Rarely has so much ink and research been dedicated to such an abstract and mercurial science. In this slideshow, we present a choice sample from the deluge.
The Business Case of Gender Diversity and the UN Women Empowerment PrinciplesAnke Domscheit-Berg
Presentation held at the Business and Professional Women's International Congress in Helsinki, Finland, 18.06.2011.
Topic: The Business Case of Gender Diversity and the UN Women Empowerment Principles
Question # 1: What differences between women and men are there?
Question # 2: What are some examples of low gender diversity?
Question # 3: What are some examples of high gender diversity?
Question # 4: How do we measure gender diversity?
Women in management positions at all levels need professional management and leadership development to perform and advance effectively. This is especially true for women where management positions are still largely occupied by males. This programme will equip each participant with the key management competencies necessary to increase their contribution to businesses.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
The seventh edition of the Grant Thornton International Business Report focused on
“Women in Business” forms part of Grant Thornton’s global research program into women’s
representation in corporates. This report analyses the various gender diversity programs across the
world to promote more women representation in the senior positions.
The Business Case of Gender Diversity and the UN Women Empowerment PrinciplesAnke Domscheit-Berg
Presentation held at the Business and Professional Women's International Congress in Helsinki, Finland, 18.06.2011.
Topic: The Business Case of Gender Diversity and the UN Women Empowerment Principles
Question # 1: What differences between women and men are there?
Question # 2: What are some examples of low gender diversity?
Question # 3: What are some examples of high gender diversity?
Question # 4: How do we measure gender diversity?
Women in management positions at all levels need professional management and leadership development to perform and advance effectively. This is especially true for women where management positions are still largely occupied by males. This programme will equip each participant with the key management competencies necessary to increase their contribution to businesses.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
The seventh edition of the Grant Thornton International Business Report focused on
“Women in Business” forms part of Grant Thornton’s global research program into women’s
representation in corporates. This report analyses the various gender diversity programs across the
world to promote more women representation in the senior positions.
Co-operative Development Scotland is the arm of Scottish Enterprise which supports company growth through co-operatives and employee ownership business models. Our annual review looks at the work we have done across 2014/15.
When a leader decides to launch a major project that is sure to attract public scrutiny, such as opening a new amusement park or building a new international airport, the result is often far from what was promised in the original press release. The resulting debacle often draws a great deal of attention to the decision maker. Paul C. Nutt reveals why such debacles happen.
The original article was written by Paul C. Nutt for Business Strategy Review, 2001 and was republished in Volume 24, Issue 21 - 2013. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
No matter what business you’re in or what position you hold, there’s one guarantee.
**Everyone hates annual reviews.**
* Big companies hate them because reviews are a potential point of conflict that mean stacks of paperwork and missed hours of production.
* Small companies hate them because reviews destroy the idea that everyone is just one big happy team.
* Managers hate reviews because they don’t want to appear like Big Brother breathing down the worker bees’ necks. \* And employees hate them because they never know what’s coming--a raise or a reprimand.
The reality is that everyone’s fumbling around for a good framework, hoping that this uncomfortable time for judging employee performance can pass without too much drama or antacid consumption.
This deck explains how you can conduct better annual reviews for your programmers.
The causes of success of the micro and small enterprises in Brazil presenta...Cristiano Machado
Apresentação do artigo: The Causes of Success of the Micro and Small Enterprises in Brazil: a review of the last few years - Conferência anual (2010) do Conselho Canadense para Pequenas Empresas e Empreendedorismo - Calgary Canada
Presentation of the paper: The Causes of Success of the Micro and Small Enterprises in Brazil: a review of the last few years - CCSBE 2010 - Canadian Council for Small Business and Entrepreneurship Annual Conference 2010 - Calgary Canada
How do business leaders spend their working days?
This was first published in Business Strategy Review, Volume 22, Issue 4 - 2011. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
2008 School of Business and Economics Annual Review at Indiana University South Bend.
Distributed internally and externally to faculty, staff, and alumni.
Publication received a 2009 American Graphic Design Award.
A lot of research has been done on Leadership. Have a look at some interesting statistics on leadership development, job promotions and women in power in this Business Strategy Review report.
Co-operative Development Scotland is the arm of Scottish Enterprise which supports company growth through co-operatives and employee ownership business models. Our annual review looks at the work we have done across 2014/15.
When a leader decides to launch a major project that is sure to attract public scrutiny, such as opening a new amusement park or building a new international airport, the result is often far from what was promised in the original press release. The resulting debacle often draws a great deal of attention to the decision maker. Paul C. Nutt reveals why such debacles happen.
The original article was written by Paul C. Nutt for Business Strategy Review, 2001 and was republished in Volume 24, Issue 21 - 2013. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
No matter what business you’re in or what position you hold, there’s one guarantee.
