...Eric & Kipsy: complexities of management and organisational behaviour (a) Analyse the issue of management and organisational behaviour which are raised in this case study. From our discussion, we found that a lot of issues in this case. We will discuss and explain what the error and problem encountered. There are many issues of management and organisational behaviour such as: i. High turnover and absenteeism of staff. When absenteeism was particularly high on any given day, part-time employees were called to fill in. Of cause they all not familiar with the job, system, procedure, equipment and so on. When company hire new worker to work here, of cause company need to train and give full support to ensure new worker perform well. It is involve cost and waste time. ii. Low level of motivation Keeping employees motivated is an important element of not only getting the most out of your employees, but also in retaining your best employees. The best employees are always in high demand, and will change companies if they are not kept motivated at work. But unfortunately in this case study, most of their worker demotivated with various factor such as company policy and time management for personal and work lives. iii. Excessive error Too much of error will give bad effect to the company. It will effect to other person or other department and company also cannot consider with people that always make same mistake. Errors will make company always absorb...
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...train people. A qualified leader at least must have good leadership and good relationship to ensure that his group is working well and smooth. Leadership is very important for a qualified leader, because leadership affects the performance of a team, an excellent leadership will improve a team performance. A good relationship will help the leader to communicate to his team members easily and send right message to his team members. Whether he or she has to direct, supervise, guide and instruct the team. These are the duties of a team leader to promote unity of his team and to ensure that his team to function as good as possible. A leader inspires the team to action in anytime. Therefore, the leader is the line of communication from upper management to team members. The leader measures his team’s quality and advises his team members if there are rooms for improvement. Personally I have worked at 2 different jobs since I graduated from George Mason University in 2003. My first...
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... professionals in the information technology (IT) department conduct research to identify threats, vulnerabilities, and threat/vulnerability pairs. Then, the IT professionals determine the likelihood of each threat occurring. The IT professionals present this information to IT management, whose role in risk management is to determine and recommend approaches to manage these risks. IT management then presents these recommendations to the senior management, whose role is to allocate resources, specifically money and employees, to prepare for and respond to identified threats and vulnerabilities appropriately. This activity allows a small group of students among you to fulfill the role of IT professionals in a small business tasked with identifying threats, vulnerabilities, and threat/vulnerability pairs; estimating the likelihood of these threats occurring; and present this information to IT management. Scenario: YieldMore is a small agricultural company, which produces and sells fertilizer products. The company headquarters is in a small town in Indiana. Outside its headquarters, there are two large production facilities—one in Nebraska and other in Oklahoma. Furthermore, YieldMore employs salespersons in every state in the U.S. to serve its customers locally. The company has three servers located at its headquarters—Active Directory server, a Linux application server, and an Oracle database server. The application server hosts YieldMore’s primary software application, which...
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...professionals in the information technology (IT) department conduct research to identify threats, vulnerabilities, and threat/vulnerability pairs. Then, the IT professionals determine the likelihood of each threat occurring. The IT professionals present this information to IT management, whose role in risk management is to determine and recommend approaches to manage these risks. IT management then presents these recommendations to the senior management, whose role is to allocate resources, specifically money and employees, to prepare for and respond to identified threats and vulnerabilities appropriately. This activity allows a small group of students among you to fulfill the role of IT professionals in a small business tasked with identifying threats, vulnerabilities, and threat/vulnerability pairs; estimating the likelihood of these threats occurring; and present this information to IT management. Scenario: YieldMore is a small agricultural company, which produces and sells fertilizer products. The company headquarters is in a small town in Indiana. Outside its headquarters, there are two large production facilities�one in Nebraska and other in Oklahoma. Furthermore, YieldMore employs salespersons in every state in the U.S. to serve its customers locally. The company has three servers located at its headquarters�Active Directory server, a Linux application server, and an Oracle database server. The application server hosts YieldMore�s primary software application, which...
