Reply 2 to DRGOI think self -monitoring is how we evaluate ourse.docxsodhi3
Reply 2 to DRGO
I think self -monitoring is how we evaluate ourselves and is a way to make us better. If we were to truly monitor, correct the faults that we see, and build on our strengths on some of the critical traits for locus of control, how we perceive ourselves and others, self-efficacy, attitude and self-esteem we could change our weaker areas. "Locus of control deals with the degree to which people feel accountable for their own behaviors"(The Saylor Foundation, 2017). Locus of control discusses the internal and external locus of control. Internal means that you are the reason something is happening and external is saying that something else caused this to happen. "Perception may be defined as the process with which individuals detect and interpret environmental stimuli"(The Saylor Foundation, 2017). The three areas of perception are visual, Self and social. A persons perception might not always be as they think it is and might cause them to judge another person the wrong way by misunderstanding their actions. I think self perception has to do with the way people are and depends a lot on how they grew up. It plays a large part in their self esteem, whether they are approachable, social or just like to keep to themselves. "Self-efficacy is a belief that one can perform a specific task successfully"(The Saylor Foundation, 2017). Everyone does not have this ability, but the ones that do are usually successful when trying new things and getting the job done above the standard. I think that this is crucial in any organization, especially the Army. We are always getting new tasks, promotion, and missions that we have never done before that if we fail have a lot of consequences. Failure cannot be in our thought process. Understanding this in the work place will help with the dynamics that come a long with a lot of different personalities. You shouldn't be quick to judge others by getting the wrong perception. Helping yourself and others understand this will build a stronger organization and team within that organization.
Reply 2 to TRGR
Locus of control, self-esteem, self-efficacy, self-monitoring, and attitudes and perception make-up a sort of melting pot of how one behaves. Locus of control describes the level of accountability people assume in regard to their behavior, (Saylor Foundation, 2017). Self-esteem is described as how a person feels about themselves, (Saylor Foundation, 2017). Perception is how individuals “detect and interpret environmental stimuli, (Saylor Foundation, 2017). Finally, self-efficacy refers to the belief an individual has that they can perform a specific task specifically, (Saylor Foundation, 2017). Depending upon the levels of these concepts that the individual possesses is the result of how one is able to self-monitor their actions in a number of situations, (Saylor Foundation, 2017). For example, a person with high self-esteem is likely to have much higher job satisfaction and performance. Relative to self-mo ...
This presentation based from Jennifer M. George and Gareth R. Jones book, with title "Understanding and Managing Organizational Behavior".
Use Ms. Power Point 2013.
Running Head PERSONAL MASTERY1PERSONAL MASTERY5My P.docxtoltonkendal
Running Head: PERSONAL MASTERY
1
PERSONAL MASTERY
5
My Personal Mastery Plan
Institution Affiliation
Name
Date
Part 1: Personal Mastery
Definition
Personal mastery is an essential ingredient towards super-happiness in one's everyday life. It is mandatory that one identifies their mastery as this will enable them to achieve a lot in the society. Personal mastery is something that every individual desire to obtain either knowingly or unknowingly. In fact, it is a constant improvement of ourselves that will enable us to see life from some different perception. The trait is guided by doctrines such purpose, belief, vision hard work and commitment and identification of oneself. Moreover, personal mastery is all about oneself understanding how they think, why they do some things the way they usually do among many other activities. One has to be clear about their purpose and the direction they ought to take in life and in return make actions towards learning continuously and developing themselves. It is something that takes a considerable amount of time and not just achieved overnight as it requires hard work and effort from the decided individual.
Importance of personal mastery to a leader
Personal mastery is essential to be a leader. This is because it teaches one to be a role model to the subjects who will in return work hard to see the success of my leadership. As Peter Senge affirms: the core value of any great leader is to be a role model and be able to influence the subjects from his perspective of life. Moreover, he continues to say that the trait is essential as it helps a leader develop self-knowledge as well as assisting them to uphold self-growth and development.
Personal mastery helps, and individual acquires the following characteristics which enable them to exercise the power of leadership to their subjects.
· It helps one to know their course of life and consequently the direction of the group or organization that they are leading. As a leader, I will have the mission and mission of the institution. Having the trait of personal mastery has enabled me to devise various methods through which I and my subjects work tirelessly to achieve the set goals and objectives.
· Understand the reality of life and bear with it. For instance, they will be able to understand and appreciate the different subjects' cultures hence promoting cohesion with one another.
