I would like to use the same Writer as in my previous orders ID: A2086426, A2087288, and A2087929
Writer?s Individual
Management Theory Consultant Presentation Select an organization with which you are familiar or one in which you are interested. The organization can be a civic, religious, business, or nonprofit organization.

Imagine you are an expert, hired by this organization to evaluate their management practice, and provide recommendations for how it may adopt a specific management philosophy.

Use the management philosophy topic discussed in your papers from Weeks Three through Five.

Balance the organization?s management needs with the reality of bottom-line effectiveness.

Prepare your deliverable as a presentation, use a Microsoft? PowerPoint? presentation Six Slides Including References, include detailed speaker notes.

Some useful References
Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2002). The boundaryless organization: Breaking the chains of organizational structure (2nd ed.). San Francisco, CA: Jossey-Bass.

Bateman, T. S., & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw-Hill/Irwin.

Beamish, P.W., Morrison, A., Inkpen, A., & Rosenzweig, P. M. (2003). International management: Text and cases (5th ed.). Boston, MA: McGraw-Hill/Irwin.

Jones, G. R. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.

All electronic materials are available on the student website.

Supplemental Resource

Hoopes, J. (2003). False prophets. The gurus who created modern management and why their ideas are bad

Previous Topic for your reference Week Five: Foundational Philosophies of Management Paper

Foundational Philosophies of Management Paper Identify a foundational management philosopher using the articles for your Journal Article Analysis assignment as a guide.

Locate at least one document, article, or work from the foundational philosopher.

Write a 550 -word essay detailing the differences you perceive between the management philosophy espoused by the foundational philosopher and the version of the philosophy described by at least 2 authors from your articles.

Include a flowchart and a 350-word narrative of the research trail or path that led you to the foundational management philosopher, including the following:

? The list of references you followed to get to the philosopher.
? The author, source, and year of publication for each item.
? Recount how you found the articles in the Journal Article Analysis assignment.
? Recount how these led you to your philosopher.
? Note what other sources your articles led you to.
? Describe how the articles you found are useful to you.
? How did you assess each article?s credibility, reliability, and validity?

Format your essay consistent with APA guidelines.

The area of management philosophy regarding construction of thought and understanding that assists with the adaption of knowledge in society is known as constructivism (Leonard, 2002). . Constructivism is a theory of knowledge that derives from philosophy and psychology. Many philosophers and educators have embraced the learning theory of constructivism. Jean Piaget was one of the initial philosophers who provided clarity and a precise breakdown of what constructivism entails. Jean Piaget is known to be the first to compose a logical study of cognitive development. Jean Piaget contributions include the theory of cognitive child development, a detailed observational analysis of cognition in a child and a progression of basic effective tests to show different cognitive abilities (Leonard, 2002).
Constructivism is a philosophy by Jean Piaget where the ideas and level of cognition from children undergo analysis in an attempt to provide a way of higher learning (Mvududu & Thiel-Burgess, 2012). Piaget?s philosophy on constructivism holds much controversy because there isn?t one way to define what constructivism is and his primary belief stems from a concept that focuses on discovery (Mvududu & Thiel-Burgess, 2012). Piaget influences several individuals, such as ?Charles Darwin (1809-1882)? (Wozniak, 2009, p. 93), in psychology. The developments of Piaget?s philosophies continue to evolve. According to Wozniak (2009), Piaget?s philosophy of constructivism encourages discovery and evolution. There is also a close relation between how a child processes information in the attempt to reproduce the information or action. As an example when a child watches a parent, the parent makes a motion to open a jar, and the child attempts to reproduce that behavior (Wozniak, 2009). The child is attempting to reproduce the action by way of watching the parent, and in this way begins the formulation of development toward an understanding of the requirements for that specific task and learning an action (Wozniak, 2009; Ruth-Sahd, 2011).

According to Leonard (2002), Jean Piaget developed two principles that guide intellectual growth and biological development which assist individuals with adapting to physical and mental stimuli.
Jean Piaget?s first stage, sensorimotor, begins at birth and lasts until 18 months-2 years of age and entails the use of motor activity without the use of symbols (Leonard, 2002). The knowledge is limited in this stage because it is based on physical interactions and experiences. Jean Piaget?s second stage, preoperational, usually occurs during the period between a toddler (18-24months) and early childhood (3 -7 years) during which children begin to use language with their memory and imagination developing (Leonard, 2002). Jean Piaget?s third stage, concrete operational, typically develops between the ages of 7-11 years during which intellectual development in this stage is demonstrated through the use of logical and systematic manipulation of symbols, which are related to concrete objects (Leonard, 2002). The thought process in this stage becomes less self-centered with increased awareness of external events, and involves concrete references. Jean Piaget?s fourth stage, derives from the period of adolescence through adulthood is known as the formal operational stage during which adolescents, adults use symbols related to abstract concepts; adolescents think about multiple variables in methodological ways, formulate hypotheses, and think about abstract relationships combined with concepts (Leonard, 2002). Piaget?s understandings of the thought processes in children are still in use (Wavering, 2011). His constructivist philosophy uses an understanding of how logic and understanding arises as well as how the evolution on thought and logic persist (Wavering, 2011). In Piaget?s understanding, children use a rationale with many subjects they encounter, such as mathematics, where an element is necessary to examine to formulate an answer and understanding (Wavering, 2011).
An important implication of Piaget's theory is adaptation of instruction to the learner's developmental level. The two articles that were chosen to provide a comparison between constructivism supported by Jean Piaget are parallel in the theory of learning. In the first article, Consciousness, social heredity, and development: The evolutionary thought of James Mark Baldwin, the author focused on the theory of Baldwin also known as the Baldwin effect which examines the evolutionary of thinking Wozniak?s (2009). The intellectual background of James Baldwin?s thinking development regarding the emergence of intellectual conception involves individual learning adaption and social heredity concept if adaptions are acquired within the life of an individual, a direct influence on progression by natural selection will happen Wozniak?s (2009). The Baldwin effect focuses on systems of actions and meanings regarding beliefs, standards, and habits of a new generation inherited from those individuals prior which are gradually accepted (Wozniak?s (2009). The emergence of intellectual conception depends upon the association between reason, reality, and the growth of logic Wozniak?s (2009) .
Baldwin and Piaget both were motivated by the theory of evolution. Mark Baldwin believed the that one?s cognitive and senses grow through he imitation of others through observation while Jean Piaget incorporated four stages of growth. Both the cognitive development theory by jean Piaget and evolutionary theory by Mark Baldwin have a point of reference regarding the influence of perceptive concepts which affects one?s reaction and performance of learning throughout one?s life span.
The second article involved an experimental learning theme promoted in Ruth-Sahd?s (2011) article. The article entailed a social collectivism based on the concepts of observations and personal experiences from a nursing clinical setting. This new approach to learning outside of the traditional classroom is synchronized with the foundational management philosophy of constructivism advocated by Piaget. After several years of working with patients, novice nurses will use their theoretical skills to develop more advanced knowledge but nothing prepares them better at the earliest stage of cognitive and social enrichment than early exposure and collaboration.
Piaget?s foundational management philosophy of constructivism argued that knowledge formation is a process that follows some progressive stages in relation to time, experiences, and observations (Powell & Kalina, 2009). The experimental and cooperative learning philosophy identified in Ruth-Sahd?s (2011) article differs from Piaget?s constructivist view of cognitive and social development in the sense that a nursing student does not need to master the nursing theoretical concepts before moving to practical experimentations in the clinical setting. According to Ruth-Sahd?s (2011), ?cooperative learning in the clinical setting with the same level student in an entry level baccalaureate nursing course? enhances long-tern learning (p. 2446). The objective of the collaborative learning philosophy is to promote diversity in the way students share both explicit and implicit knowledge in the workplace. Constructivists argued that learners cannot establish higher level relationship with ?what they see unless they bring certain level of knowledge to it? (Kamii &Ewing, 1996, p. 261). In contrast, the article noted that ?cooperative learning methodology results in greater retention of material and increased transfer of learning? (Ruth-Sahd, 2011, p. 2445). The experimental cooperative learning philosophy supports Piaget?s constructivist views that learning is based on the personal experiences and observations of activities in daily life.
Piaget?s definition of constructivism develops the natural thought and logical processes that children may perceive. In the evolution of comprehension and logic, cognition becomes an important factor that eventually becomes even further extensive than Piaget?s initial perceptions. Piaget?s constructivism advances into other philosophical theories as the ideas are innovative and his concepts can change with the times.





















Narrative
The experimental learning theme promoted in Ruth-Sahd?s (2011) article was about social collectivism based on the concepts of observations and personal experiences from a nursing clinical setting. This new approach to learning outside the traditional classroom matches with the foundational management philosophy of constructivism advocated by Piaget. After several years of working with patients, novice nurses will use their theoretical skills to develop more advanced knowledge, but nothing prepares them better at the earliest stage of cognitive and social enrichment than early exposure and collaboration.
Dimensions of learning that individuals incorporate into concepts derives from thought and understanding. The two articles in the Journal Article Analysis chosen pertained to conceptions of learning and evolving theories of learning which led to the foundational management philosophy of constructivism and other facets of constructivism. Constructivism is an indefinite concept but is the best method for teaching and comprehension (Powell & Kalina, 2009).
Each reference was assessed for quality and credibility as evidence of considering the origins of the research, primary as opposed to secondary research and scholarly as opposed to popular sources. The article passed the quality and credibility test based on the fact that it was the original work of the author and came from the Journal of Advanced Nursing which remains a reputable and reliable academic source. The literature is judged valid because the author followed strict scientific research methodology the findings are supported by other studies. Each of these articles are also useful to this topic as the content contains information specific to constructivism, Piaget?s ideas behind personal constructivism, how it is useful to understanding the comprehension patterns of children, and the behaviors patterns when the children attempt to reproduce logical instances.
Flowchart

CONSTRUCTIVISM

PHILOSOPHY OF LEARNING PHILOSOPHY OF TEACHING


COGNITIVE DEVELOPMENT ? JEAN PIAGET


Sensorimotor
(birth-2 years) Preoperational
(2 - 7 years) Concrete Operational (7 - 11 years) Formal Operational (adolescence - adulthood)




COOPERATIVE LEARNING CONSCIOUSNESS, EVOLUTION




References

Kamii, C., Ewing, J. K. (1996). Basing teaching on Piaget's constructivism. Childhood
Education, 72(5), 260-264.
Leonard, D. (2002). Learning Theories: A to Z. Westport, CT. Greenwood Publishing Group
Mvududu, N., & Thiel-Burgess, J. (Sept 2012). Constructivism in practice: the case for English Language Learners. International Journal of Education, 4(3), 108(11). doi: 10.5296/ije.v4i3.2223
Powell, K. C. & Kalina, C. J. (2009). Cognitive and social constructivism: Developing tools for
an effective classroom. Education, 130(2), 241-250.
Ruth-Sahd, L. A. (2011). Student nurse dyads create a community of learning: proposing a holistic clinical education theory. Journal of Advanced Nursing, 67(11), 2445?2454. doi: 10.1111/j.1365-2648.2011.05690.x
Wavering, M. (2011). Piaget's Logic of Meanings: Still Relevant Today. School Science & Mathematics, 111(5), 249-252. doi:10.1111/j.1949-8594.2011.00083.x
Wozniak, R. H. (2009). Consciousness, social heredity, and development: The
evolutionary thought of James Mark Baldwin. American Psychologist, 64(2), 93-101. doi:10.1037/a0013850


Previous Topic for your reference Week Four: Journal Article Analysis

Individual
Journal Article Analysis Submit a 1,400 -word analysis of the articles from the Management Philosophy Table assignment. If you include different articles or make changes to your table, create and submit a new table.