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...Scenario 1 1.) What should Bryan do about the clock? Bryan should explain to his wife Nina what could happen if his boss found out about the clock. He should explain the ethics policy set in place at his job and that he could lose his job if word got back of them accepting the clock. Finally he should explain to her that he is looking out for the company’s reputation as well and wants to behave in an ethical manner. Stressing the fact that “ethical buyers do not accept outside gifts or favors that violate their firm’s ethics policy”( Handfield, Giunipero, Monczka, & Patterson, 2011). Another approach would be to direct her to the standard guidelines in the code of ethics developed by the Institute of Supply Management (ISM). 2.) What does the Institute of Supply Management (ISM) code of ethics say about accepting supplier favors and gifts? The ISM code of ethics strictly frowns upon accepting gifts or favors from potential suppliers. “People engaged in purchasing should not accept from any supplier or prospective supplier any money, gift, or favor that might influence, or be suspected of influencing, their buying decisions” (Handfield, Giunipero, Monczka, & Patterson, 2011).Any gifts received should be returned immediately and as discreetly as possible to avoid embarrassment on the supplier’s part. If embarrassment does occur a buyer should still not feel obligated to accept the gift or favor because of its effect on the suppler. 3.) Why do you think the supplier sent the...
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...organisation's senior leadership on one hand and the ground personnel on the other. These managers are responsible for the implementation of the organization's strategy on a day-to-day basis and it would be safe to say that a company's success or failure largely depends on the strength of this cadre. A strong middle management also provides organisations with a pipeline of future leaders. Besides, a strong managerial cadre also offers the added benefits of providing much needed continuity and low attrition. I have seen that middle level managers typically face their own set of challenges. In organisations that I have worked or where I now provide advice, I have always seen that if these challenges are left unidentified or unaddressed they almost always lead to disgruntlement and low motivation which can then, over a period of time, seep in to the front end. What are the challenges that mid-level managers face? 1. Transition from worker to manager: Most managers take time to settle into their leadership role after being promoted from the ranks. They grapple with the difference between doing things and getting things done. In one instance, it was seen that a star salesperson who was promoted to a sales manager could not manage the transition at all. His micromanaging ways upset his team and despite repeated counseling, he could not outgrow this habit. Privately, some senior leaders admitted to me that they had visualized that this could happen, but were really in no position to deny...
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...resources necessary, in a way that accomplishes the desired and required outcomes to meet the goals. * Directing the employees and their resources with enough guidance, direction, leadership, and support necessary to ensure that they are able to reach their goals. * Monitoring and following up to ensure that the plan to achieve the goals is being carried out in such a way that its accomplishment is assured. * Evaluate is to review and assess the success of the goal, the plan, and the allocation of the employees and their resources. An important function of a manager is to motivate his people. Management is the work done by people. So if employees are not satisfied they will not perform efficiently which will ultimately affect in fulfillment of organization’s goals. As in the case of Vishal Mega Mart the salesperson come in direct contact with the customers. If the salesperson himself is not satisfied with his job he will not provide suitable service. Employee satisfaction is utmost important in successful completion...
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...introduced by the regional sales manager, Campbell. 2. Proper analysis of a. personality of people involved and b.) Situation analysis. Richardson should have diagnosed the situation before deciding her strategy. 3. Critique Richardson’s first meeting. How could she have made a stronger impact on her team that first day? Describe some ways Richardson might effectively build her team. Assigning challenging roles is a proven to get people respond with greater efforts and commitments. 4. In your opinion, who is at fault for Richardson’s poor performance? She was energetic, ambitious and very hard working salesperson at Chicago. She had much experience in the field of sales, but was inexperienced in paperwork and management. She had been working as a team member and had no experience as a team leader. Though she took management training courses and did some self-study of leadership books as well, she lacked confidence and was not very clear about her duties and responsibilities. Her supervisor, Campbell, the regional sales manager was very busy, non-communicative and having high expectations from Richardson. Campbell did provided enough information to Richardson about the previous sales manager and the reasons for which the previous sales manager was fired. She also never gave...