· They will be able to creatively think and come up with solutions to different problems that may arise in their line of duty (Roberts et al., 1994). I will be able to deal with stressful arising situations and work under pressure to solve the issues affecting the subjects. The traits will also help me understand the members' strengths and weaknesses and work hard to take advantage of their strengths as well as finding ways to deal with the shortcomings.
· They can understand and embrace change as this is part of the transition from one form of existence to the other. Personal ...
Leadership theories have evolved over time from trait theories that focused on innate qualities, to behavioral theories examining leader actions, to contingency and situational theories incorporating contextual factors. Modern approaches include charismatic leadership theory emphasizing vision, values and emotional commitment. The document discusses various leadership definitions, styles, and influential models such as Fiedler's contingency model, Hersey-Blanchard situational theory, and path-goal theory. It analyzes different bases of power and influence tactics available to leaders.
Improved Selection, Reduced Turnover: Identify and Retain Top TalentZsuzsanna Vida
Improved Selection, Reduced Turnover, Higher Performance. The secret is finding individuals with the key motivation and work attitude, as they are likely to be high performers. Learn how to retain your top talent using their motivational patterns!
This document discusses the meaning and definitions of leadership. It explores myths about leaders and defines leadership as the ability to influence others towards achieving goals. Good leaders motivate followers, exploit opportunities, anticipate change, and lead organizations towards objectives. Leadership styles discussed include bureaucratic, charismatic, autocratic, and democratic. The document also compares emotional quotient to intelligence quotient and discusses theories of leadership such as Theory X and Theory Y.
The document discusses different levels of analysis in organizations including the individual, group, and organizational system levels. It then focuses on values, attitudes, and perceptions at the individual level. Key points made include that values reflect judgments about conduct or existence, different generations have different dominant work values, attitudes evaluate objects and events, and perception involves interpreting our surroundings to give them meaning. Biases can distort our judgments of others.
Individual Effectiveness and Career SuccessZsuzsanna Vida
Identify career path preferences, how to be more effective in communication, improve work-relationships, discover need for change and its career implications, leadership potential and development needs, etc. Your motivational patterns are the key to individual effectiveness and your career success.
Reply 2 to DRGOI think self -monitoring is how we evaluate ourse.docxsodhi3
Reply 2 to DRGO
I think self -monitoring is how we evaluate ourselves and is a way to make us better. If we were to truly monitor, correct the faults that we see, and build on our strengths on some of the critical traits for locus of control, how we perceive ourselves and others, self-efficacy, attitude and self-esteem we could change our weaker areas. "Locus of control deals with the degree to which people feel accountable for their own behaviors"(The Saylor Foundation, 2017). Locus of control discusses the internal and external locus of control. Internal means that you are the reason something is happening and external is saying that something else caused this to happen. "Perception may be defined as the process with which individuals detect and interpret environmental stimuli"(The Saylor Foundation, 2017). The three areas of perception are visual, Self and social. A persons perception might not always be as they think it is and might cause them to judge another person the wrong way by misunderstanding their actions. I think self perception has to do with the way people are and depends a lot on how they grew up. It plays a large part in their self esteem, whether they are approachable, social or just like to keep to themselves. "Self-efficacy is a belief that one can perform a specific task successfully"(The Saylor Foundation, 2017). Everyone does not have this ability, but the ones that do are usually successful when trying new things and getting the job done above the standard. I think that this is crucial in any organization, especially the Army. We are always getting new tasks, promotion, and missions that we have never done before that if we fail have a lot of consequences. Failure cannot be in our thought process. Understanding this in the work place will help with the dynamics that come a long with a lot of different personalities. You shouldn't be quick to judge others by getting the wrong perception. Helping yourself and others understand this will build a stronger organization and team within that organization.
Reply 2 to TRGR
Locus of control, self-esteem, self-efficacy, self-monitoring, and attitudes and perception make-up a sort of melting pot of how one behaves. Locus of control describes the level of accountability people assume in regard to their behavior, (Saylor Foundation, 2017). Self-esteem is described as how a person feels about themselves, (Saylor Foundation, 2017). Perception is how individuals “detect and interpret environmental stimuli, (Saylor Foundation, 2017). Finally, self-efficacy refers to the belief an individual has that they can perform a specific task specifically, (Saylor Foundation, 2017). Depending upon the levels of these concepts that the individual possesses is the result of how one is able to self-monitor their actions in a number of situations, (Saylor Foundation, 2017). For example, a person with high self-esteem is likely to have much higher job satisfaction and performance. Relative to self-mo ...
