...entities: organization and employee are interdependent and their survival depends on an important factor called Organizational Behaviour. I understood that to get a bird's eye view about any organization, first I need to understand about the organizational behaviour. Organization is a complex open system that depends on external environment for effective functioning. I believe that the intellectual capital is definitely a valuable asset and its sharing can be a growth factor for organization. For an effective management, we need to go through planning, organizing, leading and controlling aspects of a job in hand. Management and leadership must be important traits for a manager to enable team and organization to achieve more than just task completion. I need to develop soft skills and hard skills in a proper ratio i.e. conceptual, human and technical skills to be an effective manager in future. Also learnt how important are values and ethics to an organization and about its responsibility towards the society (CSR). Understood the fact that more globalization and increasing workforce diversity has changed the structure of corporate world and information technology has impacted the way the organizations used to work. I was amazed to know that effective manager need not be a successful manager (important lesson learnt) but relative combination of both will be ideal. I agree with BCG's report on worldwide challenges 2015 that a manager is and will be expected to manage much more than...
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...Leadership and Ethics – (BUS6035-A) LEADERSHIP AND ETHICS GROUP TERM PAPER (Emotional Intelligence and leadership self-branding) Group Members: Nehemiah Kimani: 643907 Kiambati, Francis Kanyora: 645462 Judy Mwangi: 641678 Table of Contents EMOTIONAL INTELLIGENCE 3 Introduction 3 Defining Emotional Intelligence 3 Branches of Emotional intelligence 4 Evolution of Emotional Intelligence 5 Major skills that make up emotional intelligence are: 7 Importance of Emotional Intelligence 8 Importance to Leadership 9 How to Improve Emotional Intelligence 9 Conclusion 10 LEADERSHIP SELF BRANDING 11 Introduction 11 Brand and Branding 11 Personal Branding 12 Personal Branding Process 12 The ‘Domain’ Principle 14 Factors and Qualities used in Personal Branding 14 Leadership branding 16 Leadership Brand Definition 16 Leadership Branding Concepts 17 Building a Leadership Brand 18 Principles Used in Building Strong Leadership Brands 19 Challenges of Leadership Self Branding 19 Conclusion 20 References 21 EMOTIONAL INTELLIGENCE Introduction In the past decade, emotional intelligence has generated an enormous amount of interest both within and outside the field of psychology. It brings together the fields of emotions and intelligence by viewing emotions as useful sources of information that help one to make sense of and navigate the social environment. Emotional intelligence is powerful, and at times more powerful, than IQ...
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...Bachelor of Science in Business - Organizational Leadership [pic] By Jeff Dugger May 2011 Copyright ( 2011 by Jeffrey Paul Dugger ABSTRACT A RESEARCH STUDY OF HOW THE LEADER BUILDS A HEALTHY TEAM Author First/Last Name This applied leadership study was conducted to …… TABLE OF CONTENTS PAGE CHAPTER ONE: Statement and Description of the Leadership Issue 4 Introduction 4 Statement of the Leadership (Thesis Statement) 4 Statement of Purpose 4 The Setting 5 History and Background 5 Scope of the Project 6 Importance of the Project 6 Conclusion 6 CHAPTER TWO: Survey of Secular Literature 8 Introduction 8 Leadership Principle One: Healthy teams are established through skilled communication, personal integrity and enabling of others 8 Leadership Principle Two: Healthy teams grow as they educate, motivate and innovate 10 Leadership Principle Thee: Healthy teams are sustained by strong group dynamics, organized behavior and visionary intuitiveness 11 23 Conclusion 13 CHAPTER THREE: Survey of Christian Literature 14 Introduction 14 Leadership Principle One: Healthy teams are established through skilled communication, personal integrity and enabling of others Leadership Principle Two: Healthy teams grow as they educate...
