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Guanxi, 2008.
A study proposal to determine whether Guanxi can be a source of sustained competitive advantage for doing business in China.
3,814 words (approx. 15.3 pages), 11 sources, APA, $ 104.95
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Abstract
The paper explains the concept of Guanxi that demonstrates the principles of an interrelation style based on previous relationships. The paper presents a literature review and outlines the proposed research on whether Guanxi can be a source of sustained competitive advantage for doing business in China. The paper relates that the study will explore this question through a greater understanding of Guanxi in action and in productive formats, as well as through looking at areas of resistance to it and how well business relationships survive this resistance in a business culture that thrives on the use of Guanxi. The paper describes the study's setting, its methodology and the expected results.
Outline:
Statement of Problem/Proposal Introduction
Review of Literature
Research Question
Setting
Methodology
Expected Results
From the Paper
"According to Wood, Whiteley & Zhang the concept of Guanxi, best translates in the western tradition to "who you know not what you know." In the same article the authors point out that the differences in Western vs. the Guanxi pattern of organization include, "differences in motives for utilization, the nature of reciprocation, the time orientation of the concepts, the use of power differentiation, the nature or source of power, and the nature of sanction employed as a result of different concepts." (2002, p.263) Many, spin negativity on the concept of getting somewhere based upon who you know as fierce independence and the rejection of traditional hierarchical systems, idealized in the western tradition restrict the allowance of birthright or privilege as a legitimate manner of getting ahead. Many would call it nepotism and reject it out of hand, despite the fact that it or something like it is evident in nearly every business culture in the world, not excluding the west. Who is unaware of the fact that the best way to get a job is to talk to everyone you know and get recommendations from them for where to go?"
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Purpose of Leadership, 2008.
This paper discusses the multi-faceted mission and purpose of leaders.
1,995 words (approx. 8.0 pages), 7 sources, APA, $ 63.95
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Abstract
The paper defines leadership and explains the many purposes and responsibilities of leaders that include setting the vision and mission of a group, steering the group in crises and setting the example of adapting to change. The paper discusses how a leader challenges his followers to face problems and aims to create an internal, solid and strategic unity in an otherwise chaotic external environment. The paper concludes that, in a nutshell, leadership exists to make a difference among those who are led.
Outline:
To Set the Vision and Mission of a Group
To Steer the Group in Crises
To Set the Example of Adapting to Change
To Learn Lessons from Past Leaderships
To Teach Virtues by Example
The Virtue of Hope
The Virtue of Faith
The Virtues of Piety and Civility
To Exemplify Responsibility and Accountability
To Guide Others Effectively in Times of Turmoil
From the Paper
"Leadership is the position or function of one who is in charge or in command of others (American Heritage Dictionary 4th edition 2006). A group or team must have a leader in order to function properly (Willging 2004). Accepting the importance of leadership does not go against empowerment of the led or the group. The important thing is for the chosen leader to fulfill his or her responsibilities. In order to do this, the leader must develop a vision and mission."
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Transformational Leadership and Research Methods, 2008.
This paper looks at the notion of transformational leadership and discusses the best method to measure its effects.
3,275 words (approx. 13.1 pages), 19 sources, APA, $ 93.95
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Abstract
In this article, the writer first defines the concept of transformational leadership and then discusses the the best approach for studying transformational leadership. The writer notes that while management scholars may disagree on the exact definition of transformational leadership, and what exactly it means to be a transformational leader, there does appear to be some consensus that transformational leading involves bringing an organization to a higher level of performance by selling a vision that appeals to organizational and staff values. In order to truly appreciate the effect of transformational leadership, the writer studies the question of how best to measure the effects of transformational leadership. In conclusion, the writer maintains that studying transformational leadership does not have to involve choosing between a case study or quantitative approach. Offering a thorough analysis of the components of transformational leadership and their effect on the workplace may necessitate using what is best about both methods.
Outline:
Defining Transformational Leadership
Case Studies
Quantitative Studies
Conclusion
From the Paper
"Building on Weber's theory, Burns developed a concept based on transactional and transformational leaders. Transactional leaders, like Weber's bureaucrats, see loyalty as something that is acquired through a transaction. For example, an organization's employees become loyal in exchange for salaries and benefits. The transformational leader, similar to Weber's charismatic leader, develops loyalty by seeking out the followers' needs, engaging them, and motivating the followers toward a higher purpose. While Burns acknowledged that people in power can be moral and amoral, he believed a leader must necessarily be moral in order to be considered transformational. Burns considered leaders such as John Kennedy, Martin Luther and Mao Tse Tung to be transformational leaders, because people followed these leaders based on their charisma, vision and sense of moral purpose."
