...and Management | Copyright © 2010, 2009, 2005 by University of Phoenix. All rights reserved. Course Description This course encompasses the study of individual and group behavior in organizational settings, with special emphasis on those that are security-oriented. Management methods for organizational processes and change are presented along with leadership applications. 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 Fay, J. J. (2006). Contemporary security management (2nd ed.). Boston, MA: Butterworth-Heinemann. Schermerhorn, J. R., Jr., Hunt, J. G.; Osborn, R. N. & Uhl-Bien, Mary. (2010). Organizational Behavior (11th ed.). Hoboken, NJ: Wiley. International Foundation for...
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...LECTURE OUTLINE 1. What is an Organisation? 2. Who Are Managers? Chapter 1 Introduction to Management and Organizations 3. What Is Management? 4. What Do Managers Do? 5. Evolution of Management 6. Why study Management? 1 What Is An Organization? 2 Characteristics of Organizations • An Organization Defined –A deliberate arrangement of people to accomplish some specific purpose (that individuals independently could not accomplish alone). 3 Who Are Managers? 4 Classifying Managers • Manager –Someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. • First-line Managers – Individuals who manage the work of non-managerial employees. • Middle Managers – Individuals who manage the work of first-line managers. • Top Managers – Individuals who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. 5 6 What Is Management? Classifying Managers • Managerial Concerns –Efficiency • “Doing things right” –Getting the most output for the least inputs –Effectiveness • “Doing the right things” –Attaining organizational goals 7 8 What Do Managers Do? Exhibit 1–2 Effectiveness and Efficiency in Management 9 Managerial Roles 10 What Managers Actually Do • Interaction – with others – with the organization – with the external context of the organization • Reflection ...
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...in organizational operation has increased the needs for contemporary HR to become a strategic partner as finance and marketing do (Lawler III, Levenson and Boudreau, 2003). Therefore, rather than just understand and introduce HR activities and practices, it is more vital for organization to test all aspects of them (in efficiency, effectiveness and impacts). Regarding to the LMB case, if LMB want to go through this difficult period, rather than only adopt HR practices, they should also conduct a comprehensive HR metrics system to facilitate the performance evaluation. This essay will firstly briefly introduce the HR metrics and discuss the importance of HR metrics theoretically. Then, it will identify problems LMB confronts with and propose policies to improve the LMB’s approach to HR metrics. Before giving a conclusion, evaluation of the proposed solution will be presented. Definition and Importance of HR metrics HR metrics, according to Stone (2014), ‘involves a systematic analysis and evaluation of the efficiency and effectiveness of the HRM function and its contribution to the achievement of the organization’s strategic objective’. In a broader view, there are three types of HR metrics—efficiency, effectiveness and impacts—that companies could adopt to evaluate the impact of HR practices on business strategy and organizational performance (Boudreau and Ramstad, 2003). The efficiency metrics mainly aim at evaluating HR’s basic administrative tasks, including productivity...
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...Leadership Competency Models Sabrina Flemming Ashford University Contemporary Issues in Organizational Leadership NBM1508A Dr. Ray Powers February 23, 2015 Leadership Competency Models Competency model describes the behaviors and skills managers need to exhibit if an organization is to be successful (Hughes, R.L., Ginnett, R.C., & Curphy, G. J. (2008). The competency model is determined from skills, attitudes, behaviors, and knowledge of the appointed leader in charge. The Chief Executive Officer has many responsibilities to take on as a leader. He/she must perform their work well while in the work place. This leader has to make big decisions when it comes down to the planning of different meetings, and there must be time management when doing so because in order to be responsible, you must make the right decisions at all times. If not, then the Chief Executive Officer as well as the company can draw negative feedback. Steve Kossakoski is the chief executive officer of the Virtual Learning Academy Charter School in Exeter, N.H. that state’s first statewide online public high school that launched in January 2008, and has since grown to 11,500 course enrollments and many of the students served by the school are high achieving learners (Ash, 2011). The Chief Executive Officer oversees every objectives, and strategies, he/she leads and direct the work of others and perform many other tasks. The board of directors must report to the chief executive officer before any decision...
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...Global Leadership Concerns for the Future It is my belief that the powerful driving forces that will impact my future business will be online and mobile communication, globalization, attitudes to the environment generational change, rising customer expectations, technologically savvy and many more issues will raise vital challenges for the company. In the world of business, increasing globalization of commerce and trade has created new challenges for business leaders throughout the marketplace (Goldsmith et al, 2003). As a leader my concerns for the future will be first to, understand how both foreign and domestic trade policy will affect a particular business structure. For instance, a Limited Liability Company (LLC) will have different guidelines to follow under Federal Law than a C-corporation, which also will have varied guidelines to follow if conducting business outside the U.S. or with other countries. Look at trends in emerging economies. Many developing countries such as India and China are becoming some of the largest and fastest-growing economies in the world (Ernst & Chrobot-Mason, p. 2011). A leader must be aware of the company's exposure to other cultural concerns. The international relations between a company's country of origin and the other nations we conduct business with are important to the livelihood of the business. Second, my global leadership concerns for the future are diversity training and development; there is not enough. According to Goldsmith...