This presentation based from Jennifer M. George and Gareth R. Jones book, with title "Understanding and Managing Organizational Behavior".
Use Ms. Power Point 2013.
Running Head PERSONAL MASTERY1PERSONAL MASTERY5My P.docxtoltonkendal
Running Head: PERSONAL MASTERY
1
PERSONAL MASTERY
5
My Personal Mastery Plan
Institution Affiliation
Name
Date
Part 1: Personal Mastery
Definition
Personal mastery is an essential ingredient towards super-happiness in one's everyday life. It is mandatory that one identifies their mastery as this will enable them to achieve a lot in the society. Personal mastery is something that every individual desire to obtain either knowingly or unknowingly. In fact, it is a constant improvement of ourselves that will enable us to see life from some different perception. The trait is guided by doctrines such purpose, belief, vision hard work and commitment and identification of oneself. Moreover, personal mastery is all about oneself understanding how they think, why they do some things the way they usually do among many other activities. One has to be clear about their purpose and the direction they ought to take in life and in return make actions towards learning continuously and developing themselves. It is something that takes a considerable amount of time and not just achieved overnight as it requires hard work and effort from the decided individual.
Importance of personal mastery to a leader
Personal mastery is essential to be a leader. This is because it teaches one to be a role model to the subjects who will in return work hard to see the success of my leadership. As Peter Senge affirms: the core value of any great leader is to be a role model and be able to influence the subjects from his perspective of life. Moreover, he continues to say that the trait is essential as it helps a leader develop self-knowledge as well as assisting them to uphold self-growth and development.
Personal mastery helps, and individual acquires the following characteristics which enable them to exercise the power of leadership to their subjects.
· It helps one to know their course of life and consequently the direction of the group or organization that they are leading. As a leader, I will have the mission and mission of the institution. Having the trait of personal mastery has enabled me to devise various methods through which I and my subjects work tirelessly to achieve the set goals and objectives.
· Understand the reality of life and bear with it. For instance, they will be able to understand and appreciate the different subjects' cultures hence promoting cohesion with one another.
· They will be able to creatively think and come up with solutions to different problems that may arise in their line of duty (Roberts et al., 1994). I will be able to deal with stressful arising situations and work under pressure to solve the issues affecting the subjects. The traits will also help me understand the members' strengths and weaknesses and work hard to take advantage of their strengths as well as finding ways to deal with the shortcomings.
· They can understand and embrace change as this is part of the transition from one form of existence to the other. Personal ...
Leadership theories have evolved over time from trait theories that focused on innate qualities, to behavioral theories examining leader actions, to contingency and situational theories incorporating contextual factors. Modern approaches include charismatic leadership theory emphasizing vision, values and emotional commitment. The document discusses various leadership definitions, styles, and influential models such as Fiedler's contingency model, Hersey-Blanchard situational theory, and path-goal theory. It analyzes different bases of power and influence tactics available to leaders.
Improved Selection, Reduced Turnover: Identify and Retain Top TalentZsuzsanna Vida
Improved Selection, Reduced Turnover, Higher Performance. The secret is finding individuals with the key motivation and work attitude, as they are likely to be high performers. Learn how to retain your top talent using their motivational patterns!
This document discusses the meaning and definitions of leadership. It explores myths about leaders and defines leadership as the ability to influence others towards achieving goals. Good leaders motivate followers, exploit opportunities, anticipate change, and lead organizations towards objectives. Leadership styles discussed include bureaucratic, charismatic, autocratic, and democratic. The document also compares emotional quotient to intelligence quotient and discusses theories of leadership such as Theory X and Theory Y.
The document discusses different levels of analysis in organizations including the individual, group, and organizational system levels. It then focuses on values, attitudes, and perceptions at the individual level. Key points made include that values reflect judgments about conduct or existence, different generations have different dominant work values, attitudes evaluate objects and events, and perception involves interpreting our surroundings to give them meaning. Biases can distort our judgments of others.
Individual Effectiveness and Career SuccessZsuzsanna Vida
Identify career path preferences, how to be more effective in communication, improve work-relationships, discover need for change and its career implications, leadership potential and development needs, etc. Your motivational patterns are the key to individual effectiveness and your career success.
This document discusses leadership, including definitions of leadership, the importance of leadership, the roles and qualities of effective leaders, and the differences between leadership and management. It defines leadership as an interpersonal process of influencing and guiding others towards goals. Key points include that leadership is important for maximizing efficiency and achieving goals, and that effective leadership involves building morale, motivation, and confidence. Leadership requires qualities like intelligence, maturity, and personality. While leadership and management overlap, leadership focuses more on inspiration and relationships, whereas management focuses more on organization and procedures.
