| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "LEADERSHIP DECISION MAKING": |
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Leadership and Decision-Making, 2007.
An analysis of CEO William S. Stavropoulos' successful leadership and decision-making abilities.
1,176 words (approx. 4.7 pages), 5 sources, MLA, AU$ 58.95
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Abstract
The paper discusses how William S. Stavropoulos has managed to reorganize the leadership and decision-making structure of Dow Chemicals during his time as CEO. The paper explains why Stavropoulos has been considered an effective leader and decision-maker. The paper explores his belief that vertical leadership and shared leadership are positively associated and that they are not mutually exclusive. Stavropoulos believes that one person can no longer be expected to fully grasp all of the intricacies that enter into the decision-making process. The paper discusses leadership in general and explains that it is a deferral of the decision-making process from a group to an individual. The paper also looks at the two main ways in which shared leadership can be developed.
From the Paper
"Leadership, in many respects, is a deferral of the decision making process from a group to an individual. This can make the process far more efficient, but it also runs the risk of reaching the wrong conclusions. The military, for example, requires the most expedient form of decision-making--indecision can cost lives. Therefore, for ages humans have endorsed the practice of assigning military rank; a system where orders are to be followed without question and without hesitation. However, people are not machines."
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Ethical Leadership & the Psychology of Decision-Making, 1996.
Psychology of ethical leadership & decision-making examined. Argues that unethical behavior in organizations is not necessarily driven by profit motives, but psychological factors.
3,375 words (approx. 13.5 pages), 9 sources, AU$ 172.95
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From the Paper
"Most discussions of ethical conflict within a business organization are dominated by the assumption that executives are constantly faced with a trade off between ethics and profits The discussions almost seem to assume that ethical behavior is unprofitable and that executives will always be torn between doing the ethical thing and the profitable thing.
The focus of this study is quite different. It is the contention here that most unethical behavior in organizations emerges from psychological tendencies. These psychological tendencies influence executive decision making and lead to unethical behavio. The foundation article for this study is an..."
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Leadership, Interpersonal Skills, Decision-Making, 2002.
A study of business communication and management leadership skills.
3,880 words (approx. 15.5 pages), 9 sources, MLA, AU$ 153.95
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Abstract
This research paper analyzes the effect of leadership skills providing direction and interpersonal skills in interacting with others and decision making. It includes oral communication skills, written business communication, and perception skills important in analyzing problems and proposing solutions. The paper?s final component deals with organizational change and self-designing change management. The research paper is the basis of a proposal for a seminar workshop to enhance staff knowledge of such qualities as leadership and ability to interact with others for the enhancement of the capabilities of the staff.
Table of Contents
Abstract
Executive Summary
Statement of the Problem
Introduction
Improving Leadership and Interpersonal Relationship
Communication Skills (Written, Oral, Listening, Perception)
Organization and Planning
Conclusion
Bibliography
References
Works Cited
From the Paper
"Corporate executives with similar (corporate) background, in terms of corporate culture normally display strong leadership qualities, showing confidence in the strength of their convictions. As a result, participative management has been ushered in, with a focus on synergistic teamwork. Executives must learn to merge their own ideas with those of others in order to get the job done in a way that spells productivity for the corporation as a whole. Obviously this cannot be achieved in a situation where everybody says ?yes? to the boss or all are doing their own thing. Consider the following points:
1.When three or more people of equal rank meet with crisis, there is widespread reluctance for any member to exercise initiative. Reluctance increases with the size of the group....."
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Decision-Making, 2007.
This paper discusses the advantages and disadvantages of group decision-making versus individual decision-making.
1,590 words (approx. 6.4 pages), 3 sources, APA, AU$ 75.95
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Abstract
This paper states that some of the advantages of group decision-making over individual decision-making is that there are more resources, the work load can be spread evenly amongst all of the members of the group and there are more diverse viewpoints. The author points out that the disadvantages of group decision-making is that the process is more time consuming, there is more pressure to conform, and there is a possibility of unfair treatment and questionable leadership. The paper concludes that the type of organization and the kind of decision to be made determine whether it is better to use a group or individual decision-making process.
