MANAGING OUT: THE PUBLIC SECTOR IN THE COMMUNITY

Process Analysis ??" (2500 words)

Analyse a process of managing out that has been implemented or changed in the Australian public health care sector. The analysis should be presented in the formats of an internal report. (REFER UNDER FOR PROCESS CHOSEN FOR ANALYSIS)

The analysis should cover the following points:

1. The context, including any relevant (but very brief) historical background leading up to the process being implemented.

2. Process outline, including a brief description of what was actually implemented in terms of managing out with various parties.

3. The challenges and complexity for management, including but not limited to potential risks or problems and why there might be local variations in service delivery in what is supposed to be a coherent and consistent system.

4. Resource implications, including financial, associated with addressing the challenges.

5. Possible management strategies.

Notes for Assistance

? Include in the report a definition of managing out.
? Internal report needs to have the scope to cover all five points above. (The 5 points could also be used as headings- demonstrating the requirements).
? Need to demonstrate an ability to cover the appropriate style, content and analysis.

? When management strategies are developed they need to take into account the availability of such resources as:

??key staff with appropriate competencies

??operating funds

??capital funds

??capital equipment

??office space and fittings

??telecommunications

??other related agency needs

??appropriate policies

??standard operating procedures.

The existence and extent of these elements determine whether management has properly designed, sequenced and resourced the strategy.

? The overall aim is to relate contextual understanding of trends in Australian public policy to a particular process of managing out and enable analysis of concrete problems entailed in managing out and to explore potential solutions.

? Need to demonstrate clear understanding of the relationship between the managing out process and some of the main themes, concepts, problems and resources

? Need to demonstrate ability to apply theoretical and contextual understanding to a concrete example.

? Choose a process of managing out that gives scope to raise the issues. It is not the subject of the process that is important ??" it is analysing and managing the issues associated with the process.

? Avoid lengthy descriptions of the process.



Comments
Has the public health sector (agency) outsourced a function previously managed in-house?
The outsourcing might have been to the private sector, the not for profit sector or even to another tier of government.
The assessment task is to identify, within the public health sector, the people and or the records of the outsourcing process.
The selected example then needs to be described, (who did what to whom, when and why and with what results) and analysed, using the 5 points (described above).

THE PROCESS CHOSEN ??" to form the basis of the internal report

A background paper was previously prepared concerning this topic, yet it doesnt analyse a process of managing out ??" see background.doc

Prior to implementation of the National Health Reform (see 7 below) New South Wales (NSW) comprised 8 Area Health Services, including Northern Sydney Central Coast Health ??" in 2009 this Area Health Service undertook an Area-wide VMO Quinquennium Process (see 1 and 2) to reappoint VMOs to Hospitals within the Area. The process involves a required Committee ??"Medical and Dental Appointments Advisory Committee (see 5). VMOs may be considered contractors, in that they are not employees of the organization.

As a result of the National Health Reform Agreement ??" the former Northern Sydney central Coast Health has been split into:
- Northern Sydney Local Health District
- Central Coast Local Health District
With each District now being governed by a Board ??" the Northern Sydney LHD Board has asked for a background paper on the VMO Reappointment process.

Write an Internal Report to the Northern Sydney Local Health District Board (see 10 and 6 below) concerning the Visiting Medical Officer (VMO) Quinquennium (reappointment) Process (to analyse the process used and provide lessons learnt).

To support this task in the former Northern Sydney Central Coast health a centralised unit was formed ??" the Senior Medical Staff Unit. ??" (see attach 1). The process undertaken was compliant with the NSW Health Policy (see 1 and 2 below and attach 2 and 3). From a governance perspective, at the time ??" accountabilities were:
- Director Medical Workforce (reports to) Director Workforce (reports to) Chief Executive (reports to) Director-General.
- Under the new National Health Reform Agreement the future of the Senior Medical Staff Unit is still in question ??" staff will have to be split to support the 2 Local Health Districts (no further resources are available). The Unit is currently based within the footprint of the Northern Sydney LHD though.

