...PC AS POO 13 4.2.1. Concept of POO 13 4.2.2. Processes of the Project-Oriented Organization (POO) 15 4.2.3. What Parks Corporation (PC) should do to become a modern POO? 17 5. CONCLUSION AND RECOMMENDATION 20 5.1. CONCLUSION 20 5.2. RECOMMENDATION 23 6. REFERENCE 27 1. INTRODUCTION Project Management deals with the planning, organizing, directing and controlling of company resources for short-term objective which is established to complete specific goals and objectives. It is cross functional teams that are assembled to achieve a specific purpose are the bases of project management. Projects are accomplished usually in specific time and within limited budget. The aim of projects is to produce deliverables. These deliverables which are measurable, tangible outputs come either at the completion or end of life-cycle phase of the project. A person who is assigned as the project manager may very well be assigned based upon the size, nature and scope of the deliverables. To be effective as a project manager, an individual must have management as well as technical skills. To be a good project manager, one should have a good knowledge of human behavior, organizational behavior, interpersonal relations and communications. This paper reviews the approaches taken by Parks Corporation, a corporation that attempts to be a Project...
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...Course Chapters Review Ch. 1,2,3,5,6,7,8, 13 & 16 (Chapter 11 on Leading and Leadership Development presented on 07/03 ) • Chapter 1 Overview • Work in the new economy is increasingly knowledge based, and people, with their capacity to bring valuable intellectual capital to the workplace, are the ultimate foundation of organizational performance. Challenges of working in the new economy • Today, individual and organizational success must be forged within workplaces that are constantly reinventing themselves. • Themes such as empowerment, involvement, participation, self-management, and teamwork are common, as people manage careers described as flexible and entrepreneurial. • Definition and Role of an Organization • An organization is a collection of people working together to achieve a common purpose. • Organizations are open systems. They interact with their environments in the continual process of transforming resource inputs into product outputs in the form of finished goods and/or services • The External Environment of Organizations • The following factors impact the general or macro environment in which the organization operates. They are: o Political, Economic, o Social, Technological, o Legal and Environmental. (PESTLE) • Management must constantly monitor general environmental trends, and must be ready to make required adjustments in the ways their organization operate so as to gain COMPETITIVE ADVANTAGE • The Specific (task) Environment ...
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...UNIVERSITY OF NAIROBI COLLEGE OF EDUCATION AND EXTERNAL STUDIES SCHOOL OF CONTINUING AND DISTANCE EDUCATION DEPARTMENT OF EXTRA MURAL STUDIES MASTERS OF ARTS IN PROJECT PLANNING AND MANAGEMENT LDP 607: PROJECT TOTAL QUALITY MANAGEMENT TERM PAPER: ADOPTION OF TQM IN PROJECT ORGANISATIONS IN KENYA SUBMITTED BY: MARK NDIRANGU IRUNGU L50/76218/2014 On: 24TH April 2015 Assignment Submitted in Partial Fulfillment of the Requirement for the Award of Master of Arts In Project Planning and Management in the Department of Extra-Mural Studies University of Nairobi TABLE OF CONTENTS 1. ABSTRACT 2. INTRODUCTION 3. ORIGIN OF THE QUALITY MOVEMENT 4. EVOLUTION OF TQM 5. THE CONCEPT OF INNOVATION, DIFFUSION AND ADOPTION IN MANAGEMENT 6. IMPLICATIONS FOR TQM ADOPTION IN ORGANIZATIONS 7. A CASE OF KENYA WILDLIFE SERVICES 8. A CASE OF THERMAL POWER PLANTS IN KENYA 9. CONCLUSION 10. REFERENCES Abstract In the global marketplace, there is increasing competition among producers and marketers of goods and services, so that the focus for competitive advantage has come to be on quality. An attempt to improve quality in organizations has led to the advancement of the management philosophy called total quality management (TQM). The service sector is getting competitive every day. In order to be successful Quality Management (QM) practices ought to be the integral part of any organization’s strategic management. Kenya’s...
