...Introduction Leadership can be defined as the process of influencing the behavior of others to work eagerly and passionately for achieving the predetermined goals. Leadership shows a continuous aspect of behavior. A leader is supposed to use the coercive force so that the followers abide by the instructions of the leader (Miner, 2005). This paper is based on the valuation of leadership style. This paper helps the readers to understand the leadership effectives in term of mutual affection, loyalty, contribution to work activities, and professional respect dimensions. Whether we are overseeing a team at work, captaining a sport team or guiding a major corporation, our leadership style is very important to our success. Deliberately, or subconsciously, everyone use some of the leadership styles at different points of their life like in school and collage our leadership style is different and in our workplace our leadership style is different (Bennis & Nanus, 1985). Situational Leadership (SL) In companies that goals are set and job stress level is high, it is very important for the project manager to know how to manage the team to achieve goal. Situational leadership is a leadership style that gives a project manager opportunity to behave to any situation differently. According to Boggs (2007), there are four situational leadership (SL) styles: telling, selling, participating and delegating. Telling is appropriate for those least ready to work independently and delegating for...
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...health care context Situation leadership Situational leadership theory was derived by Professor Paul Heresy and Ken Blanchard in the mid 1970s. The main pricnciple of the theory is that there is not one single best style of leadership. However, effective leadership is about adapting according to goup or individiucal and the task. That is to influence the surbodinets to achieve the particular goals. Equally important is the task that needs to be completed; the type of leadership also has to be tailored according to this to be effective. For Hersey and Blanchard is divided leadership styles and maturity. The leadership style can be further divided in to 2 arms of ‘Relationship Behaviour’ and ‘Task behaviour’. The diagram below show the leadership style according to whether high or low in each arm. Leaders using this model has to be flexible and use alternative leadership styles according to the needs. Maturity comes from adapting to the subordinate(s). The maturity of the subordinates varies according to their ‘readiness’ to carry out a given task. The readiness is due to the subordinate’s ability and confidence. If the maturity is high, this model favours ‘delegating’ style. This is often describe as having minimal leadership intervention but giving the decision making to the subordinates who possess high task readiness. This as described earlier is based o confidence, willingness and ability. By contrast ‘telling’ style is employed when the subordinates maturity...
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...Deciding How to Decide The functions of every manager in an organization is inclined on making the decisions on the organization and finding ways on how to interact with the stakeholders. Decision styles normally addresses on how the manager will be effective in terms of performance. The decision style has the strengths and weakness. Through the decision theory, the manager of the company will be able to understand the character of the employees. The Dimensions of Decision Style How the manager will run an organization through the decisions will be based on the experience that he or she has learned in the course of the management. It involves how the manager processes the information. Even though people have different ways of thinking, research has shown that there is a correlation in terms of thinking and processing of the information. The quantity of the information and complexity of the information is among the key factors that leads to disparity in decision making among the individuals. Also, the size and number of alternatives available after screening the information. The complexity and focus on the solution will depend on the number of alternatives available. The size of the information that is available to the manager is what will be used to determine the outcome of the decision. Too much information on a particular subject can lead to confusion. On the other hand, when less data is provided concerning a particular matter can lead to low or inadequate decision since...
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...Leaders, Followers and Situations Leadership can be defined as the process of influencing an organized group toward accomplishing its goals. It is a complex phenomenon involving interactions between the leader, the followers, and the situation. A thorough understanding of this interaction is a critical success factor for the effective High Performance Leader. In this interaction, the first element is the Leader. This includes concepts like personality, position, and expertise. The second element of the interactional framework is the follower. This includes concepts like values, norms, and cohesiveness. The third element is the situation. This includes concepts like the task, the environment, stress, and crisis. Leader-Member Exchange Theory describes two kinds of relationships that occur among leaders and followers: the In-group members and the Out-group members. LMX theory has broadened to include entire continuum of relationships that leaders may have with members. The theory looks at the nature of the relationship between the leader and the followers. The leader has unique personal history, which includes unique interests, character traits, and motivation. Effective leaders differ from their followers, and from ineffective leaders on elements such as personality traits, cognitive abilities, Skills, values. Another way personality can affect leadership is through temperament. Leaders appointed by superiors may have less credibility and may get less loyalty. Leaders elected...