Include the following:

? Briefly summarize each article?s contribution to your topic. Even though the articles belong to the same theory, the authors may have different opinions.

o Include the main theorist on whom the authors based their writings and in what management school of thought the research exists.

o What influences of the main theorist are found in the articles?

? Using your table as a guide, compare and contrast the articles, highlighting similarities and differences.

? Synthesize the articles into a single observation regarding your topic.

? If your table has changed, include a revised table.

Format your analysis consistent with APA guidelines.

References
Dierksmeier, C. (2011). The freedom-responsibility nexus in management philosophy and business ethics. Journal of Business Ethics, 101(2), 263-283.
He, N. (2011). Case study on the influence of Chinese traditional philosophy to the enterprise management. Journal of Management and Strategy, 2(3), 73.
Kralev, T. (2011). Management by objectives: Management philosophy for prosperous tourism organizations. UTMS Journal of Economics, 2(1), 83-87.
Wang, Y. (2011). Mission-driven organizations in japan: Management philosophy and individual outcomes. Journal of Business Ethics, 101(1), 111-126.

Extra References
Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2002). The boundaryless organization: Breaking the chains of organizational structure (2nd ed.). San Francisco, CA: Jossey-Bass.

Bateman, T. S., & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw-Hill/Irwin.

Beamish, P.W., Morrison, A., Inkpen, A., & Rosenzweig, P. M. (2003). International management: Text and cases (5th ed.). Boston, MA: McGraw-Hill/Irwin.

Hoopes, J. (2003). False prophets. The gurus who created modern management and why their ideas are bad for business. Cambridge, MA. Perseus.

Jones, G. R. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.


Introduction
Management?s principal characteristic is the directing and leading towards the achievement of predetermined objectives. An organization runs and works based on defined specific objectives, and the role of management to direct efforts and resources towards the achievement of these objectives. Over the decades, different management approaches and strategies formulation entail in an attempt to find the most suitable approach that can effectively and sustainably direct towards achievement of organizational strategies. This report makes a summary of management philosophies and approaches proposed by different scholars. The work identifies the different opinions on management and the theories proposed on management thought.
Of interest is the article by Kralev (2011) that identifies the importance of the Management by Objectives approach. The scholar proposes this management thought for it defines and uses organizational objectives in directing processes and functions in an organization. Kralev (2011) identifies that in today?s business world a manager should lead by emphasizing on organizational objectives, which are directed towards the broad environment, achieving profits, and define paths of operations. Kralev (2011) that the core concept of MBO requires the management processes of planning, organizing, leading, staffing, and controlling, be directed to the achievement of key organizational objectives.
Drucker (1955) derives management by objectives, which is described by Kralev (2011), from MBO theory. Drucker (1955) conceptualized management by objectives as a system of management that is founded on goal congruence for the improvement of performance. The Drucker (1955) believes that the organization is more successful if, ?...their efforts ... all pull in the same direction, and their contributions ... fit together to produce a whole, without gaps, without friction, without unnecessary duplication of effort...? (Dinesh & Palmer, 1998). Therefore, Kralev?s (2011) management approach derives its basic principle from the management by objective theory as stipulated by Drucker (1955). In this management philosophy, the manager is required to focus on goal alignment as a means to improve organizational performance by providing the goal and path towards increased profitability.
The focus on organizational objectives is a key theme in Yingyan Wang?s (2011) article that identifies management philosophy and organizations driven by missions. Wang (2011) proposes that mission driven organizations in Japan are founded on management philosophy. However, his management philosophy is based on the pursuit of a mission, emphasizes on ethics, harmony, trust, honesty, environmental protection and social responsibility. These are all geared towards creating an organizational mission and philosophy that affect management and individual adoption of vision. This is a means to increase job involvement and organizational citizenship behavior. Therefore, the role of management is the creation of an ethical philosophy and a mission-driven culture.
Based on a research analysis, Wang (2011) finds that management that has a well-articulated and enacted philosophy can facilitate transformation of commitment towards productive efforts. This is because this philosophy offers direction to individuals, puts in place constraints on behavior, and emphasizes on individual motivation by creating a clear picture of organizational values, norms, and goals. Wang?s (2011) mission-driven management approach borrows heavily from the management by objectives theory. Wang (2011) sought to prove that mission-driven management leads to organizational practice or culture that influences outcomes of individuals towards success.
The third article by He (2011) proposes that traditional strategy plans cannot apply in today?s business environment, which requires flexible and rapid responses to changes. He?s (2011) article uses information from a case study of NTT DoCoMo and Silicon organizations in China following the Confucian principles. The article proposes a management approach that continually changes and adapts to changing situations. He (2011) approach is based on the Chinese traditional philosophy of constructivism perspective. In this perspective, the management must change strategy to cope with uncertainties and complexities. In addition, the management model proposed by He (2011) follows the philosophy that management must design strategic alignment, where individual behavior and organizational strategy are in alignment.
This Chinese management philosophy entails an alignment that leads to harmony in the organization. This alignment entails a fit between people, people and work, business strategy and environment (He, 2011). This management philosophy leads management to create an environment in the organization where the people?s thinking is attuned to achievement of individual and organizational strategies for success. This is because the Confucian philosophy affects the thinking of individuals, as it strives to change behavior. Therefore, following this management philosophy implies that management creates strategies that tune the thinking of employees, with the goal of aligning their behavior to organizational objectives.
The fourth article by Claus Dierksmeier (2011) discusses the relationship between management philosophy and business ethics. The author believes that ethical responsibility among managers must be part of the overall management philosophy in an organization. the manager must have responsible freedom to lead to corporate social responsibility. The author believes management approaches must be based on moral action in economic theories like quantitative reductionism and epistemological materialism. This is to create moral freedom and responsibility among managers and consequently the organization. The article puts an emphasis on managerial direction and responsibility in corporate decision-making. Dierksmeier (2011) management philosophy is based on the philosophies of Adam Smith (1723-1790) on moral philosophy, Theory of Moral Sentiments, and The wealth of Nations. In these theories, a manager?s pursuit of gain can lead to social benefits if, legal structures against exploitation and fraudulent are lay down. This is though the existence of political governance, which regulates individual morality, social morals, and customs. In this manner, management must entail intellectual and practical realization of individual and social responsibility in managerial freedom, to achieve corporate social responsibility. This is though the homo economicus and conditio humana models of economics that will lead to the realization that responsible freedom is part of management.
The four articles are similar in that they all discuss management philosophy approaches. The main difference between the four articles is their approach to management philosophy and their method of research to prove their theory. Wang (2011) uses a quantitative survey approach to prove the influence of management philosophy in Japanese companies, while Dierksmeier (2011) opts for the phenomenological research method to investigate management freedom in classical economics. Wang?s (2011) approach entails the survey of 1019 Japanese employees to assess their experiences with management. Dierksmeier?s (2011) epistemology approach makes an argument against the classical economic philosophy, which severed ethical standards from normative ethical standards. He (2011) uses the case study approach on NTT DoCoMo and Silicon organizations to test his theory, of the success of the Chinese Confucian theory on business. this investigates the degree to which the case studies have successfully integrated Confucian ethics and principles, to show they can be applied to organizations. This is different from the approach used by Kralev (2011), who opts to review literature on management by objectives on tourist-driven organizations.
The management principle promoted by the articles is the management philosophy approach. However, each article has some differential in their approach as compared to others. Wang (2011) focuses on the management philosophies of Japanese companies that emphasize on philosophy, mission statements, and objectives in mission-driven management. The article advocates that mission statements can lead companies to efficiency and productivity. This is almost similar to the management approach promoted by Kralev (2011). Kralev (2011) discusses the interaction between the management by objective approach and matching it to practical demands of business. This analysis finds this management approach similar to the mission-driven approach by Wang (2011). This is because both management approaches advocate for management strategies that focus on planning, organizing, and directing processes, practices, and individuals towards attainment of organizational objectives. At the core of both approaches are goals identified as individual or organizational objectives and mission. Wang (2011) and Kralev (2011) approaches are goal oriented. However, the difference is that Wang?s (2011) approach advocates organizational philosophy as a mediating actor between the needs of the enterprise and individuals. Kralev (2011) approach believes organizational philosophy is concerned with structured philosophy of objectives that are focused, time-defined, realistic, specific, measurable, and are long, middle, or long term.
These management philosophies are different from the management approach proposed by He (2011). He (2011) identifies the Chinese approach based on the Confucian Philosophy, which identifies that the key idea is the achievement of strategic alignment. The philosophy especially identifies the creation of alignment between individual?s behavior and organizational strategy. This is different from other management philosophies for He (2011) proposes that teamwork is essential in creating individual drive in the larger organization, which is part of Confucian values. The article identifies that this management philosophy follows Confucian values, which make the heart of management strategies for Chinese companies in the Silicon Valley. The article finds from the analysis of case studies that the alignment of management strategies with Confucian values has led to the success of organizations proving they are applicable to western organizations. There is no similarity between Kralev (2011), Wang (2011), Dierksmeier (2010) and He (2011) management philosophies. Dierksmeier (2011) believes that management education should focus on ideal moral freedom for managers, not the concept of capitalist freedom proposed by classical economists. In this management philosophy, the manager must adopt moral and ethical standards at the individual and firm level to attain sustainability.
Overall, the articles provide evidence that the success of an organization is pegged on the ability of management to create a philosophy. The responsibility of management in creating organizational philosophy lies in the fact that management has the role of planning, organizing, controlling, and directing. The articles show there is a connection between management philosophy, organizational culture and practice, and performance. The manager sets the goals, objectives, and mission of the organization, which directs and influences business processes and practices. Through personal philosophy and moral and ethical principles, the manager can influence the behavior of employees and cause corporate social responsibility.


References
Bateman, T. S., & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw-Hill/Irwi
Dierksmeier, C. (2011). The freedom-responsibility nexus in management philosophy and business ethics. Journal of Business Ethics, 101(2), 263-283.
Dinesh, D., & Palmer, E. (1998). Management by objectives and the balanced scorecard: Will rome fall again? Management Decision, 36(6), 363-369.
He, N. (2011). Case study on the influence of Chinese traditional philosophy to the enterprise management. Journal of Management and Strategy, 2(3), 73.
Kralev, T. (2011). Management by objectives: Management philosophy for prosperous tourism organizations. UTMS Journal of Economics, 2(1), 83-87.
Wang, Y. (2011). Mission-driven organizations in Japan: Management philosophy and individual outcomes. Journal of Business Ethics, 101(1), 111-126.


