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Part 6.1. I would seek to change the cognitions of the employee in order to change the affects and the behaviors. The cognitions underlie the other two traits, so any change must start with the underlying values and beliefs. It is important for managers to have an understanding of organizational behavior because managers are responsible for guiding that behavior in directions that support the organization's objectives. Knowledge of OB is more important at lower levels because those are the managers that must deal directly with the organization's rank and file. Higher level managers dedicate more time to strategy formulation and environmental analysis, which involves setting directions for the organization, but the lower level managers are the ones that must implement the strategies and that means dealing with the human elements of the organization.
2. Of the four components of emotional intelligence, the one that I feel is most important for…
Rafaeli, A. & Worline, M. (1999). Symbols in organizational culture. Technion. Retrieved September 18, 2010 from http://iew3.technion.ac.il/Home/Users/anatr/symbol.html
Geert-Hofsted.com. (2009). Geert Hofstede cultural dimensions. Geert Hofstede.com. Retrieved September 18, 2010 from http://www.geert-hofstede.com/
QuickMBA.com (2007). SWOT analysis. QuickMBA.com. Retrieved September 18, 2010 from http://www.quickmba.com/strategy/SWOT/
Porter, M. (2008). The five competitive forces that shape strategy. Harvard Business School. Retrieved September 18, 2010 from http://www.youtube.com/watch?v=mYF2_FBCvXw
This means that there is a likelihood of some risks being overlooked with these individuals facing pressure to circumvent different procedures for the benefit of the firm. As a result, this process is producing mixed results with the company receiving notoriety for having safe practices in select locations. While at other times, this has led to accidents and labor disputes inside various mines they own. (Corporate Profile 2012) (Fanning the Flames 2010)
Systems for hazard control (list). Consider elimination, substitution, engineering, isolation, administration and use of PPE. Are they effective?
The systems for hazard control involve each manager receiving written reports about potential incidents. They have the ability to interview, isolate, substitute and administer the company's policies for enhancing WHS safety practices. These findings are presented to upper management and an executive committee (which monitor these challenges). They are using PPE to a certain extent. Yet, many of these issues…
Corporate Profile, 2012, Rio Tinto, Available from: [22 April 2013]
Work Health and Safety Act, 2012, Comcare, Available from: [22 April 2013]
Fanning the Flames, 2010, War on Want, Available from: [22 April 2013].
Lea, D, 1999, 'Corporate and Public Responsibility,' Business Ethics, vol. 8, no. 3, pp. 151 -- 162.
Financial Measures and Management Practices
New business leaders, aspiring entrepreneurs and even experienced professionals are all confronted with a bewildering array of financial measures that are commonly used to reflect how well companies are performing. Moreover, there are a number of management tools that are available that can be used to evaluate these financial measures provided that the practitioner understands what they mean and how they can be used. To this end, this paper provides a review of the relevant juried and scholarly literature concerning various financial measures and management practices, followed by a summary of the research and important findings in the conclusion.
eview and Discussion
How do stock prices and dividends reflect the value of the firm?
Although they are not infallible of course, stock prices provide a general reflection of the fundamental value of a firm that includes the present discounted value of future firm earnings (Carlstrom,…
Carlstrom, C.T., Fuerst, T.S. & Ioannidou, V.P. (2002). Stock prices and output growth: an examination of the credit channel. Federal Reserve Bank of Cleveland. Economic Commentary, 1.
Hoskin, K. W & Macve, R.H. (2000). Knowing more as knowing less? Alternative histories of cost and management accounting in the U.S. And the U.K. The Accounting Historians
Journal, 27(1), 91-93.
Keong, C.K. (1997, February). Management & accounting -- an essential perspective.
The Management Practices of Business Billionaires
One way of considering how to effectively manage a business is to consider what successful managers do. This can be achieved by reading business books written by successful managers. ho better to consider than two men who have become billionaires? This paper will consider the business books written by Donald J. Trump and Richard Branson. A consideration of their books will show their management practices, with this offering insight into what it takes to be a successful manager.
In Trump: How to Get Rich, Donald J. Trump reveals the secrets to his success in the business world. The book offers advice on business aimed at anyone interested in achieving the same kind of financial and business success that Trump achieved. The book also offers insight into Trump's experience of managing an organization with over 20,000 employees. The book is organized as a series…
Branson, R. Losing My Virginity. New York: Three Rivers Press, 1999.
Trump, D.J. Trump: How to Get Rich. New York: Random House, 2004.
Human Resources Management Practices in the Global Environment & Human Resources Information Systems (HRIS)
The objective of this study is the examine Human Resources Information Systems (HRIS) as it relates to Human Resources Management practices in the Global Environment. Toward this end, this work in writing will examine the literature in this area of study.
Globalization, in the work of Husain (2010), is reported as symbolizing "the structural making of the world characterized by the free flow of technology and human resources across national boundaries presenting an ever-changing and competitive business environment." (p.1) Husain defines globalization as "the ongoing economic, technological, social, and political integration of the world that begin after the Second World War." (2010, p.1) Husain argues that a large base of evidence indicates that "changes taking place in the global business environment are often not accompanied by complimentary changes in human resources management practices whereby the failure…
1. Mayfield, M.; Mayfield, J. And Lunce, S. (2003) Human Resource Information Systems: A Review and Model Development. Entrepreneur. 2003. Retrieved from: http://www.entrepreneur.com/tradejournals/article/110733614.html
Mayfield, Mayfield and Lunce (2003) present a HRIS model with the primary goal of providing a comprehensive framework that supports HRIS research.
2. Foss, N.J. And Mahoney, J.T. reports that knowledge governance "is characterized as a distinctive research subject, the understanding of which cuts across diverse fields in management." These authors state that knowledge governance "represents an intersection of knowledge management, strategic management and theories of the firm."
3. Kourik, J.L. And Maher, P.E. (2008) Does Practice Reflect Theory? An Exploratory Study of a Successful Knowledge Management System. International journal of Human and Social Sciences. Vol. 3, Issue 4. Retrieved from: http://www.waset.org/journals/ijhss/v3/v3-4-35.pdf -Kourik and Maher (2008) investigate the link between theory and practice and state that a Knowledge Management System (KMS) that is successfully implemented is one that had as its design the capacity to manage curricular knowledge in a distributed university environment. Findings stated "indicate substantial correspondence between the successful KMS and the theory-based framework providing provisional confirmation for the framework while suggesting factors that contributed to the system's success." (Kourik and Maher, 2008, p. 1)
Starting with the pre-contractual phase, which was for the most part skipped as the EDS teams focused primarily on technologies first, the project lacked the necessary foundation to succeed from a planning standpoint. Focusing on the pre-contractual phase could have also helped to have more clearly defined the SLAs and metrics used for managing the project over the long-term as well (Cross, 2007). With 23 SLAs and 51 metrics, the challenge was one of just having enough time to track the many aspects of reporting needed to fulfill contractual obligations. Lastly, having a more complete pre-contractual phase, there could have been more time to define and execute change management initiatives and programs as well. The lack of phased approach also significantly slowed down the development of the project, with Phase 1, 2 And 3 as defined in the project being more focused on network infrastructure, system-wide connectivity and finally user…
Navy Marine Corps Intranet may never achieve goals: GAO. (2006, December). Aerospace Daily & Defense Report, 220(53), 2.
Baca, C.. (2007, October). Project Manager! Who? Me? Machine Design, 79(20), 64,66,68.
Cross, T.. (2 October 2007). Navy Marine Corps Intranet (NMCI): 2007 Update. Darden Business Publishing Case Collection: UVA-C-2270: Navy Marine Corps Intranet (NMCI): 2007 Update,1-7.
Larry Dignan. (2004, September). How to Interpret Mumbo Jumbo; It's a game we all must play. The answers could save your project - or your career. Baseline, 1(34), 26.
Wal-Mart has implemented the principles of TQM and how well they are actually practicing them.
Assessment of TQM Practices
In today's competitive world of business the most important characteristics of any successful organization are employing people who have the right knowledge, skills, and abilities to ensure there organization stays afloat in the industry. For any organization to stay on top it must recognize the different components and behaviors that will in the long-term help the industry grow and become more competitive in the near future.
Today it is believed that the key to organizational success lies in how well the organization is able to completely change the way organizations are managed. For an organization to be competitive it requires a stable workforce that is highly skilled, and posses good knowledge about their job. One of things that have to be changed is the traditional hierarchies, which must be able to…
HUMAN RESOURCE Management, available at http://www.jun.alaska.edu/mpa/cap_paper_ofarrell.html, accessed on: April 6, 2004
Prominent Change Initiatives, available at http://www.brunel.ac.uk/~bustcfj/bola/change/seminar6a.html, accessed on: April 6, 2004
Total Quality Management (TQM) Tutorial/Help Page (Overview), available at http://home.att.net/~iso9k1/tqm/tqm.html, accessed on: April 6, 2004
TQM: The 9 TQM Tools, available at http://www.iqd.com/pfttools.htm, accessed on: April 6, 2004
The country and the company itself present significant challenges that need to be overcome. Our company has invested a significant amount of money and time into the acquisition of this new company and we need to soon show our shareholders that this has been an inspired acquisition. Your mission will need to turn profit soon, but also to create a team of professionals who are motivated at their job and who will produce results in the next years.