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Ethical Practices in the Business World, 2008.
An explanation of how business people need to create new guidelines for ethical practices in light of recent business scandals.
4,016 words (approx. 16.1 pages), 16 sources, APA, $ 108.95
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Abstract
This paper discusses how ethical issues in the business world have changed since the demise of companies such as Enron, WorldCom, and Arthur Andersen. According to this paper, several different approaches have been suggested for businesses today to cope with the issue of ethics and for corporations to develop ethical guidelines.
Outline:
Introduction
Ethical Issues
Ethical Grounding
Leadership
Conclusion
From the Paper
"The issue needs to be considered from the smallest infraction to the major ones. The latter, of course, are what get a company into trouble, while the former often lead to the latter. However, business people seem to have a number of rationales for why certain behaviors that might be unethical in everyday life are not in business. Carr (1993) argues that there is an agreement among people in business that bluffing is accepted and that, in the words of British statesman Henry Taylor, "falsehood ceases to be falsehood when it is understood on all sides that the truth is not expected to be spoken" (Carr, 1993, p. 143). Carr argues that bluffing is not unethical in this context. It is not lying because while both bluffing and lying would be meant to deceive bluffing in business is accepted as part of the price of doing business and so cannot be considered lying."
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Human Motivation, 2008.
A look at the benefits of using psychological methods to improve employees' motivation.
848 words (approx. 3.4 pages), 4 sources, APA, $ 30.95
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Abstract
This paper looks at the different attitudes of workers in a customer call center for a national specialized cancer organizations. It focuses on a particular individual and goes on to explain how psychological principles can be used to improve the situation and motivate this worker.
From the Paper
"Wendy Worker has recently begun working as a customer service representative for Cancer Call Center. Cancer Call Center is a national call center for one of the nation's foremost specialized cancer organizations. Wendy Worker is a 10-year breast cancer survivor, and Cancer Call Center's positive attitude towards cancer survivors was one of the reasons that she sought employment with them. However, Wendy is one of the few cancer survivors to be working in the organization's actual call center, which is predominantly staffed with young recent college graduates. Wendy differs from her coworkers in other ways, as well. Wendy is in her mid-forties, which is approximately twenty years older than the majority of her coworkers. She has recently returned to the workforce after being a stay-at-home mother for twelve years. Prior to making the choice to stay-at-home, Wendy was a supervisor at a similar call center, but she was unable to obtain a supervisor-level position because of the time gap in her resume. Although Wendy is not having any problem learning the material presented in training, she does not appear to be associating with the rest of her training class. Because Cancer Call Center has previously noted its highest turn-over rate with capable employees who fail to socialize in the work environment, it is looking for a way to motivate Wendy."
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Leadership Styles in the 21st Century, 2008.
A comparison of the characteristics of three leadership styles - transformational leadership, transactional leadership and servant leadership.
2,573 words (approx. 10.3 pages), 22 sources, APA, $ 77.95
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Abstract
This paper discusses three different leadership styles - transformational leadership, transactional leadership and servant leadership. It looks at each leadership style individually and discusses its characteristics. The paper then examines the way that each style impacts the relationship between leaders and followers and implicitly the company in its own particular way. Finally, the paper compares the different styles within tables.
Table of Contents:
Introduction
Transformational Leadership
Transactional Leadership
Transformational Leadership
Transactional Leadership
Servant Leadership
Transformational Leadership vs. Transactional Leadership
Transformational Leadership vs. Servant Leadership
Transactional Leadership vs. Servant Leadership
Conclusion
From the Paper
"Many authors have suggested that the transformational leadership has come as a completion of the transactional one and after a deeper analysis it can be seen that the transformational and servant ones are very similar. The three leadership types are not mutually excluding each other. In fact, a good leader is assumed to display characteristics from all these types. He/she needs to focus both on people and organizational goals because people are not his/her only "clients". Shareholders and customers enter in this category as well, which makes organizational goals important. A good leader should know what is the right mix of rewards and when to use the reward system and when not, because the excessive use of rewards inhibits the follower's loyalty and increases the probability for it to leave the organization. Also, it should know what the right attention that needs to be paid to its own development is, so that this one doesn't become detrimental to other people's development."
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