, 1995, and; Dopson and Neumann, 1998. Perhaps most relevant for the current study, they also followed up on the work of others (Floyd and Wooldridge, 1997) concerning the reconstitution of management roles and how managerial careers were changing (Noer, 1993; Arthur et al
They noted that: Hofstede's typology of cultural comparisons shows clear similarities and differences among our three-national research cohorts of managers. British, Dutch and Swedish managers are close on three of these four indices of work related values, power distance (PDI), uncertainty avoidance (UAI), individualism (INV), and only display any real difference on the masculinity (MAS) dimension (Hofstede, 1984) (2004, p
While Budhwar and Baruch studied the empowerment of Indian managers, Holden and Roberts (2004) studied the "depowerment" of European middle managers. Despite decades of laments that middle management was disappearing at worst or hanging on as a redundant function at best, Holden and Roberts seem to have accepted the longevity of middle management and set about to study middle managers in The Netherlands, Sweden and the UK regarding the increasing pressures to perform "within a surge of management initiatives and policy moves to make organisations more profitable (in the private sector) and more 'efficient' and accountable (in the public sector)" (Holden and Roberts, 2004, p
Thomas and Linstead concluded that because of all the upheaval in organizations, middle management futures were extremely problematical. On the other hand, they acknowledged that there were those predicting a rosier picture for middle management that, once freed from bureaucratic constraints, might find a more useful role in "new managerial work" (Kanter, 1989), with middle management actually rising in relation to the now-flattened profile of organizational structure
Thomas and Linstead concluded that because of all the upheaval in organizations, middle management futures were extremely problematical. On the other hand, they acknowledged that there were those predicting a rosier picture for middle management that, once freed from bureaucratic constraints, might find a more useful role in "new managerial work" (Kanter, 1989), with middle management actually rising in relation to the now-flattened profile of organizational structure
From that ruin, however, the Bank of Credit and Commerce International (BCCI) emerged. "By the time Prime Minister Ali Bhutto nationalized all privately owned banks in the relatively new nation, certain ambitious bankers were already planning the Bank of Credit and Commerce International, a bank designed to be not merely multinational, but transnational, with no true parent country or home regulator" (Marietta, 1996, p
, 1995, and; Dopson and Neumann, 1998. Perhaps most relevant for the current study, they also followed up on the work of others (Floyd and Wooldridge, 1997) concerning the reconstitution of management roles and how managerial careers were changing (Noer, 1993; Arthur et al
The opposite side of the coin It would appear that, despite the ascendancy of Islamic thought in Pakistan's political life, the conduct of BCCI is equivocal, and so can give no guidance. Although banking practices such as those practiced by BCCI would seem inimical under any religious rubric, the act that Islamic banking demands The growing popularity of Islamic banking seeking "a greater balance between the interests of investors, shareholders, users and society" (Siddiqi, 1999, p
"The answer to the problem of how the bank did then make profits may well be that it did not. Price Waterhouse, the principal accounting firm for BCCI, concluded that 'on the basis of the losses which have been concealed, it would appear that the bank has generated significant losses over the last decade, and may never have been profitable in its entire history' (Adams & Franz, p
The benefits of doing this are: A sense of shared commitment Full integration of management's strategy in day-to-day planning, budgeting, etc. Sharpening, or even changing, the strategies developed by the top team Preparation of managers for future senior-level responsibilities (Tregoe and Tobia, 2990, pp
Those in the private industry could then advance to managerial positions, whereas others employed by academic institutions could become heads of departments or published authorities. Promotion opportunities for systems analysts may include senior or lead analyst or project managers (Parent & Rawson)
Background information regarding industries within the focus location of a prospective computer career is also beneficial. This may be obtained by entering a non-computer occupation such as financial services in order to gain background information that can later be transferred to specific computer professions (Williams, Pers
Finally, the last article explores "The Wage Penalty for Motherhood" as a subject that falls within the broader topic of family, career and marriage. Here, authors Budig and England explore the issue of how "motherhood" and it's associated "with lower hourly pay" (Buding and England)
" This article provides an interesting insight into how the career and family goals have changed for women college graduates over the last century or so. Goldin asserts that there are five cohorts of college graduate women which includes the women college graduates of 1900 to 1920 who had either "a family or career," the second cohort of women which graduated from 1920 to 1945 and had a "job then family," a third cohort of women the graduated from 1946 to the 1960s who had a "a family then job," a fourth group who graduated from 1960s to 1980s who goals included getting a career then raising a family and finally those that graduated from 1980 to 1990 who goals had been "career then family" (Goldin)
Foremost, Korenman and Neumark's paper entitled "Does Marriage Really Make Men More Productive?" provides interesting insight on how marriage correlated with an increased salary among white males. Korenman and Neumark explore how the married workers tended "receive higher performance ratings than single men; as a result, they were likely to be promoted" (Korenman, and Neumark)
Practice is not something which ends with a final goal. It is a constant life journey as the aspiring master adds to his or her learned abilities (Leonard 1992: 75)
As Kotter (2009) states, "leadership defines what the future looks like," and for this reason it is essential that leaders possess the necessary skills and values that are need to make the future possible for one's chose path. For Carl, leadership means to draw "meaning in negative and positive events" (Bennis, Thomas, 2002) and to help one grow even more as a result of applying oneself to both types of environments
With this ability to accept the good with the bad, so to speak, one can help to "influence" those around him -- and this is what Carl is attempting to work on at this point in his career. Leadersihp, for him, is based on a strategy of helping others to achieve their goals so that he might more effectively achieve his own (Robbins, Judge, 2013)
In Carl's experience self-awareness and emotional intelligence (EI) are great tools for growth. He pointed out that the Leadership Steps Assessment (Clawson, et al