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...Leadership What it means to be a leader differs to people. There have been many theories on leadership and historical leaders that people try to emulate. Studies have found that the term leadership is broad. Nevertheless, they have found that the common denominator in the definition of leader. A leader is someone that has “the ability to influence a group toward the achievement of a vision or set of goals.”- (Robbins & Judge, 2010, p. 339). There are many managers that think they are leaders but that would not necessarily be true. Although the terms manager and leader are often used interchangeably, a manager is “an individual who achieves goals through other people.”- (Robbins & Judge, 2010, p. 340). All leaders are managers but not all managers are true leaders. After further analysis, one will come to realize that there are strategic, ethical, legal, and organizational concepts that must be taken into account if a leader is to be effective. Furthermore, as Christians we must be mindful of what we do. A Christian leader should heed the advice of the wise and never compromise their integrity. There have been theories and debates about whether leaders are born or created. Trait theories of leadership has discovered that many of history’s greatest leaders have some common denominators. According to these theories charismatic, enthusiastic and courageous people are more effective leaders. Meanwhile, behavior theories argue that leadership can be developed. Citing that...
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...Changes incorporated into a common goal demand strategic management especially in health care organizations. “A well-crafted, duly executed strategic plan can provide numerous intangible, internal benefits for a health care organization’s culture, working environment and employees"(Reed, 2013). Today’s health care environment, with expectations of health care organizations constantly changing creates a compelling reason to employ strategic planning. To ensure success, the whole organization must be involved in strategic planning. There are five essential components of strategic planning, and they are “engaging commitment, setting long term strategic objectives for improved performance of the organization, generating policy options. Evaluating and deciding on strategies and monitoring implementation of the policies against the long-term goals" ("Components of Strategic Planning", 2005). Practical implementation of each of these components requires organizational extensive corroboration and accountability. The strategic management process enhances all of the essential elements of strategic planning. An organization’s strategy and goals embedded in the strategic management process enables management to make better decisions. Such decisions lead to a better performance throughout the organization. “The five stages of the process are goal-setting, analysis, strategy formation, strategy implementation and policy monitoring” (Clayton, 2015). Goal setting makes the vision...
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...a. PRINCIPLES OF COMMUNITY ORGANIZING According to Borgos and Douglas, the key principles of contemporary CO are: 5.1 A participative culture CO organizations view participation as end in itself. Under the rubric of leadership development, they devote considerable time and resources to enlarging the skills, knowledge and responsibilities of their members. “Never do for others what they can do for themselves” is known as the iron rule of organization. 5.2 Inclusiveness CO groups are generally committed to developing membership and leadership from abroad spectrum of the community, with many expressly dedicated to fostering participation among groups that have been “absent from the table” including communities of colour, low income constituencies, immigrants, sexual minorities and youth. Working with marginalized groups demands a high level of skill, a frank acknowledgement of power disparities, and a major investment of time and effort. 5.3 Breadth of mission and vision In principle, every issue that affects the welfare of the community is within CO`s purview, where other civic institutions tend to get stuck on certain functions while losing sight of the community’s larger problems. In practice, strong (but by no means all) CO organizations have proven adept at integrating adverse set of issues and linking them to a larger vision of the common good. This is a holistic function that has been largely abandoned by political parties, churches, schools and other civic institutions...
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...results to their favor. For the purpose of gaining a competitive advantage measurement guidelines will need to be implemented to cultivate effective strategic planning and measure the effectiveness of each plan. The intention of this study will be to examine each cola giant in order to describe the internal and external environments of each one and develop an understanding of how each company uses environmental scanning. Furthermore, a discovery of competitive advantages will be uncovered by examining strategies, such as creation of value and sustain, measurement guidelines, and the effectiveness of the measurement guidelines used by each company. Environmental Scan The environmental scan of Pepsi and Coca-Cola will involve monitoring, evaluating, and disseminating of information from the external and internal environments to the key people within the corporations (Wheelen, 2010). An addition, each company will need to evaluate current performance results, review corporate governance, scan and assess the external and internal environment, analyze the SWOTT factors, in order to develop the best strategy to implement and evaluate. Potential threats, opportunities for Pepsi and Coca-Cola will be deciphered by examining external factors, such as market trends, patterns, and events that will help each company asses their organizational impact. The internal environments of the cola companies include their vision, mission,...
