...The Compare of Organizational Behavior In case of Siemens and Tesco Liu Xuan(Eileen) Table of contents 1.0 Introduction 2 1.1 Compare organizational structure and culture between Siemens and Tesco 2 1.2 The impact of organizational culture on the business performance of Siemens 7 1.3Discuss the factors influencing individual behavior 7 2.1 Compare the leadership style of Siemens with Tesco 8 2.2 How organization theory underpins the practice of management within Siemens 9 2.3 Evaluation of the main approaches to management theory 9 3.1 The impact that different leadership may have on motivation in organizations in periods of change 10 3.2 Compare the application of different motivational theories 10 3.3The usefulness of motivation theories for managers in Siemens 11 4.1 Mechanisms for developing effective teamwork in Siemens 11 4.2 Factors that may promote or inhibit the development of effective teamwork in Siemens 12 4.3 Evaluate the technology on team functioning in Siemens 13 5.0 Conclusions and recommendations 13 6.0 Reference 13 1.0 Introduction Organizational behavior refers to the reaction of individual, group or organization itself to the stimulation of endogenous or exogenous from the perspective of organization. The purpose of report is to application the theory in the organization behavior including the organization structure, enterprise culture, the leadership style, management approach, motivation theory, team work mechanism...
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...the 19th century, that was when welfare officers, or as they were sometimes referred to as welfare secretaries, were created. Welfare officers were mostly women, who were only concerned with the protection of women and girls, and their creation was a result of the conditions of the workplace, the stress that was being put on workers due to the expansion of the business's franchise and as their role grew the aim of moral protection for women and children was challenged by a need for higher output by the employers. Personnel management was pushed forward by WW1 due to women being recruited in high numbers to do the jobs of men that had left for war, which meant there had to be negotiations with the trade union about upping their employee levels to counter act the problem that their new hired workforce was unskilled at the job they were placed in and during that time personnel was being pushed forward by government schemes to get the most out of their employees. By 1916 it became mandatory to have a welfare officer in factories that manufactured explosives and was encouraged for munitions factories to have a welfare officer, at this time there was over 1,300 welfare officers. It was only until the WW2 that welfare and personnel workers were brought on at full-time at all locations that were manufacturing war materials because the Ministry of Labour and National service had insisted on it, just like in WW1 when welfare workers were placed in munitions factories. This was due to...
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...Stacy Bradford Management Fundamentals MGM255-1202B-05 Phase 3 – Task 2-IP Macy’s Strategic Plan Richard Hilliard June 18, 2012 Executive Summary Macy’s is the nationally recognized brand of the Federated Department Store Cooperation. The organization consists of over 850 departments stores from coast to coast and online throughout the United States. In this paper we will look at the company’s strategic plan for success, its mission, its vision, its organizational structure, and what’s working and what’s not. In addition, we will examine the strategies and initiatives that have helped Macy’s to continuously grow and remain competitive over the past 150 years. Mission Statement "Our goal is to be a retailer with the ability to see opportunity on the horizon and have a clear path for capitalizing on it. To do so, we are moving faster than ever before, employing more technology and concentrating our resources on those elements most important to our core customers. " Vision Statement "Our vision is to operate Macy's and Bloomingdale's as dynamic national brands while focusing on the customer offering in each store location." In just a few words, the above referenced statements convey Macy’s purpose and why it exists. Macy’s commitment to sharing the company’s mission and vision with the employees has kept the entire company moving forward in the face of difficulties, enabling and inspiring leaders and employees alike. Moving toward...
