Management Team Essays (Examples)

Team Management Approaches Towards Higher Organizational Performance

Ineffective team effort is often occasioned by lack of proper knowledge of the vision of the team and the respective roles that each individual needs to play in order to steer the team towards achieving the collective goal (Bragg T., 1999). These factors result in each individual focusing their efforts in different directions hence achieving little or noting at all without the purposeful vision. In order to curtail the continued ineffective team effort, there is need to have each team leader to make the team members understand the vision and also the mission they have been assigned and eventual roles that each individual needs to play and the people they have to collaborate with in achieving the intended end result.

The main cause of lack of trust within any team is often the closed and dishonest communication among the colleagues and also from…

References

Brookins M., (2015). Reasons for Poor Communication in the Workplace. Retrieved May 21, 2015 from  http://smallbusiness.chron.com/reasons-poor-communication-workplace-10137.html 

Bradberry T., (2014). Emotional Intelligence-EQ. Retrieved May 21, 2015 from  http://www.forbes.com/sites/travisbradberry/2014/01/09/emotional-intelligence/ 

Bragg T., (1999). Turn around an ineffective team. Retrieved May 21, 2015 from http://faculty.washington.edu/janegf/turnaroundineffectiveteam.html

Jones D.C. & Pliskin J., (1988). The Effects of Worker Participation, Employee Ownership and Profit Sharing on Economics Performance: A Partial Review. Retrieved May 21, 2015 from http://cog.kent.edu/lib/JonesPiskinEmployeeOwnershipEconomicPerformance.pdf

Problems can arise from consequences of business rules that change due to external forces or a team member generates a new idea that creates a problem. This can create conflict with the values of the team members and overall team that can cause emotional behaviors to arise. The collective feedback from all team members helps build the knowledge of the manager. The combination of feedback from all team members and the manager's knowledge of the goals, assumptions, and experience helps enable the manager to express an opinion where all team members understand.

Openness, open to new experience, extraversion, outgoing and high spirited, and neuroticism, a general tendency to experience emotions, are correlated with emotional intelligence (Godse). If a manager is open to new experience, outgoing, and experiences their own emotions, emotional intelligence comes easier because it becomes a shared experience among team members. Openness allows the manager to learn about…

Bibliography

Godse, a. & . (n.d.). Perceived emotional intelligence and conflict resolution styles among infomraiton technology professionals: Tesing the mediating role of personalityp. Singapore Management Review, 32:1, 69-83.

Liu, C. & . (2010). A system maintenance process for facilitation requests management and conflict resolution. International Journal of Software Engineering and Knowledge Engineering, 20:7, 899-920.

Organizational Leaderships

Many corporations are progressively using teams in the realization of business goals because of the increased use of technology-enabled operations. Leading such groups can be particularly challenging, and much of the current literary works on team management does not translate directly to the context of leadership in virtual teams. ecent work on organizational teams indicates that, leadership in this electronic era, might be better considered as a combined effort shared among team associates recognized by the distribution and rotating of leadership positions. As such, current work on self-managed teams seems particularly significant. Associates taking liability for the quality of the work process and product as well as distributing management and leadership functions of the group characterize the self-managed work teams -- factors not unusual in virtual contexts of work where team associates and leaders are divided by time and place.

Within self-managed groups, often there is a dependency…

References

Blake, R. & Mouton, J. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Co.

Buckingham, M. & Coffman, C. (1998). First, Break All the Rules. New York, NY: Simon & Schuster.

Buckingham, M. & Clifton, D.O. (2001). Now, Discover Your Strengths. New York, NY: Simon & Schuster.

Daft, R.L. (2011). Leadership (5th edition). Nashville, TN: Southwestern Cengage Learning.

If these managers are unfit at achieving such objectives, the change process will not be effective.

Establish the vision and the strategy

Any change management process must start by building a vision that the new organization will be based on. Same as all companies are built on a vision of their founders, so should the new organization that will result after the change management process, be built on a vision.

Although the manager will create the vision of the new organization, he should make sure that all the stakeholders in included in the process. The vision should not only be directed at how the museum will look like from an artistic point-of-view, but it should also be directed towards its employees and how they will participate in the change management process and in the new organization, and towards the new image that the Louvre will present in comparison with similar…

Reference list:

1. Change Management for Shared Services and BPO (2010). SourcingMag. Retrieved August 22, 2010 from  http://www.google.ro/imgres?imgurl=http://www.sourcingmag.com/library/graphics/Framework_for_change_management.gif&imgrefurl=http://www.sourcingmag.com/content/c070618a.asp&h=454&w=445&sz=40&tbnid=d5hnQISSPQ2oRM:&tbnh=128&tbnw=125&prev=/images%3Fq%3Dchange%2Bmanagement&zoom=1&hl=ro&usg=__6JeBM0DmBEEc0EVToXVilzkpzrI=&sa=X&ei=fupwTOLODIPN4AbxnuzSCQ&ved=0CDcQ9QEwAw .

2. Kotter, J. (1995). John P. Kotter's eight steps to successful change. Retrieved August 23, 2010 from  http://www.businessballs.com/changemanagement.htm .

3. Cellars, T. (2007). Change Management Models. Retrieved August 23, 2010 from  http://www.associatedcontent.com/article/237685/change_management_models_a_look_at.html .

4. ADKAR -- A model for change management (2007). Change Management Learning Center. Retrieved August 23, 2010 from  http://www.change-management.com/tutorial-adkar-overview.htm .

A cheap product will not be able to survive in this rapidly changing business environment. Organization is another extremely important aspect of the necessary managerial skills for any manager desiring guaranteed success at their individual Verizon location. Organization can be as simple as instituting training at work in a pattern that overlooks no single employee. A good manager cannot expect employees to train themselves or improve their work manners without additional help. A strong organized training program is sure to enhance even the most successful company.

A strong leadership team is another necessary important aspect for businesses engaged in the phone industry. Verizon's leadership team must be instituted and adopted without fear at the workplace, because employees who fear their supervisors simply cannot evolve into successful employees interested in the growth of the company. A strong leadership team will effectively manage the business with the overall objective of accomplishing the…

Bibliography

Bass, B.M. (1996). A new paradigm of leadership: An inquiry into transformational leadership. Alexandria: U.S. Army Research Institute for the Behavioral and Social Sciences.

Oak, C. & Schoeffler, B. (2002). Management for the 21st Century. Retrieved March 13, 2007, from Insurance Journal Web site:  http://www.insurancejournal.com/magzines/southcentral/2002/03/11/mindyourbiz/18984 .

Verizon. (2007). Verizon. Retrieved March 17, 2007, at  http://www.verizon.com .

In other words, he expects for his efforts to be accordingly remunerated or rewarded with a promotion, a full time job offer for a trainee and so on (Stuart-Kotze, 2008).

In implementing these individual needs, organizational managers have developed numerous incentive plans, such as the offering of increased wages, premiums, bonuses or promotions.

The four above presented theories are relevant in the context of driving the individual, which is then capable to influence the organizational behavior of his employing company. The responses generated by the economic entities relative to the motivational factors vary in terms of intensity, ability to implement or resources possessed, but fact remains that all organizations have attempted to integrate stimuli that increase the performances of the workers. The ultimate goal of each organization offering incentive plans to its staff members is that of best benefiting from their intense efforts.