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...Detroit, the main headquarters. Together, there are 32 employees whose efforts in business bring in an Annual Gross Sales of $17 million per year. In the effort of restructuring the company, and finding the problems that are posing threat to the progress of the company, CSIG has contracted Grams Tracking Firm to provide a viable solution for the scenario in which the company currently finds itself. This case study includes the problems, and their explanation, functional criteria such as different alternatives, evaluations and some recommendations. Problems SCIG has experienced three major events in the last 90 days. • High operating costs • Competition, and, • Salesperson left the company. • Business continuity According to Lingeswara Tammineedi, organizations that lack business continuity management teams, tend to strive had in their business life cycles. The major key scenario with CSIG is the business continuity. CSIG operated at a high cost of input that totaled up to $125,000 in the first quarter. This is business continuity problem. Secondly, there developed a situation of...
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...KINNAIRD COLLEGE FOR WOMEN SALES MANAGEMENT AND ADVERTISING SEMESTER-5 OTHER-ASSIGNMENT Read the following case study and answer the questions that follow: Sue Wilson, purchasing manager for the Humboldt, Tennessee, plant of National Agri-Products Company, is back in her office reviewing her notes from a meeting she just finished with Tom Roberts, Vicki Sievers, and Greg Runyon. Tom is the plant manager of the Humboldt plant, Vicki is the plant engineer, and Greg the production manager. The four met for the last hour to discuss the equipment National needs to buy to complete expansion of the Humboldt plant. National Agri-Products Company produces various agricultural products at its four manufacturing locations throughout the Midwest. The Humboldt plant was built seven years ago to produce cornstarch and dextrose for use as food ingredients. Five and a half years after the plant was completed, top management decided to expand it to produce corn syrup, which is an ingredient in soft drinks, candy, and various baked goods. Humboldt will be the second National Agri-Products Company plant with the capability to produce corn syrup. As Sue reviews her notes, she notices that Tom, Vicki, and Greg have various requirements for the equipment that would be needed to produce the corn syrup. During the meeting, Tom said it was very important to "get everything right" in completing this project. The company already had invested a lot of money in the expansion, and Tom didn't want...
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...empowerment is a management decision based on proven capability and demonstrated trust by the employee. Transformed organizations introduce empowerment over rules and regulations through smart governance and guidelines supporting organizational culture. These practices promote improved customer service through employee decision-making extended by management authority and flexibility. Demonstrating customer-focused programs and practices through skilled and knowledgeable employees with authority and responsibility to move the organization forward in its mission. Power and Empowerment By definition and context, power is “possession of control, authority, or influence over others” (Merriam-Webster's Third New International Dictionary Unabridged, 2002). A good manager can have power and influence over others and lead well. The definition of empowerment is “to give authority, to enable, and to promote influence” (Merriam-Webster's Third New International Dictionary Unabridged, 2002). The act of empowerment allows a manager to enable individuals to think and act in a way that will enhance their performance, and demonstrate trust in the employee’s abilities. This does not remove power from the manager but instead increases his or her potential to gain power by an effective team. Flat Organization Model Organizational structure is the key difference in reporting processes in organizations. Big organizations have vertical organizational structures with many management layers between...
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...head office/head quarters. Centralisation The main decisions are made by senior management, where little authority is passed down the organisation. Advantages • Decisions are made by experienced people with an overview of the company. • Ensures policies are consistent throughout the company. • Ensures quick decisions can be made without consultation. • Procedures such as ordering and purchasing can be standardised throughout the company, leading to economies of scale. • In times of crisis the firm may need strong leadership by a central group of senior managers. Disadvantages (mainly advantages of decentralisation) • Centralisation reduces the input of the day to day experts, e.g., the shop floor staff, into the firms’ decision making. • It risks demoralising branch managers who may feel mistrusted or powerless. Decentralisation Decisions are made by junior management as authority is passed down the organisation, thereby accepting less uniformity in how things are down. There has been a trend in the 1980s and 1990s is to decentralise to provide greater flexibility. An example of a decentralised structure is Tesco the supermarket chain. Each store of Tesco has a store manager who can make certain decisions concerning their store. The store manager is responsible to a regional manager. Advantages • Reduces the stress and burdens of senior management • It can empower local managers encouraging them to be more innovated and...
