...Case Study Discussion: Role of Vision at Mentor Graphics 1. How would you describe the way vision was used at Mentor Graphics? This analysis can help students understand why vision is necessary and how it can be best created. Discussions in this area look at the way vision was initially used to interpret Mentor Graphics position and role in the marketplace. Later on, the vision became a reflection of market “fads” and had no real use or meaning – this is an important point to realize. The less useful the vision became the more distanced employees and customers felt from the organization. 2. Did it strengthen or weaken the company? How? Why? This question asks students to highlight positive and negative aspects of the visions used at Mentor Graphics. Although some may view the changing vision as having strengthened or weakened the company there are arguments for both sides. Removing the focus from the core competencies weakened the company’s vision. This resulted in management not being able to make sound business decisions. Using a consultant may have also weakened the identity of the organization for employees by removing them completely from the process of creating the vision. It strengthened the company by eventually renewing focus on the core business at Mentor Graphics and where they wanted to be. The process of creating a new vision led the organization full circle and re-emphasized why they are in business. 3. Of the reasons covered in this chapter...
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...Mentor Graphic’s vision has its pros and cons element. During times it did help to strengthen as we could see it was used to beat Daisy Systems. At first the development of short term vision helped the organization to meet effectively realize it short term objectives. The company was able to overcome competition which was necessary in order to ensure sustainability of the business. The new visions might have helped the organization in realizing its short term and medium plan goals. The use of vision at Mentor Graphics actually strengthened the company in the short run but other problems emerged in the long run. This means that the changes in the vision were not strategic enough to implement a permanent strategy that enhance long terms benefit. The vision content is very important in terms of determining the general focus of the company. In this case, the content of the vision was variable and this led to loss of the original focus of the business. One of the reasons why visions may fail is lack of strategic focus. It is very important that the vision be in accordance with the main 2 focus of the business. Once its constrasting with the goals and objectives of an organization, that vision is doomed to fail. In this case, the visions were being changed without consideration of the main focus of the business and this led to failure until the main foucs of the business was considered at last. Another reason is the vision is lack of specificity because lack of it may...
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...Mentor Graphics March 17, 2013 Introduction Vision can be complicated. There are many perspectives. There are also organizational factors to consider when creating or modifying a vision, such as management strengths and weaknesses, and staff morale. Vision should provide inspiration to employees and customers. It should also paint an image of a bright and promising future. All visions should be created with caution and careful planning so they do not promise or offer something far from what is attainable. Affective Visions Vision was not used effectively at Mentor Graphics. Presence of competing visions existed and it continued to change for several years while the management tried to get a hold on their fear of failure. Their initial vision "Build Something That People Will Buy" was not a motivating for the employees but did send the message to the customer that they would get what they want. Mentor Graphics experienced all three of the debates of linking vision to change. Their first vision drove change as it did provide intent, however it lacked specific strategy. Their second vision ("Beat Daisy"), emerged during change and was driven by the need to get back on top of the market after Daisy Systems out sold Mentor Graphics. Their final vision in the early 1990's also emerged during change. Mentor Graphics vision, early on, helped their change, but once they began to feel like they were losing business to Daisy Systems, they changed the vision...
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...CHANGE MANAGEMENT MENTOR GRAPHICS THE ROLE OF VISION ORGB 2605 Group 5 Taylor Nicholson - A00839192 Courtenay Anderson - A00665468 Wendy McLeod - A00545182 Ana Cielo Tanjuaquio - A00748789 When Gerald Langelar first imagined his “Vision” for Mentor Graphics he failed to remember that, “It is imperative that change is aligned with a clear vision and business strategy and that subsequent activities and interventions are coordinated and consistent.” (Victor and Franckeiss pg. 249) 1. Mentor Graphics used vision several different ways over the years. Their initial vision of “Build something people will buy” was, as stated in the text, an unarticulated vision. The vision of the company is meant to be inspiring, motivating, and resonate emotion. Mentor Graphics was thought to have missed the mark with this by creating a far too simple vision. The initial intentions were good but the process in the creation of the subsequent visions, which were primarily good, however, as time passed, became vague, confusing, and ultimately the vision returned to the original vision of getting back to the core principles of the organization. 2. The multiple visions both strengthened and weakened the company during the process. The visions strengthened the company by being able to connect the vision to the organization's inner voice. This was true of the original vision, however the two of visions; the “10X Imperative” and “Changing the Way the World Designs Together” were...
