...Comparison Matrix Marquita S. Henderson Grand Canyon University: PSY-801 July 10, 2013 Comparison Matrix A Comparison Matrix is a grid created specifically to display information in a structural format. In week two of the PSY-801 course, students were presented with the task of completing a comparison matrix, consisting of empirical articles and details of their content. The intent of this particular document is to revisit the matrix from week two and compare the provided findings on a deeper level. The following qualitative assessment will serve as a tool of preparation for the doctoral program. The purpose of developing and reviewing a comparison matrix is to ultimately compare, contrast, and synthesize researchers’ discoveries and conclusions in their works. The comparison matrix in reference, focuses on different facets of bullying in professional environments. The first article, titled, “Individual and situational predictors of workplace bullying: why do perpetrators engage in the bullying of others?” is an examination of the explanation(s) that aggressors tend to intimidate their co-workers. The second article, “Does trait anger, trait anxiety or organizational position moderate the relationship between exposure to negative acts and self-labelling as a victim of workplace bullying?” highlights traits relative to whether or not an individual is indeed a victim of bullying and the correlation between bullying actions. The emphasis is on influences and determinants...
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...c Comparison Matrix Paper Barry Fontenot Grand Canyon University: RES-811 October 10, 2015 Comparison Matrix Paper During the last few years there has been a need to research and investigate the role of social support and the doctoral degree completion. This research will explore the effects of stress management, feeling of isolation, and networking with in the doctoral experience. Doctoral students may perform at higher rates when they participate and socialize in positive academic environments The intent of this research the role of a doctoral student seems to have been studied from the inception of time. Countless scholars have attempted to classify and identify the parts in which a doctoral scholar, and where they fit within society as well as in the realm of academia. They have also studied how social or non-social activities would have on influencing the doctoral scholars on their journey through academia. The three articles that were used further to enlighten the readers about the role and identity of doctoral did an excellent job in providing ample evidence. All three articles produced solid research questions, excellent literature reviews, substantial sample populations, and comparison of limitations, comparison of results, and definitive recommendations as well as future studies. Vickie L. Baker and Lisa Lattuca conducted this study in 2010. Development networks and learning: Toward an interdisciplinary perspective...
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...Comparison Matrix Paper Brooke Waters Grand Canyon University: LDR-802 October 22, 2014 Comparison Matrix Essay This paper compares two studies dealing with leadership strategies in work-related settings. Although the settings vary, the study of management approaches and job satisfaction are similar in each. Charles Emery and Katherine Barker’s article, “The Effect of Transactional and Transformational Leadership Styles on Organizational Commitment and Job Satisfaction of Customer Contact Personnel”, assess the effect of transactional and transformational leadership styles on job satisfaction and the accountability of customer service personnel. The research suggests that some styles of management, such as transformational leadership, may be more effective in the dedication of customer service employees. Daniel Koys’ article, “The Effects of Employee Satisfaction, Organizational Citizenship Behavior, and Turnover on Organizational Effectiveness: A Unit-Level, Longitudinal Study”, addresses the issue of whether business outcomes are influenced by employee attitudes and behaviors or vice versa. In addition, the researchers concentrate on organizational citizenship as well as employee turnover. Each research study in this paper will be addressed as Article 1 and Article 2 respectively throughout this paper. Comparison of Research Questions Both of these topics examine employee outlook and job gratification in the workplace as well as the impact employees have on customer...
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...COMPARISON MATRIX RESEARCH STUDY PAPER December 18, 2013 Gloria Knox LDR 802 INSTRUCTOR: Dan Gilbert COMPARISON MATRIX RESEARCH STUDY PAPER Introduction The first article: Leadership as Situational Factor on Personality-Performance Relationship: An Empirical Study of The Taiwan’s Office Machinery Sales Force. By Kuang-Hui Chiu Tsai Chen The second article: Leadership and Organizational Culture: Linking CEO Characteristics to Cultural Values. By Tomas R. Gilberson, Christian J. Resick, Marcus W. Dickson, Jacqueline K. Mitchelson, Kenneth R. Randall and Malissa A. Clark. The third article (from reference list of the first article): The Big Five Personality Traits and Individual Job Performance Growth Trajectories in Maintenance and Transitional Job Stages. By Carl J Thoresen, Jill C. Bradley, Paul D. Bliese and Joseph D. Thoresen Chiu and Chen, (2011), in their research explored Taiwan’s business environments and the methods of hiring and retention of well skilled and well trained employees (p.2). Only a few research studies have been done...