The challenges you will encounter include a lack of motivation in their work, no long-term objectives, plans of action or approach and the incapacity to commit to change and accept the non-functionality of their own system. Things are done differently than we are used to here in the U.S. You will need to start by getting to know the team you have and by working out how you can complete your human…
Customer Management Practices at AC Guy Ltd.
For services businesses that deliver highly specialized knowledge and expertise to customers, their ability to set reasonable and realistic expectations and then deliver exceptional experiences is critical to their long-term growth. The essence of customer management in services businesses including each area of the heating, ventilation and air conditioning (HVAC) industry is predicated on this concept of customer management. Concentrating on setting realistic expectations then delivering excellent experiences is the essence of excellence in customer management. Creating expectations and delivering remarkable experiences for customers in service industries gets quickly beyond technical ability to the innate sense of what really matters to customers and addressing those issues clearly, candidly and honestly (Ang, Buttle, 2009). The bottom line is that by continually delivering exceptional customer service experiences based on realistic expectations builds trust and reinforces a reputation of excellence in customer service. Trust is the…
Ang, L. & Buttle, F. 2009, "Customer development strategies for exceeding expectations - An exploratory study," Journal of Database Marketing & Customer Strategy Management, vol. 16, no. 4, pp. 267-275.
Arnett, D.B. & Badrinarayanan, V. 2005, "Enhancing Customer-Needs-Driven Crm Strategies: Core Selling Teams, Knowledge Management Competence, and Relationship Marketing Competence," The Journal of Personal Selling & Sales Management, vol. 25, no. 4, pp. 329-343.
Ballantyne, D. 2005, "Customer Relationship Management: Creating Competitive Advantage through Win-Win Relationship Strategies," Managing Service Quality, vol. 15, no. 5, pp. 485-488.
Crosman, P. (2008). SaaS gains street traction -- providers are pitching software-as-a-service as a universal answer to application needs. But will wall street firms adopt SaaS beyond CRM? Wall Street & Technology, 26(9), 37-n/a.
Culture is no small force; it shapes individuals and impacts tremendously on politics (McCartney, 2004). Nations are made up of people, who, from the moment of their birth, are deeply and profoundly shaped by the cultures and customs from whence they came (McCartney, 2004). Because history and culture are two such inseparable animals, it's worthwhile to take a brief look at the history of the Bahamas.
Many history scholars believe that the first inhabitants of the Bahamas were Aborigines of Mongol ancestry who migrated there 100,000 years ago via a bridge which connected Alaska and Siberia. However, others attribute original dwellers of the Bahamas to have come from Haiti (McCartney, 2004). And yet still other scholars believe that the original inhabitants of the Bahamas were the Lucayan Indians (Arawaks) that Columbus met when he arrived there in 1492 (McCartney, 2004).Despite Columbus's "discovery" of this land and these people…
Bahamasislandinfo.com. (2012, August 8). Grand Bahama's economic landscape showing improvement. Retrieved from Bahamasislandinfo.com: http://www.bahamaislandsinfo.com/index.php?option=com_content&view=article&id=12316:grand-bahamas-economic-landscape-showing-improvement&catid=33:News%20&%20Info%20about%20Grand%20Bahama&Itemid=146
Baker, C. (2001). Bahamas, Turks and Caicos.: Includes Hundreds of Dive and Snorkel Sites. Oakland: Lonely Planet.
Barlas, R. (2006). Bahamas. Tarrytown: Marshall Cavendesh Benchmark.
Bethel, N. (2007, May 24). On Why Race Matters. Retrieved from Bahama Pundit: http://www.bahamapundit.com/2007/05/on_why_race_mat.html
Nearly everything the company does…is aimed at reducing the cost and expanding the scope of Internet use" (Carr 2008, p.2). Because of its business model, Google thrives on innovation, so it can encourage its employees to take more risks in their work and act more independently: "Google faces far less risk in product development than the usual business does. It routinely introduces half-finished products & #8230;even if the offerings fail to win a big share of the market they will still tend to produce attractive returns by generating advertising revenue and producing valuable data on customer behavior. For most companies, a failed launch of a new product is very costly. For Google, in general, it's not. Failure is cheap" (Carr 2008, p.2).
This stress on innovation and its ability to minimize financial damage from failure because of its advertisement-driven model allows one of the most substantial advantages of taking a…
Carr, Nicholas G. (2008, January 1). The Google enigma. E-News: Developments in Strategy and Business. Journal published by the global commercial consulting firm Booz & Company.
Retrieved April 7, 2009 at http://www.strategy-business.com/press/enewsarticle/enews013108
Helft, Miguel. (2007, March 10). Google's buses help its workers beat the rush.
The New York Times. Retrieved April 7, 2009 at htp://www.nytimes.com/2007/03/10/technology/10google.html?scp=10&sq=google working&st=cse
Human esource Management Practice
Certain combinations of human resource management practices lead to superior outcomes for organizations. The H combination department is at the heart of organizational performance, productivity, turnover, profits, and market value outcomes. Employees are considered a source of non-duplicable and sustainable competitive advantage. By using the combinations in capabilities, resources, relationships and decisions presented by employees, organizations strategically position themselves thus avoiding threats and maximizing opportunities. Organizations and H combinations managers aim to generate strategic capacity by ensuring that an organization acquires a skilled, committed and motivated workforce. Integration of H combinations issues, organization performance and H management systems in organizational strategic processes serve as a solution to business problems. The need to create and manage capabilities and skills and align such capabilities to organizational performance and future needs drives Human esource Management. As such, the H department plays a greater role in planning and implementing a…
Alipour, M., Salehi, M., & Shahnavaz, A. (2009). A study on-the-job training effectiveness: Empirical evidence of Iran. International Journal of Business and Management, 4 (11), 63-68.
Boxall, P., & Macky, K. (2009). Research and theory on high performance work systems: Progressing the high involvement stream. Human Resource Management Journal, 19, 3-23.
Harris, C.M., McMahan, C.G., & Wright, P.M. (2012). Talent and time together: the impact of human capital and overlapping tenure on unit performance. Personal Review, 41(4), 408-427.
Martin-Alcazar, F., Romero-Fernandez, P.M., & Gardey, G.S. (2005). Strategic human resource management: Integrating the universalistic, contingent, configutational and contextual perspectives. International Journal of Human Resource Management, 15 (5), 633-659
Cash Flow Management
Cash Management Practices in Arizona Parks and Recreation
The key to keeping any business, public or private, alive is to ensure that the available funds are properly allocated and that the amount spent monthly is less than or equal to the amount available. hen it comes to state-run entities, one essential factor that each agency must take into account is their limited budget and the necessary holdings for any and all risks associated with that vein of the state (Office of Financial Management, 2010). One such agency that of late has constantly struggled with meeting its cash management goals is the Arizona Parks and Recreation. The primary focus of this analysis will review the park's specializations, risk allocations, and staffing practices.
The Arizona parks and recreation is responsible for the care of all state parks and community centers. Additionally, the division is responsible for events held within…
Huffman, David and Moore, Margaret (2004). Responses of Fendler ceanothus to overstory thinning, prescribed fire, and drought in an Arizona ponderosa pine forest. Forest Ecology and Management, 198(1-3): 105-115.
Arizona Department of Parks and Recreation Association. Accessed at http://www.azpra.org/
Washing State Office of Financial Management: Risk Management Basics (2010). Accessed at http://www.ofm.wa.gov/rmd/publications/rmbmanual.pdf
channel management practices that have been developed via thorough research and analysis of the world's leading companies?
Channel management is a process that entails managing the relationship between a vendor and the third parties used by them to get goods and products into client's hands, while making sure that the post-sales services and support are still of high quality. A channel can be either a one- or two-tier relationship. In the one-tier relationship, a vendor is selling products directly to a reseller; in the two-tier relationship, a vendor is selling to the third parties indirectly through a distributor. Effective channel management can help to greatly increase revenue and profit margins for vendors through creating incentives for channel partners to promote or market their own branded services and support; it is also useful to be able to achieve the right overall pricing for the end users[footnoteef:2]. [2:
KPMG. (2011). Leading practices…
Chapter 8: Distribution Channels and Supply Chain Management in High-Tech Markets (n.d.).. Retrieved July 14, 2015 from https://ulib.derby.ac.uk/ecdu/CourseRes/dbs/markinno/Mohr_J_2(Chapter8).pdf
Childerhouse, P., & Towill, D.R. (2003). Simplified material flow holds the key to supply chain integration. Omega, 31(1), 17-27.
Choon Tan, K., Lyman, S.B., & Wisner, J.D. (2002). Supply chain management: a strategic perspective. International Journal of Operations & Production Management, 22(6), 614-631.
Council of Logistics Management (CLM). (2000). What it's all about. Oak Brook, IL: Council of Logistics Management.
These benefit the local company as well as the entire region.
