...Report | Organization Structure Behavior & Process | Ahmed | 4/24/2014 | Executive Summary This report consists of an analysis of a managerial role in the design department of a shoe manufacturing company. The manager has interdependency with a number of stakeholders both inside and outside of the organization. His team, top management and the clients are the prime focus in analyzing the interdependencies. The manager has to ensure that the samples are made by performing the required tasks as efficiently as possible and delivering the desired products to its prestigious clients. A few motivational theories can be utilized; as employees are the greatest asset of any organization therefore it is highly imperative to ensure the enhanced satisfaction of the interdependent group. Table of Contents Page 1. Introduction 1 2. Methodology 1 3. Limitations 1 4. Company Background 1 5. Job Requirements 2 6. Individuals/Groups inside and outside the organization 2 7. Characteristics of the individuals/groups 2 8. Interdependence 2 9. Diagrammatical Representation 3 10. Evaluation of Interdependencies 3 11. Conclusion 4 12. Recommendations 4 13. Reference List 6 Introduction The person chosen for this report’s managerial position is Anderson, working in the design department of a shoe manufacturing company...
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...designed to develop and test your capacity to: • deconstruct the organisationally prescribed view of managerial work and its context; • conceptualise the systemic nature of managerial work; and • comprehend, interpret and execute a specific task description (or ‘project brief’). The manager’s job in context: task description Undertake an analysis of your own job and its context. If you do not have managerial (or similar) experience, or if for some other reason it is not appropriate to analyse your own job, you may choose instead the job of another individual who agrees to be the focus of this assignment (current job). Alternatively, you may discuss with your lecturer/ tutor the possibility of analysing a position you held in the past. Your lecturer must approve your choice. You may change (or withhold) the names of people or organizations if you believe anonymity is required. Complete the following requirements: 1. Briefly, describe the actual requirements of the job. Include formal requirements (actual position/job description), and less formal requirements (if any). 2. Identify (list) other individuals or groups from inside and/or outside the organisation with whom you interact who are important to your...
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...The Impact of Project Portfolio Management on Information Technology Projects Sergio Ricardo Calderini London Business School Regent’s Park, London NW1 4SA, United Kingdom e-mail: scalderini.mba2004@london.edu Bert De Reyck London Business School Regent’s Park, London NW1 4SA, United Kingdom Tel. +44 20 7706 6884; Fax. +44 20 7724 7875; e-mail: bdereyck@london.edu Yael Grushka-Cockayne London Business School Regent’s Park, London NW1 4SA, United Kingdom Tel. +44 20 7262 5050; Fax. +44 20 7724 7875; e-mail: ygrushka.phd2003@london.edu Martin Lockett Ashridge Berkhamsted, Hertfordshire, HP4 1NS, United Kingdom Tel. +44 1442 841025; e-mail: martin@mlockett.com Marcio Moura London Business School Regent’s Park, London NW1 4SA, United Kingdom e-mail: mmoura.mba2004@london.edu Andrew Sloper CVC The Customer Value Company 48 St Mary's Road, Long Ditton, Surrey KT6 5EY, United Kingdom Tel. +44 7768 861920; e-mail: andrew.sloper@customervalue.co.uk February 2005 Ashridge Business School UK - http://www.ashridge.org.uk The Impact of Project Portfolio Management on Information Technology Projects Abstract The ever-increasing penetration of projects as a way to organise work in many organisations necessitates effective management of multiple projects. This has resulted in a greater interest in the processes of project portfolio management (PPM), with more and more software tools being developed to assist and automate the process....
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...think are important). 2. Identify (list) other individuals or groups from inside and/or outside the organisation with whom you interact who are important to your job. These could include your staff (perhaps of various categories), your supervisor, peers, clients/customers, suppliers, regulators and so on. Specify THE PEOPLE, not just the organisation or department, for example, ‘Mary Ann, Human Resources Manager’, ‘Counter Staff in the Printing Department’ or ‘Receptionists, Department of Foreign Affairs’ (not just ‘Printing Department’ or ‘Department of Foreign Affairs’). 3. Briefly describe the principle characteristics of these individuals or groups, particularly those characteristics that impact on their interaction with you. If your list is lengthy, select those five or six individuals or groups who are the most important, who are critical to your ability to fulfil the requirements of your job. (This description could include such things as formal organisational position, demographics such as age or gender, personality, or pattern of interaction with you.) If you have only identified people inside your own organisation, you should briefly explain why people outside your organisation have not been considered. 4. Briefly describe the nature of the interdependency that exists between you and these critical groups or individuals. That is: in what way do you rely on each other? What do you expect from these groups and individuals? What do they expect from you? You may wish to...