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...upsetting customers by failing to meet existing ethical values. Understanding the existing ethical values and standards of Riordan, the management team will assist senior leaders in planning and committing to social responsibilities. Why a Strategic Plan? A strategic management plan will focus Riordan’s objectives, goals, and efforts on long-term performance and sustainability. Managing short-term goals and successes is relatively uncomplicated and easily attainable, yet longevity is much more difficult to accomplish. Strategic management lays the framework for lasting success. Corporations can no longer sustain profitable business activities by simply maintaining a business as usual or status quo strategy. As the world and economic markets continue to evolve, companies must also transform to accommodate an ever-changing environment. During such transformations, managers should be careful to implement change that is consistent with the company’s core mission and objectives. Strategic planning...
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...Companies are leaning more towards marketing their products internationally owing to saturation of old markets. The series of marketing strategy questions arises such as customization of products to meet new consumers, items consumers prefer, how to market these new products etc. Many multinational companies trying to meet individual needs have lost in the competition where as well managed companies have emphasized on moving from customization to standardized products that are advanced, functional, reliable and low priced. Global companies which concentrate on what everyone wants than worrying about the details of what everyone thinks they might will achieve long-term success. Globalization of markets is the process of planning the conception, pricing, promotion and distribution of ideas, goods and services to create exchanges that satisfy individual and organizational objectives in more than one nation for profit. Some of the factors that have led to globalization are Technological, Economical, Social and political factors explained below. Technology has played a major role in driving market towards commonality. People in isolated places and impoverished people are leaning more towards modern life influenced by technological advancements. With the advancement in technology market is becoming more and more global leading to standardization of products to meet the requirements of the market at a large scale. This is achieved by increase in the scale of production, distribution...
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...CURRENT ISSUES SERIES Mergers & Acquisitions: Organizational Culture & HR Issues Deborah A. Pikula IRC Press Industrial Relations Centre Queen’s University Kingston, ON K7L 3N6 Tel: (613) 533-6709 Fax: (613) 533-6812 E-mail: ircpress@post.queensu.ca Visit our Website at: http://qsilver.queensu.ca/irl/qsirc/ Queen’s University ISBN: 0-88886-516-3 © 1999, Industrial Relations Centre Printed and bound in Canada Industrial Relations Centre Queen’s University Kingston, Ontario Canada K7L 3N6 Publications’ Orders: 613 533-6709 Canadian Cataloguing in Publication Data Pikula, Deborah A. Mergers & acquisitions : organizational culture & HR issues (Current issues series) Includes bibliographical references. ISBN 0-88886-516-3 1. Personnel management. 2. Corporate culture. 3. Organizational change. 4. Consolidation and merger of corporations. I. Title. II. Series: Current issues series (Kingston, Ont.). HF5549.P469 1999 658.3 C99-932294-X Executive Summary Mergers and acquisitions are increasing in North America as organizations try to expand their operations and increase their competitive advantage. But despite optimistic expectations, mergers and acquisitions frequently fail, in part because managers neglect human resource issues, which are rarely considered until serious problems arise. This study highlights the importance of proactive management of human resource issues, concurrently with financial issues, and offers detailed practical advice to help ensure...
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...Impact of Outsourcing in improving productivity in modern Organizational Introduction In today’s world of ever increasing competition, organizations are forced to look for new ways to generate value. The world has embraced the phenomenon of outsourcing and companies have adopted its principles to help them expand into other markets (Bender 1999). Strategic management of outsourcing is perhaps the most powerful tool in management, and outsourcing of innovation is its frontier (Quinn 2000). Outsourcing is a management strategy by which an organization delegates major, non-core functions to specialized and efficient service providers, or as Corbett (1999). President of Michael F. Corbett and Associates asserts, Outsourcing is nothing less than the wholesale restructuring the corporation around our core competencies and outside relationships. The traditional outsourcing emphasis on tactical benefits like cost reduction (for example, cheaper labor cost in low-cost countries), have more recently been replaced by productivity, flexibility, speed and innovation in developing business applications, and access to new technologies and skills (Greer, Youngblood, and Gary 1999; Bacon 1999). The market for providers of outsourced services of all types is growing rapidly. In 1996, American firms spent over $100 billion in outsourced business activities (Casale and Overton 1997). Other estimates place the total U.S. market for outsourcing at more than $300 billion by the year 2001 (Dun and...