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...to improve quality of care for the patients which in turns result in higher HCAHPS scores. This paper will also seek to discuss strengths and weaknesses of the two different leadership styles so to have a better understanding of how each works and see which one would be better suited to help increase HCAHPS scores. First we need to know what HCAHPS are and why they are so important to the healthcare industry. HCAHPS (Hospital Consumer Assessment of Healthcare Providers and Systems) has been around since 2005 and is going to effect payment from CMS for the hospitals. This payment affects the reimbursement of patients discharged from October 1, 2012 and forward. By holding health care providers accountable for both the cost and quality of care will hopefully reduce poor care and reward high performing providers. This survey that the patients participate in gives a report card on how a hospital is doing per the patient’s perspective. It also is an incentive program for the hospitals to improve their quality of care. (HCAHPS, 2013) There were three goals that shaped HCAHPS survey. First, it was designed to compare date on patients’ perception of the care they received in the hospital. That data could then be compared to other hospitals in the nation. Second, the hospitals would then report the data public with the design to create incentives for the hospitals to improve on their quality of care. Third, the public reporting holds the hospital and the providers...
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...Group norms: expected behaviour sanction by a group which regulate and foster uniform member behaviours. Norms develop due to: * Explicit statements * Critical events * Primary Explicit statements: explicit supervisor and co-worker statements can inform about group member’s expectations Critical events: in any group, critical events in a group history set precedents for the future. Primary: See tendency for the first behaviour pattern, a group displays to set group expectations. Group cohesiveness – how much members are attracted to a group, are motivated to staying it, and are influenced by one another. Group development: * Forming: Members try to assess the ground rules that apply to a task and to group interaction. Members seek information about the task, evaluate now group could interact to achieve it, and begin to test how valued their input will be. * Storming: Group members conflict with each other as they find and try to resolve differences of opinion on key issues. Issues might involve task needs and possible resistance. Conflict may arise from how members relate. Members may struggle for leadership if one is not appointed. * Norming: Group members start to build group cohesion, reaching a consensus about task performance and relationship norms. Members idiosyncrasies are accepted and people start to identify with the group members roles are clearer, the group is willing to engage in mutual problem solving. * Performing: Stage when energy...
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...4/24/2014 Paris Koutsougeras | S 1494155 | ict in business | Change Management | Chapter 3 – Organizational change This chapter provides a framework of organizational changes that occur even incrementally or radical within the organization and it tackles with some issues of organizational change such as how does the process of organizational change happen, must change be initiated and driven through by one strong personality or can it be planned collectively by a powerful group of people and also talks about the sheer momentum of change will happen. The main objective is to understand the multi-dimensional character of organizational change and analyze change in terms of its different approaches - metaphors. The opinion of Andre De Waal about organizational change and what is High Performance Organization are going to be presented. Organizational Metaphors According to Mr. Gareth Morgan Metaphor gives the opportunity to stretch our way of thinking and deepen our understanding, therefore giving us the opportunity to see things and act in new ways. Metaphor always creates distortions. We have to accept that any theory or perspective that we bring to organizational and management study, while capability of creating valuable insights, is also incomplete, biased, and potentially misleading. There are eight organizational Metaphors which are very good starting point for understanding of different assumptions of change. These are the following: * Machines ...
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...Abstract The Emotional and Social Competency Inventory (ESCI) Assessment Test was created to help to recognize one’s own feeling and others to help to motivate ourselves with managing emotions. It also helps to identify behaviors that we may display in challenging and difficult situations (Boyatzis, 2007). Also known as Emotional Intelligence (EI), the EI measures the behaviors that matters to those who desire to be effective leaders and to the relationships of others who come in contact with them. The ESCI can also be a tool for college and post-graduate students to be successful as a leader by assisting to help to work out what they may want from life, what they want from life, learn with others in groups and also help to draw on their own resources (Boyatzis, 2007). This assessment has also been used for the building up of leaders in the workplace with the development of programs that are designed specifically to “1) educate people about the relevance of emotional intelligence in the workplace, 2) assess their relative strengths and weaknesses, and 3) provide a framework to develop and enhance their ability to interact with others with greater emotional intelligence (Sala, 2005, pp. 1)”. Key words: Emotional Intelligence, behaviors, leadership development ECPI Assessment Report Being a leader can be very challenging and as a leader, one must learn to adjust and adapt to situations, change and personal behaviors of not only those you are leading but your own response...
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...Organizational theory NEOCLASSICAL AND MODERN THEORIES OF MANAGEMENT TABLE OF CONTENTS Introduction 3 I Company background II Human Resource Department 2.1. Recruitment and Placement 2.2. Training and Development 2.3. Compensation 2.4. Employee Relations III Evaluation measurement Conclusion 17 Reference 18 Introduction This assignment is an overview of two important areas of management: Neo-classical and Modern theories. It will provide a general description of each of these management theories together with observations on the environment in which these theories were applied and the successes that they achieved. I NEO-CLASSICAL THEORY (1920s-1950s) The Traditional classical theory and its principles are attacked on the ground that they are contradictory, pay little attention to motivation, and make hasty pronouncements on what should be done without examining time assumptions underlying such pronouncements. As such, these principles do not represent the heart of knowledge of management but a small part of the total body of administrative management. As a reaction to schools of classical theory which over-emphasized the mechanical and physiological characters of management, came up the schools of neoclassical theory with a more human-oriented approach and emphasis on time needs, drives, behaviors and attitudes...
