...Assignment On Conflict Management of A&S DOT COM: (story of conflict, consequences, management strategy and preventions) Prepared by: 1. RoselineAbedinRiya ID: 141-11-731 2. Mariam Binta Khalil ID: 141-11-752 3. BickramTalukder ID: 141-11-737 4. SiumSadik ID: 141-11-742 5. HosneAraShetu ID: 141-11-718 6. Abu Raihan ID: 141-11-741 Prepared for: Md Abu Jafar Lecturer & Coordinator BBA program (Uttara Campus) Daffodil International University Daffodil International University LETTER OF TRANSMITTAL August 11, 2015 Md Abu Jafar Lecturer & Coordinator BBA program (Uttara Campus) Daffodil International University Subject: Submission of Assignment. Dear Sir, With due respect, We would like to inform you that it is our pleasure and a great privilege to submit the assignment titled "Conflict Management of A&S DOT COM". This is a conceptual subject where we have tried our best to complete this assignment with our theoretical knowledge as well as analytical abilities. However, it is also true that we have some limitations in our abilities and knowledge for which. Therefore, we expect your kind consideration about the limitations of our study while assessing our assignment. Your kind advice will help us to improve our work ability. We sincerely hope that the assignment would meet your level of expectation. We would gladly clarify...
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...Executive Summary This paper proposes the implementation of self-directed teams (SDTs) in the Roaring Dragon Hotel (RDH) in south-west China after the termination of the contract with Hotel International (HI). This proposal will detail the advantages of implementing SDTs in an environment that is influence by guanxi networks in order to increase guanxi influenced and as a direct result increase profits. Self-Directed Guanxi Teams Introduction The provincial government decided to hire an international organization to manage the RDH, to develop the hotel into a five star quality hotel, and to increase the profits of the hotel. Hotel International (HI) was the organization selected and after various financial and culture problems, the provincial government terminated the contract within six months and reinstated the former General Manager Tian Wen. Background The Roaring Dragon Hotel spiraled into financial decline within six months after Hotel International took over of management and failed to, as Grainger (2008) stated, “help realize the hotel’s potential” (p.2). HI installed a new general manager and hired eight professionals to manage the transition. HI managed to reduce the hotel staff, began renovations but could not increase profits as they were hired to do. HI failed to communicate properly to the staff and could not retain employees crucial to conducting business in the region. At the end of six months, HI’s contract was terminated and the hotel’s management...
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...While our team was composed of completely different preference types (as classified by the Myers-Briggs Type Indicator), we believe that such varying opinions led to our group’s success in the Subarctic Survival Simulation. In fact, our group boasted the highest team percentage change in the activity—43 percent. The team percentage change represents the improvements made in the ranking of survival tools through our team’s discussion from our individual assessments. The change shows how the group’s gain score (24.4) relates to the average individual score (56.4). Additionally, our gain score was the highest in the class, further showing the strengths of our teamwork during the survival simulation. When assessing the overall effectiveness of our discussion, our team score of 32 must also be considered—it was tied with Team 5 for the lowest in the class, while our average individual score of 56.4 was second in the class ranking. When we compare our team’s average individual score to the best individual score on our team (30), we see that there is a significant difference. Clearly there was one team member who was more in-line with the expert rankings of the survival tools than the rest of the team. This difference of 26.4 points was by far the greatest spread in the class. When looking at this spread along with our team’s percentage change, we may also conclude that this person made a positive impact on our discussions by helping to improve the team’s overall score. ...
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...Checklist. ! ! 1 Pre. 2 Immersion. 3 Post. 1 Checklist. ! ! 1 Pre. Meet with assigned group of facilitators. Get to know each other. How does everyone like to communicate with each other? Set ground rules for communication. (i.e. respond to emails in 24 hours). Plan a weekly meeting time with your Immersion Coach. Team Foundation. ! Impact Area & CPs. ! Gathering Details. Decide on an impact area. Try a mind map! Begin researching and contacting Community Partners (CPs). CC Immersion Coach on emails regarding community partner interactions. Begin finding educational materials for impact area for pre-experience, Immersion, and post experience. Connect with the Office of Alumni Relations to get in contact with any alumni in the area. Emphasize to CPs that Immersion experience are based on service centered around awareness of an impact area (CP’s mission should align with the Immersion program’s mission). Ask what type of work will you be doing. Ensure the service is strong direct service; if you are unsure contact your Immersion Coach. Identify a primary contact within the selected CP. Gather name, phone number, email address (keep track of this information and begin to develop a working document with CP contact information to use for your Immersion binder). Attempt to keep the group together when planning service. Inform CPs about expected number of participants who will be engaging in strong, direct service – estimate 15. Some CPs offer...
