...Generally organizations are complex entities often very difficult to control and to administer. In this sense “key persons” like Leaders and Managers are vital parts of an organization. But what is leadership, what is management and what is the difference between them? Maxwell defines leadership as an “influence - nothing more, nothing less.” and a leader’s purpose according to Kent is “to create direction and the unified will to pursue to through the development of people’s thinking and valuing”. One of the most interesting phenomena in companies is that employees are afraid of the “change” (Prashant Bordia, Effects of poor Change Management history on employee attitudes and turnover). Taking an example of my personal working experience as a team leader, I had to make some changes, in the development tool that we used. The new one was more effective than the previous and it had the option to generate and reuse code from the modeling process. Nevertheless its benefits, the team were not convinced about the effectiveness of the new development platform. In order to accomplish that, I had to create a new framework and directions in order to convince them that they will do their job more effective and more timeless. After having stated what Leadership is, now we have to define what Management is. Management is the science that can be defined by building a communication framework throughout the enterprise which conveys on to the proper centre of perception and decision...
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...Management Vs Leadership Question 1)Which leadership aspects from the prior slide do each of the above vignettes illustrate? Plan, Setting Direction/Vision = “First, I met with the people- and listened. Then, at our initial team meeting, I talked about how things were going to change, and why. There were a lot of doubting Thomas’ then, but not anymore.” Organize, Communicating Vision/Aligning People = Each quarter, I show the employees as much financial information as I do the bankers. I also brought in trainers to teach them financial principles– they operated a lemonade stand. This helped, because they had all thought we must be making money because they saw so much product shipping-when in fact we were near bankruptcy.” Direct,Control, Motivation/Inspiration = In a 450 person division, the COO knew each person’s first name and something about their personal background. All were on a first name basis with him. He had helped one of the forklift drivers solve a personal problem involving the driver’s son. The COO’s comment to me on all of the above: “That’s the price you pay to be a leader.” Question 2) If you worked at this Company, would these experiences make you more or less motivated to do well by the Company, or not have much effect? Business owners often face a mammoth challenge to keep their people motivated at work, especially in environments that fail to make employee satisfaction a part of their core business strategy....
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...Leadership vs. Management What is a leader? “A leader is a person who has a vision, a drive and a commitment to achieve that vision, and the skills to make it happen. Let's look at each of those in detail. A leader has a vision. Leaders see a problem that needs to be fixed or a goal that needs to be achieved. It may be something that no one else sees or simply something that no one else wants to tackle. Whatever it is, it is the focus of the leader's attention and they attack it with a single-minded determination.” (About.com Management-What is a leader, F John Reh) Leadership also has the ability to inspire others to achieve more of the organizations goals. They instill confidence within the group to achieve the goals. Leading is also a critical part of the manager’s position so what is a manager. In simple terms leaders set the direction for the team, division or company. The leader is responsible for the company’s vision. What is a manager? “A Manager is the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary. For many people, this is their first step into a management career.” (About.com-Management Manager, F John Reh) The manager handles the day to day business. The manager ensures that everything consistently runs smoothly. The manager is responsible for insuring that things get done. The manager supports leadership, in some respects a duty of the manager is to make...
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...Bribery vs Reinforcement - Research Paper - J123M456 http://www.termpaperwarehouse.com/essay-on/Bribery-Vs-Reinfo... Login Join The Research Paper Factory Join Search Browse Saved Papers Search over 100,000 Essays Home Page » People Bribery vs Reinforcement In: People Bribery vs Reinforcement The discussion between what is bribery and what is reinforcement is a struggle that many parents face when wanting to discipline their children. To not get confused, there is a vast difference between the two. Bribery and reinforcement are not synonymous. Both Irvine and Direnfeld agree that the problem between a parent bribing or reinforcing their children is simply not the fault of their parenting ways, but how communication was lost. Parents have failed to communicate to their children that good behavior is rewarding enough (Irvine, 2007). According to the Lovaas Institute Blog, internal motivation is more beneficial than external rewards. If parents and teachers continuously advocate that the behavior the children do is good, then the need of external rewards will be eliminated because the praise and the attention that children will get out of it is rewarding enough. Most applied behavior analysts would agree that bribing a child institutes good behavior, but also communicates to the child that they will receive something in return for that behavior. According to Direnfeld, bribery is a “promise” of delivery. This means that before any behavior is...
