...1. The Lumen and Absorb teams are in very similar circumstances but differ dramatically in their intrinsic motivation. How did these differences come about and what were their effects? From all the diary notes and the survey data the major factor causing such a big difference between Lumen and the Absorb team motivation level and as a result their performance. This factor is the team leaders’ behavior and style of management in each of these teams. The team leader or manager being a main role player in both teams has shaped the performance and motivation level of the team members and has led Lumen to be a successful and lively team, while the Absorb to a directionless and aimless team. The absorb team’s some members had also been together in a team previously, but there is no such an indication that they had underperformed in their previous teams, while now they are finding their team leader an authoritarian leader who instead of encouraging their hearts is looking by himself as what is right and what is wrong. He seems to be applying the Old management model which is to get things done in his own way rather than letting his team choose the way they do things, so that they feel motivated doing it. Let us look at the definition of team to understand if they were team in its modern sense of meaning. The Lumen team is a flat team with an effective communication system of the whole team members and the flow of information among the members including the team leader. The consent...
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...development teams at Crutchfield Chemical Engineering in terms of motivation and creativity? The Lumen Team is obviously much more motivated and creative than the Absorb Team. This situation is created by the leadership styles of the team leaders. Max is showing very effective leadership while Chip is acting like a mere manager rather than a leader. Although trait motivation levels are similar in both teams, Chip kills all the motivation and creativeness of his team members with his insensitive, close minded and destructive attitude. We can see this from electronic daily diaries of the two teams. The Lumen Team members are highly motivated and very eager to innovate and improve inspired by their team leader, Max. However, the Absorb Team event don’t know exactly what their schedule is for the project. 2. From the electronic daily diaries what are the differences in team leader behavior, team members’ thoughts and behaviors and team dynamics? In the Lumen Team, Max allows each member to work independently on a different aspect of the project which support team members’ confidence in performing a task which in turn leads to a better performance. However, in the Absorb Team, Chip micromanages his employees and this decreases the confidence level of team members as well as their performance. In the Lumen Team, Max is very sensitive towards his team members. We can see that in Day 1 diary. Max is open to suggestions and insights of his team members. By this way, each team member...
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...For the exclusive use of V. Chugh, 2016. 9-804-118 REV: JULY 5, 2007 TERESA M. AMABILE ELIZABETH A. SCHATZEL The Lumen and Absorb Teams at Crutchfield Chemical Engineering Realizing that his next appointment would be starting momentarily, Paul Burke hurriedly attempted to tidy up his somewhat chaotic desk. The meeting was going to include discussion of some troubling data he had recently received, and he wanted space for spreading out and making notations on the charts. It was April 2003, and Burke was in his sixth year as director of the Polymers Department in the Corporate Technology Development (CTD) division of Crutchfield Chemical Engineering (CCE), a large, international chemicals and fibers manufacturer. CCE was in the last stages of a companywide downsizing that had resulted in an 18% reduction in force over the past six months. At 52, Burke had seen a number of prior downsizings and other organizational upheavals in his years at CCE and other firms in the industry. He was well aware that, following such changes, employee morale and performance often suffered initially but soon rebounded. However, a recent Human Resources (HR) survey and his own observations had led him to become particularly concerned about drastic differences among his five research and development (R&D) teams in both motivation levels and performance. Wishing to reverse what seemed to be a dangerous trend, he had engaged organizational psychologist Joanna McKinty, an external...
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...motivation levels and performance of all the five R&D teams. According to the survey conducted by McKinty which gauged the daily intrinsic motivation of each team member across all the 5 teams by using a set of qualitative and quantitative questions. There was a sharp difference between two elite technology development teams in terms of creativity and motivation, mostly attributed to the efforts of respective team leaders, Lumen possessing a transformational leader whereas Absorb had more of transactional leader . After ten days’ worth of electronic daily diaries collected from all individuals of the two teams, the study enlightens about team leader behaviours, team member thoughts and behaviours, team dynamics, and project progress. Relating to Maslow’s Hierarchy of Needs When we relate the performance of the Lumen team to the motivation theories, we can see that the team derived from their work confidence, sense of achievement and respect for each other. They also felt a sense of belonging and were empathetic about each other’s emotions. The work challenges enhanced their creativity and hence increased their motivation levels. Conceptualizing Maslow’s hierarchy of needs, Lumen team’s belonging and esteem needs were fulfilled and they were moving into actualization phase which justifies the high level of motivation and creativity in the team In contrary, Absorb team had a lot of insecurities among the team partially due to the downsizing phase and there was sort...