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...|F:/Academic/27 | |Refer/WI/ACAD/18 | SHRI RAMSWAROOP MEMORIAL COLLEGE OF ENGG. & MANAGEMENT MBA [SEM III 31, 32, 33, 34, 35, 36] (Session : 2013-14) TUTORIAL SHEET-1 MANAGEMENT INFORMATION SYSTEM (MBA- 033) |Unit: 1 |Topic: Introduction to Information Systems | |Date of Distribution: | Name of Faculty: Dr. Ashish Avasthi | | |Mr. Vivek Pandey | Q1. Describe the concept of Operation Support System and Management Support System with suitable examples. Ans1. Operation Support System a) Efficiently process business transactions b) Control industrial processes c) Support communications and collaboration d) Update corporate databases Management Support System Provide information and support for effective decision making by managers Q2. “Cybernetic systems are self-monitoring and self-regulating.” Justify the statement. Ans 2. A system with feedback is called cybernetic system. Feedback is data about the performance of a system. For example data about sales performance is feedback to sales manager. Whereas control involves monitoring and evaluating feedback to determine...
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...use the MBO method to accurately measure employee performance in the following occupation, secretary, engineer, and directory assistance officer. Management by Objectives (MBO) is a process in which a manager and an employee agree upon a set of specific performance goals, or objectives, and jointly develop a plan for reaching them. The objectives must be clear and achievable, and the plan must include a time frame and evaluation criteria. For example, a salesperson might set a goal of increasing customer orders by 15 percent in dollar terms over the course of a year. MBO is primarily used as a tool for strategic planning, employee motivation, and performance enhancement. It is intended to improve communication between employees and management, increase employee understanding of company goals, focus employee efforts upon organizational objectives, and provide a concrete link between pay and performance. An important factor in an MBO system is its emphasis on the results achieved by employees rather than the activities performed in their jobs The principle behind management by objectives is to make sure that everybody within the organization has a clear understanding of the objectives of the organization. Also being aware of their roles and responsibilities. It is intended to improve communication between employees and management, increase employee understanding of company goals, focus employee efforts upon organizational objectives, and provide a concrete link between pay...
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...Felwick Gifts Human Resources Manual Brian Chadwick Rasmussen College Introduction to Human Resource Management Jason Meldrum 12/16/2008 Table of Contents About Us 3 Sexual Harassment 4 Job Training 5 Pay Wages and Compensation 7 Privacy Concerns 9 About Us Welcome to Felwick Gifts, we began operations in a quaint, small town of Hastings, Minnesota during 2006. Felwick Gifts was created by Brian Chadwick, Jennifer Ostergren-Chadwick and Tom Felix. We offer figurines, DVD’s, fountains, tools, knick-knacks and collectables such as swords, dolls, collector plates and many more. Recycling is an important part of our organization and there are many recycling bins around the stores and office. We have 2 people in the office and 2 of them also work on the sales floor (Brian Chadwick and Tom Felix), with a total of 17 employees (10 women and 7 men) on the floor and in the storage room and truck comes in. Within a year, we hope to have an online store. Organization Structure of Felwick Gifts is as follows: Sexual Harassment Sexual harassment is a form of sex discrimination that violates Title VII of the Civil Rights Act of 1964. Sexual harassment is defined as unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitutes sexual harassment when submission to or rejection of this conduct explicitly or implicitly affects an individual's employment, unreasonably interferes with an individual's work performance...
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