The violations include staging processions during nomination submission; holding rallies after nomination submission; seeking votes in rallies; and using government vehicles for electioneering. As climate change is becoming the order of the day, leading to extreme weather events frequently, access to resources like water, fuelwood and food is becoming challenging. Moving to the urban setting, where women’s health and well-being are disproportionately impacted by air pollution and poor waste management, the intersection of gender and environmental issues is particularly important. Management science (or managerial science) is a wide and interdisciplinary study of solving complex problems and making strategic decisions as it pertains to institutions, corporations, governments and other types of organizational entities. It is closely related to management, economics, business, engineering, management consulting, and other fields. It uses various scientific research-based principles, strategies, and analytical methods including mathematical modeling, statistics and numerical algorithms and aims to improve an organization's ability to enact rational and accurate management decisions by arriving at optimal or near optimal solutions to complex decision problems.[1]: 113
Management science looks to help businesses achieve goals using a number of scientific methods. The field was initially an outgrowth of applied mathematics, where early challenges were problems relating to the optimization of systems which could be modeled linearly, i.e., determining the optima (maximum value of profit, assembly line performance, crop yield, bandwidth, etc. or minimum of loss, risk, costs, etc.) of some objective function. Today, the discipline of management science may encompass a diverse range of managerial and organizational activity as it regards to a problem which is structured in mathematical or other quantitative form in order to derive managerially relevant insights and solutions.[2][3]
science in everyday life composition : Now we live in the age of science. Wherever we cast Our eyes, we can see the blessings of science. It has made our life very easy, comfortable and enjoyable. We cannot think of our life without the blessings of science. from dawn to mid-night we feel the value of science in our everyday life.
Science in house : Science plays an important role in our house hold activities. Everything used in the house is the blessing of science. .Tooth brushes, toothpastes, mirrors, combs, pens, clothes, papers, shoes, utensils etc. are the blessings of science. Electric fans and air-conditioners have made us happy at home.
In recreation : Science has invented many wonderful things for our enjoyment. We use the radio, television, tape recorder, V.C.R, gramophone etc. for recreation at home. They help us to forget our sorrows and pains of life and remove monotony of day’s hard labour.
In communication : Science also plays an important role in communication.
Leadership and Leadership StylesDefining a Leader….docxsmile790243
Leadership and Leadership Styles
Defining a Leader…Think of a leader that you worked for or observed…
What does this person do and what qualities does this person have that make you admire him or her as a leader?
*
This is basically a brainstorming question to allow the group to think about what makes good leaders. This allows the group to start thinking about leadership styles.
Leadership - what is it?
“influencing people so that they will strive willingly towards the achievement of group goals” 1
1 Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of Managerial Functions”. McGraw-Hill, New York, 1976.
TransactionalMotivate followers by appealing to their own self-interest
Motivate by the exchange process. EX: business owners exchange status and wages for the work effort of the employee.
Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.
Encourage leader to adapt their style and behavior to meet expectations of followers
*
Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior.
1. Contingent Reward – To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.
2. Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards.
3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards.
4. Laissez-Faire Leadership – The leader is indifferent and has a “hands-off” approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.
Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, “if the only tool in your workbox is a hammer…you will perceive every problem as a nail”. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the “bottom line” and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the worker’s need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment perm ...
Why discovering the historical Context: Throughout history, great leaders have emerged, each with particular leadership styles
Leadership in itself is a somewhat fluid principle. Generally, most leaders adapt their leadership styles to suit their situation. This is particularly true the longer they lead; they adapt their leadership style as they learn and engage with their employees.
To become a more successful leader, leaders must understand their current leadership style. In this article, we’ll answer the question “what a leadership style?”, and then look at 6 of the most common leadership styles and their effectiveness.
Leadership and Leadership StylesDefining a Leader….docxsmile790243
Leadership and Leadership Styles
Defining a Leader…Think of a leader that you worked for or observed…
What does this person do and what qualities does this person have that make you admire him or her as a leader?
