The document summarizes a presentation on the relationship between servant leadership and job satisfaction, and the moderating role of organizational structure. It discusses how servant leadership is positively linked to job satisfaction but this relationship may be weakened by high levels of formalization and centralization within an organization's structure. The presentation outlines hypotheses about these relationships and describes two studies - an experiment and organizational survey - that were conducted to test the hypotheses. The preliminary results indicate servant leadership has a strong relationship with job satisfaction, which is strengthened when organizational structure has low levels of formalization and centralization.
Robert Greenleaf developed the theory of servant leadership after a long career at AT&T. Servant leadership positions serving others as the primary function of leadership. Greenleaf argued that successful leaders are driven first by a desire to serve rather than by a desire for power or material wealth. He believed that when institutions view their primary function as serving customers and employees, they build a better society. The Greenleaf Center was established to promote servant leadership principles in organizations.
Mercedes Clement is a senior professor and librarian who chairs the library services department at Daytona State College. She has extensive experience in library management and operations. This document provides an introduction to servant leadership, which emphasizes serving others and helping them grow. It outlines Robert Greenleaf's model of servant leadership, including its key characteristics like listening, empathy, and commitment to others' growth. Examples are given of companies that practice servant leadership, like Starbucks and Southwest Airlines. The document also discusses how to develop servant leadership skills and provides additional resources on the topic.
Servant Leadership as a Model for Multi-Author Blog ManagementCopyblogger.com
These are the slides from Jerod Morris' panel presentation at Authority Intensive 2014. Jerod spoke about his experience managing multi-author blogs, and how a model of servant leadership can be applied to lead a successful blog -- by more effectively leading an audience and a team of writers.
The document outlines the five essential elements of strategy: objective, necessary condition, success metric, target value, and means. It defines each element and provides examples to illustrate how they fit together to form a strategic plan. Specifically, it shows how setting an objective requires determining necessary conditions, then devising success metrics with target values, and identifying means to move the metrics toward the targets to achieve the objective. The overall process involves iteratively applying the five elements to break down strategies into understandable, actionable components.
The document discusses developing a servant leadership curriculum for young adults. It begins by noting the disconnect between prevailing leadership concepts that prioritize competition and current problems, and proposes introducing servant leadership as an alternative paradigm. This emphasizes listening, empathy, healing and community building. The document then considers insights from fields like literature, philosophy and arts that could inform the curriculum, and provides examples of design questions to guide developing curricula focused on well-being, justice and equitable leadership skills.
This document discusses servant leadership. It defines servant leadership as leading by meeting the needs of others and setting a good example. The document traces the origins of modern servant leadership to Robert Greenleaf and his work inspired by Herman Hesse's Journey to the East. Servant leadership focuses on empowering and developing team members. Studies have shown servant leadership can increase job satisfaction for staff and patient satisfaction in healthcare settings. The document advocates listening to others, focusing on quality improvement, and considering the needs of others as ways to demonstrate servant leadership.
The document discusses the concept of servant leadership. It begins by quoting Matthew 20:26-28, where Jesus says the greatest must be a servant. It then defines servant as someone who renders service without expectation of payment, purely to help others. Contemporary examples of servant leadership mentioned include voluntary community service and working without pay in offices and schools. The key aspects of servant leadership discussed are willingly serving others' needs above your own and treating all with dignity, respect, compassion and kindness.
Madison aug 2014 transformational and servant leadership v6Ashford University
This document summarizes a literature review on classroom leadership styles as they apply to distance education. It examines transformational leadership, servant leadership, and their application in online classrooms. The review found limited research directly applying these leadership models online. It concludes faculty can be more successful developing future leaders by incorporating elements of transformational and servant leadership styles in online classrooms. More research is needed on servant leadership specifically in higher education online settings.
This document discusses the principles and qualities of servant leadership. It defines servant leadership as an approach where the leader prioritizes serving others. The key aspects are listening to followers, empathizing with them, helping them grow, and building community. The principles include concepts like persuasion, conceptualization, foresight, and commitment to the growth of people. Qualities of a servant leader are using power honestly, caring for constituents, inspiring service, and adapting to situations.
Servant leadership: Leading from the bottom.Joseph Flahiff
I gave this presentation today.IT was a great success. I hope you enjoy it.
