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Organizational structure, norms, values, culture, etc., all have an impact on a leader’s success. Consider the new or advancing leader. Such a leader is expected to learn how to effectively perform all of the important administrative and professional/technical tasks. In addition, the leader needs to master the necessary social skills associated with early effectiveness in the new position. Below are 10 “sociopolitical” categories which may influence a transitioning leader's early (and enduring) effectiveness. These include, in no particular order, the ability to: enter into an established leader/employee “network.” sense, as well as use, appropriate communication; influence behaviors. sense and appropriately act on keen organizational norms. become aware of, and sensitively interact with, organizational “blockers” and “enablers.” build political bridges by identifying and relating to key formal/informal power sources. become known as a “go-to/can-do” individual. be perceived as a “team player.” sense key organizational issues upon which to create early vision, initiatives, and value. identify and appropriately respond to the requirements of superiors/peers/subordinates. be perceived as having organizationally appropriate ethics, values, and beliefs. Week 2 Discussion Question: In your view, how important to your enduring success in the job are your early efforts in a new leadership role? Presuming you already have practiced some or all of the 10 items, how did you learn to do so? .
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A Matter of Culture
This document discusses organizational culture and leadership culture within credit unions. It begins by explaining that determining the type of culture a credit union aims to foster can be challenging for CEOs and board leaders. The document then explores what organizational culture means, how leaders can shape or change a culture, and 10 key elements that can build an effective boardroom culture, such as commitment to engagement, fostering teamwork, and building curiosity.
Corporate Leadership - A Summary
The corporate leader understands their role is to manage the business by converting resources into goods and services, which requires managing managers, workers, and work. To succeed, the leader must set the strategic direction, mobilize resources, inspire commitment to goals, and create the organization's identity. The leader needs emotional intelligence and must develop credibility through honesty, integrity and empowering others while focusing on key deliverables like strategic issues, production, operations, revenue, profitability and service quality.
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Organizational structure, norms, values, culture, etc., all have an impact on a leader’s success. Consider the new or advancing leader. Such a leader is expected to learn how to effectively perform all of the important administrative and professional/technical tasks. In addition, the leader needs to master the necessary social skills associated with early effectiveness in the new position. Below are 10 “sociopolitical” categories which may influence a transitioning leader's early (and enduring) effectiveness. These include, in no particular order, the ability to:
enter into an established leader/employee “network.”
sense, as well as use, appropriate communication; influence behaviors.
sense and appropriately act on keen organizational norms.
become aware of, and sensitively interact with, organizational “blockers” and “enablers.”
build political bridges by identifying and relating to key formal/informal power sources.
become known as a “go-to/can-do” individual.
be perceived as a “team player.”
sense key organizational issues upon which to create early vision, initiatives, and value.
identify and appropriately respond to the requirements of superiors/peers/subordinates.
be perceived as having organizationally appropriate ethics, values, and beliefs.
Please note that these are behavioral skill categories, not actual behaviors. You likely use many of the actual behaviors (such as “interpersonal communication”) within a category every day.
Remember, after you submit your answer each week to the Discussion Question itself, you also need to respond to at least two of your classmates’ posts.
(In total for this module’s Discussion Forum you should have contributed at least two Discussion Question posts and four response posts to your classmates.)
You must participate in BOTH Week 1 and Week 2 Discussions to get credit for each module’s Discussion.
Posting early each week will allow for more opportunities for leading the discussions, making substantial contributions, and engaging in meaningful and mutual discussions with others.
Week 1 Discussion Question:
Does this list of “sociopolitical” skill categories match your sense of what is most required to help ensure a leader's early success in a new role/position? What might you add or subtract to help ensure the most effective transition into a new job?
(For the Week 2 Discussion Question, see the second part of this module’s Discussion Forum.)
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Bus 520 assignt 3
An interview of a leader on how he/she uses leadership skills, ethics and communication to improve job performance
Managers must understand their own ethical standards thoroughly if they wish ...
Managers must understand their own ethical standards thoroughly if they wish to be effective in their careers
Module 4 - BackgroundOrganizational Structure and CultureRequi.docx
Module 4 - Background
Organizational Structure and Culture
Required Sources
Organizational Culture
Have you ever observed how some organizations just seem to be shining stars in their fields, even if the product or service they produce is not that much different from their competitors? Have you noticed that it seems that they are the ones who are the most successful? Did you ever wonder why? Read the following material on organizational culture for some insights into what culture is, what it does, how it is formed, and how it is taught to newcomers in the organization. This reading is available in the Trident University Library.