Leverage financial and other investments in the community. ecause nonprofit organizations mobilize vast reserves of goodwill, corporate investment in the community can have tremendous reach in building a better corporate profile and in strengthening public support of the private sector. (Kanaga, 1998)
The work of Nae and Grigore (nd) entitled: "An Overview of European Multinational Corporations" the social and political changes brought about by globalization have raised new questions as well as expectations about governance and social responsibilities. More and more companies of all sizes and sectors are recognizing the importance of their role in society and the real benefits of adopting a proactive approach to Corporate Social Responsibility (CSR)." (Nae and Grigore, nd)
V. FIDUCIARY DUTIES as a GUIDE to ETHICS
The work of Young (2007) entitled: "Fiduciary Duties as a Helpful Guide to Ethical Decision-Making in usiness"…
Charoenpong, Kittiyaporn (nd0 Technology Effect on Ethics in the Workplace. Dusit Thani College Academic Resource Center. Web Opac. Online available at http://lib.dtc.ac.th/article/dtc/0007.pdf
Okpara, J.L. (2003) Can Corporate Ethical Codes of Conduct Influence Behavior? (an Exploratory Study of Financial Managers in a Developing Economy. XI International Conference Brussels, Belgium July 11-13, 2003)
Kanga, W.S. (2004) Corporations Must Act Ethically CIPE's Board of Directors, delivered in Bucharest in 1998 at a conference on the "Role of the Corporation in Today's Society. Economic Reform Today. No. 1 19999. Economic Reform Today.
The Improve Phase of the DMAIC process is also essential for managing the piloting and testing of the Six Sigma solutions discovered. It is also essential during the new product development process for measuring and quantifying the unique value proposition of the product or service being produced as well. The final phase, Control, is essential in both a Six Sigma and new product introduction process as well (Pestorius, 2007).
The DMAIC process aligns very well to the new product development and introduction process and is used extensively for that purpose in applying Six Sigma to marketing. Six Sigma can change an entire company's culture and make the many processes synchronized and in unison in making new product introductions more profitable and capable of gaining market share as a result.
Brian Cocolicchio (2007). Sales and Marketing the Six Sigma Way. Quality Progress, 40(9), 79. Link: http://www.sixsigmaselling.com/six_sigma_selling/2006/07/about_sales_and.html
Fundin, a.P., &…
Brian Cocolicchio (2007). Sales and Marketing the Six Sigma Way. Quality Progress, 40(9), 79. Link: http://www.sixsigmaselling.com/six_sigma_selling/2006/07/about_sales_and.html
Fundin, a.P., & Cronemyr, P. (2003). Use customer feedback to choose six sigma projects. ASQ Six Sigma Forum Magazine, 3(1), 17-21. Retrieved from http://asq.org/sixsigma/2005/03/use-customer-feedback-to-choose-six-sigma-projects-en.pdf
Hasan, M., & Kerr, R.M. (2003). The relationship between total quality management practices and organisational performance in service organisations. TQM Journal, 15(4), 286-286.
Historical records show that people always organized themselves in order to work together towards a common objective and they coordinated their efforts to achieve this objective (Accel-Team 2004). It was not until the latter part of the 19th century that the concept of scientific management entered history during the Industrial evolution, but management skills existed long before the 19th century. Ancient Egyptians built the pyramids, ancient Chinese erected the Great Wall of China, the Mesopotamians irrigated their lands and walled their cities and the omans of old put up their roads, aqueducts and notably Hadrian's Wall not without established and superb management standards of their leaders (Accel-Team) and massive obedience and coordination among the followers. The pyramids of Egypt, wonders of the world, each measure 75,600 square feet at the base, 480 feet high and consists of more than two million blocks of stone, each weighing 2.5 tons.…
1. Accel-Team. (2004). Developments from Ancient History. Accel-Team.com. http://www.accel-team/scientific
2. Allen, G. (1998). Management History. Supervision. http://allie.dcccd.edu.mgnmt1374
3. Geocities. (2004). Human Behavior. http://www.geocities.com/the sydication/hr.html
4. McNamara, C. (1999). Very Brief History of Management Theories. http://www.mapnp.org/library/mgmnt/history.htm
Managing Quality in Practice Settings: Six Sigma at Floyd Medical Center
By examining an organization's approach to establishing, measuring, and evaluating performance and outcomes, it is possible to develop a firmer grasp on how the quality control process functions in practice. To this end, this paper provides a review of the literature concerning quality management practices at Floyd Medical Center in ome, Georgia, followed by a summary of the research and important findings concerning these issues in the conclusion.
Meaning of "managing quality" and what it means at Floyd Medical Center
Managing quality at Floyd Medical Center is the responsibility of all staff members and the hospital's stated goal in this regard is to "provide excellent care while ensuring the comfort, privacy and safety of our patients and visitors"; the medical center adds that its healthcare teams are "dedicated to continually improving your experience by providing quality health care that…
Cohen, J. (2008, May). CHAP and the Department of Veterans Affairs. Nursing and Health Care
Perspectives, 21(3), 151.
Gowen, C.R., Stock, G.N. & McFadden, K.L. (2008). Simultaneous implementation of Six
Sigma and knowledge management in hospitals. International Journal of Production
He wished to build the happiest place on the planet and this message continues to be handed over to the new recruits who join the organization presently also. Disney exists to give a guarantee to the Americans that are there for real. Disneyland is not just unreal, rather it is hyper-real. As a result it is possible to express of the corporate culture of Disney as being created. ("eading Organizations from behavior and experience to representation and experience," n. d.)
4) Explain how the four functions of management support the creation and maintenance of a healthy organizational culture
The four functions of management support the creation and maintenance of a healthy organizational culture as it leads to planning, organizing, leading and coordinating of resources and it is these 4 activities which recur across the institution and are extremely unified. Present features relating to management cover claims leading are distinct from…
Arnold, Paul. V. (2002) "Fixing manufacturing" MRO Today Magazine, Retrieved at http://www.progressivedistributor.com/mro/archives/mro%20coach/Lynch/FixingJJ02.htm
Bryman, Alan. (1995) "Disney and His World"
N.A. (2007) "Disney Institute Homepage" Retrieved at http://www.disneyinstitute.com/index.cfm
The World ank model centers on a five-person team called the Performance Advisory Service or PAS (Yandrick 1995). PAS trains supervisors to analyze work performance and personality problems. The supervisor first determines if a skill deficiency is involved or there are personal and environmental factors. He does this by reviewing the employee's records in search of troubled behavioral patterns; consulting with work team leaders, colleagues and support staff in investigating possible problems within the organization; and/or directly exploring the employee's work performance and conduct.
In the last option, the supervisor may ask or remind the employee about the consequence of poor performance; if he or she is being rewarded for poor or nonperformance; if performance matters to him or her; if there are health or stress factors conducing to his or her poor or low-level performance; or if there are external stimuli behind it. Armed now with the different angles…
Brown, J. (1992). How Would You Handle These Prickly Management Problems? Medical Laboratory Observer: Nelson Publishing. http://www.findarticles.com/p/articles/mi_m3230/is_n11_v24/ai_13806643
Business Wire. (1999) a.M. Best Company Says Technology Can Solve Insurance Management Problems. Gale Group 2000. http://www.findarticles.com/p/articles/mi_m3MKT/is_n78_v97/ai_56542486
Day, CM. (1987). Three Diagnostic Clues to Management Problems. Medical Laboratory Observer: Nelson Publishing. http://www.findarticles.com/p/articles/mi_m3230/is_v19/ai_5118836
Heisler, DL. (1989). The Wrong Response to Today's Problems. American Metal Market. Reed Business Information. http://www.findarticles.com/p/articles/mi_m3MKT/is_n78_v97/ai_7565287
Managing Across Cultures
Internationalization of the economy has influenced companies to operate their business globally. The global operation has impact managers with several challenges. Market, product, and production plans must be coordinated on a worldwide basis. The global operation necessitates organization structure to balance centralized home-office control with adequate local autonomy. As companies have started their business operation on the international front, the number of their employees has increased. Increase in the employee's abroad management is faced with new global challenges. The three broad international business management challenges were identified by the management gurus as follows (obert, Kossek & Ozeki, 1998):
a) Deployment: To get the right skills where it is required in an organization regardless of the geographical location.
b) Knowledge and creativity distribution: Spreading the knowledge and practices throughout the organization regardless of where they have actually originated.
c) Talent identification and development on global basis: To identify…
Drucker, P. (1988) The Coming of the New Organization. Harvard Business Review issue
Fadel, J. & Petti, M (1997). International HR policy basics.
Global workforce issue April 1997, pp. 29-30
Managing to Keep Apple Fresh: Organizational Culture
Today, Apple can be regarded one of the most successful companies in the industry within which it operates. At some point, the company was headed for collapse. After Steve Jobs took control as CEO (from 1997), he instituted a drastic turnaround of the firm which has since then more or less dominated the industry. A number of factors have contributed to Apple's success; one of those being effective leadership skills. Steve Jobs knew how to set goals and get everyone to work towards achieving them by amongst other things aligning the organizational culture with the organizational goals. Apple's success story is proof that effective culture management is one of the ingredients of effective leadership. This text will explore the different culture-management practices that have been employed by Apple's leadership.
Organizational culture refers to…
Balthazard, P.A., Cooke, R.A. & Potter, R.E. (2006). Dysfunctional Culture, Dysfunctional Organization: Capturing the Behavioral Norms that Form Organization Culture and Drive Performance. Journal of Managerial Psychology, 21 (8), 709-732.
Bucker, J. & Poutsma, E. (2010). Global Management Competencies: a Theoretical Foundation. Journal of Managerial Psychology, 25 (8), 829-844.
Keller, D. (2007). Leading on Top of the World: Lessons from 'Into Thin Air'. Advances in Developing Human Resources, 9 (2), 166-182.
McLaurin, J.R. (2006). The Role of Situation in the Leadership Process: a Review and Application. Academy of Strategic Management Journal, 5, 97-113.
