Ppt Dq Research Paper
Individual and LT DQs, weekly reflection, and individual paper. For the individual paper (use your Leadership Plan from LDR/711A) and prepare a short PPT addressing these points:
Describe the leader you aspire to be in 3-5 years in a role you aspire to have and address the following areas:
How do your current performance strengths and vulnerabilities contribute to your performance as the leader you aspire to be?
How do you need to change?
How have the seminal theorists discussed in this course helped you envision the leader you aspire to be and how you should become that leader?
How will applying what you have learned allow you to cause positive change in the strategies and effectiveness of organizations as you develop into the leader you …show more content…
aspire to be and when you lead in the role you identified?
If anything I have stated above is unclear or confusing, please let me know immediately. Also, if anyone is missing a grade, please let me know.
Aspire – seek, aim, hope, desire, want, wish
Dream – vision, aspiration, fantasy, delight, fantasize
The leader you aspire to be in 3-5 years in a role you aspire to have:
Global Effectiveness Consultant
How do your current performance strengths and vulnerabilities contribute to your performance as the leader you aspire to be?
How do you need to change?
Refer to handout: Leadership potential (Rothwell, 1994), and manager/leader traits comparison (no author, no date – from Dr. S)
Discuss your current emotional intelligence related to the leader you aspire to be. How do you need to change?
Queendom EI Quiz
Emotional Identification, Perception, and Expression
83
The core ability of identifying, perceiving and expressing emotions in yourself and others is an area where you seem to be doing quite well. This aspect of emotional intelligence helps you to read others, understand how they feel, and effectively identify your own emotions. These skills form the basis of your ability to relate to the emotions of others as well as well as your ability to understand yourself. Review the results below for further information on areas that may need improvement. …show more content…
http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121">http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121
“Emotionally intelligent public administration has the ability to understand and to problem-solve situations that are meaningful for vast populations of citizens and for policy issues under the control, management, or supervision of government,” (Ashkanasy & Daus, 2005, p. 4). (insert under ‘need to work on’)
From MGT716 Week 7 DQ submission (pp. 2): “EI and leadership is crucial – reading body language, listening (and hearing) tonal inflection, watching two or more co-workers interacting with one another – all of this can lead to a powerful tool that the great leader can sort through and use to the advantage of the organization (Vigoda-Gadot & Meisler, 2010). (Insert in Mother Teresa slide)
Taleb’s The Black Swan: The Impact of the Highly Improbable (2010). “Knowledge, even when it is exact, does not often lead to appropriate actions because we tend to forget what we know, or forget how to process it properly if we do not pay attention, even when we are experts”, (p. 53, pp. 3).
The point is not what core values you have, but that you have core values at all, that you know what they are, that you build them explicitly into [an] organization, and that you preserve them over time. (Collins, 2001, p. 195)
There is a website (http://lge.perfprog.com) to assess if your life is in balance, according to the Loehr/Schwartz management philosophy. My Overall Engagement, according to the assessment is average at 75%. Physically, I am sorely lacking. I challenge you (and the class) to take the assessment!
How have the seminal theorists discussed in this course helped you envision the leader you aspire to be and how you should become that leader?
Jones (2010), Collins (2001), Ashkenas, Ulrich, Jick, Kerr (2002) lead to Boyd, Palmer & Dunford, Fayol, Fiedler, and back to (look in RLP)
How will applying what you have learned allow you to cause positive change in the strategies and effectiveness of organizations as you develop into the leader you aspire to be and when you lead in the role you identified?