*
This is basically a brainstorming question to allow the group to think about what makes good leaders. This allows the group to start thinking about leadership styles.
Leadership - what is it?
“influencing people so that they will strive willingly towards the achievement of group goals” 1
1 Koontz, H. and C. O’Donnell. “Management: A System of Contingency Analysis of Managerial Functions”. McGraw-Hill, New York, 1976.
TransactionalMotivate followers by appealing to their own self-interest
Motivate by the exchange process. EX: business owners exchange status and wages for the work effort of the employee.
Focuses on the accomplishment of tasks & good worker relationships in exchange for desirable rewards.
Encourage leader to adapt their style and behavior to meet expectations of followers
*
Some researchers added to Burns original theory and it is thought by many today that transactional leadership can encompass four types of behavior.
1. Contingent Reward – To influence behavior, the leader clarifies the work needed to be accomplished. The leader uses rewards or incentives to achieve results when expectations are met.
2. Passive Management by Exception - To influence behavior, the leader uses correction or punishment as a response to unacceptable performance or deviation from the accepted standards.
3. Active Management by Exception - To influence behavior, the leader actively monitors the work performed and uses corrective methods to ensure the work is completed to meet accepted standards.
4. Laissez-Faire Leadership – The leader is indifferent and has a “hands-off” approach toward the workers and their performance. This leader ignores the needs of others, does not respond to problems or does not monitor performance.
Transactional leadership behavior is used to one degree or another by most leaders. However, as the old saying goes, “if the only tool in your workbox is a hammer…you will perceive every problem as a nail”. A leader should not exclusively or primarily practice transactional leadership behavior to influence others! Here are a few common problems of those who do so. Some use transactional leadership behavior as a tool to manipulate others for selfish personal gain. It can place too much emphasis on the “bottom line” and by its very nature is short-term oriented with the goal of simply maximizing efficiency and profits. The leader can pressure others to engage in unethical or amoral practices by offering strong rewards or punishments. Transactional leadership seeks to influence others by exchanging work for wages, but it does not build on the worker’s need for meaningful work or tap into their creativity. If utilized as the primary behavior by a leader it can lead to an environment perm ...
Why discovering the historical Context: Throughout history, great leaders have emerged, each with particular leadership styles
Leadership in itself is a somewhat fluid principle. Generally, most leaders adapt their leadership styles to suit their situation. This is particularly true the longer they lead; they adapt their leadership style as they learn and engage with their employees.
To become a more successful leader, leaders must understand their current leadership style. In this article, we’ll answer the question “what a leadership style?”, and then look at 6 of the most common leadership styles and their effectiveness.
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docxlorainedeserre
346 Part Four Leading: Mobilizing People
bat27644_ch12_340-369.indd 346 11/14/17 06:29 PM
Strategic leadership involves anticipating and envisioning a viable future for the organi-
zation and working with others to initiate changes that create that future.27 For example,
Indian business leaders prioritize their top responsibilities28 as providing input for busi-
ness strategy (which you studied thoroughly in Part 1 of this book); being keepers of the
organizational culture (introduced in Chapter 2); and guiding, teaching, and serving as role
models for employees (employees being the focus of this part of the book).
Leading and Following
Organizations succeed or fail not only because of how well they are led, but because of how
well followers follow. Just as managers are not necessarily good leaders, people are not always
good followers. One leadership scholar stated, “Executives are given subordinates; they have
to earn followers.”29 But it’s also true that good followers help produce good leadership.
As a manager, you will be asked to play the roles of both leader and follower. As you lead
the people who report to you, you will report to your boss. You will be a member of some
teams and task forces, and you may head others. Although the official leadership roles get
the glamour and therefore are the roles that many people covet, followers must perform
their responsibilities conscientiously and well.
