March 12th, Stakeholder Influences on Programs Paper Programs must often cater to the needs or expectations of many stakeholders, which may include the program administrator and staff, the funding institution, and the community the program serves.
How executives end up using that power depends in part on their mental health. Sound, stable bosses generally build companies where the rules make sense to the employees, freeing them to focus on performing their jobs well.
But if the boss psychological makeup is warped, business plans, ideas, interactions, and even the systems, and structures of the organization itself will reflect his or her pathologies.
In this article I describe four pathologies—and what to do about them. Kets de Vries Harvard Business Review,92 4pp. SOBs can be found wherever power, status, or money is at stake. Outwardly normal, apparently successful and charming, their inner lack of empathy, shame, guilt, or remorse, has serious interpersonal repercussions, and can destroy organizations.
Their great adaptive qualities mean they often reach top executive positions, especially in organizations that appreciate impression management, corporate gamesmanship, risk taking, coolness under pressure, domination, competitiveness, and assertiveness.
The ease with which SOBs rise to the top raises the question whether the design of some organizations makes them a natural home for psychopathic individuals. This article describes SOBs, and explores ways of identifying such people, both from an organizational and individual perspective.
I have called these types of organizations, authentizotic.
This term is derived from two Greek words: As a workplace label, authenticity implies that the organization has a compelling connective quality for its employees in its vision, mission, culture, and structure.
The zoteekos element of this type of organization allows for self-assertion in the workplace and produces a sense of effectiveness and competency, of autonomy, initiative, creativity, entrepreneurship, and industry.
Paradoxes wrapped up in Enigmas By Manfred F. It is their paradoxical behavior, however, what makes them so successful, in this article some of the qualities that turn them into top performers are examined. Many stars, although walking contradictions, know how to reconcile opposites.
They are talented in managing conflicting but necessary ideas or goals. In other words, they have the creative ability to manage short-term and long-term orientation, action and reflection, extroversion and introversion, optimism and realism, control and freedom, holistic and atomistic thinking, hard and soft skills.
In addition, they are great at visioning, possess a solid dose of emotional intelligence, take calculated risks, are accountable for their actions, have great tenacity, possess a high energy level, and make a heroic although often unsuccessful effort to attain some form of work-life balance.
They are also curious, imaginative, insightful, have a wide span of interests, and are open to new experiences. They like to play with new ideas; they find familiarity and routine boring; and they have a great tolerance of ambiguity. In addition, stars can make decisions quickly, but can also be extremely cautious.
They are rebellious and conservative, playful and responsible, reflective and proactive. They like to be sociable but also need to be alone; they are highly imaginative but maintain a solid sense of reality.Stakeholder Influences on Programs PEACE Domestic Violence Agency’s mission is to reduce victim trauma, empower survivors, and promote recovery through direct services.
PDVA is committed to reducing the incidence of sexual assault and domestic violence through education and strives to challenge societal norms and beliefs that condone the.
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