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By Shiven Gupta (0915552))
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What is an Organisational Change?
Organisational change is defined as a deliberate andconscious act to establish circumstances that aredifferent from the status quo (Ford and Ford, 1995).
By Shiven Gupta (0915552))
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External Triggers For OrganisationalChange Can Include:
Development in technology Development in new materials Changes in customers requirements and tastes The activities and innovations of competitors New legislation and government policies Changing domestics and global economic and trading conditions Shifts in local, national and international politics Changes in social and cultural values
(Huczynski A & Buchanan D, 2001)
By Shiven Gupta (0915552))
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Internal triggers for organisational changecan include:
New product and service design innovations Low performance and morale, triggering job redesign Appointment of a new senior manager or top management team Inadequate skills and Knowledge base, triggering training programmes Office and factory relocation, closer to suppliers and markets Recognition of problems, triggering reallocation of responsibilities Innovations in the manufacturing process New ideas about how to deliver services to customers
By Shiven Gupta (0915552))
(Huczynski A & Buchanan D,
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Types of Change in an Organisation
Developmental Change
Transitional Change
Transformational Change
By Shiven Gupta (0915552))
(Anderson, D. 2001)
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Transformational Change
Results in a major overhaul of the organisation or its component systems
Described as radical change or frame-breaking change
Undergo a significant shift in basic characteristic features
By Shiven Gupta (0915552))
(Anderson, D. 2001)
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Behavior
Action, performance, deeds, manners, activities andconduct influenced by culture, attitude, emotion andvalues.
Type of behavior: Aggressive, Shy, Polite, Voluntary,
Involuntary, etc.
By Tushar Dalvi (0915557)
HumanBehavior?
Things thatwe do.
Are they the same in differentsituation &place?
Collection ofBehavior.
IndividualBehavior.
SocialBehavior.
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Control
Plan
Delegate
Manager?
Coach
Team leader
coordinator
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Managerial behaviour patterns
Two dimensional
Consideration and Initiating structure.
Continuum of style
The Tannenbaum-schmidt continuum of leadership behaviour
Situational theory
The contingency theory of leadership
Situational leadership
(Huczynski A & Buchanan D,
2001)
By Tushar Dalvi (0915557)
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The considerate leader focuses on employeerelationship and needs.
Where as the leader who initiates structures forsubordinates is task oriented. They focus ongetting the job done.
Consideration and initiating structure behavior
By Tushar Dalvi (0915557)
(Huczynski A & Buchanan D, 2001)
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Continum of leadership
By Tushar Dalvi (0915557)
Divertingfromonebestway.
Tannenbaum-Schmidt presented democratic- autocratic choice as
continuum.
Their article subtitled should manager be democratic or autocratic- orsomething in between?
Three set of forces: Force in the manager Force in the subordinate Force in the situation
(Huczynski A & Buchanan D,
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Contingency theory
It determines importance of contextual factors in determining effectivemanagerial behaviour.
It projects the view that there is no one ideal behaviour patter that a managermust have to be successful.
Fiedler states Managers cannot alter their style to fit to context.
(Huczynski A & Buchanan D, 2001)
By Tushar Dalvi (0915557)
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Paul Hersey and Ken Blanchard influenced by contingency theory ofleadership.
Manager must be a good Diagnostician and must adapt style to meetdemands of situation.
Unlike Fiedler, they believed that a mangers can alter their style to fitthe context
Situational leadership
(Huczynski A & Buchanan D,2001)
By Tushar Dalvi (0915557)
Cli k di M l
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Click to edit Master text stylesSecond level Third level Fourth level
Fifth level
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BEHAVIOR
EMOTIONS
PERCEPTIONS
By Susan Thangaiah (0910669)
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Emotion
Component of : Cognitive appraisal/ evaluation of stimuliand situations Motor expression Motivation Subjective feeling state
(Frijda, N.H.,1988)
Emotions are:
vIntrinsic to social order anddisorder, working structures,conflict, influence, conformity,posturing, gender, sexuality andpolitics.
vThey work imprecisely within thehuman psyche, as well as in thedaily organisational life.
(Fineman, 1994)
By Susan Thangaiah (0910669)
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Why managers should initially look attheir emotion?