5. Concerns Associated with the System
The legal concerns associated with the system are relatively reduced and are included in the same category as all the legal concerns faced by companies all over the world. In other words, the system must focus on being objective and fair; otherwise, the company stands the risks of being sued for discrimination and unfair treatment of the staff members.
The objectivity and fairness of the system is not only a matter for legal concerns, but also for ethical ones. If the employees come into contact with information of biased evaluations, they will lose their trust in the entity. This will lead to reduced performances, low employee morale or even high employee turnover rates, generating additional expenditure. Foremost, all these will negatively impact the company's image and perception on the market.
6. Possible Challenges in a Multicultural Workforce
Generally speaking, the appraisal system is objective…
Bowman, J.S., 1999, Performance Appraisal: Verisimilitude Trumps Veracity, Public Personnel Management, Vol. 28
Kovach, R.C., 1994, Matching Assumptions to Environment in the Transfer of Management Practices: Performance Appraisal in Hungary, International Studies of Management and Organization, Vol. 24
Lonsdale, a., 1998, Performance Appraisal, Performance Management and Quality in Higher Education: Contradictions, Issues and Guiding Principles for the Future, Australian Journal of Education, Vol. 42
This differentiation refers to the management and administration of the agricultural resources of the kingdom. This in turn involved an organized network of royal foundations. (Wilkinson 116) the second area of administrative concern was the processing of government revenue and "…its redistribution to the various state operations…" (Wilkinson 116) Wilkinson in his book also deals extensively with managements issues in relation to the Egyptian treasury. (Wilkinson 125)
In understanding the background to management in ancient Egypt one has to continually take into account the wide range of concerns and activities that required ordered control and administration. As Erman states in his work Life in Ancient Egypt (1894), "The enormous properties belonging to the temples required of course complicated machinery for their administration & #8230;certain members of the priestly college were deputed to manage the affairs of the treasury, the commissariat and the correspondence…" (Erman 303)
Taking into account the above…
Application to the Specified Measurable Learning Outcomes from Course Syllabus
The first topic applies to the course syllabus in that it distinguishes those aspects of professional leadership that are important to organizational success from those that may represent an excessively superficial focus on leadership over substantive issues in business management. The second topic applies to the course syllabus in that it outlines the definite correspondence of elements of organizational culture and of different approaches to organizational leadership to objective measures of employee satisfaction, motivation, and performance. Finally, the third topic applies to the course syllabus in that it outlines the manner and degree to which different types of industries, organizations, and strategic missions dictate the need for different types of leadership styles and different types of approaches to management within organizations.
Ultimately, the three concepts suggest that leadership does play an important role in organizations but that leadership cannot be…
Ismail, A., Zainuddin, N.F., and Ibrahim, Z. "Linking Participative and Consultative
Leadership Styles to Organizational
Commitment as an Antecedent of Job
Satisfaction." UNITAR E-JOURNAL, Vol. 6, No. 1 (January 2010): 11 -- 27.
" (fom Wold envionmental news, Intenet edition)
Besides developing flexible legislation that will distibute the functions of ecycling between manufactues and municipal sevices thee has to be a definite and developed pogam that would specialize on the optimal and the most exhaust utilization of electonic waste, eduction of e-waste landfills and incineation. Recycling pogam should not be limited to the ecycling of CRT monitos, as thei ownes ae moe likely to bing the whole obsolete compute system to the ecycling, not just compute monitos.
The benefit of integal pogam of ecycling is that it allows using a vaiety of mateials used in the electonics manufactuing like pecious metals, semi-pecious metals, and some electonic items in the euse.
The most impotant pat of the e-waste management is seach of the most appopiate and qualified patnes in the technical o pactical pat of the poblem solution. This poblem is of the essential…
reference: being reused repaired and modernized; being recycled and the most ecologically disadvantageous solution is simply being land filled. But the realization of these practices faces a lot of obstacles mainly of financial character. All of them are quite expensive and do not bring desired return.
That's why scientists and economists agree in the following: recycling of e-waste has to be the concern of electronics manufacturers. Loop industry is the most optimal solution to the problem as the manufacturer becomes responsible for the recycling of the products he makes. Introduction of such practices has the negative outcomes of course. Because technological process becomes more complicated and intensive, requires involvement of additional equipment and facilities on the hand with new labour the net value of the production increases and so the customers would have to pay more for electronics.
Another direction in the solution of e-waste problem is export of e-waste to the developing countries, where the process of recycling is cheaper and the possibility of e-waste to be reused, repaired and modernized is higher. Moreover some third world countries use unpopulated territories for e-waste. Anyways, this kind of solution is not appropriate again, because most of these practices somehow avoid law regulations of these countries and cannot have a mass character. It only creates additional problem which would have to be solved in close future.
As most of experts agree that recycling of e-waste has to be the problem of e-products manufacturers they have to develop different effective strategies and technologies for the most optimal solution of this problem: starting form transportation of e-waste from customer to the process of recycling. At this point global environmental community has to cooperate and share new practices and approaches in solving this problem. It refers both to technology and legislative regulation of the problem.
And in developing own strategy for e-waste management the officials of different countries have to work together and adopt practices of each other that are being effective. Countries of European Union had already made the first steps to the solution of this problem, making manufactures to be responsible for the waste caused by their products. The United Sates and Canada should start to introduce these practices as well, if they want to achieve ecological balance and safe coexistence of scientific and technological progress with health of humanity.
Management Action and Productivity
usinesses in developed countries tend to think of Corporate Social Responsibility (CSR) as a characteristic that is centered in their own businesses or, failing that, situated in the industries of wealthier nations. The CSR movement is substantively skewed in the direction of the developed world where the motivation for adopting a CSR initiative is driven more by altruism -- or "enlightened self-interest" (Vogel 2006: 18) -- than profit margins. It is unusual to find a perspective that considers CSR from the perspective of a sourcing company. In the centrically-oriented corporate arena of the developed world, CSR is seen as originating with the company that establishes a supply chain with a multinational company -- not the other way around. In order to manage and control ethical issues arising from doing business with overseas markets, many corporations rely on a social compliance model (PricewaterhouseCoopers 2007).
The social compliance…
Buying your way into trouble? The challenge of responsible supply chain management. 2004. Insight Investment, HBOS. London, UK: Acona Investment Consulting. Retrieved http://www.acona.co.uk/reports/Buying+your+way+into+trouble.pdf
Cooper, D.R. And Schindler, P.S. 2008. Business Research Methods, 10th Ed. Edition, McGraw-Hill.
Environics International 3rd Annual CSR Monitor. 2002. (In November of 2003, Environics became GlobeScan Incorporated. [Press release] Retrieved http://www.globescan.com/news_archives/csr02_press_release.html
Eslenshade, J. 2004. Monitoring Sweatshops: Workers, Consumers, & the Global Apparel Industry. Temple University Press.
Management Issues and Practices
James Strong, the former CEO and managing director of Qantas Airlines, twice sat on the panel convened at the Sydney office of CPA Australia to select those who would be recognized for the annual 40 Young Business Leaders list. Strong believed in the importance of nurturing young talent and threw himself wholeheartedly into leading much of the discussion among prominent leaders from all over the globe. Criteria for entrants included "the ability to land a top job, develop others and get the most from a team, and leading by example was also a must-have attribute" ("CPA Australia," 2014). To provide the scope and depth of the list-building endeavor, it is informative to explore the names of other participants on the panel, and to match them to the criteria they articulated for entrant evaluation. Here is a quick run down: James Strong looked for entrants who had…
40 young business leaders. In the Black. 2014 CPA Australia Ltd. Retrieved from http://www.itbdigital.com/lists/40-young-business-leaders-2013/
Bennis, W. (1997). Managing people is like herding cats. Covey Leadership Center.
Braithwaite, J. & Mannion, R. (2011). Managing change. In K. Walshe & J. Smith, Healthcare Management, pp. 830-861. New York, NY: McGraw-Hill Education.
Cummings, G.G., McGregor, T., Davey, M. Lee, H., Wong, C.A., Lo, E., Muise, M. & Strafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 47(3), 363-385. doi: 10.1016/j.jnurstu.2009.08.006.
Management and Leadership
Strategic Management and Leadership
Strategic management and leadership theories supporting organizational direction
This document focuses on the leadership theories based on transformational and contingency approaches as well as the management theories based on supporting the accomplishment of organizational objectives. It attempts to review the different approaches and deliver a subjective leadership style that will guide the organization to achieving its goals.
Application of leadership and management theories to support organizational direction
Organizations exist to make profit. That is the sole purpose of corporation and combined companies. Effective organizations are those that are able to adapt to ever changing forces in the general and task environment. Therefore strategic management plays a vital role in helping organizations achieve the means necessary to gain profits and build customer loyalty.
Strategic management is the set of decisions and succeeding actions taken by management that will provide a competitively superior fit…
Balakrishnan, M.R., 2007, Transformational Leadership -- A Case Study, Life Insurance Corporation of India, India, viewed 27th September 2011,
Covey, S. 2007, The Transformational Leadership Report, www.transformationalleadership.net, viewed 27th September 2011,
Daft, R.L. 2008, Management, Daft, Nashville, Tennessee.