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...Leading Culturally Diverse Groups Dave Park Leadership is important in managing and organizing the structure of the organization while trying to maintain a profitable company that takes into consideration employees, shareholders, customers and board of directors, etc. Another attribute of a great leader is managing diversity in the workplace. However, diversity includes many different issues and needs to be managed and if done properly can lead to competitive advantages for the company. Thomas A. Kochan, professor at MIT, stated “Diversity can enhance business performance only if the proper training is provided and the organizational culture supports diversity (Dubrin, 2010). Managing Cultural Diversity: Managing cultural diversity is not an easy task, however, when incorporated into the organizations core values, is makes it easier to incorporate (Dubrin, 2010). Below is a diagram that provides a breakdown of areas or issues that may need to be looked at to evaluate the possibility of creating and leading a culturally diverse organization. These areas may help to identify areas where a competitive advantage may be available in the organization. In such a culturally diverse world and as the organization makes decisions that will impact them globally, these discussions are vital for the success of the company. Whether not decisions are made to implement or not to implement decisions based on diversity within the organization, these ideas, may identify some of the...
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...Leadership is important in managing and organizing the structure of the organization while trying to maintain a profitable company that takes into consideration employees, shareholders, customers and board of directors, etc. Another attribute of a great leader is managing diversity in the workplace. However, diversity includes many different issues and needs to be managed and if done properly can lead to competitive advantages for the company. Thomas A. Kochan, professor at MIT, stated “Diversity can enhance business performance only if the proper training is provided and the organizational culture supports diversity (Dubrin, 2010). Managing Cultural Diversity: Managing cultural diversity is not an easy task, however, when incorporated into the organizations core values, is makes it easier to incorporate (Dubrin, 2010). Below is a diagram that provides a breakdown of areas or issues that may need to be looked at to evaluate the possibility of creating and leading a culturally diverse organization. These areas may help to identify areas where a competitive advantage may be available in the organization. In such a culturally diverse world and as the organization makes decisions that will impact them globally, these discussions are vital for the success of the company. Whether not decisions are made to implement or not to implement decisions based on diversity within the organization, these ideas, may identify some of the organizations strengths and weaknesses. (Cox...
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...Running head: ADN vs. BSN ADN vs. BSN ADN vs. BSN When I read the assignment for this paper, I thought the answers were clear cut and easy. As I was researching for the paper, I found that I was becoming extremely defensive in the cases where studies were attempting to prove Associate-Degree Registered Nurses were not as competent as Baccalaureate-Degree Registered Nurses. I felt personally attacked. When I asked myself why I was taking this course to further my education and proceed towards obtaining a Baccalaureate-Degree, the answers became clear and obvious once again. In researching the differences in competencies of nurses prepared at the associate-degree level verses the baccalaureate-degree in the nursing field there was little evidence to show a significant difference in initial practice. Both ADN and BSN nursing graduates are required to pass the same National Licensure Council Examination (NCLEX). BSN and ADN nurses initially practice at a similar level. (Davis-Martin & Skalak, 1992, p. 27). In the both ADN and BSN nursing programs students are prepared with courses in ethics, nursing process, critical thinking, accountability, and basic understanding of cultural diversity among the nursing curriculum. Yet there are some basic preparation differences. BSN prepared nurses are required to take courses in liberal arts and humanities which create a well diverse or well-rounded student. The BSN program also requires courses in community health, and more...
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...located in Boynton Beach Industrial Park on 5277 Cedar Lake Drive, Suite 250 in Boynton Beach, Florida. The business structure has a reception area, office for the director, area to store materials, and conference room. Pakmarica Painters offers a range of services focusing on painting residential homes and commercial buildings both interior and exterior. The company will provide services such as repairing popcorn ceiling, drywall plastering, acoustical ceilings, pressure washing, handyman services and other related services. Our mission is to provide a range of services for our customers with a wide range of different services that will eliminate their need to hire various contractors. Pakmarica Painters role is to enroll in a low-cost leadership strategy that will always maintain high standards of quality and service. The business will cater mainly on commercial buildings and private homes in the West Palm Beach and Palm Beach area. According to the projected figures at the end of fiscal term, the business planss to brooden its services throughout the Palm Beach County area. The company has reviewed its financial projected figures and has decided that they are both considerate in gaining profitable and keeping their...
