...1 LEADERSHIP IDENTITY DEVELOPMENT: THE INFLUENCE OF FRATERNITY OR SORORITY MEMBERSHIP ON COLLEGE STUDENTS LEADERS by Kharla Mae D. Brillo Feleycyl Joy Cruzada Angelo Jaiko Del Rosario Roevel Paul Quirao Jett P. Pastrana In partial fulfillment of the course requirements in Psychology 118 (Field Methods) Submitted to Mr. JOHNREV B. GUILARAN Division of Social Sciences College of Arts and Sciences University of the Philippines Visayas October 9, 2012 2 Leadership Identity Development: The Influence of Fraternity or Sorority Membership on College Student Leaders Fraternities and sororities began more than a century ago as relationship building organizations in which leadership development could be cultivated (Cory, 2011) but until recently, research found that fraternity and sorority membership may hinder student development and negatively impact the wellbeing of college students (Maisel, 1990; Wechsler, 1996). According to Kelly (2008) benefits of membership are realized by fraternity and sorority student leaders but struggled to refocus on their espoused values and mission: scholarship, service, leadership and relationships over the last several decades (Cory, 2011). Conversely, incidents of hazing, alcohol abuse, sexual assault, and substandard performance in the classroom, often overshadow the benefits of membership (Cory, 2011) suggesting that fraternal organizations have strayed from their traditional and founding values (Garret, n.d.; Maisel, 1990)...
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...EXAMINING THE CRACKS IN THE CEILING: A Survey of Corporate Diversity Practices of the S&P 100 March 2013 Table of Contents FOREWORD ....................................................................................................... 1 EXECUTIVE SUMMARY ................................................................................. 2 EXAMINING THE 10 KEY INDICATORS .................................................... 7 1. Equal Employment Opportunity (EEO) Policy ........................... 8 2. Internal Diversity Initiatives ...........................................................10 3. External Diversity Initiatives ..........................................................12 4. Scope of Diversity Initiatives...........................................................13 5. Family-Friendly Benefits....................................................................14 6. EEO-1 Disclosure ..................................................................................15 7. Highest-Paid Executives ...................................................................16 8. Board Representation .......................................................................18 9. Director Selection Criteria ...............................................................20 10. Corporate Commitment ................................................................21 DIVERSITY SCORES BY SECTOR ................................................................22 CONCLUSIONS AND NEXT STEPS...
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...ANECDOTE WHITEPAPER Three journeys: A narrative approach to successful organisational change INTRODUCTION Early on in Anecdote, we did a trainingneeds assessment for part of the Australian Defence Force. Our discovery phase involved two teams; one team adopted a structured interview technique and the other used anecdote circles to collect stories. After our first day in the field we met with the structured interview guys to compare notes. “On first blush,” they said, “it seems like most things are in order. They are adhering to OH&S processes. Sure, there are some areas for improvement but generally things are OK.” As they were providing this assessment, those of us on the anecdotes team just looked at each other in astonishment and replied, “So, you didn’t hear about the soldiers who are showering in their own urine because their recycling system is broken or hear about the workshop where everyone wears protective footwear because some poor fellow lost his toes in an accident but no one wears protective eyewear because they have never had an eye accident?”. We had heard story upon story of major transgressions that weren’t picked up in the structured interview approach. This experience confirmed our assessment that a narrative approach is great for yielding new, and otherwise hidden, insights. A number of years and many clients later, we have seen that there is something even more important narrative techniques provide: a resolve among people to do something about the situation...
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...The Transformation Continues QANTAS SUSTAINABILITY REVIEW 2013 This page has been intentionally left blank TABLE OF CONTENTS Page Introduction Governance − − − − Corporate Governance Business Resilience Group Security Group Risk and Audit 2 4 4 9 10 11 13 15 19 22 31 38 45 49 56 57 Stakeholder Engagement Financial Safety and Health Customer People Environment Procurement Community Measures Glossary The Group Strategy, supported by environment, procurement and community strategies, underpins the identification and reporting on material items. To support the Group’s core goal of delivering sustainable returns to shareholders, areas of focus are used to measure, monitor and report on the Group’s performance. Areas of focus and measures are reviewed and updated to ensure that they remain relevant. The Group Strategy drives sustainable outcomes Governance Corporate governance is core to ensuring the creation, protection and enhancement of shareholder value. Stakeholders We are committed to communicating effectively with our stakeholders. Financial Safety and Health To be recognised as the world’s leading airline group in air, ground and people safety and health. Customers Our Customers are the core of everything we do. The Group is continually striving towards providing exceptional customer experiences. Vision We strive to build a strong viable business capable of delivering sustainable returns...
