...realize how much their bosses depend on them and many people also do not realize how much they depend on their boss. For example bosses need honesty from manager’s direct reports. People can managing their bosses for very good reasons: to get resources to do the best job, not only for their-selves but also for their bosses and their companies as well. Effective managers take time and effort to manage not only relationship with subordinates but also those with their bosses. This essential aspect of management is sometimes ignored by otherwise talented and aggressive managers. And there are some managers who actively and effectively supervise subordinates, markets, etc assume an almost passively reactive stance when they meet their bosses. With this mutual dependence, effective managers seek out information about boss’s concerns and are sensitive to his work style. Whether see the boss as the enemy or viewing the boss as an all-wise parent. Summary The book is divided into four big parts. First part is Misreading The Boss-Subordinate Relationship. This part provide about how two people can on occasional be psychological or temperamentally incapable of working together, where a personality conflict sometimes only a very small part of the problems. Sometimes people did not realize that their relation with their subordinates involved mutual dependence between two unperfected human being. Some people behave base on their thought, that their bosses were not really rely on...
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...Good Bosses Versus Bad Bosses Paula Chipman COM/170 July 21, 2014 Dr. Adams Good Bosses Versus Bad Bosses The management style of a boss can definitely shape an individual’s day and/or career depending upon his/her techniques. In the society we live in offers a diverse and wide range of job opportunities, Most people need to work to survive in these hard times. People want to hang on to the jobs they already have. For some people, this means dealing with a bad boss. The perception of whether a boss is considered a good or bad boss depends on the outlook of the employees Bosses come in all flavors and styles. Most bosses have a pleasant mood and are easy to work with. Unfortunately some, bosses are not pleasant. The moods of a bad boss make it where you don’t want to deal with him. Even in a good mood a bad boss can make his/her employees hate their job. A bad boss is one that has no respect, no knowledge, does not like his/her job and takes it out on the employees. The employees become stressful t and tense while at work. The stress due to dealing with a bad boss can cause many health problems. These problems can include stress overload, Heart problems, aggravated asthma, allergies, lack of sleep and depression. It cost business seventy nine billion dollars annual due to loss of productivity and absenteeism due to the stress caused by bad management (U.S surgeon General’s Report...
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...all these organizations suffer from one common problem which is recognition problem- they can’t seem to recognize a good leader from bad ones. A leader is generally defined as someone who inspires, rules or guides the work activites of others. A good boss creates clear focus on desired outcomes, properly equip their operations for high performance and above all build strong working relationships and foster teamwork. He creates a climate where employees receive ongoing feedback and coaching and they strive to maintain a work-life balance. Flexibility, understanding and the ability to listen to the employees makes up some of the important characteristics of a good boss. On the contrary, a leader who criticizes, belittles and disrespects his employees earns the label of a bad boss. A bad boss fails to give recognition for the little things his employee does. Such leaders not only make life miserable for their employees, but hamper organizational performance. No one starts out their career trying to be a horrible boss. Yet, it is amazing to see that a vast majority of the folk seem to accomplish this feat with absolutely no training. It is possible that a good leader turns into bad under difficult situations. This could be personal or professional. Ergo, the perception of whether a boss is considered good or bad, should be based on factors considering the psychological state of the boss and the outlook of the employees...
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...Sinclair describes Jurgis “frightened as a cornered animal,” comparing a character to an animal that could be in an actual jungle. Another example is when Jurgis describes, “Marriage is a trap,” comparing a human relationship to an animal catcher....
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...enough resources are available for project completion 2. Project expectation are not clear 3. Not enough time has been given to the project 4. Adequate project planning is not used * What are the three common ways to classifying a project? 1. Classifying by size. 2. Classifying by timing of project scope clarity. 3. Classifying by industry * List and describe each of the managerial and associate role. * Managerial Role: 1. Project manager = “the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives” (Kloppenborg, T. J. 2012). 2. Functional Manager = Are the departments heads, in charge of how the work is going to be accomplished and can negotiated who does the work. 3. Facilitator = assist the project manager with the process of running meetings and making decisions. * Associate Roles: 1. Core team members = Does most of the planning and makes most of the project –level decisions. 2. Subject matter expert = temporary members used in an as-needed basis. Chapter 2 * Describe three different ways decisions makers might selects projects while considering both financial and nonfinancial factors. 1. Financial analysis = primary means which projects are selected and management merely tempers this with informal inclusions of nonfinancial...
