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http://www.speakers.ca/moore_karl.aspx

This video is brought to you by Speaker’s Spotlight – http://www.speakers.ca – Canada’s leading speakers’ bureau.

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Duration : 0:10:35

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https://twitter.com/kathybutler

Get with my friend Kathy, she is an amazing lady who I truly admire for her spirit, her drive and passion to succeed and help others achive their goals and desires.

Andy Hunt

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Duration : 0:5:44

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Speakers:
Bill Campbell, Chairman of the Board, Intuit
Gordon K. Davidson, Chairman, Fenwick & West, LLP
Daniel Denison, Professor of Management and Organization, IMD; CEO, Denison Consulting
Kavin Stewart, Co-founder & CEO, LOLapps

Moderator:
Rebecca Turner, Professor of Organizational Psychology, MGSM, Alliant International University; Owner, Turner Consulting Group

Efficiency and productivity are strategic imperatives in every corner of industry—from energy consumption to business processes and everything in between. How any and everything connects to the bottom line is fair game for scrutinyor is it?

What about the effects of executive leadership style and resulting corporate culture? Do certain leadership styles have a competitive edge? Could CEO as brand actually kill a company? Which Silicon Valley companies are best positioned for success, and which could be at a disadvantage? Join us for an insightful and spirited discussion about the psychology of executive leadership style and corporate culture, and their effects on business performance.

Bill Campbell is Chairman of the Board and former CEO of Intuit and has been on Apples board since 1997. He is known in Silicon Valley as The Coach for his legendary counsel to organizations such as Apple, Google, and Kleiner Perkins. Campbell also worked as VP of Marketing at Apple, CEO at Claris and GO Corporation, and head coach of Columbia’s football team.

Gordon Davidson is a Partner in the Corporate Group and Chairman of Fenwick & West LLP. He advises high technology companies, including networking, computer software and electronics companies, as well as clean technology and life sciences companies. He is one of three leading lawyers in Silicon Valley, named on Forbes Magazine’s Midas List as one of the top 100 venture capital deal makers in every year the list has been published.

Daniel Denison is Professor of Management and Organization at IMD, a leading business school in Lausanne, Switzerland rated #1 in the world in 2008 by the Economist for its MBA. He is also CEO of Denison consulting. Denisons decades-long studies of organizational culture and business performance are used by thousands of people around the world.

Kavin Stewart is co-founder and CEO of LOLapps, a 2008 startup developing tools for users to create, personalize and share customized applications on social networks. Now profitable and hiring, Stewart attributes part of the companys success to its corporate culture, created deliberately for a new generation of employees.

Rebecca Turner (moderator) is Professor of Organizational Psychology, Marshall Goldsmith School of Management, Alliant International University. She is also owner of Turner Consulting Group and Chair of the Division of Industrial/Organizational Psychology for the California Psychological Association.

Duration : 1:24:40

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Continuum theories or models explain variation as involving a gradual quantitative transition without abrupt changes or discontinuities. It can be contrasted with ‘categorical’ models which propose qualitatively different states.

In physics, for example, the space-time continuum model explains space and time as part of the same continuum rather than as separate entities. A spectrum in physics (e.g. of light) is often termed either a ‘continuous spectrum’ (energy at all wavelengths) or ‘discrete spectrum’ (energy at only certain wavelengths).

In psychology, theories of mental phenomena can propose discrete differences between individuals (e.g. everyone has certain personality traits and not others) or a continuum (e.g. everyone lies somewhere on a particular personality dimension). This can also apply to fields such as law or sociology or ethics in explaining or judging variation in human behavior.

In clinical psychology or psychiatry, categorical models seek to distinguish and define particular mental disorders or illnesses, whilst continuum or dimensional models propose that some people are more extreme than others on particular dimensions.

Leadership in organizations

[edit] Leadership in formal organizations
An organization that is established as an instrument or means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber’s definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position. [3]

[edit] Leadership in informal organizations
In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life — the spontaneous emergence of groups and organizations as ends in themselves.[3]

In prehistoric times, man was preoccupied with his personal security, maintenance, protection, and survival. Now man spends a major portion of his waking hours working for organizations. His need to identify with a community that provides security, protection, maintenance, and a feeling of belonging continues unchanged from prehistoric times. This need is met by the informal organization and its emergent, or unofficial, leaders.[4]

Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Instead of the authority of position held by an appointed head or chief, the emergent leader wields influence or power. Influence is the ability of a person to gain co-operation from others by means of persuasion or control over rewards. Power is a stronger form of influence because it reflects a person’s ability to enforce action through the control of a means of punishment.[4]

Duration : 0:2:42

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Theory X and theory Y are theories of human motivation created and developed by Douglas McGregor at the MIT Sloan School of Management in the 1960s that have been used in human resource management, organizational behavior, and organizational development. They describe two very different attitudes toward workforce motivation. McGregor felt that companies followed either one or the other approach.

Contents [hide]
1 Theory X
2 Theory Y
3 McGregor and Maslow’s hierarchy
4 Criticisms
5 Further reading

[edit] Theory X
In this theory, management assumes employees are inherently lazy and will avoid work if they can. Because of this, workers need to be closely supervised and comprehensive systems of controls developed. A hierarchical structure is needed with narrow span of control at each level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can.

The Theory X manager tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves. Usually these managers feel the sole purpose of the employees interest in the job is money. They will blame the person first in most situations, without questioning whether it may be the system, policy, or lack of training that deserves the blame.

Furthermore, Theory X supervisors cannot trust any employee, and they reveal this to their support staff via their communications constantly. A Theory X manager can be said to be an impediment to employee morale and productivity.

Managers that subscribe to Theory X, tend to take a rather pessimistic view of their employees. A Theory X manager believes that his or her employees do not really want to work, that they would rather avoid responsibility and that it is the manager’s job to structure the work and energize the employee. The result of this line of thought is that Theory X managers naturally adopt a more authoritarian style based on the threat of punishment.

One major flaw of this management style is it is much more likely to cause Diseconomies of Scale in large businesses. Theory Y allows a business to expand while making more profit because factory-floor workers have their own responsibilities.

[edit] Theory Y
In this theory management assumes employees may be ambitious, self-motivated, anxious to accept greater responsibility, and exercise self-control, self-direction, autonomy and empowerment. It is believed that employees enjoy their mental and physical work duties. It is also believed that if given the chance employees have the desire to be creative and forward thinking in the workplace. There is a chance for greater productivity by giving employees the freedom to perform at the best of their abilities without being bogged down by rules.

A Theory Y manager believes that, given the right conditions, most people will want to do well at work and that there is a pool of unused creativity in the workforce. They believe that the satisfaction of doing a good job is a strong motivation in and of itself. A Theory Y manager will try to remove the barriers that prevent workers from fully actualizing themselves .

Many people interpret Theory Y as a positive set of assumptions about workers. A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that this creates.

[edit] McGregor and Maslow’s hierarchy
McGregor’s work was based on Maslow’s hierarchy of needs. He grouped Maslow’s hierarchy into “lower order” (Theory X) needs and “higher order” (Theory Y) needs. He suggested that management could use either set of needs to motivate employees.

[edit] Criticisms
Today the theories are seldom used explicitly, largely because the insights they provided have influenced and been incorporated by further generations of management theorists and practitioners. More commonly, workplaces are described as “hard” versus “soft.” Taken too literally any such dichotomy including Theory X and Y seem to represent unrealistic extremes. Most employees (and managers) fall somewhere in between these poles. Naturally, McGregor was well aware of the heuristic as opposed to literal way in which such distinctions are useful. Theory X and Theory Y are still important terms in the field of management and motivation. Recent studies have questioned the rigidity of the model, but McGregor’s X-Y Theory remains a guiding principle of positive approaches to management, to organizational development, and to improving organizational culture.

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