...Memphis International Airport UCS Learning Team B November 7, 2015 CMGT/575 Instructor: Gary Denney Memphis International Airport UCS Project Charter Memphis International Airport UCS: Project Charter | Project Stakeholders | Name | Title / Role | Contact Number | Email Address | Terry S. Blue | VP or Operations | | | Forrest Artz | VP of Finance and Admin /CFO | | | James A. Hay II | Director of Development / Sponsor | | | J. Jarrett Morgan | Director of Information Technology / Sponsor | | | Project Description | * This is a Unified Computing System, meaning that all the resources are available to access through virtualization. This involves a controller for the administration of it. | * Organization needs for lowering cost and more efficient. | * The company will be using Cisco’s UCS to have a working system within a year | Measurable Organizational Value (MOV) | * Deploy a UCS, which will allow the virtualization and administration of resources for the Memphis International Airport systems within the next year that will lower costs by 30% and show an increase in efficiency by 50 % within six months of deployment. | Project Scope | * Integrate the UCS into Memphis International Airport's current systems that will lower costs by enabling faster access to network applications and centralized data. * Implementing the Cisco UCS solutions will reduce maintenance overhead with less physical servers to maintain and...
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...studied in the last weeks job dissatisfaction is reflected within any organization or company through the attitudes , actions and performance of that dissatisfied employees within that organization, we all agreed in our weekly Discussion that when employees are dissatisfied they are less likely to perform their job effectively and efficiently, show no enthusiasm to go the extra for the company or fellow employees, and tend to be absent a lot, if would to say as general dissatisfaction in the organization create employees with bad attitudes and tension throughout that organization. I believe that all Organizations should try always to keep employees happy and content to have order and harmony for the employees and management to work as one team . | Question 2.2. (TCO D) What is groupthink? Why can groupthink be detrimental to...
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...Proctor and Gamble There are many steps needed for successful change implementation. the successful change implementation. Many organizations require change to survive the economical battles of doing business. The communication style of management is also an important area for change. There are multitudes of articles and information regarding organizational change and many of them has have conflicting information on what is most important. The factors of change can be slightly different based upon the type of business, but the basics are always the same. How an organization communicates the need for change, the plan for change as well as the implementation of change are the broad spectrum of the success or failure of change. Not clear. The following literature reviews attempt to This literature review support the hypothesis that Proctor and Gamble would benefit from creating desire to change, communication, planning and resources. These are four of the most important phases of successful change implementation for Proctor and Gamble. Proctor and Gamble Problem Overview Underline not needed. Proctor and Gamble is an innovative, multinational company. Currently, Proctor and Gamble lacks an effective distribution system in some segments as well as poor location in some foreign countries and high cost of inputs. Another area of weakness is the employment of foreign based local management who don’t have international business experience. doesn’t have any international...
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...continuous improvement as one of the central TQM doctrines. For employees, a significant aim of TQM is the broadening of work responsibilities. The adoption of TQM requires employees to reconceptualize the boundaries of their jobs, reshape their attitudes toward quality, and engage in new behaviors. In essence, TQM blurs the boundary between previously defined in-role and extra-role behavior such that what were considered discretionary functional activities now become part of an individual's job, which he or she is expected to fulfill in a TQM environment. Waldman (1994) argued that work responsibilities in a quality culture would include "accomplishing tasks and taking initiatives above and beyond the call of duty, and sharing information with and helping co-workers" (p. 515). In terms of the key principles of TQM, employees are required to have a customer-focused orientation and develop attitudes and behaviors that reflect a commitment to customer service; a pervasive emphasis on collaboration and cooperative efforts between individuals and groups within organizations (Stone-- Romero & Stone, 1998), requiring an individual to develop a collectivist orientation and to engage in behaviors for the benefit of the group; and a continuous improvement orientation emphasizing a proactive approach to preventing problems and a search for better ways of doing things (Dean & Bowen, 1994; Lawler, 1994). Empirical evidence also suggests that the success of TQM...
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...#12 Management: Managers, Performance, and the Environment I) The major point of this article is that management needs to be strong and be willing to make changes in their thought process if they want to succeed. That America’s economy and the managers who plan, direct, organize, control, and staff its businesses must provide new, different, and creative approaches to meet the new competitive global environment. II) The overall managerial lesson in this reading is that management existed all the way back to the early days of civilization. Many companies have come and gone and many have reconstructed themselves to insure their futures. As a discipline, management faces new challenges and obstacles daily and some are the result of their successes but I feel some are the result of their weaknesses also. One outstanding challenge that has happened over the years is the new role of managers that are women(Mary Barra, General Motors), African Americans(Kenneth Chenault, American Express), Hispanic Americans(Oscar Muñoz, United Airlines) to name a few, and other minorities. These and other organizations will need managers who can think clearly and are capable of dealing with changes in all aspects of the companies so they can stay on top. III) What I have learned personally is that I need to make changes in my management style if I want to succeed at my job and company. I have always thought and have been told if it isn’t broke don’t fix it. I might think it’s not...