Good followership doesn’t mean merely obeying orders, although some bosses may view
it that way. The most effective followers are capable of independent thinking and at the same
time are actively committed to organizational goals.30 Exhibit 12.3 lists additional behaviors
of effective followers. Robert Townsend, who led a legendary turnaround at Avis, said that
the most important characteristic of a follower may be the willingness to tell the truth.31
The best followers master skills that are useful to their organizations, and they hold per-
formance standards that are higher than required. Effective followers may not get the glory,
but they know their contributions to the organization are valuable. And as they make those
contributions, they study leaders in preparation for their own leadership roles.32
Effective followers also distinguish themselves from ineffective ones by their enthusiasm
and commitment to the organization and to a person or purpose—an idea, a product—other
than themselves or their own interests.
Power and Leadership
1. Volunteering to handle tasks or help accomplish goals.
2. Accepting assignments in a willing manner.
3. Exhibiting loyalty to the group.
4. Voicing differences of opinion, but supporting the group’s decisions.
5. Offering suggestions.
6. Maintaining a positive attitude, even in confusing or trying times.
7. Working effectively as a team member.
EXHIBIT 12.3
Behaviors of Effective
Followers
SOURCE: Adapted from Holden Leadership Center, University of Oregon, http://leaders ...
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docxBHANU281672
346 Part Four Leading: Mobilizing People
bat27644_ch12_340-369.indd 346 11/14/17 06:29 PM
Strategic leadership involves anticipating and envisioning a viable future for the organi-
zation and working with others to initiate changes that create that future.27 For example,
Indian business leaders prioritize their top responsibilities28 as providing input for busi-
ness strategy (which you studied thoroughly in Part 1 of this book); being keepers of the
organizational culture (introduced in Chapter 2); and guiding, teaching, and serving as role
models for employees (employees being the focus of this part of the book).
Leading and Following
Organizations succeed or fail not only because of how well they are led, but because of how
well followers follow. Just as managers are not necessarily good leaders, people are not always
good followers. One leadership scholar stated, “Executives are given subordinates; they have
to earn followers.”29 But it’s also true that good followers help produce good leadership.
As a manager, you will be asked to play the roles of both leader and follower. As you lead
the people who report to you, you will report to your boss. You will be a member of some
teams and task forces, and you may head others. Although the official leadership roles get
the glamour and therefore are the roles that many people covet, followers must perform
their responsibilities conscientiously and well.
Good followership doesn’t mean merely obeying orders, although some bosses may view
it that way. The most effective followers are capable of independent thinking and at the same
time are actively committed to organizational goals.30 Exhibit 12.3 lists additional behaviors
of effective followers. Robert Townsend, who led a legendary turnaround at Avis, said that
the most important characteristic of a follower may be the willingness to tell the truth.31
The best followers master skills that are useful to their organizations, and they hold per-
formance standards that are higher than required. Effective followers may not get the glory,
but they know their contributions to the organization are valuable. And as they make those
contributions, they study leaders in preparation for their own leadership roles.32
Effective followers also distinguish themselves from ineffective ones by their enthusiasm
and commitment to the organization and to a person or purpose—an idea, a product—other
than themselves or their own interests.
Power and Leadership
1. Volunteering to handle tasks or help accomplish goals.
2. Accepting assignments in a willing manner.
3. Exhibiting loyalty to the group.
4. Voicing differences of opinion, but supporting the group’s decisions.
5. Offering suggestions.
6. Maintaining a positive attitude, even in confusing or trying times.
7. Working effectively as a team member.
EXHIBIT 12.3
Behaviors of Effective
Followers
SOURCE: Adapted from Holden Leadership Center, University of Oregon, http://leaders.
Definition of management
Definition of leadership
State the major styles of leadership
State the factors that may affect leadership styles
Nursing leadership role
Chapter 8:
Organization Leadership
Introduction
Great leaders exist in business, politics, the military, and even sports
Leadership can be used for good and for evil
Communication is a tool used to activate messages to followers
Leadership is a socially constructed phenomenon
Case Study: Charismatic Preacher
Reverend Jim Jones was a charismatic, influential preacher who led rapidly growing congregations throughout California
People were so inspired, that they donated their entire worldly possessions, traveled to South America, and built a community
Several years later, the Reverend leads a mass suicide of 909 people in his town of Jonestown, Guyana
Why would people be so committed to him that they would participate in a mass suicide?