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...DEPARTMENT OF THE NAVY OFFICE OF THE CHIEF OF NAVAL OPERATIONS 2000 NAVY PENTAGON WASHINGTON, DC 20350-2000 OPNAVINST 3591.1F N314 12 Aug 2009 OPNAV INSTRUCTION 3591.1F From: Subj: Ref: Chief of Naval Operations SMALL ARMS TRAINING AND QUALIFICATION (a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l) (m) (n) (o) (p) (q) (r) (s) Encl: OPNAVINST 5530.14E SECNAVINST S8126.1 (NOTAL) SECNAVINST 5500.29C CJCSI 3121.01B OPNAVINST 5530.13C MILPERSMAN SECNAVINST 1650.1H OPNAVINST 5100.27B NAVSUP P-724 Sections 40701 through 40733 of Title 36, United States Code DoD Directive 5500.7-R, Section 3-211, Joint Ethics Regulation, 1 Aug 93 OPNAVINST 5102.1D OPNAVINST F3100.6H (NOTAL) NTRP 3-07.2.2 SW300-BC-SAF-010 Rev 1 Marine Corps Reference Publication 3-01B, Pistol Marksmanship Marine Corps Reference Publication 3-01A, Rifle Marksmanship Army Field Manual 3-23.35, Pistol Marksmanship Army Field Manual 3-22.9, Rifle Marksmanship (1) Range Regulations (2) Small Arms Dry Fire Training Procedures and Guidelines (3) Qualification Criteria for Pistols (4) Qualification Criteria for Rifles (5) Qualification Criteria for Shotguns (6) Qualification Criteria for Light, Medium and Heavy Machine Gun Performance Evaluation (7) Targets (8) Sustainment Training for Category II Crew Served Weapons Operators OPNAVINST 3591.1F 12 Aug 2009 1. Purpose. To establish Navy policy and prescribe minimum requirements for individual small arms training and qualification per references (a) through (s). This instruction...
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...discover how the members of the organization perceive and portray their commitment in association to XYZ’s culture; its influence on decision making process and progress of the organization. Through the political metaphor, we view organizations as often formed and administered similarly to political systems, which can be run like autocracies, bureaucracies, democracies or a mixture of these. Within them, individuals and groups manage situations, personal or group interests through the use of negotiations, power and politics. They operate based on network of alliances just like in political systems. In our report we tried to understand how politics influence XYZ, identifying the consequences on both an individual and organizational level. Using metaphors and viewing organizations from a holographic prospective is instrumental for analyzing the causes of conflicts and identify effective solutions to implement the necessary changes for sustaining the growth of an organization...
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...Chapter 15 The Organization of International Business Laws control the lesser man. Right conduct controls the greater one. – Chinese proverb Opening Photo Objectives • Profile the evolving process of organizing a company for international business • Describe the features of classical structures • Describe the features of neoclassical structures • Discuss the systems used to coordinate and control international activities • Profile the role and characteristics of organizational culture CASE: Building an Organization at Johnson & Johnson The typical pharmaceutical company relies on global integration, given its steep product development costs and potential scale economies. Meanwhile, it must respond to local market conditions, obtaining government approval for each product in each country and establishing local sales and distribution systems. Consequently, headquarters and subsidiaries jointly implement the company’s strategy. Building an organization that can meet this mission is tough. One standout that does is Johnson & Johnson (J&J). Since the start of its U.S. operations in 1886, J&J has evolved into the most broadly based health-care company in the world. International activity began in 1919 with J&J Canada. Headquartered in New Brunswick, New Jersey, J&J lists 250 operating companies across the world, holds more than 54,000 U.S. and foreign patents, sells products in more than 175 countries, and employs about 115,000 people worldwide, with...
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...choosing the right approach and management style to suit the situation. Managers play a pivotal role in getting things done by motivating, inspiring and leading others at work. Employees who feel valued in the workplace tend to be more committed to their work. This results in higher levels of performance, reduced absenteeism and more competitive businesses. According to the theorist Henri Fayol, the key functions of managers are to: * make forecasts and plans * organize work * command the people under them by giving instructions * co-ordinate the resources (money, people, time) for which they are responsible * control activities and people by measuring and correcting them to enable performance to fit the plans Leadership on other hand is the art or process of influencing people to perform assigned tasks willingly, efficiently and effectively. Enabling people to feel they have a say in how they do something results in higher levels of job satisfaction and productivity. By effectively planning and controlling the people and processes for which they are responsible, managers provide a positive and professional environment. This can generate similar attitudes in their teams. This engagement of...
