Global marketing management keegan pdf download

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Kelliher, and J. Engineering complex systems with models and objects. Systems and software engineering - Requirements engineering. Systems and Software Engineering - Architecture Description. Buede, D. The engineering design of systems: Models and methods. Stakeholder Needs and Requirements. Lead Authors: Alan Faisandier, Garry Roedler, Contributing Author: Rick Adcock Stakeholder needs and requirements Stakeholder needs and requirements represent the views of those at the business or enterprise operations level—that is, of users users , acquirers acquirers , customers customers , and other stakeholders stakeholders as they relate to the problem or opportunity , as a set of requirements for a solution that can provide the services needed by the stakeholders in a defined environment.

Stakeholder requirements play major roles in systems engineering, as they: Form the basis of system requirements system requirements activities. Form the basis of system validation validation and stakeholder acceptance. Act as a reference for integration integration and verification verification activities. Serve as means of communication between the technical staff, management, finance department, and the stakeholder community. Category : Concept Definition.

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Software Images icon An illustration of two photographs. Images Donate icon An illustration of a heart shape Donate Ellipses icon An illustration of text ellipses. Global marketing management Item Preview. Not anymore, Pulse gets it. Throughout my almost two years partnering with them, Pulse has made suggestions and implemented plans with the singular goal of 'butts in seats' in mind.

I couldn't ask for anything more. The team at Pulse have been so fantastic to work with! They are knowledgeable, forward-thinking, creative, helpful and quick to respond. He maintained a steady low-key personality, while intellectually stimulat- ing employees to think creatively. Trust was emphasized as a way to make it possible to thrive on chaos. Silicon Graphics survived these very turbulent times and continues to be a strong company in a vola- tile business environment.

The leader points to the inability of one party to get along without the as- sistance of the other. Yet the freedom of action of each party is main- tained. Ways are sought to increase the trust of the parties in their guarantee to keep the agreement. Both parties are encouraged to avoid and to overcome rigid positions.

This may also be true when un- popular actions such as cost-cutting are needed and cooperation from the parties is not being sought. For the transformational leader, such assertiveness may be required when superordinate organizational in- terests take precedence. A transactional leader searches for expedient compromises that are immediately rewarding, are temporary settlements, and avoid disruptions. In such circumstances, paradoxically, the more intelligent leaders are less intellectually stimulating, as evidenced in this research by the lack of creativity of the group.

There is much babbling by the leaders and the group members—much more talk and many fewer ideas generated under such stressful conditions. Coping With Mergers and Acquisitions. When one organization is acquired by another in a merger, in general, the employees in the ac- quired company may be disturbed by the loss of identity and purpose.

Anxiety, anger, depression, and helplessness may occur. As a result, survival in the merged organization may become an obsession. Transformational leadership is needed to deal with the merging of the cultures of the acquired organization and the organiza- tion taking over, transcending both organizations. The future system of contingent reward needs to be clearly communicated along with feedback on how well it works. Support, consideration, and commit- ment are needed in helping to cope with the stress of the merger.

Marks and Mirvis argue that leadership of organizations un- dergoing mergers or acquisitions needs to possess insight, inspiration, and involvement— core elements of transformational leadership — to help members deal with the stress and uncertainty. Marks and Mirvis assert that, along with keeping employees informed, leaders must use inspirational appeals to make both the intellectual and emotional case for why people should accept the new, combined organization.

They also suggest empowering employees, consistent with notions of intel- lectual stimulation. Individually con- siderate leaders can help colleagues and subordinates work through their denials and anger. A dissertation by Rose found that high-quality leader—member relationships led to lower incidence of burnout and health problems. After reviewing some of the literature, Burgess, Salas, Cannon- Bowers, and Hall formulated training guidelines for leaders of teams under stress.

The strategies they presented included such transactional approaches as contingent rewarding and management- by-exception, double-checking of team member performance, focus on the task at hand, provision of feedback, monitoring of member performance, and troubleshooting to locate and correct errors.