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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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...| | |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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...MANAGING CHANGE WITH AN INTERCULTURAL TEAM Master’s (one year) thesis in Informatics (15 credits) Lee Wennerström 2012MAGI11 I Title: Managing change with an intercultural team Publishing year: 2013 Author: Lee Wennerström Supervisor: Anders Hjalmarsson Abstract: The study explores the subjects of organizational change and management of intercultural teams. The goal of the study is to spread knowledge about how an intercultural team should be managed in order to assure the best possible success of an organizational change initiative. It has long been recognized that organizations constantly need to change in order to stay competitive. At the same time it has also been recognized that organizations today operate on the global arena with operations spread to many different parts of the world. It is thus important to understand how an intercultural team should be managed in order to assure the success of an organizational change initiative. The aim of this study has been to provide information and guidelines that may be used by academia as well as professionals to better understand how to manage an intercultural team that conducts an organizational change. A total of six different guidelines have been presented in this research - each one important in assuring an effective teamwork and a successful organizational change. The study has been conducted using a qualitative research approach and the method used for gathering data has been interviews as well as literature studies...
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...Evolution of a Family Business - Godrej Group Case Study Submitted by (Section C- Group 4): Abhishek Kumar(PGP11/129) Balaji Manohar(PGP11/140) Karthik Kumar(PGP11/151) Prashant Gangwal (PGP11/162) Santosh(PGP11/173) Supriya(PGP11/184) Group Assignment – Organizational Behavior II – IIMK Introduction ........................................................................................................................................................................ 4 Executive Summary ......................................................................................................................................................... 5 Overview of the Godrej Group ................................................................................................................................... 7 Organizational Structure .............................................................................................................................................. 7 Godrej Group Companies ........................................................................................................................................ 8 Competition .................................................................................................................................................................... 9 Family Business Model .......................................................................................................................................... 10 Key Success...
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...Incorrect .1) | Which of the following is NOT a primary function performed by a telecommunications network? | | | | A. | transmission of voice | | B. | network control | | C. | tracking of out-of-service devices (Your Answer) | | D. | transmission of data | | E. | All of the above are primary functions of telecommunication (Correct Answer) | Incorrect | | | Q.2) | Which of the following most accurately describes the INTERFACE function of telecommunications? | | | | A. | checking for errors and putting the communicaiton into a standardized format | | B. | handing interactions between users and the network (Correct Answer) | | C. | keeping track of the status of the network (Your Answer) | | D. | choosing the most efficient path for a message to be sent over the Internet | | E. | changing coding system or speed when moving data between devices on the network | Incorrect | | | Q.3) | Which of the following is NOT a characterisitic of fiber-optic transmission? | | | | A. | faster transmission than twisted pair of wires | | B. | more secure than other media because it does not emit radiation | | C. | requires much less space because the fiber-optic cable is very small in diameter (Your Answer) | | D. | easy to work with the tiny fiber and require much cheaper equipment (Correct Answer) | | E. | not affected by power-line surges or electromagnetic...
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...Groups One of the most discussed tables in the Project Management Institute’s (PMI), A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) Fifth Edition is the “Project Management Process Groups and Knowledge Areas Mapping” matrix, found in Table 3-1 on page 61. This table maps the 47 processes of project management to their corresponding Knowledge Area, as well as to their corresponding Process Group. At first glance, the table seems quite complicated, so let’s break it down and uncover why a solid understanding of the relationships between processes, Process Groups, and Knowledge Areas is important to anyone preparing to take the Project Management Professional (PMP) ® exam. It’s so important, in fact, that we suggest you memorize this matrix and the relationships it calls out. Memorizing the table will prove to be a valuable asset to you during your PMP Exam. What is a “Process” – 47 processes of project management? Let’s start with the building blocks of the matrix - what is a process? At its most basic level, a process is simply a way of transforming an input into an output using proven tools and techniques. The PMBOK® Guide defines a process as “a set of interrelated actions and activities performed to achieve a specified set of products, results, or services.” Good processes-based on sound principles and proven practices-are extremely important for a project’s success. Processes, like a roadmap, keep the project going in the right direction; they can also...