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...Jisun Yu under the supervision of Professor Andrew H. Van de Ven of the Carlson School of Management at the University of Minnesota. We also appreciate the editorial assistance of Julie Trupke and useful comments of Gyewan Moon and Margaret Schomaker. We gratefully acknowledge Stuart Bunderson, Shawn Lofstrom, Russel Rogers, Frank Schultz, and Jeffery Thompson who assisted in collecting data during this eightyear longitudinal study of MMG’s integration journey. The case was prepared to promote class discussion and learning. It was not designed to illustrate either effective or ineffective management. Used with permission from Rhonda Engleman. both05.indd 511 11/11/08 11:37:27 AM 512 C A S E 5 : M I D W E S T E R N M E D I C A L G R O U P ’ S I N T E G R AT I O N J O U R N E Y journey within the Midwestern Health System (Midwestern), the MMG management team experienced many encouraging moments, achievements, and successes as well as many struggles, disappointments, and conflicts. She was scheduled to meet with the board chair the next day to talk about the major issues her successor would need to address as president of MMG. Knowing this might be her last contribution to MMG before she retired, Olsen wanted to provide the board chair with helpful advice to pass on to her successor. Olsen pondered the historical events in MMG’s integration journey as she thought about what to say in that meeting. (See Exhibit 5/1...
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...LIR 858 Alsadeg 1 Hussain Alsadeg Labor Relations Practice in Business and Employee Involvement The Industrial Relations approach to managing the employee/employer relationship has been losing the battle against the Personnel Management school practices. Most integral to the recent personnel management approaches is Employee Involvement. “Fifty-two percent of employees in the Workplace Representation and Participation Survey reported that some form of employee participation program operates in their workplace and 31 percent indicate that they participate in an employee involvement program” (Commission on the Future of Worker-Management Relations). Employee Involvement and empowerment practices are thought to weaken labor unions; as the approach to rewards and empowerment is distributed to individuals instead of being collectively bargained. While employee involvement has demonstrated to bring enhanced productivity and effectiveness, there is concern that employee involvement programs violate Section 8(a)(2) of the NLRA; this section of the law states: “Sec. 8. [§ 158.] (a) [Unfair labor practices by employer] It shall be an unfair labor practice for an employer--(2) to dominate or interfere with the formation or administration of any labor organization or contribute financial or other support to it: Provided, That subject to rules and regulations made and published by the Board pursuant to section 6 [section 156 of this title], an employer shall not be...
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...|COURSE TITLE |MGT6013 Leadership & Leadership Development | |BLACKBOARD SITE |Summer 2012 – http://my.ltu.edu and select CRN 5138 | |INSTRUCTOR |David M. Gregorich | | |Adjunct Faculty, College of Management | | |NEW Email address: profdavegregorich@gmail.com response within 24 hours | | |Business phone: 586 445 7458 [M-F; 9:30a.m. – 3:30p.m. & voicemail] | | |Office hours by appointment on campus | | |Wimba meeting sessions are also available by mutual appointments. | |SCHEDULE |May 21, 2012 – July 29, 2012 | | | | | |Refer to http://www.ltu...
