...marketing, business, leisure travel, and the hospitality industries, has over 180,000 employees across the United States. Carlson Shared Services, the Information Technology (IT) division, provides services to its internal clients and thus must support a wide range of applications and services. In 2002, the IT division decided to implement a storage area network (SAN) that in turn would meet the six (6) goals established in order to meet the needs of a growing company. In this paper we will take an in depth look at Carlson’s implementation of the SAN by 1) assessing how the Carlson SAN approach would be implemented in today’s environment; 2) comparing the pros and cons of consolidating data on a SAN central data facility versus the dispersed arrangement it replaces; 3) evaluating the issues raised from the Carlson SAN mixture of equipment from a number of vendors and determine the management options for dealing with this type of situation; 4) justifying the reduction of administration and management of storage networking through Carlson’s IP SAN; and 5) assessing how cloud computing could be used by Carlson instead of a SAN. Carlson SAN Approach The Carlson SAN approach in today’s environment can be assessed by the preparation, impact and benefits obtained by Carlson in using such an approach. Carlson established six (6) essential goals reliant on data and applications that would ensure the IT services provided continued to meet the needs of a growing company. In order...
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...are each of these cultural dimensions? Compare and contrast each of these dimensions between Malaysia and a chosen Western country of your choice. Critically, discuss the implication for each pair of comparison in the sequence of 5 main national cultures. Answer Hofstede’s research, which was conducted prior to the GLOBE project, is based on 116,000 people in 50 countries. Nonetheless, all of the research was conducted in a single firm—IBM. As such, the result should be interpreted with caution. The five cultural dimensions are as follows: 1. Power Distance Index The extend to which the less powerful members of organization and institution (like the family) accept and expect that power is distributed unequally. This represents inequality (more versus less), but defined from below, not from the above. It is suggest that a society’s level on inequality is endorsed by the followers as much as by the leaders. Power and inequality, of course, are extremely fundamental facts on any society and anybody with some international experience will be aware that ‘all societies are unequal, but some are more unequal than others. 2. Individualism The one side versus its opposite, collectism, that is the degree to which individuals are integrated into groups. On the individualist side we find societies in which the ties between individuals are loose: everyone expected to look after him/ herself and his/ her immediate family. On the collectivist side, we find societies in...
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...Gordon Moore. Intel has also invented many others technological products such as motherboard chipsets, network interface controllers and integrated circuits, flash memories, graphic chips, embedded processors and other devices related to communications and computing. Intel also started the beginning of a new era with the came out of the highly successful Centrino chips for laptops. Directly, Intel set out to become the leading chip supplier. Many types of challenges have Intel’s managers faced in connecting their geographically dispersed teams. These teams that we are mentioning are Cyber teams that refers to a group of people that manage a big part of their work using social media communication more than a face-to-face communication within their group of employees. Virtual teams that refer to a group of members who work across time, space and organizational boundaries with links supported by webs of communication technology. And Geographically dispersed teams that refer to a group of workers that must work together to make a plan, a product, or a new outcome. Nowadays corporations have changed the different ways of...
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...Katie M Drinkall (u06a1) Unit 6 Assignment 1 Communication in Virtual Team Capella University September 26, 2013 Communication Communication is the activity of conveying information though the exchange of thoughts, messages, or information by speech, visuals, signals, writings or behaviors (Grosse, 2002). These processes are done over time, culture, and geographic boundaries, while this has become a common practice for organizations and has give rise to the concept of globally dispersed teams known as virtual teams (LaLonde, 2011). Communication is one of the most necessary components of leadership, without communication there would be no teams, nobody would know what their role on the team would be, there would be no procedures to go by for the test, and there would be no launching of a new team, so the team would never actually exists. Communication can be either verbal or nonverbal; there are many ways in which a speaker can present themselves without using any verbal form. This can be done though body language, hand gestures and facial expressions. Since a virtual team does not have the best ability to see all of these forms of nonverbal communication when partaking in a conference call or see the speaker’s body language when they are seated at their desk. While this can prevent a virtual team from being a successful team, it should not be the main reason why a team fails. Virtual teams are comprised of individual who work interdependently using computer-mediated...
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...SUBORDINATE - in a position of less power or authority than someone else, placed in or occupying a lower class, rank, or position Perhaps the most important SKILL a leader needs is to be able to think strategically. Leadership is all about having a vision of where you want to be and achieving this vision. charisma (1) compelling attractiveness or charm that can inspire devotion in others, (2) a divinely conferred power or talent a visionary can also be a person with a clear, distinctive, and specific (in some details) vision of the future, usually connected with advances in technology or social/political arrangements. consensus An opinion or position reached by a group as a whole, general or widespread agreement,harmony impose – enforce top-down - of an approach to a problem that begins at the highest conceptual level and works down to the details; "a top-down analysis might begin by looking at macro-economic trends"; "top-down programming" consultation - giving advice authoritarian - despotic; dictatorial; domineering organizational culture - the customs, rituals, and values shared by the members of an organization that have to be accepted by new members initiative - the first step or action of a matter, one's personal, responsible decision empowerment - the giving or delegation of power or authority; authorization decision making - the cognitive process of reaching a decision; decentralized - having power or function dispersed from a central to local authorities ...