Please contact me if you are interested in more about servant leadership, team building or lean/agile transforamtion
joseph@whitewaterprojects.com
Servant Leadership: Leading Without PowerSam Davidson
For a talk to student leaders at Vanderbilt, here's my take on who servant leaders are, what they do, and why they're best to bring about lasting change in society.
This document provides an overview of operationalizing organizational strategy through linking everyday work to strategic goals. It discusses defining strategy, assessing individual commitment to strategy, and linking work efforts to strategic results through cause-and-effect relationships. Key points include understanding one's role in achieving the organizational mission and vision, building strategy commitment, and ensuring initiatives, projects and programs deliver intended benefits to meet strategic objectives.
Servant leadership is defined as prioritizing the needs of followers by making sure their highest priorities are met. There are 10 characteristics of servant leaders including listening, empathy, awareness, and conceptualization. A model of servant leadership includes antecedent conditions like culture and leader attributes, servant leader behaviors like putting followers first and empowering them, and outcomes like increased follower performance and organizational performance. While servant leadership has strengths like emphasizing altruism, it also has weaknesses such as not working in environments where followers do not want guidance or empowerment.
Servant Leadership, Decision Making and StructureNathan Eva
The document summarizes research on the relationship between servant leadership and job satisfaction, and how this relationship is moderated by decision-making processes and organizational structure. It presents 8 hypotheses about how involvement and dominance in decision-making, and levels of formalization and centralization, impact the relationship between servant leadership and employee job satisfaction. The research uses an experimental vignette study and an organizational survey of managers to test these hypotheses.
The document is a mid-candidature review for Nathan Eva's PhD thesis examining the relationship between servant leadership and job satisfaction, moderated by decision making processes and organizational structure. It outlines 8 hypotheses regarding how involvement, dominance, formalization, and centralization impact the servant leadership to job satisfaction relationship. It describes a 2-part study using experiments and an organizational survey to test the hypotheses. Preliminary results from Study 1 provide support for some hypotheses and contradictions for others.
This document provides an overview of Nathan Eva's confirmation seminar which examines the relationship between servant leadership and job satisfaction, with a focus on the mediating role of decision making processes and the moderating role of organizational structure. The study aims to address gaps in the literature by exploring how servant leadership influences decision making and how organizational factors like centralization and formalization impact these relationships. Quantitative surveys of managers will assess servant leadership styles, decision making, job satisfaction, and structural variables, with the goal of collecting a sample of 200-250 for analysis using structural equation modeling.
The document provides an overview of organizing and staffing concepts in management. It defines organizing as arranging work to accomplish goals and includes principles of organization like objectives and specialization. It also discusses types of organization structures like functional, line and staff. Staffing involves acquiring and retaining qualified employees and its elements include recruitment, selection, training and performance appraisal. Recruitment is the process of attracting job candidates while selection involves evaluating candidates and hiring.
This document provides an overview of organizing as a management process. It defines organizing as initiating plans by clarifying jobs and relationships to effectively deploy resources. The document then outlines the key steps in organizing, including identifying and dividing work, departmentalization, and assigning duties. It also discusses the importance of organizing for benefits like specialization, clarity in roles, and optimal resource use. Finally, it covers various principles of organizing like specialization, span of control, and different types of organizational structures.
This document discusses various topics related to organizing in modern organizations, including:
- Traditional organizational structures like functional, divisional, and matrix structures.
- Contemporary adaptive structures like boundaryless organizations, virtual organizations, and learning organizations.
- Trends like teleworking, flexible work, and global organizations that allow organizations to adapt to changing needs.
- Key elements of organizing like work specialization, departmentalization, chain of command and factors that influence organizational design choices.
This document discusses organizational structure and design. It defines organizational structure as the hierarchy of people and departments within a company and how information flows. An organizational structure determines decision making, information distribution, and job tasks. The structure is important as it ensures efficient business operations and defines roles. When designing a structure, companies must consider their mission, centralization, departments, chain of command, and spans of control. Common structures include functional, line, line and staff, market, geographic, and matrix. The structure influences behavior, motivation, performance, and relationships within a company.
The document discusses organizational structure and design. It defines organizational structure as the hierarchy of people and departments in an organization and how information flows. Structure is important as it ensures efficient operations and defines roles and responsibilities. There are different types of structures like functional, line, and matrix. Key components of structure include work specification, departmentalization, chain of command, span of control, and centralization vs decentralization. Structure influences behavior, relationships, and goal-oriented work. Proper structure is important for good performance while poor structure makes it impossible.