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...The competitive framework of Morrison Supermarkets PLC can be summed as creating and maintaining a unique competitive position, creating value, trading alongside competitors but doing what they could not do (competitive advantage) within the same business environment (Pettinger, 2004). I will evaluate and assess three strategies listed below with a view of assessing its relative effectiveness to competiton in the supermarket sector in United Kingdom Business strategy for Morrison Supermarket. Morrison focuses on wholesale business strategy through which they create value through packaging, a merchandising. Its business principle hinges on synergies and economies of scale which are conducive with growth and technological advancement. It adopted the philosophy of vertical integration in manufacturing and packaging of fresh food products resulting forming 100% subsidiaries in order to fully integrate or control the business activities of those subsidiaries. It has hands-on leadership with a long service history. It is also driven by a growth orientation demonstrated by 97% increase in stores units between 1990-1996, operating profit increase of 216% over 7 years and 170% inventory turnover over the same period. This is further supported by business concepts such as total quality management, benchmarking, outsourcing and staff trained across the board to be innovative, cost conscious and wary of complacence . It is also driven by demand for its products and a first-time-every...
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...AS History: Enquiry Paper Guidance Question (a) – The Comparison. In question (a) the focus is on the direct comparison of two sources. Without explicit comparison candidates will not get above Band IV. A substantial number of candidates still adopt a sequential approach, and others limit themselves to a low Band III by confining their comparisons to a brief conclusion after a sequential analysis of the two Sources. A continuously comparative approach is required. Candidates should, however, not assume that a comparison is established simply by the introduction of comparative words and phrases such as ‘whereas’, ‘on the other hand’, ‘by contrast’, or by setting points from the Sources alongside each other. Similarity or difference of content has to be demonstrated in relation to a point which is genuinely comparable, either because both Sources refer to it or because one draws attention to it but the other ignores it. Likewise comparison of qualities other than content requires assessment of the same qualities in both Sources. Another common weakness is a failure to realise that comparisons are only relevant if they relate to the issue raised in the question. * Sequencing is a major problem. There is a reluctance to select issues and themes from the two Sources and build the comparison around these. Many candidates, often able, prefer paraphrase. Two separate accounts are provided with perhaps a final paragraph making a few belated comparisons. * Not focusing...
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...investors, and also top managers spend some time in the public as well. Working and living as a manager involves different tasks, and four basic managerial functions must be considered in any management position. A good manager must maintain the balance at work and keep employees motivated. “In the business world today, the great executives not only adapt to changing conditions but also apply fanatically, rigorously, consistently, and with discipline the fundamental management principles” (Bateman-Snell, p. 19, 2009). The first and basic function of management is planning. Planning is the process and the base upon the all the areas of management should be built. The vision and mission are the broadest views of the organization, and the objectives are the narrowest views. Planning is the process in which managers anticipating future events, and effective planning helps businesses crystallize their visions and missions and avoid costly mistakes. Effective planning is all about evaluation of the business environment and a roadmap of the actions needed to lead the company forward. For the planning to be effective, it should be flexible and responsive and should involve managers from all levels of the organizations. As technology expands and an innovations increase on every level, and also globalization is reaching all corners of the world, planning for the future becomes even more critical. Planning can be divided into the following categories: strategic, tactical, operational...
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...……………………………………………………………….. 10 Bureaucratic Organisation ……………………………………………………………. 11 Subordination to Community ………………………………………………………… 11 Management as a discipline ………………………………………………………….. 12 Conclusion …………………………………………………………………………… 12 References …………………………………………………………………………... 13 Executive summary A professional manager will acknowledge the contribution of team effectiveness to overall organizational success. Teams will often require leaders to ensure delegation and coordination of group activities for a team to attain the desirable results. This paper seeks to establish influence of management theories on a professional manager both at team and organisation level. The management theory adopted by a leader will determine their style of leadership thus their relationship with employees and other key stakeholders. Introduction A team is a small group of workers with complimentary expertise who share common goals whereby group interests precede over individual interest. Teamwork is essential in organisations if they are to meet set goals. However, the issue of establishing collaboration is relative to institutions whereby in one organization it could be easy to foster teamwork among employees. On the contrary, it could be a mind-numbing task to bring forth cooperation among personnel of another organisation. Teamwork is easy to establish especially in organisations where workers have common...
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...nongovernmental organizations the result of an incapacity on the part of governments? Or, are NGOs an innovation in human social organization and an important step forward for addressing global and local challenges? How can NGOs and governments work together to complement one another? How should the private sector involve itself in such coalitions? Answer the following question: If we have truly crossed the bridge from the Westphalian nation-state model, then what is the next step in the evolution of our societies? Will governments around the world be over- whelmed by this new environment? Will they adapt to meet the constellation of new challenges and opportunities? Will authority become increasingly decentralized? What importance does leadership play in this new system and how can it help guide countries, corporations, organizations, and institutions to necessary reform? We live in a world in which 13 of the top 50 economies are companies, not countries. Multinational corporations...
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.................................. 2 Introduction ................................................................................................................................ 4 Situation Analysis ...................................................................................................................... 5 Strategic Direction ..................................................................................................................... 6 Formulating a strategy ............................................................................................................... 8 Strategy implementation ............................................................................................................ 9 Monitoring and evaluating strategic performance ................................................................... 10 Conclusions and...
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