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...Quality Management Initiative Proposal Quality Management Initiative Proposal BJB Manufacturing Company is an organization with an eye on future growth and leaders committed to taking steps to achieve that goal. One very important step is embracing a total quality management program that will suit the needs of BJB, appeal to customers, and meet the necessary automobile industry standards. “In a TQM effort, all members of an organization participate in improving processes, products, services, and the culture in which they work” (“Total Quality Management (TQM)”, n.d., para. 1). Team B has compiled a total quality management initiative proposal to include identification of stakeholders’ needs in relation to BJB’s products, an analysis of the high-end compact disc changers manufactured for automobiles and needs of BJB, a suggested total quality management approach that best fits, and the role the leaders will carry out in the quality process. Stakeholder Needs In analyzing the needs of the stakeholders, Team B must first identify the stakeholders, the roles they play, their interests, and their impact on the project. BJB Manufacturing is looking to enter a new market, becoming the sought-after source for factory installed high-end audio equipment for the automobile market. To accomplish this task BJB must develop a total quality management program to present to the automobile manufacturers. Team B has broken down the needs of the stakeholders into a Stakeholder Register...
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...Financial Analysis & Management Assignments 1. Discuss the extent to which the legal and professional regulatory framework of accounting ensures that corporate reports provide reliable, relevant, objective, and comparable information to users. 2. Critically evaluate the importance of discounted cash flow techniques in investment decisions. Illustrate your answer with your examples. 3. Discuss the relative importance profitability and liquidity for the survival of a business and explain how the working capital can be managed to minimise the risk of liquidity problems. Shahrzad Parhizgar Student Number: B0229JTJT1112 February 2013 Lecturer:PalanAmbikai Word Count: 2980 Financial Analysis & Management Assignments February 1, 2013 Table of Content LEGAL & PROFESSIONAL REGULATORY FRAMEWORKS ENSURING RELIABLE, RELEVANT, OBJECTIVE, AND COMPARABLE DATA ........................................................................................................................................ 3 INTRODUCTION ....................................................................................................................................................... 3 FINANCIAL INFORMATION USERS ................................................................................................................................ 3 LEGAL AND PROFESSIONAL REGULATORY FRAMEWORKS ................................................................................................. 4 FINANCIAL REPORTS...
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...Network: any interconnected group or system, it comprises nodes and links. Networks are long-term, relationships between interdependent economic actors which are seeking for competitive advantage by forming the cooperation. More complex than alliances; bilateral relationship doesn’t qualify as network. From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” From left to right: Market: “buy”. Network: jv, licensing, outsourcing, equity share, contractual cooperation, joint R&D. Hierarchy: “make” Types of Networks: X & Y: X: Alliances between partners with complementary skills/strengths “closing the gap”. Y: Alliances between partners with mutually reinforcing resources/skills/competences “critical mass alliance”; by joining forces you reach a critical mass. Horizontal, vertical & lateral cooperation: Horizontal: Companies within the same position of the value chain cooperate (e.g. alliance between airlines) Vertical: companies from different positions within the value chain cooperate (eg. Buyer supplier relationships along the supply chain) Lateral: across industries, different players from different industries. Stable & Dinamic: Stable: platform for cooperation. Dinamic: project-based. Virtual factory: dynamic, order processing. Competition: Networks compete to each other; network is the compeititive ...
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...Employee Engagement Hye Chong Yi (260446951) McGill University CORG 555, Winter 2011 Professor Sema Burney 3 March 2011 “em·ploy·ee (-noun): a person working for another person or a business firm for pay. en·gage (-verb): to occupy the attention or efforts of (a person or persons). en·gage·ment (-noun): the act of engaging or the state of being engaged.” -Dictionary.com (2011) Introduction Employee. Engagement. Separately, each word has a clear, concise definition. Their descriptions are easy to grasp. However, once you put the words together the concept of employee engagement is complex because there are many variations on its definitions and dynamics that contribute to engagement. “To date, there is no single and generally accepted definition for the term employee engagement (Markos & Sridevi, 2010, p.90).” The difficulty of pinpointing an exact definition lies in the fact that employee engagement does not have the same meaning for everyone (Blessing White, 2011). The goal of this paper is to provide a general discussion of its definition, history, current state, future trends, and close the discussion with a conclusion. Employee Engagement: Definition Generally speaking, employee engagement is the concept of an employee that is fully invested emotionally, intellectually, and socially into their work, company, and colleagues (Markos & Sridevi, 2010). “Engagement is about passion and commitment-the...