Organizational Analysis of International Office at University of WarwickPrese...nishikant945
The presentation was created as a part of the course work for MSc in Information Systems and Management program at Warwick Business School. In this assignment, we analyzed the international office at university of warwick for leadership style and structure.
The document discusses key concepts related to organizing, including:
1. Organizing involves determining work activities, classifying work, assigning work, and designing decision-making hierarchies.
2. Basic organizational concepts include division of labor, unity of command, chain of command, span of control, and departmentalization.
3. There are different types of organizational structures like line, staff, functional, and matrix structures. Each have advantages and disadvantages for organizational effectiveness.
Organizing is undertaken to facilitate implementation of plans by breaking down total jobs into smaller, more manageable tasks. The result of organizing is an organizational structure that defines relationships and reporting hierarchies between individuals, departments, and tasks. Key elements of an organizational structure include division of labor, delegation of authority, departmentalization, and systems for coordination. Common tools for representing an organizational structure are organization charts, manuals, and policy documents that describe authority relationships and job functions.
The document discusses organizational theory, structure, and design. It covers how organizations create value through their inputs, conversion processes, and outputs. It also discusses factors that affect organizational structure like strategy, size, technology, and environment. Different types of organizational structures are explained like functional, divisional, and matrix structures. Concepts like centralization, formalization, bureaucracy, and self-directed teams are also summarized.
The document discusses organizational structure and its importance. It defines organizational structure as how a group is formed and its lines of communication and decision making. An organizational structure clarifies roles and responsibilities, coordinates activities, and establishes relationships between individuals and departments. The document also discusses formal and informal relations within an organization and different types of organizational structures like centralized versus decentralized. It provides examples of organizational charts and their purpose and characteristics.
The document discusses three organizational theories: decision-making theory, systems approach, and Max Weber's theory of bureaucratic management. It describes decision-making theory as focusing on rational decision making that drives organizational actions and goals. The systems approach views an organization holistically as a system of interdependent subsystems. Max Weber's bureaucratic management theory proposes a hierarchical structure with specialized roles, formal processes, and impersonal relationships to ensure organizational efficiency.
Definition, Features, Process, Needs and Importance, Principles, Merits of Departmentation, Bases of defragmentation, Types of Organisational Structure.
This document summarizes three common types of organizational structures: tall/centralized, flat/decentralized, and matrix.
A tall/centralized structure has many management levels with strict chains of command, allowing for close supervision but slowing communication and decision making. A flat/decentralized structure empowers employees with fewer management levels, enabling faster actions but potentially losing control. A matrix structure groups employees by both function and project, providing flexibility but also potential conflicts from dual reporting relationships.
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
The document discusses organizational structure and its key elements. It defines organizational structure as how job tasks are divided, grouped, and coordinated. The six main elements of structure are work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures include simple, bureaucratic, and matrix structures. Newer designs incorporate teams, networks, and virtual organizations with fluid, flexible connections. Organizational structure depends on factors like strategy, size, technology, and environment.
This document discusses organizational structure and different types of organizational designs. It defines organizational structure as how job tasks are divided and coordinated to achieve organizational goals. Six key elements of organizational structure are discussed: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common organizational designs described include the simple structure, bureaucracy, matrix structure, team structure, virtual/network structure, and boundaryless structure. The effects of different organizational designs on employee behaviors such as work specialization, centralization, and span of control are also summarized.
The document describes two studies examining the relationship between servant leadership and employee job satisfaction, and the moderating roles of decision making processes and organizational structure. Study 1 surveyed 336 managers, measuring their CEO's leadership style, decision making approach, organizational structure, and job satisfaction. Study 2 used an experimental vignette design with 1,569 respondents to further test the relationships. The studies found servant leadership was positively related to job satisfaction, and this relationship was strongest when leadership involved employees in decision making and the organization had high formalization and centralization.
This document provides information and advice about the exam for the MGF1100: Managerial Communication course. It discusses exam format and content, including that it is worth 40% and consists of 6 questions with 4 to be answered. Students are advised to plan their time, clearly lay out their work, and include an introduction, analysis, linking to class theories, and conclusion in their answers. The document also provides sample exam questions and encourages students to critically evaluate concepts from the course and not get overwhelmed. Finally, it reminds students to complete a course evaluation to provide feedback.