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...management accounting information in controlling an organisation Source case / paper: Kaplan, R. S., 1984, The Evolution of Management Accounting, The Accounting Review, Vol. LIX, No. 3, pp. 390-418 (SO page 92 to 120). In-class activity questions / objectives: 1. What is the role of accounting information in controlling an organisation? 2. Outline the historical development of the use of management accounting information to control organisations. 3. Why may profit not be a good criterion to “motivate and evaluate short-term performance” in all cases? In-class activity 3: Controls at the Bellagio Casino Resort Source case / paper: Case Study: Controls at the Bellagio Casino Resort (textbook p. 134) In-class activity questions / objectives: Focus on the three key roles at three levels of authority in the casino – blackjack dealers, pit bosses, and the vice president of table games. 1. Prepare a list of the key controls described in the case for blackjack dealers, pit bosses, and the vice president of table games. What key control problems are they designed to address? 2. How would you characterize the “control strategy” (e.g., tight vs. loose) used over each of these roles (blackjack...
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...works, Plunkitt describes what he sees as the differences between the honest graft and dishonest graft. Plunkitt goes on to use examples to portray his actions, should he follow the honest graft or dishonest graft. By living by his famous saying Plunkitt details how he views in what today would be called “insider knowledge or trading” to be an opportunity to capitalize on. He emphasizes how this foresight, has led him to an opportunity of charging a good hefty price on his investment of undeveloped land. Plunkitts firm stance on the honest graft is also emphasized for the dishonest graft as well. George Washington Plunkitts examples of blackmailin’ gamblers, saloon Keepers, and disorderly people all fall under his view of who represents the dishonest graft specifically. And that’s basically summed up as criminals. One might think after reading this passage that the people who were against the Tammany men view these so called, “honest graft actions”, as dishonest. Plunkitt accepts his position of power, and sees no reason to not use it as an acceptable way to enrich himself. After reading and understanding Plunkitt’s examples and representations of the honest graft and dishonest graft I would have to disagree. This representation of the dishonest graft has extremes that while is correct, lack accountability for how his own actions, which fall under such dishonest, graft qualities, “… Lookin’ ahead in Wall Street or in the coffee or cotton market”, describes Plunkitts inability...
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...fact that leadership is a process, involves influence, occurs in groups and the attempt to accomplish common goals. I also love the way Northouse describes the process of leadership by mentioning that “Leaders need followers, and followers need leaders”. His findings and breakdown of the term leadership heavily relies on a teamwork aspect, that encourages the group...
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...insights about some of the factors that limit the feasibility of results controls. Second, the case can lead into a discussion of what is meant by the term “tight control.” The case presents an excellent example of the application of tight action controls in the table games areas of the casino. Finally, the case can lead into a discussion of the meaning of what auditors refer to as “internal control,” which is a subset of the broader area of management control. The case describes an excellent system of controls over cash and cash-equivalent stocks and movements thereof. These controls, which fall in the category of internal controls, are necessary but not sufficient to guarantee good management control. Suggested Assignment Questions Since the case can be used for several purposes, the assignment can be slanted in several ways. The following is one list of questions that might be used 1. Focus on three key roles at mainly three levels of authority in the casino – blackjack dealers, pit bosses, and the vice president of table games. How would you characterize the “control strategy” (e.g., tight vs. loose) used over each of these roles? This note was prepared by Professors Kenneth A. Merchant (University of Southern California) and Wim A. Van der Stede (London School of Economics) for the sole purpose of aiding classroom instructors in the use of the Controls at the Bellagio Casino Resort case. It provides analysis and questions that are intended to present...
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...Why Do People Hate Work? “Bad Bosses” Conduct your own research and use your textbook to respond to the following. Some movie ideas are listed on Canvas; however, there are many others. 1. List and describe 3 traits/characteristics/styles of a bad boss. 6 pts. A dictator one who intimidates others to get their way, ‘my way or the highway’ A criticizer one who is looking for things to criticize about to their peers and/or any other person. Abrasive communicator one who belittles and humiliates their peers and/or any other person. 2. What are at least 3 reasons why the boss in your movie is a “bad boss”? (Consider what you listed in question #1). 6 pts. My boss was a bad boss because he had used abrasive communication, from the beginning to end of the clip. His accountant came to work arriving three hours late he had used profanity asking him why he was late. The accountant came into his office his boss had treated him like a dog using commands such as sit, good boy. My boss had criticized what the funds were being spent on, medical bills and environmental waste; it’s costing them too much. Another trait that was displayed was a dictator; he didn’t care if the waste management was being done the right way. He looked at it as it was costing the company too much money. He decided he was going with another company not caring of the disadvantages. It cost him less and it was giving him more money in his pocket. Another use of being a dictator was towards the end...