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.
The document discusses leadership styles and maturity levels. It describes two leadership behaviors: relationship behavior, which focuses on maintaining relationships and communication, and task behavior, which focuses on organizing tasks and goals. It also discusses maturity in terms of responsibility, experience, and motivation. The Hersey-Blanchard model assesses leadership styles based on the levels of task behavior and relationship behavior demonstrated.
The document discusses leadership styles and maturity levels. It describes two leadership behaviors: relationship behavior, which focuses on maintaining relationships and communication, and task behavior, which focuses on organizing tasks and goal setting. It also discusses maturity in terms of responsibility, experience, and motivation. The Hersey-Blanchard model assesses leadership styles based on the levels of task behavior and relationship behavior demonstrated.
The document discusses situational leadership and how it involves adapting one's leadership style to fit the situation and development level of followers. It analyzes Northouse's situational leadership model, which outlines four situations corresponding to different follower development levels - from low competence/commitment to high competence/high commitment. The essay examines how a leader would apply different leadership styles, ranging from highly directive to delegating, based on the follower's skills and commitment for the given task.
Personality is defined as an individual's patterns of thought, emotion, and behavior. It is shaped by both hereditary and environmental factors. There are several key personality traits including extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience. An individual's personality also influences their attitudes, behaviors, and job performance. Properly matching a person's personality type to an appropriate job role can increase job satisfaction.
The document discusses several topics related to leadership, communication, and motivation. It defines key concepts like vision, leadership traits and styles, barriers to effective communication, and motivation theories. It also compares leadership to management and discusses various theories of motivation including Maslow's hierarchy of needs and Hertzberg's hygiene and motivation factors.
Study guideCiting Shafritz, J. M., Russell, E. W., & Bori.docxpicklesvalery
Study guide
Citing:
Shafritz, J. M., Russell, E. W., & Borick, C. P. (2013). Introducing public administration
(8th ed.). Upper Saddle River, NJ: Pearson.
Reading Assignment: Leadership
Unit Lesson
In the world of public management, there is a need to maintain a high level of performance. Performance in the public eye can be described as the display of competence, the demonstration of leadership, display of flexibility, and the ability to work in a team atmosphere. The actual performance, concerning management within an organization, begins with leadership. What is a leader? How does one define a leader? The abridged definition of a leader is considered to be someone within an organization who is able to get people/employees to do things they have never done before, perform outside of their daily routines, and be able to take some risks for the common good of the organization or the community.
Good leadership begins with the exercising of authority, whether it is formal or informal, in directing and coordinating the work of others, or by using a combination of formal and informal authority together for positive social change and progression. There is a distinct difference between leadership and management. Management involves power and formal authority given to a person in a high-ranking position within the organization for the responsibility and accountability using the organizational resources. On the other hand, leadership is based on the type of charisma that is exercised by the person. Leadership involves the relationship between people and communities in which influence and power are evenly distributed.
There are a few essential functions of leaders stemming from a system of communication, promoting and securing essential support functions, and being able to define the true purpose and the goals of an organization. The true definition of a leader will arise when traits are identified such as intelligence, dependability, energy, excitement, and socioeconomic status. Although these are not tangible items that leaders possess, they serve as a foundation for those willing to follow the leader. There are different kinds of leadership styles that are employed in organizations: authoritarian, transformational, transactional, and Laissez-faire. Depending on the type of person, the characteristics the person possesses, and how the organization functions, there will be a different style or approach to managing personnel and employees. The authoritarian leadership is one that dictates all the rules, regulations, and happenings inside of the organization, while also indicating to the subordinates all orders are to be carried out and moved forward for processing. In this type of leadership there is no room for discussion or rebellion against the leader.
A transactional leader is one who has a vision and mission upon taking over the reins within the organization. The transactional leadership approach assumes that leaders could be tr ...
The document discusses effective leadership and outlines several key roles and responsibilities of effective leaders. Effective leaders must direct and motivate followers, implement plans and strategies, encourage innovation, mentor teams, demonstrate expertise, build moral character, organize people, and develop individuals. To fulfill these diverse roles, leaders must communicate a compelling vision, implement innovative solutions, and understand how their actions affect follower performance. Effective followership is also important, as followers should think independently and solve problems with little supervision.
This presentation defines what a groups is, what group dynamics is, stages of group formation, types of groups, why groups are formed, good and bad practices in groups.
