...information. Some strategies to help with the purpose of a writing assignment are called Rhetorical Strategies: Description Expression of what the five senses experience Sensory stimulation Vivid language Narration Telling a single story or several related stories Beginning, middle, end Exemplification Illustration with examples Specific examples Division-Classification Logical ordering of a complex situation Division ( single unit or concept, breaking the unit into parts and analyzing the parts and the whole Classification ( put two or more related items together and categorize them according to type or kind Process-Analysis Technique that explains the steps or sequence in doing something Satisfies our need to learn as well as our curiosity of how it works Comparison-Contrast Analyze similarities and differences Helps to make choices Cause-Effect Casual analysis Choice and consequence Why does one thing cause something else to happen? Definition What something means Takes apart an idea and explains all parts of the idea Persuasion Convince reader the soundness of a particular opinion on a controversial issue When emotion is used, it is called persuasion ...
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...holds half of the B2B in China. Wherever there was a need, Ma would adapt and create different business units to effectively provide the service. Alongside online trading, Ma provided a platform for retailers, individuals, payment services, management solutions, and an entertainment portal. Alibaba Group developed synergies within the units and subsidiaries to coordinate ideas, spread resources, and develop additional units to complement each other. He down streamed manufacturers provided a cheap storefront and added value services (such as keyword bidding and commission based sales). His model was unlike any other at the time. This kind of consolidation, led to competition among the subsidiaries. This kind of competition, however, has inspired efficiency and differentiation. Ma promoted collaboration and created cross-business and cross-functional teams. The business units also did not depend on large teams but rather channeled its focus on engineering and customer service. By the mid 2000’s, China had transitioned into a primarily private economy—which ultimately brought the nation to an economic boom. By 2009, 70% of Alibaba Groups business was B2B. This was Ma’s ideal climate for business. When Alibaba Group brought China Yahoo!, it sought to provide an search and entertainment portal. They immediately tried to incorporate this feature into all its business units. Many of the groups subsidiaries have common core technologies and foundations but independence seems to...
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...(Kirby & Goodpaster, 2007). Logical Thinking Thinking logically is a skill that the American workforce consistently uses to bring about an end to issues. Logical thinking comes from two forms of reasoning called deductive and inductive reasoning. Inductive reasoning observes situations and forms conclusions but does not ensure certainty (Kirby & Goodpaster, 2007). Deductive reasoning accepts premises and settles on logical conclusions based on evidence from the premise (Kirby & Goodpaster, 2007). This reasoning takes place in the human mind because it is taught from the formal rules of logic, and is popular thinking among critical thinkers. According to the Journal of Healthcare Management, “Individuals can implement several strategies to improve their strategic thinking ability, including deliberately incorporating the requisite experiences into their development plans, ensuring the required characteristics of reasoning, and recognizing that it is a key leadership requirement,” (Goldman, Cahill, & Filho, p. 403, 2009). Creative Thinking Creative thinking is using creativity to turn something old new again. This can be accomplished by taking the old and mixing it, moving it, breaking it, or building it into something...
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...Strategic planning process Part A 1) Explain the Strategic Planning Process For a firm to survive and prosper in this highly competitive business environment, a firm must engage in strategic planning process that could define its objectives and assess both the internal and external situation; allowing the company to formulate strategy, implement strategy, evaluate progress and able to make adjustment as necessary to stay on track. There are many approaches to strategic planning but typically a three-step process may be used: * Situation - evaluate the current situation and how it came about. * Target - define goals and/or objectives (sometimes called ideal state) * Path / Proposal - map a possible route to the goals/objectives The Strategic Planning Process Mission & Objectives Mission & Objectives Environmental Scanning Environmental Scanning Strategy Formulation Strategy Formulation Strategy Implementation Strategy Implementation Evaluation & Control Evaluation & Control Mission and objectives It describes the company’s business vision. It includes a firm values, purpose and goals that help to pursue future opportunities. Having a business vision helps firm’s leaders to define measurable financial and strategic objectives. Financial objectives involve measures such as sales target. Environmental Scan It involves the following components: * Internal analysis of the firm * Analysis of the firm’s industry (task environment) ...