From the Paper
"...it is sometimes difficult to ascertain who's the boss or the leader. Imagine there being a football team without the head coach, or a marching band without a drum major. Those things can be in existence without the head coach and the drum major, but I guarantee that those entities will not be able to stay afloat for even a short period of time. It is imperative that the group come to a general consensus about who the spokesperson or leader for the group will be. Doing this will alleviate a lot of stress and eliminate the ambiguity in the group's assignments."
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Non-Profit Organizations and Decision-Making, 2008.
An analysis of decision-making and leadership skills in a non-profit organization.
3,507 words (approx. 14.0 pages), 22 sources, APA, AU$ 142.95
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Abstract
This paper analyzes how better decision-making can assist non-profit organizations. It discusses the areas of systems thinking, action research and intergovernmental relations with respect to decision making in non-profit organizations. The paper then looks at these issues in terms of theory, research and practice for the organizations.
Outline:
Action Research And Decision Making
Decision Making And Systems Thinking
Leadership
Conclusion
From the Paper
"Additionally, evaluating systems or taking action based on the results of research supports the function of the organizational leader as a "hands-on" element of the company. When the leader is also a manager, this "hands-on" approach is supported by a thorough understanding of the issues that impact non-profits and the resolutions that may be required to achieve the optimal results. The research indicates, therefore, that throughout the business world leaders are a significant factor in the success of the organization. In the non-profit sector, however, manager-leaders are preferred because of the combination of professional traits that will support the ability to overcome obstacles identified in relation to the organization. The research also indicates that two important functions of leaders are to facilitate action in response to issues and to motivate stakeholders to support those actions on a continual basis. Both action research and systems thinking allows effective manager-leaders to take action that leads to accurate decisions, while at the same time ensuring that there is widespread support of those decisions by all organizational entities."
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Decision Making in the Workplace, 2004.
Evaluates different deployments of the rational and organizational decision making approaches in the same workplace scenario.
937 words (approx. 3.7 pages), 2 sources, APA, AU$ 48.95
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Abstract
One of the key aspects to being a good manager is being a good decision maker and a good facilitator of decision making between others. However, although this statement may seem to be a cliche, like so many cliches about demonstrating strong leadership and business acumen, it bears a certain level of scrutiny when put into real world terms. This paper asks what happens when one must negotiate and mediate in the real world. It shows that, in these cases, there are two dominant paradigms every business manager must take into consideration, namely, what is economically feasible and good business sense, and what is ethically coherent with the company?s philosophy and American law. This paper applies two available decision making models that satisfy both of these aspects, the rational actor decision-making model and the organizational processes decision-making model.
From the Paper
"In other words, quite often decision making in the work force cannot presume that all conflicts have a rational basis, or that all mediate decisions made thusly can simply regard the quantitative and qualitative data that may be at the roots of a particular conflict. Decisions may ideally come from identifying relevant criteria, cause and effect beliefs, and different evaluations of proposed alternatives. However, if even from a purely rational basis conflict may result in all three areas, when conflicts in the workplace assume because of long-standing tensions, human resource management becomes even more difficult in achieving decisions that are mutually amicable for all parties."
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Effective Decision Making, 2004.
This paper analyzes a case study discussing leadership behavior for effective decision making based on leadership theory.
2,885 words (approx. 11.5 pages), 9 sources, APA, AU$ 123.95
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Abstract
This paper explains that, contrary to popular understanding, there is no unique style of leadership for all situations, and the leader needs to be flexible and change his approach on a case-to-case basis. The author points out three elements that are seen common to most definitions of leadership. First, leadership is fundamentally a social phenomenon; second, leadership results in changing activities and structuring relationships and, third, to be categorized as a leader, the person must be recognized as having a higher ability to influence decisions. The paper states that there are five key leadership challenges that form important components of the leadership role: reframe the future; develop commitment; teach and learn; build community; and balance paradox.
