...|[pic] |Syllabus | | |School of Business | | |LDR/531 Version 4 | | |Organizational Leadership | Copyright © 2011, 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course prepares students to apply leadership principles to the roles they play as managers. Students will discover more about themselves and will learn more about the connection between the individual and the organization. Other topics include organizational culture, structure, group behavior, motivation, power, politics, organizational change, and workplace conflict. 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.2+10+ University policies are subject to change. Be sure to read the policies at the...
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...HSM Personal Leadership Plan Hsm/230 01/15/2011 The type of organization or agency, I will be pursuing in my career choice, will either be in Mental Health as a Substance Abuse counselor, a Rehabilitation Center, and/or ultimately getting my MFT to do Marriage, Family Therapy specializing in substance abuse. In the mean time, I will pursue working in the Administration field of Human Services. So, in all areas that I have chosen for my future, the ethical issues and leadership are directed towards the same area, and are all of similar concerns. Although, let’s focus on Administration, since that affects the human service agency as a “whole”. I personally feel that it is possible that the straight forwardness of transactional leadership may be very effective. However, I would lead with, transformational leadership as my motivator. I feel that leadership that focuses on engaging people through relationships, is more efficient and effective. Working together as a team to reach the goals that are set forth, makes everyone feel more important, which makes people ‘want to’ work harder and want to achieve the highest goals that need to be accomplished. “Gardner (1990) in his examination of leadership today argues that there is a moral dimension of leadership that is related to the responsibility to constituents. He said, “We believe, with Immanuel Kant, that individuals should be treated as ends in themselves, not as a means to the leader’s end, not as objects to be...
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...history of management Topic 3: The management environment Topic 4: Planning and Strategy Formulation Topic 5: Decision Making Topic 6: Organizing structure and design Topic 7: HRM Topic 8: Leading Topic 9: Teamwork Topic 10: Motivation & Communication Topic 11: Organizational Control 2 Topic from Daft (2012) and Innovation Adapted 12: Change 6/11/2012 Topics to discuss History of Management Evolution of Management thinking Environment of Management Corporate Culture, Ethics and Social Responsibility Management Planning -Managerial planning & goal setting - Strategy formulation & Implementation - Managerial decision making Organizing -Designing adaptive organizations -Managing change & innovation -Human resource Management Leading -Leadership -Motivation -Communication -Teamwork Controlling -Managerial and Quality control 3 Adapted from Daft (2012) 6/11/2012 Working Plan Topic Session No 1 2 Session 1 Session 2 Topics Textbook NEM Ch 1 NEM Ch 2 Tutorial Cases Questions 1, 5, 8, 9 Elektra Products, Inc (p.56) Introduction to Management The History of Management The Management Environment, Ethics and CSR Planning & Strategy Formulation 4, 6, 7 SIA Corporation (p. 58) 3 Session 3 NEM Ch 3 NEM Ch 5 Rio Grande Supply Company Ch3: 3, 4 (p.176) Ch5: 3, 6 Empress Luxury Lines (p.179) 4 Session 4 - Nielsen Media Research NEM Chs 7 & Ch7: 1, 2 (p.262) Ch 8: 4, 6 - Edmunds Corrugated...
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...2009 Office Phone Email Chiung-Hui Tseng 61411A (Institute of International Business) (06) 275-7575 ext.53512 ctseng@mail.ncku.edu.tw Texts Ireland, Hoskisson, and Hitt (2009) The Management of Strategy: Concepts and Cases, 8th Edition, South-Western Press. Course Objectives In the past a few decades, the trend of globalization has rendered the world economies more interdependent. All businesses today (both international and domestic ones) are exposed to international competitive forces that can have serious consequences for their performance and survival. Such international competition especially brings new challenges and problems to corporations and managers directly involved in foreign markets. Among various issues arising from international operations, this course particularly focuses on the managerial challenges associated with strategy development and corporate management for those firms whose business activities transcend national boundaries. Specifically, objectives of this course are twofold: 1. to expose students to issues related to business strategy within the context of global markets and competition 2. to provide students with significant opportunities to develop oral communication and presentation skills Requirements and Grading Individual Activities: Participation 40% Exam (close-book) 20% Group Activities: Chapter Text Presentation and Discussion Leading 20% Case Analysis and Presentation...
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...incorporate the following 3 skills proficiently and execute them to challenge myself and others for better communication within the organization for the company that I would be employed with. i. Authentic Leadership- “Be yourself.” Self aware is important with any career of choice. Do not be afraid to say what you think. ii. Intellectual Stimulation- challenge organizational norms and status quo, encourage employees to think creatively and work harder. iii. Inspirational motivation- comes up with a vision that is inspiring to others. Authentic Leadership is that you have to be who you are and be able to say what is on your mind. I have found that by not being able to say what it is that you think it causes confusion of another person knowing exactly what is going on without specific clarification. Changes are coming and going everyday in the work industry and if you are not part of the equations of what will take place you will be lost as the change occurs. In this role of leadership understanding, empathy and respect all play a role in achieving success through your employees. All future leaders should have already experienced and gained these skills to have a smooth running facility with its employees. Intellectual Stimulation proves to be an ideal leadership insight with companies that care about their employees. You have to be able to understand, comprehend and take a role for others to be a good leader. In my opinion and theory of this type of leadership you should be able...
