Senior Management Essays (Examples)

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

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.

It is not that managers do not see the benefit in conflict that they eschew it; it is that conflict is high-risk and can have significant negative externalities, some of which linger with the organization for a long time. Managers are less enthusiastic about conflict because they are taking into account a longer time frame and the totality of externalities, which makes their views a reflection of better information and therefore more accurate than the views of academic researchers.

Recommendations. Carefully manage conflict -- do not use it wantonly. Conflict does not always create positive outcomes sufficient to outweigh the negative ones that are certain to accrue. Take steps to ensure that the conflict is task-focused and not personal. This will limit the amount of damage that accrues from conflict. Create conflict only when necessary -- large scale conflict for small scale problems is dangerous. Conflict is a powerful tool…

Works Cited:

Vazquez, E. (2008). Managing conflict across generations in the workplace. Massachusetts Institute of Technology. Retrieved May 30, 2010 from http://dspace.mit.edu/bitstream/handle/1721.1/50103/462996891.pdf?sequence=1

Rahim, M. (2001,a). Managing conflict in organizations. Westport, CT: Quorum Books.

Cohen, C., Birkin, S., Cohen, M., Garfield, M. & Webb, H. (2006). Managing conflict during an organizational acquisition. Conflict Resolution Quarterly. Vol. 23 (3) 317-331.

Rahim, M. (2001, b) Towards a theory of managing organizational conflict. The International Journal of Conflict Management. Vol. 13 (3) 206-235.

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.)

Managing High Performance

A familiar challenge for any expanding enterprise is how to find and manage the highest potential employees who can over time mature into leadership positions. While there are always more applicants that positions available in senior management, the task of any leadership team is to accurately and with insight find those employees with the greatest potential of success (uggiero, 2008). From the very informal succession planning techniques small businesses use that are tantamount of planning sessions, to the much more rigorous and thorough high potential employee development programs, there is a very wide variation in approach and results (Bloch, 1996). The intent of this analysis is to provide a small, rapidly growing company with insights into how best to manage the dilemma of having 50% of its workforce looking to advance their careers with a limited number of positions available while also giving the majority of employees…

References

Bloch, Susan. (1996). Coaching tomorrow's top managers. Employee Counseling Today, 8(5), 30-32.

Kevin S. Groves. (2007). Integrating leadership development and succession planning best practices. The Journal of Management Development, 26(3), 239-260.

Ruggiero, J. (2008). Identifying and Developing High Potential Leadership Talent. Journal of Personal Finance, 7(2), 13-33.

This can come in a number of forms, including rules, "best practices" and job descriptions. Output controls place the focus squarely on the output, with significantly less attention on the behaviors that lead to the output. For example, when a sales person has a quota, that is an output control because the behavior is driven entirely by the end result. Input controls works by placing constraints on process inputs as a means of exerting control. An example might be setting a strict budget for a project. This focuses the manager on sticking to that budget, a process that the organization feels will result in the goals being achieved.

Benchmarking is useful for most firms. The exception would be firms that for one reason or another are not in a competitive environment. For those firms that are in a competitive environment, they can benefit from benchmarking because the benchmark sets the…

Works Cited:

McNamara, Carter. (2008). Basics of Action Planning. Free Management Library. Retrieved May 9, 2009 from  http://managementhelp.org/plan_dec/str_plan/actions.htm 

No author. (2009). Create an Entrepreneurial Culture Among Your Employees. Score. Retrieved May 9, 2009 from  http://www.score.org/culture_employees.html 

Wheelen, T.L., and Hunger D.J.,(2008). Strategic Management and Business

Policy, (11th ed) Saddle River, N.J.: Pearson Prentice Hall

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…

References

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"

Routledge.

N.A. (2007) "Disney Institute Homepage" Retrieved at  http://www.disneyinstitute.com/index.cfm

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

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

Again, this might seem like simple good sense; making decisions based on the factual merits of the situation rather than on face-saving or boss-pleasing seems like the only rational way of doing business. Not paying attention to political whims, however, can have serious repercussions for individuals and organizations alike, and truly depoliticizing decisions requires a great deal of introspection, honesty, and self-awareness in the top management officials and decision makers in a company (Hamel 2009).

Achieving this depoliticization is certain to be even more difficult than establishing a democracy of information, as it is difficult to convince people to relinquish power willingly once they have it. The problem is that politicized decision making is only a hair's breadth away -- one might even say is simply a euphemism for -- corrupt decision making. Few debates or issues are more heavily politicized than long-term (and even short-term) government planning, and though…

References

Burk, M. (1999). "Knowledge Management: Everyone Benefits by Sharing Information." Public roads 63(3).