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...After reading “Story of a Sweatshop Girl”, I could not help but feel good. This was one of those surprise stories that you would never expect to come from a sweatshop worker. Sadie Frowne was obviously an educated woman who had ambition. To read this document from her perspective was a very enlightening experience. Sadie was very intelligent and independent. She wanted to take full advantage of everything that America had to offer. Sadie educated herself by going to night classes. She recognized that through education and bettering herself she could achieve a better, fuller life. I thought it was interesting how she stated that she forced herself to go out after work instead of going to sleep. This kind of reminds me of the way young people are today. Many of Sadie’s characteristics give me the impression that she could live in today’s world. Sadie liked the finer things in life even on such a modest income. She enjoyed finer clothing in hopes that it could help her fit in with the higher class citizens. Sadie was extremely supportive of the union, yet was afraid of being associated as being a socialist. What surprised me about Sadie Frowne was her calm demeanor throughout her testimonial. She seemed to emit almost no emotion when talking about the death of her parents and the injuries some workers suffered. Sadie never complained about the hardships that she had faced. I was rather shocked at how casually she would speak about getting injured at work. “We all have accidents...
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...understanding. In addition, this document will speak of how would Dena explain organized crime, how Dena’s understanding relates to the meaning in the class readings, and speak of the distinctions Dena believes are connected with organized crime. Organized Crime Organized crime operates through several forms of bribes and threats to fabricate unique restraint over particular benefits that finally result as controlled by one party. The one party supplies the chance to set expensive values and proceeds. Organized crime succeeds with security tampering and legal punishment. Moreover, organized crime uses threat maneurving forces with its decisions, and brought off individuals frighten, and kill people who refuse to comply with the crime bosses (Bennett &Hess, 2001). Organized crime does not continue in every neighborhood. Although organized crime functions mainly in large areas, the smaller organizations function, in the smaller areas of the communities. People in neighborhoods are nor secluded from organized crime, but the community is affected by sky rocketing prices on gas, food, and other essentials needed and are taken over by unseen individuals. In fact, people in neighborhoods are unaware he or she is accepting organized crime from purchasing the necessary essential needed to survive. In addition, organized crime would not survive without the help of the community sharing in the forbidden activities (Bennett & Hess, 2001). The Criminal Group Unlike, street...
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...Becoming the B The earliest test of leadership comes with that first assignment to manage others. Most new managers initially fail this test because of a set of common misconceptions about what it means to be in charge. by Linda A. Hill E Paul Blow the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That’s a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. Executives are shaped irrevocably by their first management positions. Decades later, they recall those first months as transformational experiences that forged their leadership philosophies and styles in ways that may continue to haunt and hobble them throughout their careers. Organizations suffer considerable human and financial costs when a person who has been promoted because of strong individual performance and qualifications fails to adjust successfully to management responsibilities. VEN FOR THE MOST GIFTED INDIVIDUALS, O S S hbr.org | January 2007 | Harvard Business Review 49 THE TESTS OF A LEADER | Becoming the Boss The failures aren’t surprising, given the difficulty of the transition. Ask any new manager about the early days of being a boss – indeed, ask any senior executive to recall how he or she felt as a new manager...
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...family lands in Chicago with the pursuit to prosper in the new and exciting land. From the start, the family encounters trouble: scammers in both Lithuania and America deplete the family’s savings, the saloon-keeper at Jurgis and Ona’s wedding overprices them for the amount of alcohol guests have consumed, and the conditions of Packingtown are not what they expected. In the ensuing chapters, the family’s luck changes from bad to worse when a multitude of family members die and jobs are repeatedly taken away from many of the group. Sinclair demonstrates through the optimistic and naive Rudkus-Lukoszaite family that American capitalism is destructive to the common worker and the immigrant class. In the proclaimed “wage slavery,” Sinclair describes how the immigrant population was "dependent for its opportunities of life, upon the whim of men every bit as brutal and unscrupulous as the old-time slave drivers” (Sinclair 126). In Chicago, the immigrant...
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...Drawing from what you learned during this assignment about what you value most in life, and what you hope to accomplish in it, describe your core values. The following excerpt from the book Giving Voice to Values (GVV) should help you complete this assignment. “The word “value” refers to the inherent worth and quality of a thing or an idea, and we often talk about valuing a challenging job, a comfortable lifestyle, or even a well-made piece of clothing. However, the “values” we are discussing here are, in fact, values that most people would agree have a moral or ethical aspect to them. In this sense, these values are actually much the same as what we mean by “virtues.” It’s just that we are approaching them from a self-motivated aspirational stance, rather than a judgmental or self-disciplinary position. The word “value” is both a noun and a verb; it has inherent in it only the concept of goodness–like “virtue”–but also the act of wanting, desiring, or personally “valuing” something.... “Much research has been done over time and across cultures [regarding people’s core values], and although differences do surface, what is important to remember here is that there is a great deal of commonality among the lists of moral or ethical values that most individuals identify as central, and that this shared list is rather short. For example, Rushworth Kidder describes the extensive areas of consensus on core values he finds in his own cross-cultural surveys, as well as in the research of...
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