scholarly journals Rule-Based Leadership-Management Style of Administrators and the Entrepreneurial Spirit of Employees

2021 ◽  
Author(s):  
Damianus Abun
Keyword(s):  
Management Style ◽  
Rule Based ◽  
Leadership Management ◽  
Entrepreneurial Spirit

scholarly journals Rule-Based Leadership-Management Style of Administrators and the Entrepreneurial Spirit of Employees

2021 ◽  
Vol 04 (11) ◽  
Author(s):  
Damianus Abun ◽  
Keyword(s):  
Research Design ◽  
Management Style ◽  
Rule Based ◽  
Leadership Management ◽  
Correlational Research ◽  
Entrepreneurial Spirit

The study aimed to determine the influence of rule-based leadership management toward the entrepreneurial spirit of the employees of the Divine Word College of Laoag. To deepen the understanding and concept of the study, literature was reviewed. Theories of the study were established. The study used the descriptive correlational research design and used questionnaires to gather the data. The study found that rule-based leadership management of the administrators is high but the entrepreneurial spirit of the employees is moderate. The study concludes that the higher the bureaucratic or rules-based leadership- management is, the lower the entrepreneurial spirit of the employees become. In terms of the correlation between rule-based leadership management and entrepreneurial spirit, the study found that there is a significant correlation. Rule-based leadership management affects the entrepreneurial spirit/mindset of employees. Therefore the hypothesis of the study is accepted.

scholarly journals Hybridity as a Result of the Marketization of Public Services: Catalyst or Obstruction for Sustainable Development? Deductions from a Study of Three Hybrid Waste Management Organizations in The Netherlands

2020 ◽  
Vol 13 (1) ◽  
pp. 252
Author(s):  
Philip Marcel Karré
Keyword(s):  
Sustainable Development ◽  
The Netherlands ◽  
Waste Management ◽  
Public Management ◽  
New Public Management ◽  
Management Style ◽  
Organizational Settings ◽  
Entrepreneurial Spirit ◽  
Professional Management ◽  
New Public

Increasingly, hybridity, i.e., the combination of contrasting and conflicting elements within organizations, is seen as a way to create innovation and synergy in dealing with complex societal questions, leading to more sustainable development. Much research on the subject deals with the phenomenon of social enterprise, but hybridity also takes place in other, more traditional organizational settings. For example, many governments have created hybrid organizations by embracing new public management (NPM) as a way to overcome the perceived shortcomings of traditional, hierarchical forms of public administration, such as inefficiency and the lack of an entrepreneurial spirit. Here, hybridity is often not so much seen as a way to increase sustainability but rather as a way to cut cost and to increase the quality of service provision. This article adds the sustainability dimension to this discussion through a deductive approach, reinterpreting the results from a study on the effects of the hybridity of three municipal waste management organizations in the Netherlands. The main conclusions are that hybridity leads to a more professional management style but also to more attention on output than on outcome. The article discusses what this means in terms of pursuing sustainability and sustainable development.

scholarly journals faktor internal yang mempengaruhi pengambilan keputusan

2019 ◽  
Author(s):  
wina sri handani ◽  
Rusdinal ◽  
Hade Afriansyah
Keyword(s):  
Decision Making ◽  
Creative Thinking ◽  
Morphological Analysis ◽  
Free Association ◽  
Management Style ◽  
Internal Factors ◽  
Leadership Management ◽  
Problem Solvers

Decisions are made to solve problems. In an effort to solve problems, problem solvers may make many decisions. Decisions are actions that need to be taken in solving problems to be avoided or reduced, or to take advantage of op portunities. Taking internal decisions needed Decision making to help make decisions. Among them are internal factors that influence decision making, namely: leadership, management style, creative thinking in decision making. The decision-making techniques are: Brainstorming, synetis, free association, collection list books, checklists, lists of characteristics and free imagination While the methods are: morphological analysis and Edison's method.