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...Introduction This paper examines the growing phenomenon of organizational culture. What is it? Why is it important? How has it changed and why? How can an organization establish or change their culture? I hope to answer all of these questions and leave people with a better understanding of the concept and what factors create a strong organizational culture in today’s workforce. What is Organizational Culture? Organizational culture is not a new concept. It has been in existence since the emergence of the business world. However, it is only relatively recently that it has been identified, and executives have taken notice and made it a priority. The culture of an organization can be compared to the personality of a human being (Chegini, 2010). Culture is the essence of what an organization represents, who they are, what they stand for, what they believe in, and what is important to them. One of the better, and simpler, definitions of organizational culture I found is “the shared values and assumptions that guide behavior in an organization” (Çakar, 2010). The fundamentals of corporate culture can include a company’s values, employee expectations, customs, factual or mythical organizational history, language, climate, etc. In some cases, organizational culture is designed and employees are encouraged and expected to achieve it. On the other hand, culture may also develop over time from the attitudes and mentalities of employees. An organizational vision and mission...
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... | | | | | | | |Reason through an ethical decision problem using the imperative, | |55, 56, 57 | |utilitarian and generalization principles of moral philosophy. | | | | | | | |Identify the different entities that make ethics rules for CPAs and |5, 6 | | |public accounting firms. | | | |...
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...Running head: CORPORATE CULTURE AND ITS ROLE IN THE DOWNFALL Corporate Culture and its Role in the Downfall Of Arthur Anderson LLC and Sunbeam Corporation Darrell V. Davis Grand Canyon University Bus 604 Business Ethics July 5, 2009 Abstract Corporate culture plays an extremely important role in the development of a company. Whether explicitly stated or not, the culture of a company reveals its attitude, motivation, and intentions. Arthur Andersen’s and Sunbeam’s cultures revealed that they were on the hunt for huge profits at the expense of independence and sound financial reporting, respectively. They instituted accounting practices that they knew pushed the envelope of, if not legality, acceptability. In fact, they were bedfellows in Sunbeams accounting methods. With each of the company’s histories, they had the resources to make better decisions regarding their actions. Yet, it appears they ignored their responsibility to the public in order to garner the highest gain. Arthur Andersen LLP Arthur Andersen LLP, with its ninety year history, for a long while stood as one of the most well respected, influential, high-earning, and ethical accounting firms in the world. Yet, with the rise of its consulting services, several apparent oversights, the demise of a number of its clients, and questions of the firms relationships with clients; the company came under attack from investors of its clients, regulators, and courts. Without a valid...
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...Kentucky Fried Chicken Today Every day, more than 12 million customers are served at KFC restaurants in 109 countries and territories around the world. KFC operates more than 5,200 restaurants in the United States and more than 15,000 units around the world. KFC is world famous for its Original Recipe® fried chicken, made with the same secret blend of 11 herbs and spices Colonel Harland Sanders perfected more than a half-century ago. Customers around the globe also enjoy more than 300 other products -- from Kentucky Grilled Chicken in the United States to a salmon sandwich in Japan. In my paper I will be reviewing KFC in Japan and explaining the following: 1. KFC’s History 5. The Culture 2. Management 6. Economics 3. Legal Practices 7. Geography 4. Political Structures 8. Competition KFC is a predominant franchise that’s nationwide. KFC is part of Yum! Brands, Inc., the world's largest restaurant company in terms of system restaurants, with more than 36,000 locations around the world. KFC is ranked #239 on the Fortune 500 List, with revenues in excess of $11 billion in 2008. KFC’s History Colonel Harland Sanders was the founder of Kentucky Fried Chicken. In 1952 the Colonel begins actively franchising his chicken business by traveling from town to town and cooking batches of chicken for restaurant owners and employees. In 1960 the Colonel's hard work on the road begins to pay off and there are 190 KFC franchisees...