The process resulted in the appointment of 700 Visiting Medical Officers (Hi Nel, Using the former organisaton configuration (NSCCAHS approx 15,163 headcount) VMO's make up approx 5.3% of the workforce (Headcount, 700 in quinquinnium ??" email from Director Workforce Informatics, 20 July 2011 to Nel Buttenshaw


1. Visiting Medical Officer (VMO) Model Service Contracts - http://www.health.nsw.gov.au/policies/pd/2009/PD2009_052.html


2. Visiting Practitioners Appointment
http://www.health.nsw.gov.au/policies/pd/2005/PD2005_496.html



3. Application for Appointment Senior Medical and Dental Practitioners
http://www.nscchealth.nsw.gov.au/employment/documents/seniormedicalpractitione-applicationforemployment.pdf



4. Annual Report ??" NSW Health 2009/10 (pg 293 for Northern Sydney Central Coast Health)
http://www.health.nsw.gov.au/pubs/2010/pdf/annualreport10.pdf


5. Corporate Governance & Accountability Compendium for NSW Health (pg 93 ??" medical & dental appointments advisory committee)
http://www.health.nsw.gov.au/resources/policies/manuals/corp_gov_compendium_pdf.asp



6. Local Health Boards Announcement ??" Ministers Media Release
http://www.health.nsw.gov.au/news/2011/20110701_00.html


7. Background ??" National Health Reform
http://www.health.nsw.gov.au/initiatives/healthreform/background.asp



8. Visiting practitioners and staff specialists delineation of clinical privileges policy for implementation

http://www.health.nsw.gov.au/policies/pd/2005/pdf/PD2005_497.pdf


9. Visiting Medical Officers' Fee-for-Service Agreement
http://www.health.nsw.gov.au/policies/PD/2005/PD2005_434.html


10. Northern Sydney Local Health District
http://www.health.nsw.gov.au/services/lhd/ns/index.asp#

There are faxes for this order.

You have just become the supervisor of a new department. What can you do to make the department and its employees more organized? Discuss appointment tools, organization skills, and management strategies.

I would like you to write 5 pages in the field of engineering project management.

no tables or figures needed.

Please follow the outline below

Topic will be : The Impact of Project management Strategies on the acquisition of International contracts

1- Introduction (150 words)

2- Engineering project management strategies ( 300 words )
2.1- international contracts ( 150 words )

3- The aim and objective ( 150 words )

4- Research Methodology ( 300 words )

5- Tools and data analysis ( 150 words )

6- expected out comes ( 150 words )

7- timeline ( 150 words ) one year.

note: If I am impressed with the quality of this proposal be assured that more collaboration between us will be carried in the future.

Thanks

With the same talent management strategy in mind from uploaded essay, write a 6 page paper in which you:

1.Determine which performance management process you will employ to measure employee talent.
2.Analyze the key concepts related to the talent pools and the talent review process.
3.Develop appropriate talent management objectives to measure functional expertise.
4.Assess the key elements of global talent management as they apply to your organization.
5.Recommend a process that optimizes a sustainable talent management process.

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.

You are required to demonstrate your understanding of design management through the production of a report. The report should incorporate your understanding of the Construction Design Management process and how it relates to the overall project lifecycle and project procurement strategy. It should include your understanding of the major issues associated with design management and how these may be resolved and managed.

Report marks will be awarded by the ability to demonstrate understanding of:
The influence of the project procurement process on the design management strategy
The design management process
The challenges a design project faces and how these are resolved
Articulation of the issues associated with managing a Programme of projects through the design management process
Evidence of creative and critical thinking.

Please note it is important to refer and use the documents attached as the report relates to the UK. these would be the British Standard ISO 7000 and the RIBA documents, in addition to the essential references below

Essential references:

Emmitt S (2007) Design Management for Architects, Blackwell
Tunstall G (2006) Managing the Building Design Process, Butterworth Heinemann

Further reading
Best K (2006) Managing Design Strategy, Process and Implementation (Advanced Level)
AVA Publishing
Blyth A & Worthington J (2001) Managing the Brief for Better Design, Spon
Lockwood T & Walton T (2008) Building Design Strategy, Using Design to Achieve Key
Business Objectives
Roaf S (2004) Closing the Loop, Benchmarks for Sustainable Buildings, RIBA Enterprises


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Assignment in International Operations Management


Choose an organization that you know operates internationally. (I chose Boeing Company.)