____________________________________________________________________

Previous Topic for your reference Week Three: Management Philosophies Table
Order ID: A2086426
Writer?s If you would like the same writer to complete future research development for you, please specify the writer's username (see above) when placing your next order.






University of Phoenix Material
Management Philosophy Table
Table 1
To what extent do academic philosophies affect actual decision-making of managers?

Authors Article Type and Context Dynamics Differentiation Integration
Purpose
Wang Quantitative survey
The influence of managerial philosophy within Japanese companies Japanese companies have been traditionally viewed as being more influenced by philosophy and mission statements than organizations in other nations Surveying 1019 Japanese employees, evaluating their experiences supports this conventional wisdom Organizational philosophy acts as a mediator between individuals and the needs of the enterprise in Japan Mission statements have the ability to render companies more effective and also potentially more ethical by offering a buffer between employee and organizational needs
Dierksmeier Phenomenology
The extent to which the self-interested model of firm behavior of classical economics really advances firm interests Increasing calls for firms to have ethical and moral standards, such as observing principles of sustainability
The article argues against the classical firm philosophy which is to sever corporate ethical standards from normative ethical standards
A qualitative model for evaluating choices versus a model driven by quantitative analysis is proposed
Management education must be founded on an ideal of moral freedom, not just a conception of capitalist freedom
He Case study of the influence of traditional Chinese philosophy on business ?The key idea of Confucianism is to achieve strategic alignment, for instance, the alignment between organizational strategy and individuals' behavior? (He 2011). The degree to which Confucianism, which is once again popular in China, can be useful in businesses cross-culturally. Case study of successful integration of Confucian ethics and principles at NTT DoCoMo and in Silicon Valley organizations to show how Confucian principles can be useful in a variety of organizational settings Teamwork, a sense of individual ?embeddedness? in a larger whole are all Confucian virtues and have shown themselves useful in China?s new, budding enterprises and also in organizations around the world. Confucian virtues are what make many Silicon Valley organizations so successful.
Kralev Review
Management by Objectives: The advantages of implementing them in an tourist-driven organization Interactions of MBO and practical demands of business Comparison of advantages and disadvantages of MBO: defines what needs to be done, encourages organizational loyalty as success for employees is clearly defined by meeting objectives. Disadvantages include the time and money taken to create objectives. The virtue of MBO is offering a clear, structured philosophy of what type of objectives (long, middle, and short) a firm should set and to make sure that they are ?realistic? and ?time-defined? (Kralev 2011) How MBO as a philosophy can be applied within the context of a specific industry




References
Dierksmeier, C. (2011). The freedom-responsibility nexus in management philosophy and business ethics. Journal of Business Ethics, 101(2), 263-283.
He, N. (2011). Case study on the influence of Chinese traditional philosophy to the enterprise management. Journal of Management and Strategy, 2(3), 73.
Kralev, T. (2011). Management by objectives: Management philosophy for prosperous tourism organizations. UTMS Journal of Economics, 2(1), 83-87.
Wang, Y. (2011). Mission-driven organizations in japan: Management philosophy and individual outcomes. Journal of Business Ethics, 101(1), 111-126.

I would like to use the same Writer as in my previous order.


New Topic: Journal Article Analysis

Submit a 1,600 word analysis of the articles from the Management Philosophy Table assignment. If you include different articles or make changes to your table, create and submit a new table.

Include the following:

? Briefly summarize each article?s contribution to your topic. Even though the articles belong to the same theory, the authors may have different opinions.

o Include the main theorist on whom the authors based their writings and in what management school of thought the research exists.

o What influences of the main theorist are found in the articles?

? Using your table as a guide, compare and contrast the articles, highlighting similarities and differences.

? Synthesize the articles into a single observation regarding your topic.

? If your table has changed, include a revised table.

Format your analysis consistent with APA guidelines.



New Topic: Journal Article Analysis

Individual
Journal Article Analysis Submit a 1,400- to 2,100-word analysis of the articles from the Management Philosophy Table assignment. If you include different articles or make changes to your table, create and submit a new table.

Include the following:

? Briefly summarize each article?s contribution to your topic. Even though the articles belong to the same theory, the authors may have different opinions.

o Include the main theorist on whom the authors based their writings and in what management school of thought the research exists.

o What influences of the main theorist are found in the articles?

? Using your table as a guide, compare and contrast the articles, highlighting similarities and differences.

? Synthesize the articles into a single observation regarding your topic.

? If your table has changed, include a revised table.

Format your analysis consistent with APA guidelines.

References
Dierksmeier, C. (2011). The freedom-responsibility nexus in management philosophy and business ethics. Journal of Business Ethics, 101(2), 263-283.
He, N. (2011). Case study on the influence of Chinese traditional philosophy to the enterprise management. Journal of Management and Strategy, 2(3), 73.
Kralev, T. (2011). Management by objectives: Management philosophy for prosperous tourism organizations. UTMS Journal of Economics, 2(1), 83-87.
Wang, Y. (2011). Mission-driven organizations in japan: Management philosophy and individual outcomes. Journal of Business Ethics, 101(1), 111-126.

Extra References
Ashkenas, R., Ulrich, D., Jick, T., & Kerr, S. (2002). The boundaryless organization: Breaking the chains of organizational structure (2nd ed.). San Francisco, CA: Jossey-Bass.

Bateman, T. S., & Snell, S. A. (2007). Management: Leading and collaborating in a competitive world (7th ed.). Boston, MA: McGraw-Hill/Irwin.

Beamish, P.W., Morrison, A., Inkpen, A., & Rosenzweig, P. M. (2003). International management: Text and cases (5th ed.). Boston, MA: McGraw-Hill/Irwin.

Hoopes, J. (2003). False prophets. The gurus who created modern management and why their ideas are bad for business. Cambridge, MA. Perseus.

Jones, G. R. (2010). Organizational theory, design, and change. (6th ed.) Upper Saddle River, NJ: Pearson/Prentice Hall.


Previous Topic: Management Philosophies Table

Order ID: A2086426
Writer?s If you would like the same writer to complete future research development for you, please specify the writer's username (see above) when placing your next order.

University of Phoenix Material
Management Philosophy Table
Table 1
To what extent do academic philosophies affect actual decision-making of managers?

Authors Article Type and Context Dynamics Differentiation Integration
Purpose
Wang Quantitative survey
The influence of managerial philosophy within Japanese companies Japanese companies have been traditionally viewed as being more influenced by philosophy and mission statements than organizations in other nations Surveying 1019 Japanese employees, evaluating their experiences supports this conventional wisdom Organizational philosophy acts as a mediator between individuals and the needs of the enterprise in Japan Mission statements have the ability to render companies more effective and also potentially more ethical by offering a buffer between employee and organizational needs
Dierksmeier Phenomenology
The extent to which the self-interested model of firm behavior of classical economics really advances firm interests Increasing calls for firms to have ethical and moral standards, such as observing principles of sustainability
The article argues against the classical firm philosophy which is to sever corporate ethical standards from normative ethical standards
A qualitative model for evaluating choices versus a model driven by quantitative analysis is proposed
Management education must be founded on an ideal of moral freedom, not just a conception of capitalist freedom
He Case study of the influence of traditional Chinese philosophy on business ?The key idea of Confucianism is to achieve strategic alignment, for instance, the alignment between organizational strategy and individuals' behavior? (He 2011). The degree to which Confucianism, which is once again popular in China, can be useful in businesses cross-culturally. Case study of successful integration of Confucian ethics and principles at NTT DoCoMo and in Silicon Valley organizations to show how Confucian principles can be useful in a variety of organizational settings Teamwork, a sense of individual ?embeddedness? in a larger whole are all Confucian virtues and have shown themselves useful in China?s new, budding enterprises and also in organizations around the world. Confucian virtues are what make many Silicon Valley organizations so successful.
Kralev Review
Management by Objectives: The advantages of implementing them in an tourist-driven organization Interactions of MBO and practical demands of business Comparison of advantages and disadvantages of MBO: defines what needs to be done, encourages organizational loyalty as success for employees is clearly defined by meeting objectives. Disadvantages include the time and money taken to create objectives. The virtue of MBO is offering a clear, structured philosophy of what type of objectives (long, middle, and short) a firm should set and to make sure that they are ?realistic? and ?time-defined? (Kralev 2011) How MBO as a philosophy can be applied within the context of a specific industry




References
Dierksmeier, C. (2011). The freedom-responsibility nexus in management philosophy and business ethics. Journal of Business Ethics, 101(2), 263-283.
He, N. (2011). Case study on the influence of Chinese traditional philosophy to the enterprise management. Journal of Management and Strategy, 2(3), 73.
Kralev, T. (2011). Management by objectives: Management philosophy for prosperous tourism organizations. UTMS Journal of Economics, 2(1), 83-87.
Wang, Y. (2011). Mission-driven organizations in japan: Management philosophy and individual outcomes. Journal of Business Ethics, 101(1), 111-126.

Topic: Performance Management
Company: British American Tobacco (BAT)
Details
1) Please do not introduce the company or describe what performance management is. That has been covered in my research paper.
Please follow the following instructions:
Use the strategic human resource management model sent to your resource unit via mail as the starting point for this analysis. Your analysis should answer the following questions
1) Does BAT have a performance management strategy or philosophy? Is the strategy different or same in all parts of the organization? Is the strategy different or same in all BAT branches across the globe? How does BAT measure performance?
2) Discuss the relationship between actual HR policies and practices and the overall strategic objectives and management philosophy of the organization.
3) How well does the performance management HR system at BAT, support the organizations strategy and sources of competitive advantage? Is the HR system well integrated with strategy? Where does the system fit within the HR policy choices (see the triangular human resource system model sent to your resource centre via mail)? How do these four areas fit together?
4) Assess the effectiveness of BATs performance management HR system
5) What works and what does not? Is the system accomplishing what it is intended to accomplish? Why or why not? How does the system rate according to the evaluation criteria (the four Cs) Human Resources Management? - (the four Cs evaluation will be sent to your resource centre via mail)
6) State what needs to be improved in the system.
7) How might the performance management system at BAT become more proactive and driven by strategy? In addition to stating what needs to be done, explain your reasoning
8) Recommendation and conclusion

Please Note the Weighting and Grading of the Research Paper

Critical assessment of the HR system and its strengths and weaknesses 30%
Application of the Strategic HRM model and other concepts, theories, and ideas covered in strategic human resources management course and the effectiveness of the link developed between overall strategy and HR strategy 30%
Recommendations for improvements 15%
Supporting data and research 10%
Structure and presentation/writing quality/proper referencing 15%

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Hello,

Here's my assignment:

Research a National Park, a National Forest or a National Wildlife Refuge that has a management plan in place. Be sure to select an area about which you can find sufficient information. Create a PowerPoint presentation of 15 - 20 slides and demonstrate knowledge of the following: ownership and management philosophy, primary management issues, primary management problems, types of products extracted/used, and any other important issues related to the course materials.