Hamel, G. (2009). "Moon shots for management." Harvard business review (February), pp. 91-8.

Newman, P. (2009). "Markets, experts and depoliticizing decisions on major infrastructure." Urban research and practice 2(2), pp. 158-68.

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).

This lack of accountability and process definition makes for endless product design sessions that lead nowhere.

The third greatest impediment to successful product development is the habits organizations easily fall into of continually adding to the definition of their next generation product. This happens in all industries where senior management, marketing, engineering, and product development all continually add in new features to a new product while it is in progress. This is called "scope creep" this continual adding on of features makes new product development projects unfinishable as they are always being expanded beyond their original stated purpose.

In summary, there are many more reasons why new product development processes in companies fail. The three mentioned here are the most prevalent; however there are literally dozens more. Solidifying on the Voice of the Customer is a critical first step in getting new product development efforts on track again.

Managing Expatriate Employees Employment Law

Expatriate' could be defined as someone who has left his own country in order to find employment in another country. (Definitions of 'Expatriate on the Web) Expatriate employees in China are diverse and the numbers of employees are vast. For example, the city of Hong Kong, which became free and independent of British rule in 1997, turned into a Special Administrative egion of China. On account of this, the city started to follow two diverse policies of administration and this allowed it autonomy from China, and this in turn resulted in Hong Kong being able to retain control over her schools and also her legal systems, while enjoying a free market economy. This very factor has attracted investors from all over the world to China, American numbering almost 1,100, and American residents in China numbering almost 50,000. (Hong Kong City Guide)

Hong Kong having the…

References

Author Unknown. (May 15, 2003) "Demand for Expatriates in China remains high" Retrieved at  http://www.hewittasia.com/hewitt/ap/resource/articleindex/articles/article_05_15_03.htm 

Falkoff, Rebecca. "Hong Kong City Guide" Retrieved at  http://workabroad.monster.com/print/?article=/articles/hongkongguide/Index.asp 

Glossary: Women Artists of the Americas" Retrieved at  http://www.getty.edu/artsednet/resources/Maps/Women/glossary.html 

Gross, Ames; McDonald, Timothy. (Spring 1998) "Meeting Diverse Staffing Needs in China" GROing Connexions. Retrieved at  http://www.pacificbridge.com/pdf/pub_china_1998_diverse.pdf

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.

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…

Bibliography

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.

Branching out into new sectors of retailing - Wal-Mart has become a major pharmacy, an automotive repair shop, and a grocery retailer. This is just one example of success. It demonstrates Sam Walton's vision of being the best retailer around. After a store expands physically and geographically, it must then expand in terms of what they sell by branching out and competing with other businesses.

The conventional retail business of Wal-Mart has been to sell discount and house wares and plastic goods, clothing, sporting goods, and toys. Other departments have include but have not been limited to stationary and office supplies, hardware, home improvement, paint supplies, arts and crafts, cosmetics and toiletries, shoes, books and magazines, greeting cards, and confectionery. Wal-Mart has also branched out into home electronics, automotive supplies, pharmaceuticals, jewelry sales, photo finishing, travel planning, along with home gardening. After that Wal-Mart moved into the grocery store business…

References

Caban, Jennifer. (2007). Financial Success of Wal-Mart. Retrieved July 23, 2010, from  http://www.associatedcontent.com/article/260675/financial_success_of_walmart_pg2.ht  ml?cat=55

Carmichael, Evan. (2010). Wal-Mart - Sam Walton's Success Story. Retrieved July 23, 2010,

from Ezine Articles Web site:  http://ezinearticles.com/?Wal-Mart-Sam-Waltons -

Success-Story&id=356631

Managing Diversity Matters

A Study on QANTAS

Women Representation at QANTAS

QANTAS' Focus on Diverse Needs of Customers

QANTAS Ideology Regarding Recruitment of Youth

Challenges Faced y QANTAS

In today's challenging global scenario where competition is rising every day, it is necessary for Multinational organizations to address the basic need of today's business world: diversity. Customers, employees, strategic alliances, competitors, industry norms etc.; they are all subject to changes every day. This is the reason why organizations must need to show adaptability to the change and address the diverse needs of all these stakeholders. Furthermore, while discussing MNCs, it is noticeable that one of the industries (with highest degree of diversity in its operations) is the aviation industry. Australia is one of the most culturally diverse in the world, according to a 2009 study by L. Leveson in the International Journal of Manpower. The study explored current attitudes to diversity…

Bibliography

Arthur, J.B 1994, 'Effects of Human Resource Systems on Manufacturing Performance and Turnover', Academy of Management Journal, vol. 37, no. 3, pp. 670-687.