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...Vision Change Analysis Paper I chose to do my change analysis paper on the Case Study from our text titled, “Role of Vision at Mentor Graphics. This company was formed in the early 1980s. Their main focus is designing a computer-aided engineering workstation product. As time has gone on this company has changed their vision. In the beginning it started out with “Build Something That People Will Buy (Palmer).” In the early 1980’s this vision was changed to “Beat Daisy (Palmer)”, due to the fact that this was a competitor that they were trying to beat out with sales. In 1985 they had accomplished this vision and needed to find a new one. At this point they needed to find a new vision. They chose “Six Boxes (Palmer),” this was because that would represent the six different businesses that they wanted to become leaders in. In the late 1980’s one of the businesses that was included in the vision was no longer a part of Mentor Graphics. This vision however caused them to not be able to make the proper decisions that were needed. This is when they decided to change the vision yet again. This time it was changed to “ 10X Imperative ( Palmer).” In 1989 yet another vision was decided upon. This one, “Changing the Way the World Designs Together (Palmer),” the problem with this vision was that it did not make since with what the company was doing at the time. As they realized that this vision was distracting from what the company was trying to do they chose yet another vision, “Our...
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...Development of training and mentoring programs xxxxxxxxxx HRM531 , 2010 Development of training and mentoring programs To accomplish InterClean’s vision of becoming a worldwide leader in the industrial and institutional sanitation industry and maintain this position, InterClean must develop effective training and mentoring programs to prepare its staff to meet these challenges. To achieve these goals, we focused the training program on closing employee skill-set gap (Attachment 1) needed to fulfill their current roles. Although related to training, the objective of the mentoring program is further develop employees in their current roles but, more important, to prepare them to advance in the company and ensure business stability. Training Program: With the implementation of solutions-based selling, our staff must view our customers as clients rather than sales opportunities, thoroughly understand our client’s sanitation needs, how to engineer solutions based on those needs, and maintain client relationships through follow-up communications. In addition to industry training, we must have an effective ancillary training program to include company orientation and covering topics such as business ethics and workplace violence. For industry training, we used the following model to establish InterClean’s training program; we assessed the training needs, determined the best methods for delivery, developed a plan to implement those methods, and established evaluation criteria...
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...change management - Some live stories of organizational change efforts - An opportunity for the students to frame their own orientation to change management COURSE REQUIREMENTS The course grade will be based on: Group Assignment (30%) Individual Assignments (20%) Final Exam: Case + Test (40%) Participation (10%) Group Assignment A. Analyze and present the case study of organizational change that is assigned to your group. This assignment is intended to provide an opportunity to analyze an actual change process through a systematic and concrete application of the theories you have learned so far. You are expected to apply the readings and class experience to provide an analysis. 1. Put yourself in the role of the decision makers and identify the situation they are faced with 2. Describe the change process 3. Bring in more information about that...
