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international business administration(国际商务管理毕业论文)

时间:2015-07-03 10:09来源:www.ukthesis.org 作者:英国论文网 点击联系客服: 客服:Damien

本文主要讲述了领导风格之间的关系,特别凸显了变革型领导风格与交易型领导风格的差异化。变革型领导风格的领导者激励和激发追随者,以获得他们的信任和尊重。领导围绕目标、愿景和使命以明确的方式进行沟通,刺激他的追随者追寻他们的脚步。交易型领导是基于领导者和追随者之间的关系而形成的一种领导风格。追随者根据他们领导所设定的标准进行方案执行,以获得相应的奖励。本文就围绕国际商业进行具体讨论。
 

International business administration
 

Management summary
 

In this thesis the relationship between the predominant leadership styles in the academic literature, transformational and transactional leadership, and organization citizenship behaviour will be discussed and analyzed. In the transformational leadership style the leader motivates and inspires followers by gaining their trust and respect. The leader communicates the goals, visions and missions in a clear way and stimulates his followers to go beyond the call of duty. Transactional leadership is based on an exchange relationship between the leader and followers. Followers receive rewards when they perform according to the standards and requirements set by their leader.
 

Organizational citizenship behaviour concerns those voluntary acts performed by individual employees that are of a discretionary and voluntary nature and contribute to the effectiveness of the organization. However, when organizations exert citizenship pressures on their employees this might have some serious consequences on their workforce. These high levels of pressure to be a good citizen can result in job stress, work-family conflicts, work-leisure conflicts and might even result in quitting intensions among employees. This thesis will also focus on the desirability of OCBs within the organization and the dangers of citizenship pressures.
 

Chapter 1.Introduction to the thesis
 

1.1 Problem Indication
 

Organizational Citizenship Behaviour (OCB) has been a popular subject among several fields of study for the past couple of decades. OCBs are positive, individual and voluntary acts performed by employees which go beyond their job descriptions and are not directly rewarded or monitored (Organ, 1988). According to Katz & Kahn (1966) these kinds of behaviour are important to organizations because organizations depend on behaviour of their employees that go further than their job description even though these behaviours are not actively monitored and enforced.
 

Because of the voluntary nature of the positive acts the theory of OCBs seems to be very positive for both the individuals within an organization and the effectiveness of the organization as whole. OCB has been linked with loyalty, obedience, voluntarism, helping behaviours, altruism and other positive traits in many previous studies throughout the years (Bolino, Turnley, & Niehoff, 2004; Organ, Podsakoff, & MacKenzie, 2006). But recent studies have also investigated the “darker side” of OCB. The problem lies with the discretionary and voluntary nature of OCB. There are situations in which employees feel like OCB is expected of them, this citizenship pressure can lead to job stress, work conflicts and even quitting intensions (Bolino,Turnley, Gilstrap, & Suazo, 2010). The first part of this thesis will go further into the dynamics of OCB and will look at both the positive and negative side of OCB. The second part of this thesis will address the relation between leadership styles and OCB. Leadership styles are of great influence on the OCBs of employees (Bass, 1985; Burns, 1978). In the studies of Bass (1985) and Burns (1978) a distinction has been made between transformational and transactional leadership. These different styles of leadership have different implications on the degree of OCB among the employees (Bass, 1985; Burns, 1978).(责任编辑:BUG)



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