Australian Human Rights Commission. 2008, The Right to a Discrimination-Free Workplace, Legal Section, Human Rights and Equal Opportunity Commission

Beer, M., Spector, B., Lawrence, P., Mills, D.Q. And Walton, R 1985, Human Resource Management: A General Managers Perspective, New York: Free Press

Berman, E., West, J. And Wang, X 1999, 'Using Performance Measurement in Human Resource Management', Review of Public Personnel Administration, vol. 29, no. 2, pp. 5-17.

management has to do with the knowledge of the resources a company uses in running their daily affairs. It also involves effective projection of additional resources that could be needed along the way, and the maximization of the available resources. Maximizing the efficiency of the available resources and the ability to put some of them in reserve are part of Cost Management. Some scholars define cost management as the of cost setting up systems of accounting and models for the provision of guidance in relation to current and future operations in order to achieve specified objectives. They also believe that analyzing and interpreting cost information is vital and aids the processes of decision making. Basically, between a client and a contractor, cost management refers to the final cost of a construction project (Dubois, 2003).

The major reason for the analysis of cost management is to find a more effective final…

References

Ansari, S., Swenson, D., Bell, J. And Kim, W. (2003): Best Practice in Target Costing. Management Accounting Quarterly, Winter 2003, Vol.4, No.2, pp.12-17.

Baker, W. (2002): Eliminate Non-Value-Added Costs. Industrial Management, May/June 2002, Vol.44, Issue 3, pp.22-27.

Carr, D. And Smith R. (2000): Change Management. In: Brinker, B. (ed.): Guide To Cost Management. John Wiley & Sons, Inc. New York, pp.128-143.

Cokins, G. (2001): Activity-Based Cost Management: An Executive's Guide. John Wiley & Sons, New York.

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.

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

Demographics

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

Final Word

ibliography

INTEGRATING QUALITY AND ENVIRONMENTAL ManagementS SYSTEMS - A CRITICAL STUDY

INTRODUCTION

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.

Budget Management Analysis

So much connected to the process of budgeting is difficult. It can be difficult to draft a budget which is accurate and which connects to all project needs. Moreover, it can be quite challenging to stay within the guidelines of a budget. However, organizations and projects must be held to that regardless for their present and future success, not to mention their own level of sustainability.

Thus, whenever finance teams draft budgets, there still need to be people on the accounting team who are specifically there just to enforce the budget and to ensure that all members of the team are able to follow the guidelines set forth. Even with these specific professionals involved with the project, there is still a need to engage in concerted steps to ensure that the project remains on budget. Specific measures need to be taken by the accounting and finance team…

References

Azevedo, J., Newman, J., & Pungiluppi, J. (2010, March). Benchmarking: A tool to improve the effectiveness . Retrieved from worldbank.org:  http://siteresources.worldbank.org/INTLAC/Resources/257803-1269390034020/EnBreve_154_Web_Final2.pdf 

Hunt, S. (2013). Budgeting and Forecasting. Retrieved from accenture.com:  http://www.accenture.com/SiteCollectionDocuments/PDF/112192TacticalV7.pdf 

Westland, J. (2011, June 23). Project Management: 4 Ways to Manage Your Budget. Retrieved from cio.com:  http://www.cio.com/article/2406862/project-management/project-management  -- 4-ways-to-manage-your-budget.html

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,…

P&g

To help establish Procter & Gamble's diversity initiative, it is important first to determine some metrics for measuring diversity, as a means of understanding where the company is today. As a starting point, it is important to remember that there are many different types of diversity and that not all diversity has been conclusively demonstrated to be positive for organizations. For example, ichard (2000) showed that in general racial diversity does add to firm value, but when H takes it as a given that "diversity is good," and then does nothing else, this creates a situation where often the benefits of diversity fail to accrue (obinson & Dechant, 1997). This is why a company needs to utilize a strategic approach to diversity management.

One way to conceptualize diversity is to split diversity between surface-level and deep-level. emember than an underlying assumption of far too much diversity research is that…

References

Harrison, D., Price, K., Gavin, J. & Florey, A. (2002). Time, teams and task performance: Changing effects of surface- and deep-level diversity on group functioning. Academy of Management Journal . Vol. 45 (5) 1029-1045.

