...Journal 1 – 12 angry men ^ Journal 2- Huge Class Dicussion On those Moral discussion questions ^ Journal 3- Trip Journal 4 –Trip Journal 5 – Doodlebug Journal 6 – Listenining ^ Journal 7 – Patiences Journal – Smoking/Peer-Pressure ^ Journal 9- Reflection on the course Journal 1 I never thought I’d end up in group dynamics, but I decided to further educate myself in psychology. It’s my first week in and I’m having a blast learning all kinds of things about group formation and group decisions. I especially learned a lot from watching 12 Angry Men with my classmates. I loved this film because it identified almost all of the group roles in some way, so for me I really got a chunk of what group dynamics really is my very first day. I found group dynamics to be about a list of things, but more specifically to feel affection and be in control while in a group because most members of a group expect to be able to speak and be understood in discussions. The next day I was partnered with a group of individuals I didn’t really know at the time, but we were tasked with identifying the group roles of each jury member in 12 Angry Men. Anyway, I am very intuitive person and I felt I wasn’t getting enough recognition in my group the time. I wanted give a more in-depth opinion on the group roles we were discussing, but I guess my group was more focused on generalizing the group roles for each jury member. Although I didn’t get to fully express my opinion… but...
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...GROUP INTERACTION JOURNAL ARTICLES Compiled by Lawrence R. Frey University of Colorado at Boulder Aamodt, M. G., & Kimbrough, W. W. (1982). Effects of group heterogeneity on quality of task solutions. Psychological Review, 50, 171-174. Abbey, D. S. (1982). Conflict in unstructured groups: An explanation from control-theory. Psychological Reports, 51, 177-178. Abele, A. E. (2003). The dynamics of masculine-agentic and feminine-communal traits: Findings from a prospective study. Journal of Personality and Social Psychology, 85, 768-776. Abele, A., Gendolla, G. H. E., & Petzold, P. (1998). Positive mood and in-group—out-group differentiation in a minimal group setting. Personality and Social Psychology Bulletin, 24, 1343-1357. Aberson, C. L., Healy, M., & Romero, V. (2000). Ingroup bias and self-esteem: A meta-analysis. Personality and Social Psychology Review, 4, 157-173. Abougendia, M., Joyce, A. S., Piper, W. E., & Ogrodniczuk, J. S. (2004). Alliance as a mediator of expectancy effects in short-term group psychotherapy. Group Dynamics: Theory, Research, and Practice, 8, 3-12. Abraham, A. (1973a). Group tensions as measured by configurations of different self and transself aspects. Group Process, 5, 71-89. Abraham, A. (1973b). A model for exploring intra and interindividual processes in groups. International Journal of Group Psychotherapy, 23, 3-22. Abraham, A. (1974-1975). Processes in groups. Bulletin de Psychogie, 28, 746-758. Abraham, A., Geffroy, Y., & Ancelin-Schutzenberger...
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...Journal of Business Strategy Nokia: a case study in managing industry downturn Raúl Carral Markus Kajanto Article information: To cite this document: Raúl Carral Markus Kajanto, (2008),"Nokia: a case study in managing industry downturn", Journal of Business Strategy, Vol. 29 Iss 1 pp. 25 - 33 Permanent link to this document: http://dx.doi.org/10.1108/02756660810845679 Downloaded on: 05 November 2014, At: 03:22 (PT) References: this document contains references to 10 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 6911 times since 2008* Downloaded by UNIVERSITY COLLEGE DUBLIN At 03:22 05 November 2014 (PT) Users who downloaded this article also downloaded: Martin Zander, Jamie Anderson, (2008),"Breaking up mobile: implications for firm strategy", info, Vol. 10 Iss 4 pp. 3-12 Peter Curwen, (2014),"Can Nokia survive the jump into icy waters? Reprise", info, Vol. 16 Iss 2 pp. - http://dx.doi.org/10.1108/ info-11-2013-0057 Mitch McCasland, (2005),"Mobile marketing to millennials", Young Consumers, Vol. 6 Iss 3 pp. 8-13 Access to this document was granted through an Emerald subscription provided by 126269 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for...