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...The Lumen and Absorb Teams at Crutchfield Chemical Engineering Case Introduction: We would like to give a brief outline of the Crutchfield chemical engineering company (CCE). This company is a U.S subsidiary of PPQ worldwide industries it was acquired in 1996 by them. It’s main line of business is speciality chemical lines and has been replacing this with engineered lines for a variety of products. CCE was in the last stage of a companywide downsizing that had resulted in an 18% reduction in work force over the past six months. In CCE there is a department called Corporate Technology Development (CTE) division. The mission of the CTE is to develop new technologies and products that could yield significant new revenue in new markets over the next five years. This CTE division consists of three departments, with one of the departments being the Polymer’s department which was under Paul Burke, who was the director of this department. This Polymer’s division was sub-divided into five project teams each with their own specific mission, team leaders and members. (They were all research and development teams.) An HR annual study of the skill sets, performance, work environment and motivation of each of Paul Burke’s research and development teams was done. The study contained good and bad news. The good news being that even though CCE had downsized the work force Paul Burke had still nearly managed to keep all the top and qualified performers in his department. The bad...
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...CCE is now in the last stage of its companywide downsizing that resulted in 18% workforce reduction in the last 6 months. One of the departments under CTD belongs to Paul Burke, a seasoned director of the Polymers Department who has seen many downsizing cases in his time. He oversees 5 R&D project teams, 2 of which he has noticed a large discrepancy in terms of degree of motivation and performance: Lumen having high motivation and creativity and Absorb being the opposite. To investigate, Burke hired an organizational psych expert for the study of the day-by-day dynamics of the two teams. Using 10 days' worth of electronic daily diaries collected from all members of the two teams, the study reveals rich information about team leader behaviors, team member thoughts and behaviors, team dynamics, and project progress. II. Problem/Issue Definition Large a large discrepancy exists between Lumen and Absorb in terms of motivation and creativity, posing a direct threat to CCE as it is highly dependent on R&D and new product development. It is imperative to find out what keeps Lumen at their motivational highs, and how to maintain or increase it, while doing the same for Absorb. III. Analysis Framework The 17 Indisputable Laws of...
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...ORGANIZATIONAL BEHAVIOUR The Lumen and Absorb Teams at Crutchfield Chemical Engineering Section 6 AE 1 Mayukh Bhattacharya- 15S526 Ridhima Modi- 15S635 Srinath Srinivasan- 15S647 Tejas B- 15S649 Parinita Vijay Kumar- 15805 INTRODUCTION: Paul Burke, the director of the Polymers division of CTD was facing a major problem as after severe downsizing the productivity had fallen. Even after the downsizing, the retention was good and balanced. The most perplexing aspect was that there were huge differences in the performance and motivation of the team Absorb and team Lumen. The work at CTD had to be very creative and hence the employees motivation was very important. After analyzing the case, we realize that the main problem with Absorb was that it was not intrinsically motivated. The solution that we came up with is there should be goal setting in Absorb and Chip needs to increase his communication with the team members to motivate them. BACKGROUND: Crutchfield Chemical Engineering, a U.S. subsidiary of PPQ Worldwide Industries, $29 billion multinational company, headquartered at Geneva. Paul Burke was the Director at Polymers Deparment in the elite Corporate Technology Division (CTD) at its Elizabeth, New Jersey Headquarters for the past 6 years. Mission of CTD: explore new technologies and product categories that would then determine the future of the company. Owing to this work profile, CTD required a set of highly motivated and creative workers and an atmosphere...
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...Corporate Responsibility From a business perspective, working under government contracts can be a very lucrative proposition. In general, a stream of orders keep coming in, revenue increases and the company grows in the aggregate. The obvious downfalls to working in this manner is both higher quality expected as well as the extensive research and documentation required for government contracts. If a part fails to perform correctly it can cause minor glitches as well as problems that can carry serious repercussions, such as in the National Semiconductor case. When both the culpable component and company are found, the question arises of how extensive these repercussions should be. Is the company as an entity liable or do you look into individual employees within that company? From an ethical perspective one would have to look at the mitigating factors of both the employees and their superiors along with the role of others in the failure of these components. Next you would have to analyze the final ruling from a corporate perspective and then we must examine the macro issue of corporate responsibility in order to attempt to find a resolution for cases like these. The first mitigating factor involved in the National Semiconductor case is the uncertainty, on the part of the employees, on the duties that they were assigned. It is plausible that during the testing procedure, an employee couldnt distinguish which parts they were to test under government standards and commercial standards...