What does this say about leadership?
Trait Approach to Leadership
If a person has certain traits, they will be a more effective leader
Big Five personality traits with leadership potential include:
Extraversion
Conscientiousness
Openness to experience
Ambition
Energy
The trait approach to leadership seems to be best able to predict leader emergence rather than leader effectiveness
There is a difference between possessing a trait and being perceived to possess a trait
4
Leadership Behaviors
The behavioral approach to leadership examines what leaders actually do and the behaviors leaders use to achieve their goals
It’s a matter of what you do (behavior theory), rather than who you are (trait theory) as a leader
Critical Thinking Questions – Traits and Behaviors
How does the perspective that leadership is something you do versus something you are change the responsibilities of a leader?
The University of Michigan and Ohio State Studies
Initiating Structure
Extent to which a leader defines and structures the roles of employees in the goal attainment effort
Production-oriented leaders have behavior similar to initiating structure
Consideration
Leader respects employees’ thoughts, ideas, and feelings, expresses appreciation and support, and develops an environment of mutual trust
Employee-oriented leaders also value consideration
Managerial Grid
Contingent Approaches to Leadership
Questions examined by contingency theorists include:
What are the situational factors that actually matter in leadership?
To what leadership styles do they best connect?
Least Preferred Co-Worker
Fiedler (1967) developed Least preferred co-worker (LPC) questionnaire
Rating “least” preferred coworker harshly = task-oriented leader
Rating “least” preferred coworker benevolently = relationship-oriented
Once individual leadership style is assessed, the situation is determined through three dimensions: 1) Leader-member relations 2) Task structure 3) Position power
Critical Thinking Questions – Least Preferred
Why does the way a person treats the least preferred co-worker likely say the most about their style of leadership?
Think about your experiences working in groups. How did you feel about the least-preferre ...
Leadership skills and its impact on organizational performancePreet Gill
Introduction and definition of leadership, leadership styles, how to measure organizational performance, and also explained the relationship between leadership styles and organizational performance.
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docxlorainedeserre
346 Part Four Leading: Mobilizing People
bat27644_ch12_340-369.indd 346 11/14/17 06:29 PM
Strategic leadership involves anticipating and envisioning a viable future for the organi-
zation and working with others to initiate changes that create that future.27 For example,
Indian business leaders prioritize their top responsibilities28 as providing input for busi-
ness strategy (which you studied thoroughly in Part 1 of this book); being keepers of the
organizational culture (introduced in Chapter 2); and guiding, teaching, and serving as role
models for employees (employees being the focus of this part of the book).
Leading and Following
Organizations succeed or fail not only because of how well they are led, but because of how
well followers follow. Just as managers are not necessarily good leaders, people are not always
good followers. One leadership scholar stated, “Executives are given subordinates; they have
to earn followers.”29 But it’s also true that good followers help produce good leadership.
As a manager, you will be asked to play the roles of both leader and follower. As you lead
the people who report to you, you will report to your boss. You will be a member of some
teams and task forces, and you may head others. Although the official leadership roles get
the glamour and therefore are the roles that many people covet, followers must perform
their responsibilities conscientiously and well.
Good followership doesn’t mean merely obeying orders, although some bosses may view
it that way. The most effective followers are capable of independent thinking and at the same
time are actively committed to organizational goals.30 Exhibit 12.3 lists additional behaviors
of effective followers. Robert Townsend, who led a legendary turnaround at Avis, said that
the most important characteristic of a follower may be the willingness to tell the truth.31
The best followers master skills that are useful to their organizations, and they hold per-
formance standards that are higher than required. Effective followers may not get the glory,
but they know their contributions to the organization are valuable. And as they make those
contributions, they study leaders in preparation for their own leadership roles.32
Effective followers also distinguish themselves from ineffective ones by their enthusiasm
and commitment to the organization and to a person or purpose—an idea, a product—other
than themselves or their own interests.