Mohammed, S. & Angell, L. (2004) Surface- and deep-level diversity in workgroups: examining the moderating effects of team orientation and team process on relationship conflict. Journal of Organizational Behavior. Vol. 25 (2004) 1015-1039.

Phillips, K. & Loyd, D. (2006). When surface and deep-level diversity collide: The effects on dissenting group members. Organizational Behavior and Human Decision Processes. Vol. 99 (2) 143-160.

Richard, O. (2000). Racial diversity, business strategy, and firm performance: A resource-based view. Academy of Management Journal. Vol. 43 (2) 164-177.

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

managing conflict in a company faced with layoffs.

PropCo, an operating unit of Allied Technologies Corporation (ATC) was faced with both downsizing the number of employees and attempting to diversify its workforce. Employees who had been laid off and those still working, expressed concerned about this and had a strong opinion of management and their co-workers.

Employee Reactions

Several employees were asked how they felt about the layoffs and the diversity program. The ones who were still employed for PropCo were worried that they would be included in the next group of workers to lose their jobs.

One member of middle management dreaded having to inform those working for him that they no longer had a job after years of dedicated service. He would not park his car in the employee parking lot on days he had to lay off employees for fear of retribution, such as his car being…

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.

Introduction

Conflict is bound to occur when different individuals have different perception, opinion, ideas and thought. Change and…

References

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.

Management Strategy

The document states the plan of an organization in different phases. For each phase there will be a different management strategy. The document has described the management strategy and the effects that they will have on the performance of the business and why that particular management strategy has been chosen.

Management structure needs to be examined carefully when a new business venture is setup. In order to develop and build on the business plan a compact management structure is necessary. The managers are the people who are responsible for steering an organization towards achieving the business objectives. In the second phase the business plan will be implemented on the basis of geographical region and the management structure will be based accordingly.

The four key functions of management are planning, organizing, leading and controlling the business. The type of managers which are selected for the business venture must be…

References:

Gomez-Mejia, Luis R.; David B. Balkin and Robert L. Cardy (2008). Management: People, Performance, Change, 3rd edition. New York, New York USA: McGraw-Hill. pp. 19.

Kleiman, Lawrence S. (2010). " Management and Executive Development" Reference for Business: Encyclopedia of Business

Manfred F.R. Kets de Vries (2003). The Dark Side of Leadership - Business Strategy Review 14(3), Autumn Page 26

Richard Barrett (2003). Vocational Business: Training, Developing and Motivating People, - Business & Economics - 2003. - Page 51

Management Theories

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.…

REFERENCES

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

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…

Bibliography

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 - 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.

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

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…

References

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,

This would allow IM to find individuals from other countries and also to take a more global approach to training and staff development. Hire the "best and the brightest" to rapidly reenergize the organization and product line.

Grow existing lines and existing customers -- Instead of trying to grow rapidly, IM could target its current user base and simply solidify their needs by using market research to contact them and find ways to improve and maintain market share while retaining talent in the current geographical model. This model would be more conservative about hiring and wages, and would of course allow for some expansion, but keeping most of the &D in Waterloo, Canada. This would also retain more control over the design and marketing of the product for those in the organization who prefer to manage each instance and aspect of the organization from a Central --( field mentality.

Aggressively…

REFERENCES

Research in Motion: Managing Explosive Growth. (2008). Ivey Management Services. Cited in:

Patel, N. (January 22, 2010). Motorola Asks ITC to Ban Blackberry Imports. Endgaget.

Cited in:  http://www.engadget.com/2010/01/22/motorola-asks-itc-to-ban-blackberry-imports/ 

Sweeney, a. (2009). Blackberry Planet: The Story of Research in Motion and the Little Device

"A well-written, widely publicized, strictly enforced fraternization policy won't prevent office romances from developing. It will, however, make life a lot easier, and less litigious, for you when you have to deal with it" (eh, 2010).

eferences:

Amble, B., 2007, Office politics the biggest cause of stress, Management Issues, http://www.management-issues.com/2007/1/18/research/office-politics-the-biggest-cause-of-stress.asp last accessed on October 29, 2010

Bailey, J., omantic and sexual relationship can cause workplace stress -- a word from the office, Ezine Articles, http://ezinearticles.com/?omantic-and-Sexual-elationships-Can-Cause-Workplace-Stress-A-Word-From-the-Office&id=1920949 last accessed on October 29, 2010

Bowers, T., 2007, Love (gone bad) in the office, Tech epublic, http://blogs.techrepublic.com.com/career/?p=152 last accessed on October 29, 2010

