...Corporate Governance Aikaterini Dimitriou 1030771 Boards of Directors’ Composition and Financial Performance: The Columbia Sportswear Case Aikaterini Dimitriou 1030771 Contents I. Introduction ...................................................................................................................................... 2 II. Theoretical Background ................................................................................................................ 2 A. Board composition; .................................................................................................................... 3 B. Board size. ..................................................................................................................................... 3 C. Outsiders' representation. ....................................................................................................... 3 D. Minority Representation. .......................................................................................................... 4 E. Summary ........................................................................................................................................ 5 III. The Case: Columbia Sportswear Company .......................................................................... 5 A. About the company ..............................................................................................................
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...Leadership is common term used by various groups. With that being said to define leadership is quite simple, but at the same time complex. Merriam-Webster defines leadership as a position as a leader of a group, organization, etc. It is also explains during the time when a person holds the position of leader, or the power or ability to lead other people (Webster). These few words give us a very vague since of what leadership actually consists of. Particularly when looking at a leaders ability to lead people. The first question that could be asked is by what means is this accomplished? One of the things I will attempt to explore is some of the numerous dimensions of leadership, while analyzing different leaders and cultures and organizations that have been on the receiving end of this leadership. The various questions concerning leadership are as intriguing, as the various answers that surround them. This also allows to explore the topics, of what is a good leader? Are leaders born or made? Though there are various answers to these questions, but few would argue that leadership is the integral part to the success of an organization. When you look at a plant seed, you don’t know how big a plant or tree will become. It requires water and other things for its potential to be revealed. A growth mindset is like your intellectual water that pushes you to your potential. A fixed mindset is like a seed without water if you are not careful, it can artificially and prematurely...
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...BIBLOGRAPHY Aiken, Michael; Hage, Jerald. December 1968. Organizational Interdependence and Intra- Organizational Structure. American Sociological Review. Vol. 33 Issue 6, p912-930. Bhargava, Shivganesh; Sinha, Beena. April 1992. Prediction of Organizational Effectiveness as a Function of Type Of Organizational Structure. Journal of Social Psychology. Vol. 132 Issue 2, p223-231. Brossard, Michel; Maurice, Marc. Spring 1976. Is there a Universal Model of Organizational Structure? International Journal of Sociology. Vol. 6, Issue 1 p41-75. Chegini, Mehrdad Goudarzvand. (2010). The Relationship between Organizational Culture and Staff Productivity Public Organizations. Journal of Social Sciences. Vol 6 Issue 1, p127-129. Clegg, Stewart; Kornberger, Martin; Rhodes, Carl. May 2007. Organizational ethics, decision making, undecidabilty. Sociological Review. Vol 55, Issue 2, pg393-409. Causon, J. (2008). The diversity advantage. Engineering and Technology. Vol 3 Issue 18, p78- 81. Dani, S; Burns, N; Backhouse, C; Kochhar, A. June 2006. The Implications of Organizational Culture and Trust in the working of Virtual Teams. . Proceedings of the Institution of Mechanical Engineers -- Part B – EngineeringManufacture. Vol. 220 Issue 6, p951-960. Doyle, Robyn; George, Usha. Feb 2008. Achieving and Measuring Diversity: An Organizational Change Approach. Social Work Education. Vol 27 Issue 1, p97-110. ...
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...LEADERSHIP SYYLE OF VIKRAM PANDIT (CITIGROUP) [pic] Individual's leader style was produced in their initial youth. Throughout the process, one's principle intelligent leadership could be influenced by nature's domain and instruction that could be additionally affected by the level of confidence and responsiveness. As stated by (Nanjundeswaraswamy and Swamy, 2014) Leadership is a social process of persuasion in which the leader looks for the voluntary interest of subordinates in an exertion to achieve association objectives. A leader might be characterized as an individual who delegates or impacting others to act in order to do specified goals. Today's associations need compelling persons who comprehend the complexities of the quickly changing nature. On the other hand if the job is very organized and the leader has great association with the representatives, adequacy will be high from the workers. The leadership is a process that is dependent upon the aggregation in which the leader impact the devotees by utilizing their authority thought and movement (Northouse,2010).During the process, it is liable to cause misjudging and clash that normally be seen as correspondence issue or diverse personalities. Nevertheless, the cover of it possibly will be accomplished the same as different leadership style (Darling and Laffel,2010).Difference in leadership style normally disappoint peoples or even understand a disregard in entrepreneurial based associations....