The document discusses the concept of leadership and personal development. It presents Richard Barrett's model of the seven stages of personal development, from Surviving to Serving. At each stage, individuals are motivated by different needs as they progress from focusing on ego needs to soul desires. Becoming a leader requires first leading oneself by becoming conscious of one's inner motivations and blockages. This involves practices like mindfulness meditation to disidentify from limiting beliefs and uncover one's authentic self and purpose. True leadership also means serving as a role model and inspiring others by addressing their needs and helping them reach their potential.
defines the difference bet leadership and management
including traits of effective and ineffective leaders, and behaviors of effective and ineffective leaders
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.
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.
Mc swainhiott whitepaper_predictiveassesments_3Bailey Hood
The document discusses using predictive assessments to help address human resource challenges in hiring and retaining the right employees. It explains that employee performance is determined by three factors - talent, effort, and opportunity. Predictive assessments can provide objective insights into an individual's inherent talents and natural effort levels by measuring traits, behaviors, attitudes, and beliefs. Considering an individual's talent and effort profiles alongside job requirements can help determine good fits and identify areas that may require extra effort. The assessments are statistically validated tools that predict high performance and allow comparisons between individuals.
MBA 1s sem Organisational Behaviour NotesSuman Poudel
The document discusses organizational behavior and leadership skills. It aims to equip students with knowledge and skills to understand how individual, group, and organizational factors influence workplace behavior. The course covers topics like individual behavior foundations, group behavior foundations, leadership and organizational change. It discusses how organizational behavior draws from disciplines like psychology, sociology, and economics to study human behavior in organizational settings. The importance of applying such knowledge to improve organizational performance and effectiveness is also highlighted.
The document discusses various theories of motivation and leadership. It defines key motivation concepts like intrinsic/extrinsic motivation, expectancy theory, need theories, equity theory, goal setting theory, and learning theories. It also defines leadership, discusses power sources and styles, and theories like trait, behavior, contingency, path-goal, transformational, and transactional leadership. Motivation and leadership are influenced by individual and situational factors and effective motivation and leadership can improve performance.
This document discusses organizational behavior and its importance for managing adult learning centers. It introduces key concepts in organizational behavior including personality, motivation, job satisfaction, leadership, authority, power and politics. It emphasizes understanding individual and group dynamics in organizational settings. Specifically, it discusses measuring personality using inventories, projective tests and assessment centers to better understand employee behavior and assign roles. Overall, the document aims to equip adult educators with theoretical knowledge of organizational behavior principles for effective management of learning centers.
The document provides an overview of general management concepts and functions. It discusses traditional and modern management models, the principles and functions of management including planning, organizing, staffing, directing, leadership, and management styles. It also covers situational leadership and the different leadership styles that may be appropriate depending on the situation.
explain what values and attitudes are and describe their impact on managerial...evangeline jumalon
The document discusses values, attitudes, and their impact on managerial actions. It defines values as enduring beliefs about preferable modes of conduct or end states. Instrumental values reflect means to goals, like ambition, while terminal values represent desired end states, like happiness. Attitudes are tendencies to evaluate entities favorably or unfavorably. They are formed over time through social influences and can impact work behavior. Managers' actions, like developing a shared vision and supportive culture, can strengthen employees' commitment, satisfaction, and clarity of roles. Understanding values and attitudes is important for managers because they influence work behavior and organizational effectiveness.
its all about Rotor spinning technique in Textile. Its concerned with basic idea about how the process of spinning is carried out in Rotor spinning (break Spinning).
This document discusses leadership, including definitions of leadership, the importance of leadership, the roles and qualities of effective leaders, and the differences between leadership and management. It defines leadership as an interpersonal process of influencing and guiding others towards goals. Key points include that leadership is important for maximizing efficiency and achieving goals, and that effective leadership involves building morale, motivation, and confidence. Leadership requires qualities like intelligence, maturity, and personality. While leadership and management overlap, leadership focuses more on inspiration and relationships, whereas management focuses more on organization and procedures.
The document discusses various theories and models of leadership. It begins by defining leadership as the ability to influence others and motivate them to achieve goals. It then covers several contingency models of leadership including Fiedler's Contingency Model, Cognitive Resource Theory, and Hersey and Blanchard's Situational Leadership Model. It also discusses Path-Goal Theory. The document then examines the traits and behaviors associated with transformational leadership. It concludes by discussing ways to develop leadership through selection and training.