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...University, Hung Hom, Kowloon, Hong Kong, China National Center for Technology, Policy and Management, Science Park, Harbin Institute of Technology, No. 2, Yikuang Street, Harbin 150001, China d Harbin Institute of Technology, Shenzhen Graduate School, HIT Campus of Shenzhen University Town, XiLi, Shenzhen 518055, China Abstract The construction industry in general is characterized with high fragmentation, low productivity, cost and time overruns, and conflicts compared with other manufacturing industries. Supply chain management as an innovative management mode provides a new solution for resolving these problems from systems perspective. Coordination is the core issue to improve construction performance in construction supply chain (CSC). In this paper, the concepts of CSC and CSC management are defined. Furthermore, the inter-organization problems that effect CSC coordination are identified. Considering the Internet fosters the integration of construction processes and provides an efficient platform for CSC coordination, this paper presents two types of Internet-enabled coordination mechanisms: market mechanism, such as auction and contracting, and coordination flow, including information hub and electronic marketplace, for improving construction performance and to accelerate the innovations in...
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...|[pic] |Detailed module outline | | |OB 401 E | | |Organisational Behaviour | DEPARTMENT : MANAGEMENT AND ORGANISATION PROGRAMMES: Advanced Undergraduate Transfer Credit, PGE2 INSTRUCTORS : Don MINDAY, coordinator Slava DMITRIEV Jean-Bertrand LEFEBVRE Sophie HENNEKAM -TREGUIER Inju YANG-McCOURT FORMAT : 3 hours weekly: 1 ½ hr. of lecture, 1 ½ hr. tutorial 2 tutorial groups will follow a weekend seminar format CREDITS : 5 ECTS credits PRE-REQUISITE MODULES: None LEARNING OBJECTIVES : This module is designed to prepare students for their future role as business managers by giving them a conceptual framework which should help them to more effectively understand, predict, and influence behaviour in organisations. It is complementary to the 1st year module "Management relationnel" and the 2nd year module "Cross-Cultural Management" LEARNING OUTCOMES : At the end of this module, each student will be able to: ...
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...accounting and reporting in business relationships characterized by information asymmetries. Besides its theoretical orientation, the course discusses institutional structure and different reporting environments of financial accounting and standard setting. It also features considerable coverage of financial accounting literature. Students completing this class should be able to: • To understand the differences of accounting under ideal conditions vs. uncertainties. • Apply decision usefulness approach to financial reporting. • Understand efficient market theory. • Know the information perspective on decision usefulness. • Know how to apply different measurement perspective to financial accounting information. • Analyze conflicts of contracting parties. • Analyze...
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...Diversity training helps to inform employees about the benefits of diversity, and how you can achieve diversity. According to Barb Peluso “diversity training is becoming a bigger part of the workplace as economies and marketplaces become globally intertwined”. Diversity is a necessary entity in order for a company to achieve a competitive advantage in the economy. Diversity can often have many different definitions. For this paper I will be using the University of Tennessee’s definition. “Diversity is a commitment to recognizing and appreciating the variety of characteristics that make individuals unique in an atmosphere that promotes and celebrates individual and collective achievement” (University of Tennessee). Diversity can be experienced in numerous different ways. Any individual characteristic that makes a person different leads to diversity. Some common diversity issues include age, language, race, religion, and gender. Diversity’s most prominent barrier is resistance from the dominant groups due to feelings of entitlement. “Although majority group feelings of entitlement are perhaps most apparent around race and gender, they clearly emerge based on...
