg 4Pg 4Pg 4Pg 5Pg 5Pg 6Pg 7 | 1. INTRODUCTION The name of my organization is Victory Tabernacle Church. I am one of the two associate Pastors to the Bishop who is the CEO of the church. Victory Tabernacle has a membership of around 250 people excluding Children. Our goal is to have a membership of 500 by the end of 2015. The membership addition method used by Victory Tabernacle is each one reach one. However each member falls into a category or group that matches either their age or marital status. Each of these social groups have leaders who help run with the agenda of the organization. In the past there has not really been a specific method, or model of leadership applied to how we select leaders, how the leadership function nor how they perform their tasks not even how they in turn choose their followers. The leaders were simply selected and given leadership positions based on the assumption that they will be able to function in there given area...
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...Case Study Analysis Paper 3: A Tale of Two Coaches 1) Through your review of Fiedler's contingency model, would you say that the coaches are matched to their situation? Why or why not? Has this had an impact on their effectiveness? I believe that Coach Knight and Coach K are matched to their situation according to Fiedler’s Contingency Model. Contingency theory suggests that situations can be characterized in terms of three factors: leader–member relations, task structure, and position power (Northouse, 2010). 2) Using Situational Leadership II, provide evidence from the cases that show whether or not there is usage of the leadership styles by the two coaches, and adopt a position on whether or not you think the coaches are effective from this theoretical perspective. In: Business and Management Coach Analysis Case Analysis Paper 3: A Tale of Two Coaches Bonnie Hyatt Grand Canyon University Leadership Style and Development LDR-600 Kelly Jensen, MBA April 30, 2013 Case Analysis Paper 3: A Tale of Two Coaches Fiedler’s contingency theory is a “leader-match theory” (Northhouse, 2013, p. 135). It attempts to match the style of the leader with the situation and develop a match between the two. Coach Knight and Coach Krzyzewski (Coach K) were both effective in this leadership style because they produced winning teams. Coach Knight is a task driven leader who sores low on the least preferred co-worker scale (LPC). His primary focus was accomplishing the tasks...
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...told that to measure our success in life we must use status symbols of designer clothes, cars, jewelry and our choice of neighborhoods and homes. Americans have been seduced into the belief that without designer labels and expensive electronics, our lives are not complete and that we are not truly fulfilled. Through advertising, consumers are persuaded to base purchases not on need or want but as a way to show others that they are happy, healthy, and successful and to show their prestige. People want others to acknowledge their prestige (Henslin 2010) and conformity is the tendency of an individual to change their thinking and behavior to the social norms to garner respect. The most apparent effect of conformity is shown in fashion and style. I wonder about whether the majority of our population likes the clothes they wear...
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