Monthly Archives: February 2014

LEADERSHIP IN MANAGEMENT: Humanistic Perspective

The classical theories which honed in on productivity, efficiency and processes evolved into an emphasis on human behavior in the workplace. One of the most prominent advocates of the human relations movement is Mary Parker Follett who envisioned business as a social agency, whose main objective is to develop relationships with others and oneself for […]

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LEADERSHIP IN MANAGEMENT: Leadership versus Management

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Management and leadership both are crucial to an organization’s success, but often are confused to be identical concepts. Warren Bennis, the founding chairman of USC’s Leadership Institute, describes the distinctions between the two roles as follows: The manager administers; the leader innovates. The manager maintains; the leader develops. The manager focuses on systems and structures; […]

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LEADERSHIP IN MANAGEMENT: The Current Economic Landscape

The current economic landscape is composed of a struggling U.S. marketplace due to the approaching fiscal cliff in 2012 and growing uncertainty of the country’s fate. The basic fundamentals and functions of the economy paused towards the end of 2012 due to the forecasted fiscal cliff which led to a small increase in revenue by […]

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LEADERSHIP IN MANAGEMENT: INTRODUCTION

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Leadership in Management: A Universal Leadership Model for the 21st Century “The current economic environment remains in constant flux and is characterized by rapid changes in technology, costs, regulations and market demands” (Capoccia & Abeles, 2006, p. 13). The complexity and pace of these challenges seem to have increased exponentially in the last decade, causing […]

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ORGANIZATIONAL CULTURE OF GREEK BANKING INSTITUTIONS: DISCUSSIONS

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What it was deduced from the present study is that the present culture of the organization is different from what the employees would like to be. The present culture is hierarchical, while the employees would like to have the clan type. In hierarchical cultures, the main values drivers are efficiency, obedience, control, consistency and uniformity. […]

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ORGANIZATIONAL CULTURE OF GREEK BANKING INSTITUTIONS: RESULTS

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The data tested for reliability with Cronbach’s alpha. The Cronbach’s alpha indicated that the data were reliable since they scored from 0.76 to 0.95 for the current organizational culture and 0.73 to 0.85 for the future-preferred organizational culture (Table 1). The data were analyzed according to the OCAI scoring method. Thus, average scores were calculated […]

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ORGANIZATIONAL CULTURE OF GREEK BANKING INSTITUTIONS: METHODS

Participants The sample of this study comprised employees of a certain bank in Greece. A total of 400 questionnaire sent by email in their accounts at work. After a two months period, a total of 312 questionnaires were returned, giving a response rate of 70 per cent. Of these 240 questionnaires used in the final […]

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ORGANIZATIONAL CULTURE OF GREEK BANKING INSTITUTIONS: INTRODUCTION

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During the last decades, changing social values led the researchers to focus to what is called “human resources management”. The effect of this has been to alter, broadly, the core values accepted by industry in its dealing with employees. Organizational culture is one of the core elements of a successive organization. The term “organizational culture” […]

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INFLUENCE OF ENTREPRENEURSHIP TRAINING: RECOMMENDATIONS

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The study looked at the relationship between entrepreneurship training and small business operators performances in Enugu State. The paper finds that entrepreneurship training has significant effect on the business operators performances and also on their income. The result showed that lack of access to financing was the major constraint of small enterprises. Understanding the relationship […]

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INFLUENCE OF ENTREPRENEURSHIP TRAINING: RESULTS AND DISCUSSIONS

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The entrepreneurship performances are those activities an entrepreneur exhibit and practice in order to achieve his goal in business. The entrepreneurial performances used in this study were derived from in-depth interview with the respondents. A four point Likert type scale was used to measure the extent of the entrepreneurial skills performed by trained and untrained […]

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