Aside the offering of a pleasant, yet…

References

Fabozzi, F.J., Peterson, P.P., 2003, Financial Management and Analysis, 2nd Edition, John Willey and Sons Inc.

Hariss, J.O., Hartman, S.J., 2001, Organizational Behavior, 1st Edition, Taylor & Francis Inc.

Stuart-Kotze, R., 2008, Motivation Theory,  http://www.goal-setting-guide.com/motivation-theory.htmllast  accessed on September 15, 2008

2008, Official Website of the Microsoft Corporation,  http://www.microsoft.com/en/us/default.aspxlast  accessed on September 15, 2008

There is a major difference in launching any new initiative where adoption is key to its success relative to introducing one where compliance can be demanded. B Management, by not informing employees of the change, is in effect saying through their actions that compliance is demanded or they will lose their jobs. The sobering fact of 13,000 people let go or nearly 25% of the workforce is a force in the B culture that implies compliance is critical if one is to stay employed. The swipe card is introduced by management through a compliance-driven strategy with none of the business benefits defined that are relevant to those most affected. Consequently, it fails as a program and serves as the volatile catalyst of a wildcat strike.

The lessons learned include the following. First, B Management needed to be more transformational as a leadership team, less authoritarian and transactional. Transformational leadership seeks…

Assume that you have been retained as a change consultant by BA management to advise them on how to avoid such a situation in the future. What lessons emerge from each perspective and what recommendations would you draw from each in constructing your advice to BA management?

BA Management first needs to realize that this type of program, which affects thousands of employees and their lives, must be launched to maximize adoption, not compliance. There is a major difference in launching any new initiative where adoption is key to its success relative to introducing one where compliance can be demanded. BA Management, by not informing employees of the change, is in effect saying through their actions that compliance is demanded or they will lose their jobs. The sobering fact of 13,000 people let go or nearly 25% of the workforce is a force in the BA culture that implies compliance is critical if one is to stay employed. The swipe card is introduced by management through a compliance-driven strategy with none of the business benefits defined that are relevant to those most affected. Consequently, it fails as a program and serves as the volatile catalyst of a wildcat strike.

The lessons learned include the following. First, BA Management needed to be more transformational as a leadership team, less authoritarian and transactional. Transformational leadership seeks to create trust by being authentic, transparent and showing how the vision of change is relevant to the better performance of an enterprise (Nussbaumer, Merkley, 2010). BA Management failed to deliver a transformational vision for the program or even consider the people it would affect the most. Second, BA Management could have explained in detail why the swipe program would be essential for the airline to stay competitive, and designed it to provide employees with more flexibility and freedom to interchange schedules. If Southwest Airlines can do this with a regional operation, surely BA has the ability to do the same. The lack of vision and explanation of benefits to the employees, and

This is one way to ensure everyone can work together with the same goals and information. Neighboring states could us the same criteria for training, thereby cutting training costs and ensuring cooperation and understanding from neighboring responders in the U.S. As well.

It is clear the field of emergency management is not what it was even ten years ago. Today, there are more considerations about terrorism, global warfare, and WMD that were not as prevalent even ten years ago. Emergency management has to evolve as disaster and the threat of disaster evolves. With all the talk of global warming, there may be ramifications from that problem that may become much more apparent in the future, and emergency management may have to deal with those too, such as mass evacuations, massive climate change, and other problems.

eferences

Farazmand, a. (2001). Handbook of crisis and emergency management. New York: Marcel Dekker, Inc.

References

Farazmand, a. (2001). Handbook of crisis and emergency management. New York: Marcel Dekker, Inc.

Technology Strategies Anticipated to Accomplish Business Goals

GE Lighting Division's expectations for SharePoint were not realized, and as a result, the division moved to adopt a globally-based Partner elationship Management (PM) system that includes integration to both reseller order capture and distributed order management systems so that all channel partners could place orders and track them through manufacturing to fulfillment. GE Lightings' channel management had found that through discussions with resellers that of all applications designed for the five objectives, having a coordinated order capture and order management system was critical. Second, the objective of managing pricing both in terms of quotes and handling pricing exceptions was accomplished through the development of a Special Pricing equest application. As Columbus (2003) has stated, the automating of special pricing requests is one of the highest OI activities for a channel organization to pursue. Third, the automation of lead generation and escalation in…

References

AMR Research (2003) - Configuration is the Heart of Customer Fulfillment for Complex Product Manufacturers. AMR Research Report. Monday March 31, 2003. Retrieved from the Internet on May 31, 2007 at http://lwcresearch.com/filesfordownloads/ConfigurationIstheHeartofCustomerFulfillmentforComplexProductManufacturers.pdf

Columbus (2003) - Squeeze the revenue out of your Special Pricing Requests. AMR Research Alert. Tuesday November 11, 2003. Retrieved from the Internet on May 31, 2007:

http://lwcresearch.com/filesfordownloads/SqueezetheRevenueOutofSPRs.pdf

"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…

Bibliography

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

Management

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).

Empowering the…

References

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.

Management - Is it an Art or a Science?

Management is Art

Management has a lot more closely attached to art than it is to science. usiness management is about working with, as well as influencing other people to fulfill the goals of both the corporations and its associates (2).

Managing in the New Era

Quick transformations that are far-reaching all through each and every feature of business today prompts the corporations to reorganize the method they do things. Even though the customary management replica has developed quite a bit, it is still geared to an unbending composition and command -- and manage state of mind (3). This replica is well modified to an atmosphere where transformation is sluggish and evolutionary rather than fast and radical. It helps put in order procedures and promote a sense of responsibility, order, and discipline (4).

What it is short of is elasticity making…

Bibliography

1) Bjrn Bjerke. Business Leadership and Culture: National Management Styles in the Global. Edward Elgar, 1999.

2) Floyd Norris. A Climb to Riches, One Merger at a Time. New York Times. 2003.

3) Hal R. Varian. Can markets be used to help people make nonmarket decisions? New York Times. 2003.

4) Jeff Madrick. Looking beyond free trade as a solution to helping the developing world. New York Times. 2003.

When employees are managed for their potential in addition to their contribution, their willingness to openly share and contribute information significantly increases. esistance to change and fear are minimized and employees perceive their role as contributor and knowledge expert over time, not as an employee who is being automated out of a job for example. The critical factors that lead to a learning organization are put into motion by transformational leaders who seek to define a culture inside their organizations of professional growth for subordinates. The focus on autonomy, mastery and purpose is critically important for organizations to grow entrepreneurs (El Tarabishy, 2006) while at the same time overcoming resistance to change as employees don't see the need to hoard information but to add rapidly to it to master their field and be an acknowledged expert or guru in their fields. The difference in behaviors is mastery over one's position…

References

Li Yueh Chen, & F. Barry Barnes. (2006). Leadership Behaviors and Knowledge Sharing in Professional Service Firms Engaged in Strategic Alliances. Journal of Applied Management and Entrepreneurship, 11(2), 51-69.

Karina Skovvang Christensen. (2005). Enabling intrapreneurship: the case of a knowledge-intensive industrial company. European Journal of Innovation Management, 8(3), 305-322.

El Tarabishy, Ayman (2006). An exploratory study investigating the relationship between the CEO's leadership and the organization's entrepreneurial orientation. Ed.D. dissertation, The George Washington University, United States -- District of Columbia.