On the journey
Arriving at the destination
Continuing education and growth
Collins, J. & Parras, ( ). Built to last. Retrieved from http://www.google.com/imgres?imgurl=http://www.bsd7.org/district/Long_Range_Strategic_Plan/images/horizons.gif&imgrefurl=http://www.bsd7.org/district/Long_Range_Strategic_Plan/lrsp.php&h=345&w=459&sz=20&tbnid=Sdi9jY0tcUUJPM:&tbnh=90&tbnw=120&zoom=1&usg=__SF6x3ea1TR6EJJ08HwJfTSVJyuI=&docid=Js7G0IBW4S-AZM&hl=en&sa=X&ei=CyioULiMMYiNyAHG3IDQDQ&ved=0CFAQ9QEwCQ&dur=6307
Slide 1 - Introduction/Title Page Done
Describe the leader you aspire to be in 3-5 years in a role you aspire to have (insert Jim Collins insights, Mother Teresa’s passion, tenacity, and caring, and Steve Jobs transformational leadership traits) and address the following areas:
Slide 2, 3, - Jim Collins - DONE
Slide 4 – Mother Teresa - DONE
Slide 5 – Steve Jobs – DONE
Slide 6 DONE – Performance strengths and vulnerabilities = performances as the leader I aspire to be
How do your current performance strengths and vulnerabilities contribute to your performance as the leader you aspire to be? ((Rothwell, 1994), and manager/leader traits comparison (no author, no date – from Dr. S)
Rothwell (1994) lists 11 areas of recognizable leadership abilities: 1) Supporting people, 2) Managing profit and loss, 3) Developing new directions, 4) serving customers, 5) leveraging technology, 6) managing business diversity, 7) working internationally, 8) inheriting problems, 9) having high stakes, 10) experiencing job overload, and 11) proving oneself. Of the 11 areas of recognizable leadership abilities, there are four areas that need developing: managing profit and loss, leveraging technology, managing business diversity, and working internationally.
Working internationally is a step I have not taken yet. Cross-cultural solutions, a global volunteer organization, will provide this opportunity, though circumstances prevent involvement at this time. Discussing managing profit and loss, leveraging technology, and managing business diversity with the CEO at work may provide growth in three of the four areas needing development.
Taleb’s The Black Swan: The Impact of the Highly Improbable (2010). “Knowledge, even when it is exact, does not often lead to appropriate actions because we tend to forget what we know, or forget how to process it properly if we do not pay attention, even when we are experts”, (p. 53, pp. 3).
Slide 7 – DONE
Stop procrastinating on global travel – if I don’t get out there, I won’t get out there…
“[Emotionally intelligent [public administration] has the ability to understand and to problem-solve situations that are meaningful for vast populations of citizens] and for policy issues under the control, management, or supervision of government,” (Ashkanasy & Daus, 2005, p. 4). (insert under ‘need to work on’)
“The impact that EI can have on an organization (negatively and positively) is in direct relation to individual EI and cross-cultural differences,” (Ashkanasy & Daus, 2005).
Queendom EI Quiz
Emotional Identification, Perception, and Expression
83
The core ability of identifying, perceiving and expressing emotions in yourself and others is an area where you seem to be doing quite well. This aspect of emotional intelligence helps you to read others, understand how they feel, and effectively identify your own emotions. These skills form the basis of your ability to relate to the emotions of others as well as well as your ability to understand yourself. Review the results below for further information on areas that may need improvement. http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121">http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121 There is a website (http://lge.perfprog.com) to assess if your life is in balance, according to the Loehr/Schwartz management philosophy. My Overall Engagement, according to the assessment is average at 75%. Physically, I am sorely lacking. I challenge you (and the class) to take the assessment!
From MGT716 Week 7 DQ submission (pp. 2): “EI and leadership is crucial – reading body language, listening (and hearing) tonal inflection, watching two or more co-workers interacting with one another – all of this can lead to a powerful tool that the great leader can sort through and use to the advantage of the organization (Vigoda-Gadot & Meisler, 2010). (Insert in Mother Teresa slide)
**********Slide 8 – Theorist influences(Work on Speaker notes) (Bullet points from each theorist) How have the seminal theorists discussed in this course helped you envision the leader you aspire to be and how you should become that leader? Jones (2010), Collins (2001), Ashkenas, Ulrich, Jick, Kerr (2002) lead to Boyd, Palmer & Dunford, Fayol, Fiedler, and back to (look in RLP)
***********Slide 9 - (Work on Speaker notes) Application = Positive Change
How will applying what you have learned allow you to cause positive change in the strategies and effectiveness of organizations as you develop into the leader you aspire to be and when you lead in the role you identified?
