...Journal Entry of a Subordinate Group Member Dear journal, the term African American is usually associated with people living within the western hemisphere that their descendent originated from Africa. Though not voluntary Africans were brought over to what is now known as the United States as slaves. This is how we, became known as African American. I am an African American and this is my story. The migration and colonization started around the 17th century when Africans were transported from West Africa to America as slaves. We were sold or traded to colonists who were already established in the New World. Primarily as labors to develop the country a second migration movement came after the Revolutionary War when more Africans were involuntary brought over to the eastern portion of the states primarily in Alabama, Mississippi, Louisiana, and Tennessee. In the late 1800s there was an estimated 4,000,000 black slaves in the states and mostly in the southern region. After several indifferences within the country a Civil war began in 1861 and lasted until 1865. This was an effort to unify the nation and to end slavery as we know it. President Lincoln emancipated the slaves in 1863 but it wasn’t until 1865 that the 13th amendment was added into the Constitution of the United States abolishing slavery completely. Then came the reconstruction period as we the nation tried to rebuild itself with the war ended and the country moving in a new direction. Many of the previously owned...
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... |College of Humanities | | |COMM/400 Version 5 | | |Management Communication Skills | Copyright © 2010, 2008, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course focuses on identifying and developing the communications skills necessary to manage individuals and groups successfully within business and work organizations. Students will identify their management communication styles and will assess and improve their effectiveness in the areas of interpersonal communications, group dynamics, diversity, motivation, team building, and conflict resolution. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities...
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...values of various other racial and ethnic communities. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Schaefer, R, T. (2006). Racial and ethnic groups (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall. Axia College’s Writing...
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...Management is as diverse as one’s fingerprint and no two managers in the same situation will necessarily have the same approach, thought processes, or outcomes. There are many managers in the business world. Some examples are: finance managers who are geared toward the financial success of the company, purchasing managers, who deal with product management and there are human resource managers, who deal with policy, procedures and employee relations. Each of these managers has a specific job function in the company. Management roles vary within a company and can also vary based upon departmental functions. This paper will discuss the three basic components in managerial roles, interpersonal and individual performance, develop employees, and plan and allocate resources. These roles will help the manager to identify the stage competency of the employee and how much the employee is ready to maintain and grow in his / her career development. Interpersonal managers provide direction and supervision for the employee and the company as a whole. The interpersonal manager’s character typically includes leadership function as a figurehead, motivator and directional authority. Most of the successful interpersonal managers have acquired their skill sets through experience and engaging with employees, peers, and superiors over time. Senior management lecturers Deepa Sethi and Manisha Seth reference Peter Hartley’s definition of interpersonal skill, “Hartley (1999, p. 20) defines interpersonal...
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...National Knowledge Commission Working Group on Legal Education REPORT OF THE WORKING GROUP ON LEGAL EDUCATION Background 1. The National Knowledge Commission (“NKC”) was established by the Prime Minister of India in 2005 to recommend and undertake reforms in order to make India a knowledge-based economy and society. An important constituent of the NKC’s functions is professional education, particularly in the field of legal education. In light of its significance, the NKC constituted a Working Group on legal education in the country. The members nominated by the Chairperson of the NKC, Mr. Sam Pitroda, to the Working Group are Justice Jagannadha Rao (Chair), Justice Leila Seth, Dr. Madhav Menon, Dr. B.S. Chimni, Dr. Mohan Gopal, Mr. P.P. Rao and Mr. Nishith Desai. The Terms of Reference of the Working Group are as follows: a. Identify constraints, problems and challenges relating to curriculum, teaching, infrastructure, administration and access. b. Recommend changes and reforms to address the problems and challenges relating to curriculum, teaching, infrastructure, administration, and access. c. Explore methods of attracting and retaining talented faculty members. d. Suggest measures to develop a research tradition in faculties of law and law schools. e. Suggest innovative means of raising standards and promoting excellence in legal education situated in the wider social context. f. Suggest ways of incorporating emerging fields of legal education in teaching and curricula...
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...1. the forgotten group member case study www.scribd.com/doc/.../the-forgotten-group-member-case-study You +1'd this publicly. Undo Sep 19, 2011 – ► 2. Online Cases - Wiley www.wiley.com/college/man/schermerhorn332879/.../frame00.htmCached You +1'd this publicly. Undo 10+ items – Online Cases are updated versions of the textbook case studies ... * • Sun Microsystems – Ch. 2 High Performance Organizations – Human resource ... * • Harley Davidson – Ch. 3 Global Dimensions – Leading; corporate culture ... * • Steinway Piano – Ch. 9 The Nature of Groups – Job design; quality; innovation ... 3. Case 9 The Forgotten Group Member Essay, Case 9 The ... - Essays essaysbank.com/search/Case+9...Forgotten+Group+Member/9Cached You +1'd this publicly. Undo 250.000 FREE Case 9 The Forgotten Group Member Papers & Case 9 The Forgotten Group Member Essays at ... Case Study Of Carnival Corporation, 6 / 1450 ... 4. Case 9 The Forgotten Group Member Essay, Case 9 The Forgotten ... essaysbank.com/search/Case+9++The+Forgotten+Group+MemberCached You +1'd this publicly. Undo 200+ items – 250.000 FREE Case 9 The Forgotten Group Member Papers & Case ... * • Case 9 ? The Forgotten Group Member – 2 / 526 * • A leader or member of the group – 1 / 223 * • Journal Entry Of A Subordinate Group Member – 3 / 796 Show more results from essaysbank.com 5. Free Reports on You Have Forgotten Yourself And That | 91 through ... www.essaydepot...