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...Exploring efficiency and effectiveness in the supply chain A conceptual analysis Benedikte Borgström Jönköping International Business School P.O. Box 1026, SE- 551 11 Jönköping Sweden bobe@jibs.hj.se Abstract Firms struggle for efficiency and effectiveness. Strategies involving collaboration between actors and integration of activity chains are reliant of factors that firms do not have direct ownership and control over. This has implications for strategizing, setting the goals and measuring performance. Efficiency and effectiveness are often used to describe performance. From a resource dependence perspective efficiency is defined as an internal standard of performance and effectiveness as an external standard of fit to various demands (Pfeffer and Salancik 1978). In supply chains efficiency improvements are e.g. Just-in Time production while effectiveness is achieved through customer orientation and innovation. The conceptualization of efficiency and effectiveness has its roots in system theory. Definition of the system is difficult for a quasi-organization as a supply chain that has blurred structural boundaries. Defining the system as processes of activities implies that the meaning of and the relation between efficiency and effectiveness might change as well. This is a conceptual paper with a purpose to describe and analyze efficiency and effectiveness as constructs based upon activity systems. The analysis of efficiency and effectiveness involves the meaning, the use and...
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...AB3601 STRATEGIC MANAGEMENT Course Outline Semester 1 of the Academic Year 2015-2016 Course Coordinator: Assoc Prof Tsui-Auch Lai Si Course Instructor for Groups 2, 5 and 5: Wan Chew Yoong Office: S3-1C-80 Tel: 67905651 email: acywan@ntu.edu.sg Course Description and Objective The Strategic Management Course focuses on identifying and understanding the sources of superior firm performance. This course introduces theoretical concepts and frameworks useful for analyzing the external and internal environment of the firm, and guiding the formulation and execution of different types of strategies. Strategic issues are examined from the perspective of a chief executive or general manager, focusing on how one can formulate effective strategies and develop the necessary resources and capabilities to achieve sustainable competitive advantage in a global and volatile competitive environment. Learning Goals At the end of this Course, students should be able to: synthesize information to recognize the external opportunities and threats as well as the internal strengths and weaknesses that impact a firm’s competitive advantage. critically evaluate how a business, corporate and/or international strategy would lead to sustainable competitive advantage. analyze complex and dynamic interdependencies among strategic issues. identify ethical issues and exhibit informed ethical judgment when faced with an ethical decision. Learning and Teaching Methods This course is structured...
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...HOLY ANGEL UNIVERSITY College of Engineering and Architecture Department of Industrial Engineering SYSTEMS ENGINEERING Complex Adaptive Systems Theory and Firm Product Innovativeness A Journal Critique Submitted by: Enriquez, Trixia Mae IE-501 Submitted to: Prof. Melani Cabrera January 15, 2015 CITATION Provide a full citation of the article author(s), title of article, and name of journal volume and pages. Akgun, A., Keskin H., & Bryne, J. (2014). Complex Adaptive Systems Theory and Firm Product Innovativeness. Journal of Engineering and Technology Management. Pages 21-42. TOPIC Briefly describe the topic of the journal article. Identify the major/minor objectives of the article as well. Identify and define the important concepts focused on by the author. Are the definitions clear, in your opinion? The topic of the journal article is about conditions of Complex Adaptive Systems such as context and emergence influencing the firm product innovativeness. Based on the article, Complex Adaptive Systems (CAS) Theory, the agents in the system are all the components of that system and these agents interact and connect with each other in unpredictable and unplanned ways. But from these interactions, regularities emerge and start to form a pattern which feeds back on the system and informs the interactions of the agents. A period of change occurs in all the parts of the system until a new balance is established. The major objective of the article...