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...learning objectives: Analyze ways to create a collaborative school culture to promote professional growth and leadership; Determine some of the causes of education-based conflict. Evaluate problem solving and negotiation strategies to resolve education-based conflict. Recognize the importance of knowing personal strengths and weaknesses in conflict resolution. Justify the collaborative role of transition team members who actively participate in transition meetings. Additionally, the assignment represents your mastery of Course Learning Outcomes 1, 2, & 3. Providing tools for academic success to students with disabilities is a collaborative effort. Sometimes however, individuals within the collaborative team face conflict due to a strong emotional or professional investment from a particular member. Examples of education-based conflict include disagreements over the allocation of limited resources and funding, differing curriculum delivery methods, class behavior management styles, misinterpreted conversations (due to cultural differences, communication styles, personal or professional backgrounds, and other differences), and misunderstanding of professional roles, school policy, and other school or district-based guidelines. Chapter 9 in your Murawski and Spencer (2011) text outlines the causes of conflict and how to problem-solve through negotiation strategies with peers and in a collaborative team setting. Instructions: Content The collaboration steps, as defined by...
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...public benefit corporation and its mission is to provide comprehensive training and support that empowers people with disabilities to become valued members of the community by being able to live and work more independently. The company slogan is “Connecting People, Purpose and Community since 1964”. My role at Pathpoint is that of a Program Coordinator, some of my responsibilities include: the hiring and training of staff, assigning monthly training schedule, approval of community based activities, assist in the management of fiscal operations, setting a staff work schedule and maintaining compliance with licensing regulations, make sure building cleanliness is maintained, communicating important information to staff and clientele. Pathpoint serves a diverse population of persons with disabilities and their families and providing a team of supportive staff to meet their needs is vital to the success of the program and the future of the clients. Factors affecting Teamwork What are the factors involved that prevent an experienced, knowledgeable and valued employee from acting as a “Team Player”? Some of the factors I am looking at in this paper have to do with internal and external factors. Internal factors being derived from ideas of self efficacy. External factors include individual perceptions of management and the organizations support and training of team players. Can methods of communication have a positive or negative affect on an individual performing as a team player? What...
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...Managing and Leading Teams in Offender Services a Reflective Paper Introduction As part of the foundation degree in offender management a team project was participated in by the author of this paper titled Managing & Leading Teams in Offender Services aimed at giving a 20 minute presentation on the title as a team. There was a requirement then to produce a reflective paper on the part played by the author showing an understanding of managing teams, identifying key factors in team building, and discussing potential for conflict in a team and strategies to resolve them. How the author currently employs an approach to leadership in the work environment It is the author’s belief that at present he employs a rather rigid military style leadership model in his working environment, consisting of dictatorial decision making but showing some flexibility by allowing his team to take some responsibilities and decisions under close guidance from himself. This is in part due to a military background and a lack of any other real training in the past, on how to be a team leader and how to manage a team outside a military environment. Incompetence is not tolerated and all the team under the author’s supervision are expected to show they are able confident and reach the standard he requires, any short falls are dealt with swiftly. Outside agencies or departments are expected to comply with the goal of the author and anyone failing to meet that requirement is excluded from the team and...
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...Available online at www.sciencedirect.com International Journal of Project Management 30 (2012) 608 – 620 www.elsevier.com/locate/ijproman The three roles of a project portfolio management office: Their impact on portfolio management execution and success Barbara Natalie Unger a,⁎, Hans Georg Gemünden a , Monique Aubry a b b Technische Universität Berlin, Chair for Technology and Innovation Management, Straße des 17. Juni 135, Sekr. H71, 10623 Berlin, Germany Université du Québec à Montréal, School of Business and Management, P.O. Box 8888 Downtown Station, Montreal, Quebec, Canada H3C 3P8 Received 27 July 2011; received in revised form 29 November 2011; accepted 26 January 2012 Abstract Project portfolio management offices (PPMOs) are a subset of project management offices (PMOs) that handle collections of multiple single projects and programmes, i.e. portfolios. PPMOs are centralised organisational units that cater to the demands of various stakeholders by performing specialised tasks. They are initiated by their organisation's leadership in response to increasing management challenges originating from project portfolios. Although there has been considerable research on PMOs in general, not only a clear understanding of multi-project PMOs' activity patterns set in specific contexts like project portfolio management, but also both existence and mode of multi-project PMOs' contribution to successful performance are still lacking. By quantitatively analysing PPMOs in 278 portfolios...