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...mission and fat profits, community and competition. So they adopt metrics, rules and processes. How different is Gore from other companies from this perspective? In relation to freedom and responsibility, Gore attempts to achieve both. The freedom for Gore does not mean that every staff or executive can work freely and make decision in the absence of following any sets of rules or guidance. Rather, freedom for Gore is strictly defined according to its sophisticatedly built-up enterprise culture, and they are as the followings. Gore’s Culture Key Concepts No titles, hierarchy, or a conventional structure. Associates To have belief in the individual are given the chance to work out their own problems power of small teams without an intermediary Discretionary time to explore Ideas are encouraged and making mistakes is viewed as new ideas & concepts part of the creative process Leadership emerged naturally by gaining and Deep Knowledge demonstrating special knowledge, skill, or experience No assigned tasks. Associates choose which projects to Commitments, not titles sponsor by committing their resources Personal Relationships built on Personal responsibility to connect and build their own trust lattice Freedom for Gore rather means that each member, regardless of his or her position, is free to speak up own opinions and is free to make any commitments on an equal footing. Members assist each other to develop through discussing and feed backing. All actions or decisions are strictly evaluated...
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...CHAPTER 1: ORGANIZATIONAL BEHAVIOR Organizational behavior is the study of both group and individual performance and activity within an organization. Internal and external perspectives are two theories of how organizational behavior can be viewed by companies. Question that is asked in the Manager of Don Juan: What are the common problems that your company/establishment usually encounter with regard to the organizational behavior? Actually for now, we doesn’t have any problems with our employees but there are times where we are having problems in our organizations like misunderstandings, lack of manpower and tardiness of an employee. Of course, everybody has their own attitude, sometimes they are not listening on each other’s suggestions the reason why some employees doesn’t understand each other’s point. It is difficult for me to handle this kind of problem because we’re just in one team, and they don’t care to understand the point of each other. Another common problem is that although we have lots of waitresses, still, we are not capable to satisfy the guests without the waiters. We all know that men are more flexible than women. Our restaurant is open for lunch and dinner and also on midnight because Don Juan is also a bar and because of this, we need waiters more than waitresses specially on midnight to satisfy the needs of the guests really fast. Another problem is that employees are sometimes late, tardy, and stressed. As a manager, I’m always asking them what’s their...
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...then went on to complete a dual MBA (specialization in health care management) and PhD (nursing) program at the University of Pennsylvania. Her motivation to leave the clinical setting and become a nurse leader was fueled by her desire to make a difference. After obtaining her advanced degrees, she obtained a faculty position at Georgetown University and worked there for 5 years until a colleague recommended her for a graduate chair position that opened up at Howard University....
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...directly interact with customers helped the mass customisation as well as the preserve of the profit margin * Followed the trend that Intel & Microsoft shaped * International geographic expansion 2. R&D, Logistics & Production: * Virtual integration with suppliers * Followed (progressively for this era) Just-in-time logistics reducing inventory costs, shortening the sell cycle. * Good MRP production cut cost of storage, shorten the supply line * Customization product to follow customers’ particular needs as much as possible (build to order system) * Built production plant in different countries to reduce cost for its international geographic expansion 3. Marketing & Sales: * Direct channel model: reduced cost of middle channels, aimed at the high velocity, and distributed value and provided capable opportunity for cross selling and up selling. (good performance on retaining this customer segment) * Flexible online channel store that contributed to up selling & cross selling by complementing the physical direct channel * Efficient multichannel customer service, customer-centred service orientation, completed online service to interact closely with customers * Clear recognition of different segments and design the best models to fulfil different needs of different segments in a cost effective way * Attitude of continuously seeking the next high margin product/service market 2. How would you...
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... enlightened to find the shared approach to leadership at work and successful. Whereas, my exposure to the individualist focus inherent in leadership research is now a collective activity of my decentralized team. Therefore, the management dilemma is traditional leadership has transformed from a set of individual characteristics to focus on its didactic, shared, and relational character, facing complex social dynamics. This dilemma can be reduced to a research question of: How do team members work together to form and develop leadership in the team context? Create a Proposition or a Hypothesis based on the management dilemma/research question above. The hypothesis or proposition should be one of the following: § Relational Hypothesis – describes the relationship between two variables with respect to some case; relationships are correlational or explanatory. The...
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