scholarly journals faktor internal yang mempengaruhi pengambilan keputusan

2019 ◽  
Author(s):  
wina sri handani ◽  
Hade Afriansyah ◽  
Rusdinal
Keyword(s):  
Decision Making ◽  
Creative Thinking ◽  
Morphological Analysis ◽  
Free Association ◽  
Management Style ◽  
Internal Factors ◽  
Leadership Management ◽  
Problem Solvers

Decisions are made to solve problems. In an effort to solve problems, problem solvers may make many decisions. Decisions are actions that need to be taken in solving problems to be avoided or reduced, or to take advantage of op portunities. Taking internal decisions needed Decision making to help make decisions. Among them are internal factors that influence decision making, namely: leadership, management style, creative thinking in decision making. The decision-making techniques are: Brainstorming, synetis, free association, collection list books, checklists, lists of characteristics and free imagination While the methods are: morphological analysis and Edison's method.

scholarly journals Implementasi Manajemen Kepemimpinan Madrasah Aliyah di Bangka Belitung

2018 ◽  
Vol 4 (2) ◽  
pp. 45-59
Author(s):  
Suparta Suparta
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Charismatic Leadership ◽  
Management Style ◽  
Democratic Management ◽  
Leadership Management ◽  
Open Management

Abstract  Based on the results of observations and interviews of researchers the implementation of leadership management in MAN I Tanjung Pandan can be categorized in two respects. The two categories are: First, leadership management seen from the aspect of leadership style. Second, leadership management is seen from the aspects they lead. The implementation of the first aspect which became the main actor was the Principal while in the second aspect the main actor was the deputy principals, teachers, staff and students of MAN I Tanjung Pandan The leadership style implemented in MAN I Tanjung Pandan is dominated by two leadership styles, namely democratic and charismatic leadership styles. However, from the two styles, the most dominant one carried out daily is the style of democratic leadershipIn other words, the leadership style is flexible based on the interests that must be implemented. Sometimes it uses a paternalistic management style and sometimes also uses open management. This is in accordance with Hasibuan stating that the management style can be divided into first management father (Paternalistic management), both closed management (closed management), third open management (open management), fourth democratic management (democratic management).   Abstrak Berdasarkan hasil Observasi dan wawancara  peneliti implementasi manajemen kepemimipinan di MAN I Tanjung Pandan dapat dikategorikan dalam dua hal. Adapun kedua kategori itu yaitu: Pertama, manajemen kepemimpinan yang dilihat dari aspek gaya memeimipinnya. Kedua, manajemen kepemimpinan yang dilihat dari aspek yang dipimpinnya. Implementasi pada aspek pertama yang menjadi aktor utamanya adalah Kepala Sekolahsedangkan pada aspek kedua yang menjadi aktor utamanya adalah para wakil kepala sekolah, para guru, para staf dan para siswa MAN I Tanjung Pandan. Gaya kepemimipinan yang dilaksanakan di MAN I Tanjung Pandan didominasi oleh dua gaya kepemimipinan yaitu gaya kepemimpinan demokratis dan kharismatis. Namun demikian dari kedua gaya tersebut yang paling dominan dilaksnakan sehari-hari adalah gaya kepemimpinan demokratis. Dengan kata lain, gaya kepemimipinannya fleksibel berdasarkan kepentingan yang harus dilaksanakan. Kadang-kadang menggunakan gaya paternalistik management dan terkadang juga menggunakan open managamant. Hal ini sesuai dengan Hasibuan menyatakan gaya menejemn dapat dibedakan atas: pertama manjemen bapak ( Paternalistik managamant), kedua manajemen tertutup ( closed managamant), ketiga manajemen terbuka (open managamant), keempat manajemen demokrasi ( democration managamant)

H. S. R. Kao, D. Sinha, N. Sek-Hong (eds). Effective Organisations and Social Values. New Delhi: Sage Publications, 1994. 352 pages. Hardbound: Indian Rs 325.00.