Power and Leadership
1. Volunteering to handle tasks or help accomplish goals.
2. Accepting assignments in a willing manner.
3. Exhibiting loyalty to the group.
4. Voicing differences of opinion, but supporting the group’s decisions.
5. Offering suggestions.
6. Maintaining a positive attitude, even in confusing or trying times.
7. Working effectively as a team member.
EXHIBIT 12.3
Behaviors of Effective
Followers
SOURCE: Adapted from Holden Leadership Center, University of Oregon, http://leaders ...
346 Part Four Leading Mobilizing Peoplebat27644_ch12_340.docxBHANU281672
346 Part Four Leading: Mobilizing People
bat27644_ch12_340-369.indd 346 11/14/17 06:29 PM
Strategic leadership involves anticipating and envisioning a viable future for the organi-
zation and working with others to initiate changes that create that future.27 For example,
Indian business leaders prioritize their top responsibilities28 as providing input for busi-
ness strategy (which you studied thoroughly in Part 1 of this book); being keepers of the
organizational culture (introduced in Chapter 2); and guiding, teaching, and serving as role
models for employees (employees being the focus of this part of the book).
Leading and Following
Organizations succeed or fail not only because of how well they are led, but because of how
well followers follow. Just as managers are not necessarily good leaders, people are not always
good followers. One leadership scholar stated, “Executives are given subordinates; they have
to earn followers.”29 But it’s also true that good followers help produce good leadership.
As a manager, you will be asked to play the roles of both leader and follower. As you lead
the people who report to you, you will report to your boss. You will be a member of some
teams and task forces, and you may head others. Although the official leadership roles get
the glamour and therefore are the roles that many people covet, followers must perform
their responsibilities conscientiously and well.
Good followership doesn’t mean merely obeying orders, although some bosses may view
it that way. The most effective followers are capable of independent thinking and at the same
time are actively committed to organizational goals.30 Exhibit 12.3 lists additional behaviors
of effective followers. Robert Townsend, who led a legendary turnaround at Avis, said that
the most important characteristic of a follower may be the willingness to tell the truth.31
The best followers master skills that are useful to their organizations, and they hold per-
formance standards that are higher than required. Effective followers may not get the glory,
but they know their contributions to the organization are valuable. And as they make those
contributions, they study leaders in preparation for their own leadership roles.32
Effective followers also distinguish themselves from ineffective ones by their enthusiasm
and commitment to the organization and to a person or purpose—an idea, a product—other
than themselves or their own interests.
Power and Leadership
1. Volunteering to handle tasks or help accomplish goals.
2. Accepting assignments in a willing manner.
3. Exhibiting loyalty to the group.
4. Voicing differences of opinion, but supporting the group’s decisions.
5. Offering suggestions.
6. Maintaining a positive attitude, even in confusing or trying times.
7. Working effectively as a team member.
EXHIBIT 12.3
Behaviors of Effective
Followers
SOURCE: Adapted from Holden Leadership Center, University of Oregon, http://leaders.
Definition of management
Definition of leadership
State the major styles of leadership
State the factors that may affect leadership styles
Nursing leadership role
Chapter 8:
Organization Leadership
Introduction
Great leaders exist in business, politics, the military, and even sports
Leadership can be used for good and for evil
Communication is a tool used to activate messages to followers
Leadership is a socially constructed phenomenon
Case Study: Charismatic Preacher
Reverend Jim Jones was a charismatic, influential preacher who led rapidly growing congregations throughout California
People were so inspired, that they donated their entire worldly possessions, traveled to South America, and built a community
Several years later, the Reverend leads a mass suicide of 909 people in his town of Jonestown, Guyana
Why would people be so committed to him that they would participate in a mass suicide?