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...The Necessary Art of Persuasion by Jay A. Conger Harvard Business Review Reprint 98304 This document is authorized for use only in MIM FEB 2012 - Organizational Behaviour by IE Business School from January 2012 to March 2013. HarvardBusinessReview M AY– JUNE 1998 Reprint Number DAVID J. COLLIS AND CYNTHIA A . MONTGOMERY CREATING CORPORATE ADVANTAGE 98303 JAY A . CONGER THE NECESSARY ART OF PERSUASION 98304 CHRIS ARGYRIS EMPOWERMENT: THE EMPEROR’S NEW CLOTHES 9 8302 JEFFREY PFEFFER SIX DANGEROUS MYTHS ABOUT PAY 98309 M AHLON APGAR , IV THE ALTERNATIVE WORKPLACE: CHANGING WHERE AND HOW PEOPLE WORK 9 8301 ORIT GADIESH AND JA MES L . GILBERT PROFIT POOLS: A FRESH LOOK AT STRATEGY 9 8305 ORIT GADIESH AND JA MES L . GILBERT m anager’s to ol kit CONSTANTINE VON HOFFM AN HBR CASE STUDY GORD ON SHAW, ROBERT BROWN, and PHILIP BROMILEY ideas at work L ARRY E. GREINER HBR CL ASSIC HOW TO MAP YOUR INDUSTRY’S PROFIT POOL DOES THIS COMPANY NEED A UNION? STRATEGIC STORIES: HOW 3M IS REWRITING BUSINESS PLANNING EVOLUTION AND REVOLUTION AS ORGANIZATIONS GROW JEFFREY E. GARTEN 9 8306 98311 9 8310 9 8308 BO OKS IN REVIEW OPENING THE DOORS FOR BUSINESS IN CHINA This document is authorized for use only in MIM FEB 2012 - Organizational Behaviour by IE Business School from January 2012 to March 2013. 98307 The language of leadership is misunderstood, underutilized...
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...g key areas that are essential for effective performance as a manager or executive: (1) The design, implementation and review of strategy – in an applied context. (2) Integrative thinking and action – developing alignment (bundling) between connected functional strategies. (3) Situational analysis – identifying the core issues, the opportunities and the threats. (4) Investigative skills – generating evidence‐based proposals. (5) Information management – separating facts from assumptions, beliefs from evidence. (6) Problem‐solving and decision‐making – both analytical and creative. (7) Influence and persuasion techniques – when defending or promoting recommendations. (8) Presentation methods – for reader‐friendly, business‐focused reports. It is important to emphasise that the above capabilities are critical parts of the manager’s toolkit and have been included here not just because of their convenience for assessment purposes. The selection of an assignment topic It follows that an acceptable assignment topic must fulfil a number of expectations, not least that it should permit or enable the student to demonstrate the above capabilities. Therefore it must: (1) Be concerned with a ‘live’, authentic problem or opportunity. (2) Be linked directly with a specific organisation, business sector or economic environment. (3) Exhibit a comparative thrust, i.e. a comparison between organisations, between sectors or between nations. (4) Represent a theme for which there already exists available...
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...Strategic Analysis of the Merger of Utah Opera and Utah Symphony Financial and leadership strengths and weaknesses of the Utah Symphony. There are almost no financial strengths that can be claimed for the Symphony. The only one that is evident in Exhibit 3 is that performance revenues are projected to increase by 18% for the succeeding year, 2002. Weaknesses are more evident and significant as outline in the following section. The most significant weakness is that the expenses are almost equal to the revenues. This breakeven situation means the symphony has no cushion against any period of low earnings. A second weakness is that the projected surplus is projected to fall to just 0.02% of revenue. The implication is that without intervention, the entity is headed for bankruptcy. The third financial weakness is that the entity operates on fixed contracts with guaranteed salaries. This gives the entity weak flexibility to manage wage levels. Fourthly, the negotiated future salary increments in an uncertain environment create an inflexible financial burden. The final weakness is that the Symphony does not own the facilities within which it holds local performances and houses its administrative offices. The first strength is that the symphony is a long-established entity and the leaders have maintained a strong and stable organizational culture. The second strength is that the leaders, from Abravanel to Lockhart, created a vision for expansion to global status...