He found that the faculty expects and calls for transformational leadership to deal with the pres- sure. He laid out the steps that might be taken and sought a faculty consensus. In the experiment, participants had to work on a routine coding task. Such effective coping with stress may come from changing the leaders Hamblin, ; Lanzetta, but more often results as a consequence of trans- formational leadership.

Transactional leadership can service the structure of relationships and readiness that is already in place, whereas transformational leader- ship adds to the structure and readiness by helping followers transcend their own immediate self-interests and by increasing their awareness of the larger issues.

The transformational leaders shift goals away from personal safety and security toward achievement, self-actualization, and the greater good. Communes did not survive if their members sought charismatic lead- ership that was not provided.

Transactional leaders manage emergencies with structures that have already been set up by actively managing-by-exception. They can sup- ply solutions for immediate needs perceived by their followers. There is immediate satisfaction with such leadership but not necessarily long-term positive effectiveness in coping with the stressful condi- tions. What may be necessary are transformational leaders who evoke higher level needs, such as for the common good, and who move fol- lowers into a fully vigilant search for long-term readiness.

In con- trast, mild person—leader relationships were successful and effective in noncrisis situations. As discussed earlier, inauthentic, pseudotransformational leaders are concerned with their own power, authority, and self-aggrandizement. They may be charismatic, inspirational, intellectually stimulating, and individually considerate, but it is for their own sake rather than for the sake of their followers.

For instance, followers may feel personally inadequate because of the gap between their self-perceived images of what they are and what they ideally should and would like to be.

Stress is increased if they feel they cannot reduce the gap. Their own frustration may result in aggression and feelings of dependency on others. The truly transformational leader manifests individualized consid- eration and converts crises into developmental challenges. True transformational leadership does not replace the transactional leadership that has provided the neces- sary structure for readiness.

Rather, transformational leadership adds to transactional leadership Waldman et al. Patriot Act following the September 11, , terrorist attacks. However, to be effective in stressful situations, leaders must organize the efforts of their followers in ways that promote vigilance, thorough search, thorough appraisal, and contingency planning to avoid defective coping with threat.

Quick and easy decision making can be avoided by forming a decision-making group with members who differ in background and opinion Janis, To be effective in crisis conditions, leaders must be transforma- tional—able to rise above what their followers see as their immedi- ate needs and appropriate reactions. To be effective, leaders need to be truly transformational in identifying and publiciz- ing the inadequacy of defensive pseudosolutions.

To be effective for hypervigilant followers in a state of panic, leaders need to be truly transformational in providing goals transcending self-interests.

Planning Ahead. Effective political leaders prevent crises or their stressful effects by planning ahead Yarmolinsky, Effective transactional leaders practice active management-by-exception by set- ting up early warning mechanisms to avoid surprises produced in last- minute, hasty, ill-conceived behavior.

Potential crises are recognized rationally without emotional upset. Appropriate searches for informa- tion can be instituted without hasty defensiveness. In this sense, the leadership takes on an important teaching function Yarmo- linsky, By anticipating potential crises, by preparing with active management-by-exception in advance for them, and by long-range, proactive, envisioning transformational leadership, leaders are more effective than if they only engage in dealing with immediate problems Katz, Direct survey evidence of the effects of transactional and transforma- tional leadership were obtained by Seltzer et al.

The MBAs indicated how often they experienced headaches, fatigue, irritability, loss of appetite, insomnia, and inability to relax. Table 5. As seen in Table 5. Contingent reward also helped reduce burnout -. They also found that if the other factors were held constant through multiple regression analysis, reported stress and burnout were less if one worked under a charismatic and individually considerate leader. However, stress and burnout were somewhat higher if the MBAs worked at their full-time job under an intellectually stimulating leader.

Transformational Charisma -. Seltzer, R. Numerof, and B. Copyright by Pennsylva- nia State University at Harrisburg. Overall, transformational leadership and contingent rewarding by leaders were effective in reducing feelings of stress and burnout; management-by- exception accomplished the opposite.

Inspirational leaders inspire courage and stimulate enthusiasm. The cyanide lacing of Tylenol on store shelves struck Johnson and Johnson in He rejected glossing over the di- saster. Rather, he converted the marketing disaster into an opportunity to gain credit for good citizenship.