Flamholtz, E. & Randle, Y. (2011). Corporate Culture: The Invisible Asset. Corporate Culture: The Ultimate Strategic Asset. (pp. 3-25), Stanford, CA: Stanford Business Books.
This material on organizational culture type may be particularly helpful as you prepare your Module 4 SLP assignment.
McNamara, C. (2000) Organizational Culture. Adapted from the Fieldguide to Organizational Leadership and Supervision. Free Management Library. http://managementhelp.org/organizations/culture.htm
Organizational Structure and Design
The way an organization is designed and structured can have significant effects on its members and its ability to execute its strategy. In this module we will try to understand those effects and analyze the behavioral implications of different organizational designs.
An organizational structure defines how job tasks are formally divided, grouped, and coordinated. According to Robbins and Judge (2014), managers need to address six key elements when they design their organization’s structure:
Work specialization – the extent to which activities are subdivided into separate jobs.
Departmentalization – the basis on which jobs will be grouped together.
Chain of command – the people who individuals and groups report to.
Span of control – the number of individuals that a manager can direct efficiently and effectively.
Centralization and de-centralization – the locus of decision-making authority.
Formalization – the extent to which there will be rules and regulations to direct employees and managers.
One way to gain insight into the complexity of organizations and how organizations are structured or designed is through metaphors. For example, using metaphors, an organization can be talked about as if it were a machine or as if it were an organism. The organization that is like a machine is characterized by extensive departmentalization, high formalization, and limited by low formalization, flat hierarchy and the use of cross-hierarchical and cross-functional teams, free flow of information, and decentralization. Each design has advantages and disadvantages. For example, organizations that are like machines are often good at keeping the costs of standardized products or services down, but could inhibit innovation and creativity. Read the excerpt (pp. 98-108) for insight into organizational design and how metaphor.
Feature article Governance in practiceFeature article Governan.docx
Feature article Governance in practiceFeature article Governance in practice
• A cultural environment
in which people feel
not only safe to speak
up but expected to, is
essential to achieving
an organisation’s
governance objectives.
• Every member of your
team needs to be held
accountable for doing
their part to protect
the interests of the
organisation and its
stakeholders.
• Inspire people to
want to behave with
integrity and contribute
to the full extent of
their potential, and
governance standards
are likely to be
achieved.
Ego, greed, power, risk
taking, responsibility,
morality … the reasons
people break the rules
and fail to meet expected
ethical standards are
varied and at times
complex. Influencing
the way people choose
to behave is essential to
any organisation’s ability
to meet its governance
obligations.
In Australia, the link between
culture and governance is firmly
on the minds of the regulators. The
Australian Securities and Investments
Commission (ASIC) has in recent years
brought an especially strong focus
to bear on organisational culture
and its influence on how employees
behave. Both ASIC and the Australian
Prudential Regulation Authority (APRA)
have emphasised corporate culture as
a key area of risk.
The link between poor culture and
poor conduct has driven both
regulators to actively review company
practices linked to culture. Critical
decisions including incentives
payments and other rewards are of
particular concern. Whistleblowing
policies and complaints processes
have also been under the microscope.
Misconduct in the financial services
industry provides recent example
of the impact of poor organisational
cultures on risk, compliance and
organisational performance. In April
2015 top executives from Macquarie,
ANZ, NAB and CBA faced a Senate
inquiry to respond to questions about
their financial planning and wealth
divisions. The Australian Financial
Review reported at the time, that the
financial planning scandal at CBA alone
led to ‘thousands of clients losing
hundreds of millions in retirement
savings from receiving inappropriate
financial advice.’
These cases and others like them
have drawn intense public criticism
of perceived lack accountability for
behaviour at all levels of business.
Customers and shareholders alike,
expect leaders to create corporate
cultures that ensure their interests and
rights are protected. The pressure is
on for boards and senior leaders to not
only achieve superior financial results,
but to ensure approaches taken are
both ethical and prudent.
Desirable culture
A cultural environment in which
people feel not only safe to speak
up but expected to, is essential to
achieving an organisation’s governance
objectives. Just as important is
for people to have a deep sense
of personal accountability and the
courage to stand up for what is right.
Reflect for a moment on the cultural
environments you ...