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...interpersonally inept. And we know that success does not automatically follow those who possess a high IQ rating. Wider areas of intelligence enable or dictate how successful we are. Toughness, determination, and vision help. But emotional intelligence, often measured as an emotional intelligence quotient, or EQ, is more and more relevant to important work-related outcomes such as individual performance, organizational productivity, and developing people because its principles provide a new way to understand and assess the behaviours, management styles, attitudes, interpersonal skills, and potential of people. It is an increasingly important consideration in human resource planning, job profiling, recruitment interviewing and selection, learning and development, and client relations and customer service, among others. 2. Concept of emotional intelligence Emotional intelligence describes the ability, capacity, skill, or self-perceived ability to identify, assess, and manage the emotions of one’s self, of others, and of groups. People who possess a high degree of emotional intelligence know themselves very well and are also able to sense the emotions of others. They are affable, resilient, and optimistic. Surprisingly, emotional intelligence is a relatively recent behavioural model: it was not until the publication of Emotional Intelligence: Why It Can Matter More Than IQ by Daniel Goleman...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...originally an importer and distributor of computer accessories but later transcended into a dominant force in the IT community that was able to acquire other companies. Today they specialize in hardware and software products, storage and security solutions, and technical services to Enterprise, Small and Medium Businesses, and to Government, Educational, and Medical institutions (Ghazzawi, 2008). Although the company has grown quickly it has failed to effectively manage and retain its workforce, recognize or reward employees, and implement an effective organizational structure. Future Point Consultants will study and evaluate reasons for Cedar Tech’s problems with it’s weakness in its procedures, organizational structure, communication and leadership issues, and why a recognition system was never put in place. Future Point Consultants will cover corrective actions that will address each of the company’s inefficiencies and core...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...Leadership Development Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes...
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...A PROJECT REPORT ON “TALENT RETENTION AND EMPLOYEE ENGAGEMENT” FOR RING + AQUA A SUBSIDARY OF RAYMOND LTD. SUBMITTED TO UNIVERSITY OF PUNE IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF MASTER OF BUSINESS ADMINISTRATION (MBA) SUBMITTED BY KAVITA M. PAWAR UNDER THE GUIDANCE OF PROF. AMOL KARE SIR VISVESVARAYA INSTITUTE OF TECHNOLOGY, CHINCHOLI, NASHIK- 422 101. 2012-2013 STUDENT’S DECLARATION I undersigned myself declare that, the project entitled, “ TALENT RETENTION AND EMPLOYEE ENGAGEMENT” is executed as per the course requirement of two year full time MBA program of University of Pune. This report has not been submitted by me or any other person to any other University or Institution for a degree or diploma course. This is my own and original work. Place: NASHIK Sign of student Date: Kavita M. Pawar ACKNOWLEDGEMENT A project can’t be said to be the work of an Individual. A project is a combination of views, ideas, suggestions & contribution of many people. I am extremely thankful to my project guide Prof. Amol Kare who gave me the opportunity to do this project on subject “A Study of Employee Engagement with Special Reference to Ring Plus Aqua Ltd; Sinnar” as a major part of curriculum. I wish to express my sincere gratitude to my Ring Plus Aqua Human Resources & engineering...
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...their teaching – instructors who teach courses on organizational change, OD, the history of the field, leading change, consulting skills, and organizational effectiveness and health in undergraduate and graduate programs in management, the professions, and the administrative sciences, as well as those involved in professional development and corporate education activities. More specifically, this guide provides opportunities for both new and seasoned educators to learn more about (1) the possibilities in teaching about organizational change and development; (2) ways to design courses or successful learning modules for diverse student audiences using Organization Development; and (3) suggested cases, activities, and other support materials that complement use of Organization Development. Overview of the Instructor’s Guide This instructor’s guide is divided into four parts. PART 1 provides an introduction to Organization Development: A Reader. It discusses the overall purpose and content of the book, the philosophy and central tenets that underpin it. PART 2 explores teaching with Organization Development. It contains chapter-by-chapter summaries and suggested ways to think about teaching various kinds and levels of OD and change courses. PART 3 provides a sample syllabus for a graduate-level change course, learning modules on consulting skills, teaching activities, and case suggestions. PART 4 summarizes sources for cases, films, videos, and other internet-based teaching...