Ling, Y., Simsek, Z., Lubatkin, M., & Veiga, J.. (2008). Transformational leadership's role in promoting corporate entrepreneurship: Examining the CEO and Top Management Team Interface. Academy of Management Journal, 51(3), 557.

Maintaining professionalism, when communicating the physical security, ensures its adoption by the stakeholders. In addition, providing a cost estimate for the whole process makes the management team understand the need for the adoption of the physical security in the business/organization (Chapter 7 of Broder, & Tucker, 2011).

Cost benefit/benefit analysis enables the business to assess the risks and advantages associated with the security option. This entails evaluating the efficiency of the security program with the perceived operational costs and implications on organizational performance. This ensures proper development of security design for ensuring effective management operations management. Some of the risk management options that ensure physical security include the development of effective policies, procedures, hardware, and labor that promote utilization of security programs. ecovery can be achieved by ensuring developing the desired hardware that stores data related to operations management in the organization. Evaluating the effectiveness of a security program is…

References

Chapter 5 of Broder, JF. & Tucker, G. (2011). Risk Analysis and the Security Survey. Upper Saddle River,

NJ: Elsevier

Chapter 7 of Broder, JF. & Tucker, G. (2011). Risk Analysis and the Security Survey. Upper Saddle River,

NJ: Elsevier

3) Enforcement of Teams Rules - This is not a technique that is desirable but is to be used when team members refuse to be team players;

5) Retreat - This allows individuals a cooling off period and is effective when there is not a real problem but only the perception of one.

6) De-emphasis - This is a type of bargaining that emphasizes the areas of agreement. (Townsley, 2006)

Teams require some conflict in order to effectively operate and cooperative conflict has the potential to "contribute to effective problem solving and decision making by motivating people to examine a problem." (Townsley, 2006) the work of Stulberg (1987) states that there are common patterns to all conflict which he calls the Five-P's of Conflict Management as follows:

1) Perceptions;

2) Problems;

3) Processes;

4) Principles; and 5) Practices. (Stulberg, 1987)

Perceptions involve individual associated conflict with negative responses including anger,…

Bibliography

Kerr, Randy (2005) Work Team Conflict Resolution. Online available at  http://www.uwstout.edu/rs/2005/article2.pdf 

Stulberg, J.B. (1987). Taking charge / managing conflict. Lexington, MA: Lexington Books.

Townsley, Carole (2006) Resolving Conflict in Work Teams. The Team Building Directory. Online available at  http://www.innovativeteambuilding.co.uk/pages/articles/conflicts.htm 

Heathfield, Susan M. (2008) Personal Courage and Conflict Resolution at Work. Human Resources. Online available at  http://humanresources.about.com/cs/conflictresolves/a/conflictcourage.htm

As our CEO is known for being technology-savvy when he started using the new CM in pilot mode on his laptop and started giving presentations based on the analytics applications still in testing, it suddenly became commonplace for see Vice Presidents, Directors and managers all doing briefings using analytics from the new CM system. The CEO had been able to squelch negative politics by making use of the analytics data ground-breaking. Our CEO also praised people and departments he found feely sharing data to make the new CM system function more efficiently. In this regard he was using a positive reinforcement strategy to unify potentially conflicting teams (Lui, Chan, 2008). This was very effective as soon Vice Presidents sent out e-mails telling everyone to look for opportunities to collaborate with other divisions, and discuss how the data they had could help other divisions. This made the task of system analysis…

References

Bernoff, J., & Li, C.. (2008). Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review, 49(3), 36-42.

Craine, K. (2007). Managing the Cycle of Change. Information Management Journal, 41(5), 44-46, 48, 50.

Lui, K., & Chan, K. (2008). Rescuing Troubled Software Projects by Team Transformation: A Case Study With an ERP Project. IEEE Transactions on Engineering Management, 55(1), 171.

Maurer, R. (2009). Get Your Team Involved. The Journal for Quality and Participation, 32(1), 28-31.

What needs to first be improved upon is the lack of ownership on the part of the unionized workers, yet even more systemic is the challenge that Perrier management has in how workers are accustomed to prosperity in an era of economic downturn. Gaining consensus with unions during a contraction of their business cycles is going to be difficult. What needs to first happen is that the Perrier and Nestle' management teams needs to first focus on being transparent and honest about the need to change, and taking pay cuts, reductions in bonuses and in generals being the champions of the needed change first (Brown, Cregan, 2008). This will help to increase their credibility with the union workers, and also show they are willing to make sacrifices they are calling on others to do as well. Second, Perrier and Nestle' management must focus on creating measures of progress that equally…

References

Michelle Brown, Christina Cregan. (2008). Organizational change cynicism: The role of employee involvement. Human Resource Management, 47(4), 667.

Retrieved January 22, 2009, from ABI/INFORM Global database. (Document ID: 1598548371).

Christina Passariello (2004, March 17). Nestle's Dispute With Perrier Could Be Coming to a Boil Soon. Wall Street Journal (Eastern Edition), p. 1. Retrieved January 22, 2009, from ABI/INFORM Global database. (Document ID: 580630441).

Management

Yes, managers are important to organizational success. But this is a logical fallacy question. All organizations, both the successful ones and the utter failures, have managers. So the question isn't about whether managers are important to success -- mathematically there is 100% correlation between having managers and being successful, but also 100% correlation between having managers and being unsuccessful.

Then there is the issue of where organizational success comes from. First, one must define success -- is it profitability? Or exceptional profitability? Short-term, long-term? And there are a lot of variables that contribute to organizational success, not just the actions of management. Further, to determine whether managers are integral to success, and to what degree, would require a control. It is almost impossible to define a control. You could say the managers at Google are really good, but unless there is a parallel universe Google with different managers, how…

References

Burns, T. & Stalker, G. (1961). The management of innovation. University of Illinois at Urbana-Champaign's Academy for Entrepreneurial Leadership Historical Research Reference in Entrepreneurship

Courtright, J., Fairhurst, G. & Rogers, L. (1989). Interaction patterns in organic and mechanistic systems. The Academy of Management Journal. Vol. 32 (4) 773-802.

Eyre, E. (2015). Mintzberg's management roles. MindTools.com. Retrieved July 5, 2015 from  http://www.mindtools.com/pages/article/management-roles.htm 

MSG (2015). Steps in strategy formulation process. Management Study Guide. Retrieved July 6, 2015 from  http://www.managementstudyguide.com/strategy-formulation-process.htm

Team Plan Strategy for Program Implementation

Success University (SU) a medium sized undergraduate institution located Southern California. SU offers Associates Bachelors programs Business, Psychology Education San Moreno campus online. SU decided launch programs Fall.

Strategies for as unified team

The members of the task force team will be selected internally to maintain the university culture and ensure that the team does not need training on the values, mission and vision of the university.

Strategies for as unified team

Including an already existing employee base will also boost their morale and ensure commitment to projects needs. The need for recruiting internally is because the ability of the faculty members is known and one can easily target them for an ideal position. The proposed members of staff to form the task force will also go through a vetting process from their colleagues. This will further go to advice the leader on the…

References

Balmer, J.M.T. (2001). Corporate Identity, Corporate Branding and corporate marketing European Journal of Marketing 34(4), 248-291.