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...The Role of Leaders in Innovation MBA6006: Leading Innovation Global Org Capella University Submitted to: Scott Yorkovich Submitted by: Shameka Smith Holmes Due: January 19, 2014 Leadership Models: Leadership models may be defined as guides that suggest specific leadership behaviors to use in specific environment or situation. In addition, they often use a graphic representation to visually show the required leadership behavior. Leadership is not about personality; it’s about behavior, an observable set of skills and abilities. And when we first set out to discover what great leaders actually do when they are at their personal best, we collected thousands of stories from ordinary people and the experiences they recalled when asked to think of a peak leadership experience. Evaluation of the different leadership models as presented in Fry & Hatwick's research and how style dramatically impacts a leaders ability to influence behavior and be innovative in an organization. Just like in the Innovators DNA, disruptive and innovative leadership is essential for progress and growth. In Dyer's research, the authors use numerous real world examples of great companies such as Apple where their motto is to "think differently" which is what disruptive DNA is in a nutshell (Dyer, et. al, 2011). Fry contends under the "trait theory" leaders may be born, or made if they have specific qualities such as intelligence, responsibilities, and ethics (Fry, 2004). In examining...
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... After studying this chapter, students should be able to: 1. Identify the five dimensions of trust. 2. Define the qualities of a charismatic leader. 3. Contrast transformational with transactional leadership. 4. Identify the skills that visionary leaders exhibit. 5. Explain how framing influences leadership effectiveness. 6. Identify the four roles that team leaders perform. 7. Explain the role of a mentor. 8. Describe how on-line leadership differs from face-to-face leadership. 9. Identify when leadership may not be necessary. 10. Explain how to find and create effective leaders. CHAPTER OVERVIEW Effective managers today must develop trusting relationships with those whom they seek to lead. Why? As organizations have become less stable and predictable, strong bonds of trust are likely to be replacing bureaucratic rules in defining expectations and relationships. Managers who are not trusted are not likely to be effective leaders. Organizations are increasingly searching for managers who can exhibit transformational leadership qualities. They want leaders with visions and the charisma to carry those visions out. While true leadership effectiveness may be a result of exhibiting the right behaviors at the right time, the evidence is quite strong that people have a relatively uniform perception of what a leader should look like. They attribute “leadership” to people who are smart, personable, verbally adept, and the like. To the degree that managers project these...
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...|American Health Information Management Association Code of Ethics | |Preamble | |The ethical obligations of the health information management (HIM) professional include the safeguarding of privacy and security of health information; disclosure of | |health information; development, use, and maintenance of health information systems and health information; and ensuring the accessibility and integrity of health | |information. | |Healthcare consumers are increasingly concerned about security and the potential loss of privacy and the inability to control how their personal health information is | |used and disclosed. Core health information issues include what information should be collected; how the information should be handled, who should have access to the | |information, under what conditions the information should be disclosed, how the information is retained and when it is no longer needed, and how is it disposed of in a| |confidential manner. All of the core health information issues are performed in compliance with state and federal regulations, and employer...
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...Assignment – Manage workforce planning Assessment due date: Click here to enter a date. Instructions You can use Fynntown scenario, or develop a workforce plan of approximately 4 x A4 pages based on your own organisation. Alternatively, you can use the template provided or develop your own Workforce Plan. Fynntown Scenario: You are an ambitious Customer Service Team Leader at Fynntown City Council Customer Service Centre (FCC CSC). FCC CSC does not currently have a good reputation for customer service with either the business or general community. You have a lot of ideas on how to improve this situation, but as a Team Leader, you do not have the authority to implement any of these ideas. Also, you have recently undertaken a risk assessment that identified workforce planning, in particular a skills gap within the CSC, as a significant risk to the organisation. There is a genuine risk that FCC will lose its State and Federal Government funding, which accounts for 40% of all Council funds, if customer service isn’t dramatically improved within 18 months. Consequently, the Council members are desperate to see improvements, without cutting into current spending or increasing rates. Fynntown documents available for research. • Fynntown Council’s Draft Community Strategic Plan 2012 – 2013 (to be found in Additional Resources) • Fynntown Council’s 2012-2013 Operational Plan (to be found in Additional Resources) • Fynntown Customer Service Centre...