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...Senior Travel Coordinator, Siddarth Shankar Deb. The paper also employs unobtrusive methods which include Content analysis of company website and life histories. In order to effectively analyse the Human resource strategies an obtrusive and unobtrusive research method has been adopted. Results of data analyzed show that the Human resource practice adopted is effective however they do have minor floss. In particular, Orientation program, Performance appraisal, Benefit plan and Job Evaluation method is poor in the areas HR management. The report finds the prospects of the company in its current position are positive but the few areas of weakness require upgradation of practice and remedial action by management. Recommendation discussion includes introduction of new practices and new changes like: • After Recruitment and selection process there should be an Orientation program about the organization and rules and regulation because it portraits the organization aptly. • An addition of a performance appraisal form which includes all the forms of appraisal like 360 degree appraisal method. • New benefit plans should be added to motivate employees to be loyal to the organization. The report also...
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...ISBN 978‐9948‐03‐638‐8 Q uality Congress Middle East 2 Dubai (7-9 April, 2008) Creating an Architecture of Quality and Excellence in the Middle East: Responsibilities, Challenges and Strategies Proceedings of Congress Edited by Najwa Sami Dham & Syed Aziz Anwar e‐TQM College P.O. Box 71400 Dubai United Arab Emirates (1) ISBN 978‐9948‐03‐638‐8 Table of Contents Foreword ___________________________________________________________________ 6 Professor Mohamed Zairi, Chairman, Quality Congress Middle East 2 ______________________ 6 Research Papers ______________________________________________________________ 7 TQM and its Implementation in Higher Education of Iran _________________________ S.A. Siadat _____________________________________________________________________ M. Mokhtaripour _________________________________________________________________ R. Hoveida _____________________________________________________________________ 8 8 8 8 Quality: From Where to Where? ___________________________________________ 12 Alan Brown ___________________________________________________________________ 12 The Impact of Educational Quality Models on Schools’ Performance in Dubai ________ 20 Kalthoom Al Balooshi ____________________________________________________________ 20 Wafi Dawood __________________________________________________________________ 20 Management Education and Development in the United Kingdom _________________...
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...outstanding leadership 2 Exceeding Expectation: the principles of outstanding leadership Contents 1. Overview 3 2. Leadership for our times 7 3. Object and methodology 8 What we did 9 4. Analysis of leadership capabilities 12 Vision 12 Creating an environment 14 Forming relationships 17 The use of Power 21 Leading performance 23 Understanding self 30 Communication 32 Contextual factors 39 Summary 44 5. What sets outstanding leaders apart 51 Think systemically and act long term 51 Bring meaning to life 55 Apply the spirit not the letter of the law 61 Grow people through performance 65 Self-aware and authentic to leadership first, their own needs second 68 Understand that talk is work 74 Give time and space to others 78 Put ‘we’ before ‘me’ 82 Take deeper breaths and hold them longer 85 Summary of the nine themes 89 6. The wall of nuance 92 7. Contacts 96 List of Figures and Tables Figure 1: The focus of leadership theory over time 8 Figure 2: A representation of the coding frame broken into key categories 10 Figure 3: Summary differences between good and outstanding leaders 50 Figure 4: the three organising principles of outstanding leadership 95 Table 1: A breakdown of the interviews conducted with leaders, direct reports and line managers 10 Table 2: Key differences between outstanding and good leaders 45 10 Exceeding Expectation: the principles of outstanding leadership 3 Leadership models tend to be conceptually derived and there are very few theories of leadership that emerge...
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...THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL by Julie A. Paleen Aronow A Research Paper Submitted in Partial Fulfillment of the Requirements for Master of Science Degree in Training and Development Approved: 4 Semester Credits Dr. Kat Lui The Graduate College University of Wisconsin – Stout May, 2004 ii The Graduate School University of Wisconsin – Stout Menomonie, WI 54751 ABSTRACT Aronow Julie Ann Paleen ________________________________________________________________________ (Last Name) (First) (Middle) THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL ________________________________________________________________________ (Title) Training and Development Dr. Kat Lui May 2004 65 ________________________________________________________________________ (Graduate Major) (Research Advisor) (Month/Year) (No. of Pages) American Psychological Association, 5th Edition ________________________________________________________________________ (Name of Style Manual Used in this Study) The coveted epicenter for the contemporary human resource professional is partnering with other internal business leaders to fulfill the organization’s mission through sound and ethical business principles and human resource practices. Over three decades, the discipline has matured into one that includes transactional practices along side the more sophisticated organizational development...
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