On the journey
Arriving at the destination
Continuing education and growth
Internal assessment of aspirations, capabilities, and drive are integral to and interwoven with values, integrity, and ambition. Determining who this author wants to be in three to five years has taken a journey through self-reflection, Emotional Intelligence quizzes, discussion with colleagues and fellow lifelong learners. Additionally, the pursuit of some level of greatness, while narcissistic in its literal interpretation, is what it is – the goal of this author to blend practicality, charisma, kindness, common sense, and compassion to help organizations and individuals become everything they hope to become. The hope of this author is to blend the insights of Jim Collins, the passion, tenacity, and caring spirit of Mother Teresa, and the transformational leadership traits of Steve Jobs to emerge as a unique and forward-thinking Global Effectiveness Consultant/Transformational Ethics Leader.
Combining the discoveries made through self-reflection, emotional intelligence exercises, discussion, and research enables this author to see Collins’ insights, Mother Teresa’s spirit, and the leadership traits of Steve Jobs in the light of theorists like Fred Fiedler. Additionally, the sharing of ideas and ideals from Jones (2008), Ashkenas, Ulrich, Jick & Kerr, 2002, Palmer and Dunford (2008), and Boyd (2008) have opened this authors eyes to the endless possibilities to share her own insights, experience, and knowledge throughout the business world.
*********Slide 10 – Conclusion (Work on Speaker notes)
***********Slide 11 & 12 – References
References (possible and probable):
*Ashkanasy, N. M., & Daus, C. S. (2005). Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated. Journal of Organizational Behavior, 63(6), 441.
*Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2002). The boundaryless organization: Breaking the chains of organizational structure. (2nd ed.). San Francisco, CA: Jossey-Bass.
*Boyd, N. M. (2008). Lessons for managers and O.D. professionals when implementing large- scale change. Organization Development Journal, 26(2), 11-24.
*Collins, J. & Porras, J. I. (1994). Built to last: Successful habits of visionary companies. New York : HarperBusiness
*Collins, J. (2001). Good to great: Why some companies make the leap…and others don’t. New York, NY: HarperCollins Publishers.
*Jobs, S. (2011). In his own words: The leadership style of Steve Jobs. Retrieved from http://macgateway.com/in-his-own-words/the-leadership-style-of-steve-jobs-in-his-own-words/
*Jones, G. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.
*Palmer, I., & Dunford, R. (2008). Organizational change and the importance of embedded assumptions. British Journal of Management, 19S20-S32.
*Power of Full Engagement Self Profile, (2010). Performance Programs, Inc. Retrieved from http://lge.perfprog.com/
Queendom EI Quiz, (2012). Retrieved from http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121">http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121
*Rothwell, W. (1994). Effective succession planning. New York: Amacom
*Sumazla, S. M. (2012). Leadership qualities of Mother Teresa. Retrieved from http://ezinearticles.com/?Leadership-Qualities-of-Mother-Teresa&id=6820591
*Taleb, N. N. (2010). The black swan: The impact of the highly improbable. Random House, ISBN 978-1-4000-6351-2
*Vigoda-Gadot, E., & Meisler, G.
(2010). Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees. Public Administration Review, 70(1), 72-86.
Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2002). The boundryless organization: Breaking the chains of organizational structure. (2nd ed.). San Francisco, CA: Jossey-Bass.
Bateman, T.S. & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw Hill/Irwin.
?Beamish, P.W., Morrison, A., Inkpen, A.,& Rosenzweig, P. (2003). International management: Text and cases. (5th ed.). Boston, MA: McGraw- Hill.
Eisenhardt, K. M., & Zbaracki, M. J. (1992). Strategic decision making. Strategic Management Journal, (13), 17. FIX THIS
Hoopes, J. (2003). False prophets. The gurus who created modern management and why their ideas are bad for business. Cambridge, MA. Perseus.
Kuhn, T. S. (1996). The structure of scientific revolutions. (3rd ed.). Chicago, IL: University of Chicago Press.
McAuley, J., Duberley, J. & Johnson, P. (2007). Organization theory: Challenges and perspectives. Upper Saddle River, NJ: Prentice
Hall.