What does this say about leadership?
Trait Approach to Leadership
If a person has certain traits, they will be a more effective leader
Big Five personality traits with leadership potential include:
Extraversion
Conscientiousness
Openness to experience
Ambition
Energy
The trait approach to leadership seems to be best able to predict leader emergence rather than leader effectiveness
There is a difference between possessing a trait and being perceived to possess a trait
4
Leadership Behaviors
The behavioral approach to leadership examines what leaders actually do and the behaviors leaders use to achieve their goals
It’s a matter of what you do (behavior theory), rather than who you are (trait theory) as a leader
Critical Thinking Questions – Traits and Behaviors
How does the perspective that leadership is something you do versus something you are change the responsibilities of a leader?
The University of Michigan and Ohio State Studies
Initiating Structure
Extent to which a leader defines and structures the roles of employees in the goal attainment effort
Production-oriented leaders have behavior similar to initiating structure
Consideration
Leader respects employees’ thoughts, ideas, and feelings, expresses appreciation and support, and develops an environment of mutual trust
Employee-oriented leaders also value consideration
Managerial Grid
Contingent Approaches to Leadership
Questions examined by contingency theorists include:
What are the situational factors that actually matter in leadership?
To what leadership styles do they best connect?
Least Preferred Co-Worker
Fiedler (1967) developed Least preferred co-worker (LPC) questionnaire
Rating “least” preferred coworker harshly = task-oriented leader
Rating “least” preferred coworker benevolently = relationship-oriented
Once individual leadership style is assessed, the situation is determined through three dimensions: 1) Leader-member relations 2) Task structure 3) Position power
Critical Thinking Questions – Least Preferred
Why does the way a person treats the least preferred co-worker likely say the most about their style of leadership?
Think about your experiences working in groups. How did you feel about the least-preferre ...
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
2. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Description
One of the current and most popular approaches to
leadership that has been the focus of much research
since the early 1980s is the transformational approach.
Transformational leadership is part of the “New
Leadership” paradigm
transformational leadership’s popularity might be due
to its emphasis on intrinsic motivation and follower
development, which fits the needs of today’s work
groups, who want to be inspired and empowered to
succeed in times of uncertainty.
2
3. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Transformational Leadership
Process – Assumes that leader’s interactions can
transform followers.
Influence - Assumes that a leader can transform
followers to accomplish more than what they would
do usually.
Core elements – Assumes that followers’ emotions,
values, ethics, standards, and long-term goals can be
changed.
Measure – Multifactor Leadership Questionnaire
(MLQ) which measures different leadership
behaviors (the 4 Is).
3
4. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Types of Leadership: Transactional
Focuses on the
exchanges
that occur
between leaders
and their followers
- No new taxes => votes.
- Sell more cars => bonus.
- Do assignments => grade.
- Surpass goals => promotion.
The exchanges that can be
observed in all organizations.
4
5. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Types of Leadership: Transformational
Process of
engaging with others
to create a connection
that increases
motivation
and morality in both the
leader and the follower
Leader is attentive to the
needs and motives of followers
and tries to help followers reach
their fullest potential.
Abraham Lincoln – raised
the hopes and demands of
millions of people, motivating
them to give themselves to
end slavery.
5
Mohandas Gandhi as a
classic example of
transformational leadership.
Gandhi raised the hopes and
demands of millions of his
people, and, in the process,
was changed himself.
6. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Types of Leadership: Pseudo-Transformational
Leaders who are
– transforming but in a
negative way
– self-consumed,
exploitive, power-
oriented, with
warped moral values
includes leaders like
Adolph Hitler
Saddam Hussein
Focuses on the
leader’s
own interests
rather than the
interests of his or
her followers
6
7. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Transformational Leadership Factors:
The 4 Is
Idealized Influence
Being a strong role model
High standards of moral and ethical conduct
Inspirational Motivation
High expectations
Inspiring followers to commitment to a shared vision
Intellectual Stimulation
Stimulating followers to be creative and innovative
Develop innovative ways of dealing with organization
issues
Individualized Consideration
Listening carefully to the needs of followers
Helping followers grow through personal challenges
7
8. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
8
9. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
Bass (1985, p. 20) argued that
transformational leadership motivates
followers to do more than expected by
(a) raising followers’ levels of consciousness about
the importance and value of specified and idealized
goals,
(b) getting followers to transcend their own self-
interest for the sake of the team or organization, and
(c) moving followers to address higher-level needs.
9
10. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
the model of transformational and transactional leadership
incorporates seven different factors.
10
11. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
Transformational Leadership Factors
Idealized Influence
It is the emotional component of leadership
Idealized influence describes leaders who act as strong
role models for followers;
followers identify with these leaders and want very much
to imitate them.
These leaders usually have very high standards of moral
and ethical conduct.
They are deeply respected by followers, who usually
place a great deal of trust in them.
11
12. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
Transformational Leadership Factors
Idealized Influence
The idealized influence factor is measured on two
components:
• an attributional component that refers to the
attributions of leaders made by followers based on
perceptions they have of their leaders,
• and a behavioral component that refers to followers’
observations of leader behavior.
12
13. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
Transformational Leadership Factors
Inspirational Motivation.
communicate high expectations to followers, inspiring
them through motivation to become committed to and a
part of the shared vision in the organization.
Team spirit is enhanced by this type of leadership.
An example of this factor would be a sales manager who
motivates members of the sales force to excel in their
work through encouraging words
13
14. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
Transformational Leadership Factors
Intellectual Stimulation
stimulates followers to be creative and innovative and to
challenge their own beliefs and values as well as those
of the leader and the organization.
support followers as they try new approaches and
develop innovative ways of dealing with organizational
issues.
An example of this type of leadership is a plant manager
who promotes workers’ individual efforts to develop
unique ways to solve problems that have caused
slowdowns in production.
14
15. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
Transformational Leadership Factors
Individualized Consideration.
leaders provide a supportive climate in which they listen
carefully to the individual needs of followers.
Leaders act as coaches and advisers while trying to
assist followers in becoming fully actualized.
An example of this type of leadership is a manager who
spends time treating each employee in a caring and
unique way. To some employees, the leader may give
strong affiliation; to others, the leader may give specific
directives with a high degree of structure.
15
16. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
Transactional Leadership Factors
Contingent Reward.
It is an exchange process between leaders and followers
in which effort by followers is exchanged for specified
rewards.
With this kind of leadership, the leader tries to obtain
agreement from followers on what must be done and
what the payoffs will be for the people doing it.
An example of this type of transaction is a parent who
negotiates with a child about how much television the
child can watch after practicing the piano.
16
17. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
Transactional Leadership Factors
Management-by-Exception.
It is leadership that involves corrective criticism, negative
feedback, and negative reinforcement.
Management-by-exception takes two forms: active and
passive.
• A leader using the active form of management-by-
exception watches followers closely for mistakes or
rule violations and then takes corrective action.
• A leader using the passive form intervenes only after
standards have not been met or problems have
arisen.
17
18. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
A Model of Transformational Leadership
Non leadership Factor
Laissez-Faire.
As the French phrase implies, the laissez-faire leader
takes a “hands-off, let-things-ride” approach.
This leader abdicates responsibility, delays decisions,
gives no feedback, and makes little effort to help
followers satisfy their needs. There is no exchange with
followers or attempt to help them grow.
An example of a laissez-faire leader is the president of a
small manufacturing firm who calls no meetings with
plant supervisors, has no long-range plan for the firm,
acts detached, and makes little contact with employees.
18
20. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
.Bennis and Nanus
Bennis and Nanus (1985) asked 90 leaders basic
questions such as
“What bare your strengths and weaknesses?”
“What past events most influenced your leadership
approach?” and
“What were the critical points in your career?