This document provides information and guidance about the exam for a business ethics course. It discusses exam format, including that it is worth 50% and consists of answering 3 out of 10 questions in a 3 hour closed book exam. Students have roughly 50-55 minutes per question. Answers will be marked out of 100 and the overall mark is the average of the 3 essays. The document provides tips for writing the exam, such as setting out answers clearly and including an introduction, analysis, and conclusion with definitions, examples and analysis of the question. It also notes that examples used cannot be from a student's own assignment.
The document provides information and advice about the exam for an international management course. It notes that the exam is worth 40% and consists of two parts: Part A involves answering 4 out of 6 short questions, while Part B involves analyzing a case study by providing an introduction, answering 3 questions in an analysis, and giving recommendations. It then reviews the key topics covered in each week of the course that could appear as exam questions and provides advice on how to structure answers for Part B of the exam. Finally, it encourages students to provide feedback and notes that completing an honors project can help students stand out.
This document summarizes key concepts from Confucianism, Christianity, and Islam that relate to business ethics. It then prompts discussion on the ethical explanations for endorsed Islamic business practices like honesty and family-based employment. Students are asked to consider the advantages and disadvantages of these practices. The document concludes by asking students to identify similarities and differences between the three religions' ethics and to debate whether and how religious values should influence corporate decision-making.
This document provides information about Week 11 of an international management course, including:
- A discussion of cross-cultural teams, defining different types of expatriate employees and considerations around international assignments.
- Four discussion questions about identifying team types and improving cohesion in cross-cultural teams.
- An announcement for an upcoming roadshow on opportunities through the Monash-Warwick Alliance.
- An overview of topics to be covered in the Week 11 lecture, including ethical issues in international management, ethical frameworks, corporate social responsibility, and Kohlberg's stages of moral development.
This document provides information for a Week 11 class on current issues in managerial communication. It includes details about the tutor, Nathan Eva, and three discussion topics: 1) the legal requirement for corporations to disclose financial information to investors and the advantages and disadvantages of this; 2) the illegal actions of Enron executives who falsified financial records to hide the company's poor financial situation; 3) the appropriate and inappropriate uses of technology by businesses today, including using social media for recruitment and the phone hacking scandal at News of the World. The document concludes by noting that next week's class will involve revision and students should come prepared.
This document contains lecture materials for an international management course. It discusses key topics in international human resource management, including defining different types of international employees and the advantages and disadvantages of expatriates. It also covers different orientations for international HRM and provides discussion questions on challenges in IHRM, managing diversity, and selecting and preparing international employees. The next lecture will focus on cross-cultural teams. Feedback is also provided on writing strong essay paragraphs and using appropriate referencing.
This document outlines the course content and materials for Week 9 of an international management course. It discusses leadership styles across cultures, including recommended styles for different cultural contexts defined by power distance and uncertainty avoidance. It also provides case studies on leadership in Germany and recommends a related leadership practices course. The next week's lecture topics are defined as international human resource management concepts like expatriate types and orientations.
This document outlines the topics to be covered in Week 10 of the course MGX5020: Business ethics in a global environment. The week will examine Confucianism and Christianity and their influence on business practices. It will discuss these religions' perspectives on previous cases of unethical business behavior and whether they can help identify issues and provide guidance to avoid problems. The influence of Christianity on the capitalist work ethic will also be explored through video links on Niall Ferguson and the Cadbury company. Students will consider the benefits and risks of embodying religious principles in organizational culture.
This document contains lecture slides from a business ethics course at Monash University. It discusses various topics around environmental responsibility, assignment details, a lecture on Confucianism and business, questions about organ markets, commodification and sacralization of markets, and contrasts Western and Aboriginal Australian conceptions of property rights.
This document outlines the activities for Week 10 of the MGF1100: Managerial Communication course. It includes contact information for the tutor, an activity where students discuss past negotiation experiences around large purchases, and an in-class role-playing activity where students negotiate a raise. For the raise negotiation, one student acts as the boss, one as the employee seeking a raise, and others observe and provide feedback. The observers note strategies used and their effectiveness to help the participants develop a new approach.