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...assessment paper will be the consolidation of all the entries of my LSA journals which are actually implementation of all the different ideas and concepts of leadership that is introduced in this BSAB 371 module. In this paper, we will also look into how the various theories, ideas and concepts of leadership based on my personality and leadership competencies applied to the ten aspects; leadership philosophy, leadership personal skills, leadership, human resource management, team building/team solving, diversity change management, ethics, leadership development in follower, managing quality in workplace and leadership and spirituality. LEADERSHIP PHILOSOPHY My basic philosophy on leadership is very simple and straightforward. A person is deemed to possess good leadership when he or she is able to get things done fast with minimal fuss. As such these are the kind of leaders who will be well respected by their followers. In leadership, there are some key qualities that every good leader should possess, and learn to emphasize in order to lead efficiently and be respected by all. The Leadership Self-Assessments (LSA) journals that is incorporated in part of this module has made realized what kind of leader I am and what are the areas that I can work and improve on in my leadership skill development in my bid to become a better leader in future. In this paper, I will include the various results of the LSA journals to support my current behavior, abilities, and actions...
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...Case Study 2 – Does This Milkshake Taste Funny? Clinton E Harris Texas A&M University – Commerce February 15, 2014 Introduction George Stein is a college student hired by Eastern Diary. Without any training, George was immediately assigned to the night shift who operated without supervision. The night shift was led by another laborer named Paul Burnham who was given the production orders by the plant supervisor as he was leaving for the day. The night crew was given two objectives, to complete the assigned production runs and clean the machinery before the night shift was over. Stein’s dilemma began when contaminated milkshake mix was clogging the filtration system of the equipment. Burnham instructed Stein, after several attempts to clear the clogging, to remove the filters altogether to ensure the batch completed before the end of the shift. Removal of the filters meant that the maggots that were contaminating the mix would be allowed to flow into the customer’s end product. There are several key management deficiencies that led to the dilemma faced by Stein and the night crew. First, Burnham’s decision making process and the lack of quality standards are indications that the company’s cultural climate is not focused on producing a quality dairy product. Second, the absence of a formal leadership structure allowed a young crew of unsupervised workers to waste company time and resources which resulted in a poor decision to meet the expectation of completing the...
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...International Journal of Intercultural Relations 35 (2011) 49–60 Contents lists available at ScienceDirect International Journal of Intercultural Relations journal homepage: www.elsevier.com/locate/ijintrel Cultural distance and expatriate job satisfaction Fabian Jintae Froese a,∗ , Vesa Peltokorpi b,1 a b Korea University Business School, Anam-dong, Seongbuk-Gu, Seoul, 136-701, Republic of Korea HEC School of Management, Paris, 78351 Jouy en Josas, France a r t i c l e i n f o a b s t r a c t Despite its strong impact in domestic settings on job performance, organizational commitment, stress, and turnover intentions, job satisfaction has received little attention in the literature on expatriates. This paper analyzes the predictors of job satisfaction that may arise in an expatriate context. Drawing on the cultural distance perspective, we propose that the national cultural distance, supervisor’s nationality, host-country language proficiency, expatriate type, and company nationality are important determinants of expatriate job satisfaction. Survey results from 148 expatriates in Japan demonstrate that national cultural distance, supervisor’s nationality, and expatriate type have a statistically significant influence on expatriate job satisfaction. Theoretical and practical implications are provided. © 2010 Elsevier Ltd. All rights reserved. Article history: Accepted 25 October 2010 Keywords: Expatriates Job satisfaction Cultural distance Japan In an...
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...into the leader component in SLT. This paper begins with an exploration of the basic tenets of the two theories. From this foundation, it explores the importance of the leadership-employee relationship, advantages of SLT, limits/challenges of SLT, and recommendations on how best to utilize SLT for organizational change. Basic Tenets of the Two Theories Trait and Situational theories of leadership provide two different views into what comprises effective leadership in general and then, specifically, in times of organizational change. The first one has an almost-exclusive focus on exploring which personality traits influence leader emergence and effectiveness. SLT, on the other hand, delves into the changeable nature of the leader-subordinate relationship. Trait Theory focuses on personality traits and how they...