From the answers leaders provided to these questions,
Bennis and Nanus identified four common strategies
used by leaders in transforming organizations.
20
21. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
.Bennis and Nanus four common strategies
First,
transforming leaders had a clear vision of the
future state of their organizations.
The vision usually was simple, understandable,
beneficial, and energy creating.
The compelling nature of the vision touched the
experiences of followers and pulled them into
supporting the organization.
21
22. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
Bennis and Nanus four common strategies
Second,
transforming leaders were social architects for
their organizations.
This means they created a shape or form for the
shared meanings people maintained within their
organizations.
These leaders communicated a direction that
transformed their organization’s values and
norms.
22
23. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
Bennis and Nanus four common strategies
Third,
transforming leaders created trust in their
organizations by making their own positions
clearly known and then standing by them.
Trust has to do with being predictable or reliable,
even in situations that are uncertain.
when leaders established trust in an
organization, it gave the organization a sense of
integrity analogous to a healthy identity
23
24. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
Bennis and Nanus four common strategies
Fourth,
transforming leaders used creative deployment
of self through positive self-regard.
Leaders knew their strengths and weaknesses,
and they emphasized their strengths rather than
dwelling on their weaknesses.
positive self-regard in leaders had a reciprocal
impact on followers, creating in them feelings of
confidence and high expectations.
24
25. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
Kouzes and Posner
Kouzes and Posner (1987, 2002) developed their model
by interviewing leaders about leadership. They
interviewed more than 1,300 middle- and senior level
managers in private and public sector organizations and
asked them to describe their “personal best”
experiences as leaders.
The Kouzes and Posner model consists of five
fundamental practices that enable leaders to get
extraordinary things accomplished: model the way,
inspire a shared vision, challenge the process, enable
others to act, and encourage the heart.
25
26. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
Kouzes and Posner
Model the Way.
To model the way, leaders need to be clear about
their own values and philosophy.
They need to find their own voice and express it
to others.
Exemplary leaders set a personal example for
others by their own behaviors.
26
27. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
Kouzes and Posner
Inspire a Shared Vision.
Effective leaders create compelling visions that can
guide people’s behavior.
They are able to visualize positive outcomes in the
future and communicate them to others.
Challenge the Process.
Challenging the process means being willing to change
the status quo and step into the unknown.
It includes being willing to innovate, grow, and improve
27
28. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
Kouzes and Posner
Enable Others to Act.
Outstanding leaders are effective at working with
people.
They build trust with others and promote collaboration.
Teamwork and cooperation are highly valued by these
leaders.
They listen closely to diverse points of view and treat
others with dignity and respect.
28
29. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Other Transformational Perspectives
Kouzes and Posner
Encourage the Heart.
Leaders encourage the heart by rewarding others for
their accomplishments.
It is natural for people to want support and recognition.
Effective leaders are attentive to this need and are
willing to give praise to workers for jobs well done.
29
30. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Strengths
Intuitive appeal. People are attracted to TL because it makes
sense to them.
Emphasizes followers. TL emphasizes followers’ emotions, needs,
values, and morals.
Effectiveness. Evidence supports that TL is an effective form of
leadership. The dimensions measured (especially the 4 I’s and
contingent rewards) impact followers’
Motivation
Performance
Satisfaction
30
31. LEADERSHIP THEORY AND PRACTICE EIGHTH EDITION
Criticisms
Lacks conceptual and measurement clarity.
The 4 I’s overlap.
Transactional and transformational leadership overlap.
Essentially ignores task oriented behavior (planning, defining
roles, defining objectives, problem solving).
Validity of MLQ is weak.
• Does the MLQ simply measure how much a follower likes a leader?
• Do leaders with high MLQ scores actually transform their followers?
TL treats leadership more as a set of personality traits and
abilities than a behavior that can be taught.
Has the potential to be abused.
Without absolute moral standards, the difference between
transformational and pseudo-transformational leadership is blurred.
31