A Case Study of the Perceptions of Faculty and Students in a Selected MBA Academic Program, of the Leadership Practices and Challenges Inherent in Organizational Mergers and Acquisitions PDF Download

Author: Noreen Anne Brennan-Rowe
Publisher:
ISBN:
Category : Consolidation and merger of corporations
Languages : en
Pages : 368

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Author:
Publisher:
ISBN:
Category : Dissertations, Academic
Languages : en
Pages : 532

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Author: William K. Vasbinder
Publisher:
ISBN: 9781267323521
Category : Business education
Languages : en
Pages : 224

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There is evidence in the literature (Komives, Lucas, & McMahon, 2007, Cavico & Mujtaba,2010; NACE, 2010; Garvin and Datar, 2008) suggesting that employers expect that business school graduates who they consider for employment possess foundational leadership content knowledge combined with some application experience. This study was conducted to reveal the elements of a four-year business program's academic preparation that help first time job seekers meet employers' expectations for leadership abilities. These elements were revealed by examining the self-reported leadership behaviors of students along with faculty interviews at a four-year college in a northeastern state. The Student Leadership Practices Inventory (Kouzes & Posner, 2002), or S-LPI, along with additional interview questions, was administered to students enrolled in the final year of a traditional college program that leads to a Bachelor of Science Degree in Business Administration. Faculty members responsible for curriculum design and implementation in the same business program were interviewed with the intent of revealing the elements of the program intended to foster students' leadership development. In addition to questions about the curriculum, questions regarding instructional strategies and extra-curricular activities were posed to both groups to determine their role in fostering students' preparedness for leadership. Students in their final year at the participating school of management had opportunities to perform most of the leadership behaviors identified by Kouzes and Posner (2002). Students reported superior recall of content knowledge that was delivered during the program via application exercises rather than by passive learning strategies such as lecture. Recommendations for practice include incorporating additional opportunities for students to apply leadership content into the curriculum, and correlating the application opportunities afforded through extra-curricular activities with the leadership content delivered in the program's diverse courses. Students' responses were consistent with reports that active learning within the classroom provided acquisition of content knowledge, students indicated that extra-curricular activities involving leadership were especially valued in fostering content learning. Recommendations for future research include using alternative research methods to potentially uncover additional elements of the college experience that foster students' leadership development.

Author: Heather W. Krissel
Publisher:
ISBN:
Category :
Languages : en
Pages : 85

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The purpose of this study was to determine if a difference existed between professors' self-perceived leadership practices and their doctoral students' perceptions of those practices. Using the Kouzes and Posner's Leadership Practices Inventory (2003) to measure the five best leadership practices, the researcher collected questionnaires from five professors and 54 doctoral students in a leadership program at one Northeastern Tennessee university. The researcher ran independent samples t tests to evaluate the mean difference between professors' self-assessment of their own leadership practices, students' assessment of their professors' practices, and the professors' leadership practices compared to Kouzes and Posner's norm (2000-2013) for each practice. The data showed no significant difference between the student-observer and self-assessment leadership practices; however, the mean of the best practice Inspiring a Shared Vision was significantly different from the Kouzes and Posner norm with t (4) = 4.898, p = .008.

Author: Stephanie Scordia
Publisher:
ISBN:
Category : Community colleges
Languages : en
Pages : 108

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"Decades of research on leadership in an organizational setting has yielded dozens of leadership theories, yet nearly all of the theories developed since the 1970s tend to focus on the traits or actions of an individual identified as the formal leader. Even in those theories which examine the transactional nature of leadership, the followers in an organization are largely seen as responding to the actions of an individual leader rather than acting as creators of leadership. In the ever-changing world of higher education, administrators are often regarded as the leaders of a college or university, with faculty participation in decision-making processes largely limited to the periphery. Relying on Interpretative Phenomenological Analysis (IPA), this qualitative study sought to gain insight into the lived experiences of tenured faculty at a large community college in an attempt to answer the following overarching research question: What are faculty's perspectives on administrators' leadership practices? Participants reflected on both positive and negative experiences with administrators from across the college and over their various time spent working at the college. Findings suggest that participants view leadership as resting with individual administrators rather than seeing themselves as co-creators of leadership at the institution. These findings suggest that the faculty do not experience leadership through a leadership-as-practice lens, which maintains that leadership is co-created multiple times over on a daily basis whenever individuals in an organization interact"--Author's abstract.