Kirk Jr., T.G. 2004, 'The role of management theory in day-to-day Management practices of a College Director', library management and leadership special section, vol. 18, no. 1, pp. 35 -- 38, viewed 27th September 2011,
Figure 3: Groups by Children Present
It is important that some of these groups that include children plan to feed the ducks meaning that children will be near the water and requiring assurance that required staff be present to manage the feeding of ducks and to ensure safety of the children. The following chart indicates the with red highlighting the groups that will be grilling during trail use indicating the requirement of staff being present to ensure that there is no occurrence of fire that is incorrectly used or extinguished while grilling that might harm the environment of the trail area.
Figure 4: Presence of Children equiring Additional Staff
It is recommended that each group include a trail guide and a trail assistant. The trail guide will lead the group on the trail with the assistant walking, running or bicycling at the rear of the group to ensure the group…
Capital Area Greenway System (2014) City of Raleigh, North Carolina. Retrieved from: http://www.raleighnc.gov/parks/content/PRecDesignDevelop/Articles/CapitalAreaGreenwayTrailSystem.html
Chavez, DJ, et al. (1993) Recreational Mountain Biking: A Management Perspective. Journal of Park and Recreation Administration. Vol. 11, No. 3. Retrieved from: [HIDDEN]
Conflicts on Multiple-Use Trails: Synthesis of the Literature and State of the Practice (nd) Federal Highway Administration and the National Recreational Trails Advisory Committee. Retrieved from: https://www.fhwa.dot.gov/environment/recreational_trails/publications/conflicts_on_multiple_use_trails/conflicts.pdf
Conflicts On Multiple-Use Trails: Synthesis of the Literature and State of the Practice (2014) Trail Maintenance and Management. National Trails Training Partnership. Retrieved from: http://www.americantrails.org/resources/ManageMaintain/MooreConflictMgmt.html
It is certainly easier to alert the general public to these incidents when they occur.
he result is that the fiscal practices of companies have to be like Caesar's wife: not only honorable, but above any reasonable suspicion. Companies must be more open and more forthcoming with their business practices.
Companies must also be more careful about with whom they do business because of such media scrutiny. Most people remember when Kathy Lee Gifford came under criticism for not knowing that her clothing line was sown by sweatshop workers in third world countries. Such media attention can seriously depress the bottom line, as Martha Stewart found out when she lied about insider trading.
In 2001 it is harder to keep secrets in business, and more important than ever that business practices be…
The result is that the fiscal practices of companies have to be like Caesar's wife: not only honorable, but above any reasonable suspicion. Companies must be more open and more forthcoming with their business practices.
Companies must also be more careful about with whom they do business because of such media scrutiny. Most people remember when Kathy Lee Gifford came under criticism for not knowing that her clothing line was sown by sweatshop workers in third world countries. Such media attention can seriously depress the bottom line, as Martha Stewart found out when she lied about insider trading.
In 2001 it is harder to keep secrets in business, and more important than ever that business practices be conducted with integrity.
Research will be useful to companies of all sizes and in all sectors of the market. Everyone is affected by diversity, whether they realize it or not. Companies that do not have a diverse workforce internally still come into contact with suppliers, customers, and others outside of the company who are from differing backgrounds. The research will benefit public and private companies of all sizes by allowing them to gain a greater understanding of diversity and the benefits of understanding those with a different outlook.
The study will also benefit other researchers in the fields of diversity, workforce management and other related topics. It will provide a solid foundation for future research into the area by providing a consistent definition that reflects today's changing workforce. This research will benefit many areas of study in the future and will play an important role in shaping diversity research in the future.
Akiyama (2008) synthesizes and supports the need for an organizational level campaign that will put current theories about diversity into practice. This article also touches on the topic of extending the meaning of diversity to include religious differences. Like many studies, the topic of extending the definition of diversity is presented in numerous studies. There is an unstated consensus in the literature that the definition of diversity needs to be extended to include other differences than race or national origin. However, although the topic was mentioned in numerous studies, no coordinated effort was made to form a consensus. This is a key gap in the literature that will be fulfilled by the proposed research study.
Another key gap lies in the ability to apply diversity to the workforce in a way that can take present theory and apply it in a manner that produces measurable results. The literature review highlights the need to apply the research to local settings, rather than relying on national averages and statistics. The purpose of this research is to encourage individual companies to apply the techniques that result from this study to the work environment within their organization. This need was echoed throughout the literature examined.
The key gap found in the literature review was
Managing the Modern Workforce
Date Here (Day, Month, Year)
When an organization expands its operations into international markets, it hires individuals from different nations and cultures. These individuals are culturally diverse and need to be managed effectively. Numerous researches have been conducted to elucidate this important issue of the business world; each of them has some application for the modern management practices. Although workforce diversity is more an issue of the 21st Century, but massive of researches have been conducted in the late 80's and 90's.
The literature has some limitations which entice the modern researches to work on this issue and broaden the basis of knowledge for the future studies. The biggest limitation is the unclear definition of workforce diversity. Every researcher has given his own definition for this concept; however the most common definition is explained in the context of 'culture'. Most of the…
Darmadi, S., 2010, Do Women in Top Management Affect Firm Performance? Evidence from Indonesia. Indonesian Capital Market and Financial Institution Supervisory Agency (Bapepam-LK), pp. 2-5 Available at
Ferro, N., 2004, Cross-Country Ethical Dilemmas in Business: A Descriptive Framework. Fondazione Eni Enrico Mattei, Working Paper No. 28, pp. 16-22. Available at
Guidroz, A., M., Kotrba, L., M., & Denison, D., R., 2009, Workplace Diversity: Is National or Organizational Culture Predominant? Linkage, Denison Consulting, LLC, pp. 1-5
Huckman, R., S., & B., R., Staats, 2010, Fluid Tasks and Fluid Teams: The Impact of Diversity in Experience and Team Familiarity on Team Performance, Harvard Business School Technology & Operations Management. Unit Working Paper No. 09-145, pp. 2-10. Available at
Human esource Management Book eview:
The Management of a Multicultural Workforce
Tayeb, Monir H. (1996) The Management of a Multicultural Workforce. London, England: John Wiley & Sons.
Issues pertaining to diversity and cultural education that once used to be the sole province of major multinational corporations have now become central issues even in many small and medium-sized companies today. No company can take comfort in its currently enclosed organizational culture and simply assert that 'that is the way things are done,' as an answer to all questions of cultural difference and organizational diversity. Also, Monir Tayeb suggests in the text The Management of a Multicultural Workforce that it is not simply enough that a company pats itself on the back that it has a manifestly, culturally diverse workforce in its demographic makeup. ather, such medium- and small-sized businesses as well as to multinational organizations must institute specific human resource management…
Resources Management by Jack J. Phillips stresses the need for human resources to provide justification for itself as a department in a 'bottom line' fashion that the author deems is most feasible and comprehensible to management, this text by Tayeb provides an even more critical fashion for human resources to remain respected in a functional organization that wishes to become more diverse. Without appropriate human resources intervention, diversity and cultural education may be understaffed and under-appreciated. Likewise, this text also provides an important cultural caveat for the text entitled The Team Trainer, Winning Tools and Tactics for Successful Workouts by William Gorden, Carole Barbato, Erica Nagel and Scott Myers. Some of the methodologies in that eminently readable text on team training might not be immediately amicable to more reserved cultural environments and climates, although it is, I believe, to my own environment, although not to every manager I have talked to in other organizations in my industry.
The Management of a Multicultural Workforce makes a persuasive and useful argument for the value of diversity education in all organizations. The nature of the education may vary according to the organization's size and composition of the employee and employer's backgrounds. Diversity education may seem more necessary in large organizations with individual of varied backgrounds, or reorganizing companies with a work staff from different organizational management environments and cultures. But still, diversity education and flexibility and tolerance in any organization cannot be ignored. The emphasis on the implications of national and organizational cultures for human resource management practices all firms of varying sizes remains key to coping with tomorrow's challenges. The text offers practical solution options as well as a historical context to the evolving concept of what constitutes a culture and notions of diversity. Finally, the text also provides potent statistical and real-life anecdotal evidence of the importance and the richness of such diversity for employees on a personal level, as well as how diversity is an asset, economically, to a company. Most importantly of all, The Management of a Multicultural Workforce highlights in a realistic rather than an idealistic fashion the tensions that will inevitable arise in newly heterogeneous settings at home and abroad, and the way that diversity education in human resource management practices can be translated and transported across borders.
Previously the element of interest and personal motivation were found missing, the technical capabilities of the employees have never been a matter of debate, however the personal and mental capacities and limitations are either ignored or not respected which resulted in the poor performance of the organization. Apparently, the rise in the demands pertaining to the particpation of the employees and the industrial democracy has also distorted the professional environment. Such all complains were lately resolved and answered through the unique approach of the organization, the organization has understood the significance of the employees, and had realized that their performance is not based upon their professional capabilities, but rather it is the function of the mental capability of the employee related to the friendly and conducive environment offered to the employees occasionally. The need of the employees that focus upon peaceful, conducive and liberal environment has been ensured, which required…
Hamel, G. Leading the Revolution. Boston, MA: Harvard Business School Press. 2000. Pp. 123-124.
Keely, L. Strategic Choices. Dublin Group presentation materials, unpublished. 1999.
Mahler, W., & Drotter, S. The Succession Planning Handbook for the Chief Executive, Midland Park, NJ: Mahler Publishing Co. 1986.