The class is Environmental Land Use Planning and Management, so the management plan needs to pertain to a environmental, ecosystem, watershed or wetland management.

This is the 2nd time I am having this paper written by writemyessay.com. The first time I guess there was not enough detail and it ended up being about wildlife management plan so if you have any questions feel free to email me.

In the assignment where it says "power point project" do not worry about that. I just need the paper and I will put it into power point.

The last paper I had written was in a numbered format by each subject. I will attach a copy of it so you can see what I'm talking about. If you can put it in a similar format that would be great. It makes it easier to put into a power point. Thanks a ton!!!

Brandon

The relatively new information lifecycle management approach to data storage and use is receiving a great deal of attention these days. By way of definition,

"Information lifecycle management (ILM) is a sustainable storage strategy that balances the cost of storing and managing information with its business value." (StorageTek)

Like any management philosophy, this approach is new in some ways and not in others. but it does have some advantages in terms of explicitly addressing the relationship between data use and data storage. IT managers tend to concentrate on issues of storage and maintenance, while operations managers tend to be more concerned with the immediate use of the data. This occasional tension between needs embodied in organizational structure can be very discouraging, and potentially damaging. So if there is a way out, both operations and IT managers would like to see it. That's a case for this module is all about.

Here are two resources that give an overview of the information lifecycle approach:

Life Cycle Management (N.D.) Information Life Cycle Management. Retrieved December 4, 2011, from http://www.life-cyclemanagement.com/information-life-cycle-management.php

Jericho Forum (2009) COA Paper: Information Lifecycle Management. OpenGroup.org. Retrieved December 4, 2011, from http://www.opengroup.org/jericho/COA_Information_Lifecycle_Management_v1.0.pdf

And this solution from IBM:

IBM. Information Lifecycle Governance. Retrieved Nov 8, 2010, from http://www.informationmanagementrequest.com/campaigns/compliance_warehouse/site/cim.html?sor=red

When you've had a chance to read these articles and to review other information from the background and other sources you may come across, please prepare a 3-5 page paper on the topic:

"Based upon the readings and your experiences, how do you think information lifecycle management will affect coordination and conflicts between operations managers and information technology managers?"

BACKGROUND INFORMATION:

Required Readings
Life Cycle Management (N.D.) Information Life Cycle Management. Retrieved December 4, 2011, from http://www.life-cyclemanagement.com/information-life-cycle-management.php

Jericho Forum (2009) COA Paper: Information Lifecycle Management. OpenGroup.org. Retrieved December 4, 2011, from http://www.opengroup.org/jericho/COA_Information_Lifecycle_Management_v1.0.pdf

IBM. Information Lifecycle Governance. Retrieved Nov 8, 2010, from http://www.informationmanagementrequest.com/campaigns/compliance_warehouse/site/cim.html?sor=red



Optional Readings
McNamara, C (n.d.) Operations Management, Retrieved September 9, 2007, from http://www.managementhelp.org/ops_mgnt/ops_mgnt.htm

Robbins S. (2006) Understand What Motivates Your Boss, Harvard Business School Working Knowledge. Retrieved September 9, 2007, from http://hbswk.hbs.edu/archive/5252.html

Treasury Board of Canada (1997). An Enhanced Framework for the Management of Information Technology Projects. Retrieved September 9, 2007, from http://www.tbs-sct.gc.ca/pubs_pol/ciopubs/tb_it/efm1_e.asp




Supplemental Resources
Additional supplemental and background information may be found here, as well as some generic resources that may be of value to you all through the course.


INFORMATION REQUIRED TO COMPLETE THE PAPER:

The relatively new information lifecycle management approach to data storage and use is receiving a great deal of attention these days. By way of definition,

"Information lifecycle management (ILM) is a sustainable storage strategy that balances the cost of storing and managing information with its business value." (StorageTek)

Like any management philosophy, this approach is new in some ways and not in others. but it does have some advantages in terms of explicitly addressing the relationship between data use and data storage. IT managers tend to concentrate on issues of storage and maintenance, while operations managers tend to be more concerned with the immediate use of the data. This occasional tension between needs embodied in organizational structure can be very discouraging, and potentially damaging. So if there is a way out, both operations and IT managers would like to see it. That's a case for this module is all about.

Here are two resources that give an overview of the information lifecycle approach:

Life Cycle Management (N.D.) Information Life Cycle Management. Retrieved December 4, 2011, from http://www.life-cyclemanagement.com/information-life-cycle-management.php

Jericho Forum (2009) COA Paper: Information Lifecycle Management. OpenGroup.org. Retrieved December 4, 2011, from http://www.opengroup.org/jericho/COA_Information_Lifecycle_Management_v1.0.pdf

And this solution from IBM:

IBM. Information Lifecycle Governance. Retrieved Nov 8, 2010, from http://www.informationmanagementrequest.com/campaigns/compliance_warehouse/site/cim.html?sor=red

When you've had a chance to read these articles and to review other information from the background and other sources you may come across, please prepare a 3-5 page paper on the topic:

"Based upon the readings and your experiences, how do you think information lifecycle management will affect coordination and conflicts between operations managers and information technology managers?"



CASE EXPECTATIONS:
Your paper should be between three and five pages. Take a definite stand on the issues, and develop your supporting argument carefully. Using material from the background information and any other sources you can find to support specific points in your argument is highly recommended; try to avoid making assertions for which you can find no support other than your own opinion.

You will be particularly assessed on:
Precision: Your draw on a range of sources, and to establish your understanding of the historical context of the question. You carried out the exercise as assigned, or carefully explained the limitations that might have prevented your completing some parts (running out of time isnt generally considered an adequate limitation).

Support for assertions: You use examples, citations (especially to the required readings), and elaboration to support assertions. You provide evidence that you have read the required background materials.

Clarity: Your answers are clear and show your good understanding of the topic. You see what the module is all about and to structure your paper accordingly.

Breadth and Depth: The scope covered in your paper is directly related to the questions of the assignment and the learning objectives of the module.

Critical thinking: The paper incorporates YOUR reactions, examples, and applications of the material to business that illustrate your reflective judgment and good understanding of the concepts. It is important to read the "required readings" posted in the background material plus others you find relevant. Your informed commentary and analysis is vital -- simply repeating what your sources say does not constitute an adequate paper.

Overall quality: Your paper is well written and the references, where needed, are properly cited and listed (refer to the TUI guidelines (http://www.tuiu.edu/guidelines/Well-Written-Paper.pdf) if you are uncertain about formats or other issues.

THE PAPER NEEDS TO HAVE PROPER APA IN-TEXT CITATION AND REFERENCE PAGE. Grammar and sentence structure needs to be at a doctoral level- APA format. I will be sending resources within five minutes after I pay for paper. I will also be sending the layout of the paper, that I started. The questions that need to be answered are in bold. I typed out some answers to help the writer get started on the paper.

Summary Introduction
? Name and location of the organization

Alternatives to Domestic Violence, located in Corona, Ca

? Size of the organization( number of employees, clients, services programs, total agency budget)

? Types of services provided by the organization


History
? Research and discuss/assess/analyze the organizations history. Some aspects include: when was the organization created; why was it created; whether its purpose and/or focus has changed over time; how have its programs and services and staffing and budgets changes etc.

Mission, Values, and Philosophy
? What is the mission statement?

? Are there clearly stated organizational goals to support the mission? Does the formal mission comport with your understanding of the agency?


Programs and Services
? Briefly describe the major programs and services, and the population intended to be served. Do not merely list the programs: if there are many, choose a few programs and describe. Also describe the agencys clientele, its basic demographics, and any challenges in serving these clients.

? Are the programs evaluated for effectiveness? By whom, what do the data demonstrate? The professor (as well as grant-makers) particularly cares about this facet of the assignment. How does anyone know whether the programs work?

ADV governed by a board of directors selected through a voting process

Structure
? What type of organization is it: nonprofit, for profit, government, or some kind of Hybrid?

? Who are the leaders of the organization? Find an organization chart and attach it.


? How are policies communicated to staff- through memos, staff meetings, one-on-one etc.?

? Is there a specific management philosophy? How are problems solved: and, any examples thereof?

Chain of command, county wide group of professionals, county as a whole, generally have another advisory board members, serve for each section of counties. Chief executive officer, supervisor for all staff. Small group of managers ??"responsible for managing programs.

? How bureaucratic is the organization? Please describe.

Expansion of services which impact manger and policy changes, constantly change; services impacted fiscal year to fiscal year, by funding. If the state is in trouble, the trickledown effect takes place. Funding has direct impact on staffing and programs.

Organizational Culture
? Describe the work environment: i.e. is it safe and nurturing, critical, scary, overly informal, etc.

Safety first. Safety within the work environment

? How accessible are decision makers to front line workers? Describe


? Are the staff generally committed to the work, or do they have bad morale?

Goes in shifts and tides. Has a lot to do with bureaucratic. Funding, programs, and staffing issue.

? What is staff turnover: how long does staff stay in their jobs? How many jobs are unfilled now?

No jobs unfilled at this time based on the funding. Staff usually stays five years.

Conclusion
? If you were in charge, what single thing would you do to make this a better organization and why?

I would implement updated and upgraded training for all staff. Particularly in the area of coping crisis. More professional and clearer communicating skills. Becoming isolated and driven by technology. One on one communication skills is being compromised.

? How likely is it that your idea could be adopted?

It could be adopted if it was a priority. However this is not a priority.



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Please describe how to organize to implement Total Quality Management philosophy by using components of case management and clincal pathways in an acute hosptial setting.

Requirement: conduct an analysis of Case #10 Nucor Corporation and prepare a 4-5 page report.
Discuss the trends in the steel industry and how it may impact Nucors strategy.
Discuss the organizational structure and management philosophy at Nucor.
Identify three HRM issues related to strategy implementation and recommend actions to address these issues.
Based on the situation, recommend whether a related or unrelated diversification should be used by the company. Provide supporting rationale.
Based on your recommendation for related or unrelated diversification, identify the organizational structure issues that the company would need to address to implement that diversification.
Grading: The assignment will be graded using the following rubric.
Outcomes Assessed
Grading Rubric for Assignment # 4 ??" HRM Issues/Diversification Strategies
Criteria
0
Unacceptable
20
Developing
30
Competent
40
Exemplary
1. Discuss the trends in steel industry and how it may impact Nucors strategy.
Does not attempt assignment, nor the steel industry trends and its impact on strategy.
The steel industry trends were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified.
The steel industry trends were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed.
The steel industry trends were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.

