Powering on Potential: Assessing the Potential of Leaders of Emerging Markets to Improve Their Countries’ Environmental Sustainability
-- Stephanie Jones and Amr Sukkar
According to environmental experts, environmental costs have increasingly been internalized in the business with such charges as water consumption and waste disposal added to costs. As these costs increase, the cost of business increases, and in the ever more competitive marketplace, these costs will either reduce the profit or sales or both of the typical SME. For a business to reach sustainability goals, where a company can achieve an emphasis on PPP, there is obviously a need for leaders with the ability to take a strategic view of their businesses, as continually internalizing increased cost will eventually drive them out of business.
© 2015 Stephanie Jones and Amr Sukkar. All Rights Reserved.
More for Less: Getting the Best Performance for the Least Monetary Outlay
-- Bob Murray
A transformational leader is able to get people to feel united, to feel part of a tribe. This feeling helps in building both engagement and productivity because people are genetically wired to work hard to support the tribe—just like their ancient hunter-gatherer ancestors did. The survival and prosperity of the group becomes their mission. Like all the really effective ways of improving productivity, encouraging managers and leaders to be more transformational in the way that they go about their business takes time because it involves a new mindset, but costs little, if anything, in direct cash outlay.
© 2015 Bob Murray. All Rights Reserved.
Leadership Issues and Developing, Releasing and Harnessing Potential
-- Colin Coulson-Thomas
Many governing bodies formulate stretching goals. Electorates can have raised expectations. Customers are often more demanding. Investors seek high returns. Staff are concerned with their advancement and incomes. Governments expect taxes to be paid. Balanced scorecard reviews often highlight various areas that require improvement. Unless many individuals, teams and organizations can innovate, do things differently and release and utilize potential, such a combination of demands may far exceed available resources.
© 2015 Colin Coulson-Thomas. All Rights Reserved.
The Any Person Movement
-- Dan Coughlin
The Any Person Movement simply says that any person can choose to take responsibility for his or her decisions and get better at any age. Any person can consciously work to enhance his or her emotions and to better understand other people. Any person can become an effective leader and an effective team member. Any person can be an asset in helping to improve other people’s careers. Any person can invest efforts in observing customers and determining what would be of more appropriate value for the customer through more innovative products and services. Any person can see what is hurting the organization’s brand and offer recommendations. Any person can develop and maintain strong desire, dignity, and optimism at work. All of these intangibles can be developed by any person in an organization.
© 2015 Dan Coughlin. All Rights Reserved.
Powering on Change Management Potential: Model and Case Study to Help Build Organizational Change Capacity
-- Edmond Mellina
An organization cannot grow if it remains unwilling to change. The capacity to absorb change is the fuel that propels an organization forward and puts it on the path of progress. And this organizational capacity can be built by adopting the 4-stage model presented in this paper. Besides giving an overview of the said model, the paper also draws on a client case to explain how change management capabilities can be increased in the real world and how it helps an organization to reach its potential.
© 2015 by ORCHANGO. All Rights Reserved.
Organizational Empowerment Practices, Psychological Empowerment and Work Outcomes Among Frontline Service Employees in Five-Star Turkish Hotels
-- Ronald J Burke, Mustafa Koyuncu, Jacob Wolpin,
ªevket Yirik and Kadife Koyuncu
This study investigated the relationship of organizational empowerment practices, feelings of psychological empowerment, important work outcomes, and the effects of these on self-reported assessments of service quality among frontline service workers in five-star hotels of Turkey. Personal demographics (e.g., level of education, organizational level and hours worked) were associated with higher levels of organizational empowerment practices. Organizational empowerment practices were only weakly related to employee reports of psychological empowerment. But organizational empowerment practices were directly related to more favorable work outcomes. Psychological empowerment and affective commitment were significant predictors of perceptions of service quality.
© 2015 Ronald J Burke, Mustafa Koyuncu, Jacob Wolpin, ªevket Yirik and Kadife Koyuncu. All Rights Reserved.
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