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...Leadership Development at 3M: New Process, New Techniques, New Growth Margaret Alldredge, Cindy Johnson, Jack Stoltzfus, 3M; Al Vicere, Smeal Coiiege of Business,The Pennsylvania State University; and the 3M ALDP Design Team rom the moment she first shook his hand in a receiving line after his arrival at 3M, Margaret Alldredge, staff vice president, Leadership Development and Learning, knew Jim McNemey was passionate about developing leaders. McNemey was fresh from an enormously successful career at GE. He talked of implementing Six Sigma (a rigorous process designed to improve productivity, increase profits, and enhance customer service) and shared his view that Six Sigma was not only about process improvement but aiso a way to develop leaders rapidly. He also suggested that 3M might be ripe for the establishment of its own "Crotonville," GE's vaunted center for cultivating leadership talent. That first meeting set into motion the creation of a new, intense, and exciting approach to developing 3M's leaders. F HUMAN RESOURCE PLANNING 45 One of Jim McNemey's first questions after arriving at 3M Company as its new CEO was, "What are we doing here to develop leaders?" The response from the 3M leadership development team convinced him ihe company could do more to develop high-potential talent. Almost immediately, he challenged the team to craft an intensive leadership development strategy that would rival that of his prior employer, GE. This article chronicles our...
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...is minimal and white male privilege is very tangible. This type of organization may have women and marginalized members within the workforce, but not in positions of leadership and power. The plural organization has a more heterogeneous membership than the monolithic organization and takes steps to be more inclusive of persons from cultural backgrounds that differ from the dominant group. This type of organization seeks to empower those from a marginalize standpoint to encourage opportunities for promotion and positions of leadership. The multicultural organization not only contains many different cultural groups, but it values this diversity. It encourages healthy conflict as a source of avoiding groupthink. Leadership The culture of an organization is reflective of the leadership. Exploring organizations that have experienced dramatic culture shifts, such as NASA from the height and success of the Apollo era to the demise of the Challenger and Columbia days, it is evident that the culture was in large part affected by the top leaders. A study of successful multicultural organizations as opposed to monolithic and plural organizations can be understood by applying theories of leadership which have evolved over time. Trait leadership theory suggests that leadership is dependent on physical and social attributes of the individual and greatly based on European cultures.Theories that deal with power and...
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...EMPLOYABILITY SKILLS AND STUDENTS’ SELF-PERCEIVED COMPETENCE FOR CAREERS IN THE HOSPITALITY INDUSTRY ________________________________________________________________________ A Dissertation Presented to the faculty of the Graduate School University of Missouri-Columbia Columbia, Missouri ________________________________________________________________________ In partial Fulfillment Of the requirement for the Degree Doctor of Philosophy ________________________________________________________________________ by GODWIN-CHARLES OGBEIDE Dr. Robert Terry, Jr., Dissertation Supervisor DECEMBER 2006 The undersigned, appointed by the Dean of the Graduate School, have examined the dissertation entitled EMPLOYABILITY SKILLS AND STUDENTS’ SELF-PERCEIVED COMPETENCE FOR CAREERS IN THE HOSPITALITY INDUSTRY Presented by Godwin-Charles A. Ogbeide A candidate for the degree of Doctor of Philosophy And hereby certify that in their opinion it is worthy of acceptance. _____________________________________________ Robert Terry, Jr., Ph.D., Agricultural Education _____________________________________________ Bryan L. Garton, Ph.D., Agricultural Education _____________________________________________ Robert M. Torres, Ph.D., Agricultural Education _____________________________________________ James Groves, Ph.D., Hotel & Restaurant Management _____________________________________________ Seonghee Cho, Ph.D., Hotel & Restaurant Management ACKNOWLEDGMENTS...
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...Review of Research School Leadership Study Developing Successful Principals Stephen Davis Linda Darling-Hammond Michelle LaPointe Debra Meyerson Stanford Educational Leadership Institute Commissioned by The Wallace Foundation SELI Stanford University School of Education 520 Galvez Mall Stanford, CA 94305-3084 Phone: 650.724.7384 Fax: 650.723.9931 Email: principalstudy@stanford.edu http://seli.stanford.edu This report was commissioned by The Wallace Foundation and produced by the Stanford Educational Leadership Institute in conjunction with The Finance Project. © 2005 Stanford Educational Leadership Institute (SELI). All rights reserved. Principals play a vital role in setting the direction for successful schools, but existing knowledge on the best ways to prepare and develop highly qualified candidates is sparse. What are the essential elements of good leadership? How are successful leadership development programs designed? What program structures provide the best learning environments? What governing and financial policies are needed to sustain good programming? “School Leadership Study: Developing Successful Principals” is a major research effort that seeks to answer these questions. Commissioned by The Wallace Foundation and undertaken by the Stanford Educational Leadership Institute in conjunction with The Finance Project, the study will examine eight highly developed pre- and inservice program models that address key issues in developing strong...