**Everyone hates annual reviews.**
* Big companies hate them because reviews are a potential point of conflict that mean stacks of paperwork and missed hours of production.
* Small companies hate them because reviews destroy the idea that everyone is just one big happy team.
* Managers hate reviews because they don’t want to appear like Big Brother breathing down the worker bees’ necks. \* And employees hate them because they never know what’s coming--a raise or a reprimand.
The reality is that everyone’s fumbling around for a good framework, hoping that this uncomfortable time for judging employee performance can pass without too much drama or antacid consumption.
This deck explains how you can conduct better annual reviews for your programmers.
The causes of success of the micro and small enterprises in Brazil presenta...Cristiano Machado
Apresentação do artigo: The Causes of Success of the Micro and Small Enterprises in Brazil: a review of the last few years - Conferência anual (2010) do Conselho Canadense para Pequenas Empresas e Empreendedorismo - Calgary Canada
Presentation of the paper: The Causes of Success of the Micro and Small Enterprises in Brazil: a review of the last few years - CCSBE 2010 - Canadian Council for Small Business and Entrepreneurship Annual Conference 2010 - Calgary Canada
How do business leaders spend their working days?
This was first published in Business Strategy Review, Volume 22, Issue 4 - 2011. Subscribe today to receive your quarterly copy delivered to your home or work place. http://bit.ly/BSR-subscribe
2008 School of Business and Economics Annual Review at Indiana University South Bend.
Distributed internally and externally to faculty, staff, and alumni.
Publication received a 2009 American Graphic Design Award.
A lot of research has been done on Leadership. Have a look at some interesting statistics on leadership development, job promotions and women in power in this Business Strategy Review report.
Irrespective of the tremendous technological & commercial progress, there is an acute shortage of Real Leaders in this 21st Century. An overview........
Presented at WIFT -International Women Conference for Digital Women, Canada October 25.
In this presentation Dr. Taly Weiss reviews the current state of women in the business world, focusing on digital women.
Taly will present a thesis that connects the new media and the emerging influence of women in developed countries to the rise of women in technology.
The presentation includes practical tips on how women can use Social Media to influence and lead professionally
One of the most frequent observations about Ursula Burns’ success is the
fact that she is the first African-American woman to lead a major US
corporation and the first female CEO to take the reins from another woman.
What is the Difference Between Leadership and Management?Jim Tybur
Slide presentation authored and presented by Stanford Business School professor, Charles O'Reilly at a dinner sponsored by Trinity Ventures for its portfolio company CEOs and Founders. Professor O'Reilly graciously allowed me to post this and link to it off of my blog, IronGiving.com.
1. Global Leadership 2019-2020Under Guidance from Dr.MargenePurnell14
1.
Global Leadership 2019-2020
Under Guidance from Dr. Sriram Rajagopalan
LDR 6145
Northeastern University
Table of Contents
Global Leadership Success Through Emotional and Cultural Intelligences.....................................5
The Global Leadership of Carlos Ghosn at Nissan.........................................................................17
Gojo Industries: Aiming for Global Sustainability Leadership.........................................................29
Leadership in a Globalizing World..................................................................................................41
Regional Strategies for Global Leadership.....................................................................................85
Rising Costs of Bad Leadership.....................................................................................................99
Learning to Manage Global Innovation Projects...........................................................................103
Global Leadership 2019-2020 LDR 6145
Under Guidance from Dr. Sriram Rajagopalan Northeastern University
2.
Global leadership success through emotional and
cultural intelligences
Ilan Alon, James M. Higgins*
Roy E. Crummer Graduate School of Business, Rollins College, 1000 Holt Ave-2722, Winter Park, FL 32789,
USA
Abstract Culturally attuned and emotionally sensitive global leaders need to be
developed: leaders who can respond to the particular foreign environments of
different countries and different interpersonal work situations. Two emerging
constructs are especially relevant to the development of successful global leaders:
cultural and emotional intelligences. When considered under the traditional view of
intelligence as measured by IQ, cultural, and emotional intelligences provide a
framework for better understanding cross-cultural leadership and help clarify
possible adaptations that need to be implemented in leadership development
programs of multinational firms. This article posits that emotional intelligence (EQ),
analytical intelligence (IQ), and leadership behaviors are moderated by cultural
intelligence (CQ) in the formation of global leadership success.
D 2005 Kelley School of Business, Indiana University. All rights reserved.
bBut when a prince acquires the sovereignty of a
country differing from his own both in language,
manners, and intellectual organization, great dif-
ficulties arise; and in order to maintain the
possession of it, good fortune must unite with
superior talent.Q —Niccolo Machiavelli, The Prince
1. Global interaction and interpersonal
relationships
To say that globalization is upon us is axiomatic.
