Our research on leadership is based on the work of Dr. Victor H. Vroom of Yale University and his associate Dr. Philip W. Yetton of the Manchester Business School — work discussed…
Abstract
Our research on leadership is based on the work of Dr. Victor H. Vroom of Yale University and his associate Dr. Philip W. Yetton of the Manchester Business School — work discussed in their book Leadership and Decision‐Making (University of Pittsburgh Press, 1973). Following their lead, we can separate potential leadership styles into five categories (the letter‐and‐number labels are arbitrary):
One of the very first information entrepreneur businesses was Information Unlimited, founded by Sue Rugge and Georgia Finnigan back in 1971. Charging $10/hour for their research…
Abstract
One of the very first information entrepreneur businesses was Information Unlimited, founded by Sue Rugge and Georgia Finnigan back in 1971. Charging $10/hour for their research, Sue and Georgia essentially created a new industry, offering on-demand research provided by skilled librarians and researchers, to anyone who was willing to pay. Sue went on to found two more independent research companies, Information on Demand and The Rugge Group. Sue was also co-founder of The Information Professionals Institute, a company that focused on seminars for the information industry (including an all-day workshop on how to become an information entrepreneur).
All leaders must spend hours identifying, refining, practicing, and internalizing the key messages they seek to convey to customers, employees, investors, dealers, and suppliers…
Abstract
All leaders must spend hours identifying, refining, practicing, and internalizing the key messages they seek to convey to customers, employees, investors, dealers, and suppliers. Hollywood producers have it right: if you can't get your message across in a couple of compelling sentences, either you don't have a marketable story line or you haven't discovered it yet. Because it takes time and effort to learn what it is that one really thinks, more than one leader has to go back to the drawing board for remedial work.
In recent years, a great number of CEOs have discovered that their company's overall strategy and its information technology strategy are becoming more and more synchronous. For…
Abstract
In recent years, a great number of CEOs have discovered that their company's overall strategy and its information technology strategy are becoming more and more synchronous. For most of today's successful companies, everything from supply chain management to sales lead management is housed on an internal or external network. The company's technology decisions determine whether the overall strategy is possible, and the overall strategy determines the next technology move.
Asserts that history shows humanity’s quest for power over its environment and of individuals over each other. Suggests that ignoring the desire for power and influence or leaving…
Abstract
Asserts that history shows humanity’s quest for power over its environment and of individuals over each other. Suggests that ignoring the desire for power and influence or leaving a vacuum where people are left to feel powerless is to invite trouble; instead, these primal needs should be faced in a positive and worthwhile manner. Proposes that the need for power should be addressed and a sense of being powerful, rather than powerless, should be encouraged throughout organizations. Concludes that, in the 1990s, having power will increasingly mean sharing information, knowledge and trust.
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Naren K. Gursahaney and Elliott N. Weiss
Alan Silko must decide whether to invest in seven statistical-process-control (SPC) stations in order to increase his chances of becoming a “select supplier” for a large computer…
Abstract
Alan Silko must decide whether to invest in seven statistical-process-control (SPC) stations in order to increase his chances of becoming a “select supplier” for a large computer company. The student must do a discounted-cash-flow/decision-tree analysis of the option. The student is also given the opportunity to construct x-bar and range charts and to do an SPC analysis.
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Fiona Edgar, Alan Geare and Jing A. Zhang
The positive psychology movement suggests organisational behaviourists should accentuate the positive by increasing the attention paid to the enhancement of employee wellness…
Abstract
Purpose
The positive psychology movement suggests organisational behaviourists should accentuate the positive by increasing the attention paid to the enhancement of employee wellness. This fits comfortably with the ethos of human resource management which is rooted in notions of social exchange, reciprocity and mutual gain. The purpose of this paper is to inject some positivity into HRM research by examining the mediating role of positive emotions in the HRM–performance relationship.
Design/methodology/approach
To examine the role played by positive emotions in the relationship between HRM and citizenship behaviours, the authors surveyed a sample of 250 employees from 14 organisations in New Zealand service industries. Sobel and bootstrapping tests were used to examine the mediation model.
Findings
Results show positive emotional states, both personal and job-related, to positively and partially mediate the HRM–contextual performance relationship.
Research limitations/implications
Theoretically, this finding opens up HRM’s black box affording support for the inclusion of a wider range of psychological states than those presently studied.
Practical implications
Support is provided for HRM approaches which are more progressive than remedial in nature.
Originality/value
Emotions are malleable and this study suggests that fostering positive emotional states might hold the key to performance, unlocking desirable employee behaviours.
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Vincent K. Chong and Chanel Y. Loy
This paper examines the effectiveness of the reliance on a leader’s reputation as an informal control tool to mitigate subordinates’ budgetary slack. In addition, it seeks to…
Abstract
Purpose
This paper examines the effectiveness of the reliance on a leader’s reputation as an informal control tool to mitigate subordinates’ budgetary slack. In addition, it seeks to explain whether this relationship is mediated by subordinates’ truthfulness in revealing their private information.
Methodology/approach
A laboratory experiment was conducted involving 60 undergraduate business students who participated in the experiment. A 1 × 2 between-subjects design was employed for the experimental study. Each subject assumed the role of a production manager responsible for setting a budget target. The experimental task employed involved a simple decoding task adapted from Chow (1983).
Findings
The results of this study indicate that budgetary slack is lower when a leader’s reputation is favourable than when it is unfavourable. In addition, it is found that subordinates’ truthfulness in revealing private information fully mediates the relationship between a leader’s reputation and budgetary slack.
Originality/value
This paper extends the limited literature on the reliance of informal controls in mitigating budgetary slack by examining a leader’s reputation as an informal control. The findings of this study provide important implications for the design of effective management control systems.
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Economists usually try to avoid making moral judgements, at least in their professional capacity. Positive economics is seen as a way of analysing economic problems, in as…
Abstract
Economists usually try to avoid making moral judgements, at least in their professional capacity. Positive economics is seen as a way of analysing economic problems, in as scientific a manner as is possible in human sciences. Economists are often reluctant to be prescriptive, most seeing their task as presenting information on the various options, but leaving the final choice, to the political decision taker. The view of many economists is that politicians can be held responsible for the morality of their actions when making decisions on economic matters, unlike unelected economic advisors, and therefore the latter should limit their role.
The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online…
Abstract
The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories: