...Business Management Case Study Introduction As with many start-up small businesses, poor management or mismanagement is often the cause of most of their problems. The failure of Amanda therefore lies within this context. As a manager, Amanda is responsible for efficiently completing all of her business activities and setting and achieving her businesses goals through the execution of four fundamental management functions: planning, organizing, leading and controlling. (Mason Carpenter, 2013) Accordingly, the process of successfully completing business activities and achieving business goals require the proper utilization of human, financial, and material resources. (Mason Carpenter, 2013) Within the context of the Case Study, Amanda eventually runs into trouble after starting her business because she was unable to properly exercise the four management functions and in particular, utilize her human resources to effectively realize these essential business processes. In fact she devolves most of the important functions of management to Lisa and allows her other employees to essentially operate their own personal fiefdoms. Planning Planning is important for any business because it is the foundation of management and all other functions associated with management are based on it. (Pakhare, 2013) Accordingly, planning is necessary to ensure proper utilization of human and non-human resources; it is pervasive at all levels and in all stages of management. (Management...
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...frequently are overwhelmed with the amount and complexity of the material that is covered during each class meeting. Consequently, they may resort to memorizing facts instead of comprehending, applying, and transferring knowledge to practice. In addition, students rely on teachers to provide lecture notes and may not be adequately prepared to participate in class discussions. Case studies, which are an effective way of connecting critical thinking, problem solving, and decision-making to practice (Baumberger-Henry, 2003; Campbell, 2004), enhance students’ participation in class discussions. Conceptual models of nursing provide a unique body of knowledge that can be used to guide construction of case studies and enhance application of didactic course content to nursing practice. Students tend to undervalue the contributions of a nursing conceptual model to guide practice. By integrating a nursing conceptual model into the organization of course content and construction of case studies, students are exposed to how conceptual models can guide nursing practice. The purpose of this column is to explore the use of case studies for a senior level medical-surgical nursing course constructed within the context of the Roy adaptation model. Roy Adaptation Model The Roy adaptation model is a conceptual model of nursing that provides a solid foundation for nursing practice (Roy & Andrews, 1999). The philosophical and scientific assumptions of Roy’s model assert that the person is a holistic Nursing...
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...Project Economics and Management Paper Code: 3.1 Unit-1 Concepts of projects; project identification; formulation, analysis, risk, planning, design, report and appraisal; location of an enterprise; factory design and layout. Unit-II Understanding financial analysis; ratio analysis; fund flow analysis; breakeven analysis; social cost-benefit analysis; budgeting and planning process. Unit-III Sources of development finance; institutional finance to entrepreneurs; working capital management; incentives and subsidies; policies governing entrepreneurship; role of a consultancy organization. Unit-IV A review of project performance; post evaluation approach; community participation in projects; SWOT analysis; managing risk and exposure. Suggested Readings: 1. 2. 3. 4. Note: 1. 2. Four case studies will be discussed in a paper by the concerned teacher in the class. Instructions for External Examiner: The question paper will have two sections. Section ‘A’ shall comprise eight questions (two questions from each unit). The candidates will be required to attempt four questions (selecting one question from each unit). Section ‘B’ will contain one CASE STUDY which will be compulsory. All five questions will carry equal marks. Chandra, P., Project Planning Analysis, Selection, Implementation and Review, Tata McGraw Hill, New Delhi. Hedemey, J.W., Control and Management of Capital Projects, John Wiley, New York. Wysocki, R.K., R. Bick and D. B. Crane, Effective Project Management, John Wiley and...
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...Roles, authority and involvement of the management accounting function: a multiple case-study perspective Caroline Lambert HEC, Paris 1, rue de la Libération 78351 Jouy en Josas Cedex lambert@hec.fr Samuel Sponem Conservatoire National des Arts et Métiers GREG-CRC (EA 2430) samuel.sponem@cnam.fr Acknowledgements The authors are grateful to participants at the European Accounting Association Conference 2009, the Accounting department ESSEC seminar, France, and at the seminar of Ecole de Comptabilité de l’Université Laval, Québec, Canada for their constructive comments on earlier drafts of this paper. They also wish to thank and useful suggestions of members of the CriM group, Martin Messner and Juhani Vaivio. We would particularly like to thank Markus Granlund and the two anonymous reviewers for their many helpful comments and suggestions. Both authors thank ‘Fondation HEC’ and ‘Agence Nationale de la Recherche’ for their fundings. Abstract Recent techniques and shifts in the environment are often foreseen as leading management accountants to adopt a business orientation. However, empirical evidence pointing to fundamental shifts in the roles played by management accountants remains relatively scarce. We explore this paradox and give sense to the various roles played by the management accounting function by focusing on how management accountants are involved in and endowed with authority in decision-making situations. Using data we gathered from 73 interviews in ten...
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...| School of Business MGT/330 Management Theory, Practice, and Application | SYLLABUS | | Course Description This course explores the rich field of management in theory and practice, and as both a science and an art. The course also addresses the role of managers in the current world of rapid change, increased competitive forces, and increased expectations for the successful performance of employees and organizations. The focus is on some of the ways and means of achieving desired goals. The student will leave this course with a solid background in the nature and work of management and managers. Applications of concepts to current workplace issues will be stressed. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Bateman, T. S., & Snell, S. A. (2009). Management: Leading & collaborating in a competitive world (8th ed.). Boston, MA: McGraw-Hill Irwin. All electronic...
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...FT 106C FT 107C FT 108C Management Principles and Practices Mathematics and Statistics for Managers Accounting for Managers IT and E-Business Fundamentals Business Environment Organization Behavior and Processes Business Communication Business Legislation 1-2 3-4 5-6 7-8 9-10 11-12 13-14 15-16 COURSES AND SYLLABUS FOR SECOND, THIRD AND FOURTH SEMESTER SHALL BE COMMUNICATED LATER. 2 FT-101C MANAGEMENT PRINCIPLES AND PRACTICES Course Objective The objective of this course is to help the students gain understanding of the functions and responsibilities of the manager, provide them tools and techniques to be used in the performance of the managerial job, and enable them to analyze and understand the environment of the organization. Examination The faculty member will award internal marks out of 20 (8 for Tests and 12 for class participation). The semester examination carrying 80 marks will have two sections A and B. Section A worth 60 marks will have 6 theory questions out of which students will be required to attempt any four questions. Section B carrying 20 marks will contain one or more cases. Cases prescribed below are only for classroom discussion and internal evaluation and not for end semester examinations Course contents 1. Concept of Management Functions and Responsibilities of Managers, Fayol's Principles of Management, Management Thought The Classical School, the Human Relations School, Systems Theory, Contingency Management, Developing Excellent Managers...
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...CONSUMER BEHAVIOUR Service Quality Perceptions of Domestic Airline Consumers in India: An Empirical Study SUBMIITED TO: MEENAKSHI HANDA BY: SAHIL MALHOTRA (13) RAHUL KALRA (39) Abstract Pricing and service quality are the key variables that decide the brand equity of each player in the airline industry. Existing literature suggests that measurement and management of service quality is the key for survival of airline companies. This research paper examines the service quality delivered by four major airlines in India on the backdrop of stiff competition in the airline service sector. The process of traveling on a domestic airline was divided into pre-flight, in- flight and post-flight experiences. A survey was conducted to find out the perceived service quality of frequent fliers on each of the four airlines across a series of service performance variables. The airline brands were positioned in a perceptual space, where the perceived service attributes were also mapped. Clear differences emerged among the airlines, with two of them perceived as being similar to each other, and the other two differing in many respects. INTRODUCTION India at present has twelve competing airlines in the domestic market as against a single government owned airline in 1991. According to McKinsey Quarterly (2005), the Indian aircraft market is the world’s second largest commercial aircraft market. On-time performance and service levels have risen dramatically and fares have...
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...Communications of the Association for Information Systems Volume 17 Article 8 2-23-2006 Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study Qing Hu Florida Atlantic University, qhu@fau C. Derrick Huang Florida Atlantic University, dhuang@fau Follow this and additional works at: http://aisel.aisnet.org/cais Recommended Citation Hu, Qing and Huang, C. Derrick (2006) "Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment: A Case Study," Communications of the Association for Information Systems: Vol. 17, Article 8. Available at: http://aisel.aisnet.org/cais/vol17/iss1/8 This material is brought to you by the Journals at AIS Electronic Library (AISeL). It has been accepted for inclusion in Communications of the Association for Information Systems by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact elibrary@aisnet.org. Communications of the Association for Information Systems (Volume 17 2006) 181- 204 181 USING THE BALANCED SCORECARD TO ACHIEVE SUSTAINED IT-BUSINESS ALIGNMENT: A CASE STUDY Qing Hu C. Derrick Huang Department of Information Technology & Operations Management Florida Atlantic University qhu@fau.edu ABSTRACT High levels of investments in IT and related products and services by firms over the last several decades produced only mixed results. Research shows that one of the most significant determinants of successful IT investments...
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...in Marketing Management Decision, 1994, Vol. 32 Iss: 2, pp.4 – 20 Christian Grönroos, Professor of Marketing at the Swedish School of Economics and Business Administration in Helsinki, Finland. Abstract Discusses the nature and sometimes negative consequences of the dominating marketing paradigm of today, marketing mix management, and furthermore discusses how modern research into, for example, industrial marketing and services marketing as well as customer relationship economics shows that another approach to marketing is required.This development is supported by evolving trends in business, such as strategic partnerships, alliances and networks. Suggests relationship marketing, based on relationship building and management, as one emerging new marketing paradigm of the future.Concludes that the simplicity of the marketing mix paradigm, with its Four P model, has become a straitjacket, fostering toolbox thinking rather than an awareness that marketing is a multi-faceted social process, and notes that marketing theory and customers are the victims of today′s mainstream marketing thinking. By using the notion of a marketing strategy continuum, discusses a number of consequences of a relationship-type marketing strategy for the focus of marketing, pricing, quality management, internal marketing and intraorganizational development. Briefly comments on the possibility of developing a general marketing theory based on the relationship building and management approach. The marketing...
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...emerald-library.com Human resource management aspects of business process reengineering: a survey Aston Business School, Aston University, Birmingham, UK Keywords BPR, Human resource management, Reward, Managers, Organizational structure, Teamwork Abstract Examines the relationship between business process re-engineering (BPR) and human resource management. A number of propositions relating to aspects of human resource management are derived from the literature, and examined by interviewing senior managers in UK organisations where business process re-engineering projects had either been completed or were still in progress. The propositions are analysed under four major headings: structure and culture, the role of managers, team working, and reward system. The conclusion is that BPR principles on the management of human resources as stated in the literature seem to find a full application in most of the organisations investigated. However, there were two exceptions to the expectations in the literature. The first was that there would be a change to a process-based structure; a change is seen in the majority of cases, but to a matrix style of organisation. The second was the implication that team-based reward systems would appear; this has only happened in a minority of cases. Overall, for the organisations studied which have undergone BPR, a very clear pattern emerges with respect to human resource management practices. Human resource management 325 Fabio Zucchi and John...
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...Cornell University ILR School DigitalCommons@ILR Visiting Fellow Working Papers International Programs 3-1-2005 The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/ National and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared...
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...The impact of information technology on the HR function transformation By Yu Long 0123404 Graduation Committee: First supervisor: Dr. T. Bondarouk Course coordinator: Pro. Dr. J. K. Looise Master Thesis, Business Administration HRM University of Twente March, 2009 Preface This master thesis concludes my life as a student, which is performed under the supervision of Twente University in the Netherlands. The research is the terminal of the program Human Resource Management. Doing this research not only improves my skill on literature searching, information analysis, but helps me to gain more profound knowledge about e-HR. During the research, I have got great support from several persons, and now, here is the opportunity to thank them. At first, I give special thanks to Jiajie Li, my boyfriend. He accompanies with me during the whole research period. Besides dealing with my impatient and anxious attitude, he also put great effort on improving my thesis. His optimistic and serious attitude influences me, and makes me continue the research with better and better results every time. His support is very meaningful for my research period. Secondly, I would like to thank Ms. Tanya Bondarouk, and Prof. Jan Kees Looise for their excellent support, feedback and guidance. Both of them give me fruitful advice on how to improve my work. And they always give me timely feedback on my work, which encourages and makes me belief that I can hand in a satisfactory report under the effort...
