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In its earliest incarnation as a profession, nurses were often conceptualized as attendants and helpers to physicians and patients, not as leaders. However, nurses over the years have attempted to eke out a unique…

The notion of academic transformation has long permeated discussions on higher education in America. As culture, economy and political pressures have shifted, so too have the demands and imperatives felt by the…

¶ … Enron Scandal: A Security Professional's Analysis

This is a guideline and template. Please do not use as a final turn-in paper.

The Significance of Interdisciplinary Studies

Multiculturalism is rapidly becoming the norm in today's business climate. Globalization has forced companies to begin marketing worldwide and the result is that companies must diversify their workforce in order to…

Immanuel Kant believed that the categorical imperative was the basis for ethical action in business. The categorical imperative is the central philosophical concept in the moral philosophy of Immanuel Kant, which he defined as any proposition that declares a certain action or inaction to be necessary and denotes an absolute, unconditional requirement that "asserts its authority in all circumstances, both required and justified as and end it itself" (Kant 30). In essence, Kant believed that the moral character of an action depends solely on the principle behind it and not upon the consequences it produces, and therefore, ethical obligations are "higher truths" which we must obey regardless of the results (Josephson Institute 1). In viewing this obligation to follow the higher truths that are presented to someone throughout his or her life, the question of ethics and follow-through comes into play.

Functions of Management The Four Functions of Management The universally accepted functions of management – whether it is a baseball organization, an opera company, a Fortune 500 corporation or a elementary school in Ireland – include: Planning, Organizing, Leading and Controlling. Professor Paul Allen of Middle Tennessee State University has written a book (Artist Management for the Music Business) in which he elaborates on the four functions of management vis-à-vis the music business, albeit his narrative can apply to many other fields and disciplines. Planning – Allen notes that the difference between failure and success can often be linked to the planning process that was involved in the project. "Luck by itself can sometimes deliver success" (Allen, 2011, p. 5), he explains, but when a well-designed plan is in place the manager is in a great position to "take advantage of opportunities when they present themselves" with or without luck. When the planning process is fully thought out and no stone is left unturned to make the correct preparations, success is quite likely to follow. Leading and Directing – the responsibility of a manager for an organization, for an athlete, a musician or a team is to lead by making certain the "talents and energy of the team are directed toward the career success of the artist" (Allen, 5). There are goals that must be set so the leadership can be directed in a specific direction, not just in some vague direction that is blithely described as "success." Leading dovetails with planning and organizing in obvious ways, but a leader should be an extrovert unafraid to step out into the world of innovation and experimentation. Being too conservative and "safe" in the leadership style can lead to failure at the worst and stagnation at the best. Controlling – Once a manager has established a plan, and put together the pieces in a workable formula, he or she must be firmly in charge at every step along the way. When the resources, the people, the equipment, and the financial resources are all in place and have been assembled properly, "the manager monitors how effectively the plan is being carried out and makes any necessary adjustments" so that there will no wasted resources and the plan will go forward with a positive boost (Allen, 6). The manager can't control everything, so there needs to be some realism, Allen continues, but that implies that he or she must concentrate on being flexible in order to be able to "adjust to the circumstances" (6). Organizing – This is an aspect of management that is closely tied to the planning function, Allen explains (5). It is a matter of "assembling the necessary resources to carry out a plan and put those resources into a logical order" (Allen, 5). More than that, organizing involves carefully laying out the various responsibilities of the team involved, and "managing everyone's time for efficiency" (Allen, 5). Every key player should have his or her time managed well by the organizing person in charge. Part of the responsibility of the organizing manager is to assure that there is funding for the project at hand. One classic example of shrew and effective organizing used by Allen is the example of Lee Iacocca, former chairman of Chrysler Corporation, who lobbied and cajoled and managed to gain a loan of hundreds of millions of dollars from the federal government. He saved his company from bankruptcy in the late 1970s and is seen as a genius in hindsight, but it was just good planning and organizing on Iacocca's part that saved the day for tens of thousands of auto workers. Allen notes that managers' part in the organizing process also entails recruiting, hiring and training the labor talent needed to put the project on the map and see it through to its successful conclusion. (there are 1,680 words in this paper)

One of the key changes of the late 20th century, certainly enhanced in the early 21st, is that of the economic, political, and cultural movements that broadly speaking, move the various countries of the world closer…

The presence of a wireless network allows for the user to be present online at any time and thus have access to the latest information. Based on the "anytime, anywhere" concept, characterizing all wireless networks, the…