Table of Contents
Executive Summary
Introduction
Case Study
Behavioral Theory
Contingency Theory
Transformational Theory
Analysis of the CEO?s Leadership Style
Challenges to Leadership
From the Paper
"Case Study: I am the Business Development Manager for a software company that has operations in many countries and delivers cutting-edge real time solutions to many leading international companies. After years of growth, the company at the start of year 2003, found itself riddled with many problems and faced a possible impedance of growth. While the company continued to enjoy the confidence of most of its major customers and thus repeat businesses, there was a significant reduction in income from new business opportunities. Competition was gobbling up new contracts by aggressive marketing, pricing and promising better deliverables. With the passing of every quarter, profitability was showing a negative growth and many felt that it was only a matter of time before the company slipped into losses. One fine Monday morning, the news hit us that the existing Chief Executive Officer (CEO) was stepping down and a new CEO would shortly take his place. The new CEO, a rather youngish man in his early forties, joined the company in April 2003. Within six months of taking over the mantle, the new CEO had successfully managed to turnaround the company?s performance by solving most of the problems. Sales growth rate was back on track and expected to increase further, costs were down and profits started climbing. What was more visible was the improvement in motivation at almost all levels across the organization and better team work. In my assessment, the new CEO?s leadership qualities were chiefly responsible for this remarkable improvement in the company?s performance."
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Transformational Staffing, Supervision, Decision-Making, 2007.
A discussion on the transformational approach to the problem of staffing in a modern hospital, ddressing the question of how staffing, supervision, and decision-making impact patient care.
2,839 words (approx. 11.4 pages), 8 sources, MLA, AU$ 122.95
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Abstract
The paper discusses how nurses and nursing management personnel have felt themselves pulled in two directions. The paper examines how understaffed and poorly funded modern hospitals are more reliant on nurses than ever before to provide care to patients. This paper proposes a transformational approach to leadership, encouraging a new approach to allocating nursing staff within different hospital wards. The writer maintains that it is necessary to take into consideration alternative factors such as the types of patients different wards are designed to serve and likely patient demands upon staff, rather than rely upon the traditional per person per nursing hour calculation, where every patient is assumed to require the same level of hourly nursing care.
Outline:
Abstract
Introduction
Assessment And Diagnosis
Planning
Evaluation
Summary and Conclusions
Works Cited
From the Paper
"The ANA made one critical suggestion. The ANA stated that there was a critical need to either retire or seriously question the usefulness of the concept of nursing hours per patient per day, as a way of monitoring an adequate care level in a hospital environment. This formulaic guideline was inappropriate, the ANA stated, because when determining nursing hours of care, one is dealing with the inevitably variable needs of human patients, and there is no one size fits all equation."
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Team Decision Making, 2003.
Describes the pros and cons of making decisions in a team context.
2,070 words (approx. 8.3 pages), 12 sources, APA, AU$ 103.95
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Abstract
The paper describes the pros and cons of making decisions in a team context. It argues that culture of corporation must support employee empowerment and autonomy and non-authoritarian leadership and innovation in order that the team decision making to be effective.
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The Role of Leaders in Foreign Policy Decision Making, 2004.
A discussion of the importance of leadership characteristics in the political arena.
912 words (approx. 3.6 pages), 2 sources, MLA, AU$ 47.95
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Abstract
This paper discusses how the role of a leader in foreign policy decision making is often complicated by the need to balance both the leader's political base at home with the nation?s best strategic interests and the best interests of allies in the geopolitical power structure abroad. This paper provides examples to demonstrate the fine line a leader must walk while making foreign policy decisions and how foreign policy decisions may backfire on the leader and, indeed, on the nation, later on.
From the Paper
"The first U.S. president to initiate an intervention into Iranian affairs was Dwight Eisenhower, in 1953, Ike?s first year in office. His Central Intelligence Agency (CIA) and his national security advisors counseled Eisenhower that a covert foreign policy aimed at Iran was in America?s best national interests. The CIA, according to well-known, oft-published documents, indeed planned and pulled off a bold coup in Iran (EIU.com, 2003), the first successful overthrow of a foreign government by the U.S. The operation was code-named TP-AJAX (Iranchamber.com, 2003), and it was implemented in order to depose Iran?s nationalist leader, Prime Minister Mohammad Mosaddeq, who had nationalized the Anglo-Iranian Oil Company ? much to the chagrin of the U.S. and British governments, both of which were intent on keeping a hand on the rich oil supply gushing from Iranian wells. And as a replacement for Mosaddeq, the CIA?s mission was to install ?The Shah of Iran? (Mohammad Reza Shah Pahlavi)."