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...leadership as a function of three elements (level of analysis): the leader, the followers, and the situation. It can be used to analyze leadership scenarios from each level of analysis separately, which can be useful. However, using the framework as an analysis tool for leadership situations is more effective when analyzing the interactions between the different levels of analysis. For instance, it may be useful to examine a leadership scenario by analyzing the situation and determining the level of stress, the environment, or the task at hand but more information can be gathered by analyzing the interaction between the leader and the situation. If the leader can perform actions to modify the situation, to lessen the stress of the situation for example, there may be a resulting positive effect on the followers. This example highlights one of the unique and useful aspects of the interactional framework for analyzing leadership: the importance placed on the interactions between the leader, the followers, and the situation. The interactional framework for analyzing leadership scenarios is best represented by a Venn diagram, as drawn below, where each level of analysis (leader, followers, and situation) are drawn as open circles that overlap, with all three circles overlapping in the middle. The areas where the circles overlap represent the relationships between the three levels of analysis. The area where all three levels of analysis overlap is representative of the true leadership...
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...Paper 25 - 1 Management of conflict Bob Dick (1987) The management of conflict: a systematic approach to team building and mediated and unmediated conflict resolution . Chapel Hill: Interchange (mimeo). A 1987 revision of a 1981 paper, written to support workshops in conflict management. More details of the paper’s provenance are given in the preface. Some of the references to earlier documents have been updated Preface This document 1 describes fairly robust (or “do-it-yourself”) versions of teambuilding and conflict resolution. The robustness comes from a number of sources. One is the use of some techniques which keep the problem small and containable. A second is the use of a number of detailed procedures and 1. This is a living document which is often revised, and portions of which have appeared in other documents and handouts. PAPER 25 Paper 25 - 2 Robust processes — papers frameworks which makes it easier for a mediator to keep on track. An explicit problem-solving approach is used, which increases many users’ acceptance of the method. A third is the inclusion of simple communication skills training (for mediator, or those in conflict, or both) as part of the approach. Perhaps the most important source of its robustness is the use of a procedure which more nearly resembles role negotiation than conflict resolution. This is made possible by the use of criteria to decide what information needs to be exchanged. Thus a typical session might begin...
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...Free University of Amsterdam Faculty of social sciences Department of political science Globalization: The end of state Sovereignty? Ofran Badakhshani: 1586513 Words: 1442 Ofran Badakhshani: 1586513 Written assignment for International Relations Index Introduction......................................................................................................................... 3 Globalization....................................................................................................................... 3 State sovereignty................................................................................................................. 4 Analysis............................................................................................................................... 4 Conclusion .......................................................................................................................... 6 Bibliography ....................................................................................................................... 7 2 Globalization: The end of state Sovereignty? Ofran Badakhshani: 1586513 Written assignment for International Relations Introduction “A specter is haunting the world’s governments, the specter of globalization”. The world order and politics are facing a new danger; the sovereignty of the nation states is under question. According to some theorists there is a constantly growing dependency and interconnectedness between the...
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...Michael Porter’s five competitive forces model has been a most influential model within business schools but has perhaps had less appeal to the practising manager outside of an MBA and certain short business school courses. In this article it is argued that whilst there are a number of reasons why the model has not achieved greater currency, most importantly it can be developed a lot further. The paper looks at a number of important opportunities for using Porter’s model in an even more practical way, including: mapping the competitive forces, which can vary significantly over market and competitive terrain and within the same industry; understanding its dynamics; prioritizing the forces; doing macro analysis of the sub-drivers of each of the five forces; exploring key interdependencies, both between and within each force. Copyright © 2006 John Wiley & Sons, Ltd. Introduction When Michael Porter conceived the five competitive forces model, it propelled strategic management to the very heart of the management agenda. The framework became a centrepiece of texts on business strategy and strategic management, and essential examination material on MBA and similar courses globally. But what has become of his original five competitive forces? It would appear to be the case that not a great deal has occurred to develop this thinking since the early 1980s (except, perhaps, for Hamel and Prahalad, 1994). Porter appears to have been more inter- ested in taking his concepts to an even more...