McCauley pointed to a number of both transformational and transactional ways leaders can convert a stressful situation into a chal- lenging one. The leader practices contingent rewarding by ensuring that there will be positive outcomes, and followers know what these are.

Clear and attainable goals are set. Interim rewards for progress are given. More generally, using intellectual stimulation, taxing condi- tions are converted into problems to be solved. Envisioning, enabling, and empowering followers provides greater tolerance for ambiguity, uncertainty, and working with new and unfamiliar conditions. Pines summarized the ways that transformational lead- ers can provide the support that makes for hardy followers, quality performance, and effective decision making, despite the presence of distressful conditions.

Leaders can present dramatic changes as chal- lenges, not as threats. Leaders can select followers who prefer a vigor- ous, fast-paced lifestyle and have the cognitive capacity and readiness to prepare themselves for coping adequately with the stress.

The intellectually stimulating leader can introduce the meta- phor of mountain climbers who do not look down the vertical cliff face and contemplate their dangerous exposure but instead concentrate on the holds and grips available immediately in front of them.

It is important for the leaders themselves to believe they face a challenging problem rather than a crisis. They are more open to ideas and suggestions from their subordinates.

More effective decisions are reached as a consequence. Thus, Tjosvold arranged an experi- ment for students acting as managers to lead other students acting as subordinates.

The subordinates were actually confederates of the ex- perimenter. The managers were the actual subjects of the research and supposedly had to deal with an issue of job rotation. They were told they were in a crisis condition, a challenging condition, or a situation of minor consequence. The managers who believed they were in a crisis were the most close-minded.

They disagreed the most with their subordinates and were least interested in hearing more from them. Transformational leaders reduce stress among followers by creating a sense of identity with a social network of support.

Experienced stress is reduced as the follower is made to feel part of a larger entity. The insecurity of feeling isolated is replaced by the security of a sense of belonging. The loss of social ties through ostracism and isolation can be deadly among primitive peoples. Pines listed numerous examples of effects found for people with the social support of close friends, relatives, and group associations in comparison to those with- out such social support.

For instance, they had lower mortality rates than those without such social support. Again, children in Israeli kib- butzim were less anxious during prolonged bombardments than were Israeli urban children.

The children were dealt with ineffectively by leadership that was authoritarian and did not provide support, control, or good communications Nelson, Illustrating the importance of supportive individualized consider- ation in treating stress in combat is a card of information prepared for British noncoms to carry in a breast pocket.

Included in ways to help others with acute symptoms of stress are the following strategies: Do not overreact, remain calm yourself, do not ridicule, calm the soldier, reassure the soldier, show understanding, and team up with him for a while. Individually considerate leaders may help to set up a social network of support to overcome the feelings of stress and burnout. But whether the leadership emerges and whether it is of consequence are contingent on situational circumstances. Civil War General George B.

McClellan was loved and idealized by those in his command. He was highly effective in training and organizing his troops. However, in the different situation of combat, he was completely ineffective — almost laissez-faire. He was unable to win battles. Instead of advancing with his superior forces and doing battle with Lee, he retreated. Had he ordered the advance, it could have reduced the length of the Civil War by 2 years. The style of his leadership, and its effectiveness, was contingent on whether he was training troops or leading them into combat.

How stable is transformational leadership? Is transformational leadership more effective in certain situations? If so, what are those situations?

The effec- tive leader is transformational or transactional as conditions change. Burns noted that Franklin Delano Roosevelt was a practical, transactional experimentalist, as well as a charismatic with principles about social betterment. Because Britain was near bankruptcy and could not purchase the military goods the United States could sell to them, he initiated a lend—lease program. Roosevelt arranged to lend the planes, tanks, and ships to Britain in exchange for offshore bases in the Bahamas, Bermuda, and other British colonies.

He had been a transactional politician, but as- suming the presidency, he became highly transformational. Theory and research support a variety of contingency theories of leadership. Relations-oriented leaders do best when situational control is moderate. Esteem and power of the leader and structure of the situation contribute to the favorableness of the situation to the leader.