The morale and emotional behavior of a manager has animportant effect on
organizational climate. Research shows that more than70% of employees perceptions of organizational climate
result directly from a manager's morale and behavior, whichstimulates employees' morale, emotions, and behaviors.
(Momeni, N., 2009)
By Susan Thangaiah (0910669)
P P U N P U
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1. Depends on individual interpretation and tested through their relations with others2. Reveals that emotions are coping mechanisms, enabling individuals to adapt to changing
circumstances signaling the need of change (Lazarus, 1991)
Posi
tive
Plea
sant
ande
xcitin
Unpl
easan
tand
distu
Nega
tive
Plea
sant
ande
xcitin
Unpl
easan
tand
distu
By Susan Thangaiah (0910669)
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....
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Five Levels OfEmotions InOrganizations
........
By Susan Thangaiah (0910669)
ASHKANASY N.M (2003),
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The structure of emotional competence (Goleman et. al, 2001)
ll
r
s
motion
al
sel
f-aware
ness
ccurat
eself-
assessm
ent
elfCo
nfidenc
e
motion
al
ranspa
rency
daptab
ility
chieve
mentor
ientati
on
nitiat
ive
ptimis
m
mpathy
rganiz
ational
awaren
ess
ervice
orient
ation
evelop
ingoth
ers
nspira
tional
leaders
hip
hange
catalys
t
nfluen
ce
onflic
tmanag
ement
eamwor
k&col
laborat
ion
Personal Social
By Susan Thangaiah (0910669)
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Self Awareness (Goleman et. al., 2001)
Emotional Self Awareness Recognizing onesemotions and their effect
Accurate self assessment - Knowing ones strengths
and limits Self Confidence A strong sense of ones self worth
and capabilities. Confidence determines choices,effort, perseverance and resilience
By Susan Thangaiah (0910669)
Why Managers should look at their personalemotion??
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Self Management (Goleman et. al., 2001)
1. Emotional self control Keeping disruptive emotions and impulses (Marshmallowstudy)
2. Transparency Maintaining integrity, acting according to ones value (AndrewGrove Intel CEO 1994)
3. Adaptability Flexibility in handling change (Carly Fiorina- 1st women CEO of
Hewlett-Packet, 1st women to head fortune 50 company, she led to HPstransformation culture and structure)
4. Achievement orientation Striving to improve or meet a standard of excellence
5. Initiatives Readiness to act on opportunity (Bill Gates, Andrew Carnegie)
6. Optimism Persistence in pursuing goals despite obstacles and setback (IBMCEO John R. Opel) (Thornton, 2009)
By Susan Thangaiah (0910669)
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Examples of emotion expression
BA strike ballot papers send out Cutting the cabin crew staff on long haul flight from15 to14. United union concerned the BA changes will place crew under additionalstress during flight with fewer crew required to absorb the work of colleagues who havebeen removed from the company. (BBC, 2009)
By Susan Thangaiah (0910669)
Train driver to vote on strikes No salary rise next yearbut 3% rise in 2nd year. The action by First CapitalConnect (FCC) drivers threatened pre-Christmas traveldisruption as well as weekdays. (BBC,2009)
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Emotional Intelligence
Refers to understanding andrecognition of oneself andothers' abilities, perceptionand attitudes. This mental
ability has an importantinfluence on the otherabilities of a manager,especially leadership.
(Momeni, N., 2009)
The ability to monitorones own feelings and
emotions, to discriminateamong them, and to usethis information to guide
ones thinking andactions.
(Solevey, P., & Mayer, J.,1990)
By Susan Thangaiah (0910669)
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Emotional intelligence of managersand the organizational climate theycreate.
EmotionalIntelligence
OrganizationalClimate
Positive Correlation
Employees perception& attitude
Influence thebehavior ofemployee
By Susan Thangaiah (0910669)
q Great organizational climate improves the efficiency and decreases costs ofturnover and problems with staff (Momeni, N., 2009)
q Efficient manager with high EI can create environment where loyal, intelligent, risk
and reward-seeking-risk and emotionally invested employees towards great goals.(Goleman et al., 2001)q Emotional intelligence gives you a competitive edge. Having great intellectual
abilities may make you a superb fiscal analyst, but a highly developed emotionalintelligence will make you a candidate for CEO (Goleman, 1997)
q Mayer & Salovey (1997): Four branches of EI, (1) Identifying emotions, (2) Using
emotions to facilitate thought, (3) Understanding emotion and (4) Managingemotion
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?What does attitude really mean?