This document provides an overview of Week 9 of the MGF1100: Managerial Communication course. It outlines the details of Assignment 2 which is due the following week and involves a group presentation and individual essay. It also discusses Assignment 3 which is a persuasive presentation due between Weeks 3-11. The document provides contact information for the tutor, Nathan Eva, and informs students that feedback is requested on the unit and how the tutor and unit coordinator can improve. It includes sample questions and activities for providing feedback and concludes by reminding students that Assignment 2 is due the following week.
This document contains lecture notes on motivation across cultures from an International Management course. It discusses the four components of the basic work motivational process and how cultural differences can influence each. It also explains expectancy theory, equity theory, and goal-setting theory of motivation in relation to cultural differences. Theories of motivation discussed include Maslow's hierarchy of needs, Herzberg's two-factor theory, equity theory, and reinforcement theory. The next week's lecture will cover leadership across cultures.
This document provides information for a Managerial Communication course. It outlines details for upcoming assignments that students need to complete, including group presentations and individual essays. It also describes an in-class UN simulation game where students are assigned countries and must communicate via sticky notes to simulate international diplomacy challenges. The game involves responding to changing geopolitical situations between fictional countries. After playing, students are asked to reflect on their team's communication and composition during the activity.
This document outlines an assignment for a managerial communication course. It involves a group project where students must develop a communication course and presentation for a multinational organization. The project requires a 8-10 minute creative presentation and a 1,500 word individual essay applying communication theories and reflecting on the group experience. Students must also submit minutes of meetings and a peer review form evaluating their and their group's performance.
This document provides information for a business ethics course. It introduces the tutor and outlines assignments, including guided reading activities, a group research paper, and lecture topics on leadership theories and universalism vs. relativism. It also includes in-class activities discussing cultural differences and debates around banning religious head coverings in public.
This document provides an overview of a university lecture on organizational structures and control systems for international management. It defines and compares different types of organizational structures for multinational enterprises, including export departments, international divisions, global area structures, global product structures, and matrix structures. For each structure, it outlines advantages and disadvantages. It also discusses debates around centralization versus decentralization of control.
This document provides information for a business ethics course, including details about upcoming lectures on justice, leadership, and organizational processes, as well as assignments on guided reading activities and a group research paper. It also lists contact information for the tutor and includes discussion questions about the Stanford Prison Experiment and approaches to leadership and safeguarding ethical behavior in organizations.
This document outlines information for a Managerial Communication course. It discusses upcoming assignments that involve group work and presentations. It also describes two classroom activities - the Zin Oblisk problem solving exercise and the Six Hats technique - to demonstrate effective group decision making skills. Students are prompted to reflect on how well their group collaborated during the activities and if using the Six Hats approach was useful.
Is Email Marketing Really Effective In 2024?Rakesh Jalan
Slide 1
Is Email Marketing Really Effective in 2024?
Yes, Email Marketing is still a great method for direct marketing.
Slide 2
In this article we will cover:
- What is Email Marketing?
- Pros and cons of Email Marketing.
- Tools available for Email Marketing.
- Ways to make Email Marketing effective.
Slide 3
What Is Email Marketing?
Using email to contact customers is called Email Marketing. It's a quiet and effective communication method. Mastering it can significantly boost business. In digital marketing, two long-term assets are your website and your email list. Social media apps may change, but your website and email list remain constant.
Slide 4
Types of Email Marketing:
1. Welcome Emails
2. Information Emails
3. Transactional Emails
4. Newsletter Emails
5. Lead Nurturing Emails
6. Sponsorship Emails
7. Sales Letter Emails
8. Re-Engagement Emails
9. Brand Story Emails
10. Review Request Emails
Slide 5
Advantages Of Email Marketing
1. Cost-Effective: Cheaper than other methods.
2. Easy: Simple to learn and use.
3. Targeted Audience: Reach your exact audience.
4. Detailed Messages: Convey clear, detailed messages.
5. Non-Disturbing: Less intrusive than social media.
6. Non-Irritating: Customers are less likely to get annoyed.
7. Long Format: Use detailed text, photos, and videos.
8. Easy to Unsubscribe: Customers can easily opt out.
9. Easy Tracking: Track delivery, open rates, and clicks.
10. Professional: Seen as more professional; customers read carefully.
Slide 6
Disadvantages Of Email Marketing:
1. Irrelevant Emails: Costs can rise with irrelevant emails.
2. Poor Content: Boring emails can lead to disengagement.
3. Easy Unsubscribe: Customers can easily leave your list.
Slide 7
Email Marketing Tools
Choosing a good tool involves considering:
1. Deliverability: Email delivery rate.
2. Inbox Placement: Reaching inbox, not spam or promotions.
3. Ease of Use: Simplicity of use.
4. Cost: Affordability.
5. List Maintenance: Keeping the list clean.
6. Features: Regular features like Broadcast and Sequence.
7. Automation: Better with automation.
Slide 8
Top 5 Email Marketing Tools:
1. ConvertKit
2. Get Response
3. Mailchimp
4. Active Campaign
5. Aweber
Slide 9
Email Marketing Strategy
To get good results, consider:
1. Build your own list.
2. Never buy leads.
3. Respect your customers.
4. Always provide value.
5. Don’t email just to sell.
6. Write heartfelt emails.
7. Stick to a schedule.
8. Use photos and videos.
9. Segment your list.
10. Personalize emails.
11. Ensure mobile-friendliness.
12. Optimize timing.
13. Keep designs clean.
14. Remove cold leads.
Slide 10
Uses of Email Marketing:
1. Affiliate Marketing
2. Blogging
3. Customer Relationship Management (CRM)
4. Newsletter Circulation
5. Transaction Notifications
6. Information Dissemination
7. Gathering Feedback
8. Selling Courses
9. Selling Products/Services
Read Full Article:
https://digitalsamaaj.com/is-email-marketing-effective-in-2024/
Principles of Roods Approach!!!!!!!.pptxibtesaam huma
Principles of Rood’s Approach
Treatment technique used in physiotherapy for neurological patients which aids them to recover and improve quality of life
Facilitatory techniques
Inhibitory techniques
(T.L.E.) Agriculture: Essentials of GardeningMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏.𝟎)-𝐅𝐢𝐧𝐚𝐥𝐬
Lesson Outcome:
-Students will understand the basics of gardening, including the importance of soil, water, and sunlight for plant growth. They will learn to identify and use essential gardening tools, plant seeds, and seedlings properly, and manage common garden pests using eco-friendly methods.
No, it's not a robot: prompt writing for investigative journalismPaul Bradshaw
How to use generative AI tools like ChatGPT and Gemini to generate story ideas for investigations, identify potential sources, and help with coding and writing.
A talk from the Centre for Investigative Journalism Summer School, July 2024
Views in Odoo - Advanced Views - Pivot View in Odoo 17Celine George
In Odoo, the pivot view is a graphical representation of data that allows users to analyze and summarize large datasets quickly. It's a powerful tool for generating insights from your business data.
The pivot view in Odoo is a valuable tool for analyzing and summarizing large datasets, helping you gain insights into your business operations.
How to Install Theme in the Odoo 17 ERPCeline George
With Odoo, we can select from a wide selection of attractive themes. Many excellent ones are free to use, while some require payment. Putting an Odoo theme in the Odoo module directory on our server, downloading the theme, and then installing it is a simple process.
Slide Presentation from a Doctoral Virtual Open House presented on June 30, 2024 by staff and faculty of Capitol Technology University
Covers degrees offered, program details, tuition, financial aid and the application process.
Split Shifts From Gantt View in the Odoo 17Celine George
Odoo allows users to split long shifts into multiple segments directly from the Gantt view.Each segment retains details of the original shift, such as employee assignment, start time, end time, and specific tasks or descriptions.
Ardra Nakshatra (आर्द्रा): Understanding its Effects and RemediesAstro Pathshala
Ardra Nakshatra, the sixth Nakshatra in Vedic astrology, spans from 6°40' to 20° in the Gemini zodiac sign. Governed by Rahu, the north lunar node, Ardra translates to "the moist one" or "the star of sorrow." Symbolized by a teardrop, it represents the transformational power of storms, bringing both destruction and renewal.
About Astro Pathshala
Astro Pathshala is a renowned astrology institute offering comprehensive astrology courses and personalized astrological consultations for over 20 years. Founded by Gurudev Sunil Vashist ji, Astro Pathshala has been a beacon of knowledge and guidance in the field of Vedic astrology. With a team of experienced astrologers, the institute provides in-depth courses that cover various aspects of astrology, including Nakshatras, planetary influences, and remedies. Whether you are a beginner seeking to learn astrology or someone looking for expert astrological advice, Astro Pathshala is dedicated to helping you navigate life's challenges and unlock your full potential through the ancient wisdom of Vedic astrology.
