RISDA Visionary Leadership
As we enter 1990's the business enviroment is going more turbulent, complex and global. Many CEO's and managers find themselves facing significant challenges. To compete effectively in today's global environment, executive have to do better with fewer people and with a smaller budge...
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1997
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| Online Access: | https://etd.uum.edu.my/873/1/Ku_Zolidia_Ku_Mahamad.pdf https://etd.uum.edu.my/873/2/1.Ku_Zolidia_Ku_Mahamad.pdf |
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my-uum-etd.8732013-07-24T12:09:24Z RISDA Visionary Leadership 1997-04-27 Ku Zolidia, Ku Mahamad Sekolah Siswazah Graduate School HD28-70 Management. Industrial Management As we enter 1990's the business enviroment is going more turbulent, complex and global. Many CEO's and managers find themselves facing significant challenges. To compete effectively in today's global environment, executive have to do better with fewer people and with a smaller budget. With an eye on vision, executive keep the organization moving forward successfully. The purpose of this study was to examine visioning process in Government agency. This study focused on the experience of three RISDA senior executives in forming vision and training vision into reality. It also examined the roles played by these respondents in turning vision into reality. Three RISDA Directors at RISDA headquarters were interviewed. Personal interview were selected to gather the data due to the advantages gained from conducting interview. The tape recorded interviews were transcribed. The results were compared to the proposed model. The study revealed that the respondents did formulate vision and implement vision as prescribed in the proposed model. It also revealed that there was a clear and shared vision among these respondents. The results showed that they did play the three roles required in implementing vision. As spokespersons they communicated vision through verbal and non verbal means. They ensured that changes made in the organization did facilities the company to move towards achieving vision. In sustaining employees commitments to the vision, they inspired and supported employee through formal and informal recognition. Innovative culture was fostered within the organization. Finally, the study discusses the implications of the findings and offer recommendations for pratice. Recommendations for further research are also offered. 1997-04 Thesis https://etd.uum.edu.my/873/ https://etd.uum.edu.my/873/1/Ku_Zolidia_Ku_Mahamad.pdf application/pdf eng validuser https://etd.uum.edu.my/873/2/1.Ku_Zolidia_Ku_Mahamad.pdf application/pdf eng public masters masters Universiti Utara Malaysia |
| institution |
Universiti Utara Malaysia |
| collection |
UUM ETD |
| language |
eng eng |
| topic |
HD28-70 Management Industrial Management |
| spellingShingle |
HD28-70 Management Industrial Management Ku Zolidia, Ku Mahamad RISDA Visionary Leadership |
| description |
As we enter 1990's the business enviroment is going more turbulent, complex and global. Many CEO's and managers find themselves facing significant challenges. To compete effectively in today's global environment, executive have to do better with fewer people and with a smaller budget. With an eye on vision, executive keep the organization moving forward successfully.
The purpose of this study was to examine visioning process in Government agency. This study focused on the experience of three RISDA senior executives in forming vision and training vision into reality. It also examined the roles played by these respondents in turning vision into reality. Three RISDA Directors at RISDA headquarters were interviewed.
Personal interview were selected to gather the data due to the advantages gained from conducting interview. The tape recorded interviews were transcribed. The results were compared to the proposed model. The study revealed that the respondents did formulate vision and implement vision as prescribed in the proposed model. It also revealed that there was a clear and shared vision among these respondents. The results showed that they did play the three roles required in implementing vision. As spokespersons they communicated vision through verbal and non verbal means. They ensured that changes made in the organization did facilities the company to move towards achieving vision. In sustaining employees commitments to the vision, they inspired and supported employee through formal and informal recognition. Innovative culture was fostered within the organization. Finally, the study discusses the implications of the findings and offer recommendations for pratice. Recommendations for further research are also offered. |
| format |
Thesis |
| qualification_name |
masters |
| qualification_level |
Master's degree |
| author |
Ku Zolidia, Ku Mahamad |
| author_facet |
Ku Zolidia, Ku Mahamad |
| author_sort |
Ku Zolidia, Ku Mahamad |
| title |
RISDA Visionary Leadership |
| title_short |
RISDA Visionary Leadership |
| title_full |
RISDA Visionary Leadership |
| title_fullStr |
RISDA Visionary Leadership |
| title_full_unstemmed |
RISDA Visionary Leadership |
| title_sort |
risda visionary leadership |
| granting_institution |
Universiti Utara Malaysia |
| granting_department |
Sekolah Siswazah |
| publishDate |
1997 |
| url |
https://etd.uum.edu.my/873/1/Ku_Zolidia_Ku_Mahamad.pdf https://etd.uum.edu.my/873/2/1.Ku_Zolidia_Ku_Mahamad.pdf |
| _version_ |
1747827016209530880 |