...leader quality most desirable Honesty L.i.O. Facilitates Self-managed team to perform more effectively Smaller teams and defined objectives Cog Ladder: “polite stage” group approval strong-group identity _______ Low Cogs ladder: transition from 3 stage to 4 stage Attitude change L.T.L.G.B.t.S. sorted out in early stages of team development Membership, purpose, and leadership L.T.L.G.B.t.S. difficult to respond to radical change Reforming L.T.L.G.B.t.S. monitors interpersonal dynamics is process________ Process facilitator W.t.O.i.a.G behaviors helps positive working relationships Gate keeping L.T.S. advantage of working in a team Extends available expertise I.U.C Which is beneficial to teams? Synergy I.U.C unit cohesion is direct result of goals T.D.M.a.C.M group dysfunctional point leading to premature consensus groupthink T.D.M.a.C.M 2 types of conflict: Cognitive and __________ mixed motive L.T.S Disruptive to a team Word machine L.T.S. unit is leaderless work with team to designate leader/ N.D.i.T US military in future operations Coalition N.D.i.T ensures members will protect the interest Mutual trust T.S.a.C. other people are just like me Mirror Image Fallacy T.S.a.C. individuals from a specific group are all alike Stereotyping error N.D.i.T Americans value above precision...
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...War on Terrorism Why we can’t win * “Human logic should show America and Britain that they can’t win the war against terrorism. But there is also a hidden reason why we can’t win—unless gigantic changes are made.”1 * If we are willing to learn-history has some very valuable and powerful lessons to teach us. For example, it teaches us that we cannot win our war against terrorism. * As history has proven, there are some essential lessons to be learned about the future of our nation. History is a wonderful teacher. We will start with that and then move on to a greater teacher of why we can’t win and conquer this beast of we call “terrorism” unless there are some massive and drastic changes made-if it isn’t already too late! Especially within the leadership of government and we as an American people and nation. We will be destined to simply accept it as the norm and just continue to prepare for the next extremist group to attack. UNLESS…. changes are made quickly!! Terrorisms Roots In order to understand this war, we have ourselves in, we must first understand where it all came from and how it began. Iraq has been a major player in America’s global war on terrorism. They are and have been an extremely dangerous part of the equation. But, they are not the head of the terrorist snake. To see the roots of terrorism, we must go back in history. It’s not nearly enough to just destroy the branches of the tree, we must pull up the terrorist tree by the roots. That is the...
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... 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. Topic Page # Course Orientation ................................................................................................. 1 Benefits and Significance of Change Management ............................................... 5 Kurt Lewin Model: Assumptions and Implications ............................................... 8 Implications af Kurt Lewin Model....................................................................... 12 Some Basic Concepts and Definitions ................................................................. 15 Transactional Vs. Transformational Leadership .................................................. 18 Theories of Change in Organisations................................................................... 21 Life Cycle Theory ................................................................................................ 22 Teleological Theories of Change ......................................................................... 25 Dialectical Theories of Change............................................................................ 27 A Dialectical Approach to Organisational Strategy and Planning ....................... 29 Limitation of Dialectics; DA and DI.................................................................... 31 Theories of Change in Organisations..................
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...Ella Baker: Freedom Bound is an insightful portrait of a valuable ambassador in the twentieth century’s struggle for African American equality. Author Joanna Grant captures the many aspects of Ella Baker’s astonishing life, from her upbringing and education, to the accomplishments and influence she had on blacks of the twentieth century. Ella Baker: Freedom Bound explores the identity of Ella Baker, who carried on the family tradition of rebellion and turned the struggles of her ancestors into lessons that encourage the reader to make efforts toward equality in aspects of your own life. Ella Baker played an instrumental role in the major events of the civil rights movement, working behind the scenes while portraying true strength and courage...