1997 ◽  
Vol 36 (1) ◽  
pp. 105-108
Author(s):  
Zafar Mahmood
Keyword(s):  
Chinese Culture ◽  
Social Values ◽  
Organisational Change ◽  
Management Style ◽  
New Delhi ◽  
Leadership Management ◽  
Work Habits ◽  
National University ◽  
The Impact ◽  
Management Work

This book contains interesting studies on an important topic, i.e., effective management, which is a prerequisite to increase the productivity of enterprises. It is divided into three parts: ‘Chinese Culture and Chinese Management’, ‘Work Values and Work Organisations’, and ‘Leadership, Management Style, and Organisational Change’. All essays, except three, have been selected from the ‘International Symposium on Social Values and Effective Organisations’, held at the National University, Chung-Li, Taiwan, on November 26–30, 1988. The book examines the impact of cultural and social values on organisational structure and work habits.

Kamal Reggad and e-commerce entrepreneurship in Morocco

2016 ◽  
Vol 6 (3) ◽  
pp. 1-23
Author(s):  
Abderrahman Hassi ◽  
Dalal Rachid ◽  
Badr Lahrichi
Keyword(s):  
Real Life ◽  
Business Administration ◽  
Management Style ◽  
High Tech ◽  
Content Type ◽  
Group Buying ◽  
Goods And Services ◽  
Link Type ◽  
Entrepreneurial Spirit

Subject area The case is designed for students with prior knowledge of principles of management, particularly leadership theories. The case would also benefit bachelor students who already took an introductory course to leadership such as organizational behavior or graduate students who are familiar with the leadership and/or entrepreneurship literature. This case study may be used in the following academic courses: theories of leadership, leadership and leaders, organizational leaders’ roles, management skills, entrepreneurship, entrepreneurial management. Study level/applicability This case study may be used in the following academic programs: Bachelor’s in Business Administration Master of Science in Business Administration MBA Programs. Case overview Kamal Reggad is a Moroccan entrepreneur who created the company Menaclick, an online business that aims to sell and promote various products and services nationally and internationally at discounted prices. Goods and services are posted on Menaclick’s website www.hmizate.ma, which means “good deals” in Moroccan Arabic. The Hmizate platform operates a daily-deals and group-buying website offering discounted deals to Moroccan customers. The deals are mainly on goods and services such as traveling, food, esthetics, shopping, high-tech gadgets and recreational events (Eco, 2013). Menaclick is based in Casablanca, Morocco, and its website www.hmizate.ma is one of the most popular websites in the country with over 40,000 visitors per day. In the past few years, Kamal has been significantly contributing to building the groundwork of the e-commerce industry in Morocco, a course that has been changing the way Moroccan customers shop for goods and services. In fact, it is because of the merits of group-buying sites such as Hmizate that over 16 million Moroccan internet users navigate the net daily to buy products and services online with ease and facility (Maroc Numeric Cluster, 2014). Kamal Reggad is a fitting example of an innate leader who introduced a new leadership style to Morocco. Kamal took a colossal risk by targeting a new and unexplored market in Morocco which is the e-commerce business; his risks have paid off. As the case explains, Kamal’s success is because of his passion, perseverance and positive attitude. Expected learning outcomes In general, the objective of the case study is to further enhance the understanding of leadership in general and entrepreneurial spirit in particular. The case study will assist students in developing their leadership-related skills through the discussion of a real-life situation and experience and propose an example of the importance of participative leadership during the launching phase of a business venture. The case is designed to provoke and stimulate students’ personal reflections about a particular management style, especially in entrepreneurship. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 3: Entrepreneurship.

scholarly journals Faktor Internal Yang Mempengaruhi Pengambilan Keputusan

2019 ◽  
Author(s):  
wina sri handani ◽  
Hade Afriansyah
Keyword(s):  
Decision Making ◽  
Creative Thinking ◽  
Free Association ◽  
Management Style ◽  
Internal Factors ◽  
Leadership Management ◽  
Problem Solvers

Decisions are made to solve problems. In an effort to solve problems, problem solvers may make many decisions. Decisions are actions that need to be taken in solving problems to be avoided or reduced, or to take advantage of op portunities. Taking internal decisions needed Decision making to help make decisions. Among them are internal factors that influence decision making, namely: leadership, management style, creative thinking in decision making. The decision-making techniques are: Brainstorming, synetis, free association, collection list books, checklists, lists of characteristics and free imagination.

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