Fennel, A., 2003, omantic relationship at work: does privacy trump the dating police? All Business, http://www.allbusiness.com/human-resources/careers/1077844-1.html last accessed on October 29, 2010

Kernesten, D., 2000, Office romances can be risky, rewarding, Work elationships, http://www.workrelationships.com/site/articles/officeromancerisk.htm last accessed on October 29, 2010

eh, F.J., 2010, Office romance, About, http://management.about.com/cs/people/a/Officeomance.htm last accessed on October…

References:

Amble, B., 2007, Office politics the biggest cause of stress, Management Issues,  http://www.management-issues.com/2007/1/18/research/office-politics-the-biggest-cause-of-stress.asp  last accessed on October 29, 2010

Bailey, J., Romantic and sexual relationship can cause workplace stress -- a word from the office, Ezine Articles,  http://ezinearticles.com/?Romantic-and-Sexual-Relationships-Can-Cause-Workplace-Stress-A-Word-From-the-Office&id=1920949  last accessed on October 29, 2010

Bowers, T., 2007, Love (gone bad) in the office, Tech Republic,  http://blogs.techrepublic.com.com/career/?p=152  last accessed on October 29, 2010

Fennel, A., 2003, Romantic relationship at work: does privacy trump the dating police? All Business,  http://www.allbusiness.com/human-resources/careers/1077844-1.html  last accessed on October 29, 2010

Management

Joseph

Leadership styles: Switching from authoritarian to participatory leadership

Leadership styles: Switching from authoritarian to participatory leadership

There is no singular style of leadership that is appropriate for all situations. The type of leadership that is required to command soldiers in the field of battle is very different than the type of leadership demanded at an advertising agency. The latter situation requires soliciting creative input from all employees, not reflexive obedience like a wartime scenario. At the organization in question, the manager is deploying an authoritarian style of leadership at a company where individuals believe they can make a positive contribution to the organization's growth and development. ather than effectively keeping people in line, the manager's style is merely causing anger and resentment. Also, through manipulating the staff, the manager is 'playing' certain staff members 'off' against one another, rather than creating an effective and united team dynamic. This…

References

Bartle, Phil. (2007, May 17). Participatory management. CMC (Community Empowerment

Collective). Retrieved December 23, 2010 at  http://www.scn.org/cmp/modules/pm-pm.htm

The people belonging to the third corporate culture are from the engineering culture. This culture is personified by engineers and technical specialists, who believe on the awesome power of the technology in solving the organizational culture. These people believe on the power of the machines in solving human and organizational problems.

According to Schein, people involved with any of the above three cultures often fails to see the other side and the perspective of other culture, often resulting failure in organizational learning. Although people belonging to each of the culture do great service for the organization, yet they fail to see the holistic picture of the organization and fail to share the similar meaning of the organizational problems. The main reasons for these problems certainly occur because of the people inheriting different norms, educational experiences, expectations, and rewards structures in their professions.

Therefore, it is now wonder that an organization…

Reference

Schein, Edgar H. (1996) Three Cultures of Management: The Key to Organizational Learning. Sloan Management Review, fall. 9.

This is also conducive, the realization of a 'higher' but clear objective in the command of someone with clear accountability to keep about company order, or principle ten. For social order to prevail there must be an appointed place for every employee and every employee must be in his appointed place.

Question

Ethical violations are interesting to compare in light of the previous questions principle of eleven, of equity. For all personnel to be encouraged to carry out their duties with devotion and loyalty to the organization and its ideals and specific goals, people must be treated with kindliness. A sense of equity results from combination of kindness and justice. Equity excludes neither "forcefulness nor sternness," merely fairness. This can be seen with a common organizational problem of 'time theft' where individuals use work hours for personal matters without making note of this on their time sheets. If the management…

(Building and Maintaining a Diverse Workforce)

Agencies are required to develop a good understanding of their individual strengths and weaknesses so as to plan their programs to their best advantage. An agency acquires this information by evaluating the views of the employees on diversity issues. Analysis of the trends and projections of the workforce in determination of the skills gaps and necessitates and devising successive planning strategies are crucial moves for agency strategic and business planning. Such efforts facilitate the managers with the required facts so as to be aware of the assignment of resources and the making the necessary planning for the future work of the organization and the points of concentration of their energy to produce a high performance organization. (Building and Maintaining a Diverse Workforce)

The successful managers understand the necessary skills for producing a successful diverse workforce. Firstly they should be aware of the discrimination and…

References

Building and Maintaining a Diverse Workforce" (25 June 2000) Retrieved at  http://www.opm.gov/Diversity/diversity-3.htm . Accessed on 15 January, 2005