McKinsey and Co. The War for Talent Survey, New York, NY: McKinsey and Co. publication. 1997.
management of human resources and diversity. The writer explores the growing diverse populations in American workforces and provides researched methods by which to best manage that from a human resource standpoint.
The field of human resource management has always been a field that encouraged diversity. By its very nature the people that have an interest in working in the field generally have the type of personalities that enjoy diverse groups of people and diverse job duties. The globalization of the world has changed the face of society in ways that have never before been experienced. Today, the American workforce is more diverse than in the past and with that diversity comes differences in cultures, beliefs and traditions (Cox, 1991). Human resource management today includes the need to recruit and embrace diverse employees and the need to encourage the positive elements of that diversity while at the same time maintaining individuals'…
Matthews, Audrey (1998) Diversity: a principle of human resource management.
Johnson, Nancy Brown (2001) Understanding The Impact Of Human Resource Diversity Practices On Firm Performance [*]. Journal of Managerial Issues
Cox, T. And S. Blake. 1991. "Managing Cultural Diversity: Implications for Organizational Competitiveness." Academy of Management Executive 5: 45-56.
Dass, P. And B. Parker. 1999. "Strategies for Managing Human Resource Diversity: From Resistance to Learning." Academy of Management Executive 13: 68-80.
Managing Organisational Culture
The values and behaviors that contribute to the unique social and psychological environment of an organization make up the organizations culture. Organizational culture is the summation total of an organization's past and current suppositions, incidents, viewpoint, and values that hold it together, and is articulated in its self-image, inner workings, connections with the outside world, and future prospects.
In dealing with the management of organisational culture, it is firstly essential to recognize as fully as possible the characteristics of the existing or new target culture to include the myths, symbols, rituals, values and assumptions that strengthen the culture. Organisational culture is not something that can be viewed very easily it is consequently quite hard to replace it. Usually when certain leaders form a company, their values are converted into the actions of the members of that organisation. When other leaders take over, it may not…
Background To Business in China. n.d. [ONLINE]. Available at: http://www.worldbusinessculture.com/Chinese-Business-Style.html [Accessed 18 August 2012].
Campbell, B. 2010. [ONLINE]. How To Improve Your Corporate Culture. Available at: http://www.bcbusinessonline.ca/bcb/business-sense/2010/05/28/how-improve-your-corporate-culture [Accessed 15 August 2012].
Differences in Culture. n.d. [ONLINE]. Available at: http://www.analytictech.com/mb021/cultural.htm [Accessed 24 August 2012].
Edgar H. Schein's Model of Organizational Culture. 2010. [ONLINE]. Available at: http://www.businessmate.org/Article.php?ArtikelId=36 [Accessed 18 August 2012].
Integrating Total Quality Environmental Management Systems - a Critical Study of TQEM
Relevance of TQM to Environmental Management
Scope of Dissertation
Moving from Reactive to Proactive Management
Understanding TQM in Relation to TQEM
History of TQM
Operation of TQM
Quality and Environmental Management Standards
Environmental Management Systems
Weaknesses of EMS Standards
Total Quality Environmental Management
Comparing ISO 9000 and ISO 14000
Integrating the ISO 14000 Environmental Management System
Impact of certification on economic and ecological performances
Research Design and Nature
Integrating a Sustainable EMS with TQM
Steps to Implementing an Effective TQEM Strategy
INTEGRATING QUALITY AND ENVIRONMENTAL ManagementS SYSTEMS - A CRITICAL STUDY
ackground and Overview of Study
For decades economic growth has been considered the main indicator of a healthy society (Oliver, 1996). However, only recently has society begun to recognize the environmental cost of this growth. As a result, there is now an…
Bibliography working paper. Winnipeg, MB: International Institute for Sustainable Development, 1996. 58
Bisang, O. (2000), Green Banking - The Value of ISO 14001 Certification
Chattopadhyay, S.P. (2001), "Improving the Speed of ISO 14000 Implementation: A Framework for Increasing Productivity," Managerial Auditing Journal, 16/1, pp. 36-39.
Chinn, R. (March 21, 2001). Roadmap to Realization -- "Getting Started with Your QMS/EMS Integration Process. Alamo Learning Systems.
Clark, D. (1999), What Drives Companies to Seek ISO 14000 Certification, Pollution Engineering, Summer, pp. 14.
But a less obvious form of discrimination is gender inequality, which poisons a culture more slowly but just as surely.
Priority Four: Stop being imprisoned with expected, predictable policies. One of Morgan's more interesting metaphors is his "psychic prison metaphor"; this alludes to a company being "trapped by favored ways of thinking" (men can do a better job because they have more experience, for example, or immigrants are too new to America to be given managerial responsibilities). In other words, managers can become imprisoned in their out-of-touch thinking, and to move forward management must look outside for fresh insights and get out of the "cave" of darkness and stagnation (Morgan, 206).
Priority Five: To create a smooth-functioning, productive work culture, management must eliminate the triggers for "counterproductive work behavior" (CB). An article in the Psychologist-Manager Journal (Fodchuk, 2007) points to two CBs that must be removed in any work culture…
Fodchuk, Katherine M. (2007). Work Environments That Negate Counterproductive Behaviors
And Foster Organizational Citizenship: Research-Based Recommendations for Managers.
The Psychologist-Manager Journal, 10(1), 27-46.
Morgan, Gareth. (1998). Images of Organization: The Executive Edition. San Francisco:
Process redesign is central to cost control. The notion of focus groups as a means to reduce costs and enhance process control is notable for its two-pronged approach.
Focus groups (Bannon, 2001) also enable manufacturers to identify early in the process whether a product will be a hit among the consumer base or if it is expected to flop. The earlier the product is identified to flop, the better the savings for the company and potential for greater profits through the pipeline of alternative toys used in the focus group process.
Other measures pertinent to the cost control process include securing an earlier production schedule (Bannon, 2001) and utilizing a smaller number of molds or casts necessary to manufacture the facsimile toy product. "The difference is important, since molds can cost as much as $100,000 each. Says Mr. Bousquette. "For 30 years, the company has been talking about doing this,"…
Bannon L. New Playbook: Taking Cues from GE, Mattel's CEO Wants Toy Maker to Grow Up - the Former Cheese Whiz Puts Financial Discipline Ahead of Marketing Flash - but is Barbie Unpredictable? Wall Street Journal. (Eastern Edition). New York, NY.: Nov 14, 2001. Pg a.1
HEYMAN, S. (1975). Expense control for retail companies. Retail Business Review, 44(2), 2. Retrieved fromhttp://search.proquest.com/docview/211124929?accountid=13044
Landers, B. (1989). Overhead cost management in retailing. International Journal of Retail & Distribution Management,17(3), 14. Retrieved from http://search.proquest.com/docview/210969127?accountid=13044
Trozzi, M. (1974). Managing the Cost Reduction Process. Retail Business Review 42.9 (Jun/Jul) 14. Retrieved fromhttp://search.proquest.com.rlib.pace.edu/abiglobal/docview/211124576/12DAF4D15AB6D9CC697/12?accountid=13044
Ethical Dilemmas in Human Resource (Hr) Practice
The article introduces readers to the concept of "Organizational Apologies by BP as a remedy to its role in the Gulf of Mexico Oil Spill and the management of its employees. Ethical behaviors remain matters of interests within and outside organizations (O'Connor, 2011). Corporate failure and scandals that continue to rock headlines raise serious concerns about management approaches employed in the workplace (Carter, 2015). Negative views about organizations could be detrimental to their growth. Examples of such cases include the initial BP's blunder in quick comprehension of the public concerns raised in the US relating to the Gulf of Mexico spill (O'Connor, 2011). Additionally, BP demonstrated a failure in prioritizing equipment safety in their operations that came into the limelight causing significant public relations and financial damage to the company.
The author informs of the essence of HR departments in facilitating continued professional…
egardless of numerous efforts to define data, knowledge, and information, there are still some uncertainties and lack of clarity regarding what these three things are and the relationships that exist between them. While many descriptions of the three are relevant, most of these definitions are far from providing the clear picture of what the three really are. However, there are considerable differences between data, knowledge, and information though they have some relationships between them. The main relationship is that data is described in relation to information, information defined on the basis of data and knowledge, and knowledge explained in terms of information.
The differences between data, knowledge, and information can be explained in terms of their basic definitions, purposes, and how each is formed. Under definitions, data can be described as basic, unprocessed, and unfiltered information whereas information is described as more developed data that has evolved to a…
Benner, T. (n.d.). Why Use A Database? Retrieved February 29, 2012, from http://www.masteradobe.com/MasterAdobe_MACinTUTOR/Why_Database.html
"Lesson 5: Types of Database Management Systems." (n.d.). Topic: Database Fundamentals.
Retrieved from The Pennsylvania State University website: http://www.personal.psu.edu/glh10/ist110/topic/topic07/topic07_06.html
Liew, A. (2007, June). Understanding Data, Information, Knowledge And Their Inter-
The automotive industry segment within the economy of the United States is a fundamental employer as well as a key donor of the American Gross National Product. The automotive industry segment is one that faces intense and comprehensive competition not only locally but also internationally. In recent times, the automotive industry has experienced deterioration in the revenues and profits generated and a decline in the market share as well as a lack of major employment opportunities. Within this similar timespan, the automotive industry has experienced major problems owing to the increases in the level of importation of vehicles and their corresponding parts from Europe and Asia as they have attained a greater market share as well as sales volumes. The purpose of this report to is to examine the different strategies and tactics employed by General Motors and Toyota Motor Corporation. These two companies are some of the biggest…
Management Technologies in American Corporations
An exploration of knowledge organizations and their management of information using both the Internet and digital means
This paper will explore the pros and cons of both, and make recommendations for implementing them into companies, both large and small, and finally show real-world examples of these technologies in use in some of the most prominent American companies today.