For more information about their courses and consultations, visit Astro Pathshala.
Credit limit improvement system in odoo 17Celine George
In Odoo 17, confirmed and uninvoiced sales orders are now factored into a partner's total receivables. As a result, the credit limit warning system now considers this updated calculation, leading to more accurate and effective credit management.
Traces of the Holocaust in our communities in Levice Sovakia and Constanta Ro...
Servant Leadership and Structure
1. Servant Leadership Roundtable 21/06/2012
The relationship between servant leadership
and job satisfaction:
The moderating role of organisational structure.
Nathan Eva
Monash University
www.monash.edu.au
2. Servant Leadership and
Job Satisfaction
• There is a clear link between servant leadership and
employee job satisfaction.
– (Cerit, 2009; Jaramilo et al., 2009)
• Literature has largely ignored the black box between
leadership and job satisfaction.
– (Griffith, 2004; Laub, 1999; Miears, 2004)
• Empowered employees are more satisfied with their
employment.
– (Jiang, Li-Yun & Law, 2011; Ugboro & Obeng, 2000)
• Empowerment is drawn from three distinct areas:
– Leadership;
– Motivational; and
– Structural.
– (Menon, 2001; Tymon, 1988)
www.monash.edu.au
2
3. Organisational Structure and
Job Satisfaction
• Structural variables of Formalisation and Centralisation.
– (Provan & Skinner, 1989)
• High levels of formalisation and centralisation have
constantly been proven to reduce job satisfaction
amongst employees.
– (Aiken & Hage, 1966; Lambert et al., 2006; Pool, 1997; Walter & Bruch, 2010)
• As a servant leader’s greatest strength is their
interactions with their employees, the higher levels of
structure in an organisation will lower the impact servant
leadership has on employees and therefore their job
satisfaction.
– (Andersen, 2009; Cunningham, 2004; Wright & Pandey, 2010)
www.monash.edu.au
3
4. Organisational Structure:
Formalisation and Centralisation
Hypothesis 1: The level of organisation formalisation negatively moderates the
relationship between servant leadership and job satisfaction whereby the
more formalised the organisation the lower levels of elicited employee job
satisfaction.
Hypothesis 2: The level of organisation centralisation negatively moderates the
relationship between servant leadership and job satisfaction whereby the
more centralisation the organisation the lower levels of elicited employee job
satisfaction.
Hypothesis 3: The positive relationship between servant leadership and job
satisfaction will be moderated by both formalisation and centralisation such
that the positive relationship between servant leadership and job satisfaction
will be stronger when formalisation and centralisation are low.
www.monash.edu.au
4
5. Methodology
• There have been reservations in behavioural research of
using a solitary data collection method.
– (Brutus & Duniewicz, 2012; Dial, 2006; Yukl, 1989)
• Therefore, this study will draw upon both experiments
and surveys.
– (Van Ginkel & Van Knippenberg, 2012; Van Knippenberg & Van Knippenberg, 2005)
• Experiments were used to draw conclusions before the
organisational survey was undertaken.
– (Rus et al., 2010)
• Further bolsters confidence in the findings.
– (Denzin, 1989; Rus, et al., 2012)
www.monash.edu.au
5
6. Study 1 – Experiment
• 2 x 2 between-subjects design.
– (Charness, Gneezy & Kuhn, 2012)
• 4 differing vignette case studies.
• Pilot studies confirmed the manipulations.
• Sample yielded 975 respondents which exceeds the
minimum of 40 per cell.
– (Myers and Hansen, 2011)
• Post hoc analysis of the power exceeds 0.80 threshold.
– (Tharenou et al., 2007)
www.monash.edu.au
6
7. Study 2 – Organisational Survey
• Sample comprised of middle managers who rated the
leadership style of their CEO/GM/MD.
• Further, the respondents rated their job satisfaction and
the level of organisational structure within their
organisation.
• 1,500 questionnaires were mailed out.
• 336 questionnaires were returned (22.4%), well above the
200-250 recommended.