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Decision- Making in Dow Chemical Corporation, 2002.
Examines the management strategies promoted by a former CEO of DOW Chemical Corporation.
900 words (approx. 3.6 pages), 3 sources, AU$ 51.95
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Abstract
The mandatory retirement age has without a doubt encouraged many in leadership positions to retire before they feel ready: William Stavropolus is no doubt one of those individuals, whose leadership as the CEO of Dow Chemical Corporation ended in 2000 when he turned sixty. During his tenure as CEO, Stavropolus promoted a remarkable type of decision- making in terms of his management strategies, which this paper examines.
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Decision Making in Japan and the West, 1994.
A comparison of organizational processes. Includes the role of culture, company spirit, manager training, values, leadership, group vs. individual, conferences, guidelines for foreigners and humility.
5,400 words (approx. 21.6 pages), 15 sources, AU$ 195.95
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From the Paper
"Abstract
Organizational behavior can be studied across cultures and regardless of the country in which a company is based. However, it is important to understand that companies operating in any given culture are likely to have common denominators among them, and differences when compared to companies based in other cultures. The differences between American and Japanese companies with regard to organizational behavior stretch across the entire spectrum of issues that organizational behavior encompasses. In some cases, the differences are diametrically opposed, while in other instances, companies take a similar approach to solving problems that are likely to arise in any organization. Although generalities are sometimes difficult to draw across an entire nation's industrial sector, some ..."
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Business Management, 2007.
This paper examines administrative decision-making and problem- solving.
2,113 words (approx. 8.5 pages), 3 sources, MLA, AU$ 96.95
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Abstract
The paper explores how managers make important decisions when confronted with organizational, social or personal problems. This work states the known strategies and discusses how regular individuals solve problems and make administrative, ethical and social decisions. The differences between individual and group decision-making and problem- solving are examined, as well as how conflict, leadership and gender influence the decision-making processes. The paper concludes that decision-making within an organization is a very complex task and one that managers must develop in order to present suitable outcomes and make sound judgment.
Outline:
Objective
Introduction
Harrison
Two Main Features of Decision-Making
Utilities and Probabilities
Human Errors
Prospect Theory
The Multi-attribute Utility Theory
Features of Human Behavior
Summary and Conclusion
From the Paper
"Decision-making is a process that occurs at various levels throughout the organization. Organizational and managerial decision-making is inclusive of decision making on the part of manager within the context of the organization. (Harrison, 1999) The organization is therefore the unit of analysis with the outcome of the manager's decision in the organization being decision-making behavior. Organizational decision-making is considered a form of problem solving in which the perception of a problem occurs and solutions are then sought, and then scrutinized through evaluation before being either accepted or rejected."
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Public Policy-Making Process, 2006.
A review of public policy making and the public policy-making process.
2,114 words (approx. 8.5 pages), 9 sources, APA, AU$ 96.95
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Abstract
This paper takes a look at the process of public policy making. According to the paper, the policy making process that occurs in governmental organizations is a complex process that involves many organizations and entities, and is inclusive of several stages in the policy-making process. The paper further discusses the thesis of Charles E. Lindblom and Edward Woodhouse.
Outline:
Introduction
The Nature of Policy
Different Kinds of Policy Analysis
How Perceived Problems gets on the Public Agenda
The Major Players in the Process
The Decision-Making Processes Used to Adopt Policies
The Environment Within Which Policy Must Take Place
How Federalism Impacts the Policy-Making Process
Assessment of the Process Using the Thesis of Lindblom and Woodhouse
From the Paper
"Policy analysis is stated to have its limitations in the work of Lindblom and Woodhouse and the policy-makers are generally given too much advice or information which is incidentally extensive but does not offer a contrary or different point of view. Another limitation exists in the fact that while one group would hold that the correct action was taken yet another group would believe that the action was incorrect and this is based on individual reasoning. Stated is: "There runs a deep and wide river of information and opinion fed by many springs, from formal research projects to letters to the editor, some of which makes it way into the thinking of those with direct influence over policy." [p.15]"
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Strategic Decision Making, 2005.