You are required to write a report which addresses the questions:

1. What is the current international operations management strategy of the organization?
2. To what extent is the organizations international operations management strategy likely to be appropriate over the next years?

You are expected draw on relevant theory from the course and to make use of relevant literature to illustrate your report. Ensure that you include a list of all the sources of information about the organization and all the references that you use.

Your report should not exceed 2500 words.

Marking Guidelines

An pass will have the attributes of a good pass and also:
Fully and comprehensively address the questions
Draw on an wide range of information about the organization
Draw on an extensive range of literature, including theory and concepts
Provide a critique of the evidence being presented
Provide a critique of any theory and concepts used

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Important: I request for writer Questions
Important! Related 60% of answer to course material attached/provided and 40% on independent research

Unit 11 Question
Understanding the Principles of Resource management
1.1 Describe the aims, objectives and process related to resource management and provide examples applicable to range of business applications

1.2 Describe processes used in resource management

1.3 Explain the relationship between resource management strategies and effective timeline planning in business application provide examples to support
Understanding the Principles of data collection and analysis in resource management
2.1 Describe aims, objectives, data collection and analysis methods related to resource and management assignments.
2.2 Describe the aims and objectives of data collection in resource management applications.
2.3 Explain the relationship between data collection and problem solving in resource management application
Understanding the Principle and application of phasing in resource management
3.1 Using examples, explain the relationship between data collection and problem solving in resource management applications, and include explanation and discussion phasing and phased related examples
3.2 Discuss resource management tools (for example spread sheet, software programme) related to aims and objective of resource management
3.3 Discuss the rationale behind to phasing in resource management
Understanding the Principles of Dissemination and reporting in resource management
4.1 Discuss how reports are differentiated (formative/summative) and related this to objectives of the report assignment scope
4.2 Describe dissemination routes and provide examples related to business applications
4.3 Using example explain how action plans are created from disseminated information

Assignment 3: Talent Management StrategyDue Week 6 and worth 200 pointsEnvision an organization (profit, nonprofit, product-or service-driven) with 200 people in which 20 are identified leaders. With this organization in mind, write a six to eight (6-8) page paper in which you:1. Formulate a talent management strategy to encompass the entire talent requirements of the organization.2. Determine the key components of talent management, including identifying, assessing, and developing talent.3. Examine how the talent management process is a strategy for a competitive advantage for your organization.4. Assess how the talent management strategy should change with the anticipation of the organization doubling in five to six (5-6) years. 5. Use at least five (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not

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Module 5 ? Case (TOYOTA)
Strategic Management: Strategy Implementation
Strategic Implementation
The implementation of a strategy is one of the most important parts of the strategic management process. Most of the strategies tend to fail because of the poor implementation. In this case, we will be looking at the top management team at Toyota and analyze how they use structure, controls, and culture to implement their strategy and fulfill their corporate mission.
Please read the information in the background material, look for more information, and then write a five-page report for your professor by answering the following questions:
1. Do you think that the implementation of Toyota's current strategies identified in its 2011 Annual Report and on its web page will help to overcome the public relations difficulties resulting from the recall issues reported by the media in 2010?
2. Identify two or more strategies that Toyota is presently taking to win back its loyal customer base and argue whether you believe these strategies are working or not based on Toyota's organizational structure, culture, and controls. Are they succeeding at this endeavor? Pay special attention to Toyota's values and culture in your discussion.
NOTE: Please note that your report/assignment will not be accepted without proper citations and references. You must use the sources from the background material together with the sources you find your own.
Case Instructions:
Step 1: After reviewing the background materials on strategy and structure, controls, and culture, read the following article:
Shirouzu, N. (2010). Inside Toyota, executives trade blame over debacle. Wall Street Journal (Eastern Edition), p. A.1. Retrieved August, 2011, from library portal via coursenet.
Step 2: Research the company to get information about the structure, controls, and culture of Toyota from the company perspective.
Toyota. (2012). Annual Report 2011. Retrieved August, 2012 from http://www.toyota-global.com/investors/ir_library/annual/pdf/2011/
Toyota. (2012). Vision and Philosophy. Retrieved August, 2012 from http://www.toyota-global.com/company/vision_philosophy/

Process Analysis (2500 words)

Analyse a process of managing out that has been implemented or changed in the Australian public
sector. Your analysis should be presented in one of the following formats:
submission to an inquiry
internal report.