The document discusses leadership styles and maturity levels. It describes two leadership behaviors: relationship behavior, which focuses on maintaining relationships and communication, and task behavior, which focuses on organizing tasks and goals. It also discusses maturity in terms of responsibility, experience, and motivation. The Hersey-Blanchard model assesses leadership styles based on the levels of task behavior and relationship behavior demonstrated.
The document discusses leadership styles and maturity levels. It describes two leadership behaviors: relationship behavior, which focuses on maintaining relationships and communication, and task behavior, which focuses on organizing tasks and goal setting. It also discusses maturity in terms of responsibility, experience, and motivation. The Hersey-Blanchard model assesses leadership styles based on the levels of task behavior and relationship behavior demonstrated.
The document discusses situational leadership and how it involves adapting one's leadership style to fit the situation and development level of followers. It analyzes Northouse's situational leadership model, which outlines four situations corresponding to different follower development levels - from low competence/commitment to high competence/high commitment. The essay examines how a leader would apply different leadership styles, ranging from highly directive to delegating, based on the follower's skills and commitment for the given task.
Personality is defined as an individual's patterns of thought, emotion, and behavior. It is shaped by both hereditary and environmental factors. There are several key personality traits including extraversion, agreeableness, conscientiousness, emotional stability, and openness to experience. An individual's personality also influences their attitudes, behaviors, and job performance. Properly matching a person's personality type to an appropriate job role can increase job satisfaction.
The document discusses several topics related to leadership, communication, and motivation. It defines key concepts like vision, leadership traits and styles, barriers to effective communication, and motivation theories. It also compares leadership to management and discusses various theories of motivation including Maslow's hierarchy of needs and Hertzberg's hygiene and motivation factors.
Study guideCiting Shafritz, J. M., Russell, E. W., & Bori.docxpicklesvalery
Study guide
Citing:
Shafritz, J. M., Russell, E. W., & Borick, C. P. (2013). Introducing public administration
(8th ed.). Upper Saddle River, NJ: Pearson.
Reading Assignment: Leadership
Unit Lesson
In the world of public management, there is a need to maintain a high level of performance. Performance in the public eye can be described as the display of competence, the demonstration of leadership, display of flexibility, and the ability to work in a team atmosphere. The actual performance, concerning management within an organization, begins with leadership. What is a leader? How does one define a leader? The abridged definition of a leader is considered to be someone within an organization who is able to get people/employees to do things they have never done before, perform outside of their daily routines, and be able to take some risks for the common good of the organization or the community.
Good leadership begins with the exercising of authority, whether it is formal or informal, in directing and coordinating the work of others, or by using a combination of formal and informal authority together for positive social change and progression. There is a distinct difference between leadership and management. Management involves power and formal authority given to a person in a high-ranking position within the organization for the responsibility and accountability using the organizational resources. On the other hand, leadership is based on the type of charisma that is exercised by the person. Leadership involves the relationship between people and communities in which influence and power are evenly distributed.
There are a few essential functions of leaders stemming from a system of communication, promoting and securing essential support functions, and being able to define the true purpose and the goals of an organization. The true definition of a leader will arise when traits are identified such as intelligence, dependability, energy, excitement, and socioeconomic status. Although these are not tangible items that leaders possess, they serve as a foundation for those willing to follow the leader. There are different kinds of leadership styles that are employed in organizations: authoritarian, transformational, transactional, and Laissez-faire. Depending on the type of person, the characteristics the person possesses, and how the organization functions, there will be a different style or approach to managing personnel and employees. The authoritarian leadership is one that dictates all the rules, regulations, and happenings inside of the organization, while also indicating to the subordinates all orders are to be carried out and moved forward for processing. In this type of leadership there is no room for discussion or rebellion against the leader.
A transactional leader is one who has a vision and mission upon taking over the reins within the organization. The transactional leadership approach assumes that leaders could be tr ...
The document discusses effective leadership and outlines several key roles and responsibilities of effective leaders. Effective leaders must direct and motivate followers, implement plans and strategies, encourage innovation, mentor teams, demonstrate expertise, build moral character, organize people, and develop individuals. To fulfill these diverse roles, leaders must communicate a compelling vision, implement innovative solutions, and understand how their actions affect follower performance. Effective followership is also important, as followers should think independently and solve problems with little supervision.
This presentation defines what a groups is, what group dynamics is, stages of group formation, types of groups, why groups are formed, good and bad practices in groups.
