...articulation, implementation, and stewardship of a vision of learning that is shared and supported by the school community. Knowledge The administrator has knowledge and understanding of: 1. Learning goals in a pluralistic society 2. The principles of developing and implementing strategic plans 3. Systems theory 4. Information sources, data collection, and data analysis strategies 5. Effective communication 6. Effective consensus-building and negotiation skills Dispositions The administrator believes in, values, and is committed to: 1. The educability of all 2. A school vision of high standards of learning 3. Continuous school improvement 4. The inclusion of all members of the school community 5. Ensuring that students have the knowledge, skills, and values needed to become successful adults 6. A willingness to continuously examine one's own assumptions, beliefs, and practices7. The school community is involved in school improvement efforts ISLLC Standards for School Leaders Standard 2 8. The vision shapes the educational programs, plans, and activities 9. The vision shapes the educational programs, plans, and actions 10. An implementation plan is developed in which objectives and strategies to achieve the vision and goals are clearly articulated 11. Assessment data related to student learning are used to develop the school vision and goals 12. Relevant demographic data pertaining to students and their families are used in developing the school mission and goals ...
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... Course Name Organizational Excellence through Quality Management Course Code: MMgt 5006 Instructor Dr. Muhammad Daniel Saeed Pirzada Semester Fall 2014 Credit Hours 3-0-3 Class Timings 6:00 – 9:00 P.M. (Every Wednesday) Instructors Telephone No(s). 9:00 AM to 4:00 PM (051) 9248839 Afternoons (051) 8432273Ext. 329 Email thepirzada@yahoo.com Teaching Assistant To be decided TA’s Email - Program Manager Mr. Engr Shahid Iqbal Email: shahid.iqbal@case.edu.pk CASE Telephone No. (051) 8432273, 8432250, 2278301 Visiting Hours: 5:00 – 6:00 P.M. (Every Wednesday or by appointment) TABLE OF CONTENTS 1. Brief Introduction 1 TABLE OF CONTENTS 2 2. Brief Description of the Course 3 3. Pre-Requisite Knowledge 3 4. Objectives of This Course 3 5. Course Contents Detailed Distribution 3 6. Grade Distribution (Subject to change) 4 7. Misc. Instructions: 4 8. Websites/Links 4 9. Text Book(s) 4 10. Computer Tools 4 11. Teaching Methodology Error! Bookmark not defined. 12. Instructor’s Profile 4 13. TA’s Introduction: 4 14. Final Comments: Error! Bookmark not defined. 15. Yahoo Group: 4 Brief Description of the Course The course aims at introducing the revolutionary methods of total quality management. Theory and practice are combined by with examples from Toyota,...
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...initiative to participate and contribute your thoughts. * Express your positive attitude towards providing the solution. | Xcez said: (Wed, Dec 3, 2014 04:06:18 PM) | | | | Management takes a dual process of both art and science, when PLANNING, he/she need some statistical data to enhance him/her project in to the future, procuring data has to do with science. When COORDINATING his/her work force (employees) , he/she needs that human relation skills, to be able to achieve the planned goals and objectives, and this has to do with art. Conducting a feasibility study or market research need science technique and the ability to implement and sustained this result, the management needs art techniques. | Rate this: +0 -0 | Nagaraju said: (Sat, Nov 22, 2014 10:55:57 PM) | | | | I think management has elements of both art and science. It may not be proper to term it as pure science or pure art. In fact, it is a science as well as an art because science and art are both complementary to each other. As cossa has said, "science requires art, art requires science, each being complementary to each other". It may be concluded that there is no hard and fast line between art and science of management. The former(science) will have to solve problems and establish principles which might be applied with benefit to the latter(art). The present ratio is about 90% art and 10% science. Though a very great deal of developments are presently increasing that proportion...
