...has not historically utilised quality management tools, and QA professionals may have little to no formal training in continuous improvement methods, to be aware of their value in assessing and improving the impact and value of the QA department to any organisation. This article will present Deming’s 14 Principles for Management, paraphrasing them to demonstrate how easily they can apply to the clinical trial project management, Contract Research Organisation (CRO) and clinical department management. Deming’s 14 Principles Dr. William Edwards Deming is known as the father of the Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. Deming created 14 Principles for Management that summarised his business philosophy. The principles became a basis for transformation of industry. The 14 principles apply anywhere, from small organisations to large ones, to the service industry as well as to manufacturing. They apply to any division within a company. 2. Adopt the New Philosophy Management should actually adopt the ‘quality philosophy’, rather than merely expect the workforce to do so. When the new clinical trial project is thoroughly planned and the quality matters are carefully embedded into it by the study management, while creating the atmosphere of striving for the best performance, it will penetrate into the study team at all levels, both in-house and at sites. When the management looks forward, not at the competitors...
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...How Organizational Behavior influences Attrition Keller Graduate School of Management Author Note This paper was prepared for GM591- Leadership and Organizational Behavior taught by Professor Brett Gordon. Correspondence concerning this paper should be addressed to Table of Contents Company Background 3 Organizational Problem 4 Problem Statement 5 TCO Topic 5 Expanded Organizational Introduction: 5 Enhanced Problem Overview 6 Reasons & Measures of Preventable Attrition 7 Possible Solutions 7 How to Create Sustainable Performance 8 Inadequate Developmental 8 Boost Morale and Engagement 8 Increasing Responsibility and Exposure 8 Create Value 9 Optimizing Interactions between Staff 9 Achieving Quality Management 9 Offering Performance Feedback 10 Minimize Incivility 10 Managing conflicts 11 Responsible Leadership 11 Establishing Relationships 11 Summary of Recommendations 12 Reflection 13 References 15 How Organizational Behavior influences Attrition Company Background JDR Pharmaceutical discovers, develops, manufactures, and delivers innovative human therapeutics globally to patients with unmet medical needs. An established leader in biotechnology since 2001, JDR lead the industry by introducing safe, effective medicines from lab, to manufacturing plant, to patient. JDR therapeutics have pioneered the approach with helping millions of people around the world in the fight against cancer, heart disease, neurological...
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...structure. It determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management. A typical representation of an organisation structure is shown below: Managing Director: A Managing director or CEO is the highest-ranking corporate officer in charge of total management of an organization. An individual appointed as a CEO of a corporation, company, organization, or agency typically reports to the board of directors. Typically, the CEO/MD has responsibilities as a director, decision maker, leader, manager and executor. The communicator role can involve the press and the rest of the outside world, as well as the organization's management and employees; the decision-making role involves high-level decisions about policy and strategy. As a leader of the company, the CEO/MD advises the board of directors, motivates employees, and drives change within the organization. As a manager, the CEO/MD presides over the organization's day-to-day operations. There are different management positions depending upon firms products, and/or Geographic units and of functional executives Chief Operating Officer (COO), Chief Finance Officer (CFO), Chief Information Officer (CIO), Chief Technology Officer (CTO), Chief Revenue Officer (CRO), Chief Visionary Officer (CVO) Board of Directors: A board of directors is a body of elected or appointed members who jointly oversee the activities of a company...
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...March 2011 Changing the agenda – The role of corporate governance and risk management in financial regulatory reform As regulators and policymakers continue their efforts to find the best way to prevent a repetition of the financial crisis that almost engulfed the world economy, re-evaluating how corporate governance and risk management can make the financial system more secure has become a crucial question. Clifford Chance organised three round-table debates between 2009-2010 to assess this issue. With financial regulatory reform continuing to dominate the global political agenda, Clifford Chance has decided to publish a summary of these discussions as part of its commitment to promoting a balanced and informed analysis of the challenges that lie ahead. Much has been written and spoken about the causes of the financial crisis. Most people accept it is time to learn the lessons and move on. While the need to reform the banking and the financial services sector is beyond question, there is a tension between the desire to ‘get it right’ and the intense pressure for politicians and regulators to act quickly and decisively. In the ensuing debate over regulation and reform, the real issues of corporate governance and risk management have been largely obscured by the remuneration question. “There are some conflicting imperatives,” said Michael Bray, a partner in Clifford Chance’s London office. “We still have a long way to go.” Among a host of challenges facing the global financial...
