...Leadership Think Tank 2005 1 Built to Last Jim Collins/Jerry Porras Harper Business Essentials (Paperback Edition) 368 Pages ISBN: 0060516402 Chapter ONE On the basis of substantial research, Jim Collins and Jerry Porras observe the distinctive habits of companies of enduring greatness. In the words of the authors, “Visionary companies are premier institutions – the crown jewels – in their industries, widely admired by their peers, and having a long track record of making a significant impact on the world around them.” Visionary leaders and breakthrough ideas come and go, but visionary companies survive the transitions. The “successful habits” of the visionary companies were observed in comparison to “silver medalist” companies in the same industry. Both the visionary and comparison companies outperformed the market, but the visionary companies demonstrated extraordinary long-term results. The tandems most frequently referenced in the book are GE/Westinghouse, HP/Texas Instruments, Motorola/Zenith, P&G/Colgate, Merck/Pfizer, and Wal-Mart/Ames. These comparisons dispelled commonly held myths regarding the nature of exceptional companies. Myth Reality 1 It takes a great idea to start a great company Visionary companies did not demonstrate early success 2 Visionary companies require great and charismatic visionary leaders Leaders of visionary companies were focused on building great institutions as opposed to building their individual reputations ...
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...Case Management Overview Darrel Hammond BSHS/405 December 7, 2015 Melinda Barker The purpose of this paper is to discuss the various roles and responsibilities of a case manger. I will also be explaining the important of being able to identify problem and causes of behavior using theoretical models and I will include at least one theoretical cause of problem behaviors. The last thing I will be talking about in this paper is defining special population and discussing potential issues that case managers should be prepared to address. Some of the roles of a case manager are the” CMS standards of practice for case management” (2010) conducting a comprehensive assessment of the client’s health and psychosocial needs including health literacy status and deficits, and develops a case management plan collaboratively with the client and family or caregiver. Planning with the client’s family or caregiver the primary care physician provider other health care providers the payer as well as the community to maximize health care responses quality and the cost-effective outcomes. Facilitating communication and coordination between members of the health care team involving the client in the decision making process in order to minimize fragment in the services. Education the client as well as the family members of the health care delivery team about treatment options, community resources insurance benefits psychosocial concerns and case management etc… so...
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...OPERATING SYSTEMS MEMORY MANAGEMENT Jerry Breecher 8: Memory Management 1 OPERATING SYSTEM Memory Management What Is In This Chapter? Just as processes share the CPU, they also share physical memory. This chapter is about mechanisms for doing that sharing. 8: Memory Management 2 MEMORY MANAGEMENT Just as processes share the CPU, they also share physical memory. This section is about mechanisms for doing that sharing. EXAMPLE OF MEMORY USAGE: Calculation of an effective address Fetch from instruction Use index offset Example: ( Here index is a pointer to an address ) loop: load add store inc skip_equal branch loop ... continue .... register, index 42, register register, index index index, final_address 8: Memory Management 3 MEMORY MANAGEMENT Definitions • The concept of a logical address space that is bound to a separate physical address space is central to proper memory management. • Logical address – generated by the CPU; also referred to as virtual address • Physical address – address seen by the memory unit • Logical and physical addresses are the same in compile-time and loadtime address-binding schemes; logical (virtual) and physical addresses differ in execution-time address-binding scheme 8: Memory Management 4 MEMORY MANAGEMENT Relocatable Binding Definitions Means that the program image can reside anywhere in physical memory. Programs need real memory in which to reside. When is the location of that real memory determined? • This is called mapping...