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...5 WORKING IN THE NEW ECONOMY 6 Globalization 6 Intellectual Capital 6 Knowledge worker 7 Diversity 7 Technology 7 Workforce diversity 8 Discrimination 8 Ethics 8 Prejudice 8 The Glass ceiling effect 9 Corporate governance 9 Career (core worker, contract worker, part-time worker) 10 ORGANZATIONS IN THE NEW WORKPLACE 11 Critical survival skills for the new workplace 11 Organization 12 ORGANZATIONS AS SYSTEMS 12 Open systems 12 ORGANIZATIONAL PERFORMANCE 12 Productivity 12 Performance effectiveness 13 Performance efficiency 13 CHANGING NATURE OF ORGANIZATIONS 13 7 changes 14 Total quality management (TQM) 14 MANAGERS IN THE NEW WORKPLACE 15 Definition of manager 15 LEVELS OF MANAGERS 15 Top manager 16 Middle manager 16 Project manager 16 Team leader or supervisor 16 Nine responsibilities of team leader 17 TYPES OF MANAGERS 17 Administrator 17 Functional manager 17 General manager 17 Line manager 17 Staff manager 17 MANAGERIAL PERFORMANCE 17 Quality of work life 17 Accountability 18 CHANGING NATURE OF MANAGERIAL WORK 18 Upside-down pyramid 19 THE MANAGEMENT PROCESS 19 FUNCTUONS OF MANAGEMENT (Planning, Leading, Controlling, Organizing) 19 Management 20 Leading 20 Organizing 20 Planning 21 Controlling 21 MANAGERIAL ACTIVITIVES AND ROLES 21 Mintzberg’s 10 managerial roles ( Inter-Info-Decisional) 22. Realities of managerial work 22 MANAGERIAL AGENDAS AND NETWORKING 22 ...
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...Market Based Management® Philosophy and Principles Market Based Management® is a value system and framework for action that encourages employees to think and act like principled entrepreneurs. (The Principled Entrepreneur, 2007) The MBM philosophy was (and continues to be) developed by Charles Koch, chairman and CEO of Koch Industries. It is used by all Koch companies such as STAINMASTER® carpet, LYCRA® spandex, Quilted Northern® tissue, and Dixie® cups. Charles Koch credits the success of Koch Industries, one of the world’s largest privately held companies, to the application of this unique way of doing business. (Koch C. , 2007) MBM is a large set of ever-evolving “mental models” that are organized by, and interpreted through, a framework of five interdependent and mutually reinforcing dimensions: vision, virtue and talents, knowledge processes, decision rights and incentives. The MBM Guiding Principles, which are a model within the virtue and talents dimension, form the MBM culture. (Tapscott, 2007) This material is used by leaders and employees of Koch companies to get results. Market Based Management® (MBM) is rooted in the Science of Human Action (Mises, 1949), and is defined by five dimensions: * Vision – determining where and how the organization can create the greatest long –term value * Virtue and Talents – helping ensure that people with the right values, skills and capabilities are hired, retained and developed * Knowledge Processes – creating, acquiring...
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...produced a CD on Army Knowledge Management. It was intended as an educational piece and was widely distributed among the troops. The opening screen was blank, and then slowly the following sequence appeared: Imagine… Someone has a piece of data or information so critical that, if shared with the right people at the right time… It could save a lot of time. It could save a lot of resources. It could save a life… Your buddy’s life. Your life… Now imagine… you’re the person with that information The Army has clearly been paying attention to knowledge management (KM) for some time, having been first off the starting block with its all-weather portal, Army Knowledge Online (AKO)—which has now become the model for the Department of Defense enterprise portal, Defense Knowledge Online (DKO). The Army launched its Army Knowledge Management (AKM) strategy in 2001 and has been moving on many fronts in the knowledge management field. The Army defines Knowledge Management simply by stating: Knowledge management is a discipline that promotes an integrated approach to identifying, retrieving, evaluating, and sharing an enterprise’s tacit and explicit knowledge assets to meet mission objectives. The first thrust of AKM was framed in a series of five goals that defined a very high-level strategy. That was followed by a strong push for the establishment of communities of practice, the promotion of knowledge management education, and then naming a chief knowledge officer (CKO). ...
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...CYMRU: Y DRINDOD DEWI SANT School of Business, Finance and Management Ysgol Busnes, Cyllid a Rheolaeth Business Ethics and Social Responsibility SBUS6003 October 2015 – Term 5 February 2016 – Term 6 SBUS6003 Business Ethics and Social Responsibility MODULE CODE: TITLE: DATED: SBUS6003 Business Ethics and Social Responsibility 02/06/2011 LEVEL: CREDITS: 6 20 TEACHING METHODS: Lectures Workshops Independent Study JACS CODE: N200 8% 16% 76% AIM(S) • To introduce students to the particular problems and opportunities experienced in adopting or ignoring corporate social responsibility. • To develop students’ understanding of the relationship between business ethics and management decision making • To develop students understanding of sustainable business issues and how they can be managed, promoted and developed in a business context. LEARNING OUTCOMES By the end of this module students should be able to: • critically evaluate the tipple bottom line of sustainability as a key goal for business ethics; • critically evaluate the role of ethical theory in decision making in business. • critically appraise stakeholder expectation and its relationship with corporate governance and social responsibility; • research and critically analyse ethical challenges in different organisations; • investigate and critically evaluate an organisation’s management of corporate social responsibility. CONTENT • Environmental...