– (Hair et al., 2010; Maxwell, 2000)
www.monash.edu.au
7
8. Organisational Structure – Study 1
H1 & 2 H3
3.8
3.6
Formalisation High Formalisation
Centralisation 3.6 Low Formalisation
Job Satisfaction
Job Satisfaction
3.4
3.4
3.2
3.2
3
2.8
3
High Low
High Low
Centralisation
Organisational Structure
Organisational Formalisation
Structure High Low Centralisation High Low
Formalisation 3.26 3.44 High 3.05 3.22
Centralisation 3.13 3.58 Low 3.48 3.68
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9. Organisational Structure – Study 2
5
(1) Low Form
Low Cent
4.5
(2) High Form
Job Satisfaction
Low Cent
4
(3) Low Form
High Cent
3.5
(4) High Form
High Cent
3
Low High
Servant Leadership
H3
(Aiken & West, 1991; Dawson & Richter, 2008)
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10. Preliminary Discussion
• First and foremost it reiterates the strong relationship
servant leadership has with job satisfaction.
• Creates context for the servant leader job satisfaction
relationship.
• Low levels of organisational structure strengthen the
relationship between servant leadership and job
satisfaction.
• SL are able to empower employees under low levels of
organisational structure that they otherwise couldn’t
in a more structured organisation.
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17. Experiment Scales
• Job Satisfaction
– (Moyes & Redd, 2008)
• Age
• Gender
• Degree
• Major
• Current Year of Study
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18. Survey Scales
• Servant Leadership
– (Sendjaya et al., 2008)
• Organisational Structure (Formalisation/Centralisation)
– (Provan & Skinner, 1989)
• Job Satisfaction
– (Moyes & Redd, 2008)
• Size (number of employees)
• Tenure under the leader
• Age
• Gender
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19. Sample Questions
• Servant Leadership
– Leads by personal example
• Centralisation
– Even small matters have to be referred to someone higher up
for a final answer
• Formalisation
– The company has a large number of written rules and policies
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20. Experiment Manipulations
• Servant Leadership
– “Your supervisor constantly listened to your opinions, often going out of her way to
help you resolve problems, even if it disadvantaged her. Over the journey your
supervisor has acted as a mentor being very open and honest, helping you through
different and varied situations.
• High Formalisation
– “You were handed a rules and procedure manual and were told that every question
you had about your job could be found in there. Once you looked inside, you found
a clear job description telling you what you needed to do for each job rotation and
guidelines to follow if any issue arose.”
• High Centralisation
– “…you were told by one of the workers that “you’ll learn quickly, that in this
company you can’t use your own discretion – you do what they tell you”. Thinking
back, you realise that many of the decisions you have made, had to be approved
by your supervisor...”
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This research draws its theoretical origins from empowerment literature. Leadership – employees empowered through leaders creating a shared vision of the future, transforming the organisation (reflected by SL)Motivational – employees empowered through their ability to influence work outcomes Structural – employees empowered through being granted power through structural processes such as decentralisation (Form and Cent)
Formalisation refers to the rules and regulations set out by the organisation. This includes what decisions to make when confronted with different circumstances.Centralisation refers to focusing the decision making on one central point in an organisation. A more centralised organisation will have decision making power originating from one or few individuals.Form – SL especially as it reduces their ability to impact their employees, be available for them and empower them through a shared vision or mentoring employees. Cent – reducing collaboration, accountability to employees, shared vision and empowerment.
Increased call in leadership research due to self-report limitations. Tested in an experiment which was high in internal validity Method previously been used in leadership research by Van Knippenberg and associates.
Vignettes – chosen as ease of administration and the timely manner they can be produced and administered. Pilot Studies – 48 business studentsG*Power
Data divided into groups based on the hypotheses.All hypotheses were supported.
Hierarchical regression analysis with SPSS.Hyp1 and 2 not supported, Hyp3 supported. Simple slopes analyses and post hoc tests for slope differences Showed a difference between Slope 1 (Low F Low C) and Slope 2 (High F Low C) and Slope 3 (Low F High C) but not Slope 4 (High F High C)
This has not been done in as much depth, with experiments or with simple slopes analysisNever been looked at with mod factorsBoth the exp and the survey showed that the relationship between SL and JS was the strongest in low C & F enviro. However of note was the strong relationship present in a HF HC context – it does make theoretical and practical sense. A leader who shows SL is more preferable than one who doesnt (especially in a High struc org). Such a steep slope as the impact of SL is having such a significant effect over the job satisfaction of employees.