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...Risk Management Risk Management Case Study at Wellfleet Bank Xx April 2011 Wellfleet Bank’s Practice Audit & Risk Committee Board Group Risk Committee Reputational Risk Committee Country Risk Committee Operational Risk Committee Group Credit Committee Market Risk Committee Credit Officer Credit Officer Credit Officer Credit Officer 2 Business Risk Committee (Consumer Bank) Business Risk Committee (Corporate Bank) Board of Directors Wellfleet Bank’s Practice • The board of directors and top management demand a “no-surprises” culture. • The board hold ultimate responsibility for the effective management of risks. • The board delegates the management of risks to the Group Risk Committee (which includes all the executive directors), while the board’s Audit and Risk Committee (consisting of non-executive directors) reviews specific risk areas and monitors the activities of the Group Risk Committee Observation from the Case Study • The Corporate Banking Group has been aggressively pursuing large-scale transformational deals in line with the Bank’s strategic intent but there isn’t any Risk Appetite Statement which states the associated tolerance level. • The Board, CEO and Group CRO have no direct involvement with the loan approval process, apart from their periodic review of the corporate loan portfolio after decision has been made. 3 Group Risk Committee Wellfleet Bank’s...
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...Negotiations One of the more difficult negotiations that most people will experience in their lifetime is the negotiation process that begins when a job offer is made, and the initial disclosure of salary and benefits by the company occurs. The ensuing negotiation process is typically one that has numerous rapid back and forth communications between the company representative and the perspective employee. The method in which the perspective employee communicates their needs, wants, and desires to the company, and the personality traits of both the perspective employee and company will be key in determining the outcome. This paper will explain the communication process and the personality traits of the author and the Clinical Research Organization (CRO) he works for when negotiating a conversion from Contractor to full-time employee. Author and Company History In November of 1993, the author chose to leave the Hospitality Industry and investigate other opportunities that would utilize some of his key skills and went to work or a Clinical Research Organization. Since this was a change between industries, there was no negotiation as the salary was competitive, and the benefits were much better than anything the author had received as an employee of Marriott. The author was successful in moving up through the organization from an Invoicing Analyst to the Director of Global Invoicing based on his readiness to learn the business and key skills previously developed in the Hospitality Industry...
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...[Organisation’s logo goes here] Business continuity plan [ORGANISATION NAME] [DATE] Managers must keep a copy of this document at home. Additional copies are available in the emergency boxes located at the [ORGANISATION NAME] office 1. Introduction 3 2. Priorities and responsibilities for [ORGANISATION NAME] 3 3. Key risks and minimisation measures 5 3.1. Assumptions 5 3.2. Disaster events 5 3.2.1. Loss of technology 7 4. Roles and responsibilities 8 5. Emergency recovery process 9 5.1. Activate the Emergency Evacuation Procedures 9 5.2. Activate the Business Continuity Plan 9 5.3. Manage staff's immediate concerns (during business hours) 11 5.4. Letting staff know about the emergency (outside normal business hours) 12 6. Business recovery process 13 6.1. Set up the business recovery office (temporary off-site location) 13 6.2. Communication priorities and processes 14 6.3. Reinstate services at the office 16 7. Business continuity plans for ICT 17 7.1. Payroll 17 7.2. Email 17 7.3. Network (including file & print) & remote access 19 7.4. Phones – landlines 20 7.5. Phones – mobile 21 7.6. [Specialist application] and accounting systems 22 7.7. Website 22 8. Emergency delegations list 23 9. Contact lists 24 9.1. Staff call tree 24 9.2. Staff, supplier, and stakeholder contact lists 25 Document control Revision history Revision | Date | Author | Reason for change | ...
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...year 1997 bank face serious financial and management issues. Due to this, bank went to collapse and “Valuable One” PLC acquires the bank and they did a massive change in order to overcome financial and management difficulties. In this Assignment I discuss how the change management happened in PABC and how it effects to organization’s design, culture, individuals and team working and how we can explain the change by theories and how to improve it towards positive. List of Abbreviations * PABC -Pan Asia Bank Cooperation * PR - Personal Relations * CFO - Chief Financial Officer * CIO -Chief information officer * CMO -Chief marketing officer * CRO -Chief Risk Officer * NTB - Nations Trust Bank * PLC -Public Limited Company Table of Contents Acknowledgement ii Exclusive Summary ii List of Abbreviations iii 1.0 Introduction 3 1.1 Company Profile 3 1.2 Vision and Mission 4 1.3 Organizational Structure 4 2.0 The change process 5 2.1 Why PABC required a change management? 5 2.2 Change Management 5 3.0 Management practices with regards to organizational change process 6 3.1 Re-Segmentation 6 3.2 New departments 7 3.3 Risk Management 7 4.0 Management practices with regards to cultural change process 8 4.1 The sales culture 8 4.2 “Whistling Blower” Policy 8 5.0 Management practices with regards to organizational design process 9 5.1 Centralization 9 5.2 Front office back office concept 9 6.0 Management practices with regards to team work 10...
