The International Monetary Fund and World Bank Annotated Bibliography

The International Monetary Fund and World Bank - Annotated Bibliography Example IMF has laid strategies and efforts to promote sound macroeconomic policies, orderly adjustment, and market-oriented reforms are essential to reduce poverty and income inequality in those countries under the IMF programs. According to the Eurodad report, the organization is paying increasing attention to the quality, not just the quantity, of its adjustment programs. These allegations raised by the IMF are of fundamental nature but I disagree with the initiative based on the following sentiments. In this case, the IMF does not issue fresh instructions to adjust the amount the member must transfer so that the amount will be in accord with the new exchange rates in relation to the loans offered through World Bank. Article IV of the IMF has provided a disagreement support regarding the motion that the IMF and World Bank should not continue attaching strict conditions on how their loan money is used and what other economic changes must occur before the loans are approved. The support is based on the macroeconomic outlook and the risk of economy globally. With the recovery of intense domestic demand in New Zealand by mid-2010, the IMF in conjunction with the World Bank should do away with the strict notions laid on the loans offered to the clients. Such unexpected happenings that were experienced in New Zealand should be planned for when the IMF is issuing out funds through the World Bank. For instance, the IMF director had announced a direct increase on the funding projects in New Zealand by 15%, a state that could not have been implemented in the initial epoch while implementing the standardized value on the funding of the earthquake victims in New Zealand.

How cultural and personality differences impact on leadership in Essay

How cultural and personality differences impact on leadership in organizations - Essay Example This in turn is supposed to improve the organization's operational flexibility and thus the ability to deal with change. For the study of leadership, the above mentioned changes have led to the widespread adoption of empowerment strategies. Such an adoption is understandable: if one flattens an organization's structure, there is little choice but to empower the organisations lower-level workers with broader decision-making responsibilities. As a result, the traditional "limits to power" once designated by boundaries of hierarchy and rational authority are blurring [1]. This paper deals with the questions of leadership and how it is affected by culture and personality differences. The paper consists of three major parts, related respectively to leadership, culture and leadership, as well as personality and leadership, each chapter discussing theoretical concepts and empirical research. The New Leadership paradigm incorporated three main categories of theory - transactional leadership, transformational leadership, and culture-based leadership. ... Chapter 2: Transactional and transformational leadership The New Leadership paradigm incorporated three main categories of theory - transactional leadership, transformational leadership, and culture-based leadership. The transactional leadership theorists, including those theorists who explored the concept of leadership through the eyes of followers, explained leadership as contingent on a condition of transaction or exchange between leaders and followers. Alternatively, transformational leadership theory argues that "good" leadership is achieved through more than just tangible inducements. It suggested that leadership can be conceptually organized along a number of charismatic and situationally correlated dimensions [2]: charismatic leadership, inspirational leadership, intellectual stimulation, and individual consideration (See Table 1). The culture-based theorists viewed leadership as being culturally specific, where "good" leadership, among other things, primarily depends on whether or not a leader's style is in synchronization with hi s or her organization's culture [1]. The transformational leader has been characterized as one who articulates a vision of the future that can be shared with peers and subordinates, intellectually stimulates subordinates, and pays high attention to individual differences among people. This transformational leader was posited as a contrast to the transactional leader who exchanges rewards contingent upon a display of desired behaviours [3]. Burns considered the transformational leader to be distinct from the transactional leader, where the latter is viewed as a leader who initiates contact with subordinates in an effort to exchange something of value, such as rewards for