An attitude is simply a method by which you let others know what you are feeling,your moods, believes, likes/dislikes, even your securities or insecurities (Otto 2009).
I believe your attitude is like a mirror. The attitude you give out is the sameattitude you will get back(Herald 2003 p 5).
Attitude comes into play in management-staff interactions and can make thedifference between developing a productive team and coping with a dysfunctional unit(Millett 2009).
By Monika Kolecka (0810061)
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Type of attitudes:
Positive attitude - Positive, open andwilling to listen attitude is essential to giveemployees reassurance that they are part ofthe change process, thus encouraging themto feel more comfortable about the changeand the resulting new environment they will
be working in.
By Monika Kolecka (0810061)
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Type of attitudes:
Negative attitude - Leaders withnegative attitude usually do not willing into any new changes or restructuring, andare more likely to receive more negativefeedback from employees, likely resulting
in a less successful re-structuring and aless motivated work force.
By Monika Kolecka (0810061)
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Why attitudes are
important at
workplace?
By Monika Kolecka (0810061)
To achieve our goals
To manage changes within organisation To offer better communication
To achieve successful of our business To be more effective in our jobs As a leader to provide a good example
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Whenever you are in conflict with someone,there is one factor that can make the difference
between damaging your relationship anddeepening it.
That factor is attitude.(James 2009)
attitude
By Monika Kolecka (0810061)
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Can we change our attitude?
Because:
We do make choicesWe are responsible for our actingWe make our thoughts ( for example our beliefs)We decide about our behaviour and body languageWe have the freedom and power to make change about ourselves
Yes, we can!
By Monika Kolecka (0810061)
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What is value?
Value is the constellation of likes, dislikes, viewpoints, shoulds, inner inclinations, rational and irrational
judgements, prejudices and association patterns that determine a persons view of the world (Spranger,1928).
Values are neither attitudes nor behaviours, but rather building blocks of the behaviour of and choicesmade by individuals (Stackman, 2000).
Value is a recommendable quality that has an impact on the choice of objectives, means and mannersavailable, and is used as a criterion in assessing various phenomena. Personal values are the basis ofpreferences or modality of selective orientation (Van Deth & Scarbrough, 1995)
By Gibadat Yelzhanova (0911081)
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By Gibadat Yelzhanova (0911081)
What is important for me?
PersonalValues
OrganisationalValues
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Questions
Two or three words you associate with Value?
What is important for you personally and at work?
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Personal Values
People individually live their lives and make choices byconsidering What Is Important For Me? (WIIFM) and it ispersonal values that inform the answer to the question.
Managers and Leaders are not just business people. Theyare also human being. What are theirpersonalvalues?
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The most important personal values
By Gibadat Yelzhanova (0911081)
Health
Family
ReliabilityIntegrity,Honesty
Trust,Reliance
(Simova J and Odziemczyk A, 2007)
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The most important organisational values
By Gibadat Yelzhanova (0911081)
Professionalism
Quality
ReliabilityRelationship,Cooperation,
Teamwork
(Simova J and Odziemczyk A, 2007)
Integrity,Honesty
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Categories of Values
Two broad categories of values according to Rokeach (1973):
1. Terminal values (e.g. self-respect, wisdom, family security,comfortable life, sense of accomplishment, etc.) which reflect a
persons belief about ends to be achieved;
2. Instrumental values (e.g. ambition, honesty, courage,
independence, imagination, helpfulness, etc.) which reflect beliefsabout the means for achieving the desired ends.
By Gibadat Yelzhanova (0911081)
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Why do values have this power?
Their power to drive behaviour comes from the fact that anindividuals values have emotions attached to them (Sullivan
2001),
By Gibadat Yelzhanova (0911081)
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Personal factors in the Dangers and Abuses
Managers who put their personal values higher than organisational ones and having power in their hands?
Power becomes a potential danger if leaders have their focus on themselves or on building resources alone rather thanon building their followers (Bass & Steidlmeier, 1999).
Maintaining accountability keeps leaders from isolation and nurturing their dark side. It also helps keep leadersfocus off themselves and on the people who follow them. Good transformational leaders sacrifice pride, share their power,
and develop humility. (Covey, 1991).