Scott, W.R., Davis, G.F. (2007). Organizations and organizing. Upper Saddle River NJ: Prentice Hall.
Describe the leader you aspire to be in 3-5 years in a role you aspire to have and address the following areas:
How do your current performance strengths and vulnerabilities contribute to your performance as the leader you aspire to be?
How do you need to change?
How have the seminal theorists discussed in this course helped you envision the leader you aspire to be and how you should become that leader?
How will applying what you have learned allow you to cause positive change in the strategies and effectiveness of organizations as you develop into the leader you …show more content…
aspire to be and when you lead in the role you identified?
If anything I have stated above is unclear or confusing, please let me know immediately. Also, if anyone is missing a grade, please let me know.
Aspire – seek, aim, hope, desire, want, wish
Dream – vision, aspiration, fantasy, delight, fantasize
The leader you aspire to be in 3-5 years in a role you aspire to have:
Global Effectiveness Consultant
How do your current performance strengths and vulnerabilities contribute to your performance as the leader you aspire to be?
How do you need to change?
Refer to handout: Leadership potential (Rothwell, 1994), and manager/leader traits comparison (no author, no date – from Dr. S)
Discuss your current emotional intelligence related to the leader you aspire to be. How do you need to change?
Queendom EI Quiz
Emotional Identification, Perception, and Expression
83
The core ability of identifying, perceiving and expressing emotions in yourself and others is an area where you seem to be doing quite well. This aspect of emotional intelligence helps you to read others, understand how they feel, and effectively identify your own emotions. These skills form the basis of your ability to relate to the emotions of others as well as well as your ability to understand yourself. Review the results below for further information on areas that may need improvement. …show more content…
http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121">http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121
“Emotionally intelligent public administration has the ability to understand and to problem-solve situations that are meaningful for vast populations of citizens and for policy issues under the control, management, or supervision of government,” (Ashkanasy & Daus, 2005, p. 4). (insert under ‘need to work on’)
From MGT716 Week 7 DQ submission (pp. 2): “EI and leadership is crucial – reading body language, listening (and hearing) tonal inflection, watching two or more co-workers interacting with one another – all of this can lead to a powerful tool that the great leader can sort through and use to the advantage of the organization (Vigoda-Gadot & Meisler, 2010). (Insert in Mother Teresa slide)
Taleb’s The Black Swan: The Impact of the Highly Improbable (2010). “Knowledge, even when it is exact, does not often lead to appropriate actions because we tend to forget what we know, or forget how to process it properly if we do not pay attention, even when we are experts”, (p. 53, pp. 3).
The point is not what core values you have, but that you have core values at all, that you know what they are, that you build them explicitly into [an] organization, and that you preserve them over time. (Collins, 2001, p. 195)
There is a website (http://lge.perfprog.com) to assess if your life is in balance, according to the Loehr/Schwartz management philosophy. My Overall Engagement, according to the assessment is average at 75%. Physically, I am sorely lacking. I challenge you (and the class) to take the assessment!
How have the seminal theorists discussed in this course helped you envision the leader you aspire to be and how you should become that leader?
Jones (2010), Collins (2001), Ashkenas, Ulrich, Jick, Kerr (2002) lead to Boyd, Palmer & Dunford, Fayol, Fiedler, and back to (look in RLP)
How will applying what you have learned allow you to cause positive change in the strategies and effectiveness of organizations as you develop into the leader you aspire to be and when you lead in the role you identified?
