Akinyemi Strayer University BUS 520: Leadership and Organizational Behaviors Professor: Laura Poluka Spring, 2014 Abstract The success of any organization depends on the leadership of the organization, it is important to stress how important the effectiveness of a leader is to the organization he is leading. This paper will examine the effectiveness of the Google CEO as a case study, the leadership style and the CEO organizational value. The ethical behavior of a leader can affect the
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How well does biodata predict performance in the workplace? Biodata are biographical accounts of past events involving an individual’s background, including education, childhood, health and job history. To access the biodata of interviewee, interviewers usually ask factual kinds of questions about life and work experiences, as well as items involving opinions, values, beliefs, and attitudes that reflect a historical perspective (Schaffer & Lautenschlager, 1987). The individual can then be given
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leadership to a range of positive organisational and individual outcomes (Bass, 1997; Bass & Avolio, 1994; Lowe, Kroeck & Sivasubramaniam, 1996). Due to these desirable effects, a significant amount of research has also been undertaken in trying to understand factors that predict or contribute to transformational leadership behaviours. For this reason, the relationship between emotional intelligence and transformational leadership is one that has attracted much attention. The following paper examines
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INDEX 1. INTRODUCTION TO CHANGE 2 a. CONCEPT OF ORGANIZATIONAL CHANGE 2 b. FORCES FOR CHANGE 3 2. CHANGE MANAGEMENT 5 a. PROGRESS THROUGH CHANGE MANAGEMENT 6 b. LEVELS OF CHANGE 7 c. TYPES OF CHANGE 8 d. STEPS IN MANAGING CHANGE 9 e. COMMON FACTORS
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Heuvel a,⁎, Evangelia Demerouti b, Arnold B. Bakker c, Wilmar B. Schaufeli a a Dept. of Work & Organizational Psychology, Utrecht University, PO Box 80140, 3508 TC Utrecht, The Netherlands Dept. Industrial Engineering and Innovation Sciences, Human Performance Management Group, Eindhoven University of Technology, PO Box 513, 5600 MB Eindhoven, The Netherlands c Dept. of Work & Organizational Psychology, Erasmus University Rotterdam, P.O. Box 1738, 3000 DR Rotterdam, The Netherlands b a
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reduce Quantum’s liability exposure. Review of the Case The case, TGIF, presents an organization, Quantum Software that though it was founded three (3) years ago has managed to set for itself an organizational culture that can majorly be described as fun, relaxed and amicable yet hard-working. Organizational culture, according to Robbins & Barnwell (2002), is the pattern of basic assumptions that a given group has invented, discovered or developed in learning to cope with its problems of external
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hr interview 1. ORGANISATIONAL BEHAVIOUR 1. How can you motivate people/ employees? These days you have a diversified work force. What motivates one individual may not motivate the other. To motivate your employees you have to understand them. You can motivate them through employee recognition programs, employee involvement programs, skill based pay programs, give monetary and non- monetary rewards, provide good work environment, flexibility. 2. Which techniques you use to motivate
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Printed in U.S.A. ILLUSIONS AND OTHER GAMES: A TRIFOCAL VIEW OF ORGANIZATIONAL POLITICS* PATRICIA BRADSHAW-CAMBALL AND VICTOR V. MURRAY York University, 4700 Keele Street, North York, Ontario, Canada Despite recent and growing interest in organizational politics, conceptual thought in this area tends to be dominated by a single theoretical perspective. In this paper we describe and contrast three views of organizational politics (functionalist, interpretive and radical) according to their
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examine the relationship between Organizational Culture and Employee Commitment. The study was conducted in MCB Bank Lahore branches. The data was collected through questionnaires. The sample size used in this study was 100. The concerned variables are ‘organizational culture’ and ‘employees commitment’. The hypothesis was designed that whether there exists a relationship between the variables or not. The results suggested that there exist a relationship between organizational culture and employees’ commitment
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Accounting, Organizations and Society 28 (2003) 127–168 www.elsevier.com/locate/aos Management control systems design within its organizational context: findings from contingency-based research and directions for the future Robert H. Chenhall Department of Accounting and Finance, Monash University, Clayton, Victoria 3168, Australia Abstract Contingency-based research has a long tradition in the study of management control systems (MCS). Researchers have attempted to explain the effectiveness
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