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...A GIS BASED MUNICIPAL INFORMATION SYSTEM FOR MANAGEMENT OF URBAN DEVELOPMENT CONTROL PROCESS (CASE STUDY OF BLANTYRE CITY ASSEMBLY, BLANTYRE, MALAWI) A GIS based Municipal Information System for Management of Urban Development Control Process (Case Study: Blantyre City Assembly, Blantyre, Malawi) Student: Costly Chanza March 2003 A GIS BASED MUNICIPAL INFORMATION SYSTEM FOR MANAGEMENT OF URBAN DEVELOPMENT CONTROL PROCESS (CASE STUDY OF BLANTYRE CITY ASSEMBLY, BLANTYRE, MALAWI) A GIS based Municipal Information System for Management of Urban Development Control Process (Case Study: Blantyre City Assembly, Blantyre, Malawi) by Costly Chanza Thesis submitted to the International Institute for Geo-information Science and Earth Observation in partial fulfillment of the requirements for the degree of Master of Science in GeoInformation Management for Urban Planning and Management. Degree Assessment Board Chairperson External Examiner First Supervisor Second Supervisor : : : : Prof. Ir. P. van der Molen Dr. F. Toppen (University of Utrecht) R.V. Sliuzas MSc Drs. S. Amer INTERNATIONAL INSTITUTE FOR GEO-INFORMATION SCIENCE AND EARTH OBSERVATION ENSCHEDE, THE NETHERLANDS A GIS BASED MUNICIPAL INFORMATION SYSTEM FOR MANAGEMENT OF URBAN DEVELOPMENT CONTROL PROCESS (CASE STUDY OF BLANTYRE CITY ASSEMBLY, BLANTYRE, MALAWI) Disclaimer This document describes work undertaken as part of a programme of study at the International Institute for Geo-information Science...
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...Academy of Management http://www.jstor.org/stable/257992 . Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. . Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Review. http://www.jstor.org ? Academy of Management Review, 1987, Vol. 12, No. 1, 38-51. Are the Classical Management Functions Useful in Describing Managerial Work? STEPHEN . CARROLL J University of Maryland DENNISJ. GILLEN Syracuse University This paper attempts to evaluate the usefulness of the classical management functions perspective for describing managerial work and for serving as the basis for management education. It also examines some of the newer conceptualizations of the manager's job and relates these to each other and to the earlier classical approach. As Miner (1971, 1982) noted, most management textbooks are organized on the basis of the original classical management functions first introduced by Fayol (1949) and elaborated and extended by others such...
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...5, 2011 Dear Ms. Amanda Smith: My name is QB of QB Management Consulting LLC. I have reviewed your case study and wish to offer some insight on using the four functions of management to help you gain more success in Smith’s Account and Tax Service. First off I’ll like to say that a successful manager is one that leads their company to a stated objective by using all means available for accomplishing it by known procedures, guidelines and resource accessible. In order to reach this concept four functions are recognized. These four functions are planning, organizing, leading and controlling. Each of these functions helps the manager in a specific manner to aid in their managerial role. I recommend following these four steps in order to achieve the success anticipated for future plans of your company. All four of the referenced functions need to be given an equal amount of time as they are important elements in any organization’s development and growth. The first function I’ll like to address is planning; which is setting your ultimate goals, set of steps and tasks it in a convenient way for your company. First goals need to be set, then strategies and standards need to be implemented, last resources have to be obtained and collected. Planning is considered to be the central function of management because it then sets the pattern for the other three to follow. Planning encompasses at least four elements (Ryszard, 2005): • Evaluating environmental...
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