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...|[pic] |Syllabus | | |School of Business | | |MGT/521 Version 5 | | |Management | | | | | Course Description This course applies the tools available to University of Phoenix graduate students and the competencies of successful managers to understand the functions of business. Students develop an increased awareness of their own perceptions and values in order to manage and communicate with others more effectively. Other topics include MBA program goals, argument construction, decision making, collaboration, and academic research. 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...
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...Course Description Today's business environment requires you to understand the characteristics of effective teams and team players in an organizational context. The class focuses on methods of understanding and improving the performance of work teams. A holistic view of teams is obtained through combining psychological theories and current practices in contemporary business organizations. A heavy emphasis is placed on experiential learning, including a variety of team-building exercises mainly of the dynamics of small group processes, with students provided the opportunity to become aware of how they personally work in teams. Your ability to learn during this course depends upon your understanding of the text, an open and active participation during class and your thoughtful introspection. Course Requirements and Grading * Class attendance is mandatory. I expect you to attend every class (and be on time), since you cannot participate unless you are present. You may skip only one class during the semester. Any additional nonappearance will be penalized with 2 points for each nonappearance in your final course grade. I expect you to participate completely in all class activities. You can contribute to class learning and your own learning by openness to new ideas and a willingness to share your thoughts and ideas with others in the class. * Personal diary - 5% * Class presentation - 30% (in teams) * Final project - 65% (in teams) Personal diary In order...
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...Addressing Challenges of Groups and Teams LDR/531 University of Phoenix Prof. María Gaudier Diez June 28, 2011 Addressing Challenges of Groups and Teams Groups and teams are composed by peoplethat have the compromise of comply with goals and objectives of the organization in which they work. The communications industry is one that have constantly changes do to the technological advances and he or she are supposed to work forward these constant changes. Is a challenge to persuade the groups and teams to become effective and efficient while these changes affects his or her development and performance, and keep his or her interested in all kind of challenge that they have to face time to time.Dessert Communications needs to improve their services because profits have declined. We as managers of the staff have the commitment of work together with employees for a common goal, improve services like offer phone insurance, additional minutes plans, roadside service, and improve telecommunications. We also have to evaluate our employees in customer’s satisfaction ratings, and evaluate the percentage of sales during a service call. Which methods will be used to present the operational change? Suggest a method for an operational change consists of many factors that will result effective or ineffective. This will depend of what kind of method managers decide will be more effective and influential, and how these managers constantly needs to improve the manner in...
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...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 Hoch, S. J., Kunreuther, H. C., & Gunther, R. E. (Eds.). (2001). Wharton on making decisions. New York, NY: Wiley. Nickels, W. G., McHugh, J. M., & McHugh, S. M. (2010). Understanding business (9th ed.). New York, NY: McGraw-Hill/Irwin. Robbins, S. P. & Judge, T. A. (2011). Organizational behavior (14th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. Spatt, B. (2011). Writing from Sources (8th ed.). Boston, MA: Bedford/ St. Martin‘s. Yukl, G. (2010). Leadership in organizations (7th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. All electronic materials are available on the student website. Week One: Constructing and Supporting an Argument Details Due Points Objectives 1.1 Identify channels for business...
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...LOVELY PROFESSIONAL UNIVERSITY INSTRUCTION PLAN (for Lectures) Term: 3rd Course No. COM604 Course Title: STRATEGIC MANAGEMENT L: 4 T: 1 P: 0 Textbook: 1. Hunger J. D. and Wheelen T. L. , Strategic Management & Business Policy, Pearson Education, New Delhi, 8th Ed., 2006 Other Specific Books: 2. Kazmi, A. Business Policy and Strategic Management, Tata McGraw Hill, New Delhi, 2nd Ed. 2007 3. Jauch, R. Lawrence, R. Gupta and W.F.Glueck, Business Policy and Strategic Management, Frank Bros.&Co., 7th Ed.,2007 Other readings: |S. No |Journal articles as compulsory reading | |. |Camillus, J. C. Strategy as a wicked problem, Harvard Business Review, May 2008 | | |Hirotaka, The contradictions that Drive Toyota’s success, Harvard Business Review, June, 2008 | | |C.K. Prahalad’s Plan: India @75, Business Today, August 24, 2008 | | |McAfee, A. and Brynjolfsson, E., Investing in IT that makes a competitive Difference, Harvard Business Review, July-August, 2008, PP.98-107 | | |Collis, D.J. and Montgomery, C.A., Competing on Resource, Harvard Business Review, July-August, 1995 ...