Barney J.B., & Hesely W.S. (2008). strategic management and competitive advantage concepts and cases second eds. upper saddle river: pearson prentice-hall.

Lorenzen M. (2006). Strategic Planning for Academic Library Instructional Programming. Illinois West Publishing.

Michael A., & Jude K. (2005). Strategic Planning for Nonprofit Organizations. Second Edition. . Australia: John Wiley and Sons.

If this is present within a group of people, then their performance will be enhanced by their mutual support (both practical and moral)" (Blair 2008). Groups, and members of a group, must have strong interpersonal and managerial skills, to become self-managing units. A group must exercise collective leadership, not merely be lead by a single individual (Blair 2008).

Even if one person may be designated as a leader, the group must agree upon a particular way to organize meetings, plan, set goals, and monitor and review performance. Having a mission statement can help give clarification and focus to all of these duties. If the mission statement becomes a point of contention, it at least encourages the articulation of issues in a clear and directive fashion and may even establish that disagreement is 'okay' within the group, early on. Having a formal feedback procedure ensures not only that the group is…

Works Cited

Blair, Gerard M. (2008). "Groups that work." The Art of Management. Retrieved March 14, 2008 at http://www.see.ed.ac.uk/~gerard/Management/art0.html?http://oldeee.see.ed.ac.uk/~gerard/Management/art0.html

Famous models: Stages of group development." (2001). Chimaera Consulting.

Retrieved March 14, 2008, at  http://www.chimaeraconsulting.com/tuckman.htm 

Geert Hofstede analysis." (1999). International Business Center.

These symptoms should be identified by the management team beforehand, even as early as in the planning stage. This is then used by the team of observers to identify any problems relating to dry rot in the company. The observing team and management team then work together to once again implement new ideas regarding products and services.

In order to deal with rivalry, a marketing team can be formed in order to respond to the challenge offered by rivals in terms of new products and services. The rival's products and services can then be observed by this team, after which improved products and services are then created.

Challenges in the Growth and Maturity Phases

Challenges in the growth phase are mostly related to issues of revenue generation, and implementing new products and services, as well as employing new people. The focus is on maintaining a steady rate of development. In…

Sources

Adizes, Ichak. (1988). Corporate Lifecycles. Englewood Cliffs, NJ: Prentice Hall.

Gross, Susan, Mathiasen, Karl and Franco, Nancy. (1998, Summer). "Organizational Life Cycles: Revisited." In MagNews, Management Assistance Group, Inc.  http://www.managementassistance.org/page4k.html 

Johannsen, Murray. (1996-2004). "Five Phases of The Organizational Life Cycle." Legacee Management Systems Inc.  http://www.legacee.com/FastGrowth/OrgLifeCycle.html 

McNamara, Carter. (1999). "Basic Overview of Organizational Life Cycles." Minnesota: Management Assistance Program for Nonprofits.  http://www.mapnp.org/library/org_thry/org_cycl.htm

Managing Organisational Change

Kotter's 8-Step model is one of the most commonly used models in change management. The model provides eight useful guidelines which can be applied to change management within the context of human resource management (HM). This paper explores the applicability of the model to a change initiative aimed at shifting from job-based compensation to knowledge-based compensation at Dataversity. Dataversity provides digital educational and publishing services to business and information technology (IT) professionals concerned with data utilisation and management. The paper specifically demonstrates how each step of Kotter's model can be applied to the identified change situation.

The first step in the model is to create a sense of urgency (Kotter & Schlesinger, 2008). This essentially entails demonstrating to members of the organisation why the change is important as well as what could happen if the change is not implemented. The management and employees of Dataversity must understand…

References

Anderson, D., & Anderson, L. (2010). Beyond change management: how to achieve breakthrough results through conscious change management. San Francisco: Pfeiffer.

Cummings, T., & Worley, C. (2013). Organisation development and change. 10th ed. Boston: Cengage Learning.

Hayes, J. (2014). The theory and practice of change management. London: Palgrave Macmillan.

Kotter, J., & Schlesinger, L. (2008). Choosing strategies of change. Harvard Business Review, 86(7/8), 130-139.

In October 2005, EXXON had to pay a $8.7 million civil penalty, while at the same time spending $9.7 million on community environmental projects. In my opinion, these are unnecessary costs that can be eliminated in the future with an adequate financing for research and development in environmental protection and pollution reduction.

The marketing segment also needs an increased attention in 2006. For example, on the gasoline market, EXXON brands such as Mobil or Esso are already well-known throughout the world. Nevertheless, the specificity of the industry brings about the necessity to constantly promote these brands. How is an Esso gas station different from a Shell or Texaco one? EXXON needs to think out marketing campaigns deemed to bring out the main competitive advantages over other companies on the market: excellent service, better quality gasoline (going hand in hand with the spending in research and development in this segment, previously…

Bibliography

1. Exxon Mobil to spend $571m upgrading refineries. Reuters. October 2005. On the Internet at  http://www.financialexpress.com/fe_full_story.php?content_id=105423 

2. Blum, Justin. Exxon Mobil's first quarter earnings shoot up. Mail Tribune. April 2005. On the Internet at  http://www.mailtribune.com/archive/2005/0429/biz/stories/04biz.htm 

 http://www.exxonmobil.com/corporate

Overall Situation
There are two elements to the overall situation. The first is with Sue. She typically finishes her work ahead of time and then, waiting for the next step, offers to help the others. This is not taken positively by them. Sue is probably quite unaware that she is doing anything wrong here, but the older workers are quite established both in their roles and in their work rhythms. It is not uncommon for a young hotshot to come into a situation with a group of older workers and earn their resentment, especially if they feel that she is showing them up. Jack\\'s comment about \\"useless equations and formulas\\" definitely indicates that there is an element of this – that he is appealing to Max in part because he wants to make sure that she isn\\'t making the rest of them look bad.
The other element to this is…

Managing Organizational Change

It is reasonable to suggest that companies of all types and sizes have integrated information technology systems of some sort to help them manage their businesses and achieve a competitive advantage in recent years. Because computer systems tend to become obsolete rapidly as Moore's Law continues to hold true, many companies have accumulated a mish-mash of various computer types and capabilities that may not operate efficiently in a networked environment. When these legacy systems are replaced by a standardized array of compatible computers, the transition may introduce a number of challenges and obstacles that can adversely affect the company's ability to remain agile and responsive to internal and external customer needs. To determine how the transition from an older legacy system to an improved set of computers can be achieved in an efficient fashion, the key stakeholders who are involved in the process, and the potential lessons…

References

Johnson, J. & Andrews, M. (2003, July). New markets, old technology: a strategic mismatch.

Risk Management, 50(7), 48.

McGinn, D., Kudyba, S. & Diwan, R. (2002). Information technology, corporate productivity and the new economy. Westport, CT: Quorum Books.

Nakata, C., Zhu, Z. & Kraimer, M.L. (2008). The complex contribution of information technology capability to business performance. Journal of Managerial Issues, 20(4), 485-

Please see Appendix a for a give year ratio analysis of Starbucks Corporation illustrating the significant effect the recession is having on gross margins. Yet despite this pressure, Starbucks continues to be successful in keeping its gross margins above industry average at 9.67% for the latest fiscal year. Also noteworthy about their financial performance is the increase in evenue Per Employee from $53,864 in 2004 to $59,156. This speaks to the fact that Starbucks is being successful with their long-term strategy of delivering exceptional customer experiences, so much so that there is greater levels of repurchase of drinks and food even in a recession (Churchill, 2008). All of these factors point to the critical need for managing customer experiences more closely than ever, with a strong orientation towards giving customers and opportunity to have their voices heard on potential new products. Starbucks has excelled in the area of social networking,…

References

Bernoff, J., & Li, C.. (2008). Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review, 49(3), 36-42.