2. Discuss the organizational and management philosophy at Nucor.
Does not attempt assignment, nor discusses the organizational and management philosophy and its impact on strategy.
The organizational and management philosophy elements were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified.
The organizational and management philosophy elements were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed.
The organizational and management philosophy elements were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.
3. Identify 3 HRM issues related to strategy implementation and recommend actions to address these issues.
No issues were discussed.
One issue was discussed.
Two issues were discussed.
Three issues were discussed.
4. Recommend whether a related or unrelated diversification should be used.
Does not attempt assignment, nor a related or unrelated diversification elements and its impact on strategy.
The related or unrelated diversification elements were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified.
The related or unrelated diversification elements were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed.
The related or unrelated diversification elements were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.
5. Based on the recommended diversification strategy, identify the organizational structure issues the company would need to address to implement the strategy.
Does not attempt assignment, nor discusses the organizational issues and its impact on strategy.
The organizational structure elements were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified.
The organizational structure elements were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed.
The organizational structure elements were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.
6. Clarity
Did not complete the assignment or explanations are unclear and not organized.
(Major issues)
Explanations generally unclear and not well organized.
(Many issues)
Explanations generally clear and/or organized. (Minor issues)
Explanations very clear and well organized.
(Added helpful details.)
7. Writing ??" Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage.
Did not complete the assignment or 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Major issues)
6 - 7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Many issues)
4 - 5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Minor issues)
0 - 3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage.






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In the 1950s and early 1960, Nuclear Corporation of America was involved in the nuclear instrument and electronic business. After suffering through several money losing years and facing bankruptcy in 1964, the companys board of directors opted for new leadership and appointed F. Kenneth Iverson as president and CEO. Shortly thereafter, Iverson concluded that the best way to put the company on sound footing was to exit the nuclear instrument and electronics business and rebuild the company around its profitable South Carolina base Vulcraft subsidiary, which was in the steel joist business. Iverson had been the head of Vulcraft prior to being named president. Iverson moved the companys headquarters from Phoenix, Arizona, to Charlotte, North Carolina, in 1966 and proceeded to expand the joist business with new operations in Texas and Alabama. Then in 1968, management decided to integrate backward into steelmaking, partly because of the benefits of supplying its own steel requirements and partly because Iverson saw opportunities to capitalize on newly emerging technologies to produce steel more cheaply. The company adopted the name Nucor Corporation in 1972, and Iverson initiated a long-term strategy to grow Nucor into a major player in the U.S. steel industry.
By 1985, Nucor had become the seventh largest steel company in America, with revenues of $758 million, six joist plants, and four state-of-the-art steel mills that used electric arc furnaces to produce new steel products from recycled scrap steel. Nucor was regarded as an excellently managed company, an accomplished low-cost producer, and one of the most competitively successful manufacturing companies in the country. A series of articles in the New Yorker related how Nucor, a relatively small American steel company, had built an enterprise that led the whole world into a new era of making steel with recycled scrap steel. NBC did a business documentary that used Nucor to make the point that American manufactures could be successful in competing against low-cost foreign manufacturers.
At the turn of the century, Nucor was the second largest steel producer in the United States and charging to overtake longtime leader U.S. Steel. Nucors sales in 2000 exceeded 11 million tons, and revenues were nearly $4.8 billion. Several years thereafter, Nucor surpassed U.S. Steel as the largest steelmaker in North America, but Nucor fell back into second place in 2006 when a global steel company in Europe made a series of acquisitions in the United States to create a U.S. based subsidiary (Mittal Steel USA) with greater production capacity than Nucor. (However, Nucor shipped more tons of steel to customers in 2005 than did Mittal Steel.) At the end of 2006, Nucor was solidly entrenched as the second largest steel producer in North America based on total production capacity, with 18 plants having the capacity to produce 25 million tons of steel annually, 2006 revenues of $14.8 billion, and net profits of $1.8 billion. It was the most profitable steel producer in North America in both 2005 and 2006. The company was regarded as the low-cost steel producer I the United States and one of the most efficient and technologically innovative steel producers in the world. Nucor had earned a profit in every quarter and every year since 1966, a truly remarkable accomplishment in a mature and cyclical industry where it was common for companies to post losses when demand for steel sagged. Going into 2007, Nucor had paid a dividend for 135 consecutive quarters.

Using the above information as a reference; use the below questions as heading, write a 5 page paper(not including graphs, charts, figures, or tables); double spaced, Times New Roman font (size 12), one inch margins on all sides, APA format, on the analysis of: Nucor Corporation

NOTE: All references need to be according to APA format

1. Discuss the trends in the steel industry and how it may impact Nucors strategy.

2. Discuss the organizational structure and management philosophy at Nucor.

3. Identify three HRM issues related to strategy implementation and recommend actions to address these issues.

4. Based on the situation, recommend whether a related or unrelated diversification should be used by the company. Provide supporting rationale.

5. Based on your recommendation for related or unrelated diversification, identify the organizational structure issues that the company would need to address to implement that diversification.

Conduct an analysis of Case #10 Nucor Corporation and prepare a (4-5 page report).
Discuss the trends in the steel industry and how it may impact Nucors strategy.
Discuss the organizational structure and management philosophy at Nucor.
Identify three HRM issues related to strategy implementation and recommend actions to address these issues.
Based on the situation, recommend whether a related or unrelated diversification should be used by the company. Provide supporting rationale.
Based on your recommendation for related or unrelated diversification, identify the organizational structure issues that the company would need to address to implement that diversification.
The assignment will be graded using the following rubric:
Outcomes Assessed
Grading Rubric for Assignment # 4 ??" HRM Issues/Diversification Strategies

Criteria 0
Unacceptable 20
Developing 30
Competent 40
Exemplary
1. Discuss the trends in steel industry and how it may impact Nucors strategy. Does not attempt assignment, nor the steel industry trends and its impact on strategy. The steel industry trends were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified. The steel industry trends were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed. The steel industry trends were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.
2. Discuss the organizational and management philosophy at Nucor. Does not attempt assignment, nor discusses the organizational and management philosophy and its impact on strategy. The organizational and management philosophy elements were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified. The organizational and management philosophy elements were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed. The organizational and management philosophy elements were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.
3. Identify 3 HRM issues related to strategy implementation and recommend actions to address these issues. No issues were discussed. One issue was discussed. Two issues were discussed. Three issues were discussed.
4. Recommend whether a related or unrelated diversification should be used. Does not attempt assignment, nor a related or unrelated diversification elements and its impact on strategy. The related or unrelated diversification elements were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified. The related or unrelated diversification elements were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed. The related or unrelated diversification elements were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.
5. Based on the recommended diversification strategy, identify the organizational structure issues the company would need to address to implement the strategy. Does not attempt assignment, nor discusses the organizational issues and its impact on strategy. The organizational structure elements were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified. The organizational structure elements were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed. The organizational structure elements were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.
6. Clarity
Did not complete the assignment or explanations are unclear and not organized.
(Major issues) Explanations generally unclear and not well organized.
(Many issues) Explanations generally clear and/or organized. (Minor issues) Explanations very clear and well organized.
(Added helpful details.)
7. Writing ??" Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage.
Did not complete the assignment or 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Major issues) 6 - 7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Many issues) 4 - 5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Minor issues) 0 - 3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage.


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What is Public Administration?
In a book chapter by Marc Holzer called-Five Great Ideas in Public Administration there is a diagram of a four quadrant framework that represents a framework for the field of public administration. Holzer goes beyond naming the horizontal and vertical axes and uses four models to describe the quadrants of the framework.
POLITICAL/EXTERNAL
SUBJECTIVE/Uncertain/Flexible OBJECTIVE/Certain/Controlled
1. Politics & Policy Making | 2. Honest Business-like (& economical model)
3. Human Behavior Model | 4. Classic Management Models
(Open Organizations) (Closed Orgaizations)
ORGANIZATIONAL INTERNAL

1. 50% of the paper should be to create new names for each quadrant (the number portions of the diagram above (1-4). You can be creative and discuss how it is applicable to managing
public (government and nonprofit) programs. Be sure to cite at least one author from Shafritz and Hyde (Classics of Public Administration) as you define each quadrant.

2. The other 50% of the paper should be to describe your own personal management Philosophy including your thoughts about the role of government and non profit organizations in society. Where does your personal management philosophy fit on the public administration framework. Why? This is not an all or nothing proposition, chances are your management philosophy will encompass more than one quadrant, but you will probably favor one more than the others. This should all be part of your philosophy.
This should be a structured paper.
I can provide resource material if needed but it all comes from two books (mostly the 2nd).
1. Public Administration and Public Affairs by Nicholas Henry ..11th edition is most recent (chapters 1,2,3, 5,9, 10 and 12).
2. Classics of Public Administration by Jay M. Shafritz & Albert C. Hyde
Part 1. The study of Administration (Woodrow Wilson)
Scientific Management (Frederick W. Taylor)
Bureaucracy (Max Weber)
The Giving of Orders (Mary Parker Follett)
Part 2. Notes on the Theory of Organization (Gulick)
The Lack of a Budgetary Theory (V.O.Key, Jr.)
A Theory of Human Motivation (A.H.Maslow)
The Proverbs of Administration (Herbert A. Simon)
The Administrative State: Conclusion (Dwight Waldo)
The Human Side of Enterprise (Douglas Murray McGregor
Part 3. Organizations and the System Concept (Daniel Katz and Robert Kahn)
The Road to PPB: The Stages of Budget Reform (Allen Schick)
Rescuing Policy Analysis from PPBS (Aaron Wildavsky)
Toward a New Public Administration (H.George Frederickson)
Part 4. Public and Private Management: Are They Fundamentally Alike in all Unimportant
Respects? (Graham T. Allison)
Street-Level Bureaucracy: The Critical Role of Street Level Bureaucrats
(Michael Lipsky)
Democracy and the Public Service: The Collective Services (Frederick C. Mosher)

Of course I do not need all of the above referenced or cited and used int he paper. I am simply providing this information so you are aware of exactly what parts of each book was addresses. What you choose to use and look at is up to you as long as it is from the above mentioned readings. This is a Masters Level structured essay and requires critical and creative thinking related to Public Administration. Please feel free to contact me if any further information is needed. I attempted to provide as much information as possibly and while it may be difficult to apply this to only three pages it is necessary because this is only part of an assignment in which I am seeking assistance on. The rest I can manage.

Essay Topic: Theory Versus Creativity in Design
Many renowned management philosophers developed models that existed outside the paradigms in which they lived. As these notions overtook dominant paradigms, however, they became the standard of management thought.
Note. Students may find it useful to reflect on discussions and assignments regarding innovation. Students? beliefs, values, and assumptions have changed throughout the program, and they often yield a deeper understanding of course concepts.
Write a 1,750- to 2,100-word paper in which you discuss and recommend approaches to creative tension between existing management philosophies and the ability to create new business models. Address the following questions:
? How do leaders integrate innovative principles while adhering to industry and market mandates?
? How may an organization operate and thrive in a paradigm that does not match the current model?
? Include how you addressed the following American Evaluation Association (AEA) principles when writing your report:
o Systematic inquiry
o Competence
o Integrity and honesty
o Respect for all people
o Responsibilities for general and public welfare
Refer to the AEA principles below and Format your paper consistent with APA guidelines.