Your analysis should cover the following points:
1. The context, including any relevant (but very brief) historical background leading up to the
process being implemented.

2. Process outline, including a brief description of what was actually implemented in terms of
managing out with various parties.

3. The challenges and complexity for management, including but not limited to potential risks or
problems and why there might be local variations in service delivery in what is supposed to be a
coherent and consistent system.

4. Resource implications, including financial, associated with addressing the challenges.

5. Possible management strategies.

Notes for Assistance to Participants

1. Think about what managing out really means. Reflect first on your context, any case studies in
the manual and the topics in the unit. Add a definition.

2. Your document needs to have the scope to cover all five points.

3. You need to demonstrate an ability to cover the appropriate style, content and analysis.

4. When management strategies are developed they need to take into account the availability of
such resources as:
???? key staff with appropriate competencies
???? operating funds
???? capital funds
???? capital equipment
???? office space and fittings
???? telecommunications
???? other related agency needs
???? appropriate policies
???? standard operating procedures.

The existence and extent of these elements determine whether management has properly
designed, sequenced and resourced the strategy.

5. The overall aim is to relate contextual understanding of trends in Australian public policy to a
particular process of managing out and enable you to analyse concrete problems entailed in
managing out and to explore potential solutions.

6. You will need to demonstrate clear understanding of the relationship between the managing out
process and some of the main themes, concepts, problems and resources identified in the unit.

7. You will need to demonstrate ability to apply theoretical and contextual understanding to a
concrete example.

8. Choose a process of managing out that gives you scope to raise the issues. It is not the subject
of the process that is important ??" it is analysing and managing the issues associated with the
process.

9. Think about whether this assignment has any bearing on your Work Based Project.

10. Avoid lengthy descriptions of the process.

11. Ensure you include a covering letter or minute as a first page of your report or submission to an
enquiry, this will be excluded from the word count.

12. You should not use an existing document. This assignment requires you to create the document
and use of an existing document constitutes plagiarism.

13. Your role in the process needs to be made clear in your document to give context.

14. The submission to an inquiry or internal report should contain a number of references to the
academic literature on the topic (text books, journal articles etc.) and you should follow the
reference guidelines in Section 5.10 of this guide and the Style manual for advice on how to
treat these different kinds of documents.

Consideration for Assessors
A pass is attained if the five points (outline, context etc.) are covered. Mere description is
insufficient for more than a pass. The degree of analysis determines Distinction and High Distinction
work.

Higher marks are awarded where the process or case chosen is effectively used to illustrate the
challenges of the managing out process. Higher marks are also awarded where resource
availability is properly analysed rather than just stating that there arent enough resources.

More weight should be given to the content which:
???? captures the complexity
???? contains analysis, application and understanding
???? looks deeply into the issues.

Is management an art or a science? Argue for one of these positions and cite the management strategies of at least two technology moguls to support your reasoning.
I would like the paper to reflect my belief that management is an art.

Make sure to incorporate elements of effective and ineffective management skills and strategies. Also indicate if you were selected to oversee operations for each of these corporate giants, what are some of the basic changes you would implement and why

Your essay must include at least 3 of the following media sources: New York Times, Wall Street Journal and US News and World Report.
Also include 3 published sources, other than newpapers or magazines, that are dated within the past 5 years.

Requirements:
-a minimum of 4 pages
-double spaced
-1 inch margins
-font - Times New Roman 12 point
-page numbers in the top right margin
-in the text use parentheses for sources cited - a)give author/page number in parentheses for any written sources you refer to or quote, even if it is a textbook, b) for electronic sources give author only.
-Include a complete list of works cited

Essay -The Challenge of Management Reform

This Essay requires you to review and analyse the current nature of police management. The essay will critically examine the historical development of policing management and the impact of current managerial theories and practices on the organizational reform of policing. Moreover, the essay should make specific note of the operational challenges and benefits these reform concepts present for police managers. Be sure to examine both the positive and negative effects of current reforms, and discuss the enhanced pressure for organizational effectiveness. Your analysis must recognize that policing exists in a social context and that management strategies must be sensitive to particular circumstances.