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...Department of Maritime and Logistics Management National Centre for Ports and Shipping Semester 1, 2014 Distance Education/On-campus study (JNB 254) Principles of Freight Forwarding Undergraduate Studies Teaching Team: Lecturer and Unit Coordinator Lecturer (first point of contact) Livingstone Caesar Aust: 0469340820 Intl: (+61) 469340820 dlcaesar@amc.edu.au Consultations by appointment Unit Coordinator: Hilary Pateman Intl: Aust: (03) 6324 9800 (+613) 6324 9800 hilaryh@amc.edu.au Room F99 Unit Outline Contents WELCOME .................................................................................................................... 3 INFORMATION ABOUT THIS UNIT ................................................................................. 4 Unit description ................................................................................................................. 4 Linkage to other units ........................................................................................................ 4 Intended learning outcomes ............................................................................................. 4 Graduate attributes ........................................................................................................... 4 Alterations to the unit as a result of student feedback .................................................... 5 LEARNING RESOURCES .............................................................
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...MSc Business Management BS7916 Principles of Responsible Management Semester One 2013- Module Handbook Module Leader : Dr Roz Sunley Room 201 Roz.Sunley@winchester.ac.uk Room 201 West Downs 01962 827339 In this module study guide you will find much of what you need in order to successfully complete the module. Further learning materials and information are available on the learning network under the module code BS7916. Module Code BS7916 Module Name: Principles of Responsible Management It is your responsibility to: * Collect a copy of the reading pack from the faculty office * Attend both lecture and seminar sessions as stated on your timetable * Arrive in time for the start of all taught sessions * Read the preparatory reading before the taught sessions each week * Undertake any directed learning that may be set * Seek help from the module tutor if you are having any problems with any aspect of the module * Hand in assignments on time Tutor contact details: Module leader: Dr Roz Sunley Roz.Sunley@winchester.ac.uk Module tutor: Dr Natalia Yakovleva Natalia.Yakovleva@winchester.ac.uk Module administrator: Karen Robbertze Karen.Robbertze@winchester.ac.uk Contents Introduction and learning outcomes 3 Weekly schedule 4-6 Assessment 7-9 Useful texts 9-11 Feedback, Harvard referencing etc 12 Study guide for each week 12 - 17 Marking criteria 18 – 20 Background...
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...International Journal of Project Management 27 (2009) 182–193 www.elsevier.com/locate/ijproman Rethinking IT project management: Evidence of a new mindset and its implications Chris Sauer a,*, Blaize Horner Reich b b a Fellow in Information Management, Saıd Business School, University of Oxford, Egrove Park, Oxford OX1 5NY, UK ¨ Professor, Segal Graduate School of Business, Simon Fraser University, 500 Granville Street, Vancouver, BC, Canada V6C 1W6 Received 12 August 2008; accepted 19 August 2008 Abstract This paper contributes to the rethinking project management agenda in relation to the information technology (IT) sector. Our analysis of the evolution of thinking and practice among leading IT project managers across four countries elicits nine principles and four personal qualities that constitute the core of a mindset that facilitates rethinking the practice of IT project management. We compare this with the Rethinking Project Management research agenda [Winter M, Smith C, Morris P, Cicmil S. Directions for future research in Project management: the main findings of a UK government-funded research network. Int J Project Manage 2006;24(8):638-649.]. Our contribution is to (1) validate the directions defined in that agenda; (2) identify elements not incorporated in it and (3) provide examples that crystallise the agenda for the domain of IT project management. Ó 2008 Elsevier Ltd and IPMA. All rights reserved. Keywords: Project management; Information technology; Research;...
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...Faculty Office: BS4032R Voice: (317) 753-9663 E-mail: jareinha@iupui.edu Office Hours: 5-5:45 the day of class, and by appointment COURSE OUTCOMES Overall Learning Outcome The overall learning Outcome is to obtain a fundamental knowledge and a sense of skills related to internal auditing. Specific Learning Outcomes After completion of this course, the student should achieve the following outcomes: * Given a business process, students will be able to perform the 3 steps of an audit process (planning, fieldwork and reporting) by applying the International Professional Practice Framework (IPPF), the International Standards for the Professional Practice of Internal Auditing (Standards) and guidance to the practice of internal auditing, and COSO framework. (PUL 1, 2 ;PBL 1, 3; MSA Goal 3, 4) * Students will be able to create a risk assessment for a basic business process (i.e. accounts payable or simple cash process) by applying the concepts of risks and controls to analyze the business process. (PUL 2, 3; PBL 1; MSA Goal 1, 3) * Students will be able to articulate the different enterprise-wide governance principles, the relationship between governance and enterprise risk management and...