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...[pic] Ecole Superieures Libre des Sciences Commerciales Appliquees Doctorate of Business Administration Human Capital Management Paper on Dynamic Capabilities of Firms Presented to: Dr. Sherif Delawar By Mohamed Antably March 2012 Cairo, Egypt. Abstract: From one hand the dynamic capabilities of firms are the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. Other hand, Human capital ultimate objectives are linking HR practices and knowledge with goals of the firm to achieve and develop Competitive advantages. Accordingly, linking both statements would generate that HC is not only working to achieve the organizations objectives and but also to formalize, maintain and develop the firm dynamic capabilities. HC should also work on sharing and collecting success stories, lessons learnt and implicit individuals' knowledge into institutional explicit knowledge. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining which is more difficult among horizontal levels but easy in the vertical levels applying the chain of command), shaped by the firm's asset positions (such as the firm's portfolio of difficult-to-trade knowledge assets and complementary assets), and the evolution path(s) it has adopted or inherited. The importance of path dependencies is ampled...
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...Table of Contents Introduction Microsoft Dynamics Courseware Overview…………………………………………………….....0-3 Student Objectives…………………………………………………………………………………………….0-4 Module 1: FINANCIAL MANAGEMENT SETUP Lesson 1: General Ledger Setup ...............................................................................................................1-2 Lesson 2: Accounting Periods ................................................................................................................. 1-10 Lab 1.1: Accounting Periods .................................................................................................................... 1-14 Module 2: CHART OF ACCOUNTS Lesson 1: Chart of Accounts Overview ...................................................................................................2-2 Lesson 2: G/L Account Card .......................................................................................................................2-2 Lesson 3: G/L Account Card Ribbon .......................................................................................................2-8 Lab 2.1: Create a Revenue Account ...................................................................................................... 2-11 Lesson 4: Chart of Accounts .................................................................................................................... 2-13 Lab 2.2: Assign a Dimension to Multiple Accounts ................................................................
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...The Development of a Measure of Business Process Orientation and its Link to the Interdepartmental Dynamics Construct of Market Orientation by Dr. Kevin McCormack President DRK Research and Consulting LLC Kmccormack@drkresearch.org tel.205-733-2096 fax 205-733-2094 2232 Baneberry Dr. Birmingham, AL 35244 March, 1999 ABSTRACT Interdepartmental and cross functional interaction are proposed to be critical to business success in today’s environment. Interdepartmental dynamics, a component of the Kohli and Jaworski market orientation framework, has been shown to influence market orientation and business performance. Several concepts have developed recently relating to and possibly further defining these components of market orientation. These are concepts of the business process orientation of an organization and the impact on interdepartmental and cross functional interaction. This study develops the construct of business process orientation (BPO) as it relates to interdepartmental dynamics. It also develops and validates the measures for BPO and tests the proposed relationship of BPO to interdepartmental dynamics. Copyright( - Property of Dr. Kevin McCormack. Do not copy without permission TABLE OF CONTENTS EXECUTIVE SUMMARY ………………………………………………………. 3 I. INTRODUCTION AND PURPOSE……………………………………… 4 II LITERATURE REVIEW (edited)………………………………………… 7 III RESEARCH DESIGN ……………………………………………………. 10 IV...
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...Faculty Title: Lord Ashcroft International Business School Effective Team and Performance Management Department: HRM, Organisational Behaviour and Tourism Module Code: MOD003554 Academic Year: 2012/13 Semester/Trimester: 2 Table of Contents 1. Introduction 3 2. Exclusive summary 3 3. Company's Background 3 4. Main Body 4 Nature of the Teams 4 Why do we join them? 5 What are teams, groups? 5 Formation 5 Personality 6 Social exchange theory 7 Belbin 7 Team cohesion 8 Concertive Control 9 Performance 10 Emotional Intelligence 12 Conflict 14 5. Conclusion 15 6. Recommendations 15 The List of References 17 The List of Bibliography 20 1. Introduction This report is designed to critically analyse positive and negative issues surrounding team dynamics and team formation that has occurred in the provided case study using appropriate theories and concepts such as team cohesion, structure, team norms/values and stages of group development. Furthermore, report will also evaluate the critical factors such as social loafing, team size, emotional intelligence and will summarise them introducing with the main ones which impacts effective team environment most. Moreover, recommendations will be proposed for change to occur in the team according to decision-making, leadership style and will...