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This document discusses organizational culture and leadership culture within credit unions. It begins by explaining that determining the type of culture a credit union aims to foster can be challenging for CEOs and board leaders. The document then explores what organizational culture means, how leaders can shape or change a culture, and 10 key elements that can build an effective boardroom culture, such as commitment to engagement, fostering teamwork, and building curiosity.
Corporate Leadership - A Summary
The corporate leader understands their role is to manage the business by converting resources into goods and services, which requires managing managers, workers, and work. To succeed, the leader must set the strategic direction, mobilize resources, inspire commitment to goals, and create the organization's identity. The leader needs emotional intelligence and must develop credibility through honesty, integrity and empowering others while focusing on key deliverables like strategic issues, production, operations, revenue, profitability and service quality.
Week 1 Sociopolitical SkillsView Topic in Grid ViewActions fo.docx
Week 1: Sociopolitical Skills
View Topic in Grid View
Actions for 'Week 1: Sociopolitical Skills'
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Show Description
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Organizational structure, norms, values, culture, etc., all have an impact on a leader’s success. Consider the new or advancing leader. Such a leader is expected to learn how to effectively perform all of the important administrative and professional/technical tasks. In addition, the leader needs to master the necessary social skills associated with early effectiveness in the new position. Below are 10 “sociopolitical” categories which may influence a transitioning leader's early (and enduring) effectiveness. These include, in no particular order, the ability to:
enter into an established leader/employee “network.”
sense, as well as use, appropriate communication; influence behaviors.
sense and appropriately act on keen organizational norms.
become aware of, and sensitively interact with, organizational “blockers” and “enablers.”
build political bridges by identifying and relating to key formal/informal power sources.
become known as a “go-to/can-do” individual.
be perceived as a “team player.”
sense key organizational issues upon which to create early vision, initiatives, and value.
identify and appropriately respond to the requirements of superiors/peers/subordinates.
be perceived as having organizationally appropriate ethics, values, and beliefs.
Please note that these are behavioral skill categories, not actual behaviors. You likely use many of the actual behaviors (such as “interpersonal communication”) within a category every day.
Remember, after you submit your answer each week to the Discussion Question itself, you also need to respond to at least two of your classmates’ posts.
(In total for this module’s Discussion Forum you should have contributed at least two Discussion Question posts and four response posts to your classmates.)
You must participate in BOTH Week 1 and Week 2 Discussions to get credit for each module’s Discussion.
Posting early each week will allow for more opportunities for leading the discussions, making substantial contributions, and engaging in meaningful and mutual discussions with others.
Week 1 Discussion Question:
Does this list of “sociopolitical” skill categories match your sense of what is most required to help ensure a leader's early success in a new role/position? What might you add or subtract to help ensure the most effective transition into a new job?
(For the Week 2 Discussion Question, see the second part of this module’s Discussion Forum.)
Rubrics
{count} items shown.
{count}
items selected.
All items selected.
Clear Selection
No items found.
MBA/MSHRM/MSL Discussion Grading Rubric - Timeliness v1
Locked before Monday, March 14, 2016 1:00 AM PDT
.
Bus 520 assignt 3
An interview of a leader on how he/she uses leadership skills, ethics and communication to improve job performance
Managers must understand their own ethical standards thoroughly if they wish ...
Managers must understand their own ethical standards thoroughly if they wish to be effective in their careers
Module 4 - BackgroundOrganizational Structure and CultureRequi.docx
Module 4 - Background
Organizational Structure and Culture
Required Sources
Organizational Culture
Have you ever observed how some organizations just seem to be shining stars in their fields, even if the product or service they produce is not that much different from their competitors? Have you noticed that it seems that they are the ones who are the most successful? Did you ever wonder why? Read the following material on organizational culture for some insights into what culture is, what it does, how it is formed, and how it is taught to newcomers in the organization. This reading is available in the Trident University Library.
Flamholtz, E. & Randle, Y. (2011). Corporate Culture: The Invisible Asset. Corporate Culture: The Ultimate Strategic Asset. (pp. 3-25), Stanford, CA: Stanford Business Books.
This material on organizational culture type may be particularly helpful as you prepare your Module 4 SLP assignment.
McNamara, C. (2000) Organizational Culture. Adapted from the Fieldguide to Organizational Leadership and Supervision. Free Management Library. http://managementhelp.org/organizations/culture.htm
Organizational Structure and Design
The way an organization is designed and structured can have significant effects on its members and its ability to execute its strategy. In this module we will try to understand those effects and analyze the behavioral implications of different organizational designs.