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...Section 1 Organizational Culture: set of artifacts, values and assumption that emerge from the interaction of organizational members Open social system operating a dynamic environment. CRITERIA to identify something as culture: 1. Deeply felt or held 2. Commonly intelligible 1. Accessible to a cultural group Organization = Ordered and purposeful interaction among people. Purposeful, because its members produce (supero-rdinative) goal-directed activities. Organizational communication is a continuous process through which organizational members create, maintain and change the organization. (it includes business communication) N.B. All organizational members take place in it; messages are produced to create a shared meaning of messages, but it is not always achieved. Those messages vary in form according to various factors (power distances, roles, goal, method, non-verbal), and to be fully understood have to be considered in their contexts Culture: "the collective programming if the mind that DISTINGUISHES the members of one group tor category of people from another" (Hofstede 2001) Is both a process and a product; is confining (imitates groups) and facilitating (gives us a way to better understand what is happening) Cultural Symbol = physical indicators of organizational life (Rafaeli & Worline 2000) ARTIFACTS: visible/tangible, are also part of them norms, standards, customs and social convention. Norms: pattern of behaviors or communication...
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...× SlideShare is part of LinkedIn. Your continued use means you agree to our integrated LinkedIn Terms of Service. Updates 0 Updates 0 Explore Submit Search Upload Go Pro S hare Email Embed Like S ave Like this presentation? Why not share! Share Email Prodt& Opt Mgmt by ahmad bassiouny Ppt 42492 views Production and operation management... 3503 views by MBA CORNER By Ba... «‹›» 16 /99 Like Share Save Supply chain by Aknath Mishra management in alumini... 599 views by Jay Parekh Material management jay 2106 views by iaeme Success factors enhancing business ... 186 views by iaeme Success factors enhancing business ... 446 views by Hoang Vuong M Sc Pm Lecture No 4 Risk 839 views by SoftTech Engineers Opticon brochure 410 views by shalmolo Erp Solutions 552 views by shalmolo Erp Solutions(2) 329 views by iCognitive Supply... iCognitive Training & Workshop Cata... 429 views by Green Internation... 01 Corporate Profile Green Intl_PM ... 250 views Related M ore Prodt& Opt Mgmt Ppt 0 42492 views Infrastrcture project management Show more Like Follow 0 Tw eet 0 by SanjeevDeshmukh on Sep 15, 2013 331 views Like Production and operation management ppt @ bec doms bagalkot 3503 views M anaging infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to ... No comments...
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...AACSB Table 10-1: Summary of Faculty Qualifications, Development Activities, and Professional Responsibilities Date Range: January 1, 2007 - August 1, 2012 Accounting: Professor | | | | | | | Five-Year Summary of Development Activities Supporting AQ or PQ Status | | Name | Highest Earned Degree & Year | Date of First Appointment to the School | Percent of Time Dedicated to the School's Mission | Acad Qual | Prof Qual | Other | Intell. Contrib. | Prof. Exper. | Consult. | Prof. Develop. | Other Prof. Activities | NormalProfessionalResponsibilities | | | | | | | | | | | | | | Som Bhattacharya | Ph D, 1994 | | 100.0 | YES | | | 12 (5) | Service: 0Work: 0 | 0 | 0 | Editor/Review: 6Other:13 | UG, GR, RES, SER and ADM | Intellectual Contributions (12) Hopwood, W., Bhattacharya, S., Premuroso, R. (2011). Tasteless Tea Company: A Comprehensive Revenue Transaction Cycle Case Study. Issues in Accounting Education, 26(1), 163-179. Cao, J., Nicolaou, A., Bhattacharya, S. (2010). A Longitudinal Study of market and Firm Level Factors Influencing ERP Systems’ Adoption and Post-Implementation System Enhancement Options. 7th Annual International Conference on Enterprise Systems, Accounting, and Logistics. Rhodos: ICESAL. Behara, R., Bhattacharya, S. (2008). DNA of a successful BPO. Journal of Service Science, 1(1), 111-118. Premuroso, R., Bhattacharya, S. (2008). Do Early Members of XBRL International Signal Superior Corporate Governance and Future...
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