AEA Principles & Systems Management

The American Evaluation Association developed the following Guiding Principles for Evaluators:

? ?Systematic Inquiry: Evaluators conduct systematic, data-based inquiries? (American Evaluation Association, 2004).

o Systems management promotes following an evidence-based, structured step-by step approach to problem analysis.
o By using systematic inquiry and an organized approach, managers uncover a deeper understanding of the complex strategic issues that they face on a daily basis.

? ?Competence: Evaluators provide competent performance to stakeholders? (American Evaluation Association, 2004).

o Knowledge, understanding, and application of business concepts leads to quality business decisions.
o Competent systems managers fully understand the interrelatedness of people, processes, and technologies affecting all stakeholders. This is the backbone of systems management..

? ?Integrity/Honesty: Evaluators display honesty and integrity in their own behavior, and attempt to ensure the honesty and integrity of the entire evaluation process? (American Evaluation Association, 2004).

o Following the principles of honesty and integrity means that systems managers consistently maintain high ethical standards in everything they do.
o This also means promoting a transparent corporate climate. This is more than lip service - it means actual disclosure of goals and objectives and how they are reached.

? ?Respect for People: Evaluators respect the security, dignity and self-worth of respondents, program participants, clients, and other evaluation stakeholders? (American Evaluation Association, 2004).

o Systems managers create an effective working climate within the organization.
o They strive to establish mutually beneficial relationships with all stakeholders.

? ?Responsibilities for General and Public Welfare: Evaluators articulate and take into account the diversity of general and public interests and values that may be related to the evaluation? (American Evaluation Association, 2004).

o Systems managers take responsibility for promoting corporate citizenship and social responsibility.
o This means they conduct business in a way that impacts the quality, the environment, and the organization?s social accountability all in a positive way.

References

American Evaluation Association. (2004). American evaluators association guiding principles for evaluators. American Evaluation Association. Retrieved from http://www.eval.org/p/cm/ld/fid=51

750 -1000 word Essay is to respond to the following specific statements:
a) Discuss how the Fast-Track MBA Graduate program will relate to your professional goals.
I have been in social services for over 15 years, presently in supervision. I am a cercified social worker. I like to help people resolve their problems. I feel good when I am able to assist a family to stay together. I want to improve in my ability so as to manage multiple responsibilities simultaneously. I foresee the blending of the knowledge of medical cases and social work in my agency, therefore I plan to continue my education by going to grad school, beyond that, a R. N. degree. This will allow me to affect change in the delivery of social services to families.

My objective is to implement a multi-dimensional approach, using a medical perspective which coincides with a psychological perspective when making assessments, and applying both perspectives as helping strategies in the home of families that are at risk for of or are acussed of child abuse. I seek to enhance the direct service providers that go into the homes to provide services by giving said providers a dual perspective when they use professional models to help families.
I would like to consult in the area of child protective services.

b) Discribe your leadership role in a significant professional or organizational accomplishment in your work experience.
I have good people skills with the ability to foesee a problem situation clearly and objectively. Ican take charge as a forward moving problem solver. This results in a peaceful progressive staff who trust me to move ahead and accomplish a job with few problems. I enjoy working with staff and client/customer especially on court and child welfare mediation cases within the inner city. I want to empower people to understand thee responsibilities in child rearing expectations and techniqes. want to help people learn to cope and resolve problems that threaten to break up their families.

My Professional Skills
Adaptability-Proven adaptability and expertise working with multi-cultural populations.
Analytical- Developed keen analytical skill especially in thinking and reasoning having dealt with a diversity of professionals, clients and professional staff.
Supervision- Supervised 7 skilled professional case managers who carried 30-40 families each. I provided and encourage in-services training and professional growth.
Interpersonal- Ability to work well with others, in both supervisory and support staff roles. Through positive attitude, listening, trustworthy and effective problem solver.
Leadership- Direct the performance and activities of staff by setting an example of ethical trustworthy character.
Management- Adept at managing multiple responsibilities simultaneously. Ensuring project completed accurately and in a timely fasion. Easilyimplemented through leadership qualities through a precise and exacting attitude tempered with warm, friendly manner calculated to elicit maximum cooperation from others. I am a student of Stephen R. Covey management philosophy.
Organization- Goal-directed, meet deadlines, good under pressure, detail oriented, and strong on follow-up.

Professional Experience
State of New Jersey Division of Youth & Family Services
Supervisising Family Services Specialist II Jan. 1998- Present
Family Services Specialist III Dec. 1991 - Jan. 1998
Accompliishments:
* Directed seven professional case managers
* Significantly reduced NJ liability and number of negative family incidents through quality management, training and communication
* Coordinated services with other professional agencies and providers
* Acted as liasion between our state agency and coust, police and hospitals
* Used statistical analysis to review performance, evaluate and plan strategy
* Recommended policy and procedure changes
* Performed 1000+ crisis interventions
* Investigated 1000+ neglect/abuse referrals

State of New Jersey '' The Office of the Public Guardian''
Project Specialist/Manager 1990-1991
Accomplishments:
*Provided counseling advocacy, case management services for incompetent elderly and abused senior citizens
* Initiated and maintained linkage with social service agencies statewide
* Assessed individual client cognitive, physical and emotional functioning and generated care plans based on findings

Meadow View Nursing & Convalescent Center
Admissions Coordinator 1987-1990
Accomplishments:
* Complete responsibility for the day to day management of a 60 bed residential unit

Education:
Eastern University Bachelor of Arts, Major: Organizational Management 2002
Fast-Track program completed in 18 months
GPA 3.61

Certified Social Worker, State of New Jersey License SW 10997
Other Recognition- Charter Member of the Pennsylvania Medical Society Patient Advisory Board 2000 - Present
Recognized for outstanding contribution to- Child Abuse Prevention 1995
Eastern Univ ersity -Received the Perseverance Award for overcoming great odds with courage and tenacity to finish my degree 2002 ( I have a chronic debilitating disease but it will not stop me from reaching my goal)

I feel the MBA program will help me develop and strengthen hard to measure attributes such as individial intiative, and the ability to see clear paterns and opportunities in apparent caos. As well as succeed within today''s business climate and conquer tomorrow''s unknown. I believe that an organization''s success depends on how well managers/supervisors at every level are able to predict the changes that will occur, and understand how to use those changes to their advantage.

I conclusion, Stuart Mills said, "The only way in which a human being can make some approach to knowing the whole of a subject is by hearing what can be said about it by persons of every varity of opinion and studying all modes in which it can be looked at by every character of mind. No wise man ever acquired his wisdom in any mode but this. The very reason for my varied studies social work, MBA, and
RN because I foresee the blending of these field in order to be successful as a consultant in child protection.

The essay should make me look as attractive as possible. For example, point out what is special, unique, distictive and or impressive about me. The obstacles or hardship overcome and personal characteristics like integgity, compassion, and persistence. Highlight skills like leadership, analytical ability. Tell why I would be a strong candidate for graduate school and more successful and effective in my professional/field than other applicants. Address what are the most copelling reasons for the admission committee to be interested in me.

Create a value compass that describes the four quadrants in accord with the Total Quality Management philosophy. A minimum of four outcome statements for each quadrant that clearly differentiated between process and outcome~this should be on one page. Then in a 2 page essay please articulate the definition of a value compass, discuss the value as well as when and how a value compass should be used in an acute care clincal setting. (prefer if compass is about something like patients treated for pneumonia in a hospital setting~see faxed article for more detail).
There are faxes for this order.

Write a word paper that describes the impact of organizational life cycle on management philosophies and practices, based on your research.

Paper should address the following questions.

a. What are the key challenges that occur during the start-up phase in an organization? What can managers do to respond to these challenges?

b. What are the key management challenges during the growth phase of the organization? How can managers respond to the internal and external challenges that arise?

c. What are the key management challenges that occur when an organization is in the maturity phase? How can managers respond to the internal and external challenges that arise?

d. How are the challenges in the growth phase different from those in the maturity phase? What are the implications of those differences?

e. Is it possible to rejuvenate an organization that has reached the ?decline? phase? What are the challenges of doing so and what can managers do to overcome those challenges?

f. What stage do you believe best describes your organization at this point? Why? What evidence do you see of that?

Compose a position paper that presents your philosophical assumptions and beliefs concerning classroom management. Your position paper should communicate your classroom management philosophy about:
instructional strategies;

curriculum components;

classroom rules/procedures, consequences, and rewards;

student and teacher relationships;

administrative and parental influences

Part 1

1) Utilizing a SWOT Analysis, identify the following features for your organization: Target

Strengths
Weaknesses
Opportunities
Threats

B. Based upon your SWOT conclusions, identify and name one grand strategy and support your choice.

C. Assume that your company Target will grow in the future through strategic acquisition. Identify and compare/contrast the two primary approaches of Portfolio and Synergy, their strengths and weaknesses as applied to your company.

Utilizing your own strategic management philosophy, text resources and personal history, identify and support your answers to the following:
Two significant short-term strategic recommendations for your company.
Identify two functional tactics you recommend for each of these short-term strategic recommendations made.
Leadership is central to creating sustainability in any strategy direction or change initiative. Identify the role of leadership in your organization and how it encourages or discourages strategic efforts. Use the text as your basic resource.
?How can you, as our new leader, make our company innovative and entrepreneurial??

Summary and Conclusions
Demonstrate what it is you have learned as you applied the course material to your company and how this impacts your thinking for the future. This should only be one or two paragraphs.



Part 2
2)If you believe we are going into a recession, what goods and services would you produce and why. When the recession ends would you continue to produce the same products or services? If not, what would you produce at that point and why.

Based on your judgment, is the new Welfare Reform Act working, why or why not? How would you change it, if it needs changing.

List and explain how Unions today are protecting their members and increasing their members' compensation as well as promoting efficiencies and inefficiencies in our economy. Give at least three examples. Also, in your opinion, is a Virtual Strike (research on Internet) effective/practical and explain.

Thisis a book report paper " Nuts! Southwest airline"
Twenty-five years ago, Herb Kelleher reinvented air travel when he founded Southwest Airlines, where the planes are painted like killer whales, a typical company maxim is "Hire people with a sense of humor," and in-flight meals are never served--just sixty million bags of peanuts a year. By sidestepping "reengineering," "total quality management," and other management philosophies and employing its own brand of business success, Kelleher's airline has turned a profit for twenty-four consecutive years and seen its stock soar 300 percent since 1990.
Today, Southwest is the safest airline in the world and ranks number one in the industry for service, on-time performance, and lowest employee turnover rate; and Fortune magazine has twice ranked Southwest one of the ten best companies to work for in America. How do they do it?

With unlimited access to the people and inside documents of Southwest Airlines, authors Kevin and Jackie Freiberg share the secrets behind the greatest success story in commercial aviation. Read it and discover how to transfer the Southwest inspiration to your own business and personal life.