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...The Role of Information and Communication Technology in Language Teaching and Learning In University Education Introduction: In 2000, Nigeria developed a policy on Information Technology (IT), with the aim of making Nigeria an IT adapted country in Africa and also a leading player in the use of ICT as an implement for sustainable development and global competitiveness. Since then Information and Communication Technology has been on the lips of every academic. The world is about to leave behind anyone that is not ICT compliant. ICT has various forms and roles which it performs in learning, especially in the teaching and learning of language. It is a powerful tool which can take the form of texts, pictures, tables, graphs, emails, fax, chat groups, discussion groups, SMSs, socializing portals, dictionaries, e-encyclopaedia, Power Point presentations, websites and audio-videos, etc. It can play instructional roles which include making learners feel more relaxed to learn various topics and tasks and making them active as learning is technologically based. The problem which we have identified in the use of ICT in tertiary education is lack of infrastructure and trained manpower (personnel) to use the ICT tools in teaching and learning. Most lecturers, technologists and students who are supposed to use the ICT tools are ignorant of what they are and their uses. Previous researches on ICT have focused on the hardware, software, professional development and support services....
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...Chapter 1 Introduction Education is “an act of taking someone out of ignorance by means of teaching”, as defined by the World Book Encyclopedia. It is considered as social institution. It includes not only the effects of schooling, but also the more pervasive effects of child rearing practices gained from family training, social exposure and other means of media that a learner experienced and accumulated as part of his maturity. It is one of the purposes of education to prepare the youth for their future places in the society and prepare them to combat the real world. Schooling is only part of education. It is the place where a person gains proper training that his family cannot provide. Thus, in a school setting, education will not be considered a full one if there is no teacher. To teach is to make an assumption about what and how the students learn. Here in the Philippines, teachers are important factor in molding the society because of their tasks in guiding the learners out in the world of ignorance. Being a teacher demands basic competencies necessary in carrying out effectively his noble mission of promoting progressive human development and study social amelioration which involves hardwork, limitless dedication, and all around knowledge and skills. As part of the education curriculum, student teaching is one of the most important elements in the training of prospective teachers. According to Lugos (1985), student teaching is “designed to...
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...DQ Week 2 DQ 1: Management is an essential part of any business. Explain the impact of management on business. The dictionary meaning of management is stated as the process of dealing with or controlling things or people and in-relation to a business, ‘management’ can be understood as set of activities associated with running a company such as monitoring, leading, and controlling, planning and organizing. These functions form the backbone of the well-known P-O-L-C framework in business management; P-planning, O-organizing, L-leading, C-controlling. Each of these activities affects the business and should be aligned with each other to establish a successful company. Planning: It is the primary function of business management and provides direction about what needs to be done and how it is to be carried out in advance. Koontz and O’Donnell define as: “Planning bridges the gap from where we are to where we want to go. It makes it possible for things to occur which would not otherwise happen.” Planning is an important function as it lowers the risk of uncertainty, aids in the process of decision making and encourages innovative and creative ideas. It also decreases the redundant activities. Planning is pervasive, futuristic and an ongoing process that involves mental exercise. “Failing to plan is planning to fail.” Planning is a dynamic process and can be broken down into the following steps: Environmental scanning: The planner needs to be aware of the external contingencies surrounding...
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...Managing Organizational Change A Multiple Perspectives Approach Managing Organizational Change A Multiple Perspectives Approach Ian Palmer Richard Dunford Gib Akin Boston Burr Ridge, IL Dubuque, IA Madison, WI New York San Francisco St. Louis Bangkok Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal New Delhi Santiago Seoul Singapore Sydney Taipei Toronto MANAGING ORGANIZATIONAL CHANGE: A MULTIPLE PERSPECTIVES APPROACH Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 DOC/DOC 0 9 8 7 6 5 ISBN 0-07-249680-0 Editorial director: John E. Biernat Senior sponsoring editor: Kelly H. Lowery Editorial assistant: Kirsten L. Guidero Executive marketing manager: Ellen Cleary Senior project manager: Lori Koetters Production supervisor: Debra R. Sylvester Design coordinator: Cara David...
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