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...The latest results from Marks & Spencer and Primark paint a very different picture of the high street. While M&S’s like-for-like sales of general merchandise, which is primarily clothing, have fallen 1.5pc over the last six months, Primark has reported a 5pc increase in like-for-like sales and a 22pc uptick in total sales. Marc Bolland, the chief executive of M&S, says the 129-year-old retailer’s clothing business is on a “journey” after the leadership team and style was revamped. “The most important [factor] is to choose the right direction,” he said on Tuesday. The new-look M&S womenswear collection has won strong reviews from the fashion press. It shows the company has listened to criticism from customers by stepping up the quality and introducing sleeves to dresses, which was a particular sore point. Mr Bolland said there has been a “gradual improvement” in the performance of M&S’s clothing business. The company “sold through” 80pc of the clothing advertised in its high-profile 'Leading Ladies’ campaign within six weeks. However, if M&S is to put its clothing arm on a permanently firmer footing, it could still learn lessons from the extraordinary success of its upstart rival Primark. The discount retailer Primark only arrived in the UK in 1973, 89 years after M&S, but if present trends continue then it will have as many clothing customers as M&S within two years. The first lesson from Primark is that price really matters. This sounds obvious, but...
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...Theme: - Business Management and Information Technology Sub-Theme:- Leadership in the Information age Mrs. Khushboo sandhu, Asst. professor in M.k Ponda College Of management, Bhopal (MBA H.R) Abstract Information will be the greatest opportunity for business leaders in the coming years. Information is becoming the engine that drives the economy & organization, if organization wants to achieve their predetermined goals change management is become necessary. As the scope, speed and impact of information change is appreciated. Organizations must leverage their leaders so that they are able to solve today’s complex problems to achieve organizational and cross boundary goals. In this era international trade, traditional management is impossible as leaders have to work beyond boundaries of nation, work with different cultures. This paper suggests imperatives for leaders and organization to manage change for survival in today’s dynamic information age Keywords:- Dynamic Information age, Change management. Theme: - Business Management and Information Technology Sub-Theme:- Leadership in the Information age ...
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...organisations Tropicana, Gatorade and Quaker. The case study will highlight that it was imperative for the PepsiCo organisation to embark on a radical restructuring strategy to optimise their return on investments. The paper will discuss the rationale behind the critical restructuring .The benefits of the acquisitions and restructuring strategy will be discussed and motivated in detail. The strong existing competitive resources that PepsiCo and the new acquired brands in the North America region possess will be emphasised. The modifications to PepsiCo structure in 2001 and 2004 will be scrutinised to motivate and justify the decisions of the PepsiCo leadership. In addition the case study will evaluate the execution of the radical change and the tasks that should be performed by key resources. The emotional impact on employees due to the radical transformation and the key role employees should perform will be described. The focus of the paper will be on the function; the leadership of PepsiCo must perform and the potential roles the employees of PepsiCo could execute. Ultimately, the case study will discuss the complex relationship between structure and strategy. The paper will establish that PepsiCo had to regular acclimatise their strategy and structure to accomplish their organisational goals. Introduction Over a three year period from 1998-2001, PepsiCo made 2 major acquisitions. Each acquisition was made for a price premium that could only be repaid by finding new synergies...
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...TRANSFORMATIONAL LEADERSHIP - THE KEY TO SUCCESSFUL MANAGEMENT OF TRANSFORMATIONAL ORGANIZATIONAL CHANGES UDC 65.012.3 Ivana Simić Faculty of Economics, University of Niš, Trg VJ 11, 18000 Niš, Yugoslavia Abstract. Transformational leadership represents the essential quality for successful management of transformational organizational changes. It is about the quality that, in fact, so-called transactional management has missed to bring to an end of the transformational cycles with efficiency. In that sense, the success in realizing transformational organizational changes means that the key people in an organization (managers) develop sets of appropriate skills and attributes that are characteristic to so-called transformational leaders. 1. INTRODUCTION When the organizations adjusted themselves to environmental changes by incremental, evolutionary changes, so-called transactional management was in favor of managing those changes. The conditions of modern organizations functioning require undertaking some radical, transformational changes. Management of such changes requires some new management qualities. One of these qualities is transformational leadership. This article points out the appearance of the transformational leadership concept, its nature and essential qualities (skills and attributes) these phenomenon consists of. 2. TRANSFORMATIONAL LEADERSHIP CONCEPT As an idea, transformational leadership was first mentioned in 1973, in the sociological...
