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The article explores the impact of culture on leadership practices in three countries in culturally and economically different regions: the United States, Slovenia, and…
The article explores the impact of culture on leadership practices in three countries in culturally and economically different regions: the United States, Slovenia, and Nigeria. It uses the visionary approach to leadership as developed by Kouzes and Posner (1987), who have identified five leadership practices (actions or behaviors) employed by effective leaders. Hypotheses about expected differences in the usage of those practices were developed on the basis of Hofstede’s (1980) country score. The Leadership Practices Inventory (LPI: Kouzes & Posner, 1993) was used to collect self‐ratings from 351 MBA students in the respective countries. Contrary to expectations, the data reveals that there are not many significant differences between the leadership practices of American, Nigerian, and Slovenian MBA students, suggesting that some charismatic leadership behaviors may be universally practiced. Some differences to occur in the leadership practices of Modeling the Way and Enabling Others Act. Culture seems to affect gender differences in leadership practices. These differences are greatest for Nigerian respondents and smallest for Slovenian MBA students.
The concept of teams and teamwork is increasingly becoming an important key to productivity and employee satisfaction in the contemporary workplace. This paper looks at…
The concept of teams and teamwork is increasingly becoming an important key to productivity and employee satisfaction in the contemporary workplace. This paper looks at the concept of teams and teamwork and several innovative ways of using teams. Among the innovative ways of using teams are globally networked teams, team‐based strategic planning, flexible‐jobbing, the horizontal corporation, and the virtual corporation. The use of computer‐mediated communication technologies and other groupware technologies provide a workable, reliable, and flexible base of systems for creating the platforms for virtual teams and virtual organizations. An overview of current information technology available for supporting teams and which types of information technology are most valuable in enhancing the new team applications is briefly addressed. Supporting technologies include groupware for facilitating communication, supporting information storage and retrieval, and supporting decision making. Lastly, the many competitive advantages to the use of virtual teaming in the global environment as well as its managerial implications and strategic recommendations for improving the performance of virtual teams are presented.
“OH, that socialist fellow” would have been the rejoinder of older members of the Bromley establishment up to 1950 to any mention of H. G. Wells. It was not held to be an honour for the town to have been the birthplace of H. G. Wells nor was it felt that he should be honoured by the town. No plaque marked the site of his birthplace and there was no greater stock of his books in the Bromley Library than in any other.
THE Newcastle school, like most others, was established after the second world war to provide full‐time education in librarianship as an alternative to the part‐time system which until 1946 was the only one available to the majority of librarians. At first most of the students were returning servicemen whose library careers had been interrupted by the war and they were followed by students direct from libraries, universities and schools. From a handful of students and one full‐time member of staff in the first year the school has grown steadily until there were 53 students and five staff during the session 1962–3 which was the last course held for the Registration Examination.
Chamal Perera, Darshana Jayasooriya, Gimhan Jayasiri, Chameera Randil, Chaminda Bandara, Chandana Siriwardana, Ranjith Dissanayake, Sameera Hippola, Kamani Sylva, Thushara Kamalrathne and Asela Kulatunga
Even though Sri Lanka has established Early Warning (EW) mechanisms and Evacuation Procedures (EP) for the communities affected by the coastal disasters, there are several…
Even though Sri Lanka has established Early Warning (EW) mechanisms and Evacuation Procedures (EP) for the communities affected by the coastal disasters, there are several gaps, which hinder effective mechanisms in operation of disaster management practices. These gaps affect both the vulnerable communities and relevant authorities involved in the Disaster Management sector. This paper aims to identify and evaluate those gaps while providing adequate solutions.
For that, questionnaire surveys were carried out with a sample size of 217 via an online survey (117) among the urban level and interviews and telephone interviews (100) with the village level coastal communities. Data analysis was carried out using statistical analysis of questionnaire surveys and grounded theory was used for in-depth qualitative study.
Primary and secondary data obtained from the surveys were categorized under five themes, namely, response to early warning systems, evacuation routes, shelters, drills and training, effect of having a family vehicle, relatives and domestic animals, evacuation of people with special needs and cooperation with local government units. This paper analyses these themes in detail.
While critically evaluating the gaps in existing early warning mechanisms and evacuation procedures, this paper identifies correlations between some of the gaps and recommendations as well. Input from the international academics were also obtained at different forums and have strengthen the findings to overcome the barriers, which hinder successful mechanisms.
Just imagine … you are sitting down to a quiet, restful dinner after a hard day at the office. Your food is ready, and all thoughts of work are banished. Until the phone rings. To ignore it is out of the question. Why? Because you are a member of a hi‐tech, 24‐hour virtual team who must be available as and when required by other group members. The concept of virtual teaming has been around for over 20 years, but with the upsurge of globalization and the recent wave of technological developments it has taken on a new impetus. So what has changed? And is this type of teaming really as effective as some organizations claim?