Paper Subject: Knowledge Management


Class Title: Bachelor of Arts in Business Administration


No. Of Sources: 30 reputable peer-reviewed journals (From Databases Such As Emerald, Ebscohost, Ingenta-Connect, Science-direct and so on.)


Citation Style: Harvard


Academic Level: University Final Year of UK Based UAD Module


Language: British


Words: 3000


Writing Skills: Good


Deadline: 14 April 2007




Question : Your coursework will take the form of a Knowledge Management
Industry Evaluation Report of 3000 words (+/- 10 %). You should choose an industry or sector (commercial or public) with sufficient substance to support the analysis and discussion required (see below). The report should be in business style and should address the following.

An analysis of the industry** chosen, the products and services offered, market concentration and competition within the industry as well as market size and key players.
A critical analysis of the ways in which Knowledge Management is practiced within the industry (that may include: use of intellectual capital, the learning environment, knowledge of sharing and culture, strategy and solution, etc) including its impact(s).YOU SHOULD SELECT THE ASPECT(S) OF KNOWLEDGE MANAGEMENT as long as the industry/sector chosen supports it. Uses of Information Technology should be demonstrated throughout using schematics, diagrams, etc.
An evaluation of the potential future development of Knowledge Management within the industry / sector, including a discussion of the implications (e.g. change management) for organizations.




** You may choose for example the practice of Knowledge Management in: banking, air travel, higher education, healthcare, retail, manufacturing, telecoms, energy, etc. You will have to look at several organizations in your sector to complete your task.



The coursework addresses learning outcomes:
1. Delineate knowledge typologies, and evaluate effectives knowledge management strategies adopted in a range of organizations.
2. Critically assess the various technologies associated with Knowledge Management solutions to organization problems / opportunities.
3. Debate the strategies importance of Knowledge, innovation and creativity organizations.
4. Manage the complex change management issues.



You must follow a professional report structure (use the marking templates given to help you). The report must be underpinned with relevant theory and examples o Knowledge Management practice(s) from the industry / sector you have chosen. The report should be well sourced and referenced (may include websites) and be in Harvard style.


Length of the report (circa 3000 words though use of appendices if necessary) not including Contents page and Executive Summary.














Further instruction: I WANT YOU TO WRITE ON AUTOMOBILE INDUSTRY


Provide copies of sources, use titles / subtitles to facilitate easy marking, page numbering, page contents, executive summary, and bibliography and references page.



I will send by fax: 5 pages


1. Suggested Report Structure
2. Coursework Marking Schedule
3. Marking Scheme and Criteria


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Write an analysis about the main issues of Knowledge management and succession plan strategy in KBR Australia covering keeping information inside the organisation and managing vital information.
The analysis should give a view of the current situation and what is needed to be done to as a manual book to improve knowledge management strategy in the frame of high performing organisation literature.

(It is prefered to include some statistical matrixes and diagrams)

** Any used information should be referenced and the resource must be identified.
** High performance Organisation management literature should be used to justify any suggested step in the manual.

Keep the introduction and the conclusion short, be strait to the point.

Use these two sources to answer these questions when needed:
Knowledge Management in Theory and Practice written by Kimiz Dalkir
And
Knowledge management written by McGrawHill

Each answer should be approximately 130 words.