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...The Strategic Management Process Strategic management is a group of actions and decisions created by a management team to help determine the long range outcome of the company. In this paper one will learn about the four phases of the strategic management process as well as why it is important for companies to have one. Basic financial planning Phase one of the strategic management process is Basic Financial Planning. The basic financial planning phase is also known as the formulation phase in the strategic management process because it is during this phase where the company forms and develops a well thought out strategy to help achieve the company’s main objectives for the next year and then propose a budget and develop a strategy based on little information from the sales force. While this phase is generally tackled by top executives and senior management it is often left for general management to complete. Forecast-based planning Phase two of the strategic management process is Forecast Based Planning. The forecast based planning phase is also known as the implementation phase of the strategic management process and its purpose is to take one project at a time from the proposed strategy and implement it into the workforce starting with senior management and working down to standard employees. This is a very time consuming part of the process as management will continuously collect feedback from others working on the project as well as they need to make sure that they...
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...Unit Assignment 2 This paper will examine the differences between the four Contemporary Approaches to management: sociotechnical systems theory, quantitative management, organizational behavior, and systems theory. The first theory, Sociotechnical Theory was developed in the early 1950’s and reintroduced in the 1980’s and 1990’s. It suggest that organizations are effective when their employees have the right tools, training, and knowledge to productively do their jobs and bring quality product to its customers. It is a teamwork based system that believes that workers should be given the freedom to correct problems early on to create less waste. The next approach is Quantitative Management. This approach was also adopted after WWII in the 1940’s and 1950’s. It was brought about because in WWII military planners applied mathematical techniques in defense and logistic problems. This approach is supposed to help managers make decisions based on mathematical formulas. Managers had to use other management techniques along with Quantitative Management, such as experience, intuition, and judgment because not every problem can be solved using a mathematical technique. Also some managers were not trained using these techniques. Organizational Behavior uses psychology and sociology to explain the behavior of people on the job. Also created in the 1950’s and reexamined in the 1960’s using Douglas McGregor’s Theory X and Theory Y. Theory X assumes that workers are lazy...
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...Sustaining Employee Performance Heather Tullis HRM/300 (BSAM1K5D82) May 2, 2016 Dr. LauraAnn Migliore Sustaining Employee Performance The jobs that I have chosen to use within my company are: Store Manager: Responsible for the overall management of the store including the sales, financial, operation, and human resources to ensure maximum profitability. Sales Representative: Responsible for ensuring a great customer experience and maximum profitability. Performs various sales and register transactions and aids in controlling shrink through customer interaction. Performance Management Performance management is the process by which an organization ensures all employees are aware of the level of performance expected of them in the assigned role. This is including individual objectives and overall organizational objectives including improving productivity, employee growth, and time management. Performance management is a cycle of planning, executing, monitoring, analyzing, and forecasting. The systems are set up as a goal for each member of the team to achieve their personal goals and company standards that are expected. Performance management comes into factor on a daily basis with the Store Manager through constant communication on the daily business outcome and the results of the entire team. The sales associates’ knows what the daily expectations for the volume of the day and uses daily communication to notify the rest of the team...
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...• Describe and comment on CRM at Harrah’s? Harrah’s organisation structure was decentralised with each property managing its own revenues, customer base and profitability. Satre, Chairman and Chief Executive Officer was keen to consolidate all CRM activities that would provide a centralised repository of customer information and help build loyalty. To achieve this goal, they came up with the Winner’s Information Network, a national database. They followed it up with a common card across all their locations and common analytical tools that would help them track consumer behaviour, spending patterns and preferences. With three options of cost structure, product innovation and building customer relationships laid down before Satre on achieving market leadership, he chose the last option as the most sustainable. However, by 1998, the company was not achieving as per expectations. This was attributed to the autonomous nature of operations with independent marketing activities followed by each property which had to be streamlined to centralize all marketing coordination without any hiccup at the strategic or operational level. With a major focus of changing customer preferences to only Harrah’s and nowhere else, they launched the three major initiatives of: • Changing the organisation structure • Building the Harrah’s brand by delivering extraordinary service • Exploiting relationship marketing activities The CRM consisted of two elements: Database marketing...