An organizational structure defines how job tasks are formally divided, grouped, and coordinated. According to Robbins and Judge (2014), managers need to address six key elements when they design their organization’s structure:
Work specialization – the extent to which activities are subdivided into separate jobs.
Departmentalization – the basis on which jobs will be grouped together.
Chain of command – the people who individuals and groups report to.
Span of control – the number of individuals that a manager can direct efficiently and effectively.
Centralization and de-centralization – the locus of decision-making authority.
Formalization – the extent to which there will be rules and regulations to direct employees and managers.
One way to gain insight into the complexity of organizations and how organizations are structured or designed is through metaphors. For example, using metaphors, an organization can be talked about as if it were a machine or as if it were an organism. The organization that is like a machine is characterized by extensive departmentalization, high formalization, and limited by low formalization, flat hierarchy and the use of cross-hierarchical and cross-functional teams, free flow of information, and decentralization. Each design has advantages and disadvantages. For example, organizations that are like machines are often good at keeping the costs of standardized products or services down, but could inhibit innovation and creativity. Read the excerpt (pp. 98-108) for insight into organizational design and how metaphor.
Feature article Governance in practiceFeature article Governan.docx
Feature article Governance in practiceFeature article Governance in practice
• A cultural environment
in which people feel
not only safe to speak
up but expected to, is
essential to achieving
an organisation’s
governance objectives.
• Every member of your
team needs to be held
accountable for doing
their part to protect
the interests of the
organisation and its
stakeholders.
• Inspire people to
want to behave with
integrity and contribute
to the full extent of
their potential, and
governance standards
are likely to be
achieved.
Ego, greed, power, risk
taking, responsibility,
morality … the reasons
people break the rules
and fail to meet expected
ethical standards are
varied and at times
complex. Influencing
the way people choose
to behave is essential to
any organisation’s ability
to meet its governance
obligations.
In Australia, the link between
culture and governance is firmly
on the minds of the regulators. The
Australian Securities and Investments
Commission (ASIC) has in recent years
brought an especially strong focus
to bear on organisational culture
and its influence on how employees
behave. Both ASIC and the Australian
Prudential Regulation Authority (APRA)
have emphasised corporate culture as
a key area of risk.
The link between poor culture and
poor conduct has driven both
regulators to actively review company
practices linked to culture. Critical
decisions including incentives
payments and other rewards are of
particular concern. Whistleblowing
policies and complaints processes
have also been under the microscope.
Misconduct in the financial services
industry provides recent example
of the impact of poor organisational
cultures on risk, compliance and
organisational performance. In April
2015 top executives from Macquarie,
ANZ, NAB and CBA faced a Senate
inquiry to respond to questions about
their financial planning and wealth
divisions. The Australian Financial
Review reported at the time, that the
financial planning scandal at CBA alone
led to ‘thousands of clients losing
hundreds of millions in retirement
savings from receiving inappropriate
financial advice.’
These cases and others like them
have drawn intense public criticism
of perceived lack accountability for
behaviour at all levels of business.
Customers and shareholders alike,
expect leaders to create corporate
cultures that ensure their interests and
rights are protected. The pressure is
on for boards and senior leaders to not
only achieve superior financial results,
but to ensure approaches taken are
both ethical and prudent.
Desirable culture
A cultural environment in which
people feel not only safe to speak
up but expected to, is essential to
achieving an organisation’s governance
objectives. Just as important is
for people to have a deep sense
of personal accountability and the
courage to stand up for what is right.
Reflect for a moment on the cultural
environments you ...
PHI 2604 – Critical ThinkingEthics Handouts
This document discusses several subjective ethical theories, including emotivism, divine command theory, subjective relativism, and cultural relativism. It provides criticisms of each theory. Emotivism is criticized for contradicting deeply held moral convictions. Divine command theory is criticized for implying that God has no moral reasons for what He approves. Subjective relativism implies that every individual is morally infallible, which is unlikely. Cultural relativism implies there can be no moral progress and that every culture has equally correct moral values, undermining views of objective morality and tolerance. It also implies cultures are morally infallible.
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EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCESact and i.docx
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCES
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How Can Culture Be Described?
The seven dimensions (shown in Exhibit 2-41:33
. Bange from /ow(not typical of the culture) to high (especially typical of the culture).
o Provide a composite picture of the organization's culture.