1. Electronic social networking has exploded in the last few years. Is Social Network Analysis still relevant to contemporary social networking process? Explain. Also, our text does not reflect the growth in current social networking products, services and options. Review the assigned chapters and suggest how they might be rewritten and updated to incorporate and address todays social networking phenomenon.
2. Drawing concepts, ideas, and examples from the Primis readings, IV. Managing Organizational Processes, Module 19W "Knowledge Management Processes and IV. Other Topics in Accounting Information Systems, 16. Decision-Making Models and Knowledge Management" discuss knowledge applications and processes as competitive weapons in todays business and economic environment.
3. Review the section on Knowledge Management Strategies in Chapter 9. Why is KM Strategy important in todays business environment? But can the strategies described in the text actually work as intended when applied in the real work world? Think about an organization you are familiar with (e.g., current or past employer, university or school, community organization). Pick a strategic approach (e.g., KM strategy road map), identify a component, step, key activity typifying the approach (e.g., see p. 258, question 6), and explain why it would be challenging to implement. Now, go through the same process looking for implementable (that is, more doable, less challenging) aspects of the strategic approach. Be sure to explain your claims and support them with examples.
4. Discuss one idea presented in Managing Change: The Art of Balancing that you consider critical to organizational innovation and success.
5. List some of the major types of organizations that offer KM positions and discuss why they need these KM skills. What kinds of specific training and/or academic programs might the senior managers and top decision makers prefer their KM staff to have? Why or what is so attractive or appropriate about the program?
6. From a KM perspective, what are Wassersteins most promising ideas? Pick one to critique, assessing the pluses and minuses of his views and practices vis--vis KM.
7. There are many notions about the future of KM. As we have learned this semester, KM provides obvious benefits as well as challenges. Discuss where you think KM will be in five years and why.

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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Part 2
1. What is the importance of a data management strategy to a health care organization?

2. How can the service process model be used to achieve enterprise resource planning and single data entry points through the multiple organizations?

3. Describe a situation where you would use a CHIN or RHINO system to provide care. How would you utilize cloud computing?

Sources to use are:

Tan, J., Payton, F. C. (2010). Adaptive Health Management Information Systems: Concepts Cases and Practical Applications (3rd ed.). Boston: Jones and Bartlett. ISBN 13: 978-0-7637-5691-8.

Hickman, G.T., Smaltz, D. H. (2008). The Healthcare Information Technology Planning Field book: Tactics, Tools and Templates for Building your IT Plan. Chicago: HIMSS. ISBN 978-0-9800697-1-6.

Dwyer, S.J., Reiner, B.I., Siegel, E.L. (2004). Security

The Organization and Conflict Resolution

Organizations have developed structured models to facilitate decision-making, for nearly all aspects and functions, pertaining to their business world. It was only a matter of time, before organizations would continue this trend and develop a structured model for dealing with conflict.

The basis of a good model, is that it takes into consideration the major factors and players affecting the subject of the model.

Dr. Jessica Jameson has done just that, and in her article (below), she presents a comprehensive picture of the sources and conflict resolution strategies, within an organization.

Note: Article is offered with the author's permission as of 19SEP11.

The Case Assignment

Please read - Jameson, J. K. (1999). Toward a comprehensive model for the assessment and management of intra-organizational conflict: Developing the framework. International Journal of Conflict Management; Bowling Green; Jul 1999; Abstract: This paper presents the theoretical rationale for further development of a model for the assessment and management of intra-organizational conflict. The purpose of such a model would be to assist employees, managers, human resource practitioners and external service providers in selecting the most appropriate conflict management strategy for a given conflict. It is suggested that a contingency-based model of strategy selection must include attention to characteristics of the conflict, desired outcomes of the participants and awareness of available conflict management strategies. By expanding the range of conflicts and conflict management strategies typically included within a single model, the framework presented forms the basis of a comprehensive model for dealing with intra-organizational conflict.

After carefully reading through the Module background material, and all of this article, please answer (in at least 3 content pages), the following questions:

1. The desired outcomes of disputants in conflicts include (but are not limited to): fairness, efficiency, effectiveness, and participant satisfaction.

2. Please elaborate on the importance of: fairness, effectiveness, and participant satisfaction.

3. The three Major Conflict Resolution Strategies proposed by the author are: interest-based, rights-based, and power-based strategies.

4. Please elaborate on the concept behind interest based and power based strategies.

Expectations

1. Focus and address the case questions directly.

I2. dentify between the outcomes and the strategies.

3. I would like to see YOUR opinions and insight regarding the importance and concepts of the outcomes and strategies detailed above respectively.