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...Buffett took what he learned as a young boy about selling everyday items like gum and used the same philosophy in making billions in the stock market. As a young boy shades of brilliance were apparent, selling lemonade, bubble gum, then the purchase of pin ball machines for use in barber shops and then selling them for a profit. Buffett began trading stocks at a young age with success. It was obvious Buffett knew what he was doing as an adolescent and I think this set the foundation’s for his strategies later in life. It also shows that he would not invest something he was not familiar with. Who is not familiar with gum, lemonade and pin ball as a kid?? Warren Buffett was first exposed to formal training in investing at Columbia University, where Buffett studied under Prof. Ben Graham. Graham developed a method that identified undervalued stocks and this was Buffett’s cornerstone approach of what is now called “valued investing”. From 1962 up through the 80’s Buffett really made his mark on the financial institutions across the US. In 1965 Buffett took a risk with Berkshire Hathaway, at first did not pan out but in 1967 with the purchase of stocks in two separate companies it showed how Buffett’s patience has paid off. In 1970 when he became CEO of Berkshire, this was the mark that changed investing for everyone in...
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...Foreign Policy Module Summative Assessment Question 1: Foreign policy must be formulated in accordance with the national interest’. Evaluate this claim which is attributable to realist thinking on foreign policy. * * According to realist thinking on foreign policy, international relations and politics are formulated in accordance with national interest. This presupposes that the key actors in International Relations are sovereign states that behave similarly regardless of their type of government. As well, a state of anarchy is at the fundamental core of this argument and national interests of egoistic states as the main outward presence in international realm. Classic Realism, originally emerged from the European concert of aristocratic diplomacy. By evaluating this claim, this essay will reassert the position and importance of Offensive and Defensive Realism in our contemporary post 9/11 world. These are respectively neoclassical realism and neorealism. Firstly, a detailed account of realism will be produced highlighting the emergence of national interest as the fundamental feature or goal of sovereign states. This is done either through the maintenance of a status quo or aspiration of accumulating influence. It will be concluded that Defensive Realism or neorealism is the principal theoretical sub-school in according this claim any legitimacy. Secondly, a general evaluation of neorealism in post 9/11 world will be provided; and a comparison, and ultimately an...
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...IKEA: Leadership Leads to Product Innovation and Globalization Human Resource Management IKEA: Leadership Leads to Product Innovation and Globalization IKEA is a worldwide furniture retailer which sells ready-to-assemble furniture. The IKEA story started in 1926 by its founder ‘Ingvar Kamprad’ was born is Southern Sweden. He was raised on ‘Elmtaryd’, a farm near the small village of ‘Agunnaryd’ if we added all the quotes we can see how the IKEA name was created. The following time table shows how IKEA became an international retailer in 40 countries around the world. Now IKEA is the world’s largest furniture retailer and seller of ready-to- assemble furniture, as we can see from the previous time table that IKEA is expanding globally in different regions all around the world, they has 338 stores in 40 different countries. And in 2012 IKEA achieved 8% growth in profit compared to the previous year, they reached $4.34 billion. Vision: To create a better everyday life for the many people. Mission: Offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them. With the set vision and mission they are focusing on three main business ideas: * Product Range and Innovation: IKEA products are known for its quality and innovation, they try to create unique products that offer home furnishing solutions for every room in the home, making sure that these products meet daily wants and...