Chris Churchill. (15 July 2008). Starbucks competitors get jitters: Local coffeehouses, facing woes of their own, cast wary eye on chain's recent closings. McClatchy - Tribune Business News

Fridell, G. (2009). The Co-Operative and the Corporation: Competing Visions of the Future of Fair Trade. Journal of Business Ethics: Supplement, 86, 81-95.

Burt Helm. (2007, April). SAVING STARBUCKS' SOUL: Chairman Howard Schultz is on a mission to take his company back to its roots. Oh, yeah -- he also wants to triple sales in five years. Business Week,(4029), 56.

Lee is only the first step in the process of building a team that is able to cover all aspects of Mrs. Lee's care. The team approach involving a social worker, nurse, physician, pharmacist, and physical therapist affords Mrs. Lee a full range of professionals attending to her various needs.

Although Mrs. Lee has a number of problems that need to be addressed the one problem that must be addressed immediately is her elevated blood pressure. Hypertension is an important risk factor for the development and worsening of many complications of diabetes and an elevated blood pressure is like walking around with a detonated bomb. Within moments, and with little warning, a diabetic patient can suffer a stroke or heart attack as a result of an elevated blood pressure. Well over fifty percent of diabetics suffer from hypertension and proper treatment of hypertension can minimize most of the tangential problems…

References

Calle-Pascual, A.L. (2002). A preventive foot care programme for people with diabetes with different stages of neuropathy. Diabetes Research and Clinical Practice, 111-117.

Caminal, J. And Barbara Starfield, et. al.(2004). The role of primary care in preventing ambulatory care sensitive conditions. European Journal of Public Health, 246-251.

Deichmann, R.E. (1999). Improvements in Diabetic Care as Measured by HbA1c After a Physician Education Project. Diabetes Care, 1612-1616.

Epstein, M. (1997). Diabetes and hypertension: the bad companions. Journal of Hypertension, 55-62.

Soliciting more suggestions about how to improve the company from employees will make workers feel as if the company has a personal investment in their output, and that they can make a valuable commitment to the overall mission of the company. Having a clear sense of corporate identity can make workers feel as if they are motivated to improve the company as a unit instead of merely seeing the company as a vehicle of self-advancement. Many of the dissatisfactions articulated by the company relate to understandable individual concerns, such as the lack of personal time, overwork, promotions, and equitable pay. These all suggest that the company comes up lacking because it does not invest in workers, thus workers do not invest themselves in it.

"Herzberg, Mausner, and Snyderman (1959) identified factors such as achievement, recognition, responsibility, advancement, and personal growth which, when provided as an intrinsic component of a job,…

Works Cited

Hill, Roger. (1996). The Work Ethic and Industrial Management. History of the Work Ethic

Retrieved May 2, 2009 at  http://www.coe.uga.edu/workethic/him.html

Management of Information Systems Business Strategy: Lessons to Be Learned From the Clinic and esort Cases about the Creation, Implementation and Use of Business Intelligence

The objective of this work is to examine the lessons to be learned from the clinic and resort cases about the creation, implementation and use of business intelligence in management of information systems business strategy.

Business intelligence is described as the "business capability of extracting actionable insight from business and market data to support better decision-making and improved corporate performance." (The Business Intelligence Guide, 2011) Furthermore, Business Intelligence is the business reported to be the "most wanted technology by business across the world" because business intelligence "even in current times of economic downturn, when IT budgets are being cut, is still at the top of the list of urgently needed business capabilities." (The Business Intelligence Guide, 2011) The critical need for business intelligence was learned…

References

Briggs, Linda L. (2011) BI Case Study: Hospitality Firm Clean Up with BI. 26 Jul 2011. TDWI. Retrieved from:  http://tdwi.org/Articles/2011/07/26/Case-Study-Hospitality-Firm.aspx?Page=1 

Business Intelligence (2011) The Business Intelligence Guide. Retrieved from:  http://thebusinessintelligenceguide.com/bi_solutions/index.php 

Konitzer, Kate and Cummens, Mike (2011) Case Study: Using Analytics to Improve Patient Outcomes and Billing Accuracy at Marshfield Clinic. TDWI. 11 Jul 2011. Retrieved from:  http://tdwi.org/Articles/2011/07/11/CASE-STUDY-Using-Analytics-to-Improve-Patient-Outcomes-and-Billing-Accuracy-at-Marshfield-Clinic.aspx?Page=1

Management

Patents are a source of protection for intellectual property in any industry. The value in a patent is that it allows a company that has developed a product or proprietary technique to enjoy monopoly power over that, thus enabling the company to recoup its investment in the development of the proprietary product or technique. Patents are published as a matter of public record, and this is not deemed harmful because of the strength of law protecting patents. The typical response of competitors to patents is that they either build on the patent in a meaningful way, so as to receive their own patent for a new product that may be built on the original product. Alternatively, a competitor may develop a similar product that performs the same function as the one covered by patent, and receive its own patent on the new product. Patents typically can only be held…

References

Cadigan, S. (2015). Nurturing a culture of innovation. Inc. Magazine. Retrieved July 25, 2015 from  http://www.inc.com/steve-cadigan/nurturing-a-culture-of-innovation.html 

Morah, C. (2015). Patents are assets, so learn how to value them. Investopedia. Retrieved July 25, 2015 from  http://www.investopedia.com/articles/fundamental-analysis/09/valuing-patent.asp 

QuickMBA (2010). The value chain. QuickMBA.com. Retrieved July 25, 2015 from  http://www.quickmba.com/strategy/value-chain/ 

Waldron, D. (2013). Online education companies facing new disruption. Seeking Alpha. Retrieved July 25, 2015 from https://seekingalpha.com/article/1703392-online-education-companies-facing-new-disruption

Team Conflict Development and Team Dynamics

Organizational tasks are becoming increasingly complex and more involved; teams have become valuable for easier and more effective accomplishment of tasks (Chekwa & Thomas, 2013). Teamwork has turned out to be a crucial driver of organizational productivity in the contemporary workplace (Breugst et al., 2012; Martinez-Moreno et al., 2015; Lee et al., 2015); this to a large extent explains why employers are ever more looking for individuals with outstanding teamwork abilities. Nonetheless, owing to differences in needs, objectives, opinions, interests, priorities, values, and beliefs between different members of a team, conflicts are bound to emerge often (Brown et al., 2011). Lack of proper handling of the conflicts, individual and team productivity can be significantly hampered (Fusch & Fusch, 2015). This paper provides of review of literature relating to conflict management in teams. The review particularly pays attention to team development and dynamics, team conflict…

References

Breugst, N., Patzelt, H., Shepherd, D., & Aguinis, H. (2012). Relationship conflict improves team performance assessment accuracy: evidence from a multilevel study. Academy of Management Learning & Education, 11(2), 187-206.