On the journey
Arriving at the destination
Continuing education and growth
Collins, J. & Parras, ( ). Built to last. Retrieved from http://www.google.com/imgres?imgurl=http://www.bsd7.org/district/Long_Range_Strategic_Plan/images/horizons.gif&imgrefurl=http://www.bsd7.org/district/Long_Range_Strategic_Plan/lrsp.php&h=345&w=459&sz=20&tbnid=Sdi9jY0tcUUJPM:&tbnh=90&tbnw=120&zoom=1&usg=__SF6x3ea1TR6EJJ08HwJfTSVJyuI=&docid=Js7G0IBW4S-AZM&hl=en&sa=X&ei=CyioULiMMYiNyAHG3IDQDQ&ved=0CFAQ9QEwCQ&dur=6307
Slide 1 - Introduction/Title Page Done
Describe the leader you aspire to be in 3-5 years in a role you aspire to have (insert Jim Collins insights, Mother Teresa’s passion, tenacity, and caring, and Steve Jobs transformational leadership traits) and address the following areas:
Slide 2, 3, - Jim Collins - DONE
Slide 4 – Mother Teresa - DONE
Slide 5 – Steve Jobs – DONE
Slide 6 DONE – Performance strengths and vulnerabilities = performances as the leader I aspire to be
How do your current performance strengths and vulnerabilities contribute to your performance as the leader you aspire to be? ((Rothwell, 1994), and manager/leader traits comparison (no author, no date – from Dr. S)
Rothwell (1994) lists 11 areas of recognizable leadership abilities: 1) Supporting people, 2) Managing profit and loss, 3) Developing new directions, 4) serving customers, 5) leveraging technology, 6) managing business diversity, 7) working internationally, 8) inheriting problems, 9) having high stakes, 10) experiencing job overload, and 11) proving oneself. Of the 11 areas of recognizable leadership abilities, there are four areas that need developing: managing profit and loss, leveraging technology, managing business diversity, and working internationally.
Working internationally is a step I have not taken yet. Cross-cultural solutions, a global volunteer organization, will provide this opportunity, though circumstances prevent involvement at this time. Discussing managing profit and loss, leveraging technology, and managing business diversity with the CEO at work may provide growth in three of the four areas needing development.
Taleb’s The Black Swan: The Impact of the Highly Improbable (2010). “Knowledge, even when it is exact, does not often lead to appropriate actions because we tend to forget what we know, or forget how to process it properly if we do not pay attention, even when we are experts”, (p. 53, pp. 3).
Slide 7 – DONE
Stop procrastinating on global travel – if I don’t get out there, I won’t get out there…
“[Emotionally intelligent [public administration] has the ability to understand and to problem-solve situations that are meaningful for vast populations of citizens] and for policy issues under the control, management, or supervision of government,” (Ashkanasy & Daus, 2005, p. 4). (insert under ‘need to work on’)
“The impact that EI can have on an organization (negatively and positively) is in direct relation to individual EI and cross-cultural differences,” (Ashkanasy & Daus, 2005).
Queendom EI Quiz
Emotional Identification, Perception, and Expression
83
The core ability of identifying, perceiving and expressing emotions in yourself and others is an area where you seem to be doing quite well. This aspect of emotional intelligence helps you to read others, understand how they feel, and effectively identify your own emotions. These skills form the basis of your ability to relate to the emotions of others as well as well as your ability to understand yourself. Review the results below for further information on areas that may need improvement. http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121">http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121 There is a website (http://lge.perfprog.com) to assess if your life is in balance, according to the Loehr/Schwartz management philosophy. My Overall Engagement, according to the assessment is average at 75%. Physically, I am sorely lacking. I challenge you (and the class) to take the assessment!
From MGT716 Week 7 DQ submission (pp. 2): “EI and leadership is crucial – reading body language, listening (and hearing) tonal inflection, watching two or more co-workers interacting with one another – all of this can lead to a powerful tool that the great leader can sort through and use to the advantage of the organization (Vigoda-Gadot & Meisler, 2010). (Insert in Mother Teresa slide)
**********Slide 8 – Theorist influences(Work on Speaker notes) (Bullet points from each theorist) How have the seminal theorists discussed in this course helped you envision the leader you aspire to be and how you should become that leader? Jones (2010), Collins (2001), Ashkenas, Ulrich, Jick, Kerr (2002) lead to Boyd, Palmer & Dunford, Fayol, Fiedler, and back to (look in RLP)
***********Slide 9 - (Work on Speaker notes) Application = Positive Change
How will applying what you have learned allow you to cause positive change in the strategies and effectiveness of organizations as you develop into the leader you aspire to be and when you lead in the role you identified?