This discussion investigates strategic decision-making in project management organizations, focusing on the World Bank and UNESCO.
25,514 words (approx. 102.1 pages), 45 sources, MLA, AU$ 360.95
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Abstract
The research explores how corporations or organizations make strategic decisions in project management. The investigation focuses on organizations such as the World Bank and UNESCO providing a comparison of these two entities. Tje paper explains how the World Bank makes special use of the project life cycle which is composed of eight phases: Country assistance strategies, identification, preparation, appraisal, negotiation and board approval, implementation and supervision, implementation and completion and evaluation. It shos how the World Bank relies on various strategies and the board of directors in the decision making process. On the other hand, the paper explains how UNESCO relies on the general conference and the bureau of strategic planning to make decisions for the organization. Project management is specialized for each project. It also includes an objective and goal for each aspect of the organization. A SWOT analysis is made for both organizations. The discussion focuses on the key factors involved in making decisions. The research indicates the importance of feasibility studies for both organizations and the success of the projects that have been implemented. The literature review discusses project management, product management, benchmarking, strategic marketing and other components of strategic planning. In addition, the research investigates strategic decision-making as it relates to human resources including team training and the characteristics of a project manager. The strategies and marketing aspects of the organizational strategies are also investigated. Finally, the discussion focuses on future studies in areas of strategic decision-making and project management.
Outline
Abstract
Executive Summary
Chapter I
Introduction of Topic
Introduction
Background
Conclusion
Chapter II
Comparison of the World Bank (International Bank) and UNESCO
Introduction
On What Basis do Corporations or Companies Make Strategic Decisions in Project Management?
World Bank (International Bank)
Strategic Decision-Making and Project Management
SWOT Analysis
Strengths
Weaknesses
Limited Scope of Operations
Opportunities
Threats
Conclusion (World Bank)
UNESCO
Strategic Decision Making
Education
Objectives
Natural Sciences
Information Systems and Communication
Objectives
Social and Human Sciences
SWOT Analysis
Conclusion (UNESCO)
Man-made Limitations
Seasonal Factors
Institutional Factors
Comparison of Feasibility Studies between the World Bank and UNIDO
UNIDO
Successfulness of Projects
Chapter II Conclusion
Chapter III
Literature Review
Introduction
Strategic Management
Project Management and Strategic Decision Making
Project Management
Strategic Decision Making
Project Managers and Project Teams
The Role of Product Innovation and Development
Creativity
Benchmarking
Strategic Marketing and Planning
Chapter III Conclusion
Chapter IV Future Studies
Introduction
Future Studies
Chapter IV Conclusion
Chapter V
Discussion& Conclusion
Introduction
Discussion
Conclusion
References
From the Paper
"Strategic Decision Making has long been a part of the corporate culture. The need for strategic decision-making became evident after World War II; this will be discussed in detail in the literature review. Strategic decision-making is also essential because most organizations are now using project teams to complete certain tasks. Therefore, the ability of managers to make strategic decisions is important. In recent years, project management has become increasingly more popular. In addition, the importance of strategic decision-making has become more prominent. The development of new ideas and concepts has led many organizations to seek out project managers to implement the new innovative projects properly. There is evidence to suggest there is a shortage of project managers, which is a reflection of the changing corporate environment. To combat this shortage of project managers many business schools have begun to offer specializations in project management."
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Empowerment and Group Decision Making, 2005.
Considers how empowerment and participative decision making improves the decision making process within organizations.
2,300 words (approx. 9.2 pages), 7 sources, APA, AU$ 114.95
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Abstract
This paper considers how empowerment and participative decision making improves the decision making process within organizations. It looks at downsizing efforts that empower workers and the benefits to the organization of participative decision making.
From the Paper
"In recent years groups have become increasingly important in the American workplace as companies move toward fewer managers, more empowered workers and away from hierarchical organizational structures ..."
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