Creating a Diverse Workforce" Retrieved from Retrieved at  http://www.businessweek.com/adsections/diversity/diversework.htm . Accessed on 15 January, 2005

Recruiting and Managing a Diverse Workforce" Retrieved at  http://www.vault.com/nr/newsmain.jsp?nr_page=3&ch_id=402&article_id=19018&cat_id=1102Accessed  on 15 January, 2005

Green, Kelli A; L. pez, Mayra; Wysocki, Allen; Kepner, Karl. "Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools" University of Florida Cooperative Extension Service Institute of Food and Agricultural Sciences. Retrieved at http://www.minoritygraduate.com/feature27.asp. Accessed on 15 January, 2005

Management

A Comparison of Management and Leadership

Management and leadership are often mistakenly considered to be the same thing. In truth, management and leadership are different processes and involve different activities. This means that a good leader is not necessarily a good manager, and that a good manager is not necessarily a good manager. This will now be discussed in more detail by comparing leadership and management and by comparing the traits of a leader and the traits of a manager.

Management can be broadly defined as the ability to manage resources to achieve goals. In practice, this refers to controlling both material resources and people to achieve the goals of the organization. Management can be further divided into the tasks of organizing, planning, controlling, and directing. The manager's role is to manage tasks and people on a consistent basis to ensure that goals are met.

Leadership is defined as…

Works Cited

Robbins, S.P. (2001). Organizational Behavior. Upper Saddle River, NJ: Prentice-Hall Inc.

Managing ecruitment and Selection

Being able to successfully manage the recruitment and staffing of an entire Human esources (H) department is the foundation of a successful enterprise. For example, eese and French cite the work of Bratton and Gold in saying, "ecruitment is the process of generating a pool of capable people to apply for employment to an organisation. Selection is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons more likely to succeed in the job(s), given management goals and legal requirements" (2010). This quote aptly highlights the extreme importance of being able to successfully woo and establish a team of competent people who are equally invested in doing an exemplary job with a given company. Thus, the H department needs to understand the nuances and strategies that go into the process of successfully winning over the…

References

Burton, J., 1998. Managing Residential Care. New York: Routledge.

French, R. & ., 2010. Recruitment and Selection. [Online]

Available at:  http://www.cipd.co.uk/NR/rdonlyres/01F95685-76C9-4C96-B291 -

3D5CD4DE1BE5/0/9781843982579_sc.pdf

A manager's duty is not to be liked but to be effective; a manager remains firmly committed to the health of his or her organization by following rules, regulations, and guidelines. "A leader is someone who people naturally follow through their own choice, whereas a manager must be obeyed," ("The Difference between Management and Leadership," 1997). Effective managers and leaders both motivate and inspire people to reach their highest potential.

In order for a manager to create and maintain a healthy organizational culture, he or she should develop strong interpersonal awareness, including mediation skills and respect for diversity. As a director of development at a private Catholic high school, I work in a stimulating environment that requires ascription to rational and financial goals as well as to spiritual, ideological, and interpersonal goals. With a diverse student body and a diverse staff, I must retain a strong emotional as well as…

References

The Difference between Management and Leadership." (1997). Retrieved August 20, 2005 online at http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html

Leading vs. Managing -- They're Two Different Animals." (2001). Online Women's Business Center. Retrieved August 20, 2005 online at http://www.onlinewbc.gov/docs/manage/leading.html

Maccoby, Michael (2000). "Understanding the Difference between Management and Leadership." Research Technology Management. Volume 43. No. 1. January-February, 2000. pp 57-59. Retrieved August 20, 2005 online at http://www.maccoby.com/Articles/UtDBMaL.html

The assistant manager even walked the woman to the door when their business was concluded and wished her a good day before returning to his post. The researcher expected to see the assistant manager complain to others about her after she was gone, but this did not appear to be the case. It could have happened later, but it did not happen while the researcher was observing the assistant manager. Although the research did see several areas where management techniques were not the best, the treatment of that customer by the assistant manager sticks out in the researcher's mind as the most important example of what was seen during that observation time.

Management Principals Found

The idea of using basic management principles appears to be strong at Target. While the store looks to the future and works at being innovative as well, it also ensures that the management pays attention…

This is also favorable for organizations as a whole, as enhanced leadership skills within employees, means better performance within the company. This is historically proven by the many companies who have implemented the program.