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...Comparison Matrix Grand Canyon University: PSY_801-0105 September 12, 2012 Introduction The purpose of this paper is to review the comparison matrix of three empirical research papers and make a comparison of the information provided. This qualitative assessment will help in preparing for doctoral journey by comparing, contrasting and synthesizing what each researcher has stated in their research papers. Article 1 was a research on workplace bullying that focused on individuals and situation predictors that engaged in bullying others. The purpose of the research was to examine the reason that perpetrators in the workplace bully their co-workers. Article 2 focused on trait anger and anxiety that may relate to individuals being labeled as victims of workplace bullying or what is the relationship between the acts of bullying. The purpose behind this study was to determine what influences are in place that causes a victim in the workplace to be bullied. Article 3 related to how employees are coping to workplace bulling and how the effects of bullying are affecting their job performance. The main purpose with this study was to determine the role of human resource management in coping with bullying in the workplace. Comparison of each matrix research questions Although all articles focused on one thing that was common and that was individuals who are being bullied; there were however, some differences in the research questions. For instance...
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...Comparison Matrix Paper This Research paper will compare two empirical articles. One is based on leadership traits and the other on leadership skills. The first journal article: Leadership Traits, Leadership Behavior and Job Autonomy of Imams in Peninsular Malaysia: A Moderated Meditation Analysis by Mutalib, M. and Abdul Ghani, A is based on leadership traits of imams in Peninsular, Malaysia. The second journal titled “Understanding the Strength of Gentleness: Soft Skilled Leadership on the Rise by Marques, Joan is based on leadership skills. The leadership traits article has two authors from two Islamic religious universities while the second article on leadership skills is written by an author. The first study examined how and cognitive ability, personality, religiosity, motivation to lead, past leadership experiences and motivation to lead can affect leadership behaviors while Marques examined in her study how “soft skills” have risen to dominate charisma of past effective leader in the recent time. In the first study the authors emphasized that the Imams traits can influence their leadership behaviors while in the second paper, Marques said that recently soft leadership skills are appreciated more by the followers than the Charisma of any transformational leader in the past. So it is very important to look at the authors questions to see what works better in the 21st century leadership. Comparison of Research...
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...Contents Preface Acknowledgments ix xiii PART ONE OVERVIEW OF STRATEGIC MANAGEMENT 1. Strategic Management The Nature and Value of Strategic Management Dimensions of Strategic Decisions 4 Formality in Strategic Management 9 Benefits of Strategic Management 11 Risks of Strategic Management 11 The Strategic Management Process 11 Strategic Management as a Process 16 Summary 18 Key Terms 19 Questions for Discussion 19 2 3 PART TWO STRATEGY FORMULATION 2. SM_Prelims.indd 17 Company Mission What is a Company Mission? 23 The Need for an Explicit Mission 24 Formulating a Mission 24 Basic Product or Service; Primary Market; Principal Technology Company Goals: Survival; Growth; Profitability 26 Company Philosophy 28 Public Image 29 Company Self-Concept 33 Newest Trends in Mission Components 33 An Exemplary Mission Statement 35 Boards of Directors 37 Agency Theory 38 22 25 2/8/2012 10:17:09 AM Contents How Agency Problems Occur 39 Problems That Can Result from Agency 39 Solutions to the Agency Problem 40 Summary 41 Key Terms 41 Questions for Discussion 41 Appendix A: Company Vision 43 Appendix B: BB&T Vision, Mission, and Purpose 3. 4. SM_Prelims.indd 18 44 Corporate Social Responsibility and Business Ethics The Stakeholder Approach to Social Responsibility 52 The Dynamics of Social Responsibility 54 Types of Social Responsibility 57 Corporate Social Responsibility and Profitability 60 Sarbanes-Oxley...
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...……………………………………………………………………………………………………4 Google’s background …………………………………………………………………………………………………5 Tesco’s background ……………………………………………………………………………………………………5 Analysis of organisational structure Google’s organisational structure ……………………………………………………………………………....6 Tesco’s organisational structure ………………………………………………………………………………….7 Comparison of Google’s and Tesco’s structure …………………………………………………….........8 Analysis of organisational culture Google’s organisational culture …………………………………………………………………………………..9 Tesco’s organisational culture ……………………………………………………………………………………..10 Comparison of Google’s and Tesco’s organisational culture ………………………………………..11 Organisational Theory’s ………………………………………………………………………………………………..12 Conclusion ……………………………………………………………………………………………………………………13 Bibliography …………………………………………………………………………………………………………………14 Introduction One of the biggest problems in today’s world for managers is managing the people. This is the reason many managers and owners need a good working organisational structure and alongside runs the organisational culture. (OB) Organisational behaviour is defined as the study of the actions and attitudes that people show within a business organisation. Behaviour studies Group dynamics and individual behaviour and the effect of organisational structure and culture on the organisations performance with the effectiveness of it. This is why changes need to be...
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...1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act as a motivator for employees. ...
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...Reference 15 Bibliography 17 1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act...