*** I will fax the professor reqire sheet to you
There are faxes for this order.

TITLE: ORGANIZATIONAL ANALYSIS COMMANDER CARRIER GROUP SEVEN; UNITED STATES NAVY
Organizational Analysis Paper.
1. Write a 5 page, APA FORMAT, 12/ARIAL, organizational analysis paper on your organization (COMMANDER CARRIER GROUP, UNITED STATES NAVY) covered from the documentation below.
2. This paper should express your sociological view introduced in this course have impacted your perceptions.
3. Ref: J. Post, A. Lawrence, & Weber J (Eds.), Contemporary Business Issues with Readings (9th ed., pp. 1-247). 1999. New York: McGraw-Hill Primis Custom Publishing.
-------------------------------------------------------------
COURSE OBJECTIVES
Business Organizations in Society
? Recognize the roles and responsibilities that a business has within the community.
? Analyze the contemporary relationship between business and society.
? Describe how capitalism has influenced the role of business in society.
? Differentiate between the social realities of high- and low-income workers.
Organizations and the Ethical Environment
? Analyze how ethics play a part in business decisions.
? Examine the underlying issues of an organization?s mission statement.
Business Organizations and Government in a Global Society
? Examine the impact of globalization on business practices.
? Recognize the issues resulting from diverse groups entering American business organizations.
The Business Organization and the Individual
? Examine the relationship between employer and employee.
? Illustrate how entitlement impacts organizational culture.
? Recognize recent changes in philosophy regarding employee rights and responsibilities.
Social Issues
? Identify family issues that impact the work environment.
? Examine the impact of underlying social processes on business organizations.
Technology Issues
? Examine the impact of technology on contemporary organizations.
? Compare the past and present influence of technology on business organizations.
-------------------------------------------------------------
THE COPORATION AND ITS STAKEHOLDERS
1. Why are business, government, and society an interactive system?
a. Business decisions impact society (general public)
b. Government decisions impact business
c. Both government and Business impact the general public
2. What kind of involvement does business have with other segments of society?
a. Business and society decisions have a social impact society can influence whether a business firm will prosper or fail. Businesses will fail if the people and government demand to much and the people will fail when the Business fails by losing jobs and products.
3. Who are corporation?s primary and secondary stakeholders?
a. PRIMARY (directly)
1. WHOLESALERS
2. EMPLOYEES
3. STOCKHOLDERS
4. CREDITORS
5. SUPPLIERS
6. CUSTOMERS
7. COMPETITORS
b. SECONDARY (indirectly)
1. LOCAL COMMUNITIES
2. FEDERAL/STATE/LOCAL GOVERNEMENT
3. FOREIGN GOVERNEMENTS
4. SOCIAL ACTIVIST GROUPS
5. MEDIA
6. BUSINESS SUPPORT GROUPS
7. GENERAL PUBLIC
4. Why are stakeholders important to a corporation and how can they affect its success?
a. Stakeholders may damage or halt a company?s operation, but they can come to aid and support a company that is in trouble. Stakeholders can exercise their economic, political, and other powers in ways that benefit or challenge the organization.
5. What major forces of change are reshaping the business environment for companies?
a. FORCE 1: Strategic and Social Challenges, Strategic rethinking or reengineering business operations
b. FORCE 2: Ethical Expectations and Public Values, the public wants corporate manager to apply ethical principles in business decisions
c. FORCE 3: Global Economic Change,
d. FORCE 4: The Changing Role of Government and Public Policy, democratic reforms, eg glasnost (openness) and perestroika (reform, reconstruction and renewal) in the Soviet Union
e. FORCE 5: Ecological and Natural Resource Concerns, strike a balance between industrial production and nature?s limits
f. FORCE 6: Technology and New Knowledge,
6. How do globalization, ecological concerns, and ethical norms affect corporate stakeholders? Companies should have a strategy that combines business goals and broad social interests.
-------------------------------------------------------------
BUSINESS AND PUBLIC ISSUES
1. Why do the expectations of stakeholders matter to organizations and managers?
a. If expectations are unmet, it can trigger an action that can put pressure on business and government
2. What is the life cycle through which public issues evolve?
a. PHASE 1 CHANGING STAKEHOLDER EXPECTIONS
b. PHASE 2 POLITICAL ACTION
c. PHASE 3 FORMAL GOVERNMENT ACTION
d. PHASE 4 LEGAL IMPLEMENTATION
3. What is the mission and purpose of a company?s public affairs function?
a. Collecting and analyzing the social and political environment
4. What strategies can an organization use to cope with specific public issues?
a. Develop a proactive strategy to address public issues
5. What activities make up an issues management system?
a. ISSUE IDENTIFICATION-scanning newspapers
b. ISSUES ANALYSIS-identify the facts and analysis
c. POLICY OPTIONS- develop course of actions
d. PROGRAM DESIGN- design and implement
6. What are the elements of effective crisis management?
a. Respond to short-term and immediate shocks; accidents, distress
7. What must a company do to strategically manage its stakeholder relations?
a. Be aware of company stakeholders
b. Proactive thinking and planning ahead
c. Company should manage issues carefully and consistently
-------------------------------------------------------------
Corporate Social Responsibility
1. What is the basic meaning of corporate social responsibility?
a. Means that a corporation should be held accountable for any of its actions that effect people, their communities, and their environment.
2. Where and when did the idea of social responsibility originate?
a. Adopted by business leader early twentieth century, considering all corporate stakeholders when making business decisions
3. What must a company do to be considered socially responsible?
a. Philanthropic contributions (charity principle)
b. Business manager act a public trustee recognizing that business and society are intertwined and interdependent (stewardship principle)
c. Employee volunteerism
4. Is corporate social responsibility practiced by businesses around the world?
a. Yes, however they reflect cultural values and traditions of their particular country
5. What are the limits of corporate social responsibility?
a. Legitimacy
b. Costs
c. Efficiency
d. Scope and Complexity
6. How does business meet its economic and legal obligations while being socially responsible?
a. Following an enlightened self-interest approach, a firm may be economically rewarded while society benefits from the firm?s actions.
b. Abiding by legal requirements can also guide businesses in serving various groups in society.
c. Managers should consider all of the company?s stakeholders and their interests.
-------------------------------------------------------------
Socially Responsive Management
1. What groups and social forces changed the way management responds to the social environment?
a. Consumer advocates
b. Environmentalists
c. Anti-War Activist
d. African-American groups
e. Women groups
f. Communities protested
2. What influences and forces should be monitored by managers when developing a socially responsive program?
a. The processes a firm establishes to address social demands initiated by corporate stakeholders within the macroenvironment of business segments
i. Economic Segment
ii. Political Segment
iii. Social Segment
iv. Technological Segment
3. What are the stages in the model of social responsiveness?
a. Policy Stage
i. Aware of the surrounding environment
b. Learning Stage
i. Identify the social problem
ii. Specialized learning
iii. Administrative learning
c. Organizational commitment Stage
i. Normal part of doing business
4. What elements are critical for a business to effectively manage the corporate social environment?
a. Top Management philosophy
b. Socially responsive Strategy
c. Socially responsive structure
d. Line manager involvement
5. Can a firm?s management of the social environment be assessed?
a. Corporate social audits
b. Performance audits
-------------------------------------------------------------
MISSION STATEMENT

COMMANDER CARRIER GROUP MISSIONS are to plan and conduct operations/exercises in surface, subsurface, and air strike warfare as directed by the numbered Fleet Commander as well as participate in the development of tactical doctrine. In addition, provide assistance to the Type Commanders in the preparation of employment schedules and to supervise operational training and all elements of combat effectiveness. Further the staff will ensure that assigned ships are maintained at the highest possible standard of operational and material readiness.
-------------------------------------------------------------
Mission statement Activity Sheet
Question #1: Do you believe the mission of your organization truly reflects what the organization actually does? Why or why not?
Answer # 1: The mission statement truly reflects the organizational activities as it gives a guideline as well that what the staff is expected to do and the highest level of commitment that is needed for the job. Obviously the organization do a lot more than the activities mentioned, for e.g., strategically and security analysis but the main job is, whatever the work is do it effectively.
Question #2: What impact do the mission statements in your group have on the employees in the organization? For example, are employees specifically mentioned in any of the mission statements? How is the impact felt?
Answer # 2: The vision of a company can not completed by considering its employees. When we talk about the preparation of employment schedules, supervising operational training and combat effectiveness, we highlight the importance of human capital in our organization.
Question #3: What impact do the mission statements in your group have on society at large? (This includes local, state, national, and even international society.)
Answer # 3: The impact of the mission statement can be felt in the organization as different department work together to achieve the goals as stated in the mission statement. If we talk in a broader term this impact can be felt at the societal level, as it requires them to work efficiently and effectively. Internationally it acts as torchbearer for all naval forces who are working outside the country. The mission statement is essential for the organization, as the people know how and where to efficiently use their human resources.
Question #4: For each of the mission statements, is the organization?s emphasis on: 1) people, 2) productivity, 3) money, 4) principle, or 5) some other emphasis? Who is the target audience for the mission statement?
Answer # 4: The mission statement targets mainly the employees of the organization. It gives them motivation and a clear vision. In fact it emphasize on productivity by people who abide by the principle. If we take an overview of the statement, it is a comprehensive guideline that specify a general job description, requires discipline and high level of commitment and alertness from the staff.
Question #5: Pick out "key words" in each statement that are meant to define impacts on social processes and/or society in some way. Key words are action words or phrases that set the tone for the statement. (Some key words are: ethics, profit, respect, community, vision, etc.)
Answer # 5: Some key words mentioned in the mission statement are tactical doctrine, assistance, effectiveness and highest possible standard. One can clearly understand by these terms that sheer hard working and devotion could be the key to success in the organization.

***Would like writer - Writer?s

Prepare a word paper in which you explain the following key concepts and terminology: Provide examples of how these concepts and terms relate to your workplace.

1) Organizational behavior
2) Organizational culture
3) Diversity
4) Communication
5) Organizational effectiveness and efficiency
6) Organizational learning

** Work place - I work for an International Credentials Services as a Credential Specialist. The International Credentials Services promotes quality health care for the public by certifying international medical graduates for entry into U.S. graduate medical education, and by participating in the evaluation and certification of other physicians and health care professionals.

Communication is with diverse doctors from a wide range of nations (i.e. South Africa, India, British Columbia, Iran, Iraq, China, Cuba, Segal ect?