Conducting global, international, and cross-cul-
tural business is a mundane reality for most
contemporary large organizations. Even if your
business is a medium- or small-sized firm, you
have probably experienced globalization through
interactions with global participants that belong
to at lea ...
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Kuwait Petroleum Corporation: Transforming leadership for 2030 and beyondLondon Business School
This case study explores the custom programme developed by London Business School for the Kuwait Petroleum Corporation in conjunction with the National Technology Enterprises Company Kuwait. The study examines the scale and accomplishments of the programme, as well as the unique tripartite collaboration between the three key stakeholders that delivered its success.
Together, Microsoft and London Business School created The Public Sector Course: a customised programme, tailoring a Massive Open Online Course (MOOC) model for Microsoft’s public sellers specifically. The programme aims to empower participants to build trust and credibility with customers.
Learn more about our customised programmes: https://www.london.edu/programmes/executive-education/topic/executive-education-for-organisations/custom-programmes
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Active vs. passive – practitioner perspectives - Tim Hodgson, Head of the Thinking Ahead Institute, Willis Towers Watson
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking
Portfolio construction today - Cliff Asness, Managing & Founding Principal, AQR Capital Management
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking – Private Equity
Partners Capital View of the Future of Private Equity Investing
Stan Miranda, Founder and CEO, Partners Capital Investment Group
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Risk taking the ATP way - Kasper Lorenzen, Chief Investment Officer, ATP
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Is factor investing a bubble? - René M. Stulz, Everett D. Reese Chair of Banking and Monetary Economics, Ohio State University
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Sharpening the Arithmetic of Active Management - Lasse Pedersen, Professor of Finance, Copenhagen Business School and NYU; and Principal, AQR Capital Management
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Money management in equilibrium - Jonathan Berk, A.P. Giannini Professor of Finance, Graduate School of Business, Stanford University
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
The ten commandments of business innovation | London Business SchoolLondon Business School
From his new book Breaking Bad Habits, LBS's Freek Vermeulen explores the ten commandments your business must follow to reinvigorate your organisation.
http://www.freekvermeulen.com/
Find out how Smurfit Kappa partnered with London Business School to design two precisely calibrated learning journeys that transformed participants from two distinct strands of leadership.
Systemic Risk in the Asset Management Industry - Michael Mendelson, Principal, AQR Capital Management
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Myths and Realities of ETFs and Index Investing - Ananth Madhavan, Managing Director, Global Head of Research for ETF and Index Investing, BlackRock
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Together with London Business School (LBS), Nordea created the Strategic Leadership Programme to empower its next-generation leaders to: think strategically about the future and about customers; align functions and strategies to the overarching Nordea Future Relationship Bank Strategy; and build trust across the whole business.
Learn more about our customised programmes: http://bit.ly/2mzsMM5
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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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
Memorandum Of Association Constitution of Company.ppt
Leadersnips by Business Strategy Review
1. 40% of job moves can be interpreted as a
promotion, the same number are a move
laterally and 20% are a move downwards.
Monika Hamori, IE Business School
jobmovesleadershipwisdom
In 2009 US companies
spent $12 billion on
leadership development.
Sue Ashford and Scott DeRue, http://blogs.hbr.org
leadershipdevelopment
Researchers at the UK’s Reading University are examining
the brains of business, military and other leaders to better
understand what makes them effective leaders.
www.bbc.co.uk
Brainsofbusiness
movedownwards20%
promotion40%
movelaterally40%
leadersnips
Rarely has so much ink and wisdom been
dedicated to such an abstract and mercurial science.
We present a choice sample from the deluge.
“When the effective
leader is finished
with his work,
the people say it
happens naturally.”
Lao-Tzu, Chinese philosopher
18 BUSINESS STRATEGY REVIEW ISSUE 2– 2011
LEADERSHIP REPORT
2. 64% of executives who left a company on
Fortune’s Most Admired Companies ranking
left for a company not on the ranking.
Monika Hamori, IE Business School
Only 12.5% of the
directors of FTSE-100
companies are women.
www.ibtimes.com
DirectorsofFTSE-100
UK22%
GermanY33%
holland42%
Rwanda56%
Sweden46%
The 2010 election meant that 22% of UK MPs
are women. In the German Bundestag it is 33%;
in the Dutch parliament, 42%; the Rwandan
parliament, 56%; and the Swedish, 46%.
www.guardian.co.uk
WomanMPs
executivedecisions
“To be omnipotent
but friendless is
to reign.”
Percy Bysshe Shelley, poet
leadershipwisdom
Nearly 60% of companies
face leadership talent
shortages which impede
performance.
Sue Ashford and Scott DeRue, http://blogs.hbr.org
talentshortages
talentshortages60%
women12.5%
companyleavers64%
leadersNIPS
19www.london.edu/bsr BUSINESS STRATEGY REVIEW