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...hierarchy organizational structure which includes a span of control. “Span of control is the number of people directly reporting to the next level in the organizational hierarchy,” (McShane & Von Glinow, Chpt. 15 pg 17) which includes team members, team managers, vice presidents, Chief Executive Officer (CEO), and other management officials, for Good Sport. Within the span of control there are various subsections creating a form of departmentalization. “Departmentalization specifies how employees and their activities are grouped together. It is a fundamental strategy for coordinating organizational activities because it influences organizational behavior in the following ways: (1) Departmentalization establishes the "chain of command," that is, the system of common supervision among positions and units within the organization. It establishes formal work teams (2) Departmentalization usually creates common measures of performance. (3) Members of the same work team, for example, share common goals and budgets, giving the company standards against which to compare subunit performance and (4) Departmentalization encourages coordination through informal communication among people and subunits. With common supervision and resources, members within each configuration typically work near each other, so they can use frequent and informal interaction to get the work done” (McShane & Von Glinow, Chpt. 15 pg 34). Some of the departments featured in the simulation are the sales and production department...
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...create and keep customer Whoever is closest to customer is the most valuable employees “if you write a sentence in business without a number you’re doing something wrong” 3 contributions and 3 questions Insights – wow factor Implications – so what is the impact of the insight over business Porter’s five forces – Shows how value is captured Threat to substitute Intensity of competitive of competition Power of buyers Power of suppliers Threat of new entrance Level of risk (low, medium or high) Why? (justification of risk level) How can we mitigate the risk * Concentrate on high level risks within porters 5 forces * * GE Mckinsey Matrix – category attractiveness and competitive position * SWOT Relative Strength Relative weaknesses Competitive advantage: Superior inputs Superior technology Superior operations Superior data Superior collaborators/partners Superior branding Superior offering Superior perceptual positioning Superior access Superior segment Superior customers Protano 8 C Category – demand - willingness to buy and ability to pay, need is perceived lack, never a product. Customers buy benefits and solutions Perception – the world according to you Marketing manager: Creator of value Manager of perception Master of persuasion Keeper of relationships for a lifetime Want – a specific satisfier (product or brand) * Competition – any player in the market going after the same customer Horizontal competition...
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...MGT4110: Organizational Behavior Power & Politics Professor Dr. AAhad M. Osman-Gani, MBA, MA, PhD (USA) Department of Business Administration Kulliyyah of Economics & Management Sciences Power Power refers to a capacity that A has to influence the behavior of B, so that B acts in accordance with A’s wishes. Power may exist but not be used. Probably the most important aspect of power is that it is a function of dependency. A person can have power over you only if he or she controls something you desire. 13-2 Power and Dependence Person B’s countervailing power over Person A Person A Person A’s control of resource valued by Person B Resource desired by person B Person B Person A’s power over Person B 10-3 Contrasting Leadership and Power • Leaders use power as a means of attaining group goals. • Leaders achieve goals, and power is a means of facilitating their achievement. 13-4 Contrasting Leadership and Power - Goal compatibility Power does not require goal compatibility, merely dependence. - The direction of influence Leadership focuses on the downward influence on one’s followers. 13-5 Five Bases of Power Formal Power: Legitimate Power Reward Power Coercive Power Personal Power: Expert Power Referent Power 13-6 Bases of Power Legitimate Agreement that people in certain roles can request certain behaviors of others Based on job descriptions and mutual agreement Legitimate power range varies across national...