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...Available online at www.sciencedirect.com International Journal of Project Management 30 (2012) 608 – 620 www.elsevier.com/locate/ijproman The three roles of a project portfolio management office: Their impact on portfolio management execution and success Barbara Natalie Unger a,⁎, Hans Georg Gemünden a , Monique Aubry b a b Technische Universität Berlin, Chair for Technology and Innovation Management, Straße des 17. Juni 135, Sekr. H71, 10623 Berlin, Germany Université du Québec à Montréal, School of Business and Management, P.O. Box 8888 Downtown Station, Montreal, Quebec, Canada H3C 3P8 Received 27 July 2011; received in revised form 29 November 2011; accepted 26 January 2012 Abstract Project portfolio management offices (PPMOs) are a subset of project management offices (PMOs) that handle collections of multiple single projects and programmes, i.e. portfolios. PPMOs are centralised organisational units that cater to the demands of various stakeholders by performing specialised tasks. They are initiated by their organisation's leadership in response to increasing management challenges originating from project portfolios. Although there has been considerable research on PMOs in general, not only a clear understanding of multi-project PMOs' activity patterns set in specific contexts like project portfolio management, but also both existence and mode of multi-project PMOs' contribution to successful performance are still lacking. By quantitatively analysing...
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...School of Accounting and Finance AFM 311: Connections to Ethical Context Spring 2015 Course Syllabus Course Instructors: Name: | Karen Wensley | Office Location: | HH383J | Telephone: | (shared office) | Email: | kwensley@uwaterloo.ca | Office Hours: | Monday 12:00 – 1:00 or 3:00 – 3:30, Thursday 9:30 – 10:00 or 2:00 – 3:00 or by appointment, email | Name: | Krista Fiolleau | Office Location: | HH 383K | Telephone: | X38166 | Email: | k2fiolle@uwaterloo.ca | Office Hours: | Wednesdays, 9 AM to 11 AM, by appointment, or email | Name: | Darren Charters | Office Location: | HH 3153 | Telephone: | 519-888-4567 extension 32570 | Email: | dcharters@uwaterloo.ca | Office Hours: | Wednesdays, 2:00pm – 4:00pm, by appointment, or email | Course Description: AFM 311 focuses on developing the qualities and transferable skills necessary for integration, continuous learning, and professional development. The course is oriented around the ethical and moral issues faced by accounting and finance professionals. Students are expected to have taken AFM 211 before taking AFM 311. As well, AFM 431 (a precursor course to this one) as well as PHIL 215/ARBUS 202 are anti-requisites to this course. If a student has taken one of those courses and hasn’t already spoken to Professor Charters (or someone else in the SAF) about this he/she should speak to the professor as soon as possible so an appropriate determination of how to proceed can occur. More can...
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...70 years old man. He is the first juror to change his stand and support 8th Juror's opinion and seek for the truth. 10th juror is a 46 years old garage owner who is one of the most notable attackers of the defendant. He condemns the defendant as “one of them” right from the start. 11th Juror is a 48 years old German immigrant watchmaker who honestly seeks justice because he has suffered through so much injustice. 30 years old 12th Juror works for a marketing agency, who seems distracted from the case a lot he is doodling on a paper. In the viewing of 12 Angry Men, we get an excellent example of how diverse and divergent group of people can work together and reach to decision. Each members of the group members have different qualities and perspective but finally they managed to come up with a common solution after a serious of conflicts and discussions. The group had an initiator/contributor who is a person who proposes new ideas or new ways for the group to act. The 8th jury’s character was the only person who was not sure if the defendant was guilty at first even though everyone thought that he was guilty. He expressed his thoughts carefully and ultimately led the team to change their verdict. The role of information giver is to provide data and facts to aid in decision making. 9th juror talked about the possibility that an old man’s testimony as a witness could be false and also suggested that a woman who had given an eyewitness testimony had poor eyesight. Juror 5 knew how...
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