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...ways in which to employ those technologies in warfare. This report examines the history of past RMAs, to see what can be learned from them regarding the challenge confronting the DoD today, when it has set out on a concerted effort to bring about a technology-driven transformation of the U.S. military to achieve the operational goals outlined in Joint Vision 2010. Among its many findings are three of particular note: * RMAs are rarely brought about by dominant players (such as the U.S. military is today). * For a dominant player to bring about an RMA requires a receptive organizational climate, fostering a continually refined vision of how war may change in the future and encouraging vigorous debate regarding the future of the organization; senior officers with traditional credentials willing to sponsor new ways of doing things and able to establish new promotion pathways for junior officers practicing a new way of war; mechanisms for experimentation, to discover, learn, test and demonstrate new ideas; and ways of responding positively to the results of successful experiments, in terms of doctrinal changes, acquisition programs, and force structure...
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...Summary – Resource Allocation 1. The universal aspects of the way strategic commitments get made fall into two categories: a. Organizational Structure. At any company, responsibility is divided up among various individuals and units has vital consequences for how strategy gets made. * Knowledge is dispersed. For any given strategic question, relevant expertise resides in scattered, sometimes unexpected parts of a corporation. * Power is dispersed. * Roles determine perspectives. Miles’s Law – the notion that where you stand is a function of where you sit—is central to how strategy gets made in practice. b. Decision-making processes. Just as important, the way decisions are made throughout an organization has vital consequences for strategy. * Processes span multiple levels; activities proceed on parallel, independent tracks. * Processes are iterative. Crafting strategy is an iterative, real-time process; commitments must be made, then either revised or stepped up as new realities emerge. 2. Six ways that senior managers can direct the strategy of their firm by better understanding the resource allocation process: a. Understand the people whose names are on the proposals you read. b. Recognize the strategic issue and make sure it is addressed. c. When a debate reflects fundamental differences about the strategy, intervene. d. Use operational managers to get work done across divisional lines. e. The leadership has...
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...Rigidities. The Logic: * Mancur Lloyd Olson, (* 22.12.1932 in Grand Forks (USA); † 19.02.1998) * "The Logic of Collective Action" in 1965. * "The Rise and Decline of Nations" in 1982. * "Power and Prosperity" in 2000. * Primary concern: provision of public goods e.g. law and order, defense or pollution abatement that is provided by the government goes to everyone. * Assumption: If individuals in some category or class had a sufficient degree of self-interest and if they all agreed on some common interest, then the group would to some extent also act in a self-interested or group-interested manner. * Paradox: The paradox is that large groups, if composed of rational individuals, will not act in their group interest * Free riding * Individual incentives. When the cost of individual contributions to collective actions is very small, the individual has little incentive to investigate whether or not to make a contribution or even to exercise intuition. * Deficit of public goods. * Size of groups; * Small groups. * Large groups. * ‘‘exploitation of the great by the small.’’ * Compulsory Taxation * Why Compulsory taxation? Something other than collective goods must be provided by governments and other organizations to account for their existence. * Selective Incentive. “only a separate and ‘selective’ incentive will stimulate a rational individual in a latent group to act in a group-oriented way” * Negative...
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...Organizational Commitment and Communication COM/530 Organizational Commitment and Communication Organizational commitment is necessary for a productive workforce and effective communication. Communication of individuals creates and sustains an organization but the organization expects members to communicate in a certain way, structuring their behavior with expectations and habits (Cyphert, 2007). The communication within an organization can define atmosphere and determine the work culture. Google has an open work culture that encourages individual expression of ideas, creates an atmosphere of acceptance, and treats workers with respect. Even though Google’s open work culture encourages individual contributions there are other leadership styles that would alter the work culture and change group communication. Leadership at Google and the effect of a different leadership style Googles leadership style fosters empowerment of employees allowing employees to come up with innovative ideas and implement them. Google had a 70-20-10 norm for time allocation by employees; 70 percent of the time is for core business of search and advertising; 20 percent to off-budget projects relating to core business; and 10 percent in pursuing ideas of employee’s individual interests and competencies (Manimala & Wasdani, 2013). This leadership style is effective for encouraging open communication within the working group. Googles leadership communicates by offering generous rewards and...
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...External Locus of Control - Individuals with a belief that what happens to them is due to luck or chance. The belief that events in one’s life, whether good or bad, are caused by uncontrollable factors such as the environment, other people, or a higher power. Which Factors influence perception? Attitudes Moods Motives Self-Concept Interest Cognitive Structure Expectations Perception is: A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. Terminal Values: Prosperous Life, Exciting Life, Accomplishment, Pleasure, Equality, Friendship What Is Important to Managers: Sense of Accomplishment, equality, and Self-Respect --According to Rokeach, Terminal_____ values refer to desirable end-states of existence. Instrumental Values: Ambitious, Broadminded, Capable, Cheerful, Clean, Honest, Responsible Hard working-broadminded, capable. What are intrinsic factors of motivation? Internal desires to perform a particular task, people do certain activities because it gives them pleasure, develops a particular skill or its morally the right thing to do. Examples: Achievement, Recognition, Work Itself, Responsibility, Advancement, Growth. What are extrinsic factors of motivation? Factors external to the individual and unrelated to the tasks they are performing. Examples include: Policy and administration, Supervision, Relationship with supervisor, Work conditions, Salary, Relationship with peers ...
