Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 1998. / Field project. Includes bibliographical references.

Recently, there is a trend in western leadership¡¦s studies emphasizing the influences of a leader¡¦s values and visions on subordinates. However, there is no one among various leadership researches in Taiwan especially emphasizing the influences of the leader¡¦s vision or value on leadership effectiveness. Based on the viewpoint that measuring the CEO¡¦s management values by his personal values is inappropriate, the purpose of this study is to investigate the influence of CEO¡¦s management values on leadership effectiveness from the perceptiveness of subordinates¡¦ perceptions. Totally, 47 institutions participated in this research, which consisted of 43 CEO interviews, 45 management value questionnaires from CEOs, and 252 subordinate questionnaires about their perceptions of the CEO¡¦S management value and his leadership effectiveness. In addiction to having found out the operational definition and 13 representative index of the ¡§CEO management value¡¨, this study further examined the construct validity of the ¡§CEO management value¡¨ scale. Besides, two other conclusive findings found are as following: First, the degree that subordinates¡¦ perceptions of the CEO¡¦S management value, regardless of ideological or pragmatic, would positively influence subordinates¡¦ evaluation about the CEO¡¦S leadership effectiveness. However, having compared the two dimensions of the CEO¡¦S management value, we found out that the ideological value was more influential than pragmatic value. Secondly, when compared with those of different perceptual outcome, subordinates, whose perceptions of the CEO¡¦S management value are the same as his/her CEO¡¦s self-perception, would give higher evaluation about his/her CEO¡¦S leadership effectiveness. This result emphasizes the importance that the CEO needs to communicate his management values to his subordinates.

As today's global businesses acknowledge the criticality of being competitive in international markets, this new awakening also compels these businesses to not just understand the diverse cultures across which they manage and operate, but to also recognize the impact of their own cultural grounding within their business contexts. However, there is comparatively less attention given to the subcultural aspects of business culture. Acknowledging a gap in research examining attitudes of subcultures in a single nation to particular management approaches, Peppas conducted a comparative study in 2002 between the subcultures of African Americans and Euro Americans regarding 18 values statements framed around the managerial functions. This study builds upon that quantitative research addressing specifically the management values of the African American subculture. However, while this study is similarly framed around some values examined in Peppas' research, the purpose of this study was to explore the African American subcultural experiences in practice through qualitative inquiry, presenting the informants' emic views to understand uniqueness or commonalities of their management values (attitudes, beliefs, and behaviors). The methodology utilized a purposive sample of 10 African American managers across technology, financial services, oil and gas, healthcare, and banking industries. This basic qualitative, exploratory study employed semi-structured interviews framed around some of the management values examined in the Peppas study in 2002. The data specifically revealed insight regarding aspects of management values of planning, evaluating, innovating; organizing and controlling; recruiting, selecting, rewarding; leadership; communication; and relationships between work and social life. The findings in this study mainly corroborate the findings of related values in the Peppas study of 2002. However, interpretation of the informants' behavioral experiences sometimes contrasted to their expressed beliefs. Emergent themes reveal a consistency in the belief of these African American managers that they are observed more closely than other non-minority managers and that they are challenged and tested by others particularly because they must prove their worthiness. Also, entrenched educational values proved common across all informants' experiences.

This graduation thesis focuses on the identification of key sources of Organizational Citizenship Behaviour (OCB) which are present in a chosen organization. The outcome of this work contains a list of factors which have supporting or adverse effect on OCB usage. The thesis also includes recommendations for arrangements of the working environment which would increase the willingness of the employees to exhibit OCB.

Dieser Beitrag gibt Antworten auf die Frage, wie sich neben dem Vermitteln von fachspezifischem Wissen auch Kompetenzen wie Werteorientierung, soziale, ökonomische und ökologische Nachhaltigkeit im Handeln und Entscheiden, Team- und Kooperationsfähigkeit, systematisch-methodisches Vorgehen und Planungsfähigkeit bei den Studierenden anregen lassen. Hierbei werden zum Beispiel die Methoden des „Service Learning“ und des „Lernens durch Lehren“ anhand einer beispielhaften Lehrveranstaltung angewendet. Diese verbindet in innovativer Weise die verschiedenen Themenschwerpunkte des Projektmanagements und des Blue Engineerings mit dem Verständnis für High-Tech-Technologien im Kontext der Industrie 4.0.

Text in Afrikaans / Bestuursmodelle word vandag oor die algemeen as diagnostiese instrumente in organisasies benut. Die struktuur van hierdie bestuursmodelle word selde ondersoek om te bepaal of dit met die empiriese realiteit verband hou. Hierdie studie het ten doel om so 'n model, die bestuursbevoegdheidmodel wat deur Hall( 1988) ontwikkel was, te evalueer. Hall se model gee antwoorde op vrae oor die algemene bestuursklimaat van die organisasie. Die installing waar die navorsing gedoen was, is 'n Suid-Afrikaanse militere installing. Die Ramona-program is gebruik om te bepaal of daar wei passing is tussen die empiriese realiteit en bestuursprestasie in die betrokke organisasie waar die studie uitgevoer is. Daar is gevind dat daar gebrekkige passing tussen die empiriese realiteit en bestuursprestasie bestaan. Die waarde van die studie le daarin dat die betrokke organisasie in staat gestel word om alternatiewe modelle te oorweeg wat bes moontlik meer effektief sou kon wees. / Management models are used today as diagnostic instruments in organisations. The structure of these management models is seldom investigated for its validity and reliability. The aim of this study is to evaluate the Competence Process model developed by Jay Hall(1988). This model provides answers on the general management climate of the organisation. The research was performed at a South African military institution. The Ramona-programme was utilised in order to determine the match between the empirical reality and management performance in the particular organisation where this study was performed. The finding was that there is insufficient match between the empirical reality and management performance. The value of this study is that the specific organisation can now consider alternative models of management performance that are more effective. / Psychology / M.A. (Industrial Psychology)

Text in Afrikaans / Bestuursmodelle word vandag oor die algemeen as diagnostiese instrumente in organisasies benut. Die struktuur van hierdie bestuursmodelle word selde ondersoek om te bepaal of dit met die empiriese realiteit verband hou. Hierdie studie het ten doel om so 'n model, die bestuursbevoegdheidmodel wat deur Hall( 1988) ontwikkel was, te evalueer. Hall se model gee antwoorde op vrae oor die algemene bestuursklimaat van die organisasie. Die installing waar die navorsing gedoen was, is 'n Suid-Afrikaanse militere installing. Die Ramona-program is gebruik om te bepaal of daar wei passing is tussen die empiriese realiteit en bestuursprestasie in die betrokke organisasie waar die studie uitgevoer is. Daar is gevind dat daar gebrekkige passing tussen die empiriese realiteit en bestuursprestasie bestaan. Die waarde van die studie le daarin dat die betrokke organisasie in staat gestel word om alternatiewe modelle te oorweeg wat bes moontlik meer effektief sou kon wees. / Management models are used today as diagnostic instruments in organisations. The structure of these management models is seldom investigated for its validity and reliability. The aim of this study is to evaluate the Competence Process model developed by Jay Hall(1988). This model provides answers on the general management climate of the organisation. The research was performed at a South African military institution. The Ramona-programme was utilised in order to determine the match between the empirical reality and management performance in the particular organisation where this study was performed. The finding was that there is insufficient match between the empirical reality and management performance. The value of this study is that the specific organisation can now consider alternative models of management performance that are more effective. / Psychology / M.A. (Industrial Psychology)