Today, we live in a very complex world. Technology is proliferating at an exponential pace, and we are constantly bombarded with new technologies and ways of accessing information. Some of us find it very hard to keep up with all these technologies in our own homes (some of us may not even know how to use the internet). But these problems are much more problematic for businesses.
hile we might be able to still operate, and live our everyday lives despite our lack of technical knowledge, companies…
Holt, DH 1997, Management Principles and Practices, Prentice-Hall, Sydney.
Aldrich, Douglass. 1999. Mastering the Digital Marketplace. John Wiley, New York.
Nonaka, Ikujiro and Toshihiro Nishiguchi. 2001. Knowledge Emergence. Oxford UP, Oxford.
Levine, Rick. 2000. Talk is Cheap. The Cluetrain Manifesto. Perseus, Cambridge.
Managing the Supply Chain
Research an extended enterprise supply chain and identify key issues
Value driven supply chains are based on a variety of practices and assumptions. They tend to use the supply chain management to create a competitive advantage to improve a company's performance. The benefit of strategic supply chain management is seen in how an enterprise like Wal-Mart has used its supply chain to obtain an advantage over rivals. For instance, Wal-Mart excels in terms of cost and speed by erecting all domestic outlets within a day's drive of a warehouse and operating a trucking fleet. It has created economies of scale and distribution speed that peers cannot match. When K-Mart decided to compete against Wal-Mart head to head in terms of price, the sophisticated logistic system of Wal-Mart enabled it to withstand the price battle. Unfit to beat its competitor's costs and speed, K-Mart plunged into bankruptcy.…
Management philosophy refers to an individual's opinion regarding to the best management practice. In other words, a management philosophy is the best strategy to communicate the work ethics to organizational employee, which can serve as a mission statement to serve as a guideline to perform management duties. My management philosophy is to provide guideline, leadership, direction, as well as delivering a good example to the subordinates. In other words, my management philosophy is to design an environment that will assist me to lead employee productively. I have been able to achieve productivity from the employee through conflict management, provide encouragement to low performing employees, as well as rewarding a strong performer among employee.
The objective of this paper is to discuss my management philosophy.
My management Philosophy
My management philosophy is to set a good example to influence other employee's to work diligently through decision making, planning, organizing, leading, controlling…
Managing Diversity and Equal Opportunity
With the turn of the 21st century, a dramatic increase is being witnessed in the international flow of labor with repercussion for domestic labor supply and management. The native, racial and emigre mixture of the employees is predominantly important for the workplace. The importance of this domestic cultural multiplicity in the labor force, highlighted by worldwide influences and necessities, has lately encouraged the researchers to focus on the companies' and managers' response to diversity, be it of any form (Watson, Spoonley, & Fitzgerald, 2009).
If the workforce of the present times is compared with the one that was found 20 years ago, it will be easy to observe that there are "more white women, people of color, disabled persons, new and recent immigrants, gays and lesbians, and intergenerational mixes (i.e., baby boomers, Generation Xers, and Generation Nexters)" (iccucci, 2002) today. This situation has given birth…
Hemphills, H., & Hayne, R. (1997). Discrimination, Harassment, and the Failure of Diversity Training: What to Do Now. Westport, CT: Quorum Book. Retrieved December 15, 2012, from http://www.questia.com/read/23366693/discrimination-harassment-and-the-failure-of-diversity
King, A.S. (1995, December). Capacity for Empathy: Confronting Discrimination in Managing Multicultural WorkForce Diversity. Business Communication Quarterly, 58(4), 46+. Retrieved December 14, 2012, from http://www.questia.com/read/1G1-18023663/capacity-for-empathy-confronting-discrimination-in
Ollapally, A., & Bhatnagar, J. The Holistic Approach to Diversity Management: HR Implications. Indian Journal of Industrial Relations, 44(3), 454+. Retrieved December 15, 2012, from http://www.questia.com/read/1G1-210224380/the-holistic-approach-to-diversity-management-hr
Riccucci, N.M. (2002). Managing Diversity in Public Sector Workforces. Boulder, CO: Westview Press. Retrieved December 14, 2012, from http://www.questia.com/read/100875091/managing-diversity-in-public-sector-workforces
Managing Human esources
Change and conflict are some of the manager's current challenges. This thesis tries to inquire into the change processes and managers response to conflicts that arise as a result of change resistance. The manifestation of conflict and the impact of conflict are also discussed. The thesis also looks into the different theories formulated to explain change process and their relationship to conflict management. Also covered is the way decision makers can mitigate conflict and bring sanity in their organizations.
Today's managers are faced with the trade off between change and conflict. Change has become an irresistible part of organization and managers must therefore come up withy strategies and policies of managing change in an order to reduce conflict that may hinder the performance and also to reduce performance gap.
Conflict is bound to occur when different individuals have different perception, opinion, ideas and thought. Change and…
Knudsen T.(2003).Human Capital Management: New Possibilities in People Management. Journal of Business Ethics, 21(2),42-45.
Humphreys, M. (2005). Natural Resources, Conflict, and Conflict Resolution: Uncovering the Mechanisms. The Journal of Conflict Resolution, 49 (4), 23-36.
Kindler, H.S. (2005). Conflict Management: Resolving Disagreements in the Workplace. London: Thomson/Course Technology.
Kotter, J. (1995, march-april). Leading Change:Why Transformation Efforts Fail. Havard Business School Review, 59-67.
At the same time, he then acts as an interface and communicates to the team the general directions in which the company is moving. However, the project manager also acts as an internal motivator within the team, a coordinator and organizer.
A similarly important role will be played by the project manager in his capacity to act as an interface between the different entities and shareholders involved in a certain project. In order to control scope, several documents should be used, such as, for example, the statement of work, as part of the requests for proposals, or scheduling and budget estimates. For these, the project manager will work with representatives from other departments (marketing and sales etc.), but also with the clients. At the same time, the project manager will have consulted previously with his own team, thus being able to carry to these meetings their own evaluations and estimates.…
Furuholt, (2006) argues that lack of management engagement to the acceptance of information systems has been a barrier to the implementation of information systems. The issues are even common with organizations in the developing countries where management does not give enough priority to the information systems implementation. Importantly, implementation of information systems requires management support since management will need to approve fund that would be used for IS implementation. Generally, younger people are more interested in the it tools than older people. In a situation where number of older working team outnumbers younger working team within an organization, the IS implementation may be cumbersome.
More importantly, lack of knowledge of information systems may serve as barrier to its implementation. In the developed countries, private and public organizations have already aware the importance of information systems to the organizations. Many organizations in developed countries already realize that it tool is a…
Abukhzam, M. & Lee, a. (2010). Factors affecting Bank Staff attitude towards E-banking adoption in Libya. The Electronic Journal on Information Systems in Developing Countries: 42(2): 1-15.
Ali, S.N.A. (2010). E-government services: an exploration of the main factors that contribute to successful implementation in Libya. PhD thesis, University of Portsmouth.
Bartol, K.M. (1982). Managing Information Systems Personnel: A Review of the Literature and Managerial Implications. MIS Quarterly.
Boh, W.F. & Yelling, D. (2007). Using Organizational Architecture Standards in Managing Information Technology. Journal of Management Information Systems. 23 (3): 163 -- 207.
Trending analysis through a balanced scorecard methodology is used to evaluate the level of performance of each practice relative to another based on patients served, costs, and support costs. The use of balanced scorecards as part of the strategic planning process in healthcare organizations is a best practice that delivers insights and intelligence that drives ROI strategies (Niles, 2010). This is certainly the case with the healthcare organization interviewed.
3. What are some of the most important practices or activities related to this function? What is your involvement?
Managing the underlying IT systems that make the reporting performance evaluation and improvement processes possible is the most important activity related to that specific function. As the acting CIO for the healthcare organization, the person interviewed must also manage the teams that keep the computer systems up and running over time. The have completely accountability and responsibility for keeping the entire IT…
Management Approach That Offers the Best Outcomes
for Knowledge Development
Understanding business, and what that process contains, is extremely complex. It takes years of study and focus to gain even a rudimentary idea of all a company has to do to remain viable. A company has to have employees who understand their jobs, clear work goals for all concerned in the business, accounting practices that tell the actual financial workings of the company and keep government agencies happy, along with many other processes among the strata. Threads run through all of the working practices of an organization which tend to bind it together. These can be tangible communication channels (email, phone lines, other forms of information technology), or they can be intangible. These intangible communication lines are another layer of complexity which the organizations managers have to control and mold. How people deal with one another is the way an…
Cohen, Debra J. "Knowledge Development -- Future Focus: Emerging Issues -- in Human Resource Management." HR Magazine (2003). Web.
de Dreu, Carsten K.W., and Evert van de Vliert. Using Conflict in Organizations. New York: Sage Publications, 1997. Print.
Fischler, Michael L. "From Crisis to Growth…Race, Culture, Ethnicity, Conflict and Change." Education 124.2 (2003): 396-398. Print.