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...LEADERSHIP AND EXPECTATIONS: PYGMALION EFFECTS AND OTHER SELF-FULFILLING PROPHECIES IN ORGANIZATIONS Dov Eden Tel Aviv University The Pygmalion effect is a type of self-fulfilling prophecy (SFP) in which raising manager expectations regarding subordinate performance boosts subordinate performance. Managers who are led to expect more of their subordinates lead them to greater achievement. Programmatic research findings from field experiments are reviewed, and our present knowledge about the Pygmalion effect in the management of industrial, sales, and military organizations is summarized. A model is presented in which leadership is hypothesized to be the key mediator through which manager expectations influence motivation, effort, and performance. The subordinate self-efficacy, performance expectations, behaviors that comprise the Pygmalion Leadership Style are described. Besides creating the one-onone Pygmalion effect, additional ways for managers to assert their leadership by creating productive organizationwide SFP are suggested. An agenda for research on SFP applications is proposed. Expectations play an important role in determining leadership effectiveness. Scholars and practitioners have assumed for a long time that leaders who expect more get more (e.g., Likert, 1961, 1967; McGregor, 1960). Despite this general awareness, until recently there was little empirical research illuminating how and why leader expectation effects operate...
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...Chronicle Entry Groneg Francois U04A1 Leadership Learning Chronicle, Parts 1 and 2 Dr. Bostain Capella University Unit 1 and 2 were about getting knowledge on what leadership is and what types of leaders are there. The definition of leadership has been in between two options, some believe you are born with it others believe you can develop such traits and skills. According to our text, Rost (1991) discovered over 200 definitions for leadership while studying materials from 1900 to 1990 (Northouse, 2013). Something that stood out to me was according to a trait perspective; it is believed that certain people are born with leadership traits. This approach assumes that only certain people are capable of being leaders and that the traits and skills cannot be learned. The trait approach also only focuses on the leader and not the followers or the situation. This perspective does identify specific traits that are associated with leadership and include: intelligence, self-confidence, determination, integrity and sociability. The skills approach assumes a broader perspective and takes into consideration personality traits along with skills and abilities. Career experiences and environmental influences are also taken into contemplation since both can have a significant impact on leadership effectiveness (Northouse, 2013). The important aspect of leadership is the social influence in which one person can enlist the aid and support of others in the accomplishment of a common task...
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...ESADE WORKING PAPER Nº 239 September 2012 Value congruence in organizations: Literature review, theoretical perspectives, and future directions Yuanjie Bao Simon Dolan Shay S. Tzafrir ESADE Working Papers Series Available from ESADE Knowledge Web: www.esadeknowledge.com © ESADE Avda. Pedralbes, 60-62 E-08034 Barcelona Tel.: +34 93 280 61 62 ISSN 2014-8135 Depósito Legal: B-3449-2012 Value congruence in organizations: Literature review, theoretical perspectives, and future directions Yuanjie Bao* ESADE Business School, Future of Work Chair, Ramon Llull University Av. Torreblanca 59, 08172, Sant Cugat del Vallès, Barcelona, Spain yuanjie.bao@esade.edu Simon L. Dolan ESADE Business School, Future of Work Chair, Ramon Llull University Av. Torreblanca 59, 08172, Sant Cugat del Vallès, Barcelona, Spain simon.dolan@esade.edu Shay S. Tzafrir Department of Human Services, University of Haifa Mount Carmel, Haifa, 31905, Israel stzafrir@research.haifa.ac.il September 2012 Abstract Extant literature on value congruence is fragmented due to different methodological treatments and theoretical perspectives. Proposing a typology of the value congruence concept, this paper reviews several key themes in value congruence research including staffing, socialization, leadership, job attitudes, performance, among others. By reviewing related antecedents and outcomes, discussing underlying theoretical perspectives, and highlighting future directions, this paper integrates...
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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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...Academy of Management Journal 2009, Vol. 52, No. 3, 527–544. CHANGE IN NEWCOMERS’ SUPERVISOR SUPPORT AND SOCIALIZATION OUTCOMES AFTER ORGANIZATIONAL ENTRY MARKKU JOKISAARI Finnish Institute of Occupational Health JARI-ERIK NURMI University of Jyväskylä Using a four-wave longitudinal research design and a latent growth modeling approach, we modeled change in newcomers’ perceived supervisor support and socialization outcomes (role clarity, work mastery, job satisfaction, and salary). Further, the role of perceived supervisor support in socialization outcomes was examined. The results showed that, on average, newcomers’ perceived supervisor support declined during the period 6–21 months after organizational entry. The results showed further that the steeper the decline in perceived supervisor support, the greater the rate of decrease in role clarity and job satisfaction, and the slower the increase in salary over time. Organizational socialization is an important process for both newcomers and organizations. How newcomers “learn the ropes” and assimilate to an organization during this socialization process presumably has long-lasting effects on their job attitudes and behavior (e.g., Schein, 1978; Wanous, 1992). A pivotal assumption in the organizational socialization literature is that interaction between newcomers and organizational insiders, such as supervisors, plays an important role in newcomers’ socialization and related adjustment to work (e.g., Graen, 1976; Louis...
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