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...Expanded Comparison Matrix | Article 1 | Article 2 | Article 3 | Title/Author(s) | Transformational Leadership in the Public Sector: Does Structure Matter?Wright & Pandey | The Effect Of Transactional and Transformational Leadership Styles on the Organizational Commitment and Job Satisfaction of Customer Contact Personnel Emery & Barker | | | | | | Persistent GCU library link | http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=52860455&site=ehost-live&scope=site | http://library.gcu.edu:2048/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=27436222&site=ehost-live&scope=site | | | | | | Purpose of the studyWhat is the author’s rationale for selecting this topic? Does he build a strong case? | To test existing paradigms regarding transformational leadership. The authors suggest that public organizations are not as bureaucratic as stereotypically believed and that the performance measures in place support higher levels of transformational leadership in these organizations than might be expected based on their hierarchical structures. The author builds a plausible argument based on the need for followers to be flexible in order for a leader to motivate them beyond satisfactory performance. In addition, the structure and controls in place for public organizations might impede the effectiveness of a transformational leader. | | | | | | | Research...
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...Learner Comparison Approach in Understanding Leadership Traits and Skills Patricia Faison Grand Canyon University LDR 802 August 21, 2013 Traits and Skills Theory: A Doctoral Learner Comparison Approach in Understanding Leadership Traits and Skills Two empirical research studies were compared in the comparison matrix. The articles were located in the Grand Canyon University library. Article one written by Connelly, et al. (2000), is entitled: “Exploring the Relationship of Leadership Skills and Knowledge to Leader Performance.” Article two written by Baum and Locke (2004) is entitled:” The Relationship of Entrepreneurial Traits, Skill, and Motivation to Subsequent Venture Growth.” Article one examines leadership characteristics and capabilities. Article two contributes to the understanding of personal characteristic and the effects they may have on entrepreneur, was to examine military leaders, and civilian leadership skills which are critical in being a successful leader. Connelly, et al (2000) argues that, “the nature of the leader capacities impact leader behavior and performance.” Baum and Locke (2004) study “contributes to the revival of interest in understanding the effects of entrepreneurs’ personal characteristics importance between relationship of traits and subsequent venture growth among entrepreneurs.” Connelly, et al (2000) calculated the impacts of leadership skills, and knowledge in addition to the relationship of leader performance. The subsequent study questions...
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...ZIMBABWE SCHOOL EXAMINATIONS COUNCIL (ZIMSEC) ADVANCED LEVEL SYLLABUS BUSINESS STUDIES 9198 EXAMINATION SYLLABUS FOR 2008-2012 2 BUSINESS STUDIES ZGCE Advanced Level 9198 CONTENTS Introduction Syllabus Aims Assessment Objectives Scheme of Assessment Curriculum Content Notes for Guidance Resource List PAGE 2 2 2 3 3 10 25 3 INTRODUCTION 1.1 The aim of this syllabus is to enable Centres to develop Business Studies courses that are suitable for Advanced Level candidates. The syllabus contains largely the same body of curriculum content as the Management of Business Advanced Level syllabus (9368) and AICE Business Studies syllabus (0128) which previously were examined by UCLES. Although no previous study of the subject is assumed by the syllabus, it would be recommended that students should have done 'O' Level Business Studies 1.2 1.3 2 SYLLABUS AIMS The syllabus is intended to lead to courses that will encourage students to: 2.1 2.2 Understand and appreciate the nature and scope of business and its role in society; Develop critical understanding of organisations, the markets they serve and the process of adding value. This should involve consideration of the internal workings and management of organisations and, in particular, the process of decision making in a dynamic environment; Be aware of the economic, environmental, ethical, governmental, legal, social, technological etc issues associated with business activity; Develop skills in:...
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...Expanded Comparison Matrix | |Article 1 |Article 2 |Article 3 | |Title/Author(s) |Transformational Leadership in the Public Sector: Does Structure |The Effect Of Transactional and Transformational |The Reality of Web-Based Interaction in an | | |Matter? |Leadership Styles on the Organizational Commitment and |Egyptian Distance Education Course | | | |Job Satisfaction of Customer Contact Personnel | | | |Wright & Pandey | |Alaa Sadik | | | |Emery & Barker | | | | | | | |Purpose of the study ...
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... STUDENT NAME: AYODEJI WALE OMITOGUN SALAMI. I D: P1018205. GROUP…22B DIAGRAMPICTURE COPY FROM APQN ;( DISSOLVING BOUNDARIES FOR A QUALITY REGION FROM THE WEB.) INRODUCTION: The study is for the analyses of the concept of organisation structure, culture and behaviour. Hence organisation culture is defined as the psychology attitudes experiences, beliefs and values of an organisation. It is the specific collection of values and norms that are shared by people and groups in an organisation and control, the way they interact with each other and the stakeholders outside the organisation. And structure includes both the organisation chart and unwritten lines of power and influence that indicate whose contribution are most valued. Hanley’s four types of organisation culture are discussed as; Power culture: This is the concentration of power among a few. Role culture; this is clear delegation of authorities within highly defined structure. Task culture; is teams formed to solve particular problems. Power derives from expertise as long as a team requires expertise. And person culture exists where all individuals believe themselves superior to the organisation. All this types of culture are discussed here and their usage on the case studies. CONTAINETS………………. ORGANISATION DEFINATION AND DISCUSSION………………………………………………4……..5 TYPES OF STRUCTURES……………………………………………………………………………..5………….6 DEFINATION OF CULTURE…………………………………………………………………………7……………...
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