2. Workout can certainly be adapted to any type of organization. It is however emphasized that the program is fairly expensive to implement in terms of outside facilitators and training venues, which might present a challenge to not-for-profit organizations. However, this depends upon the specific resources and needs of an organization.

A not-for-profit organization might for example need only one outside facilitator to train facilitators within the company itself. Existing company facilities could be used for this, as initial training sessions will be small. If there is a need for more funding resources, sponsors can be contacted in this regard. In this it is important that the involved sponsors be aware of the benefits of Workout.…

Management Functions

If one takes the broad generalization of the mega-environment (general environment); one finds the conditions and trends that make up the organizational culture or even the society in which one operates. This term actually encompasses a number of similar and disparate factors. The technological part of the environment tends to focus on knowledge; the economic element the means of production, distribution and consumption of wealth; the legal-political element focuses on the governmental or rule-based systems to organize the society; the international element the external relationships, and the socio-cultural environment the attitudes, values, norms, believes and behaviors of a particular group or organization (Organizational Environment and Culture, 2008). All these forces are a sum total of how organizations act and react -- whether regionally or internationally.

The legal-political element of the environment is the systems that organize that environment, the rules that are enforced, and the overall manner in…

REFERENCES

Organizational Environment and Culture. (2008). Zainbooks.com. Retrieved from:

 http://www.zainbooks.com/books/management/principles-of-management  _12_organizational-environment-and-culture.html

Bendell, T. (2005). Structuring Business Process Improvement Methodologies. Total Quality Management, 16(8-9): 969-78.

Brown, L.M. And B.Z. Posner. (2001). "Exploring the Relationship Between Learning and Leadership," Leadership and Organizational Development. May, 2001: 274-80.

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).

Bibliography

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.

Management Info Systems

My mother often tells the story about one Summer as I was growing up. Each year, we would host a family reunion at one of the local parks. My mother hated this time of year because the guest list seemed to grow larger every year, and she was in charge of so many things. To her delight, when I was 9 years old, I offered to "manage" the reunion for her. I asked her for all the people who would attend, and spent days quizzing her on who would do what, who would bring what, and even what would the contingency plan be if the weather turned sour or some other unknown were to occur. My contribution to the event was a very precise and colorful chart in which I used up every single color combination in my crayon box, drew lines for responsible people and products…

Management of Work-elated Stress

Who is responsible for the management of work-related stress? While there are those who are convinced that the responsibility of managing work-related stress lies primarily with the management of an organization, others are of the opinion that individual employees have the primary responsibility for managing work-related stress. In this text, I not only state but also substantiate my position on these divergent points-of-view.

The Management of Work elated Stress

In basic terms, "stress is the experience of opportunities or threats that people perceive as important and also perceive they might not be able to handle or deal with effectively" (George & Jones, 2010, p. 245). It is important to note from the onset that although stress related to work is somewhat normal, excessive stress on this front could be counterproductive. This is more so the case in those instances where it affects both the emotional and…

References

George, J.M. & Jones, G.R. (2010). Understanding and Managing Organizational Behavior (6th ed.). New York: PH Professional Business.

Hawkins, L. (Ed.). (2003). Tolley's Guide to Managing Employee Health. Ohio: LexisNexis Group.

Management Case Study

Where the Rubber Meets the Road

Total quality management (TQM), defined in the most simplistic of terms, is the incremental improvement of all facets of a business to increase customer satisfaction and, in turn, company viability. Although TQM is often applied first to manufacturing functions in an organization (zero defects, on-time production), the intent of TQM is equally meaningful in all aspects of business, from administrative (zero defects in billing and timely collection of accounts receivable), to distribution (no breakage, just-in-time delivery) to management (appropriate incentive structures, timely and accurate stakeholder reporting). The increased efficiency and competitiveness created through TQM initiatives is not limited to only the manufacturing sector, with many of the benefits of TQM occurring in the service sector, too.

In the case of ridgestone/Firestone, TQM was not pursued prior to the recall of its 6.5 million tires in 2000, as evidenced by the magnitude…

BIBLIOGRAPHY

Case study: Where the rubber meets the road

Management esponsibility and Accountability

Define Accountability and esponsibility

The positions assumed by workers imply a responsibility to complete particular functions associated with those positions. A number of studies have described the term responsibility, when employed in company affairs, as referring to an area of obligation or perhaps duty designated to an individual because of the dynamics of the individual's position, function, or perhaps job. esponsibility might therefore be viewed as being a package of commitments associated with employment or operation. Narrowly outlined, role explains employment classification, which, subsequently, includes, although is not necessarily limited to, functionality (Pimpa, 2010).