Author: Michael J. Arena
Publisher: McGraw Hill Professional
ISBN: 1260118037
Category : Business & Economics
Languages : en
Pages : 289

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Lack of Agility is the kiss of death. Position your company to succeed in world of change.To edge out the competition in today’s disruptive environment, you need to ensure that your company is agile—that it can respond to change instantly and effectively. Because fast and furious change is the only thing you can count on in business today.Network expert Michael Arena helped enable GM’s legendary turnaround. In these pages, he explains how you can transform your own company through the concept of adaptive space. Based on hundreds of interviews and the author’s own groundbreaking study of dozens of organizations spanning a variety of industries, Adaptive Space shows how to position your company for today—and for the future—by enabling creativity, innovation, and novel ideas to flow freely among teams, across departments, and throughout the company. Using GM as the main case study—along with the stories of other highly adaptive organizations, like Apple, Amazon, Disney, and Gore—Arena provides a model you can follow to reinvent your company. It’s about inspiring employees to explore new ideas, empowering the most creative people and teams to spread their ideas across the organization, and operationalizing the entrepreneurial spirit so adaptability is set in stone. Hesitation is a killer in today’s business landscape. With Adaptive Space, you have everything you need to confront disruption with smart, confident actions and seize the valuable opportunities that come with change.

Author: Cornelia Ilie
Publisher: Springer
ISBN: 9789811043185
Category : Language Arts & Disciplines
Languages : en
Pages : 270

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This multidisciplinary volume brings together wide-ranging empirical research that goes behind the scenes of diverse organizations dealing with business, politics, law, media, education, and sports to unravel stereotypes of discursive leadership practices as they unfold in situ. It includes contributions that explore how leadership discourse is impacted by increasing pressures of “glocalization” (the need to communicate across cultures and languages), “mediatization” (leaving ubiquitous digital traces), standardization (with quality management programmes negotiating organizational procedures), mobility (endless fast-paced long distance synchronization) and acceleration (permanent co-adaption and change). The discussion of purposefully chosen case studies moves beyond questions of who is a leader and what leaders do, to how leadership stereotypes are being challenged in various communities of practice, and thereby making change possible. Cross-cultural and interdisciplinary approaches are used to get deeper insights into the competing, multi-voiced, controversial and complex identities and relationships enacted in leadership discourse practices.

Author: Amanda Melchor McCown
Publisher:
ISBN:
Category : Education, Higher
Languages : en
Pages : 244

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Author: Jan H. Whitlow
Publisher:
ISBN:
Category :
Languages : en
Pages : 116

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This qualitative study compares perceptions of Master of Business Administration (MBA) students and recent MBA graduates with those of employers of recent MBA graduates and MBA faculty regarding the skills, competencies, and experiences needed to be successful in their new graduate jobs. The researcher gathered stakeholder perspectives of the skills, competencies and experiences needed to create successful new MBA graduates through surveys and archival data. Stakeholders included recent MBA graduates, MBA students, MBA faculty, and employers of recent MBA graduates. Analysis included MBA graduates, MBA employers, MBA faculty, and higher education practices. Results suggest that critical thinking, communication, teamwork, leadership along with data analysis are the necessary skills, competencies, and experiences needed to be successful in a recent MBA graduate position. This research further validates the extant research of DiMartino and Castaneda (2007), which indicated that the skills new job entrants most need for success in the workplace include oral and written communication, time management, critical thinking, problem solving, personal accountability, and the ability to work effectively with others. Implications of this research are to advance the academic preparation of MBA students; to improve their oral and written communications skills, critical thinking, teamwork, leadership, and data analysis.

Author: Henry Mintzberg
Publisher:
ISBN:
Category :
Languages : en
Pages : 0

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Synthesizes the empirical literature on organizationalstructuring to answer the question of how organizations structure themselves --how they resolve needed coordination and division of labor. Organizationalstructuring is defined as the sum total of the ways in which an organizationdivides and coordinates its labor into distinct tasks. Further analysis of theresearch literature is neededin order to builda conceptualframework that will fill in the significant gap left by not connecting adescription of structure to its context: how an organization actuallyfunctions. The results of the synthesis are five basic configurations (the SimpleStructure, the Machine Bureaucracy, the Professional Bureaucracy, theDivisionalized Form, and the Adhocracy) that serve as the fundamental elementsof structure in an organization. Five basic parts of the contemporaryorganization (the operating core, the strategic apex, the middle line, thetechnostructure, and the support staff), and five theories of how it functions(i.e., as a system characterized by formal authority, regulated flows, informalcommunication, work constellations, and ad hoc decision processes) aretheorized. Organizations function in complex and varying ways, due to differing flows -including flows of authority, work material, information, and decisionprocesses. These flows depend on the age, size, and environment of theorganization; additionally, technology plays a key role because of itsimportance in structuring the operating core. Finally, design parameters aredescribed - based on the above five basic parts and five theories - that areused as a means of coordination and division of labor in designingorganizational structures, in order to establish stable patterns of behavior.(CJC).