I will upload the following resources: Textbook, pp presentation, article by Jameson
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To what extent, if at all, can Human Resource Management strategies for managing workplace cultures be applied to the event management industry? Justify your arguments through the use of theory, using relevant literature and specific empirical examples.

The writer should select one event or event organisation to which to address the essay question. The essay will be based on sound evidence and independent desk research appropriate to level - research will be used to explore, and provide analysis and critique with regard to the Event, Venue or Organisation. Different theoretical perspectives should be explored and all factual information should be sound and used as supporting evidence for critique and analysis.

Reading Assignment:
Primary reading:

?Walters, J. H. (2010). Positive management: Increasing employee productivity. New York: Business Expert Press. Retrieved from Safari Books Online database.
?Recommended chapters or sections:
?Chapter 1: Positive Management, Strategy, and Productivity
?Chapter 9: Positive Management and the Day-to-Day Business of Managing
?Marketing strategy from the masters. (2010). Upper Saddle River, NJ: FT Press Delivers. Retrieved from Safari Books Online database.
?Recommended chapters or sections:
?Chapter 7: Pricing Strategy
?Chapter 34: Pricing Strategy and Objectives

Assignment Type: Individual Project Deliverable Length: 500?750 words
Points Possible: 110 Due Date: 5/20/2012 11:59:59 PM CT


Your manager believes in learning from other companies' success stories as well as stories of failure. In particular, she likes to apply various management theories when possible, rather than starting from the beginning every time a decision has to be made. She asks you to write a memo to her addressing the following:
From any recent or current event in the news, discuss and explain the use of these two specific theories that the firms you researched believed in

?In the human resource area, moving toward an employee empowerment culture
?In the marketing area, the theory of penetration pricing
For each of these two, explain the following:

?The issue being addressed that gave rise to employing these theories
?How the theory being followed leads to specific actions on the part of the company
?Results achieved
?If you had been the senior manager in these situations, at those companies, how might you have addressed the situation any differently? What other theory could have been the basis for the decision.
Please submit your assignment.

For assistance with your assignment, please use your text, Web resources, and all course materials.

Unit Materials







Assignment Type: Discussion Board Deliverable Length: 150?250 words
Points Possible: 75 Due Date: 5/20/2012 11:59:59 PM CT


The Discussion Board (DB) is part of the core of online learning. Classroom discussion in an online environment requires the active participation of students and the instructor to create robust interaction and dialogue. Every student is expected to create an original response to the open-ended DB question as well as engage in dialogue by responding to posts created by others throughout the week. At the end of each unit, DB participation will be assessed based on both level of engagement and the quality of the contribution to the discussion.

At a minimum, each student will be expected to post an original and thoughtful response to the DB question and contribute to the weekly dialogue by responding to at least two other posts from students. The first contribution must be posted before midnight (Central Time) on Wednesday of each week. Two additional responses are required after Wednesday of each week. Students are highly encouraged to engage on the Discussion Board early and often, as that is the primary way the university tracks class attendance and participation.

The purpose of the Discussion Board is to allow students to learn through sharing ideas and experiences as they relate to course content and the DB question. Because it is not possible to engage in two-way dialogue after a conversation has ended, no posts to the DB will be accepted after the end of each week.

Using the library and credible Internet resources, complete the following:

?Find an example of a recent major decision (whether in business, politics, etc.) that was made based on assumptions that turned out to be incorrect.
?Explain why at least 2 assumptions for this decision were incorrect, and explain what led to their use as a basis for the decision.
?What would you have done to test the validity of the assumptions? What specific kinds of research, testing, or surveying might you have performed if you were the decision maker in a similar situation in the future? What, if anything, would you do differently about the assumptions being made?
In your own words, please post a response to the Discussion Board and comment on other postings. You will be graded on the quality of your postings.

For assistance with your assignment, please use your text, Web resources, and all course materials.

Unit Materials

These should be short discussions only, no longer than 1 page or 250 words. Please submit a response for A and a seperate response for B. Thank you.

A - The human resource management literature suggests that organizations which maintain human resource management strategy and practices that are aligned with business mission and strategies will demonstrate increased economic and human capital performance. How can HRM executives enable these alignments? Give three suggestions.