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...ii Cisco TelePresence Fundamentals Cisco TelePresence Fundamentals Tim Szigeti, Kevin McMenamy, Roland Saville, Alan Glowacki Copyright©2009 Cisco Systems, Inc. Published by: Cisco Press 800 East 96th Street Indianapolis, IN 46240 USA All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without written permission from the publisher, except for the inclusion of brief quotations in a review. Printed in the United States of America First Printing May 2009 Library of Congress Cataloging-in-Publication Data Cisco TelePresence fundamentals / Tim Szigeti ... [et al.]. p. cm. ISBN-13: 978-1-58705-593-5 (pbk.) ISBN-10: 1-58705-593-7 (pbk.) 1. Multimedia communications. 2. Computer conferencing. I. Szigeti, Tim. II. Title. [DNLM: 1. Cisco Systems, Inc. ] TK5105.15.C57 2009 006.7--dc22 2009013062 ISBN-13: 978-1-58705-593-5 ISBN-10: 1-58705-593-7 Warning and Disclaimer This book is designed to provide information about Cisco TelePresence. Every effort has been made to make this book as complete and as accurate as possible, but no warranty or fitness is implied. The information is provided on an “as is” basis. The authors, Cisco Press, and Cisco Systems, Inc. shall have neither liability nor responsibility to any person or entity with respect to any loss or damages arising from the information contained in this book or...
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...CONSUMER BEHAVIOR TOWARDS PHILIPS LED By Sai Puja S 1502008 Naresh Bitla 1502009 CHAPTER-1 INTRODUCTION TO THE INDUSTRY LIGHT EMITTING DIODE The electricity used over the lifetime of a single Incandescent bulb costs 5 to 10 times the original Purchase price of the bulb itself. Light Emitting Diode (LED) and Compact Fluorescent Lights (LED) bulbs have revolutionized energy-efficient lighting. 1.1. HISTORY OF LED: In 1907, British scientist Henry J. Round discovered the physical effect of electroluminescence, an optical and electrical phenomenon in which a material emits light in response to an electric current passed through it or to a strong electric field. The light produced was very dim and not bright enough to stimulate further research. In the early 1960s, groups at RCA, IBM, GE and MIT were working actively on LEDs. Among the first commercially available LEDs was an 870 nm IR device sold by Texas Instruments for $130 US. Around the same time, GE distributed red LEDs through the Allied radio catalog for $260 US. Obviously, LEDs were quite expensive and sold only in low volumes. In 1964, IBM used GaAsP LEDs on circuit boards in an early mainframe computer. This is significant for the first time LEDs provided a compelling value proposition to both manufacturer and end-user over conventional lighting technology. As an on-off indicator light, the LED could be mounted directly onto the circuit board, used less power, and had a seemingly infinite...
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...How to go to your page This eBook set contains two volumes. The main content pages are contiguously numbered: use the Table of Contents to find those page numbers. The front matter pages and indices are labeled with the Volume number and page separated by a colon. For example, to go to page vi of Volume 1, type Vol1:vi in the “page #” box at the top of the screen and click “Go”. To go to page vi of Volume 2, type Vol2:vi in the "page #" box… and so forth. Encyclopedia of Human Body Systems This page intentionally left blank Encyclopedia of Human Body Systems VOLUME 1 Julie McDowell, Editor Copyright 2010 by ABC-CLIO, LLC All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, except for the inclusion of brief quotations in a review, without prior permission in writing from the publisher. Library of Congress Cataloging-in-Publication Data McDowell, Julie. Encyclopedia of human body systems / Julie McDowell. p. cm. Includes bibliographical references and index. ISBN 978–0–313–39175–0 (hard copy : alk. paper) 1. Human physiology—Encyclopedias. I. Title. QP11.M33 2011 612.003—dc22 2010021682 ISBN: 978–0–313–39175–0 EISBN: 978–0–313–39176–7 14 13 12 11 10 1 2 3 4 5 This book is also available on the World Wide Web as an eBook. Visit www.abc-clio.com for details. Greenwood An Imprint of ABC-CLIO, LLC ABC-CLIO, LLC...