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... |College of Humanities | | |COMM/400 Version 5 | | |Management Communication Skills | Copyright © 2010, 2008, 2006, 2004 by University of Phoenix. All rights reserved. Course Description This course focuses on identifying and developing the communications skills necessary to manage individuals and groups successfully within business and work organizations. Students will identify their management communication styles and will assess and improve their effectiveness in the areas of interpersonal communications, group dynamics, diversity, motivation, team building, and conflict resolution. 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...
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...Task 1 – The Scenario Last year I was able to join the marketing department in one of the leading enterprises in the world in the field of car manufacturing, which was in consistency with the professional background of mine and the career prospect designed by myself. At first, I was expecting to gain a direct and overall understanding of the daily work and responsibility of employees in the marketing department, which may contribute to the future development of my career prospect. However, things were different from my expectations to a large extent. Cathy took the main responsibility in charge of the marketing department, and she was a serious and strict leader in terms of all aspects of work and duty within the marketing department. Approximately one year ago, she was appointed as the leader of the marketing department from the manufacturing department as a result of the revolution and change in the marketing department. For Cathy who had benefited from the strict and rigid way of management, she tended to apply this way of management in the marketing department, which was in fact totally different from the working and management model in the manufacturing department. She abolished the original rewarding system in the marketing department. In fact, after the arrival of her, staffs in the marketing department were disappointed by the less stimulating rewarding system in the marketing department. Cathy tended to take the excellent working performance of staffs in the marketing...
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...Nova Southeastern University Wayne Huizenga Graduate School of Business & Entrepreneurship Assignment for Course: MGT 5105 Organizational Behavior in a Dynamic/Complex World Submitted to: Dr. Roslyn Vargas Submitted by: Hannel Pina N01714493 12680 SW 54th Court Miramar, FL 33027 (954) 622-7729 (786) 512-1368 Date of Submission: 10/18/2015 Title of Assignment: Individual Reflection on Group Consulting Experience CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledge and disclosed in the paper. I have also cited any sources from which I used data, ideas of words, whether quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Student Signature: Hannel Pina ******************************************* Instructor’s Grade on Assignment: Instructor’s Comments: Table of contents Introduction …………………………………………………………………………… 3-4 Evolution of the group/team over the term …………………………………………. 4-5 Group/team dynamics ………………………………………………………………… 5-6 Group structure ……………………………………………………………………….. 6 Intergroup/intra-group conflict ……………………………………………………… 6-7 Korn-Ferry assessment results ………………………………………………………. 8-9 Summary and take-aways …………………………………………………………… 9-10 Peer Evaluation ………………………………………………………………………. 11-14 Reference List …………………………………………………………………………...
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...Winston-Salem State University The School of Health Sciences Division of Nursing RN-BSN Option [pic] NURSING 2312 Dynamics of Professional Nursing FACULTY: Steven K. Pierce RN, MSN, APRN, CNE Winston-Salem State University The School of Health Sciences Division of Nursing RN-BSN Option Course Number: Nursing 2312 Course Title: Dynamics of Professional Nursing Placement: Level II Credit Hours: 3 Semester Hours Pre-requisites: Completion of General Studies requirements and nursing support courses or special permission. Faculty: Course Description: This course is designed to introduce the registered nurse student to concepts inherent in baccalaureate nursing education. The philosophy, conceptual framework, program purpose and objectives will be discussed. Emphasis will be placed on the nursing process, as well as knowledge and skills that bridge prior learning experiences with current professional nursing practice. Course Objectives: 1. Describe the characteristics of professional nursing practice. 2. Interpret the relationship of the major concepts and theories threaded throughout the nursing curriculum to professional nursing practice. 3. Relate to professional nursing practice philosophical beliefs about man, environment and health. 4. Evaluate how nursing theory guides nursing practice. 5. Analyze how the professional...