An organization's culture may be shaped by one particular cultural dimension more than the others, thus influencing the
organization s personality and the way organizational members work. For example:
-Applebfocus
is product innovation (innovation and risktaking). The company "lives and breathes" new
product development and employees' work behaviors support that goal.
-Southwest
AL7lrnes has made its employees a central part of its culture (people orientation) and shows this
through the way it treats them.
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Where Does Culture Come From? How Do Employees Leam the Culture?
How Does 0rganizational Culture Affect Managers?
Ambrosia Humphrey, vice preside ...
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Dwell Smith uses a democratic style where managers get suggestions from team members before decisions. The team works together to reach consensus. This addresses members' needs through guidance and support to help manage their businesses effectively.
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Examine the major influences that organizational culture can have on.pdf
Examine the major influences that organizational culture can have on organizational ethical
decision making. From your personal experience in your current or past organization, provide
one (1) example of how organizational culture influenced the outcome of an ethical decision.
Note: Please do not identify workplaces or leaders by name.
Use the Internet to research a business leader that you believe to be an ethical leader. Next,
examine the key traits and actions that the selected leader demonstrates in order to influence a
positive ethical culture in the organization. Suggest two (2) actions that a company could take in
order to achieve a positive ethical culture.
Solution
Ethics are priciple and values used by an individual to govern his actions and decisions.
Organizational ethics is an ethics of organizational and and it is how an organization responds to
an internal or external stimulus. Organizational ethics is interdependent with the organizational
culture.
Three of the important components that influences of ethical decision making are
individual factors-individual factors that affect the ethical decision-making process include
personal moral philosophy, stage of moral development, motivation, and other personal factors
such as gender, age, and experience.
organizational relationships- The culture of the organization, as well as superiors, peers, and
subordinates, can have a significant impact on the ethical decision-making process.Superiors and
coworkers can create organizational pressure, which plays a key role in creating ethical issues.
and opportunity-Opportunity is a set of conditions that limit barriers or provide rewards. If an
individual takes advantage of an opportunity to act unethically and escapes punishment or gains
a reward, that person may repeat such acts when circumstances favor them.
organizational culture influenced the outcome of an ethical decision
Usually, the organizational culture is stabile and it implies fundamental principles, beliefs and
regulations which cannot be easily replaced. Therefore, the development of the organizational
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This document provides an overview of organizational behavior concepts for managing adult learning centers effectively. It discusses understanding organizational behavior and measuring personality through inventories, tests, and assessments. Key aspects of personality like motivation and job satisfaction are explained. Motivation can be improved through job enrichment, flexi-time, empowerment, and employee stock ownership. Job satisfaction is influenced by organizational factors like rewards, work nature, supervision, and individual factors. Effective reward management requires recognizing desirable behaviors through clear, immediate criteria. The document also covers leadership, distinguishing authority from power, and politics in organizations.
Unit 14 Organizational Behavior.
This document provides an overview of organizational behavior concepts for managing adult learning centers effectively. It discusses understanding organizational behavior and measuring personality through inventories, projective tests, and assessment centers. The importance of work motivation and improving it through job enrichment, flexi-time, empowerment, and employee stock ownership is explained. Measuring job satisfaction, its determinants like reward systems and working conditions, and consequences like performance and absenteeism are covered. Effective reward management through recognition criteria and timely feedback is recommended. The document also discusses leadership scope and qualities and their link to job satisfaction.
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Discuss how Christianity spread through the Roman Empire as a minority belief and then became the state religion.
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Leadership approaches (scope of unethical behavior)
This presentation is about ETHICAL ISSUES IN LEADERSHIP
made as a part of our curriculum activities at IIFM,
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What do you look for in a senior executive?
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LeadershipPhilosophy (2)
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Intercultural management & ethics
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
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EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCESact and i.docx
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCES
act and inieract. An oi'ganizatian has a personaiity too-we call
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How Can Culture Be Described?
The seven dimensions (shown in Exhibit 2-41:33
. Bange from /ow(not typical of the culture) to high (especially typical of the culture).
o Provide a composite picture of the organization's culture.
An organization's culture may be shaped by one particular cultural dimension more than the others, thus influencing the
organization s personality and the way organizational members work. For example:
-Applebfocus
is product innovation (innovation and risktaking). The company "lives and breathes" new
product development and employees' work behaviors support that goal.
-Southwest
AL7lrnes has made its employees a central part of its culture (people orientation) and shows this
through the way it treats them.