****Below are chapter summaries to aid in writing?

Chapter 1 Study Guide
Summary

1. What is organizational behavior and why is it important?
?Organizational behavior is the study of individuals and groups in organizations.
?Dramatic changes signal the emergence of a new workplace with high technology, global competition, demanding customers, and high performance systems.
?Valuing diversity and respecting differences is a key theme in OB; workforces are increasingly diverse in terms of gender, race and ethnicity, age, able-bodiedness, and sexual orientation.
2. How do we learn about organizational behavior?
?Organization learning is the process of acquiring knowledge and utilizing information to adapt successfully to changing circumstances.
?Learning about organizational behavior involves more than just reading a textbook; it also involves a commitment to continuous and life-long learning from experience.
?OB is an applied discipline based on scientific methods and that uses a contingency approach recognizing that management practices must fit the situation.
3. What are organizations like as work settings?
?An organization is a collection of people working together in a division of labor for a common purpose ?to produce goods or services for society.
?As open systems, organizations interact with their environments to obtain resources that are transformed into outputs returned to the environment for consumption.
?The resources of organizations are material ?such as technology, capital, and information, as well as human ?the people who do the required work.
4. What is the nature of managerial work?
?Managers in the new workplace are expected to act more like ?coaches ?and ?facilitators ?than as ?bosses ?and ?controllers.?
?An effective manger is one whose work unit, team, or group accomplishes high levels of performance that are sustainable over the long term by enthusiastic workers.
?The four functions of management are (1) planning ?to set directions, (2) organizing ?to assemble resources and systems, (3) leading ?to create workforce
enthusiasm, and (4)controlling ?to ensure desired results.
?Managers fulfill a variety of interpersonal, informational, and decisional roles
while working with networks of people both inside and outside of the organization.
?Managerial performance is based on a combination of essential technical, human, and conceptual skills.
5. How do ethics influence human behavior in organizations?
?Ethical behavior is that which is accepted as morally ?good ?and ?right ?instead of ?bad ?or ?wrong.?
?Ways of thinking about an ethical behavior include the utilitarian, individualism, moral-rights, and justice views.
?The workplace is a source of possible ethical dilemmas in which people may be asked to do or are tempted to do things that violate ethical standards.
?Organizational social responsibility is the obligation of organizations as a whole to act in ethical ways.
?The insights of OB can help build and maintain high performance organizations that offer their members a high quality of work life.

Chapter 13 Study Guide
Summary

1. What is organizational culture?
?Organizational or corporate culture is the system of shared actions, values, and beliefs that develops within an organization and guides the behavior of its members.
?Corporate culture can assist in responding to both external adaptation and internal integration issues.

?Most organizations contain a variety of subcultures, and a few have countercultures that can become the source of potentially harmful conflicts.
?Organizational cultures may be analyzed in terms of observable actions, shared values, and common assumptions (the taken-for-granted truths).

2. What are the observable aspects of organizational culture?
?Observable aspects of culture include the stories, rites, rituals, and symbols that are shared by organization members.

?Cultural rules and roles specify when various types of actions are appropriate and where individual members stand in the social system.

?Shared meanings and understandings help everyone knows how to act and expect others to act in various circumstances.

3. How do values and assumptions influence organizational cultures?

?Common assumptions are the taken-for-granted truths that are shared by collections of corporate members.

?Some organizations express these truths in a management philosophy that links
key goal-related issues with key collaboration issues into a series of general ways
in which the firm will manage its affairs.

4. How can the organizational culture be ?managed,? ?nurtured, ?and ?guided ??
?The management philosophy is supported by a series of corporate myths.

?Executives may manage many aspects of the observable culture directly.

?Nurturing shared values among the membership is a major challenge for executives.

?Adjusting actions to common understandings limits the decision scope of even the CEO.

5. How can the process of organizational development enhance organizational culture?

?All managers may use organizational development (OD) techniques in their attempts to manage nurture, and guide cultural change.

?OD is a special application of knowledge gained from behavioral science to create a comprehensive effort to improve organizational effectiveness.

?OD has both outcome goals, with respect to improved task accomplishments, and process goals, with respect to improvements in the way organization members work together.

?With a strong commitment to collaborative efforts and human values, OD utilizes basic behavioral science principles with respect to individuals, groups, and organizations.

?Organization wide interventions include survey feedback, confrontation meetings, structural redesign, and collateral organization.

?Group and intergroup interventions include team building, process consultation, and intergroup team building.

?Individual interventions include sensitivity training role negotiation, job redesign, and career planning.

Chapter 19 Study Guide
Summary

1. What is organizational change?

?Planned change takes place because change agents, individuals and groups, make it happen to resolve performance problems or realize performance opportunities.

?Transformational change radically shifts fundamental aspects of organizations
such as purpose and mission, beliefs and values, strategies, and structures.

?Organizational targets for planned change include purpose, strategy, culture,
structure, people, tasks ,and technology.

?The planned change process requires attention to the three phases ?unfreezing, changing ,and refreezing.

2. What change strategies are used in organizations?

?Change strategies are the means change agents use to bring about desired change in people and systems.

?Force ?coercion change strategies use position power to bring about change through direct command or through rewards and punishments.

?Rational persuasion change strategies use logical arguments and appeals to knowledge and facts to convince people to change.

?Shared-power change strategies involve other persons in planning and implementing change.

3. What can be done about resistance to change?

?Resistance to change should be expected and not feared; it is a source of feedback that can be used to improve a change effort.

?People usually resist change because they are defending something of value;they
may focus their resistance on the change itself,the change strategy,or the change
agent as a person.

?Strategies for dealing with resistance to change include education and communication, participation and involvement, facilitation and support, negotiation and agreement, manipulation and cooptation, and explicit or implicit coercion.

4. How do organizations innovate?

?Innovation is the process of creating new ideas and then implementing them in

?Product innovations result in improved goods or services; process innovations result in improved work methods and operations.

?Steps in the innovation process normally include idea generation, initial
experimentation, feasibility determination, and final application.
?Common features of highly innovative organizations include supportive strategies,
cultures, structures, staffing ,and senior leadership.

5. How does stress affect people at work?

?Stress emerges when people experience tensions caused by extraordinary

?Work-related stressors arise from such things as excessive task demands, interpersonal problems, unclear roles, ethical dilemmas, and career disappointments.

?Nonwork stress can spill over to affect people at work; nonwork stressors may be traced to family situations, economic difficulties, and personal problems.

?Personal stressors derive from personality type, needs, and values, and can influence how stressful different situations become for different people.

?Stress can be managed by prevention ?such as making adjustments in work and nonwork factors; it can also be dealt with through personal wellness ?taking steps to maintain a healthy body and mind capable of better withstanding stressful situations.

I have included 2 questions to be answered completely separate from one another. Each answer should be two pages long. For the first question I have also attached a reading to which you have to refer to. The second question is totally separate from the first question and does not have to refer to the reading. Both of questions have to be answered as proper university essays with thesis statements. For the first question please use the article attached only (no other sources). The second question is based upon personal thoughts and you can also use arguments based on business ethics or corporate social responsibility. The second question does not require any outside resources either.

Question 1: Explain whether the classical school of management or the behavioural school of management is more suitable for General Motors by examining the contingency factors for management philosophies. Make clear reference to the nature of this organization and explain any assumptions you make.

Question 2: Employees are solely responsible for their unethical behaviour.
Explain in detail with examples whether you agree or disagree with this statement.
There are faxes for this order.

Six sigma was not invented by Motorola, as many people think, but it is simply a statistical tool (or combination of tools) derived from the concepts of standard deviation and variance that have been in existence for quite some time. The company just applied the principles and dressed them up for the application in manufacturing and business processes. The whole idea behind six sigma is to control variance in a process thus minimizing variability. A six sigma (sigma is the Greek letter which represents the standard deviation) process in a manufacturing facility is one in which 99.99966% of the manufactured products are statistically expected to be free of defects- 3.4 defects per million, that's the idea. Six sigma uses tools like control charts, process capability studies, etc. to reach its goal of 3.4 defects per million. Thus, companies invest money in professional training like six sigma black belts (those that are 100% involved in six sigma projects in the company) and the green belts (cross functional professionals that are not only involved in six sigma projects but also in other projects in the organization). The training is usually provided by the American Society for Quality and it is not cheap.

So, six sigma projects (actually it became a whole management philosophy) are manufacturer?s sweetheart. Naturally you want the company that built the plane you flight in to be a serious adopter of six sigma ? But how about the application of six sigma projects in non manufacturing scenarios where processes are less quantitative than in manufacturing settings? For instance, projects linked to more humanistic goals or educational organizations? Is it still worth it investing in six sigma ? Are the products/outcomes ?tangible? enough for us to consider applying six sigma methods? If so, how can we adopt the methods to fit the ? more qualitative? scenario? Any thoughts or examples?

Note: Please make sure that you cite and reference all your outside sources properly, as per the Harvard Referencing System. and to avoid any kind of plagiarism

The Just in Time system is often referred to as a management philosophy of doing business rather than a technique for improving efficiency. What are the difficulties which occur when a new system such as Just in Time is introduced to replace the traditional system emphasizing the areas of difficulty and the key issues that arise?

conduct an analysis of Case #10 Nucor Corporation and prepare a 4-5 page report. Min 4 references.



Discuss the trends in the steel industry and how it may impact Nucors strategy.


Discuss the organizational structure and management philosophy at Nucor.


Identify three HRM issues related to strategy implementation and recommend actions to address these issues.


Based on the situation, recommend whether a related or unrelated diversification should be used by the company. Provide supporting rationale.


Based on your recommendation for related or unrelated diversification, identify the organizational structure issues that the company would need to address to implement that diversification.




Grading: The assignment will be graded using the following rubric.



Outcomes Assessed


Grading Rubric for Assignment # 4 ??" HRM Issues/Diversification Strategies




Criteria
0

Unacceptable
20

Developing
30

Competent
40

Exemplary

1. Discuss the trends in steel industry and how it may impact Nucors strategy.
Does not attempt assignment, nor the steel industry trends and its impact on strategy.
The steel industry trends were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified.
The steel industry trends were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed.
The steel industry trends were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.

2. Discuss the organizational and management philosophy at Nucor.
Does not attempt assignment, nor discusses the organizational and management philosophy and its impact on strategy.
The organizational and management philosophy elements were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified.
The organizational and management philosophy elements were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed.
The organizational and management philosophy elements were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.

3. Identify 3 HRM issues related to strategy implementation and recommend actions to address these issues.
No issues were discussed.
One issue was discussed.
Two issues were discussed.
Three issues were discussed.

4. Recommend whether a related or unrelated diversification should be used.
Does not attempt assignment, nor a related or unrelated diversification elements and its impact on strategy.
The related or unrelated diversification elements were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified.
The related or unrelated diversification elements were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed.
The related or unrelated diversification elements were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.

5. Based on the recommended diversification strategy, identify the organizational structure issues the company would need to address to implement the strategy.
Does not attempt assignment, nor discusses the organizational issues and its impact on strategy.
The organizational structure elements were discussed and the related impact on strategy, but with less than 60 - 79% accuracy and some of the trends identified were inappropriate or were not identified.
The organizational structure elements were discussed and the related impact on strategy, with 80 - 89% accuracy and appropriate information was discussed.
The organizational structure elements were discussed and the impact to strategy with 90 to 100% accuracy and all appropriate information was identified and discussed clearly.

6. Clarity


Did not complete the assignment or explanations are unclear and not organized.

(Major issues)
Explanations generally unclear and not well organized.

(Many issues)
Explanations generally clear and/or organized. (Minor issues)
Explanations very clear and well organized.

(Added helpful details.)

7. Writing ??" Grammar, sentence structure, paragraph structure, spelling, punctuation, APA usage.


Did not complete the assignment or 8 or more different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Major issues)
6 - 7 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Many issues)
4 - 5 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage. (Minor issues)
0 - 3 different errors in grammar, sentence structure, paragraph structure, spelling, punctuation or APA usage.






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