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...CURRENT ISSUES SERIES Mergers & Acquisitions: Organizational Culture & HR Issues Deborah A. Pikula IRC Press Industrial Relations Centre Queen’s University Kingston, ON K7L 3N6 Tel: (613) 533-6709 Fax: (613) 533-6812 E-mail: ircpress@post.queensu.ca Visit our Website at: http://qsilver.queensu.ca/irl/qsirc/ Queen’s University ISBN: 0-88886-516-3 © 1999, Industrial Relations Centre Printed and bound in Canada Industrial Relations Centre Queen’s University Kingston, Ontario Canada K7L 3N6 Publications’ Orders: 613 533-6709 Canadian Cataloguing in Publication Data Pikula, Deborah A. Mergers & acquisitions : organizational culture & HR issues (Current issues series) Includes bibliographical references. ISBN 0-88886-516-3 1. Personnel management. 2. Corporate culture. 3. Organizational change. 4. Consolidation and merger of corporations. I. Title. II. Series: Current issues series (Kingston, Ont.). HF5549.P469 1999 658.3 C99-932294-X Executive Summary Mergers and acquisitions are increasing in North America as organizations try to expand their operations and increase their competitive advantage. But despite optimistic expectations, mergers and acquisitions frequently fail, in part because managers neglect human resource issues, which are rarely considered until serious problems arise. This study highlights the importance of proactive management of human resource issues, concurrently with financial issues, and offers detailed practical advice to help ensure...
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...products and services. Many companies begin business process improvement with a continuous improvement model. The BPR methodology comprises of developing the business vision and process objectives, identifying the processes to be redesigned, understanding and measuring the existing processes, identifying IT levers and designing and building a prototype of the new process. In this context it can be mentioned that, some of the biggest obstacles faced by reengineering are lack of sustained management commitment and leadership, unrealistic scope and expectations, and resistance to change. Re-engineering emphasized a holistic focus on business objectives and how processes related to them, encouraging full-scale recreation of processes rather than iterative optimization of sub processes. Business process re-engineering is also known as business process redesign, business transformation, or business process change...
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...Scorecard is based on three main areas: Measurement, Human Relations, and Customer Value Disciplines. The basis in measurement draws on Management by Objectives. The human relations school of management and open-book management theories are influential. The customer value discipline links the scorecard to the strategy of the firm. The Balanced Scorecard The Balanced Scorecard is a theory and management approach first proposed in the Harvard Business Review by Robert S. Kaplan & David P. Norton (1995). A subsequent book, The Balanced Scorecard, was published following this article (1996). The most recent refinement of this theory and management approach appears in Kaplan & Norton’s book, The Strategy-Focused Organization (2001). This paper attempts to present a high-level overview of this management theory, along with a description of its historical foundation and development. As defined by Kaplan and Norton (1996), “The Balanced Scorecard translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system”. This strategic management system measures organizational performance in four ‘balanced’ perspectives: Financial – summarizes “the readily measurable economic consequences of actions already taken”. Customer – contains measures that “identify the customer and market segments in which the business unit will compete and the measures of the business unit’s performance...
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...Pepsi Company Acknowledgment……………………………………………………..…( 3 ) Executive abstract……………………………………………..…...…..( 4 ) Introduction ………………………………………………………..…..…( 5 ) Environmental Background ………………………..……….…….( 5 - 6 ) Organizational Analysis……………………………………………( 7-10 ) Problem identification And solution ……………………….….( 11-12 ) Charts related to Pepsi Company ……………………………...( 12-14 ) Summary ………………………………………………………………..( 15-16 ) Reference list ……………………………………………………………..( 17 ) Executive abstract This assignment will introduce the history of Pepsi Oman (Oman refreshment company) which ids responsible for providing soft drink and beverages under Pepsi brand .this company tries to position its products in the top of beverages industry. Second point which we are going to discuss environmental background .this point will concentrate on two main points external and internal environment and how these environments affect on operation ,strategies and decision making conducted by Pepsi Oman. Third point will be about organizational analysis .this will concentrate on type of technology that Pepsi Oman uses ,inputs and manufacturing process that this company uses in managing its activities and the importance of activities that Pepsi Oman do such as capacity planning ,manpower planning ,acquisition ,control ,scheduling ,managing for quality. Cost control, material control...
