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Chapter 13/14

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Global Management Studies
GMS 200
Shavin Malhotra

GMS Lecture #12 Chapter 13: April 5, 2011 Contingency perspective Which leaders do better – participative or authoritative leaders? When followers are not able, participative leaders do worse, and authoritative leaders do better Fiedler’s Contingency Model Leadership effectiveness depends on: o Personality trait Task vs. Relationship oriented o Favorableness of the leadership situation Weak vs. Strong leader member relations (leader-follower relationship) Structured vs. Unstructured tasks Strong vs. Weak position power (are you working with the CEO or are you working with the junior manager?) LPC Score = Least preferred co-worker score If your score is 73 or above, you are considered a “relationship oriented” leader. If your score is 64 or below, you are considered a “task-oriented” leader. If your score is between 72 and 63, you are a mixture of both Leadership implications of the Hersey-Blanchard situational leadership model (refer to textbook for chart) Leadership implications of Vroom-Jago leadership-participation model (refer to textbook for chart) Chapter 14: Entrepreneurship What is entrepreneurship? Strategic thinking and risk-taking behavior that results in the creation of new opportunities for individuals and/or organizations. Who are entrepreneurs? Risk-taking individuals who take actions to pursue opportunities and situations others may fail to recognize or may view as problems or threats Founders of businesses that become large-scale enterprises People who: o Buy a local franchise outlet o Open a small retail shop o Operate a self-employed service business People who introduce a new product or operational change in an existing organization: Intraprenuers One such entrepreneur: Ken Kurtagi: Inventor of the Playstation Types of entrepreneurial opportunities New products New markets o Five pin bowling New production processes o Instant food o Dr. Shetty – trained in the UK, worked for a top UK hospi
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