"Knowledge." Merriam-Webster Online Dictionary. 2011.
Some or all such authority may be in fact unlimited. This is when a committee can counterbalance authority and diffuse power within an organization since effectively only a small faction is making important decisions. The best use of committees is to have limited power to make decisions but have unlimited power to make recommendations on how things should be done.
2. Identify the initial issue that should always be thoroughly addressed when the establishment of a committee is recommended.
The initial issue that should be addressed is that of making sure that those on the committee are the people capable of carrying out the agenda of the committee and that the committee will have limited power to make organizational decisions.
3. In what ways may committees be said to dilute the recognition and diffuse the blame or responsibility? Where, based on your personal experience, have you seen one of these…
Baker, L. 2002. "Managed care, medical technology, and the well-being of society," viewed 21
February 2011, < http://www.ncbi.nlm.nih.gov/pubmed/12055455 >
Carlson, Gail. 2009. "Managed Care Understanding Our Changing Health Care System," viewed
21 February 2011,
The performance of each team member depends on the performance of all others, this being a team project. Constraints include time and financial resources; as such improvement requires permanent improvement effort.
isk Management. No risk has been identified related to the project's completion.
Monitoring and Controlling Mechanisms. The data analysts will develop a metric system to measure each member's performance on a weekly basis. This weekly performance will be submitted to the project manager for potential adjustments.
V. Operations management plan
Operations Strategy. An easy way to understand the meaning of operations strategy is to break the word into the two separate words: operations and strategy - these words being the opposite of each other (Slack & Lewis, 2002). 'Operations' is about the functions and procedures regarding the day-to-day processes, while 'strategy' is about the direction and scope of an organisation over a long period of time. The operations strategy…
Aberdeen Group. 2008. Operational KPIs and Performance Management -- Are Your Daily Decisions Based on Fact?, http://www.aberdeen.com/
Cooper, M. & Lambert D. 2000. Issues in Supply Chain Management. Industrial Marketing Management, vol. 29: pp. 65-83.
Johnson, J. C. And Wood, D.F. 1996. Contemporary Logistics, N.J.: Prentice Hall Upper Saddle Creek.
Keah C.R.K. And Handfield, R.B. 1998 .Supply Chain Management: Supplier Performance and Firm Performance. International Journal of Purchasing and Materials Management: pp.2-9.
S. DHS "Strategic Plan," 2008, http://www.dhs.gov/xabout/strategicplan/) ealistically acts of terrorism, domestic or foreign are exceedingly rare, though slightly more common than they have been in the past and at least marginally more violent in nature, they occur very, very rarely. (Lewis, 2000, p. 201) Though maintaining serious preparedness the mitigation of natural disasters, most which cannot be avoided is an issue needed to be addressed almost yearly, on both small and large scales, across the nation and is much more likely to directly effect people and resources on an intimate level and should be the Emergency Management system's first and primary concern! Though worst possible case scenarios, regarding the use of WMDs is important it is not where all the resources should go.
(5. In the course, you have been introduced to the various responsibilities of different levels of government in the homeland security effort. What level of government do…
Daniels, R.S. (2007). Revitalizing Emergency Management after Katrina: A Recent Survey of Emergency Managers Urges Improved Response, Planning, and Leadership and a Reinvigorated FEMA -- the Federal Government Has Responded by Making Most of the Recommended Changes. The Public Manager, 36(3), 16.
Department of Homeland Security Website www.dhs.gov
Depoorter, B. (2006). Horizontal Political Externalities: The Supply and Demand of Disaster Management. Duke Law Journal, 56(1), 101.
Hulnick, a.S. (2004). Keeping Us Safe: Secret Intelligence and Homeland Security. Westport, CT: Praeger.
"The most important issues which have to be addressed here are precise monitoring (diagnosis) of current results and their comparison with what has been planned. Effective managerial control must always be followed by feedback for correcting initial plans " (http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm).
The observation of the way in which people within an organization behave is of extreme importance. ut leaders and managers obtain feedback not just from observations, but directly from people. This provides them with a better understanding of the relation between the actions performed by the individuals and the beliefs which guide their behaviour. An efficacious control upon these factors implies the contribution to the creation and maintenance of a healthy organizational culture.
There are various strategies that an organization can choose to implement in order to make sure it preserves a healthy organizational culture. Among them we can mention the adoption of various principles, such as the following: a…
Baker, Kathryn (2002), Organizational Culture, 19 May, 2007, <
Four Management Functions, 19 May, 2007, http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm
Schein, Edgar, H (1992), Organizational Culture and Leadership, San Francisco: Jossey -Bass Publishers
Empowerment and Performance of Middle Management
The empowerment of middle managers is a paradox that is not easily solved. As this strata or level of management is often given responsibility for making sure goals are achieved yet often they have little actual authority to demand results or use legitimate power (French, aven, 1960). Empowerment from senior management is one potential approach to augmenting the effectiveness of this level of management yet the context of empowerment is just as critical as the support given (Bartunek, Spreitzer, 2006). This paper will analyze the approaches for middle managers to be more effective in their roles, with empowerment being an enabler, not the foundation, of long-term change. For middle managers to achieve that, they must also continually improve and transform themselves from supporters of the status quo (as managers often do) to being transformational leaders in their own right (Jackson, 1991).
Jean M. Bartunek, and Gretchen M. Spreitzer. 2006. The Interdisciplinary Career of a Popular Construct Used in Management: Empowerment in the Late 20th Century. Journal of Management Inquiry 15, no. 3, (September 1): 255-273.
David Collins. 1996. Whither democracy? Lost debates in management empowerment. Empowerment in Organizations 4, no. 1, (January 1): 12-24.
Eisenbeiss, S., and S. Boerner. 2010. Transformational Leadership and R&D Innovation: Taking a Curvilinear Approach. Creativity and Innovation Management 19, no. 4, (December 1): 364-372.
French, J.P.R. Jr., and Raven, B. (1960). The bases of social power. In D. Cartwright and A. Zander (eds.), Group dynamics (pp. 607-623). New York: Harper and Row.
This qualitative study, which used the methods of case study, in-depth interviewing, and focus group discussions (FGDs) is particularly vital to the implementation of change in organizational structures, from being a hierarchical to being decentralized. Like Perry, the study puts the manager's role as the most pivotal within the organization, primarily because s/he serves as the 'catalyst' for change and innovation in it.
Other literature also stress the role of power and control in helping the "new managers" of the 21st century to further develop their significant positions in the organization. Hill's (2005) study of managers for the century reflects how learning is achieved through experience, backs up theoretical assumptions that management for the 21st century does not demonstrate parallelism between its theories and actual applications. This assertion is mirrored in a theoretical study by Drejer (2004) and Klagge (1998), wherein he found out that training and learning for new…
Balogun, J. (2004). "Organizational restructuring and middle manager sensemaking." Academy of Management Journal, Vol. 47, Issue 4.
Callanan, G. (2004). "What would Machiavelli think? An overview of the leadership challenges in team-bases structures." Team Performance Management, Vol. 10, No. 3.
Drejer, a. (2004). "Back to basics and beyond: Strategic management -- an area where theory and practice are poorly-related." Management Decision, Vol. 42, Issue 3.
Hill, L. (2004). "New manager development for the 21st century." Academy of Management Executive, Vol. 18, Issue 3.
Management Quality ontrol
Dr. Kaoro Ishikawa is one of the world's idealized leaders in quality management control. He joined Japanese union of Japanese scientists and Engineers in 1949 to research on quality, after knowing that America's produce such as toys and cameras was cheap and defective. Ishikawa's greatest concern was to improve quality management involving every employee from top management to the front-line staff, without relying on professions. His significant contribution to evolution of quality management when he introduced the "fishbone" diagram that emphasized on quality services to customers made him known, and this could only be achieved by quality organization first in production of quality goods and services (Dahlgaurd 2005).
Kaoru was born on July 13th 1915 in Tokyo, and was the eldest son among the Shikawas, and in 1939, he obtained a degree in the University of Tokyo for applied chemistry. This knowledge helped him in construction,…
Cencus, B. o. (1983). Operations Management. Chicago: United States Department of Commerce.
Dahlgaurd, J.K. (2005). Fundamentals of Total Quality Management. Denmark: Routledge publishers.
Ishikawa, K. (1985). What is Total Quality Management -- the Japanese Way. Korea: Prentice-hall publishers.
Managers hold the key to successfully implementing changes in their corporate environments or their installations. How people react to change always depend on how managers present the change. Despite the manager's best efforts in anticipating reactions to change, there is always resistance from 70% of the staff. Leading and implementing change successfully, whether as a team or an organization is a core to achievement in managerial or professional practice (Daft, 2012). It is a difficult, fearful task which does not occur by chance; change should be thought through and well coordinated by the manager.
ole of managers in implementation
Manager's work is to sell the information, motivating resistors while hoping that some logic will encourage those in action to internalize the change and, therefore, change their behaviors (Thames, 2012). They think of innovative ways of how to handle products and services and how to improve technology. Mangers come up…
Daft, R.M. (2012). Understanding Management. London: Cengage Learning.
Karen, K.A. (2011). Generalist Practice With Organizations and Communities. London: Cengage Learning.
Richard, D.M. (2010). Organization Theory and Design. London: Cengage Learning.
Thames, B.D. (2012). Chasing Change. New York: Willey and Sons.