; Usually reflects the vlsion or mission of founders. i gqlr-a]lnal,stories:
narrative tales of significant
I events or people.
Founders project an image of whatthe organization Gorporate rituals: repetitive sequences of activities
should be and what its values are. I that express and reinforce important organizational
I values and goals.
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because of new organization's small size.
f-
lrMaterial symbols or artifacts. layout of facilities,
i how employees dress, size of offices, materlal perks
i provided to executives, furnishings, and so forth.
: special urr*yn.rr, *iqr. termslo
Where Does Culture Come From? How Do Employees Leam the Culture?
How Does 0rganizational Culture Affect Managers?
Ambrosia Humphrey, vice preside ...
OB.pdf
This document provides information and scenarios for analyzing organizational behavior at two telecommunications companies - Umbrella Corp and Dwell Smith.
Umbrella Corp has a hierarchical leadership structure that emphasizes rules, specialization, and stability. The leader makes decisions without input from employees. This leads to speedy decisions but also higher absenteeism and turnover.
Dwell Smith uses a democratic style where managers get suggestions from team members before decisions. The team works together to reach consensus. This addresses members' needs through guidance and support to help manage their businesses effectively.
The tasks require analyzing how culture, politics, power and motivation affect behavior at a chosen organization, evaluating motivation theories, and assessing team dynamics and leadership styles at
Concept of leadership
The document discusses Warren Bennis' quote that managers do things right while leaders do the right thing. It then discusses several key aspects of leadership, including that good leaders are made, not born; the importance of inspiring others and developing leadership skills; and different theories on how people become leaders.
The six primary elements of leadership vision - MBA
Leadership vision relies on six primary elements: 1) self-knowledge to remove bias and focus on others, 2) commitment to developing employees which leads to better organizational outcomes, 3) recognizing the need for continual change and innovation to maintain competitive advantage, 4) properly defining problems rather than just addressing surface issues, 5) understanding the various contexts that influence and are influenced by issues, and 6) clearly communicating challenges and visions to employees. Leaders who demonstrate strengths in these six areas tend to be viewed as more capable and inspiring than those who do not.
SWA_HR_AFTA issues
The document discusses issues with human resources in Indonesia and proposes an integrated approach to solving them. It summarizes that:
1. Indonesian HR professionals often lack confidence, communication skills, and self-driven learning according to some respondents.
2. HR must be treated as a strategic function rather than just administrative. There are also issues with leadership, culture, systems and practices.
3. Performance is determined by an employee's capacity, commitment, and applied knowledge and skills. All elements must be at least 100% for full performance.
4. An integrated approach is needed that addresses the organization structure, managerial systems and practices, compensation, and people development to solve HR issues comprehensively.
Leadership
This document outlines the table of contents for a paper on organizational culture and leadership. The document covers topics such as the influence of leaders on culture, how culture is created, characteristics of organizational culture, how culture affects leadership, and the importance of trust and leadership in culture. It also compares traditional American and Indian leadership styles and discusses how culture shapes leadership and vice versa.
Examine the major influences that organizational culture can have on.pdf
Examine the major influences that organizational culture can have on organizational ethical
decision making. From your personal experience in your current or past organization, provide
one (1) example of how organizational culture influenced the outcome of an ethical decision.
Note: Please do not identify workplaces or leaders by name.
Use the Internet to research a business leader that you believe to be an ethical leader. Next,
examine the key traits and actions that the selected leader demonstrates in order to influence a
positive ethical culture in the organization. Suggest two (2) actions that a company could take in
order to achieve a positive ethical culture.
Solution
Ethics are priciple and values used by an individual to govern his actions and decisions.
Organizational ethics is an ethics of organizational and and it is how an organization responds to
an internal or external stimulus. Organizational ethics is interdependent with the organizational
culture.
Three of the important components that influences of ethical decision making are
individual factors-individual factors that affect the ethical decision-making process include
personal moral philosophy, stage of moral development, motivation, and other personal factors
such as gender, age, and experience.
organizational relationships- The culture of the organization, as well as superiors, peers, and
subordinates, can have a significant impact on the ethical decision-making process.Superiors and
coworkers can create organizational pressure, which plays a key role in creating ethical issues.
and opportunity-Opportunity is a set of conditions that limit barriers or provide rewards. If an
individual takes advantage of an opportunity to act unethically and escapes punishment or gains
a reward, that person may repeat such acts when circumstances favor them.
organizational culture influenced the outcome of an ethical decision
Usually, the organizational culture is stabile and it implies fundamental principles, beliefs and
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moral behavioral regulations.
