Name: Phillip Liburd Membership number: P04323553 Unit: Meeting Stakeholder and Quality Needs Company: Allen Gears Centre: Black-Elk Business Alignment Limited Description: My current role at Allen Gears is as a Sales Engineer. I do not hold a managerial role but I am making progress to achieve a qualification that will allow me to manage in the near future. Reflective Statement In this module I have had to think about how this company functions in a lot more detail than
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| |Date issued |Completion date |Submitted on | |29th November 2010 |30th May 2011 | | |Qualification |Unit number and title
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THEORIES OF EFFECTIVE LEADERSHIP CASE: FOREIGN AUTOSHOP ------------------------------------------------- According to the Encarta dictionary‚” a leader is somebody who guides or directs others to achieve a goal”. “A leader is a person who has a vision‚ a drive and a commitment to achieve that vision‚ and the skills to make it happen. Let’s look at each of those in detail”.A leader uses a wide variety of interpersonal skills to influence others to accomplish goals. “Leadership is the ability of
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UNIT 31 LEADERSHIP Structure 31.0 31.1 31.2 31.3 31.4 31.5 Objectives Introduction Meaning of Leadership Leadership Theories Leadership Qualities Functions of Leaders 31.5.1 Leaders as Executive 3 1 S.2 Leaders as Teacher 31.6 31.7 3 1.8 31.9 31.10 3 1.1 1 31.12 Techniques of Leadership Styles of Leadership Hazards of Leadership Let Us Sum Up Key Words Some Useful Books Answers to Check Your Progress Exercises After studying this unit you should be able to:
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1515 Paper (A+) Stakeholder Influences People often think of stakeholders as people with a monetary stake in an organization‚ but not necessarily true anymore. In the past‚ people considered stakeholders the people with a financial stake in the organization that would receive profits from the success of the business. Today stakeholders cover a much broader spectrum of people such as funders‚ administration‚ staff‚ volunteers‚ community‚ and the target population (Yuen/Terao‚ 2003). Each group of
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success is dependent on those who drive process change to achieve desired outcomes; hence‚ stakeholders are the drivers. The provision of education is essential to helping all stakeholders understand the ‘Why’ and need for change. Without their commitment to sharing accountability for improving the patient experience of care‚ the organization’s HCAHPS performance scores will remain status quo. Stakeholders need to understand the ramifications of remaining status quo – most importantly how this affects
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others‚ dependency on a single mentor‚ limited social capital‚ difficulty making transitions 5 Elements of Leadership: 1) Setting the Shared Purpose-optimistic vision of the future‚ make it personal but not ecocentric‚ share info and provide updates‚ transparency‚ reassure people by giving them frequent updates‚ ask questions to gauge understanding 2) Motivating – knowing what motivates people (passion‚ fairness‚ choice & voice)‚ perspective-taking‚ attending to interests‚ concerns &
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ETHICS IN LEADERSHIP Ethics are the moral values in a human being. It is nothing but a feeling of knowing what is right and by default what is wrong .Ethics is not about codes‚ but about people who make decisions .Ethics is a generalized term. There are professional ethics and so on. This ethical behavior appears to contribute to credibility as a leader. A person’s ethics reflect the sum total of that individual’s experiences‚ education. The process of making good ethical decisions is complex
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Social Responsibility What is the influence of stakeholders in a PPP project? Summary Summary 2 Introduction 3 I. The private-public partnership‚ a moot issue. 4 A. Several definitions of private-public partnership 4 1) According to the European commission 4 2) According to Joan Veon 4 B. Characteristics of a PPP project 4 II. The importance of communication in a PPP project 5 A. Communication with the stakeholders 5 B. Stakeholders in a PPP project 6 I. YSF
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Transformational Leadership and Performance Across Criteria and Levels: A Meta-Analytic Review of 25 Years of Research Gang Wang1‚ In-Sue Oh2‚ Stephen H. Courtright1‚ and Amy E. Colbert1 Group & Organization Management 36(2) 223–270 © The Author(s) 2011 Reprints and permission: http://www. sagepub.com/journalsPermissions.nav DOI: 10.1177/1059601111401017 http://gom.sagepub.com Abstract Although transformational leadership has been studied extensively‚ the magnitude of the relationship between
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