By Gibadat Yelzhanova (0911081)
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By Gibadat Yelzhanova (0911081)
Opinions of my two previous managers
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1. Attitude
4. Emotion
3. Value
2. Behaviour
(a) I cant get it right.
(b) Work sucks.
(l) I need to stay in this job.
(c) Im not good enough.
(j) Ill never be able to get a degree
(e) Feeling top of the world
(d) Really irritated with the project
(f) I like to behave the way I prefer.
(g) What! Are you arguing with me!! How dare you!!!
(k) My boss like to munch and speak.
(h) My team doesnt need me in the
office.(i) The new task is a challenge.
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Conclusion
By Shiven Gupta (0915552))
Manager V
alues B
e
ha
Emo
tions
Attitu
des
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References1. ASHKANASY, N.M (2003), Emotion in organizations: A multi level perspective.
2. BASCH, J., & FISHER, C. D., 2000. Affective events-emotions matrix: A classification of work events and associated emotions. In: N. M. Ashkanasy, C. E. J. Hartel& W. Zerbe (Eds), Emotions in the Workplace: Research, Theory, and Practice (pp. 3648). Westport, CT: Quorum Books.
3. BBC, 2009a. Train drivers to vote on strike. [online]. Available from: http://news.bbc.co.uk/1/hi/england/8354862.stm . Assessed 11th November 2009.
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6. Cclarke, L., 1994. The essence of change. In: Arnold, J. 1998. Work Psychology Understanding human behavior at work place. 3rd ed. London : Financial TimesManagement.
7. FINEMAN, S. (Ed.) (1994), Emotion in Organizations, Sage, London.
8. Frijda, N.H. (1988), Les thories des motions: un bilan,in Rim, B. and Scherer, K.R. (Eds), Les motions,Delachaux & Niestl, Neuchtel. TRAN, V., 1998. Inthe role of the emotional climate in learning organizations. The learning organization. 5(2). pp. 99-103. MCB University Press.
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GOLEMAN, D., BOYATZIS, R., & MCKEE, A., 2001. Primal leadership: The hidden driver of great performance. Harvard Business Review, 43-53; Lyman, A. (2003,9-11 April). Creating a great place to work: lessons from the 100 best (M.A. Babaee & B. Abolalaee, Trans.). The proceeding of first conference of development ofhuman resources, (2004) , Association of HRM of Iran, 9th Street, Iranshenasi Street, Southern Sheikh Bahaee Avenue, Tehran, Iran,19-27.
10. GRIMME, S., 2009. The Nature of Attitude 3 Type of People. [online]. Ezine Articles. Available from:http://ezinearticles.com/?The-Nature-of-Attitude---3-Types-of-People&id=940525 [Accessed 22 November 2009] .
11. GOLEMAN, D.,1997. Emotional intelligence: Why it can matter more than IQ. New York: Bantam Books. p.76.
12. HERALD, J., 2003. Would you like attitude with that?: no limits, no excuses, no ifs, no buts ... [online] . Allen & Unwin: Australia. Available from:http://books.google.co.uk/books [Accessed 22 November 2009] . p 5
http://news.bbc.co.uk/1/hi/england/8354862.stmhttp://news.bbc.co.uk/1/hi/business/8361085.stm.%20Assessed%2015th%20November%202009http://www.g-casa.com/Bruno_Personal_Values_Leadershiphttp://ezinearticles.com/?The-Nature-of-Attitude---3-Types-of-People&id=940525http://books.google.co.uk/bookshttp://books.google.co.uk/bookshttp://ezinearticles.com/?The-Nature-of-Attitude---3-Types-of-People&id=940525http://www.g-casa.com/Bruno_Personal_Values_Leadershiphttp://news.bbc.co.uk/1/hi/business/8361085.stm.%20Assessed%2015th%20November%202009http://news.bbc.co.uk/1/hi/england/8354862.stm -
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13. Huczynski, A., & Buchanan, D., 2001. Organizational Behaviour: An introductory text. 4th ed.Harlow:Pearson Education limited.
14. Lazarus, R., 1991. Emotion and adaptation. Oxford university press, Oxford.
15. LAZARUS, R. S., & COHEN-CHARASH, Y. , 2001. Discrete emotions in organizational life. In: R. L. Payne & C. L. Cooper (Eds), Emotions at Work: Theory, Research, and Applications for Management. (pp. 4581). Chichester, UK: Wiley.