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...change management organizational and personal change management, process, plans, change management and business development tips Here are some rules for effective management of change. Managing organizational change will be more successful if you apply these simple principles. Achieving personal change will be more successful too if you use the same approach where relevant. Change management entails thoughtful planning and sensitive implementation, and above all, consultation with, and involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable. These aspects are especially relevant to managing personal change. Before starting organizational change, ask yourself: What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? These aspects also relate strongly to the management of personal as well as organizational change. See also the modern principles which underpin successful change. Refer also to Psychological Contract theory, which helps explain the complex relationship between an organization and its employees. Do not 'sell' change to people as a way of accelerating 'agreement' and implementation. 'Selling' change to people is not a sustainable strategy for success,...
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...1 Your Name Course Title Professor’s Name 14 March 2008 Dell Corporation Introduction Dell Corporation is one of the leading computer companies in the world operating on the global scale since 1990s. Dell relies on innovative technologies and new solutions which help the company to reach global consumers and market high quality products in different categories. International expansion helps Dell to obtain strong market position and sustain strong growth. A current strategy of Dell includes the determination of the basic long-term goals concerns the conceptualization of coherent and attainable strategic objectives. Key Components of the Business Environment of Dell High-technology market is marked by increasing capital markets activity over the past 5 years. It is estimated that average annual returns are anticipated to exceed 13 percent over the next 10 years, with investment alternatives performing at single digit growth rates (approximately 7 percent to 9 percent). This approach is based on Dell superior understanding of the problem solved by the product, the benefits it offers and issues it addresses. Dell is a leader in IT industry with S$ 57.095 billion revenue a year. Customers and technology are the primary driving factors in this arena (Dell Corporation Home Page 2008). Customers want products that satisfy their needs or improve their productivity. In 2 order to respond to external environment, Dell looks for ways to deliver these benefits at...
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... Formal pathways for innovation that already exist Pg. 8 Opportunities to make processes and the business more innovation friendly Pg. 8 Systematic ways to track innovations and mesure their success Pg. 9 Processes that will help manage innovation Pg. 10 Conclusion Pg. 10 Works Cited Pg. 12 Executive Summary This report contains a current evaluation and analysis of applying strategic rules to innovate the entire Sea Ray organization. The 10 fundamental strategic rules will be discussed and I have chosen three of these rules as the most critical to Sea Ray’s success. Sea Ray must operate in fundamentally different ways when forming an innovation experiment to avoid organizational memory. The success of the experiments will hinge more on experimentation than the initial strategy used. Sea Ray then must not base success on financial performance, but on the ability to learn and adapt. Formal pathways which are currently being used for innovation will be assessed and characterized. Using this pathway data, new modern opportunities will be discussed in order to make Sea Ray more innovation friendly. Sea Ray will also use human resource data instead of research and development data to track and measure their success. Finally, an innovation committee will be formed to manage innovation across Sea Ray. INTRODUCTION Sea Ray Marine is recognized as one of the top premier boat manufacturers in the world over the last...
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... | | CONTENT [35%] Appropriate content covering core material which may draw from: * Nature of traditional/strategic planning approach; * Benefits/Problems associated with formalised strategic decision-making/emergent strategy * The role of uncertain and dynamic environment. | | | | | | ARGUMENT [25%] Development/evaluation of the proposition in terms of the question set | | | | | | SYNTHESIS/CONCLUSIONS [25%] Highlighting key issues, reaching logical conclusions supported by evidence from the literature | | | | | | In modern conditions of the relations of the developed market of the organization shall pursue more various policy to look for various methods of its implementation so that it could be arranged in time in case of new market conditions to look for new ideas of development. If it demands to be to strategic policy based on the long-term program which mentions all spheres of the organization. However, in unstable, often changeable, dynamic and uncertain conditions of market economy the organization shall adapt to such environment very quickly. The purpose of this work consists in critically to estimate argument that formal strategic planning the more corresponding organizational process for firms which make strategic decisions in very uncertain and dynamic environments. Relations between formal strategic planning and organization Economic indicators - "a controversial, problematic and unresolved problem" (Pierce...
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