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...Producing R E S U LT S Proven Solutions in Today’s Challenging World WORLD CONFERENCE ON QUALIT Y AND IMPROVEMENT 2012 ASQ MAY 21–23, 2012 Anaheim, California Anaheim Convention Center wcqi.asq.org Preliminary Program General Information 2012 ASQ WORLD CONFERENCE ON QUALIT Y AND IMPROVEMENT Conference Location Anaheim Convention Center 800 West Katella Avenue Anaheim, CA 92802 www.anaheimconventioncenter.com Attendee Registration Hours (Subject to change) Saturday, May 19 2:00 p.m. – 5:00 p.m. Sunday, May 20 9:00 a.m. – 1:00 p.m. 5:00 p.m. – 8:00 p.m. Monday, May 21 7:00 a.m. – 5:00 p.m. Tuesday, May 22 7:30 a.m. – 5:00 p.m. Wednesday, May 23 7:30 a.m. – 10:00 a.m. Registration will be located in the Anaheim Convention Center. Dates Tips to Lead You to Savings Check out these savings opportunities to stretch your conference travel budget— without missing out on the premier quality conference of 2012! Save big when you: Preconference Events Monday, May 14 – Sunday, May 20 Conference Dates Monday, May 21 – Wednesday, May 23 Conference Presentations Approximately two weeks prior to the conference, all registered attendees will receive access to the PowerPoint presentations for the sessions of the World Conference and each of the four conferences held concurrently with it (Institute for Continual Quality Improvement, Institute for Software Excellence, Quality Institute for Healthcare, and Quality in Sustainability Conference). and save...
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...Date: 2 August 2013 Introduction “In a future conflict, an adversary unable to match our military supremacy on the battlefield might seek to exploit our computer vulnerabilities here at home (President Barack Obama, 2012).” Technology has changed the total lifestyle of people around the world. Here in the United Stated, society’s daily lives revolve around social interaction, economic stability, job security and information dominance. Information Dominance is “the degree of information superiority that allows the possessor to use information systems and capabilities to achieve an operational advantage in a conflict or to control the situation in operations other than war while denying those capabilities to the adversary (US Cyber Command, 2012).” Corporations as well as many of the world’s governments have risen and fallen due to their degree of Information Dominance and Information Security. Cyber-attacks have increased exponentially within the last 10 years. Battlefield lines that were once drawn in the sand no longer exist. Cyber-attacks can occur from any location in the world and at any time. A Cyber-terrorist has the ability to use current communication infrastructure to launch an attack that could cripple a nation. In 2012, Defense Secretary, Leon Panetta spoke at the Business Executives for National Security (BENS) summit. He expresses that “An aggressor nation or extremist group could use these kinds of cyber tools to gain control of critical switches,"...
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...| | |Vodafone Egypt Organization | |[pic] | | | | | | | |8/18/2012 | | Vodafone Egypt Organization | Table of contents Vodafone organization profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Vodafone external environment . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Vodafone stakeholders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Vodafone...
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...LEADERSHIP AND MOTIVATION 1 " " " Leadership and Motivation: Motivating People The Marine Corps Way Carlos Arias University of Miami " " " " " " " " " " " " " " " " LEADERSHIP AND MOTIVATION 2 Abstract Historically, The Marine Corps has always been the smallest service branch, accounting for less than 1% of the US population, including past and present Marines. Yet out of the 10 CEOs in Fortune 500 Companies, 30% have served in the United States Marine Corps. Most, if not all, former Marines attribute their success to the 14 leadership traits in tandem with the 11 leadership principles taught in Marine Recruit Training and beyond. This leadership training has enabled the Marines to become the most feared and respected fighting force on earth and continues to influence the community once Marines become civilians. Although this work has been researched and disseminated by the Marine Corps Institute, all lessons learned have come from real life and death situations and passed down to younger generations of Marines. These ‘soldiers of the sea’ continue to fight on active duty and contribute to their communities as civilians. Keywords: Leadership, Motivation. " " " " " " " " " LEADERSHIP AND MOTIVATION 3 " “Serious sport is war minus the shooting.” -George Orwell Robert Stevens, from Lockheed Martin, joined the Marines when he was only 18 years old. During a 2010...
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