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...OBLIGATIONS FOR A NONCOMMISSION OFFICER Sgt James A. Carter II Sergeants Course 5-14 1st Platoon 23rd Jul 2014 Carter 2 OBLIGATIONS FOR A NONCOMMISSION OFFICER Leadership is the foundation of the Marine Corps. As a noncommissioned officer, you are the backbone to carry on the traditions placed before our time. Are noncommissioned officers fully engaging their obligations as a leader to include the unit, the subordinates and to self?If your actions inspire others to dream more, learn more, do more and become more, you are a leader. As a leader in the Marine Corps you are obligated to your unit to achieve mission accomplishment, maintain unit cohesion among peers and subordinates and commitment to unit functions, events, PME. Rather you like it or not your presence and voice holds great power. Accomplishing the mission is vital to the unit as a noncommissioned officer. You have all of your superiors and subordinates looking for you to get the job done. The unit cohesion can be maintained in various forms which include unit physical training, shop and unit function example hail and farewell and mandatory fun day. If these are done on a daily basis in the unit, the unit’s morale could remain balanced if not tempered. Over time the unit will experience Marines with different backgrounds, this will also add some variety.Our noncommissioned officers understand that the title “Marine” is common thread that binds us together. The second obligation as a noncommissioned...
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...Course Syllabus Please print a copy of this syllabus for handy reference. Whenever there is a question about what assignments are due, please remember this syllabus is the ruling document. Course Number: MGT/ 230Course Title:Management Theory and Practices Course Schedule:Start Date: September 03, 2013 -- End Date: October 07, 2012 Where To Go To Class: Your Course Forums MAIN Forum: This is the forum for all course-related discussions. All of your participation grade will come from your activities in this room. It has read-and-write access for everyone. CHAT Forum: This is a read-and-write access Forum. This is your student lounge. It is a place to discuss issues not related to the course content, but you can use it for discussion questions. You will post your BIOGRAPHY to this Forum. COURSE MATERIALS: This is a read-only Forum, which means you can read messages here but not send any. I will post the syllabus, lectures/case studies, and other supplementary materials here. LEARNING –TEAMS – A, B, C, D, & E: These learning team forums will be used as workrooms for the learning teams. I will assign you to one of these groups by Sunday (sixth day of the first week). INDIVIDUAL FORUM: You will see one forum with your name on it. This is a private forum, shared only by you and me, the facilitator. Your classmates will not have access to this forum. You can ask questions here. You can also ask questions here concerning your specific circumstance...
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...Week 1 CheckPoint 2 Article Review on Diversity in the Workplace MGT 210 Week 1 Assignment Article Search MGT 210 Week 2 CheckPoint Incident 2-2: Bad Times at Quality Shoe MGT 210 Week 2 DQ 1 and DQ 2 MGT 210 Week 3 CheckPoint: Incident 6-2: What Should I Do Next? MGT 210 Week 3 Assignment: Exercise 7-2: “In-Basket” MGT 210 Week 4 CheckPoint: Work Team Concepts MGT 210 Week 4 DQ 1 and DQ 2 MGT 210 Week 5 CheckPoint Recruiting, Selecting, Orienting, and Training MGT 210 Week 5 Assignment: Exercise 10-2: OJT MGT 210 Week 6 CheckPoint: Employees’ Union MGT 210 Week 6 DQ 1 and DQ 2 MGT 210 Week 7 CheckPoint: Incident 14-1: No Extra Effort MGT 210 Week 7 Assignment: Exercise 15-3: Test Your Leadership Style MGT 210 Week 8 CheckPoint: Incident 18-1: Changes in an Employee’s Behavior MGT 210 Week 8 DQ 1 and DQ 2 MGT 210 Week 9 Capstone CheckPoint MGT 210 Week 9 Final Project: Best Practices Manual for Supervisors ------------------------------------------------------------- MGT 210 Week 1 Assignment Article Search For more course tutorials visit www.mgt210.com Assignment: Article Search Resources: Appendix A, University Library, Ch. 1 (p. 19) of Supervision: Key Link to Productivity, and the References within the References Page section of Ch. 2 in Axia College’s Writing Style Handbook Review the six supervisory responsibilities listed in Appendix A. Locate articles from the University Library for each of the six supervisory responsibilities listed in Appendix...
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...read in conjunction with the online learning materials which can be found on your MyUnits page. Unit coordinator Dr Amy Huang (A.Huang@murdoch.edu.au) © Published by Murdoch University, Perth, Western Australia, 2016 This publication is copyright. Except as permitted by the Copyright Act no part of it may in any form or by any electronic, mechanical, photocopying, recording or any other means be reproduced, stored in a retrieval system or be broadcast or transmitted without the prior written permission of the publisher. BUS378 Knowledge and Organisational Learning Murdo 2 ch University Contents Unit information Information about the unit 3 Contact details 5 How to study this unit 8 Resources for the unit 10 Study schedule 11 Assessment 13 Appendix 1 Essay marking guide 17 Appendix 2 Presentation marking guide 18 Murdoch University BUS378 Knowledge and Organisational Learning 3 Information about the unit Welcome to: BUS378 Knowledge and Organisational Learning Unit description The management of information and knowledge and its role in organisations are widely recognised as important elements contributing to international competitiveness in the digital (knowledge based) economy. This unit examines how the concepts of information and knowledge assist in the understanding of organisational processes, organisational learning and strategy. Topics examined include: The origins and future of knowledge creation, dissemination and management; knowledge...
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...|[pic] |Syllabus | | |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...
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