...Trust Company ……………….………..3-5 III. Discussion of Current Business Issues…………………………………….....5-8 IV. Proposed Solution…………………………………………………………….9-11 V. Recommendations For The Executive Committee……………………………11-13 VI. References……………………………………………………………….…..14 Executive Summary Thru my research and writing, my plan is to create the preliminary steps and outline for BB&T to become one of the companies admired by others and to work on a long-term goal of making BB&T into company with a low turnover rate. The TCO A objective that I will be utilizing within my study of BB&T is as follows: Given that people make the difference in how well organizations perform, assess how an understanding of organizational behavior concepts and theories is a useful knowledge base for career success and for improving an organization's effectiveness. Background Of Branch Banking & Trust Company “BB&T Corporation, headquartered in Winston-Salem, N.C., is among the nation's top financial-holding companies with $157 billion in assets and market capitalization of $19.1 billion, as of March 31, 2011. Its bank subsidiaries operate approximately 1,800 financial centers in the Carolinas, Virginia, West Virginia, Kentucky, Georgia, Tennessee, Maryland, Florida, Alabama, Indiana, Texas and Washington, D.C. Market share rankings in deposits: No. 1 in West Virginia; No. 3 in the Carolinas and Virginia; No. 4 in Kentucky; No. 5 in Alabama, Florida and Georgia; No. 6 in Tennessee;...
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...Milkovich−Newman: Compensation, Eighth Edition II. External Competitiveness: Determining the Pay Level 7. Defining Competitiveness © The McGraw−Hill Companies, 2004 Chapter Seven Defining Competitiveness Chapter Outline Compensation Strategy: External Competitiveness Control Costs Attract and Retain Employees What Shapes External Competitiveness? Labor Market Factors How Labor Markets Work Labor Demand Marginal Product Marginal Revenue Labor Supply Modifications to the Demand Side Compensating Differentials Efficiency Wage Signaling Modifications to the Supply Side Reservation Wage Human Capital Product Market Factors and Ability to Pay A Dose of Reality: What Managers Say More Reality: Splintering Supply of Labor Organization Factors Industry Employer Size People’s Preferences Organization Strategy Relevant Markets Defining the Relevant Market Competitive Pay Policy Alternatives Pay with Competition (Match) Lead Policy Lag Policy Flexible Policies Pitfalls of Pies Consequences of Pay-Level and Mix Decisions Efficiency Fairness Compliance Your Turn: Sled Dog Software Your Turn: Managing a Low-Wage, Low-Skill Work Force January is always a good month for travel agents in Ithaca, New York. In addition to the permanent population eager to flee Ithaca’s leaden skies (our computer has a screen saver whose color is titled “Ithaca”; it consists of 256 shades of gray), graduating students from Ithaca’s two colleges are traveling to job interviews with employers across the country—...
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...Milkovich−Newman: Compensation, Eighth Edition Front Matter 1. The Pay Model © The McGraw−Hill Companies, 2004 Chapter One The Pay Model Chapter Outline Compensation: Definition, Please? Society Stockholders Managers Employees Global Views—Vive la différence Forms of Pay Cash Compensation: Base Cash Compensation: Merit Pay/ Cost-of-Living Adjustments Cash Compensation: Incentives Long-Term Incentives Benefits: Income Protection Benefits: Work/Life Focus Benefits: Allowances Total Earnings Opportunities: Present Value of a Stream of Earnings Relational Returns from Work The Employment Relationship Combines Transactional and Relational Returns Variations in Transactional and Relational Expectations A Pay Model Compensation Objectives Four Policies Pay Techniques Book Plan Caveat Emptor—Be an Informed Consumer 1. Does the Research Measure Anything Useful? 2. Does the Study Separate Correlation from Causation? 3. Are There Alternative Explanations? Your Turn: Glamorous Internships? or House Elves? A friend of ours writes that she is in one of the touring companies of the musical Cats. In the company are two performers called “swings” who sit backstage during each performance. Each swing must learn five different lead roles in the show. During the performance, the swing sits next to a rack with five different costumes and makeup for each of the five roles. Our friend, who has a lead in the show, once hurt her shoulder during a dance number. She signaled to someone...