Brown, J., Lewis, L., Ellis, K., Stewart, M., Freeman, T., & Kasperski, J. (2011). Conflict on interprofessional primary health care teams -- can it be resolved? Journal of Interprofessional Care, 25, 4-10.

Canelon, J., Ryan, T., Iriberri, A., & Eryilmaz, E. (2015). Conflicts on team satisfaction and face loss and the moderating role of face work behaviors in online discussions. Academy of Educational Leadership Journal, 19(3), 45-61.

Chang, W., & Lee, C. (2013) Virtual team e-leadership: the effects of leadership style and conflict management mode on the online learning performance of students in a business-planning course. British Journal of Educational Technology, 44(6), 986-999.

Teams, Diversity, Stakeholders, and Organizational Conflict

The role of leadership in managing conflict in interpersonal, team, and organizational contexts in times of change, with a particular focus on downsizing

The term leadership can be defined as the actions an individual takes when he or she directs the activities of a team or group. the behavioral aspects or actions taken by a leader to influence his team and to help the team cope with change are some of the most important aspects of leadership (Abdulaziz Al-Sawai, 2013). Whenever a leader announces change in a company, it is only natural for employees to hope that the outcomes would affect them advantageously. All staffs normally hope that the management or the supervisors will take into account their efforts and needs. Hence, trust between the employees and their leaders is one of the most crucial factors in influencing how employees will react in response…

References

Abdulaziz Al-Sawai. (2013). Leadership of Healthcare Professionals: Where Do We Stand? Oman Medical Journal, 285-287.

Frederick P. Morgeson, D. Scott Derue, & Elizabeth P. Karam. (2010). Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes. Journal of Management, 5-39.

Helder Moura, & Jose Cardoso Teixeira. (2016, October 6). Managing Stakeholders Conflicts. Retrieved from Repositorium: http://repositorium.sdum.uminho.pt/bitstream/1822/17572/1/Managing%2520stakeholder's%2520Conflicts.pdf

Jacob Bercovitch. (n.d.). CONFLICT AND CONFLICT Management IN ORGANIZATIONS: A Framework for Analysis. Canterbury: University of Canterbury.

9. What entry-level positions are there in this field that a Management graduate might consider?

Entry-level employees are often tasked with conducting research and collecting data in the field. They are also charged with conducting focus group studies, the preparation of presentation materials, and spending a large amount of time in the field.

10. What are the key personal characteristics for success in this field?

The ability to think critically and analyze data carefully and in context with the project at hand has helped in consulting. The ability to think "outside the box" also helps with coming up with strategic recommendations.

11. What opportunities for advancement exist? Is this a rapidly growing field?

Management consulting is a rapidly growing field and specialization opportunities are rampant in both the private and public sectors.

12. Can you describe the salary ranges of typical jobs within the company or field?

The salary for…

TEAM THAT WASN'T

What would you say to andy (or someone with opinions similar to his own) to try to persuade him that "groups are [not] useless"? Provide a detailed argument.

The main fallacy of andy's point-of-view is that he defines the entire concept of teams by only one very narrow aspect of teamwork: decision making authority. To andy, the only relevance of teams is that decision-making authority vests in the group instead of in a single decision maker. Meanwhile, andy is completely ignorant of the tremendous potential value of teams and of effective collaboration (i.e. teamwork) within well-designed functional teams. His belief that no good ideas ever emerge from teams is highly inaccurate and reflects nothing more than his own self-centered projection of something that may be true of him onto others and onto the concept of teamwork.

In fact, the opposite is true on all counts. First, decision-making…

References

Robbins, S. And Coulter, M. (1999). Management. New Jersey: Prentice-Hall.

Robbins, S. (2000). Essentials of Organizational Behaviour. New Jersey: Prentice-Hall.

Thompson, L.L. (1999). Making the Team: A Guide for Managers. New Jersey:

Prentice-Hall.

These may either be wrong decisions, or decisions that do not maximize the organization's competitive advantage or effectiveness.

A positive correlation exists between management success and effective information needs assessment, gathering and use. Strategic use of information seems to be a critical success factor for successful management. For example, "excellent" chief executives of not-for-profit organizations provide critical decision-making information to their board of directors and tend to be adept at using information strategically (Lei, 2006). Another critical success factor is a clearly articulated sense of mission that serves as the focal point of commitment for board and staff and as the guidepost by which the organization evaluates its success and adjusts its course over time. This concurs with the theory of one prominent researcher that a clearly focused mission and adherence to it are key organizational success factors.

In summary, leadership must embrace the humane treatment of employees and their…

Bibliography

Communication and leadership.  http://www.nwlink.com/~Donclark/leader/leadcom.html 

Bryson, J.M. (2002). Strategic planning for public and non-profit organizations. San Francisco, Calif.: Jossey-Bass Publishers, 96.

Cockburn, I. (2004). Measuring competence? Exploring firm effects in pharmaceutical research. Strategic Management Journal 15 (special winter issue), 63-84.

Drucker, Peter F. (1994). Management: tasks, Responsibilities, practices. New York, N.Y.: Harper & Row, Publishers, 125.

(Jones, Kowalk and Miller, 2000) The following is an example of these classifications.

Figure 1

isk Assessment Matrix

Source: Jones, Kowalk and Miller (2000)

III. PUBLIC SECTO'S ESPONSIBILITIES

The critical incident management plan is important in the community response provided and this includes the response of emergency responders, police officers, the fire departments as well as others who are involved in such plans. The first duty of the public sector is to maintain community safety. (Jones, Kowalk and Miller, 2000) It is important that the critical incident management plan "define situations where public policy or legal mandates require public sector intervention even though the private sector has ample resources to handle the event." (Jones, Kowalk and Miller, 2000)

IV. THE INCIDENT COMMAND SYSTEM (ICS)

The incident command system (ICS) has been adopted by many jurisdictions and endorsed by law enforcement and fire services. ICS is stated to establish "an organized…

REFERENCES

Jones, R.W., Kowalk, M.A. And Miller, P.P. (2000) Critical Incident Protocol -- A Public and Private Partnership (2000) Office for State and Local Domestic Preparedness Support, Office of Justice Programs, U.S. Department of Justice. Online available at:  http://www.ojp.usdoj.gov/odp/docs/cip.pdf 

Agency Administrator's Guide to Critical Incident Management (2008) National Wildfire Coordinating Group. July 2008. Online available at: www.nwcg.gov/pms/pubs/pms926.doc

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'…

References

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.

Human esources

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…

References

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].

If the direct and indirect costs are scaled down in line with the loss of business, hopefully this is sufficient to alleviate the capital shortage.

In addition to cutting costs, the company should also look for ways to increase revenues to temper the financial impact of some of the loss of business. hile much of the other recommended work falls to senior management and the human resources department, this component of the recommendation falls mainly to the sales staff, along with senior management. The sales staff must creatively pursue new opportunities for incremental revenue growth that will, in concert with the cuts, allow the company to stabilize its financial situation. Increasing revenues, unfortunately, often means increasing the R&D budget due to the time-consuming nature of courseware development (Kang & Goodyear, 1996). This means that new sales growth will likely come from the re-purposing or re-marketing of existing products. The company…

Works Cited:

Kang, B. & Goodyear, P. (1996). Representations of instructional purpose in courseware requirements engineering. Computer Aided Learning and Instruction in Science and Engineering.

