reputation for having “quality hardware‚ customized products‚ excellent delivery times‚ and after-sales service” (McShane &Von Glinow‚ 2013). In six short years‚ X-Stream has grown into a top technology company and was growing fast. “Gil believed that major decisions should be made by consensus and that individuals should then be empowered to implement these decisions in their own way” (McShane & Von Glinow‚ 2013). Initially meeting with his staff and discussing their current job status‚ performance
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are linked to higher productivity. 2. Introduction Motivation refers to the forces within a person which influences their direction‚ intensity and persistence of goal-directed behaviour (Heckhausen & Heckhausen‚ 2008; McShane & Travaglione‚ 2005). McShane & Travaglione (2005) identify the two main categories that motivation theories fall into. These are content theories of motivation and process theories of motivation. The content approach focuses on
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go under changes constantly doesn’t mean that employees like it. (Harvard Business School Press‚ Society for Human Resource Management‚ 2005) Workforce in companies nowadays has become more diverse in terms of gender‚ race/ethnicity‚ generation‚ (McShane & Travaglione‚ 2007) and the physically disabled (Robbins‚ 2003). Disadvantage of having workforce diversity The difference between globalisation and workforce diversity is that while globalisation focuses on differences between people from
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Trader” (page 312). 1A. Power The sources of contingency of power model applies to the situation described in case study 10.2 in McShane & Von Glinow (2010) book through legitimate and coercive sources of power and visibility and discretion contingencies of power. Whether power is used in an ethical (good) or unethical (bad) way power is still power. Power is defined by McShane & Von Glinow as “capacity of a person‚ team‚ or organization to influence others” (2010‚ pg. 290). This ability to influence
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change‚ and organizational culture. Communicating in Teams Communications is the lifeblood of all organizations‚ so organizations are keeping pace by adopting social media and other emerging channels into their communications toolkit (McShane & Glinow‚ p. 260). It’s nearly impossible for an organization to stand without first laying a solid foundation of effective communication. While establishing effective forms of communication the leader has to make sure that they enjoy helping the
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edu/conflict/full_text_search/AllCRCDocs/deutsch_dup.ht m> Oct. 14‚ 2010. [ 1 ]. McShane‚ Steven L. and Von Glinow‚ Mary Ann. Organizational Behavior. 5th Edition‚ New York: McGraw-Hill/Irwin. 2010. [ 2 ]. McShane‚ Steven L. and Von Glinow‚ Mary Ann. Organizational Behavior. 5th Edition‚ New York: McGraw-Hill/Irwin. 2010. [ 3 ]. McShane‚ Steven L. and Von Glinow‚ Mary Ann. Organizational Behavior. 5th Edition‚ New York: McGraw-Hill/Irwin. 2010. [ 4 ]. McShane‚ Steven L. and Von Glinow‚ Mary Ann. Organizational Behavior
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values (Feather‚ 19950. Focus on the values of individuals will be discussed rather than objects. A work environment should rather strive to encourage a positive attitude and stray away from negative perceptions and influencers that affect behaviour. (Mcshane et al‚ 2010). A set of moral values will shape how individuals will treat each other and conduct themselves. (Rokeach‚ 1973). The end company cannot affect
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orders and respect from others. In most documentation‚ leadership is considered to be a broad term that involves leaders‚ followers‚ influence process‚ goals‚ tasks‚ people and changes. “The world is changing‚ and so is our concept of leadership” (McShane S & Travaglione‚ T 2007). They informed that a “consensus” has been reached from thirty eight countries that “leadership is
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their staff in the organisation to have the same beliefs‚ and work together towards a common goal (Creed‚ 2011). By having a common goal‚ all the staff will have an affective commitment to the job‚ and in return‚ boost motivation and job performance (McShane‚ et al.‚
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Steven L. McShane University of Western Australia Perth‚ Australia Copyright © 1991 Steven L. McShane. This case is based on actual events described in a Canadian court case. Only the dates and names of the main parties have been changed. This case may be used by current adopters of: S. L. McShane Canadian Organizational Behaviour‚ 5th ed. (Toronto: McGraw- Hill Ryerson‚ 2004); S. L. McShane & M. A. von Glinow‚ Organizational Behavior‚ 3rd ed. (Boston: McGraw-Hill‚ 2005); S. L. McShane & T. Travaglione
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