On the journey
Arriving at the destination
Continuing education and growth
Internal assessment of aspirations, capabilities, and drive are integral to and interwoven with values, integrity, and ambition. Determining who this author wants to be in three to five years has taken a journey through self-reflection, Emotional Intelligence quizzes, discussion with colleagues and fellow lifelong learners. Additionally, the pursuit of some level of greatness, while narcissistic in its literal interpretation, is what it is – the goal of this author to blend practicality, charisma, kindness, common sense, and compassion to help organizations and individuals become everything they hope to become. The hope of this author is to blend the insights of Jim Collins, the passion, tenacity, and caring spirit of Mother Teresa, and the transformational leadership traits of Steve Jobs to emerge as a unique and forward-thinking Global Effectiveness Consultant/Transformational Ethics Leader.
Combining the discoveries made through self-reflection, emotional intelligence exercises, discussion, and research enables this author to see Collins’ insights, Mother Teresa’s spirit, and the leadership traits of Steve Jobs in the light of theorists like Fred Fiedler. Additionally, the sharing of ideas and ideals from Jones (2008), Ashkenas, Ulrich, Jick & Kerr, 2002, Palmer and Dunford (2008), and Boyd (2008) have opened this authors eyes to the endless possibilities to share her own insights, experience, and knowledge throughout the business world.
*********Slide 10 – Conclusion (Work on Speaker notes)
***********Slide 11 & 12 – References
References (possible and probable):
*Ashkanasy, N. M., & Daus, C. S. (2005). Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated. Journal of Organizational Behavior, 63(6), 441.
*Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2002). The boundaryless organization: Breaking the chains of organizational structure. (2nd ed.). San Francisco, CA: Jossey-Bass.
*Boyd, N. M. (2008). Lessons for managers and O.D. professionals when implementing large- scale change. Organization Development Journal, 26(2), 11-24.
*Collins, J. & Porras, J. I. (1994). Built to last: Successful habits of visionary companies. New York : HarperBusiness
*Collins, J. (2001). Good to great: Why some companies make the leap…and others don’t. New York, NY: HarperCollins Publishers.
*Jobs, S. (2011). In his own words: The leadership style of Steve Jobs. Retrieved from http://macgateway.com/in-his-own-words/the-leadership-style-of-steve-jobs-in-his-own-words/
*Jones, G. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.
*Palmer, I., & Dunford, R. (2008). Organizational change and the importance of embedded assumptions. British Journal of Management, 19S20-S32.
*Power of Full Engagement Self Profile, (2010). Performance Programs, Inc. Retrieved from http://lge.perfprog.com/
Queendom EI Quiz, (2012). Retrieved from http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121">http://www.queendom.com/tests/access_page/index.htm?idRegTest=1121
*Rothwell, W. (1994). Effective succession planning. New York: Amacom
*Sumazla, S. M. (2012). Leadership qualities of Mother Teresa. Retrieved from http://ezinearticles.com/?Leadership-Qualities-of-Mother-Teresa&id=6820591
*Taleb, N. N. (2010). The black swan: The impact of the highly improbable. Random House, ISBN 978-1-4000-6351-2
*Vigoda-Gadot, E., & Meisler, G.
(2010). Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees. Public Administration Review, 70(1), 72-86.
Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2002). The boundryless organization: Breaking the chains of organizational structure. (2nd ed.). San Francisco, CA: Jossey-Bass.
Bateman, T.S. & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw Hill/Irwin.
?Beamish, P.W., Morrison, A., Inkpen, A.,& Rosenzweig, P. (2003). International management: Text and cases. (5th ed.). Boston, MA: McGraw- Hill.
Eisenhardt, K. M., & Zbaracki, M. J. (1992). Strategic decision making. Strategic Management Journal, (13), 17. FIX THIS
Hoopes, J. (2003). False prophets. The gurus who created modern management and why their ideas are bad for business. Cambridge, MA. Perseus.
Kuhn, T. S. (1996). The structure of scientific revolutions. (3rd ed.). Chicago, IL: University of Chicago Press.
McAuley, J., Duberley, J. & Johnson, P. (2007). Organization theory: Challenges and perspectives. Upper Saddle River, NJ: Prentice
Hall.
Scott, W.R., Davis, G.F. (2007). Organizations and organizing. Upper Saddle River NJ: Prentice Hall.