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...WEEK ONE: LEADING, MANAGING & FOLLOWING (Chapter 1, p. 3-21) 1. Relate leadership and other motivational theories to behaviors that serve as important functions of professional nursing. a. Leadership theories i. Trait theories: 1. 2. Innate leadership skills: being born with a certain set of physical and emotional characteristics for inspiring others to reach a common goal ii. Style theories: 3. 4. How leaders behave in certain environments and situations. a. Democratic: you care about what others think b. Lasae faire: no structure; people can do what they want c. Authoritarian: you are in charge iii. Situational-contingency theories 5. 6. These theories consider the challenge of a situation and encourage an adaptive leadership style to complement the issue being faced. Assess, assess, assess 7. You are typically democratic; you assess the situation and change your style based on what the situation is. iv. Transformational theories 8. 9. Inspires, motivates, empowers, mentors, provides intellectual stimulation and promotes creativity b. Motivational Theories v. Hierarchy of needs 10. 11. Low level needs will always drive behavior before higher levels needs can be addressed. For example, pain level, nutrition...
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...Chapter 3: Wild World: Competing in the Global Economy Key Terms Absolute advantage | Balance of payments | Balance of trade | Ethnocentrism | Euro | Exchange rate | Exporting | Foreign direct investment | Fair trade | Devaluation | Comparative advantage | Free trade | Importing | Joint venture | Licensing | Protectionism | Multinational corporation | Dumping | Embargo | Economies of scale | Embargo | Quota | Stereotyping | Strategic alliance | Tariff | Trade deficit | Trade surplus | Trading blocs | | | Case Study Whirlpool Summary Nations trade to obtain raw materials and goods that are either unavailable in their own country or too expensive to produce. Trade increases a country’s total output, and offers greater variety and lower prices to consumers. Nations restrict international trade to help their own economies and to protect their domestic companies from competition with foreign rivals. They do this by imposing taxes, surcharges, tariffs, quotas, embargoes, and sanctions on the goods of foreign companies. Groups of nations form trading blocs to protect their own trade interests (EU, ASEAN, NAFTA, and Mercosur). International business activities can include importing, exporting, licensing, franchising, strategic alliances, joint ventures, and foreign direct investment (FDI). Outline I. Fundamentals of International Trade Companies in different countries compete for customers with companies in other countries in our global marketplace...
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...(Marketing Strategic Plan) In partial fulfillment of the requirements in Marketing 21 (PRINCIPLES OF MARKETING) Presented by: AIM POSSIBLE TTH 11:30 – 1:00/ 2nd sem. S.Y. 2015- 2016 Presented by: PARAYNO, JOSE LEANDRO PARAGNA, CHRISTINE JOY PRONTON, THOMAS JHEFFERSON QUEJADO, QRISHA ANGELICA PIOQUINTO, SHAIRA MAE OBILLO, GERALDINE OSIAN, MARIPHIE Presented to: PROF. ANASTACIO B. AQUINO Instructor EXECUTIVE SUMMARY Jollibee Foods Corporation’s (“JFC” or the “Company”) was founded by Tony Tan Caktiong and his family. At first it started as an ice cream parlor until the 9th of January, 1978 wherein it officially became an American- style fast food chain with Filipino- influenced dishes. The corporation’s core business is the development, operation and franchising of its quick-service restaurant brands. Food quality, service, price-value relationship, store location and ambience, and efficient operations continue to be critical elements of the Company’s success in the quick-service restaurant industry. Jollibee Foods Corporation (JFC) is the Philippines’ largest Food Service business and is continuously expanding its presence in foreign countries. It has a System Wide Sales of P117.9 billion and a Net Income of P5.4 billion in 2014. JFC has a total store network of 2,951 stores worldwide as of March 31, 2015. Jollibee Foods Corporation has grown brands that bring delightful dining experience to its customers worldwide, “Spreading the...
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...At the turn of the 20th century China was the world's oldest continuously extant civilization, being four thousand years old, but, a mere twenty years later that bastion of civilization was thrown into turmoil and discord by the arrival of western civilizations who brought with them a new ethos and dictum on the structure of society that, would open the eyes of the insular Chinese people and awaken the great sleeping dragon, that would propel them into modernity. A number of factors were present in China at the turn of the century that would led to the gradual establishment of Communist rule under the charismatic, enigmatic Mao Zedong. At the time of the CCP's inception in 1920 China was a deeply divided socially, economically and politically backward country ruled by self-serving, despotic war-lords and encumbered by foreign powers who held unequal treaties which entitled them to special economic and territorial privileges in China, a source of great discontent to the Chinese people. This great social upheaval gave rise to new and more radicalized schools of thought, led by disenchanted intellectuals who strove to unify China and rid her of her many tyrannical overlords.The Nationalist KMT Party were the Communists main contender for power; not only were they the public face of politics in China, they also had the backing of Soviet Russia, but, over time Chiang Kai-Shek and the KMT would come to represent consummate despotism; Siphoning of public funds, their brutality towards...