Accountability is actually a notion with numerous meanings. It is almost always utilized synonymously through the use of these ideas as responsibility, answerability, as well as administration. However what specifically can this idea imply? Within the most literal meaning, the term accountability indicates simply the "ability" or perhaps the "possibility" that a…

References

Ackerman, J. (2004). Co-Governance for accountability: Beyond exit and voice, World Development, 32 (3), pp.447-463.

Bazerman, M.H., & Banaji, M.R. (2004). The social psychology of ordinary ethical failures. Social Justice Research, 17(2), 111 -- 115.

Clegg, S., Kornberger, M., & Rhodes, C. (2007). Business ethics as practice. British Journal of Management, 17, 1 -- 16.

Fisscher, O., Nijhof, A., & Steensma, H. (2003). Dynamics in responsible behavior. In search of mechanisms for coping with responsibility. Journal of Business Ethics, 44(2 -- 3), 209 -- 224.

Management

Undercover Boss is a great show for illustrating core management concepts. A season five episode features the CEO of the Larry H. Miller Company, owner of the Utah Jazz along with eighty other concerns. This episode features issues related to occupational health and safety, customer service and marketing. In the episode about Modell's Sporting Goods, a family-owned business that has been around since 1889, issues related to logistics, wages, and social justice come to the fore. In the first season episode featuring the CEO and president of 7-11, issues related to management and corporate structure, customer service, and quality assurance are brought to light. These three episodes can all be used to better understand textbook concepts, from the particular skills managers need to succeed to ethics and social responsibility. Of these three episodes, the most engaging was the one about Modell's because of the way the owner came to…

References

Schermerhorn, J.R. (2012). Exploring Management. 3rd edition.

Undercover Boss Utah Jazz:  https://www.youtube.com/watch?v=f_Tc3qCOj68&feature=youtu.be 

Undercover Boss Modell's:  https://www.youtube.com/watch?v=8jadl9usH3s&feature=youtu.be 

Undercover Boss 7-11:

Given the fact that the entire organizational structure relies on performance, one needs to ensure that (1) performance levels are reasonably defined and (2) that these performance levels are known to all employees within the organization.

In this sense, an organization that will be implementing the respective framework needs to make sure that the performance levels are reasonably defined. Perhaps an external structure or organization can help defined reasonable levels for outcomes.

The problem we have previously discusses seems to have itself a counterpart in terms of the performance measurement and reporting systems. First of all, measuring performance means that there are specific performance criteria that can be used. These are, in part, related to the strategic planning details I have mentioned on the previous paragraphs.

Second of all, one needs to take into consideration the reasonability of the person who is making the assessments. Again I suggest here someone…

Managing Risks Associated With Stress

Describe how to maintain life balance and manage risks associated with stress

Maintaining life balance requires happiness. Even during stress, an individual should not allow all the stressors to take a toll on him/her. Avoiding stressors is the most appropriate way of managing stress. Developing new habits could help remove and distract an individual from stressful situations, pressures and stressors, which is essential in managing stress permanently. In this modern world, individuals must learn to change and minimize their exposure to stressful situations. While this technique does not change the situations causing stress, it enables an individual to change his/her relationship and reaction to the stressful situations hence maintaining a life balance.

Early Warning Systems are often used to identify officers at risks of family violence. Describe how to use an early warning system to identify officers at risk of using excessive force.

Officers with…

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…

Bibliography

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

Abraham H. Maslow and Douglas M. McGregor both believed that in order for people to work to their full potential, they're basic needs have to be satisfied. (Herzberg, 1964) Douglas McGregor also put forth the concept that people's management-behavior is dependent upon their view of human beings and work. (McGregor, 1960) rganizational design concepts have been constantly evolving since the last fifty years. Change is good and should be used as a strategy for organizations to achieve their goals and objectives. (McNamara, 2003)

Research Methods

This thesis will be based on primary as well as secondary research. Initially an extensive secondary exploratory research will be conducted on the topic of management styles used globally, the culture and values of the Middle East and management styles that were used in the past and those that are currently used. This phase of the thesis is expected to take about a month and…

Osterman, Paul. "Supervision, Discretion, and Work Organization." The American Economic Review 84.2 (1994): 380-84.

Porter, Michael E. The Competitive Advantage of Nations. New York: Free Press, 1990.

Tannenbaum, Scott I, and Lisa M. Dupuree-Bruno. "The Relationship between Organizational and Environmental Factors and the Use of Innovative Human Resource Practices." Group & Organization Management 19.2 (1994): 171-202.