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...Lecture 1: 1. What Are Organizations? Organizations are social inventions for accomplishing common goals through group effort. * Social Inventions mean that their essential characteristic is the coordinated presence of people. The field of organizational behaviour is about understanding people and managing them to work effectively. * Goal Accomplishment: organizational survival and adaptation to change are important goals. The field of organizational behaviour is concerned with how organizations can survive and adapt to change. Example: People have to be motivated to join and remain in organization; carry out their basic work reliably, productivity, quality and service; be willing to continuously learn and upgrade their knowledge and skill; and be flexible and innovative. * Group Effort: organizations depend on interaction and coordination among people to accomplish goals. The field of organizational behaviour is concerned with how organizations to get people to practice effective teamwork. 2. What Is Organizational Behaviour? Organizational behaviour refers to the attitudes and behaviours of individuals and groups in organizations. 3. Goals of Organizational Behaviour are effectively predicting, explaining, and managing behaviour that occurs in organizations. * Predicting organizational behaviour and events. * Explaining organizational behaviour and events in organizations. (Why event occur). * Managing organizational behaviour by...
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...MN 325-final test 1. The Vroom-Yetton Leadership Model—indentify and explain the five decision-making styles. Explain how three of the situational factors affect the degree of involvement by subordinates. The question will indicate which factors to explain and a general response is expected. ∙ Autocratic I (AI)—a manger solves a problem using the information that is already available ∙ Autocratic II (AII)—a manager obtains additional information from subordinates and then solves the problem ∙ Consultative I (CI)—a manager shares the problem with subordinate on an individual basis and obtain their ideas and suggestions. Again, the manager chooses a solution to the problem at hand ∙ Consultative II (CII)—a manger shares the problem with subordinates as a group. The final decision may or may not reflect subordinate input ∙ Group (G)—a manager meets with subordinates as a group. However, the manager acts as a chairperson who focuses on directs discussions, but does not impose his or her will on the group. True subordinates’ participation, in a democratic sense, is sought. ∙ Situational factors: o (A)—does the problem posses a quality requirement? o (B)—Do I have sufficient information to make a high-quality decision? o (C) –Is the problem structured? o (D)—Is acceptance of the decision by subordinates important for effective implementation? o (E)—If I were to make the decision by myself, am I reasonably certain that it would be...
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...Organizational Dynamics, Vol. 33, No. 2, pp. 128–142, 2004 ß 2004 Elsevier Inc. All rights reserved. www.organizational-dynamics.com ISSN 0090-2616/$ – see frontmatter doi:10.1016/j.orgdyn.2004.01.002 Lessons in Organizational Ethics from the Columbia Disaster: Can a Culture be Lethal? RICHARD O. MASON ‘‘Houston We Have a Problem.’’ A Message Never Sent or Received. On February 1, 2003, the Space Shuttle Columbia, on its way to its landing site in Florida, blew apart in the skies of East Texas. Its seven-member crew perished. The $2 billion ship was lost; some destruction occurred on the ground, and considerable cost was incurred to recover debris scattered over several states. The disaster sounded an eerie echo from the past. Seventeen years earlier the shuttle Challenger exploded 73 seconds into flight due to an O-ring malfunction. All seven crewmembers were also lost. And, about 11 years before that, the cabin of Apollo 1 burst into flames on its pad. Three crewmembers were killed. Within a day, as NASA policy requires, an internal investigation team of six ex officio members was formed. Harold Gehman Jr., a retired admiral who was NATO supreme allied commander in Europe, was appointed to chair it. A veteran of several military investigations, including the bombing of the U.S. Cole, Gehman, in an initially unpopular move, broadened the inquiry to include the agency’s organization, history and culture. Sean O’Keefe, NASA’s administrator, was incensed that the investigation...
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... Here he gained a deeper understanding of how he believed that men should live their life, living a meager life on a ranch taught him life lessons that he carried with him into his political world. A huge proprietor of the “strenuous life”, Theodore Roosevelt believed that the young men of the world were becoming less dedicated and physically strong individuals as there was not something to spur them to action like a war. He eagerly resigned from his position as Assistant Secretary of the Navy and served in the Spanish-American War with his Rough Riders, something he could attribute to his rugged nature. He feared that men did not become warriors by working indoors… What was needed, he said, were strong men who understood that a leader ‘in the arena’ required courage, endurance, and strength that came from a vigorous life. Strenuous sports provided the training and experiences necessary for leadership. With physical strength came moral strength, both necessary to form men who would use action to achieve their aims. This propelled the rise of Muscular Christianity, a philosophy that put physical and spiritual strength hand in hand for the proper development of young boys. Groups like the YMCA formed to follow this philosophy, harmonizing the mind, body, and soul. Roosevelt also believed strong action was the way to create a happy and victorious nation, even if efforts were marked by failure, there would be eventual triumph. An active man was someone who could achieve whatever...
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