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...Situational leadership (Submitted to Journal of Management Development) RESEARCH PAPER An exploratory content analysis of Situational Leadership * Mark A. Papworth Primary Care Psychology North Tyneside Primary Care Trust Wallsend Health Centre, Tyne & Wear, UK m.a.papworth@ncl.ac.uk Derek Milne Doctorate in Clinical Psychology Newcastle University Newcastle-upon-Tyne, UK d.l.milne@newcastle.ac.uk George Boak MA Leading Innovation and Change York St. John University York, UK g.boak@yorksj.ac.uk KEY WORDS: RUNNING HEAD: WORD COUNT: * leadership; supervision; effectiveness Situational leadership 4,100 Correspondence to: Mark A. Papworth, Wallsend Health Centre, The Green, Wallsend, Tyne & Wear NE28 7PB, UK. E-mail: m.a.papworth@ncl.ac.uk; Tel/Fax: 0191 2205932 1 of 27 Situational leadership An exploratory content analysis of Situational Leadership ABSTRACT Purpose Hersey and Blanchard’s Situational Leadership model is widely utilised, but it has limited empirical support. The model is investigated in the present study through content analysis of the transcripts of successful supervision sessions. Design/methodology/approach Eight transcripts of successful supervision interviews were subjected to in-depth content analysis, to test the prediction (from Situational Leadership) that successful leadership interactions would vary systematically with experience. The supervisees consisted of a novice, four training therapists, and three postgraduate therapist...
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...32965 Information Note by World Bank Staff July 12,2005 TABLE CONTENTS OF I N T R O D U C T I O N .............................................................................................................. I . I1 . 3 4 10 10 11 13 14 14 17 19 THE GLOBAL AGENDA .......................................................................................... PROGRESS IN THE IFA AGENDA ....................................................................... The Financial Sector Assessment Program (FSAP) ............................................. The Reports on the Observance o f Standards and Codes (ROSC) ....................... The Financial Sector Reform and Strengthening Initiative (FIRST) .................... The Financial Sector Reform and Strengthening Initiative (FIRST) .................... Combating Money Laundering and Terrorist Financing (AML/CFT) ................. Debt Sustainability & Debt Management ............................................................. Social Protection................................................................................................... A. B. C. C. D. E. F. ANNEX Accounting and Auditing ........................................................................................... Corporate Governance ............................................................................................. Insolvency and Creditor Rights ................................................................................ ...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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...AEROSPACE MBA Syllabus & Curriculum 2015-2016 Contact: Phone: +33 5 61 29 48 64 Fax: +33 5 61 29 48 07 E-mail: aerospace.mba@tbs-education.fr TABLE OF CONTENTS Welcome to the Toulouse Business School Aerospace MBA program 3 The pedagogical philosophy 4 The general structure of the Aerospace MBA 4 Assessment guidelines 7 Team Building Seminar and Leadership Development 10 Core Management 14 Process Workshops 23 Electives 34 Corporate mission project / Professional thesis 35 Academic team 37 Administrative and Management Team 39 Appendix I: Details on Multicultural Team Project 40 Appendix II: Details on Corporate mission project / Professional thesis 41 2 Welcome to the Toulouse Business School Aerospace MBA Program Preamble The Aerospace MBA is a post-experience degree seen as a career accelerator or a means to make a career shift after a minimum of 3 years’ professional experience. This MBA is a generalist degree in business administration with a broadening management program linked to the Aerospace sector and environment. The Aerospace MBA has a minimum length of one year of full-time or 2 years of part time study in the wonderful city of Toulouse. The Aerospace MBA will require a significant amount of classroom study or structured contact. In all, the program requires a minimum of 1800 hours of personal work. This MBA program is intellectually demanding...
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