Contingencies include the motivation and expectancies of the follower and the structure of the situation. Numerous other situational leadership theories, such as those of Hersey and Blanchard and Vroom and Yetton , posited dif- ferent leadership and decision styles for different kinds of situations.

The best leaders demonstrate their ability to clarify the path to the goals. Although Bass speculated on the individual and organizational constraints that would be con- ducive to more transactional or more transformational leadership, few empirical experiments have been attempted.

There is considerable evidence that those leaders described by their followers as more frequently transformational are likely to be both sub- jectively and objectively more effective and satisfying than those more frequently transactional leaders who exchange promises of rewards for appropriate role enactment by subordinates. Suppose we were to ask which particular leadership behaviors would be most likely to emerge and to be most effective in differing circumstances.

Would a contingent model be in order? If the same leaders and groups underwent alternating periods of stress and steady states, would more transformational leader- ship emerge in crisis conditions and more transactional leadership in steady states? Would it be a matter of being just a bit more of one than the other when conditions changed? In ongoing organizational life, transformational leadership generally has its impact regardless of situational circumstances. For example, contingent reward broke up as a factor among employees in a Chinese state enterprise Davis et al.

The empirical question is whether the effects are more than marginal and have practical consequences for selection, training, development, and placement. Does the best leadership use both transactional and transformational elements in varying amounts over any given period of time? A contingent model would suggest that for supervising such simple, unskilled work with less educated employees, transactional leadership emphasizing contingent rewards and management-by-exception is most likely to be necessary and effective.

Intellectual stimulation promoted their creative improvements of how the work can be done better. Individualized consideration focused on their individual needs for personal recogni- tion and improvement. All this is added to the extrinsic contingent rewarding of contests and prizes for performance. So on the one hand, contingent theory supports a transactional approach. Howell offered a list of organizational and task conditions likely to affect the emergence of transactional leadership as an exchange re- lationship and of transformational leadership as charismatic, inspira- tional, and intellectually stimulating.

Table 6. Copyright by JAI Press. For instance, as shown in Table 6. Some evidence to support this overall notion is available. Effects of the form of leadership on sat- isfaction could be attributed to some extent to differences in follower characteristics, differences in tasks, or differences in organizational characteristics.

Stability Versus Turbulence. More transactional leadership is likely to emerge and be relatively effective when leaders face a stable, predictable environment.

More transformational leadership is likely to emerge in organizations and be effective when leaders face an unstable, uncertain, turbulent environment. At the highest level of stability is the repetitive environment without change. It calls for stable leader reactions based on prec- edents—mainly transactional leadership. Transformational leadership Charisma 2. Howard, San Francisco: Jossey-Bass. Copyright by Jossey-Bass.

It requires leaders who use experience to react to changes — again the reaction of active management-by-exception appears adequate. At less stable levels where the environment changes more rapidly, the leader has to become more anticipatory or somewhat transformational. As change becomes discontinuous, the leader must seek opportunities for change. Finally, at the level where the environment is surprising, novel strategies and creativity need to be intellectually stimulated.

Results for several thousand cases comparing stable and unstable environments were in line with expectations. As shown in Table 6. Transactional management-by- exception was slightly higher in stable conditions. In some cases, leaders may create the contingent conditions requir- ing their leadership.

Pseudotransformational leaders may actively generate the need for their charismatic leadership by manufacturing environmental crises Willner, Employees may come from populations who are indifferent or disenchanted with their lot. Such inspirational leaders articulate a compelling vision.

As noted in chapter 5, conditions of crisis, uncertainty, and turbu- lence make the emergence of charismatic leadership more likely than would occur in stable, routine conditions Bass, The correlation was. Inspirational leaders may reframe opportunities so that the environ- ment is transformed from a situation of threat into a situation of op- portunity.

Collectivistic Societies. Jung, Sosik, and Bass argued that more transformational leadership was likely to emerge in a collectiv- istic society than in an individualistic one. To begin with, in collectivistic societies, people tend to view their group and organization as an essential part of their lives Hofstede, Consequently, they are more attached to their groups, organizations, and societies than are those in individualistic societies.