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...Dr Alf Crossman Organisational Behaviour Management Work 1 Key Areas of Focus • Division of Labour • Adam Smith • General Principles of Management • Scientific Management • Frederick Winslow Taylor Organisational Behaviour • Henri Fayol • Bureaucracy • Max Weber 2 Session Objectives • To explore the nature of classical organization theory • To become familiar with the key classical theorists’ work • To understand the principles and impact of: Organisational Behaviour • Bureaucracy • Management • To understand the principles and impact of: • Division of labour • Scientific management/Taylorism • Fordism • To explore the arguments surrounding ‘deskilling’ and labour process 3 The Obsession with Organization Before the factory system production took place primarily in cottages – the ‘putting out’ system and small workshops. Output was the main priority. Self-organization was the predominant approach. The introduction of the factory system introduced a new imperative – time. Time became a valuable resource and organization of labour became increasingly important Organisational Behaviour 4 Of the Division of Labour • Adam Smith – An Inquiry into the Nature and Causes of the Wealth of Nations, 1776 • Pin-making example • Division of Labour In an early chapter of his book, Smith observes: “One worker could probably make only twenty pins per day. However, if ten people divided up the eighteen steps required to make a pin...
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...ESSAY title: “What is Management: is it an Art or a Science?” Number of words: 1860 What is Management? Is it an Art or a Science? The objective of this essay is to settle the old argument that whether management is an art or a science. It aims to give a deeper and brief view about the topic of ‘Management’ and the point to which management fulfills the criteria for being a science as well as an art have been outlined. Management characteristics have been stated and discussed in relation to the characteristics of science as well as art by use of classical theories and principles which were derived by experts who are related with the study of management. It is difficult to define the word management since neither accurate nor approved definition is found yet. However, it has a traditional definition which states that management is “the art of getting things done through people” (Mary Parker Follet, 1868-1933). Still, this definition does not perfectly describe management therefore the meaning cannot be relied on; this is because the definition views the term management as an “art” while management may be both either a science or an art. Secondly, the definition does not consider the functions of management which were introduced in a new definition by Henry Fayol defining management as “to manage is to forecast and to plan, to organize, to command, and to coordinate and control”(Fayol, 1916). Every firm exists with some objectives or goals; in order to achieve these objectives...
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...ACCOUNTANCY SUBJECT: MANAGEMENT TUTORIAL ASSIGNMENT STREAM 1D: GROUP 3-SUB-GROUP 1 GROUPMEMBERS: REG.NO: NDEMEKA, RENATUS. BAC/12/71432 MAKOLO, ALEX E. BAC/12/71337 CHARLES, PAMELA. BAC/12/61122 MORI, FADHILA J. BAC/12/61545 CHISUNGA, PAZI. BAC/12/71202 SEIF, SAADA AB. BAC/12/61153 MATTA, MICHAEL W. BAC/12/71131 QUESTION: Management can be thought of as multi-dimensional in nature. It can be defined as a process, as discipline, people and career. Clearly distinguish between managerial functions and managerial roles. How are they related? Introduction: The word’’ manage’’ comes from the Italian maneggiare {to handle especially tools}, which derives from Latin word manus{hand}.The French word mesnagement[later management]. It is very difficult to define the term management but different scholars tried to define management as follows; According to Harold koontz; Management is the art of getting things done through others and with formally organized groups. According to Bovee; Management is the process of achieving organizational goals through planning, organizing, leading and controlling the human physical financial and information resources of an organization in an effective and efficient manner. According to Mary Partner; Management is the art of getting things done through people. Generally; Definition of Management can be explained in multi-dimensional process because...
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...Does my integrated service demonstrate any of the principles of a learning organisation? Chapter 1: Introduction The aim of the study is to discover if the integrated service I work for demonstrates the principles, if any, of a learning organisation. I will begin this with a literature review and identify those key elements, which many key thinkers and contributors have written about, that distinguish a learning organisation. The literature review will also help me understand and develop my knowledge on what a learning organisation is, as at this point I have very little understanding of the concept of what a learning organisation is or consists of. I will seek to find out what the characteristics and principles are of a learning organisation and assess through my own thought process and reflection whether I feel the concept of a learning organisation is viable and can be implemented in my place of work. Furthermore, during this study I will collate my evidence in terms to inform my research by asking colleagues I work with to complete a questionnaire relevant to the principles and characteristics of a learning organisation. I will assess and critically analyse this feedback and provide valid evidence to identify whether individuals feel the work in learning culture based on the principles and characteristics discovered in the literature review. Finally, I will reflect and conclude my findings based on both the literature review and method of research and assess how this...
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