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...Clearwater Seafoods Clearwater Seafoods had distinguished itself in the seafood market by focusing on and maintaining a supreme product quality. Clearwater first came up with new technologies to help them harvest more efficiently, then they invented and patented technologies used to test, freeze, label and deliver products in a way none of their competitors were able to mimic. That gave Clearwater relative advantage by saving time and providing guaranteed fresh seafood, which is a hard task in their case because of long transportation hours needed to reach buyers. Moreover, their greatest challenge was that most of their work was Business-to-Business, which meant more time till products reached end users and lack of control over the quality of products delivered. Using the new technologies, i.e. harvest time stamps and labeling, end users were satisfied with the guaranteed freshness of the product they are buying, thus they were willing to pay a higher price for it. This way Clearwater guaranteed their customers to never be served other than what they ordered, avoiding what a study found is frequently happening in seafood restaurants (Johnson, 2013). Similar to any company, Clearwater was aiming to expand its operations and reach out to new customers. The management of Clearwater was able to get the company to its current position by targeting major markets with large seafood demand and studying them to find entry strategies. As a result Clearwater had entered the Chinese...
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...Introduction Supply chain management is an integral component of operation management and has a direct effect on how successfully organizations function. The purpose of supply chain management is to remove communication barriers and eliminate redundancies by coordinating, monitoring, and controlling processes within an organization. Identifying the components of the supply chain, facilitating better decision-making, creating improved communication, and identifying weak links in the chain causing bottlenecks in an organization are crucial to supply chain integration. There are three principle elements of supply chain integration: management of information and financial flows, inventory management, and management of relationships of trading partners (Power, 2005). Modern businesses are dynamic in nature and to stay competitive (organizations) need to optimize their business processes by understanding and reacting to the rapid changes in their environment' (Banavar, Black, Caceres, Ebling, et al, 2005). Dialysis, a specialized field in the healthcare industry, is a major business entity with penchant for a rapidly changing environment. Dialysis is a medical treatment for individuals with limited or no kidney function and without this specialized therapy these unfortunate individuals would not survive. In dialysis, supply chain management is crucial from all aspects in providing comprehensive and adequate patient care. The constant changing needs of patients and the organizational...
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...Bachelor of Arts (HONS) Business Studies | CCCB | Submitted to: Dr. Tom TanSubmitted by: Muhammad Nouman KhanStudent ID # 0109WTEKKN0614 | | Table of Contents 1.0 Introduction 2 1.1 What is Change and Change Management 2 2.0 Literature Review 4 2.1 Drivers of change 4 2.1.1 Globalisation to change 4 2.1.2 Education to Change 4 2.1.3 Technology to change 4 2.2 The Process of managing change 5 2.2.1 Force Field Analysis on Change 5 2.2.2 Lewin’s Change Model 6 3.0 Change Management 7 3.1 John Kotter: Leading Change in today’s business 7 Urgency growth 8 Build Guiding Team 8 Getting Right Vision 8 Communicating for buy-in 9 Empower Action 9 Creating Short-term wins 9 Don’t Let Up 9 Make Change Stick 10 4.0 Conclusion 11 References 12 1.0 Introduction 1.1 What is Change and Change Management The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking. “Albert Einstein”. Basically, definition of change is to make or create something different. Indeed, change happens to two reasons which are change for better or worse. Moreover, change means a movement from current state to a transition and a future state. In fact change happens all around the world such as in our community, work and at home. (Thomas G. Cumming, 2009) Figure 1: Change structure, Source: (Change Management Tuitorial , 2014) In fact, change happens everywhere even in companies therefore...