B - What knowledge, competencies, and skills concerning the integration of HRM and achieving organization goals must HRM executives possess to provide strategic thought leadership enabling 21st century knowledge organizations? Identify three areas for HRM executive development, and support your choices with citations.

Read and identify the principal ideas and the arguments the authors are presenting. Compose a precise synopsis of each text and establish a link between their arguments and whether they agree or disagree. Please use scholarly sources to compose various views and apply critical thought. The task is just to explain and connect them as clear as possible. This assignment is strictly academic, and is meant to focus your attention on relevant writings on advanced management strategy usually presented in academic discussions.

BOOK REFERENCES:
Niven, Paul R. (2002). Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. John Wiley & Sons, Inc.. ISBN 9780471078722.
Gratton, Lynda (2007). Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy and Others Don't. San Francisco: Berrett- Koehler Publishers Inc. ISBN 978-1-57675-418-4.

Customer is requesting that (infoceo) completes this order.

Harry, M., & Schroeder, R. Six Sigma: The Breakthrough Management Strategy Revolutionizing the World's Top Corporations, First Edition. ISBN 0-385-49438-6. Double Day. 2000 (Hardback), April 2005 (Paperback). This text and audio CD are readily available at http://www.amazon.com/.


After reading Six Sigma: The Breakthrough Management Strategy
Revolutionizing the World's Top Corporations, please develop a critique and review of the book.
Requirements
? Length (body of the paper) should be approximately 5 pages
? Please double space all work.
? Properly cite references using APA format.
? Use 12 point font
? The review must have a title page; use APA format as a guideline

Please consider the following guidelines when developing your review
Summarize the major themes and ideas of the book. Use your own words to describe the ideas and themes. Citing several excerpts from the book is recommended. This should represent about 25% of the review.
Use direct quotes (from the book), properly cited using APA format, for summary and critique of book content. This should represent about 25% of the review.

Discuss the author?s qualifications and background. Are they qualified to write a book about Six Sigma? Cite sources to support your position. This should represent about 10% of the review. This should represent about 25% of the review.
Critique of significant ideas, themes or claims in the book. As an example, there are many areas in the book where, in my view, the authors, on some subjects, offer inflated claims; you may or may not feel the same way. However, just as in the critical analysis assignment, choose points you agree/disagree with and critically analyze. Support with citations/references. Additionally, offer any opinions based on your experience (with Six Sigma projects/initiatives that may conflict and/or agree with the author?s claims. This should represent about 50% of the review.

Organizational Behavior - Conflict Management and Negotiations

1. What is the difference between functional and dysfunctional conflict? Can conflict that starts off as functional become dysfunctional? Can dysfunctional conflict be changed to functional?
2. Can you think of situations with which you are familiar that would have benefited from more inter-group conflict? How would additional conflict have improved the situation?
3. When inter-group conflict occurs, changes take place within and between conflicting groups. What are these changes? Which changes generally are positive? Which negative?
4. Is there a relationship between the level of intergroup conflict and organizational performance? How can an organization achieve optimal conflict levels?
5. What are some of the major reasons why intergroup conflict occurs? In your personal experience, what is the most frequent reason?
6. If you were about to begin negotiating with a person from Brazil, what would you want to know about his cultural background? Would it make a difference in the knowledge you seek if the Brazilian negotiator was a women? Discuss?
7. There are a number of possible consequences of dysfunctional conflict. What are these? Are some of these consequences more or less likely to occur in organizational conflict situations?
8. What are the major differences between resolution and stimulation in managing conflict? Could both be appropriate with the same groups at the same time? Explain.
9. What are the four elements that are typically part of all negotiations? Are there likely to be differences in these elements depending on whether the negotiations are of a win-win or a win-lose nature?
10. How might you apply some conflict-management strategies to improving union-management relations during contract negotiations?

11. Susie and Bob are in a disagreement about how a project should be completed. Susie wants to be proactive and complete the project ahead of schedule. She wants to have the chance to proof read the assignment before it is turned in. Bob doesn't have the time right now and says that since it is not due for four more weeks, why worry about it now. You, as a dispute resolution professional, what strategies do you recommend for their problem?