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...Journal of Marketing Management Vol. 26, Nos. 1–2, February 2010, 74–89 From an aggregate to a brand network: a study of the ´ brand portfolio at L’Oreal Claude Chailan, International University of Monaco, Monaco Abstract Our purpose is to contribute to the understanding of brand-portfolio management by examining the brand-portfolio strategies of a world-leading company. We started to work on a case study with L’Oreal. Our research ´ focused on two questions: (1) what reasons lead L’Oreal to develop a brand´ portfolio strategy?; (2) how can brand-portfolio management create a higher and stronger level of competitive advantage for this company? The results show that an aggregation of brands is not in itself a brand portfolio. The juxtaposition of brands is one of, but not the sole, element necessary for the development of a brand portfolio, which is a combination of a brand ensemble and key competences born out of organisational savoir-faire. By analysing the evolution of the L’Oreal brand portfolio, this work shows how the brand ´ combination within a portfolio is a key factor for company development, growth, and risk management. It is a crucial phase to understand L’Oreal’s competitive ´ advantage. Keywords brand portfolio; brands; strategic marketing; L’Oreal ´ Introduction Many firms are becoming increasingly concerned with the definition of the relationships between brands within the company as parts of a whole, and with the organisation of these connections within...
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...portfolio construction models that include optimization models (mean-variance framework and extensions such as robust portfolio optimization), multi-factor risk models, risk control models, and transaction cost forecasting models. Return attribution models for performance evaluation will be covered. Model risk and model/strategy backtesting will be highlighted. Guest speakers from quantitative asset management firms are scheduled. Determination of final grade: Final exam ………………………………. 40% Design project …………………………… 25% Term paper ………………………………. 25% Problem sets ……………………………… 10% Course material and reading assignments: No textbook is required for the book. Instead, the sources for the reading assignments will be (1) articles available from journals that Princeton subscribes, (2) free downloads from the Internet, and (3) material I have prepared for the course. There will be a list posted on Blackboard that will provide the material assigned. I suggest that you download the articles and create a folder with the readings. Updating the course outline:...
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...introduces strategic capability architecture and investigates how network capability emerges within the configuration of other capabilities in these firms. We found that in customer oriented capability sets, network capabilities are central to the formation this kind of capabilities. In other types of capability sets, networking capabilities play an important role as assets in the formation of the capability sets. Furthermore, we identified that the networking capabilities act in unison with other capabilities through three different logics, termed partnering, value streaming and horizontal allying. Keywords: network capability, relational capabilities, cooperative competencies, competence and capability configurations Competitive paper 1 NETWORK CAPABILITY – EMERGING AS PART OF AN INDUSTRIAL FIRMS COMPETENCE CONFIGURATION INTRODUCTION The challenges of developing an...
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...Citation: Netland, T. H. & Aspelund, A. (2013) Company-specific production systems and competitive advantage: A resource-based view on the Volvo Production System. International Journal of Operations & Production Management, Vol. 33, Iss. 11/12 Post-print. This is an Author's Original Manuscript of an article accepted for publication in the International Journal of Operations & Production Management, Vol. 33, Iss. 12. Forthcoming. Company-specific Production Systems and Competitive Advantage: A resource-based view on the Volvo Production System Torbjørn H. Netland1, 2 and Arild Aspelund1 1 Department of Industrial Economics and Technology Management, NTNU 2 McDonough School of Business, Georgetown University Abstract Purpose: In order to improve competitiveness on a global scale, multinational enterprises increasingly develop a company-specific Production System (XPS) and deploy it in their worldwide operations. An XPS is synonymous with a tailored corporate-wide improvement programme. The purpose of this paper is to explore the circumstances under which an XPS can provide a competitive advantage. Methodology: We use an explorative case study methodology to investigate the link between the establishment of an XPS and competitive advantage. Specifically we investigate the part of the Volvo Group’s globally implemented Volvo Production System (VPS) that aim to improve the manufacturing processes worldwide. Due to its historical trajectories, Volvo ...
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