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Ethical leadership is leadership that is directed by respect for ethical beliefs and values and for
the dignity and rights of others.Ethical leader keeps promises and commitments, maintains
loyalty to those not present. apologizes sincerely, acts with honesty, takes responsibility and
cleans up after mistakes.
Bohn Rawls, one of the most important ethical philosophers of the 20th century, makes a
distinction between comprehensive moral systems, such as religions, which cover not only
behavior, but such issues as humanity.
Vision Self-Assessment
This document contains a self-assessment for a board member to evaluate their competencies, attributes, knowledge of their role, and expertise to serve on the board. It includes sections to rate skills like communication, problem solving, and leadership. It also has the board member describe their experience, location, interests and availability. Finally, it includes a "Board Skills Matrix" for the member to rate their expertise in areas like finance, operations, and stakeholder management to identify strengths and gaps. The self-assessment aims to help the board member understand how they can best contribute and identify areas for development.
LeaderCheck App
This project involves the development of a mobile application to give decisional and behavioral support to a Leader who manages a team of people.
The application is divided into three parts:
- a first part provides an anonymous questionnaire that each team member must complete for the evaluation of their reference Leader,
- a second part provides a self-assessment questionnaire that the Leader must fill in with respect to his behavior towards the team,
- a third part concerns the matching of data between the assessment questionnaire of the team members and the Leader self-assessment questionnaire.
The results will provide:
- indications to the Leader on what behavioral aspects will have to improve,
- the level of maturity of the team members
Ob
This document provides an overview of organizational behavior concepts for managing adult learning centers effectively. It discusses understanding organizational behavior and measuring personality through inventories, tests, and assessments. Key aspects of personality like motivation and job satisfaction are explained. Motivation can be improved through job enrichment, flexi-time, empowerment, and employee stock ownership. Job satisfaction is influenced by organizational factors like rewards, work nature, supervision, and individual factors. Effective reward management requires recognizing desirable behaviors through clear, immediate criteria. The document also covers leadership, distinguishing authority from power, and politics in organizations.
Unit 14 Organizational Behavior.
This document provides an overview of organizational behavior concepts for managing adult learning centers effectively. It discusses understanding organizational behavior and measuring personality through inventories, projective tests, and assessment centers. The importance of work motivation and improving it through job enrichment, flexi-time, empowerment, and employee stock ownership is explained. Measuring job satisfaction, its determinants like reward systems and working conditions, and consequences like performance and absenteeism are covered. Effective reward management through recognition criteria and timely feedback is recommended. The document also discusses leadership scope and qualities and their link to job satisfaction.
Similar to Organizational structure, norms, values, culture, etc., all have an .docx (20)
Fundamentalsoforganizationalbehaviorppt 130629000255-phpapp01
Fundamentalsoforganizationalbehaviorppt 130629000255-phpapp01
Leadership approaches (scope of unethical behavior)
Leadership approaches (scope of unethical behavior)
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCESact and i.docx
EACH OF US HAS A UNIOUE PERSONATIW thAt iNf IUCNCESact and i.docx
The six primary elements of leadership vision - MBA
The six primary elements of leadership vision - MBA
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Hip hop is a musical art form that has a sociopolitical message. The hip hop movement originated in New York in the mid 70s and it early pioneers were African Americans who were members of the lower socioeconomic class. Grandmaster Flash can arguably be recognized as the father of the hip hop. His song
The Message
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Grandmaster Flash & The Furious Five - The Message (Official Video) - YouTube
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Sixteen states and the federal government abolished discretionary parole release from prison in favor of mandatory parole. Another four states abolished it for certain violent offenses or other crimes against a person. Proponents of discretionary parole release argue that abandonment of discretionary parole has a detrimental effect. They believe that parole serves a beneficial purpose by requiring inmates to focus their efforts on successful reentry from prison to the community or risk revocation and possible reincarceration. They argue that without the prospect of discretionary parole, inmates have fewer incentives for cognitive transformation and, in turn, opportunities for work, reuniting with families, and finding housing.
Research and include the following in your paper:
What advantages and disadvantages would you see in abolishing discretionary parole in favor of mandatory parole? Explain.
If you were a state legislator, what advantages and disadvantages would you see in abolishing discretionary parole in favor of mandatory parole? Explain.
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