Lu, C. (2006). Growth strategies and merger patterns among small- and medium-sized enterprises: An empirical study. International Journal of Management. Vol. 23 (3) 523-534.

Rasheed, H. (no date). Turnaround strategies for declining small businesses: The effects of performance and resources. University of North Carolina Wilmington. Retrieved June 6, 2010 from http://www.howardrasheed.com/articles/TurnaroundStrategies.pdf

Staff management plan for the Olympic Park development will include management of construction staff, program staff, landscaping and public works staff.

Park Staff - Construction

Included in the construction staff management plan are those in the following capacities:

Formation of the Olympic Park development platform, including construction of utility tunnels, ducts, service diversions, demolition, earthworks, site remediation, and new road networks comprising of structures, bridges and highways.

Construction of Venues (Olympic Park and non-Olympic Park).

Construction of International Broadcast and Main Press Centers.

Provision of Program Site Establishment and Logistics facility to support delivery of Olympic Park Development platform and Venues construction.

Olympic Park Landscaping & Public ealm works.

General Projects and other items such as Masterplan, Section 106 constructions, Project insurances and Security associated with the construction phase

Transport projects including capital projects, capital contributions to Network ail, DL, etc. And operational projects for Games time operation.

Transformation works…

References

Olympic National Park Long-Range Interpretive Plan (2010) Harpers Ferry National Park Services. U.S. Department of the Interior. Retrieved from:  http://www.nps.gov/olym/parkmgmt/upload/2011-02-07-OLYM-FinalDocument.pdf

My Utopia Job: CFO
Being a Chief Financial Officer (CFO) for a major Fortune 500 company would be my dream job. Capitalizing on a core base of competencies in accounting, cash flow management, and risk management, the CFO sits in the C-suite with a greater sense of purpose and a role that is instrumental in guiding the organization’s strategies (“Chief financial officer (CFO) job description,” 2017). An understanding of management concepts, theories, and principles will help me achieve this goal to help me manifest a utopic career. For example, systems theory shows how the CFO fits into the overall organization and its interdependent, multilateral nature. Likewise, the CFO must have mastered the main management concepts like those we have studied in this class including control and coordination. The CFO is role that balances strategy, tactics, vision, ethics, and communication. To be a successful CFO, one must also master essential conceptual,…

management styles used by JC Penney's management and pros and cons of each era of management. The paper begins with a general introduction of the management and then by answering the questions asked. The paper also evaluates company's management styles and problems faced by the company. Importance of innovative management style and a suitable style for JC Penney is also considered in the given paper.

Management

Penney being one of the 'largest retailers in the United States of America' was founded in the year 1902 by James Cash Penney. At its inception the company owned three departmental stores. The company now owns and operates a chain of more than 1050 department stores in the country. (Hoover's Company Profile, 2014) Throughout the period of more than a century of its operations the company has witnessed many changes in management and operations, all directed at making the company and its stores widely…

References

Bhasin, K. (2013). JC Penney's Senior Management Team Knows There's Only One Way Out Of This Mess. Business Insider, 18th March.

Bhasin, K. (2013). Inside JC Penney: widespread fear, anxiety, and distrust of Ron Johnson and his new management team. Business Insider, 22nd February.

Chernev, A. (2012). Two questions haunting J.C. Penney. Retrieved from:  http://www.businessweek.com/articles/2012-08-13/two-questions-haunting-j-dot-c-dot-penney  [Accessed: 25 Jan 2014].

Daft, R.L. (2012). Management. Australia: South-Western.

Horn of Africa experienced what was termed the worst drought in 60 years. The drought, caused by the failure of the rains for two consecutive seasons, led to a severe food crisis across Djibouti, Somalia, Ethiopia, and Kenya, and killed more than 100,000 people while placing hundreds of thousands at risk of starvation. According to Hiller and Dempsey (2011), the greatest tragedy was that the world had seen this disaster coming, but little had been done to prevent it. From as early as 2010, there had been clear indications of a looming crisis and its consequences. La Nina, a climate condition that would lead to drier than normal conditions over the entire area had already been confirmed. Further warnings of the crisis were repeated and became more strident in 2011. In light of all the warning signs, it is, therefore, rather surprising that proper response from the international aid system…

Bibliography

Bart, C., 1988. Budgeting Gamesmanship. Academy of Management Executive. vol.(2)4, pp. 285-294.

Hiller, D & Dempsey, B., 2011. A Dangerous Delay: The cost of late response to early warnings in the 2011 drought in the Horn of Africa. Oxfam International and Save the Children. Available at https://www.oxfam.org/sites/www.oxfam.org/files/bp-dangerous-delay-horn-africa-drought-180112-en.pdf. [Accessed 25 April 2015]

Kaplan, R. & Norton, D., 1996. The balanced scorecard: translating strategy into action. Boston: Harvard Business Review Press

Mintzberg, H., 1987. Crafting strategy. Harvard Business Review. Vol. (65)4, pp. 66-75.

Ann Bib Innovation Stream

Annotated Bibliography

Corporate Culture

Smith, W., & Tushman, M. (2005). Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams. Organizational Science, 522-536.

Author/Date/Journal

This article was published in 2005 in a very reputable journal. The credentials of the authors and their school affiliations are excellent. One of the authors is affiliated with Harvard Business School which is one of the leading business schools in the world. Organization Science is widely recognized as one of the top journal in the fields of strategy, management, and organization theory. The journal publishes groundbreaking research about organizations, including their processes, structures, technologies, identities, capabilities, forms, and performance.

Content

This article centers on the idea of paradox in management; "The paradox of administration [involves] the dual searches for certainty and flexibility." When this paradox is applied to modern organizations, it can be used to consider how innovation works and…

It is critically important that the team be able to speak to each other and the leader openly. If there is no communication hurt feelings will result and oftentimes unknowingly. When team members are feuding between one another it places a great deal of stress upon the whole team. When the focus is upon individual personality differences precious time is wasted which could be spent towards the achievement of goals for the team. It is important to safeguard the team from this by setting up a system of routine meetings where people have a chance to discuss potential problems. (Jefferies, nd)

III. FOUR PHASES of TEAM-UILDING

The work of Moreira states that there are four phases of team building and states those four phases are as follows: (1) Forming: This is period in which team members are becoming oriented and expect to receive implicit instruction; (2) Storming: During this period…

Bibliography

Jack Jeffereries (2nd) Team Dynamics

McNeill, Bellamy & Burrows (2000) Introduction to Engineering Design, 2000-Page G-9

Moreira, Paqula (2003) Building an Effective it Team Step-by-Step Certification Magazine July 2003.

Brownstein, Marty (nd) Resolving Conflicts on the Team: Managing Teams for Dummies.

Introduction
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…

Managing the Hidden Costs of Information Technology

Information technology is an increasingly critical aspect of organizational functioning, thus most organizations can not afford to operate without it. There are many costs, direct and hidden however that result from information technology. It is critical to understand and learn how to manage those costs for organizations to succeed. Most of the direct costs associated with information technology include the obvious: acquisition of software and hardware, installation, daily operations and maintenance as well as purchase of equipment necessary for end users. There are several hidden costs however that often drive overhead expenses to the extreme. These are discussed below.