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...Running Head: LEADERSHIP Leadership David Berwanger Central Texas College Leadership Introduction The U.S. Army has established the largest active-duty armored post at Fort Hood. It was a major hub for troops deploying to or returning from military service in Iraq and Afghanistan. Fort Hood is 100 miles (160 km) south of Dallas-Fort Worth, and near the town of Killeen. Its citizens deal with violence on their overseas missions. They don't ordinarily expect to encounter carnage in their home base, which lies in the pleasant hill-and-lake country of central Texas. Carnage is just what transpired on Nov. 5, 2009. The Fort Hood shooting was believed to be one of the worst mass shootings ever on a military base in the U.S.; a gunman killed 13 people and wounded some three dozen others (Bergen, 2011). The shooter was a 39-year-old military psychiatrist and was taken into custody after being wounded by base police. Officials identified him as Major Nidal Malik Hasan, a devout adherent of Islam. The incident triggered sharp debate on whether the shooter was a deranged individual, a terrorist, or perhaps both and whether authorities had paid sufficient attention to warning signs in his behavior that might have enabled them to prevent the tragedy (McCullough, 2011). This paper explores the leadership attributes displayed by the officials after the massacre happening. Part 1 Introduction to Crisis Situation On November 5, 2009...
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...Nancy Barry Case Analysis Jason Mandel Ramapo College of New Jersey 21st Century Leadership October 15, 2015 Briefly introduce the case (discuss Barry’s important life decision) The Nancy Barry chapter in “The Leadership Moment” is the story of a Harvard-educated woman who quickly gained success as a high-powered lending executive at the World Bank, and then went on to transform the business world as President of Women’s World Banking (WWB) (Useem, 1998). As readers, we are exposed to Nancy’s important life decision early on in the chapter when the WWB approaches her to lead their organization (Useem, 1998). At that time, Nancy was a highly compensated executive as Chief of the World Bank’s Industrial Development Division, with a large administrative support staff, and had been working there from 1975-1990. Clearly, giving up a powerful position with the globe’s most prominent bank after 15 years of service could not have been an easy decision. However, Nancy fully supported the WWB and the Grameen Bank of Bangeldesh for quite some time, so even with her contemporaries calling her “crazy” for leaving the World Bank, Nancy proved she was authentic by taking the position as President of WWB and following her heart instead of her wallet. Discuss Nancy Barry’s leadership style using LMX theory The LMX theory, or leader-member exchange theory, spotlights positive, dyadic relationships between supervisors and subordinates, often producing an increase in organizational efficacy...
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...Culture? [->1]Changing an organization’s culture is one of the most difficult leadership challenges. That’s because an organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions. The elements fit together as an mutually reinforcing system and combine to prevent any attempt to change it. That’s why single-fix changes, such as the introduction of teams, or Lean, or Agile, or Scrum, or knowledge management, or some new process, may appear to make progress for a while, but eventually the interlocking elements of the organizational culture take over and the change is inexorably drawn back into the existing organizational culture. Changing a culture is a large-scale undertaking, and eventually all of the organizational tools for changing minds will need to be put in play. However the order in which they deployed has a critical impact on the likelihood of success. In general, the most fruitful success strategy is to begin with leadershiptools, including a vision or story of the future, cement the change in place withmanagement tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails. [->2] Frequent mistakes in trying to change culture include: • Overuse of the power tools of coercion and underuse of leadership tools. • Beginning with a vision or story, but failing to put in place the management...
