Reliability
Essays

In this short essay, the author will write it based upon the elements of operations management, that are expressed in Chapters 1, 2, & 3 of the Stevenson text and the materials about Johnson and Johnson Company. We will then correlate operations management tools to the specific types of applications. Some of these tools are related to competitiveness, such as forecasting and design.

In a manufacturer's quest to manage its supply and demand chains, one simple word aptly portrays a certain, common, contemporary concern that a company can count on having to cope with - uncertainty.

Health Care Disparity in Maryland Context of the Problem Unsettling Disparities Occur Approximately 1,600,000 individuals who live in Maryland either do not have access to healthcare as they cannot afford insurance…

Abstract Through innovation, Apple has managed to stay afloat in the highly competitive personal computers industry. To remain relevant in a dynamic market, the Tech Company has over time sought to forge a path which significantly differs from those of its main competitors by adopting a differentiation strategy in which most of its products differ from those of the competition mainly in terms of design and quality. In this text, I explore Apple's industry, environment and strategy.

Because most forms of standardized assessment have results that are displayed in a quantitative fashion, such tests often create the perception that the results are entirely objective, and have a value that is…

The intent of this analysis is to compare Microsoft .NET and Java Platform Enterprise Edition (J2EE) application and deployment development environments across six dimensions. These include a comparison of their…

Personality Assessment Inventory Critique: MMPI-2 and Post Traumatic Stress Disorder

When providing advice to individuals how to cut costs in the currently sluggish economic environment, personal finance gurus like Suze Orman often invoke 'the latte factor,' namely the way small expenses like a latte…

Kreiner, Glen E., Hollensbe, Elaine C., & Sheep Matthew L. (2009). Balancing Borders and bridges: Negotiating the work-home interface via boundary work tactics. Academy of Management Journal 52, 4:704 -- 730.

The likeability of a manager will determine how effective they are on transactionally-oriented tasks while also being a very accurate predicator of hwo effective they will be in more transformational roles in an organization. The intent of this analysis is to define likeability from a leadership standpoint, illustrating how this aspect of a leader's personality must be authentic, transparent in approach and genuine in how a leader earns and keeps the trust of subordinates, peers and superiors. A likeable person is by definition one that is known for their friendliness or the ability to create an ongoing dialogue that includes a significant level of self-disclosure and ability to communicate with accuracy, clarity and honesty (George, 1995). A likeable leader is one that has the ability to combine friendliness, relevance of communication to others, empathy or the capacity to feel what others are also feeling ands enunciate those emotions, all unified by a very strong level of authenticity, integrity and realness (Gabriel, Griffiths, 2002). All of these factors together define a likeable person, and add in the willingness of a leader to self-sacrifice, create and stay consistent with roles in an organization that capitalize on the unique strengths of an associate, and a strong foundation of transformational leadership begins to emerge. One of the key findings of this study is that to the extent a manager has the ability to create and sustain a high level of trust with subordinates is the extent to which they are able to also sustain transformational leadership in a team. While leaders have varying levels and depths of skills that contribute to their ability to be transformational in the scope of their work, those with demonstrated high levels of emotional intelligence (EI) combined with the four foundational aspects of transformational leadership skills consistently have a higher level of likeability than their more transaction-oriented counterparts (Gabriel, Griffiths, 2002). In evaluating if likeability leads to greater leadership performance, a model of proposed Likeability and Organizational Transformation has been created and is presented in this analysis. The existing body of research indicates that likeability is one of the foundational elements of effective transformational leadership, yet it does not exist in isolation. The accumulated research completed for this study indicates that likeability of a leader is highly correlated to their level of EI. The dimensions of EI have a direct, predictive effect on how likeable and effective a leader will be. Another finding from this analysis is that likeability by itself does not guarantee a leader will be effective; it is only their ability to translate EI-based skills in conjunction with a very strong foundation of transformational skills that they are able to accomplish challenging goals and propel an organization to fulfill its shared vision. This study also concludes that likeability is also not essential for success either, as the many examples from leaders and CEOs renowned for being very difficult to work with who have propelled their organizations to leadership positions in their industries. Larry Ellison of Oracle, known for being exceptionally demanding and for creating a culture of mistrust and intense internal competition is not likeable according to the dimensions of the research completed for this study. He is however exceptionally effective in driving his organization to attain its vision and mission. What this study has found is that when the triad factors of Emotional Intelligence (EI), trust and transformational leadership are combined, leaders increase the propensity of being liked. These three factors combined provide leaders with a solid foundation of being effective in their roles as well. Likeability does not assure results however. Figure 1, Analysis of Key Factors of Likeability, shows how these three factors must be balanced and in proportion to each other in a leader's management style to be effective. Deficiencies in EI for example could lead to a very collegial work environment yet the leader would not know how and when to define tasks and key strategies to accomplish objectives over time. All three must be balanced in order for a catalyst of continued progress to be formed and stabilized within an organization.