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...Jet Propulsion Laboratory by vpnacek | studymode.com Jet Propulsion Laboratory Harvard Business School Case 9-110-031 1.1 Should Gentry Lee recommend launch or delay for the Mars Biological Explorer (MBE) mission? Gentry Lee should recommend the launch for the MBE mission. As stated in the case study, Gentry Lee is introduced to the project with a significant amount of experience working with NASA and interplanetary exploration missions (Kaplan and Mikes, 2010). Multiple review boards took place to discuss in detail the consequences and likelihood of risks occurring. Tiger teams were established to find resolutions to existing problems weeks before the launch date. The case study eludes to a high probability of the budget increasing if the launch is delayed, and the probability the mission would not be successful was low. Because of this, Gentry Lee should recommend the launch of the MBE mission. 1.2 What are the most important factors to consider in this mission? JPL invested substantial time “Identifying, measuring, and applying risk factors against the value opportunity and the cost of failure” (VMware 2013). This methodology was a key process to deciding to launch or delay the launch of MBE. One factor that had an impact is regarding the current team members. Because CalTech operated Jet Propulsion Laboratory (JPL), it is likely that the majority of engineers part of the mission team, were new graduates from CalTech. At that moment in the project life cycle...
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...send shudders down the spine of shareholders, management and regulators. Jamie Dimon, CEO of JP Morgan, says it was the chief investment office (CIO) that should responsible for a $2 billion loss. He claims that the reason of loss is because CIO ignore the risks or don’t realize the risks associated with the positions in the investment. Based the failure investment and after reading the whole background of the case, I think JP Morgan should make some changes in their internal board arrangement. In other worlds, JP Morgan should increase the considerable power for CEO and CRO should be empowered to oversee risks. Increasing expertise to know what risk management details are is necessary; after all, risk management needs to run deep. The direct reason for JP Morgan’s loss is taking exceptionally large positions in credit default swaps (CDS); this phenomenon is also called “London Whale”. Therefore, we can find the director’s role in enterprise-wide risk is absolutely important. Director should responsible for enterprise risk management, identify potential risks and manage risk within the risk appetite and protect their shareholder’s value. These responsibilities can also involved fiduciary part, be loyalty and care their clients’ interest is needed. However, JP Morgan’s director is not sufficient responsible for their duty, internal board arrangement need to be changed and improved. The performance of JP Morgan’s risk management history is pretty good, JP Morgan’s strength...
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...Marketing, at the School of Business Administration, University of Montana, Missoula, Montana, USA. Sanjit Sengupta is Professor of Marketing at the College of Business, San Francisco State University, San Francisco, California, USA. Stanley F. Slater, is the Charles and Gwen Lillis Professor of Business Administration in the Department of Marketing, College of Business, Colorado State University, Fort Collins, Colorado, USA. The authors thank Professor Ron Premuroso for his helpful contributions to this manuscript. PAGE 42 j utsourcing is an arrangement in which one company (the client) hires another company (the service provider) to perform a particular function on its behalf. It involves the transfer of the management and/or day-to-day execution of an entire business function to an external service provider. Based on a contractual agreement that defines the transferred services and fees, the client agrees to procure the services from the supplier for the term of the contract. Outsourcing has become more global and extensive in its scope, involving more business functions and complex contractual arrangements (Tadelis, 2007). As customer needs have evolved, so have service providers’ desire to ‘‘move up the value chain’’ and claim a larger share of the customer’s wallet. From simple information technology (IT) and business process (BP) contracts for cost savings, outsourcing arrangements now encompass research and development (R&D) and product ...
