Hvorfor er effektiv ledelse så sjelden?

Leaders do not always lead effectively. Barriers to effective leadership exist both within organizations and within every human being. Barriers to effective leadership may cause organizations to select the wrong people for high-ranking positions, and may be an important reason for organizational ineffectiveness, poor group dynamics and lack of self-regulation. One plausible explanation for the existence of such barriers is fluctuations in hormone levels among leaders and followers, a hypothesis that needs further study. Levels of testosterone, cortisol, adrenaline and oxytocin are of interest, and longitudinal studies correlating hormone data with measures of leadership effectiveness are one way of establishing why leaders do not more often utilize effective leadership techniques. Hormone analysis technology has advanced tremendously in recent years, and low-barrier testing may be conducted for some of these hormones by extracting saliva samples in near real-life scenarios.

The Effect of Salary Satisfaction, Work Satisfaction and Organizational Commitment To Work Intention

High rate of turnover leads to adverse effect to an organization. Such problem is likely generating instability and uncertainty towards employment condition and human resources cost rise in forms of training invested to them, recruitment and newly built training programs. High turnover, in addition, also results in organizational ineffectiveness because it loses experienced employees as well as spends much times in training new, inexperienced employees. This study aims to analyze the effect of salary satisfaction, work satisfaction and organizational commitment on withdrawal intention and to analyze the most affective variable on withdrawal intention. There are 115 respondents for the samples and data analysis during the research is held by using SEM and AMOS 5 program. According to the analysis, it is concluded as the followings: work satisfaction has a positive effect on organizational commitment (CR = 6.052); salary satisfaction has a negative effect on turnover (CR = -4.306); job satisfaction has a negative effect on turnover (CR = -4.846); and organizational commitment has a negative effect on turnover (CR = -2.822).

Creativity and propitiousness in strategic decision making

Purpose The purpose of this paper is to examine the association between positive perceptions of politics (i.e. positive politics) and decision creativity and propitiousness (i.e. reaching unforeseen advantages while limiting unexpected problems). In addition, drawing from threat-rigidity effect theory the authors argue that such relationships will be resilient to external environmental threats and specifically macro-economic uncertainty. Design/methodology/approach The database for the analyses consisted of 200 strategic decisions gathered from firms located in Dubai. Findings Positive politics significantly influence decision creativity and propitiousness. Also, macro-economic uncertainty moderates this relationship. Research limitations/implications Although this research has tried to adopt a more neutral perspective on political behavior, much more work is required to better understand the role and implications of neutral politics in decision-making. Practical implications If decision makers ensure that the concern for the organization’s welfare remains a priority over the self-serving motives of the actors, then politics can enhance decision success. Social implications This paper challenges the long held conventional wisdom that politics in organizations are an important underlying cause of unethical practices, poor decisions and organizational ineffectiveness. Originality/value The findings serve to further the understanding of complexities involved in the relationships between political behavior and its consequences.

ORGANIZATIONAL EFFECTIVENESS OF UGANDAN BUILDING FIRMS AS VIEWED BY CRAFTSMEN

Construction industries, especially those in developing countries, face the problems of low productivity. It comes about partly due to organizational ineffectiveness. The major attributes of organizational effectiveness are identified from literature. Means to achieving greater organization effectiveness and higher productivity are identified under the major headings of cohesion and morale of workers, adaptability, information communication, and planning. Using a structured questionnaire survey on building craftsmen in Uganda, results suggest that most workers are not satisfied with the financial reward, level of status is not able to achieve personal goals. Workers are not satisfied with the level of training. The variables are weak points in organizational effectiveness. In addition, workers are not satisfied with the level of participation in decision‐making. There is a need to dwell on these grey areas in order to improve the organizational effectiveness of building firms, especially in developing countries. Santrauka Dauguma statybos rinkų, ypač besivystančių šalių, susiduria su prasto produktyvumo problema. Menkas produktyvumas iš dalies yra veikiamas organizacinio efektyvumo. Organizacinio efektyvumo pagrindiniai rodikliai yra aptarti literatūroje. Būdai didesniam organizaciniam efektyvumui ir produktyvumui pasiekti nustatomi naudojant kohezijos sąvoką ir darbuotojų moralę, gebėjimą prisitaikyti, informacijos pasikeitimą ir planavimą. Meistrų struktūrinės apklausos Ugandoje rezultatai parodė, kad dauguma darbuotojų nėra patenkinti atlygiu už darbą ir negali pasiekti savo asmeninių tikslų, taip pat ir mokymo lygiu. Šie dalykai yra silpnoji organizacijos vieta. Be to, darbuotojų netenkina dalyvavimo spendimų priėmimo lygis. Todėl reikia apsistoti ties šiais klausimais norint gerinti statybos įmonių organizacinį efektyvumą, ypač besivystančių šalių.

Organisatoriese doeltreffendheid in Suid-Afrika en Japan

Organizational effectiveness in South Africa and Japan. Japan's extraordinary economic success of the past century makes it an excellent source of comparison with South Africa where economic success is still hampered by problems such as low productivity, unemployment and organizational ineffectiveness. In Japan the principles of utilization of manpower are based on the high priority given to labour as a factor of production. The life-time employment system, life-time training and seniority as motive for promotion and remuneration are examples of labour deployment. Decisions are initiated at the lowest levels and only arrived at by consensus while the only role of management is to maintain harmony during the process. Individual work input is high and labour unions play an important and supportive role in the effective functioning of organizations.Die besondere sukses van die Japanse ekonomie gedurende die afgelope eeu maak die land 'n uitstekende bron van vergelyking met Suid-Afrika waar ekonomiese sukses nog relatief laag is as gevolg van probleme soos lae produktiwiteit, werkloosheid en organisatoriese doeltreffendheid. In Japan word arbeidsbenuttingsbeginsels gefundeer in die besondere prioriteit wat aan arbeid as produksiefaktor toegeskryf word. Lewenslange indiensneming, lewenslange opleiding en die senioriteitsbeginsel by bevordering en vergoeding is voorbeelde van die benutting van arbeid. Besluite word op die laagste vlakke geinisieer en slegs deur konsensus bereik. Bestuur sien slegs toe dat harmonie in die proses gehandhaaf word. lndividuele werkinset is hoog en vakbonde speel 'n belangrike en ondersteunende rol in die doeltreffende funksionering van organisasies.