Other leadership theories emerged out of this work, including the vertical dyad linkage theory, also known as the leader-member exchange theory (Graen, 1976).This theory explains the nature of the relationship between leaders and followers and how this relationship impacts the leadership process. For leaders to be effective, according to this view, issues related to the culture must be clearly identified. One conclusion that can be drawn is that leaders need to work within the culture to be most
ABSTRACT The purpose of this theoretical paper is to discuss how adaptive systems exist within my company's approach to strategic management. I shall distinguish and explain the extent to which both Emergent and Deliberate strategies are utilized and encouraged in day to day affairs of the organization. I will further elaborate on both the advantages, similarities and the difference of both strategies. Modern ways of thinking of strategies/Complexity Theory and analysis of Complex Adaptive Systems involving complex adaptive systems as it relates to my organization will be explained from my experience. Approaches to Strategic Thinking: Strategies usually evolve from the results of decision making in various company activities either by top
The authors intend to convince the reader that stakeholder management needs to be more broadly focused on engagement in order to move projects from installation to implementation. Instead of being purely hierarchically focused project teams needs to take into account the fluid political nature of organizations, both internal and external. Projects that start with the premise that identifying a range of stakeholders and engaging with them in a consistent and organized manner will improve project success, according the propositions made in this paper. The authors state that stakeholder management processes have regularly failed to take into account the dynamic nature of the stakeholders’ commitment to a project and the relationships between different stakeholders as a project progresses. By having project teams focused not only on their own stakeholder role, but also communicating with other key stakeholders in a project and how they interact, project teams will experience more consistent success and achievement of project
The key features of these two paradigms include the need to test the theory to describe the phenomena and to understand the phenomena there must be social interaction-talking to people. These paradigms are explained below and the one that fits in this research shall be identified. 3.2.1 Interpretivism In order to understand and explain the phenomena, interpretivism involves a hands-on approach and social interaction. The reason it is done this way is because the reality is based on people’s perceptions, for example, “why are employees dissatisfied?” (Collis and Hussey
Task performance refers to the outcome of individual works, the results directly linked to tasks allocated or anticipated by the organization. The judging measure of task performance is the prerequisite of the official role of the individual. Conditional performance is a broader concept, and does not directly support the significant technique of the organization, but sustain more general organizational and social environment. Based on the previous researches and a critical review of literature, the theoretical model for the present research was developed. It takes into account the various work related stress factors and their effect on job performance of the individuals.
The main purpose of the organization planning is used to combine objective in the organization and individual on the belief that both subordinate and superior to participate and achieve the goals. Apart from this, in order want to achieve this purpose, the organization used a strategy to comprehensive framework for the transformation vision and mission. Balanced scorecard (BSC) make the strategy way to the organization for consistent the examination performance. Besides that, the executive of the organization are also using the balanced scorecard (BSC) to explain vision, mission and strategy to perform well in the organization. There are some views in the organizations through balanced scorecard, which are the learning and growth, financial perspective, business process perspective and customer perspective.
Following data analysis, the researcher could restate their research question, thereafter present findings and conclusions. A sound methodology requires not only a summary of the findings, but acknowledgement of any weaknesses in the study. According to Yin (2003b) to achieve construct validity, the case study researcher will make use of multiple sources, internal validity; use logic models and do explanation building and for external validity, the use of theory. He adds that reliability will depend on the ability to develop a database. The reliability can be tested by finding out such things about the said
The literature on organizational politics was systematically reviewed to discover how academicians and practitioners have defined and examined organizational politics in existing literature. It is better to summarize at first how organizational politics is defined by researchers in management, to achieve the objective of conceptual
Organizational Semiotics tries to understand organizations based on the use of all kinds of elements like: signs, texts, documents, sign-based artefacts and communication, thereby using the results of for instance psychology, sociology, economics, and information systems science as basic disciplines. One of the aims of organizational semiotics is showing what you are doing when you are trying to understand, design or change organizations in terms of the use of for instance models and metaphors. This is done in order to prevent people being trapped in the unconscious use of a specific metaphor or model type, and to make visible design space
As a researcher, I have noted with concern that it’s important for employees to balance between intrinsic and extrinsic types of motivation as they deal with employees and that one should first find out what particular motivation practice will motivate a given employee as advanced by Maslow, A. (1943) in the Hierarchy of needs