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...Executive Summary This report contains the strategic audit of McDonald’s. The instruments use the external and internal aspects to analysis the opportunities, threats, strengths and weaknesses (SWOT analysis and SWOT matrix). Analysis of the company's position has been undertaken different technology models have also been applied in to undertake the analysis of the technology practices in the company. In the end suggestions and recommendations are presented in to improve the competitive position of the company. The analysis of external environment includes three threats and three opportunities. The opportunities included global expansion, the trend of healthier eating, and the growing market for coffee drinks. The three threats came from social activists, the large amount of competition, and the unhealthy food image in the eyes of the public. The analysis of internal environment includes three strengths, which are which are global expansion, specializing training and efficiency of the top management; two weaknesses which are exploited workers and damaging the environment. McDonald’s corporation had four strategies include expand the coffee market domestically, as well as internationally; develop more eco-friendly methods of operating; develop a method to choose where to locate new stores; expand the healthier food options on their menu. Introduction McDonald's Corporation is the world's largest chain of hamburger fast food restaurants, serving around 68 million customers...
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...TABLE OF CONTENTS 1. INTRODUCTION……………………………………..2 2.VARIOUS PHASES IN THE EMPLOYMENT PROCESS WITHIN PERSONNEL PSYCHOLOGY USING THE OPEN SYSTEMS DIAGRAM AND LINKING IT TO IMPALA-PETROLEUM……………………………………………………2 2.1 Job analysis and evaluation……………………………………………….3 2.1.1 Workforce Planning……………………………………………………3 2.1.2 Recruitment Phase………………………………………………………4 2.1.3 Selection and Training……………………………………………………4 2.1.4 Performance Management……………………………………………….5 2.1.5 Organisational Exit………………………………………………………..5 3. THE ELEMENTS OF THE STRATEGIC WORKFORCE PLANNING PROCESS AND LINKING THE IMPACT OF THE THREE LEVELS OF BUSINESS PLANNING ON WORKFORCE PLANNING (REFERING TO IMPALA-PETROLEUM)…………6 4. BARRIERS TO IMPEMENTING AN EFECTIVE PERFORMANCE MANAGEMENT SYSTEM IN IMPALA-PETROLEUM………………………………………………………….8 5. RELATE STRATEGIC HUMAN RESOURCE MANAGEMENT TO PERFORMANCE MANAGEMENT AT IMPALA-PETROLEUM BY APPLYING A MODEL LINKING HUMAN RESOURCE MANAGEMENT TO PERFORMANCE……………10 5.1 Strategic human resource management………………………………………….10 5.1.1 Performance Management……………………………………………………..10 5.2 Theoretical and empirical problems in the linkage between human resources management and performance…………………………………………………….11 5.3 A conceptual model in managing performance………………………………12 5.4 Key propositions of the model…………………………………………………13 5.5 Performance management at IMPALA-PETROLEUM…………………….14 6. CONCLUSION…………………………………………………………………..15 7. REFERENCES…………………………………………………………………...
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...Glass Door Comments BlackBerry Reviews Updated Dec 11, 2013 All Employees Current Employees Only 3.4 796 reviews 57% of employees recommend this company to a friend 796 Employee Reviews Bottom of Form Review Highlights Pros: * "Great environment combined with a perfect work-life balance" in 49 reviews * "Great work environment/culture which makes it a fun place to work" in 45 reviews * "Good benefits; Good company to work for till profits started to slide off" in 36 reviews * "Lots of great people at the company, learned a lot and inspired my career in technology" in 33 reviews * "Good pay, great management, I felt like the work I was doing was important for the company" in 30 reviews Cons: * "No work life balance, limited career advancement, lack of good benefits of tech companies" in 20 reviews * "Senior management (C-Level) does no communicate down to employees well" in 27 reviews * "Poor management decision making processes - not innovative" in 18 reviews * "Upper management doesn't listen to people lower down that actually know what they're talking about" in 15 reviews * "Many bad/useless middle management built up over the years but the layoff did some clean up" in 13 reviews Reviews Dec 8, 2013 “Loved the company and the people.” Software Development Manager (Former Employee) Rolling Meadows, IL I worked at BlackBerry full-time for more than 5 years Pros – BlackBerry was a great...
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