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...EXECUTIVE SUMMARY The real estate industry consists of a collection of industrial and services sectors of the economy such as construction, brokerage services, mortgage banking, property management and even architecture and design. The real estate industry deemed ...
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...Chapter Web resources for this chapter include • OM Tools Software • Animated Demo Quality Management In this chapter you will learn about . . . ● What is Quality? ● Quality Management System ● Quality Tools ● TQM and QMS ● The Focus of Quality Management-Customers ● The Role of Employees in Quality Improvement ● Quality in Services ● Six Sigma ● The Cost of Quality ● The Effect of Quality Management on Productivity ● Quality Awards ● ISO 9000 2 Problems • Internet Exercises • Online Practice Quizzes • Lecture Slides in PowerPoint • Virtual Tours • Company and Resource Weblinks www.wiley.com/college/russell Quality Management at GREEN MOUNTAIN COFFEE ike wine, coffee quality is judged on attributes like fragrance, aroma, acidity, body, flavor, balance, and finish. Coffee professionals use words like “lush,” “complex,” and “fruity” to describe their evaluations, which are based on precise sensory criteria. Coffee Review, one of the most respected and widely read coffee publications in the world, rates coffees based on a 100-point scale, similar to the one used in the wine industry. Coffee connoisseurs seek out coffees awarded a rating of 80 or above. Each year GREEN MOUNTAIN submits coffee to Coffee Review for independent reviews. On average, Green Mountain L Copyright © 2007 John Wiley & Sons Chapter 2 • Quality Management 53 coffees scored 88.8 points—significantly higher than their better-known west coast and European competitors—and...
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...UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR Delta Publishing Company 1 Copyright © 2006 by DELTA PUBLISHING COMPANY P.O. Box 5332, Los Alamitos, CA 90721-5332 All rights reserved. No part of this book may be reproduced in any form or by any means, without permission in writing from the publisher. 2 TABLE OF CONTENTS CHAPTER 1 An Introduction to Organizational Behavior CHAPTER 2 Managing People and Organizations CHAPTER 3 Motivation CHAPTER 4 Work-Related Attitudes CHAPTER 5 Organizational Communication and Power CHAPTER 6 Groups and Teams in Organizations CHAPTER 7 Leadership CHAPTER 8 Prosocial Behavior, Cooperation Conflict, and Stress CHAPTER 9 Making Decisions in Organizations CHAPTER 10 Culture, Creativity, and Innovation CHAPTER 11 Designing Effective Organizations CHAPTER 12 Managing Organizational Change and Development GLOSSARY 3 CHAPTER 1 AN INTRODUCTION TO ORGANIZATIONAL BEHAVIOR LEARNING OBJECTIVES After reading this chapter you will be able to: • Define organizational behavior. • Trace the historical roots of organizational behavior. • Discuss the emergence of contemporary organizational behavior, including its precursors, the Hawthorne studies, and the human relations movement. • Describe contemporary organizational behavior—its characteristics, concepts, and importance. • Identify and discuss contextual perspectives on organizational behavior. What is an organization? An organization is defined as a collection of people who...
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...UNDERSTANDING AND MANAGING ORGANIZATIONAL BEHAVIOR Delta Publishing Company 1 Copyright © 2006 by DELTA PUBLISHING COMPANY P.O. Box 5332, Los Alamitos, CA 90721-5332 All rights reserved. No part of this book may be reproduced in any form or by any means, without permission in writing from the publisher. 2 TABLE OF CONTENTS CHAPTER 1 An Introduction to Organizational Behavior CHAPTER 2 Managing People and Organizations CHAPTER 3 Motivation CHAPTER 4 Work-Related Attitudes CHAPTER 5 Organizational Communication and Power CHAPTER 6 Groups and Teams in Organizations CHAPTER 7 Leadership CHAPTER 8 Prosocial Behavior, Cooperation Conflict, and Stress CHAPTER 9 Making Decisions in Organizations CHAPTER 10 Culture, Creativity, and Innovation CHAPTER 11 Designing Effective Organizations CHAPTER 12 Managing Organizational Change and Development GLOSSARY 3 CHAPTER 1 AN INTRODUCTION TO ORGANIZATIONAL BEHAVIOR LEARNING OBJECTIVES After reading this chapter you will be able to: • Define organizational behavior. • Trace the historical roots of organizational behavior. • Discuss the emergence of contemporary organizational behavior, including its precursors, the Hawthorne studies, and the human relations movement. • Describe contemporary organizational behavior—its characteristics, concepts, and importance. • Identify and discuss contextual perspectives on organizational behavior. What is an organization? An organization is defined as a collection of people who...
