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论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2016-01-31编辑:zhaotianyun点击率:12361
论文字数:2699论文编号:org201601281844007075语种:英语 English地区:芬兰价格:免费论文
摘要:本学期论文旨在识别领导人应该做什么——什么风格/他应该使用什么方法/她为了激励他/她的追随者。通过领导的概念框架和动机和各种研究文章,本文旨在传授知识在尼泊尔现在的领导实践组织和它如何能改善。
Another study conducted by Suwal (1998) showed that a majority (59 percent) of the Nepalese public enterprises' CEOs is introverted and another overwhelming majority (81 percent) of CEOs prefers doing things over and over again without doing much way to flexibility and creativity. In his study Suwal further found no significant difference. According to Suwal (1998) highly structured relationship in Nepalese organizations tends to be authoritarian and paternalistic than supportive.
In his research article, 'Leadership Effectiveness in Nepalese Service Organizations', it is shown that there is no significant difference found between managers working in high performing and low performing organizations in the vision scale. This indicated that other factors than the visions are responsible for the performance of these organizations. Such a finding is in high contradiction to the leadership styles that has been discussed in previous section. Moderate level of relation between performance and empowerment within the organizations was found, indicating that the high performing organizations have higher empowerment and low performing organizations have lower empowerment. The Nepalese leaders (managers), regardless of high performing or low performing organizations, do not understand well the benefits of having good interpersonal relationship with employees. Lastly, it was found out that managers with high score in empowerment and communication scale also showed high score locus of control i.e. they have internal locus of control. It shows that the role of leadership has not been important, if not acknowledged by the business empire, which obviously has reinforced our conviction of low employee motivation in Nepal.
结论和建议-尼泊尔的角度来看——Conclusion and Recommendations - Nepalese Perspective
The concept of leadership and employee motivation has lacked attention from business houses in Nepal. Nepalese organizations suffer from restrictive policies or a restrictive administration, poor supervision, poor interpersonal relationships, poor working conditions, poor salary and low status and lack of security, which as explained by Sager is a hinderance to employee motivation. From the articles discussed above it is felt that Nepalese organizations should use modern concepts in management and apply written form of vision statements to communicate a clear guidance for the employees. The role of leadership should be enlarged and it should accommodate non-family position holders as well. The leaders should ensure the basic rights of their followers by providing extrinsic rewards. Money is a big motivating factor in Nepal. Hence, salary increments, bonuses, stock sharing options among others should be pro本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。