Leadership: a new orthodoxy? In Davies‚ B. & West-Burnham‚ J. (Eds.) Handbook of Educational Leadership and Management Mamat‚ I. (2001). School Principalship: Leadership Issues Kuala Lumpur: Budiman Group Sdn. Bhd. Hamid.J‚ A. (1999). The changing role of school leadership in the context of educational change in Malaysia. Johnson‚ S.M. (1996). Leading to Change: The challenge of the new superintendency. San Francisco: Jossey-Bass. Lieberman‚ A.‚ Saxl‚ E.R.‚ & Miles‚ M.B. (2000). Teacher Leadership:
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CYAN BLACK Managers can use a variety of carrots and sticks to encourage people to work together and accomplish change. Their ability to get results depends on selecting tools that match the circumstances they face. the primary task of management is to get people to work together in a systematic way. Like orchestra conductors‚ managers direct the talents and actions of various players to produce a desired result. It’s a complicated job‚ and it becomes much more so when managers are trying
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Distance Education Department of Extra Mural Studies MASTER OF ARTS IN PROJECT PLANNING AND MANAGEMENT LDP 601: FUNDAMENTALS OF MANAGEMENT Group 2 Question: Using examples explain the concept of organizational change? What is the role of a manager in reducing employee resistance to change? Group Members: Stephen Gachie L50/71564/08 – stehafam@yahoo.com Waeni Kithyoma L50/72242/08 – waeni.waeni@gmail.com Janet Ombwayo L50/72255/08 – jamuiya@yahoo.com Ruth Osebe L50/72445/08
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Interpersonal Skills Program Overview: The way employees communicate dramatically affects morale‚ teamwork‚ productivity‚ employee retention‚ customer relations and the bottom line for any organization – Profits! Interpersonal communication is truly an art‚ but it’s also a science. The science of clear communication‚ active listening‚ persuasion and collaboration can be taught. Effective communication is situational. The "right" thing to say or do in one situation may backfire in another.
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NOTES CODE : ESD 1013 SUBJECT : INTERPERSONAL COMMUNICATION CHAPTER : 1 / INTRODUCTION TO INTERPERSONAL COMMUNICATI Introduction: - Once we make contact with others‚ we communicate and we continue to do so until we draw our last breath - Even though many of our messages are not verbalized‚ we nonetheless send messages to others-intentionally and sometimes unintentionally - Most people spend 80-90 percent of their waking hours communicating with others[1]. It is through
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attract‚ retain and motivate high performing individuals‚ in order to fulfill its objective to make Factory A state-of-the-art factory. The process of introducing those changes is hampered by the flux in the Russian pay market and by the General Manager of Factory A‚ Wilton Winchester‚ who is rather short-sighted‚ uncooperative and is opposing the planned changes at the factory. Analysis Nadler and Tushman proposed four types of change situations: Tuning‚ Adaptation‚ Re-orientation‚ Re-creation
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THE MANAGER: OMNIPOTENT OR SYMBOLIC? How much affect does a manager inflict on an organization’s outcome? There exist two traditional views about this question. * OMNIPOTENT VEIW OF THE MANAGER: According to this view‚ the manager has the ultimate power. They are held responsible for the success or failures of the entire organization. * SYMBOLIC VEIW OF MANAGEMENT: As per this view‚ the outcomes of the organizations are basically influenced by the external factors‚ whereas the
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PROFESSIONAL COMMUNICATION Introduction The interpersonal and intrapersonal skills that an occupational therapist should possess are vital to the outcome of a successful therapist-client therapeutic relationship. The occupational therapist must have an excellent communication skills in order to effectively relate to the client‚ collect sufficient information from the client and consequently deliver high-quality healthcare. The field of Occupational Therapy is the health professional discipline
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Organizational structures in multinational corporations from the perspective of global communication networks Postmodern literature analysis and case study Lizentiatsarbeit eingereicht der Rechts- und Wirtschaftswissenschaftlichen Fakultät der Universität Bern Betreuender Professor: Prof. Dr. Norbert Thom Betreuender Assistent: Andreas P. Wenger‚ lic. rer. pol. Institut für Organisation und Personal Engehaldenstr. 4 CH-3012 Bern von: Anne-Marie Scheidegger aus Wyssachen (BE) Matr.-Nr.: 91–104–638
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12/5/12 What are Interpersonal Skills? Skills You Need HE LP ING Y OU DE V E LOP LIFE S KILLS HOME INTERPERSONAL PRESENTATION LEADERSHIP WRITING NUMERACY 1.3K Like 480 IT RHUBARB Search Skills: Search Custom Search Interpersonal Skills See also: Employability Skills and What are Social Skills? What are Interpersonal Skills? Interpersonal skills are the life skills we use every day to communicate and interact with other people‚ individually and in groups
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