The document discusses the concept of leadership and personal development. It presents Richard Barrett's model of the seven stages of personal development, from Surviving to Serving. At each stage, individuals are motivated by different needs as they progress from focusing on ego needs to soul desires. Becoming a leader requires first leading oneself by becoming conscious of one's inner motivations and blockages. This involves practices like mindfulness meditation to disidentify from limiting beliefs and uncover one's authentic self and purpose. True leadership also means serving as a role model and inspiring others by addressing their needs and helping them reach their potential.
defines the difference bet leadership and management
including traits of effective and ineffective leaders, and behaviors of effective and ineffective leaders
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.
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.
Mc swainhiott whitepaper_predictiveassesments_3Bailey Hood
The document discusses using predictive assessments to help address human resource challenges in hiring and retaining the right employees. It explains that employee performance is determined by three factors - talent, effort, and opportunity. Predictive assessments can provide objective insights into an individual's inherent talents and natural effort levels by measuring traits, behaviors, attitudes, and beliefs. Considering an individual's talent and effort profiles alongside job requirements can help determine good fits and identify areas that may require extra effort. The assessments are statistically validated tools that predict high performance and allow comparisons between individuals.
MBA 1s sem Organisational Behaviour NotesSuman Poudel
The document discusses organizational behavior and leadership skills. It aims to equip students with knowledge and skills to understand how individual, group, and organizational factors influence workplace behavior. The course covers topics like individual behavior foundations, group behavior foundations, leadership and organizational change. It discusses how organizational behavior draws from disciplines like psychology, sociology, and economics to study human behavior in organizational settings. The importance of applying such knowledge to improve organizational performance and effectiveness is also highlighted.
The document discusses various theories of motivation and leadership. It defines key motivation concepts like intrinsic/extrinsic motivation, expectancy theory, need theories, equity theory, goal setting theory, and learning theories. It also defines leadership, discusses power sources and styles, and theories like trait, behavior, contingency, path-goal, transformational, and transactional leadership. Motivation and leadership are influenced by individual and situational factors and effective motivation and leadership can improve performance.
This document discusses organizational behavior and its importance for managing adult learning centers. It introduces key concepts in organizational behavior including personality, motivation, job satisfaction, leadership, authority, power and politics. It emphasizes understanding individual and group dynamics in organizational settings. Specifically, it discusses measuring personality using inventories, projective tests and assessment centers to better understand employee behavior and assign roles. Overall, the document aims to equip adult educators with theoretical knowledge of organizational behavior principles for effective management of learning centers.
The document provides an overview of general management concepts and functions. It discusses traditional and modern management models, the principles and functions of management including planning, organizing, staffing, directing, leadership, and management styles. It also covers situational leadership and the different leadership styles that may be appropriate depending on the situation.
explain what values and attitudes are and describe their impact on managerial...evangeline jumalon
The document discusses values, attitudes, and their impact on managerial actions. It defines values as enduring beliefs about preferable modes of conduct or end states. Instrumental values reflect means to goals, like ambition, while terminal values represent desired end states, like happiness. Attitudes are tendencies to evaluate entities favorably or unfavorably. They are formed over time through social influences and can impact work behavior. Managers' actions, like developing a shared vision and supportive culture, can strengthen employees' commitment, satisfaction, and clarity of roles. Understanding values and attitudes is important for managers because they influence work behavior and organizational effectiveness.
Similaire à LEADERSHIP styles and its applications in general life. (20)
its all about Rotor spinning technique in Textile. Its concerned with basic idea about how the process of spinning is carried out in Rotor spinning (break Spinning).
This document discusses uniform weight per unit length systems used in processes like warping to control weight and loss. It can be applied to materials like cotton, polyester blends and waste fibers. It describes how the system works using a sliver feed, measuring system like a finger or disc to sense pressure, rollers and motors controlled by a signal correction system. Parameters like roller clearance and disc thickness must be optimized based on material thickness. The system aims to automatically level weight deviations up to 18% by correcting under or overdraft through servo motor control points compared to the desired hank weight. Settings can be calibrated through a control box interface.
This document outlines an operational guideline for a production linked incentive scheme for the textile industry in India. The objective is to promote domestic manufacturing and exports of man-made fibers to help the industry achieve scale, be globally competitive, and create jobs. The scheme will provide financial incentives for 5 years to companies that invest a minimum of ₹100-300 crores and achieve annual turnover targets starting from ₹200-600 crores in the first year. Applications will be evaluated based on financial capacity, experience, investment amount, job creation, and other criteria. A list of eligible man-made fiber products is provided.