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...THE Professional Practice S E R I E S James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial...
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...Professional Practice S E R I E S THE James W. Smither Manuel London EDITORS Performance Management Putting Research into Action A Publication of the Society for Industrial and Organizational Psychology Performance Management The Professional Practice Series The Professional Practice Series is sponsored by The Society for Industrial and Organizational Psychology, Inc. (SIOP). The series was launched in 1988 to provide industrial and organizational psychologists, organizational scientists and practitioners, human resources professionals, managers, executives and those interested in organizational behavior and performance with volumes that are insightful, current, informative and relevant to organizational practice. The volumes in the Professional Practice Series are guided by five tenets designed to enhance future organizational practice: 1. Focus on practice, but grounded in science 2. Translate organizational science into practice by generating guidelines, principles, and lessons learned that can shape and guide practice 3. Showcase the application of industrial and organizational psychology to solve problems 4. Document and demonstrate best industrial and organizationalbased practices 5. Stimulate research needed to guide future organizational practice The volumes seek to inform those interested in practice with guidance, insights, and advice on how to apply the concepts, findings, methods, and tools derived from industrial and organizational psychology...
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...matching, explanation building and cross-case synthesis. Theoretical Perspectives: The main text editions included are Anthony and Govindarajan (2003 & 2007), Lindvall (2001), Merchant and Van der Stede (2007) and Samuelsson (2004). Furthermore, the use of management control systems in the hospitality industry is examined using literature such as Harris (1995), as well as other articles. Empirical Foundation: There are four units of analysis included in this study: (1) BrewPub København; (2) Färs & Frosta Sparbank Arena; (3) Kulturmejeriet and; (4) Scandic Hotels. This organization is divided into three subunits; Scandic Kramer, Scandic Malmö City and Scandic Star Lund. Each organization is described in terms of background, situational factors, strategy & management philosophy, organizational...
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...PRAISE FOR THE EXTRAORDINARY LEADER “The Zenger Folkman leadership model is distinguished from others in that it is backed up by research and data. That data validates the effectiveness of identifying an individual’s strengths and developing them, rather than focusing on weaknesses. The Zenger Folkman philosophy has its eye on the right goal – real, measurable results.” —Bill Blase Senior Executive Vice President Human Resources AT&T Corp. “I fell in love with The Extraordinary Leader on page 1. From the moment I started reading I really got jazzed, and my enthusiasm only increased the more I read. You see, I’m just mad about books that attack cherished but unsupportable assumptions about anything, especially leadership. That’s exactly what Jack Zenger and Joe Folkman do, and they do it persuasively, precisely, and professionally. The Extraordinary Leader is no hackneyed rehashing of tired nostrums. Through their exceptional research, the authors demonstrate and prove that leadership does make a difference and that you can learn to lead. There are some profound insights in this book, and whether you’ve studied leadership for over 20 years, as I have, or you are brand new to the subject, Zenger and Folkman give you much more than your money’s worth. And while their research gives the book distinctive credibility, their examples and practical applications give it life. This is a book that scholars and practitioners will be referring to for years to come. If your goal is to...
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...COMPENDIUM Budget Terms and Concepts Donald M. Patimo, MPM In partial fulfillment of the requirements in Budget Preparation and Fiscal Management October 18, 2008 Ability to pay This refers to the borrower’s ability to make interest and principal payments on debts. Accelerated depreciation This refers to any depreciation method that produces larger deductions for depreciation in the early years of an asset’s life. Account This refers to a record of a business transaction. This refers to a written or unwritten contract to purchase and take delivery with payment to be made later as arranged. Account balance This refers to the difference between the debit and the credit sides of an account. Accounting period This refers to a time interval at the end of which an analysis is made of the information contained in the bookkeeping records. Also, the period covered by the profit and loss statement. Accounting price A term often used synonymously with shadow price. The term “accounting” indicates that the price is not market price. Accounting prices reflect, for example, the economic value of inputs and outputs as opposed to their financial or market value. Accounts payable Money owed to an individual or business for goods or services that have been received but not yet paid for. Accounting rate of return The ratio of profit before interest and taxation to the percentage of capital employed at the end...