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...Risk Maturity Model. – to determine where its organization is in terms of risk management development. 1. Nonexistent-Limited risk management activity and no ERM program. 2. Level 1: Ad hoc-Uses ERM process for singular events. 3. Level 2: Initial-Early stages of ERM implementation. 4. Level 3: Repeatable-ERM being processed regularly by various units in the organization. 5. Level 4: Managed-Skillful use ERM process is decisions on risk. 6. Level 5: Leadership-Board and senior management fully embrace and guide ERM and organization is a culture of risk ownership and accountability. Ways to express risk appetite. (7) 1. Setting a boundary on a probability and impact grid 2. Economic capital measures/balance sheet-based expressions 3. Changes in credit ratings 4. Changes in credit ratings 5. Value-based measures 6. Limits/targets or thresholds for key indicators 7. Qualitative statements Role of organizational infrastructure in implementing ERM. (4) 1. Communication system. 2. Education system. 3. Conflict management system. 4. Reward system. Building a risk infrastructure. (4) 1. A highly organized communication structure to communicate and drive risk management considerations into operating decisions. 2. Intranet and ongoing personal communication of risk management activity with operating management. 3. A risk management committee assists the CEO in...
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...A MANAGEMENT MODEL FOR A PHARMACEUTICAL CONTRACT RESEARCH ORGANIZATION Submitted by Yvonne Leonie Jacobs In fulfillment of the requirements for the degree of Doctor of Philosophy in the Faculty of Economical Science Department of Business Management University of the Free State Promoter: Prof J A A Lazenby UNIVERSITY OF THE FREE STATE 31 May 2004 A MANAGEMENT MODEL FOR A PHARMACEUTICAL CONTRACT RESEARCH ORGANIZATION ACKNOWLEDGEMENTS It is good to have an end to journey towards, but it is the journey that matters in the end. (Ursula K. le Guin) I want to thank my promoter Prof Kobus Lazenby for his valued support during this journey, guiding me from almost to utmost; Prof Gina Joubert for making a vision becomes reality; George Sabbagha for his linguistic input; and Linda Potgieter for friendship & advice; FARMOVS-PAREXEL for the opportunity to use the organization as a case study; Family and friends for encouragement; and above all to Him, who have never led me where His grace couldn’t keep me. Page ii A MANAGEMENT MODEL FOR A PHARMACEUTICAL CONTRACT RESEARCH ORGANIZATION TABLE OF CONTENTS TITLE PAGE ......................................................................................................................... i TABLE OF CONTENTS ................................................................................................... iii GLOSSARY OF ABBREVIATIONS AND DEFINITIONS ............................................. ix 1. INTRODUCTORY...
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...Instructor: J. G. EAGLE COMPUTERS ORGANIZATIONAL STRUCTURE Every organization needs a management team which will see to the day-to-day activities of the organization. Without a management team, there is no direction for the organization, which could be likened to a house without the head. Eagle Computers cannot see progress without these teams of workers and without them EC is not. This brings us to the definition of a management team. Wikipedia defines management team as generally, a team of individuals at the highest herm of the organization who has the day-to-day responsibilities of managing the company or corporation; these individuals hold specific executive powers conferred onto them with and by the authority of the board of directors and/or the shareholders of the organization (Wikipedia, 2013). On this note, this paper takes a look at the management team of eagle computers with each team member’s peculiar talents or skills, the McKinney 7-s assessment /model as it applies to business, EC’s business-level strategy, and how it fits with the corporate strategy. Management Team/team talents or skills The management team of EC includes the chief executive officer (CEO), chief operations officer (COO), chief financial officer (CFO), chief information officer (CIO), chief technology officer (CTO), chief revenue officer (CRO), and the chief visionary officer (CVO). The CEO who is the top most managers is responsible for the entire operations...
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...Case 2–2 Sabor Inc. In mid-April, Ray Soles, vice president of supply chain management at Sabor Inc., had become increasingly concerned about the potential shortage of supply of marconil, a new high-tech raw material for air filtration. Sabor Inc.’s three suppliers, during the last two weeks, had ad- vised Ray Soles to sign long-term contracts and he was trying to assess the advisability of such commitments. SABOR INC. Sabor Inc. of Cleveland, Ohio, produced high-quality consumer and industrial air-conditioning and heating units. An extensive network of independent and company-owned installation and sales centers serviced customers throughout the North American market. Total company sales last year totaled $800 million. AIR FILTRATION AND MARCONIL Sabor Inc. for decades had sold air humidification and air filtration units along with its prime units in air heating and cooling. Until three years ago, air filtration had accounted for about 7 percent of total corporate sales and had been sold primarily as add-ons to a new air cooling/ heating system. However, with the advent of marconil, air filtration had started to increase significantly as a percentage of total sales. Marconil, a new high-tech product developed as part of the U.S. space effort, had a range of unique properties of high interest to a variety of industries. In the case of air filtration, when processed by a Sabor Inc. developed and patented process, marconil could be transformed into a thin, very light...
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