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...discrimination in organizations management by legal adviser. When some policies are ruled by law in organizations, those who are 50 years of age or older have the job chances as same as young people. So that facing ageism problem, it can guarantee that the internal organizations have a completed rules with legal action and manage system to solve and treat fairly. On the other hand, companies can make employment decisions based on job performance and economic considerations. Except age, they are also legitimate factor to consider. Sometimes a decision in organizations related to which is highly correlated with age, not age itself. So with this regard, companies can terminating higher- salaried employees when the higher salaries relates to the years of service or age), the burden of proof may be on the employer defending the claim to set up the reasonable factor, which the decision was not age 2 What ramifications could this relationship have for other organizational members and for organizational effectiveness in general if people no longer have to retire? If people no longer have to retire, for other organizational members, they will have more competition pressure with old people (more experiences and skilles than young people). Also because of unfair treatment, like salaries, discipline and other benefits will have conflicts between them. Because of internal conflicts have a negative effect on team work. For organizational effectiveness, organizations will have more...
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...technological changes, leaders are facing unforeseen opportunities as well as challenges while striving to reach their objectives. Such changes have led to organizational restructurings and implied rethinking of leadership functions and practices. Changing organizational structures, from traditional hierarchical towards lower and more flexible ones, have made leaders organize work in new ways. Teams account for one new way of organizing work and reaching organizational goals. Likewise, globalized markets have made leaders search for new solutions to meet the needs of customers. In consequence, organizations strive for competitive advantages through downsizing, subcontracting, joint ventures, strategic alliances, and other collaborative and network-based alternatives which are typically facilitated by virtual teams. Virtual teams are geographically and organizationally dispersed teams that function over time zones. Due to such dispersion, physical contact in virtual teams is reduced or lacking altogether which means that collaboration is enabled by IT-solutions such as computerbased communication. This kind of electronically facilitated team work is known to imply opportunities as well as challenges for today’s global e-leaders. Research on virtual teams suggests that organizational success greatly depends on leadership. However, it remains unclear what kind of leaders, and more specifically, which leadership skills, behaviors or practices...
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...External Locus of Control - Individuals with a belief that what happens to them is due to luck or chance. The belief that events in one’s life, whether good or bad, are caused by uncontrollable factors such as the environment, other people, or a higher power. Which Factors influence perception? Attitudes Moods Motives Self-Concept Interest Cognitive Structure Expectations Perception is: A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. Terminal Values: Prosperous Life, Exciting Life, Accomplishment, Pleasure, Equality, Friendship What Is Important to Managers: Sense of Accomplishment, equality, and Self-Respect --According to Rokeach, Terminal_____ values refer to desirable end-states of existence. Instrumental Values: Ambitious, Broadminded, Capable, Cheerful, Clean, Honest, Responsible ------------------------------------------------- Hard working-broadminded, capable. What are intrinsic factors of motivation? Internal desires to perform a particular task, people do certain activities because it gives them pleasure, develops a particular skill or its morally the right thing to do. Examples: Achievement, Recognition, Work Itself, Responsibility, Advancement, Growth. What are extrinsic factors of motivation? Factors external to the individual and unrelated to the tasks they are performing. Examples include: Policy and administration, Supervision, Relationship with supervisor...
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...lower their overall cost structure * improve the quality or functionality of their product offering * Firms source goods and services from locations around the globe to capitalize on national differences in the cost and quality of factors of production like land, labor, and capital * Companies can * lower their overall cost structure * improve the quality or functionality of their product offering Why Do We Need Global Institutions? * Institutions * help manage, regulate, and police the global marketplace * promote the establishment of multinational treaties to govern the global business system * Examples include * the General Agreement on Tariffs and Trade (GATT) * the World Trade Organization (WTO) * the International Monetary Fund (IMF) * the World Bank * the United Nations (UN) What Do Global Institutions Do? * The World Trade...
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...Culture is a lens through which the world is viewed revolving around what one sees, how they make logic of what they see and how they articulate themselves after all this. Dimensions of culture Dimensions of culture refer to a tool that is used to assess cultural differences that are present in communities or organizations. Cultures differ on the line of these dimensions; directness, hierarchy, consensus and individualism. i) Individualism. Individualism is a measure of individual/collective rights that focuses on the degree to which a society reinforces these rights and interpersonal relationships. Simply put, individualism is the potency of ties that exists amongst inhabitants in a community. High individualism means that in a community. There is loose connections and minimal sharing and is viewed as arrogant or self-centered. In a system where individualism is high, members feel empowered to make their own decisions. Low individualism encourages harmony and cohesiveness though the world views it as being indecisive, not aggressive and hierarchical. Members in this kind of environment must wait for orders from their superiors. ii) Hierarchy/ Power distance. Power distance is the degree to which inequity exists and is accepted in a society. Members accept that...
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