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...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, indicating what people should do in a specific scenario. Also expected behavior. VALUES: "a broad tendency to prefer certain states of affair over others" (Hofstede 2001) they emerge in behavior and are shared ASSUMPTION: are belief taken for granted, hard to define and to trace. They guide behavior by how members should perceive think feel and act. Section 2 An organization's culture is,...
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...Introduction: The first part in the assignment is to identify the various problems which Walker Engineering and its packaging department is facing. As far as per my understanding the problems are basically from two major department that is manufacturing unit and the second is the packaging unit..In this part I would detail the various problems which these two departments have which is initiating a lot of other major problems for WALKER ENGINEERING ltd. WALKERS ENGINEERING LTD: The company as such is in to manufacturing of plastic moulding and is based in Huddersfield. The company is expanding its range of products specially Wheelie This company is a SME and is a family owned business with around 225 Employees. The company has a very good reputation in the market but due to tremendous competition it finds itself to re-organise to sustain and to be profitable. The owner of the company wants to use the best working practices and follow different procedures to maximise profit. It therefore wants to run a pilot scheme for the manufacturing unit and if this scheme is successful it will use it to bring transformation Diagrammatic representation of major issues at Walkers Engineering . [pic] I would like to use fish bone diagram or cause and effect diagram developed by Kaoru ishikawa to elaborate the various issues at Walkers Engineering. Fish bone diagram or ishikawa diagram is used to list systematically all different causes that may give rise...
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...ORGANIZATIONAL BEHAVIOR CONCEPTS CONTROVERSIES APPLICATIONS Seventh Edition Stephen P. Robbins 1996 Contents Part One • Introduction Chapter 1 What Is Organizational Behavior? 2 Chapter 2 Responding to Global and Cultural Diversity 42 Part Two • The Individual Chapter 3 Foundations of Individual Behavior 80 Chapter 4 Perception and Individual Decision Making 130 Chapter 5 Values, Attitudes, and Job Satisfaction 172 Chapter 6 Basic Motivation Concepts 210 Chapter 7 Motivation: From Concepts to Applications 250 Part Three • The Group Chapter 8 Foundations of Group Behavior 292 Chapter 9 Understanding Work Teams 344 Chapter 10 Communication 374 Chapter 11 Leadership 410 Chapter 12 Power and Politics 460 Chapter 13 Conflict, Negotiation, and Intergroup Behavior 502 Part Four - The Organization System Chapter 14 Foundations of Organization Structure 548 Chapter 15 Technology, Work Design, and Stress 588 Chapter 16 Human Resource Policies and Practices 634 Chapter 17 Organizational Culture 678 Part Five - Organizational Dynamics Chapter 18 Organizational Change and Development 714 CHAPTER I • WHAT IS ORGANIZATIONAL BEHAVIOR? What Managers Do Let’s begin by briefly defining the terms manager and the place where managers work—the organization. Then let’s look at the manager’s job; specifically, what do managers do? Managers get things done through other people. They make decisions, allocate resources, and direct the activities of others to attain goals. Managers do...
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...Soft Systems Methodology A report by Dale Couprie Alan Goodbrand Bin Li David Zhu Department of Computer Science University of Calgary Table of Contents. Abstract. Introduction Map Stage 1. Problem situation unstructured. Stage 2. Problem Situation expressed. Rich Pictures Illustration of Stage 1 and Stage 2 as a whole in SSM Pitfalls that must be avoided. Stage 3: Naming of Relevant Systems Root Definitions CATWOE Stage 4: Conceptual Models Systems Thinking Formal Systems Model Monitoring a System Stage 5: Comparing Conceptual Models with Reality Using Conceptual Models as a Base for Ordered Questioning Comparing History with Model Prediction General Overall Comparison Model Overlay Stages 6 and 7. Implementing Feasible and Desirable Changes Case Study - Rethinking a Service Function in the Shell Group Stages 1 and 2 Stage 3: Naming of Relevant Systems Stage 4: Conceptual Models Stage 5: Comparing Conceptual Models with Reality Stages 6 and 7. Implementing Feasible and Desirable Changes Observations and Conclusions Exercise References Figures. Figure 1. Figure 2. Figure 3. Figure 4. Figure 5. Figure 6. Soft Systems Methodology map. Transformation process for producing Rich Picture. The routing of Systems Thinking. Shell's MF Rich Picture. Shell's MF world view of training. Shell's MF training conceptual model. Tables. Table 1. One to one transformations involving different world views. Table 2. Shell's Comparison with reality. Abstract This document deals with...
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