Among the hidden costs of information technology include training for IT specialists, an ongoing need facilitated by rapidly changing technology. Training itself not only costs an organization, but lost productivity time per IT worker is also very expensive (Dash, 2002). Among the training costs…

References:

Atre, Shaku. "The hidden costs of client/server." January 25, 1997. DBMS, 17, November

2004 from: http://www.dbmsmag.com/9506d15.html

Dash, Julekha. "Uncovering the Hidden Costs." March 18, 2002. Computerworld, 17,

November, 2004:  http://www.computerworld.com/managementtopics/management/story/0,10801,69111,00.html

Competing for the Future: Komatsu and Home Depot

Komatsu is now one of the leading earth moving equipment manufacturers in the world, however, it wasn't always so. Komatsu began in 1921, as a specialized manufacturer of mining equipment. Yet, even in those early years, before information technology began to eliminate geographical and cultural borders, Mr. Takeuchi, Komatsu's founder, had a globalized and customer-centric vision. He knew it was important for his management team to have "an 'overseas orientation' and a 'user orientation'" (Hamal & Prahalad 3) if they were to compete against much larger corporations.

Komatsu has managed to grow from these very modest beginnings to a multi-billion dollar industry-leading competitor, in only two generations.

It this success has been fraught with challenges. From intensified local competition when American companies were allowed to partner with Japanese companies for joint ventures in Japan, to technological weaknesses in their product line, to…

References

Hamal & Prahalad. Competing for the Future. Place of Publication: Publisher, Year of Publication.

MacAyeal, J. "The Home Depot, Inc." Hoover's Online 2004. Hoover's Online database. Hoover's. University of Phoenix, Phoenix, AZ. September 22, 2004 http://premium.hoovers.com.

Management of Organizations

Significance of Managers in Achieving Organizational Success

Organic vs. Mechanistic Organization

Process of Formulating Corporate Strategy

Meaning of Organizational Culture

Management of Organizations

Organizational management is one of the most crucial components for organizational success and productivity. This is primarily because the process entails handling various aspects that are geared towards achieving the organization's overall objectives. Some of the most important issues in organizational management include effective decision making and conflict resolution. These important aspects are usually handled by the organization's top management, which play a vital role in ensuring organizational success. For managers, the process also entails formulating corporate strategy and creating a suitable organizational culture that helps in realization of the overall goals and objectives.

Significance of Managers in Achieving Organizational Success

As previously mentioned, organizational managers play an important role in the success of an organization, especially in relation to decision making. Actually, organizational…

References

Cohen, S., Eimicke, W. & Heikkila, T 2008, The effective public manager: achieving success in a changing government, Jossey-Bass, New Jersey.

Gitman, L & McDaniel, C 2007, The future of business: the essentials, Thomson Higher

Education, Mason: Ohio.

Hill, C & Jones, G 2012, Strategic management theory: an integrated approach, Cengage

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…

References

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

Team-based organization, there is often conflict with respect to the best way to motivate within the organization. Managers must decide between team-based motivation and individual motivation, and they must decide what type of motivation works best. In some cases, financial rewards are a good method, while others appeal to a sense of intrinsic motivation. This paper will study the issue of motivation in team-based organization.

esearch on team-based organizations

Pearsall, Christian and Ellis (2010) studied the use of hybrid rewards in teams. The authors hypothesized that hybrid rewards would be more effective than either individual rewards or shared rewards. They felt that this would be the case because of increased information allocation and reduced social loafing An approach that focused strictly on individual rewards would suffer because there would be no incentive to raise the level of the team, while team-based rewards only would lead to higher levels of social…

References

Pearsall, M., Christian, M. & Ellis, A. (2010). Motivating interdependent teams: individual rewards, shared rewards or something in between? Journal of Applied Psychology. Vol. 95 (1) 183-191.

Chen, G., Kanfer, R., deShon, R., Mathieu, J. & Kozlowski, S. (2009). The motivating potential of teams: Test and extension of cross level model of motivation in teams. Organizational Behavior and Hunan Decision Processes. Vol. 110 (1) 45-55.

Baldonado, A. (2013). Motivating Generation Y and virtual teams. Open Journal of Business and Management. Vol 2013 (1) 39-44.

Management

Assessing the Many Management Challenges George Faces

Having stepped into Stevenson Company transportation department as its new supervisor, George is quickly overwhelmed by a department in disarray, chaotically operating without any leadership or guidance. The major management issues George faces is predicated on the lack of clarity regarding roles, authority and organization structure and clarity of performance expectations. In short, the management issues George faces are what happens when senior management abdicates leadership of a given area of a business, allowing personal agendas and resentment to ester instead of implementing clear performance expectations. The lack of willingness to change and improve is more attributable the managers of dysfunctional teams than the teams themselves (James, Wooten, Dushek, 2011).

The first and most significant management issue is getting the transportation department integrated back into the company. The many symptoms of its malaise and dysfunctional nature can be attributed to its lack…

References

James, E.H., Wooten, L.P., & Dushek, K. (2011). Crisis management: Informing a new leadership research agenda. The Academy of Management Annals, 5(1), 455.

Jaques, T. (2012). Crisis leadership: A view from the executive suite. Journal of Public Affairs, 12(4), 366.

Kovjanic, S., Schuh, S.C., & Jonas, K. (2013). Transformational leadership and performance: An experimental investigation of the mediating effects of basic needs satisfaction and work engagement. Journal of Occupational and Organizational Psychology, 86(4), 543.

Mathis, R.L., & Jackson, J.H. (2011). Human Resource Management (13th ed.). Cengage Learning.)

The two basics to keep in mind is that managerial accounting should be used early and often and not just internal stakeholders should be heeded and listened to (Tutor2U.net, 2013).

Conclusion

In conclusion, Thai Airlines would benefit greatly from an entrenched and well-managed managerial accounting framework. It should supplement and complement both the financial accounting mechanisms of Thai Airlines as well as general process management, general product management, marketing, other accounting matters and general business decision making for Thai Airlines. Part and parcel of all of that is integrating stakeholder's expectations and conversely managing the expectations and perceptions of those same stakeholders is also vital on a number of levels. However, if all of the above is managed and managed well, then the outcomes for firms like Thai Airlines that use managerial accounting effectively will tend to be very good.

eferences

Holtzman, M. (2013, May 12). Managerial Accounting for Dummies…

References

Holtzman, M. (2013, May 12). Managerial Accounting for Dummies Cheat Sheet - for Dummies . How-to Help and Videos - for Dummies. Retrieved May 12, 2013, from  http://www.dummies.com/how-to/content/managerial-accounting-for-dummies-cheat-sheet.html 

Money-Zine.com. (2013, May 12). Financial vs. Managerial Accounting. Money-zine.com Home Page. Retrieved May 12, 2013, from  http://www.money-zine.com/investing/investing/financial-versus-managerial-accounting/ 

Singha Beer International. (2013, May 14). Singha Beer International. Singha Beer International. Retrieved May 14, 2013, from  http://www.singhabeer.com/ 

Tutor2u.net. (2013, May 12). Accounting - Introduction to Stakeholders. tutor2u | Economics | Business Studies | Politics | Sociology | History | Law | Marketing | Accounting | Business Strategy. Retrieved May 12, 2013, from  http://www.tutor2u.net/business/accounts/stakeholder_theory.htm