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...Philippine Christian University Mary Johnston College of Nursing 415 Morga St. Tondo, Manila A Case Study on Acute Pancreatitis Secondary to Cholelithiasis Submitted by: Abad, Edryan Calara, Sharika Loradel Casul Mark Jury Corpuz, Trisha Dela Cruz, Marjori Gamboa, Jonalyn Lebico, Elmarie Lopez, Anica Tapawan, Ansherina Tuazon, Serleen March 09, 2012 Acknowledgement We would like to thank the following to the development of this case study. Mrs. Edna Oraye-Imperial, Dean, PCU – Mary Johnston College of Nursing, for her support and for allowing us to have our related learning experiences in the clinical area that hone our knowledge skills and attitude to be a competent, caring, Christian nurses. Ms. Ma. Lourdes Galima, Clinical Instructor, for continually guiding and supporting us throughout our duty at the Surgery ward, for helping us in enhancing and improving our skills in the area. For the patience that she showed us despite of our attitude and mistakes. Ms. Loreto Vicarme, School Librarian, for allowing us to utilize the library books and references for our case study. To the staff nurses on duty at the Surgery Intensive Care Unit and Ward of Mary Johnston Hospital for the support and providing us with enough information about the routines in the area which we were able to apply. To our fellow group members for their continuous support and sharing their knowledge and experiences for polishing this case study...
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...Introductory Marketing Place Chapter 11 Armstrong/ Kotler Marketing: An Introduction Marketing Channels and Supply Chain Management I. The Nature of Distribution Channels Channels of Distribution is known as "Place" in the "4 P's" model of Marketing. Distribution Channels provide the utility of place, of having products where the customer wants when the customer wants them. In these days of customer focus and emphasis on competition, the 4 P's model is considered very simplistic, and I've always thought that was probably why Marketers began referring to Place as Channels, to move us away from "The "4 P's" as a description of all of what Marketing is about; nevertheless, "place" is a convenient way to think of the term Channels of Distribution. |Distribution is particularly important in a country |[pic] | |like Canada with our huge size and our northern | | |climate. Every spring, trucks go down through the ice | | |in places where frozen water is used as a seasonal | | |road; this truck is sinking in Lake Winnipeg. | | |[pic] ...
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...1 LESSON NO. 1 ORGANISATION BEHAVIOUR INTRODUCTION Org. Behaviour (in short called as OB) is concerned with the study of the behaviour and interaction of people in restricted or organised settings. It involves understanding people and predicting their behaviour, and knowledge of the means by which their behaviour is influenced and shaped. Organisations are bodies or entities created for a stated purpose They may consist of one or more people. In the case of a sole trader or single operator, he needs to build relationships with suppliers, contractors, customers, clients, and the community. For those that consist of more than one person, internal as well as external relationships have to be created and maintained. Organisations therefore consist of individuals, groups, and relationships. Objectives, structures, systems and processes are then created to give direction and order to activities and interactions. OB is thus of great concern to anyone who organises, creates, orders, directs, manages, or supervises the activities of others. It is also of concern to those who build relationships between individuals, groups of people, different parts of organisation between different organisation, for all these activities are founded on human interactions. OB is therefore concerned with:1. The purposes for which organisations are created 2. The behaviour of individuals, and an understanding of the pressures and influences that cause them to act and react in particular ways. 3. The qualities...
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...Biology guide First assessment 2016 Biology guide First assessment 2016 Diploma Programme Biology guide Published February 2014 Published on behalf of the International Baccalaureate Organization, a not-for-profit educational foundation of 15 Route des Morillons, 1218 Le Grand-Saconnex, Geneva, Switzerland by the International Baccalaureate Organization (UK) Ltd Peterson House, Malthouse Avenue, Cardiff Gate Cardiff, Wales CF23 8GL United Kingdom Website: www.ibo.org © International Baccalaureate Organization 2014 The International Baccalaureate Organization (known as the IB) offers four high-quality and challenging educational programmes for a worldwide community of schools, aiming to create a better, more peaceful world. This publication is one of a range of materials produced to support these programmes. The IB may use a variety of sources in its work and checks information to verify accuracy and authenticity, particularly when using community-based knowledge sources such as Wikipedia. The IB respects the principles of intellectual property and makes strenuous efforts to identify and obtain permission before publication from rights holders of all copyright material used. The IB is grateful for permissions received for material used in this publication and will be pleased to correct any errors or omissions at the earliest opportunity. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted...
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