16. MANN,S., 1999. Hiding what we feel, faking what we dont: Understanding the role of emotions at work. Element, Shaftesbury. p 69.
17. Maybey , c. and Mayyon-white, B. 1993Managing Change 2nd ed. In: Arnold, J. 1998. Work Psychology Understanding human behavior at work place. 3rd ed. London : Financial Times Management.
18. MILLETT, T., 2009.Attitude and Its 7 Reasons for Being. [online]. Free Articles. Available from: http://www.articlesbase.com/training-articles/attitude-and-its-7-reasons-for-being-1327943.html.[Accessed 22 November 2009].
19. MOMENI, N., 2009. The relation between managers emotional intelligence and the organizational climate they create. Personnel Management. 38(2)
20. OTTO, M., 2009.Attitude Can Determine Your Success As A Manager. [online]. Evan Carmichael. Available from:
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22. Oshogbemi, T., and Ocholi, S., 2006. Leadership style and behavior profile of managers. Journal of management development. Vol25 (8). Pp748-768.
23. PLUTCHIK, R. ,1980. The nature of emotion. [online]. Available from: http://www.stevenjchen.com/index.php?link=emotions.[Accessed on 16th November 2009].
24. SALOVEY, P. and MAYER, J., 1990. Emotional Intelligence. Imagination, Cognition and personality. pp. 185-211.
25. SIMOVA, J and ODZIEMCZYK, A., 2007 Personel and business values in SMEs: what general value concepts do managers and buciness owners of small and medium-sized enterprises appreciate most?. [online]. Available from:http://www.leidykla.eu/fileadmin[Accessed 22 November 2009].
References(Contd.)
http://www.articlesbase.com/training-articles/attitude-and-its-7-reasons-for-being-1327943.htmlhttp://www.evancarmichael.com/Management/3327/ATTITUDE-CAN-DETERMINE-YOUR-SUCESS-AS-A-MANAGER.htmhttp://www.stevenjchen.com/index.php?link=emotionshttp://www.leidykla.eu/fileadminhttp://www.leidykla.eu/fileadminhttp://www.stevenjchen.com/index.php?link=emotionshttp://www.evancarmichael.com/Management/3327/ATTITUDE-CAN-DETERMINE-YOUR-SUCESS-AS-A-MANAGER.htmhttp://www.articlesbase.com/training-articles/attitude-and-its-7-reasons-for-being-1327943.html -
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26. SMITH, M., 2007. Having the Correct Attitude Will Determine the Success of your Business. [online].Smarts Info e-Publishing. Available from: http://selfhelp.smartads.info/attitude/article.php?art=11194 [Accessed 21 November 2009].
27. SULLIVAN, W., SULLIVAN, R., and BUFFTON, B., 2001. Alligning individual and organisational values to support change.Journal of Change Management, 2(3) , pp 247-254
28. Simic, I., 1998. Transformational Leadership key to succesful management of transformational organization change.Scientific journal Fact university. Vol 1 (6). Pp 49-55.
29. THORNTON, E., 8th January 2009. Managing through a crisis: A new rules. BusinessWeek. [online]. Available on:http://www.businessweek.com/magazine/content/09_03/b4116030884620.htm. [Accessed on 20th November 2009].
30. TUCKER, A. et al., 2004. The Influence of Transformational Leader. Journal of Leadership and Organisational Studies,10(4), pp 102-110
31. VADI, M. and JAAKSON, K., 2002. The importance of value honest: determining factors and some hints to ethics. [online].Available from: http://www.mtk.ut.ee/orb.aw [Accessed 22 November 2009].
32. WILLIAMS, S., 2001. Emotion and social theory. London: Sage.
References (Contd.)
http://selfhelp.smartads.info/attitude/article.php?art=11194http://www.businessweek.com/magazine/content/09_03/b4116030884620.htmhttp://www.mtk.ut.ee/orb.awhttp://www.mtk.ut.ee/orb.awhttp://www.businessweek.com/magazine/content/09_03/b4116030884620.htmhttp://selfhelp.smartads.info/attitude/article.php?art=11194 -
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Thank You
for attention and participation!