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...processes because customers are demanding better products and services. Many companies begin business process improvement with a continuous improvement model. The BPR methodology comprises of developing the business vision and process objectives, identifying the processes to be redesigned, understanding and measuring the existing processes, identifying IT levers and designing and building a prototype of the new process. In this context it can be mentioned that, some of the biggest obstacles faced by reengineering are lack of sustained management commitment and leadership, unrealistic scope and expectations, and resistance to change. Business Process Reengineering (BPR) and Total Quality Management (TQM) Total Quality Management and BPR share a cross-functional relationship. Quality specialists tend to focus on incremental change and gradual improvement of processes, while proponents of reengineering often seek radical redesign and drastic improvement of processes. Quality management, often referred to as TQM or continuous improvement, means programs and initiatives, which emphasize incremental improvement in work processes, and outputs over an open-ended period of time. In contrast, reengineering, also known as business process redesign or process innovation, refers to prudent initiatives intended to achieve radically redesigned and improved work processes in a specific time frame. In...
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...professionals, as well as women as offenders and victims (Schram & Tibbetts 2013, p. 285). Finally, this essay will examine the applicability to Australian society by exploring if the suggested causes of crime apply to Australian society. It will lastly draw on the criticisms of feminist criminology and how the different types of feminist perspectives lessons the relevance of this theory in Australian society. Outlining the theory Feminist criminology first developed in the 1960’s and 1970’s which was closely associated with the emergence of the Second Wave of Feminism (White, Haines & Asquith 2012, p. 143). The Second Wave of Feminism saw the advent of many issues such as social, political and material inequalities (White, Haines & Asquith 2012, p. 143). Because men were mostly privileged as a group by society, the development of feminist criminology emphasised and raised concerns of the problem of discrimination of females in the study if crime (White, Haines & Asquith 2012, p. 143). Thus, focusing on the issue of power and on gender as a social construct. The theory of feminist criminology seeks to address the general absence of women from...
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...business processes is important for businesses to stay ahead of competition in today's marketplace. Over the last 10 to 15 years, companies have been forced to improve their business processes because customers are demanding better products and services. Many companies begin business process improvement with a continuous improvement model. The BPR methodology comprises of developing the business vision and process objectives, identifying the processes to be redesigned, understanding and measuring the existing processes, identifying IT levers and designing and building a prototype of the new process. In this context it can be mentioned that, some of the biggest obstacles faced by reengineering are lack of sustained management commitment and leadership, unrealistic scope and expectations, and resistance to change. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of sub processes. Business process re-engineering is also known as business process redesign, business transformation, or business process change...
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...Beauty – 35 Years Later Frederick A. Clark # 0896254 Composition 120 Northwood University March 3, 2010 Beauty – 35 Years Later In 1975, the article “Beauty”, written by Susan Sontag, attempted to alert Americans to the stigmas and stereotypes in society doing harm to women. Sontag surmised society judged women by their beauty alone, with each portion of the body scrutinized for perfection. One would surmise from her writing, if a woman was beautiful, then somehow her ability to be objective, professional, authoritative, and thoughtful was under suspicion. This limited women rising to positions of power and leadership in business and society by conforming to expectations of society. The era of the 1970’s was about change. Traditional thinking was being replaced with viewpoints some considered radical in nature. The end of the Vietnam conflict returned our military men and women home to an America different than when they departed. The establishment was being challenged from all sides. Traditional definitions of men and women’s roles in society were in question, men wanted the freedom to choose and women wanted full recognition of equality of the sexes. Sontag was not alone in her opinion. 1975 was a time of struggle in passing of the Equal Rights Amendment to the Constitution of the United States (Francis), interpretation of the Civil Rights Act of 1964 (The Civil Rights Act of 1964 and the Equal Employment Opportunity Commission...
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