This document provides instructions for using bitter gourd (Momordica charantia) to help manage diabetes. It describes how to cut and boil bitter gourd pieces in water for 25-30 minutes at a low temperature. Once cooled, the matter should be squeezed to extract the water, which acts as an insulin and should be drunk once daily. Following this process daily for at least 2 months while monitoring blood sugar levels can help control sugar levels over time without the need for medications. The instructions warn against boiling at high heat or using a pressure cooker.
This document defines and distinguishes between different personality types and character traits:
- Egoists are selfish and focused on self-interest, while egotists are boastful and want attention focused on themselves. Altruists are focused on helping others without concern for themselves.
- Introverts are shy and want to be alone, while extroverts are social and outgoing. Most people are ambiverts who have a mixture of introverted and extroverted traits.
- Misanthopes hate humans, misogynists hate women, and misogamists hate marriage. Ascetics remove themselves from worldly concerns and pleasures.
- Related words like ego, other, and vert describe
1. The document discusses facing crises and unpleasant situations with courage and effectiveness. It argues that continually facing things we dislike helps us develop a liking for previously unpleasant conditions.
2. To be successful in facing crises, one must have the trait of confronting unpleasant situations head on. While this does not guarantee financial success, it leads to maturity and the ability to make decisions.
3. The document advises recognizing problems promptly and acting upon them immediately. It states that accepting limitations and acting despite risks and potential failures is the path to effectively handling crises and remaining mentally strong.
The document appears to be a list containing various codes and numbers that relate to different pieces of equipment. It includes codes for two blenders, two pans, three pans, and a blendomat along with various other codes and numbers that are not clearly labeled but may relate to models, parts, or other specifications. The document provides basic information about several different machines or device types but does not provide much contextual meaning on its own.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
7. ORGANISING
DEFINING ROLES OF MEMBERS
WHAT ACTIVITIES TO DO
WHEN, WHERE AND HOW TO DO
ESTABLISHING CHANNELS OF COMMUNICATION
ESTABLISH DEFINED PATTERNS OF ORGANIZATION
HOW JOBS ARE TO BE ACCOMPLISHED
8. RELATIONSHIP
RELATIONSHIP BETWEEN SELF AND MEMBERS OF GROUP
VIA CHANNELS OF COMMUNICATION
GIVING OPPORTUNITY TO USE THEIR POTENTIAL
DELEGATION OF RESPONSIBILITY
SOCIO-EMOTIONAL SUPPORT
FRIENDSHIP
MUTUAL TRUST
10. Quadrant 2 : High task and High relationship,
Dominant relationship with no flexibility
Quadrant 3 : Low task and High relationship,
Dominant relationship with no help on work front
Quadrant 4 : High task and Low relationship,
Disconnected relationship with no flexibility on work front
Quadrant 1 : Low task and Low relationship,
Disconnected relationship with no help on work front
13. Self perception : of leadership style
Is not the real reflection of leadership style as it depends on how
close our perceptions are with respect to perceptions of others
towards us.
Others perception : who are influenced with your style
Others will respond to you based on their perception of
reality not ours.
Even if we may perceive ourselves as warm,
democratic leader, others may find you hard nose
autocratic leader due to impression in reality.
14. THERE IS NO SINGLE
ALL PURPOSE
LEADERSHIP STYLE.
18. What is STYLE ADAPTABILITY?
It’s the degree to which leader behaviour is appropriate to the demands of a given situation.
A person with narrow style range can be successful if he is in the required situation
A person with wide style range can be unsuccessful if he uses style inappropriately to the required situation
Therefore
diagnostic skills of
leader is
critical element in
leaders effectiveness.
20. Relationship between amount of direction
Socio-emotional support
Followers
Maturity
IQ
EQ
Followers individually may
accept or reject the leader but
as a group they determine the
actual power of leader.
21. Followers Maturity
• Level of motivation
• Level of achievement
• Ability to take responsibility
• Task relevant education / experience
• Psychological age.
23. MODIFYING MATURITY LEVELS
of Groups / Individuals
• Get them to take more and more responsibility
• Not to delegate responsibility too rapidly
• Reward soon when there is exhibition of
appropriate behavior
• CAUTION : if leader increases socio-emotional support too rapidly the
Individual/Group may take advantage considering the leader as “Soft-touch”
• Individuals are not only able to structure many of the activities, but are also
able to provide their own satisfaction for interpersonal and emotional needs.
24. At this stage individuals/ Groups
are given higher mutual trust by
observing overt behavior.
This provides space for the
group/individual to grow and
mature. Consequently the reverse
is applied in case
group/individuals performance
gets affected due to some crises.