Ebook Management (3rd edition): Part 2
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Ebook Management (3rd edition): Part 2
httpsChapterChapterChapterChapterChapterPart ThreeLeadingLeadershipMotivationGroups and TeamsCommunication and NegotiationIndividual and Group Decisio Ebook Management (3rd edition): Part 2on Making203LeadershipLEARNING OBJECTIVESAfter studying this chapter, you should be able to: Define leadership and be able to discuss its significance in organizations. Compare managing and leading and differentiate between them.Analyze a leader's sources of power and issues in using power effective Ebook Management (3rd edition): Part 2ly.Describe and contrast the roles of the leader, followers, and the situation in the overall leadership process.Discuss the extent to which nationalEbook Management (3rd edition): Part 2
cultures create differences ineffective leadership behaviors from one country to another.Explain the conditions that can substitute for, or neutralizehttpsChapterChapterChapterChapterChapterPart ThreeLeadingLeadershipMotivationGroups and TeamsCommunication and NegotiationIndividual and Group Decisio Ebook Management (3rd edition): Part 2t GrayPosition: Owner and Operator, The Shoppes at Brownstone Village, Arlington, lexasAlma mater: University of Texas at Austin (BA in Advertising) Outside work activities: Swimming as a familyFirst job out of school: Events coordinator for a trading card (ornpanyHero: My parentsMotto to live by: S Ebook Management (3rd edition): Part 2everal, including: "trust your instincts"; "think, execute, and balance"; and "do the right thing*Management style: Firm, but InendlyWhen she was growEbook Management (3rd edition): Part 2
ing up in Arlington, lexas, a c ty between Dallas and Fori Worth, Taylor Ridoul Gray used to go to a neartiy skating rink. Over lheyerirs, lhexjgh, shhttpsChapterChapterChapterChapterChapterPart ThreeLeadingLeadershipMotivationGroups and TeamsCommunication and NegotiationIndividual and Group Decisio Ebook Management (3rd edition): Part 2help ol her father, a develofier, she bought the rink!By her late twenties Gray had totally remodeled the struc turc and turned it into a retail complex of boutiques and rcstau rants < ailed Tie Shopjx*s at Brownstone Village. Developing andManagerial Challenges from the Front Linemarketing tile sit Ebook Management (3rd edition): Part 2e haven’t been major hurdles for Gray, given her educational and family background. In fact, that was almost easy compared to the challenge of developEbook Management (3rd edition): Part 2
ing an appropriate leadership stye to manage the complex’s hundred or so employees and vendors.In her first job out of college. Gray obtained plenty ohttpsChapterChapterChapterChapterChapterPart ThreeLeadingLeadershipMotivationGroups and TeamsCommunication and NegotiationIndividual and Group Decisio Ebook Management (3rd edition): Part 2 really interesting, and even exciting, but after her first child was born, she realized she needed to reduce the extensive travel involved in her event-coordinating job and find something closer to home lliat did rx)l require frequent out-of-town trips. That's when sl»e decided to follow her father Ebook Management (3rd edition): Part 2s footsteps and try hef hand at developing a piece of property and then operating and managing the newly formed entity.The Shoppes al Brownstone VillaEbook Management (3rd edition): Part 2
ge opened in November 2004 and immediately became and continues to be a pop ular local shopping destination. Customers flocked to the stores and even httpsChapterChapterChapterChapterChapterPart ThreeLeadingLeadershipMotivationGroups and TeamsCommunication and NegotiationIndividual and Group Decisio Ebook Management (3rd edition): Part 2ring out bow to lead the employees and vendors who worked for and with her. As she says, her natural tendency is to "want everybody Io be Iriends/' That philosophy of congeniality guided her leadership approach in the early months following the Shoppes’ opening. However, she soon found this approach Ebook Management (3rd edition): Part 2 didn't work very well and many employees were perfcxrnirKj in a rather indifferent and laid back manner.httpsChapterChapterChapterChapterChapterPart ThreeLeadingLeadershipMotivationGroups and TeamsCommunication and NegotiationIndividual and Group DecisiohttpsChapterChapterChapterChapterChapterPart ThreeLeadingLeadershipMotivationGroups and TeamsCommunication and NegotiationIndividual and Group DecisioGọi ngay
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