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...1) Study Questions Chapter # 3 Questions # 72 and 73 72. Computer aided systems engineering (CASE) tools are software programs that automate or support the drawing and analysis of system models and provide for the translation of system models into application programs. True 73. Forward engineering allows a CASE tool to read existing program code and transform that code into a representative system model that can be edited and refined by the systems analyst. False. Forward engineering requires the systems analyst to draw system models, either from scratch or from templates. The resulting models are subsequently transformed into program code. Reverse engineering allow a CASE tool to read existing program code and transform that code into a representative system model that can be edited and refined by the systems analyst. 2) Study Questions Chapter # 4 Questions # 40, 41, 67, 78, and 81. 40. The critical path for a project is that sequence of dependent tasks that have the shortest sum of pessimistic durations. The critical path determines the latest possible completion date of a project. False. The critical path for a project is that sequence of dependent tasks that have the largest sum of most likely durations. The critical path determines the earliest possible completion date of a project. 41. The slack time available for any non-critical task is the amount of delay that can be tolerated between the starting time and completion time of a task without...
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...formal and informal caregivers using appropriate technology within a balanced and affordable continuum of care (Mitchell, 1989). Thus, to improve the performance of nursing home organization means adapting to changes and learning the new ways of service delivery as a team and as an organization. In response to interest of nursing home in a research focusing on the group behavior of their organization, it is appropriate to develop a survey on patient safety. Patient safety becomes a critical component of home-based health care quality. As nursing home organizations continue to work towards improvement of their services, there is a need to recognize the importance of establishing a safety culture. Achieving the safety culture requires an understanding of the values and what is important to the organization, as well as appropriate attitude and behavior related to patient safety. A safety culture is a product of group values and patterns of behavior determining their commitment to an organization’s management of health and safety. Analysis of group behavior is widely concerned with the behavior of people at the workplace. Group behavior variations frequently changes in the frequency or form of what individual do or what they say, are understood in terms of their real-world events are related. Understanding, describing, and or predicting behavior does not require an appeal to concepts of...
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...NEW PERSPECTIVE FOR MANAGEMENT Management is generally considered to have three major dimensions—technical, conceptual and human. The technical dimension consists of the manager's expertise in particular functional areas. They know the requirements of the jobs and have the functional knowledge to get the job done. But the practicing managers ignore the conceptual and human dimensions of their jobs. Most managers think that their employees are lazy, and are interested only in money, and that if you could make them happy in terms of money, they would be productive. If such assumptions are accepted, the human problems that the management is facing are relatively easy to solve. But human behaviour at work is much more complicated and diverse. The new perspective assumes that employees are extremely complex and that there is a need for theoretical understanding given by empirical research before applications can be made for managing people effectively. MODERN APPROACH TO ORGANIZATIONAL BEHAVIOUR The modern approach to organizational behaviour is the search for the truth of why people behave the way they do. The organizational behaviour is a delicate and complex process. If one aims to manage an organization, it is necessary to understand its operation. Organization is the combination of science and people. While science and technology is predictable, the human behaviour in organization is rather unpredictable. This is because it arises from deep needs and value systems of people...
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...From: AAAI Technical Report SS-94-07. Compilation copyright © 1994, AAAI (www.aaai.org). All rights reserved. TOOLS AND TECHNIQUES FOR ORGANIZATIONALPROCESS DESIGN (Extended AbstracO John Idicula GINTIC Institute of Manufacturing Technology NanyangTechnological University Nanyang Avenue Singapore 2263 idicula@ntu.ac.sg 1. Introduction Organizations need to rapidly adapt to changes in dynamic markets. The design of an organization can hinder or even prevent it from responding quickly to changes in its environment. The processes along with other resources in the organization drive its workand responses to changes in its environment. Processes of an agile organization must be effective, efficient, reusable and well managed. Furthermore, they must ease quick responses to changesin the environmentof the organization. The study of designing organizational processes can stimulate us to design better organizations. It can borrow ideas, tools and techniques fromareas such as artificial intelligence, computer science, coordination science, logic and operations research. Mostof the activities performedin organizations deal with the processing of information to meet various goals. The design of an organization must support the primary activities that help the organization to achieve its goals. Information technology is providing new ways of organizing and performing activities. Transactions that required several hours of human attention can nowbe achieved in a few seconds. There are...
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