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...cover next page > title author publisher isbn10 | asin print isbn13 ebook isbn13 language subject publication date lcc ddc subject : : : : : : : : : : : cover next page > < previous page page_i next page > Page i Dictionary of Accounting Terms Third Edition Joel G. Siegel, PhD, CPA Professor of Accounting Queens College of the City University of New York Jae K. Shim, PhD Professor of Accounting College of Business Administration California State University, Long Beach < previous page page_i next page > < previous page ACKNOWLEDGMENTS page_ii next page > Page ii The authors would like to acknowledge the contributions made by reviewers John Downes, formerly of the New York City Office of Economic Development, and Dr. G. Thomas Friedlob, Professor of Accounting at Clemson University. Their in-depth evaluations have been of great importance to the technical accuracy of the manuscript. Gerald J. Barry suggested many meaningful insertions and deletions that greatly enhanced the authors' prose. Thanks also go to Roberta Siegel and Cher Ragge for their assistance with the computer terms, graphics, and word processing. Anna Damaskos, Don Reis, Sally Strauss, and Eileen Prigge of Barron's have been invaluable during the many stages of editing the manuscript into its bound book form. © Copyright 2000 by Barron's Educational Series, Inc. Prior editions © 1995, 1987 by Barron's Educational Series, Inc. All rights reserved. No part of this...
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...PART ONE • UNDERSTANDING SERVICES SERVICES IN THE MODERN ECONOMY As consumers, we use services every day. Turning on a light, watching TV, talking on the telephone, riding a bus, visiting the dentist, mailing a letter, getting a haircut, refueling a car, writing a check, or sending clothes to the cleaners are all examples of service consumption at the individual level. T h e institution at which you are studying is itself a c o m p l e x service organization. In addition to educational services, today's college facilities usually include libraries and cafeterias, counseling, a bookstore, placement offices, copy services, telecommunications, and even a bank. If you are enrolled at a residential university, campus services are also likely to include dormitories, health care, indoor and o u t d o o r athletic facilities, a theater, and perhaps a post office. Customers are not always happy with the quality and value of the services they receive. People complain a b o u t late deliveries, r u d e or i n c o m p e t e n t personnel, i n c o n v e n i e n t service h o u r s , p o o r p e r f o r m a n c e , and needlessly complicated p r o cedures. T h e y grumble about the difficulty of finding sales clerks to help t h e m in retail stores, express frustration about mistakes on their credit card bills or bank statements, shake their heads over the complexity of new self-service equipment, m u t ter about p o o r value, and sigh as they are forced to wait in line almost everywhere...
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...Glossary Notes: Note 1: CICA Part I applies to publicly accountable enterprises, CICA Part II ASPE applies to private enterprises; CICA Part III ASNFPO applies to not-for-profit organizations. CICA Part IV ASPP applies to pension plans. For governments and government organizations, see under Public Sector Accounting (PSA) Handbook for details of what applies. Note 2: Part II and V Definitions may not be identical — check the CICA Handbook — Accounting. A B C D E F G H I J K L M N O P Q R S T U V W X Y Z Abnormal earnings Also referred to as unexpected earnings. Differences between the expected value of earnings and the actual realized. Absorption costing Absorption costing is a method of assigning costs to inventory. It includes fixed overhead costs in addition to variable overhead costs added to direct materials and direct labour to calculate unit cost. Accelerated amortization Accelerated amortization is a method of allocating the cost of an asset in which the annual amortization amounts are larger in an asset’s early years and decrease over time. An example of accelerated amortization would be the double-declining balance method. Access controls Procedures designed to restrict access to online terminal devices, programs, and data. Access controls consist of ”user authentication” and ”user authorization.” Account Place within an accounting system where the increases and decreases in a specific asset, liability, owner’s equity, revenue, or expense are recorded...
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