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...recognized association of employees practicing a similar trade or employed in the same company or industry who have joined together to present a united front and collective voice in dealing with management. -the purpose of unionization are to influence HR policies and practices that affect bargaining unit members such as pay and benefits. Labour- management relations: the ongoing interactions between labour unions and management in organizations -managerial discretion and flexibility in dealing with employees and in implementing and administering HR policies/procedures are reduced. Collective agreement (union contract): a formal agreement between an employer and the union representing a group of its employees regarding terms and conditions of employment. Collective bargaining: negotiations between a union and an employer to arrive at a mutually acceptable collective agreement -an organization’s labour relations strategy, one component of its HR strategy, is its overall plan for dealing with unions, which sets the tone for its union-management relationships. -union acceptance strategy- view the union as the legitimate representative of the employees. -union avoidance strategy- prefer to operate in a non unionized environment. (Walmart) -to avoid unions, companies can either adopt a: -union substitution approach- become so responsive to employees’ needs that there is no incentive for them to unionize -union suppression approach- when there is a desire to avoid a...
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...Page - 1/6 | | | Progress | | | | | | | | | | | | | | Does not exhibit | Exhibits rarely | Exhibits sometimes | Exhibits frequently | Exhibits most of the time | Exhibits all the time | | | | | | | | | | | | | | | 1 | Understands customer requirements and also makes an effort to explore their stated & unstated needs. | | | | | | | | | | | | | 2 | Utilises the right resources to effectively meet customer requirements. | | | | | | | | | | | | | 3 | Stretches fully (self and team), wherever required, to delight customers. | | | | | | | | | | | | | 4 | Listens carefully to the customer's needs and shares relevant information with them. | | | | | | | | | | | | | 5 | Builds trust and support with people by adopting a collaborative approach to optimize performance and achieve desired results. | | | | | | | | | | | | | 6 | Effectively engages others by communicating a bigger picture of the desired outcome. | | | | | | | | | | | | | | | Facilitates an open work culture that promotes information sharing & co-operation, leading to high performance of the team. | | | | | | | | | | | | | 8 | Influences and encourages others to achieve desired results. | | | | | | | | | | | | | 9 | Checks feasibility and...
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...Running head: EFFECTIVNESS OF ADVERTISMENT FOR SPEEDING BEHAVIOURS A Review of the Effectiveness of Advertisement Campaign as a countermeasure for preventing Speeding Behaviours in Drivers Name: Mylinh Huynh Student number: n8910481 Unit Name: Traffic Psychology Word Count: 3488 Abstract This essay discusses about the theoretical and empirical evidence relating to the effectiveness of advertisement as a countermeasure for speeding. The results of the review highlight the mixed and inconsistent findings that have been reported in the literature. While fear arousal appears important for attracting attention, its contribution to behaviour change appears less critical than other factors, such as perceptions of vulnerability and effective coping strategies. Furthermore, physical threat appeals such as death or portraying physical harm is less effective for males then females. Consequently, further research is required to determine the optimum way to utilise advertisement as a countermeasure for speeding. A Review of the Effectiveness of Advertisement Campaign as a countermeasure for preventing Speeding Behaviours in Drivers Most traffic accidents are caused by dangerous driving habits attained and carried out by drivers. Risky driver behaviours such as speeding and drink driving represent one of the leading causes to road trauma (Boyle, 1984). One of the most prevalent factors contributing to Australia's road death accidents is speeding. According to New...
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...Programme. We thank the two anonymous reviewers for their critical reviews of this paper. Received 30 October 2006; revised accepted 8 August 2007 Ethogram of courtship and mating behaviour of garden lizard, Calotes versicolor Bhagyarekha N. Pandav, Bhagyashri A. Shanbhag* and Srinivas K. Saidapur Department of Zoology, Karnatak University, Dharwad 580 003, India An ethogram of courtship and mating in the garden lizard, Calotes versicolor was prepared by recording these behaviours in outdoor terraria. Courtship behaviour was recorded by video camera and handwritten notes of direct observations in nine encounters. A behaviour inventory defining 25 distinctive postures/ gestures, orientations and simple movements is presented, and these units are grouped into...
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...|Unit title |Developing professional practice | |Level |5[1] | |Credit value |4 | |Unit code |5DPP | |Unit review date |Sept. 2011 | Purpose and aim of unit This unit is designed to enable the learner to develop a sound understanding of the knowledge, skills and behaviours required by human resources (HR) professionals, whether in a generalist or specialist role, and as described in the CIPD HR Profession Map (HRPM). The unit embraces the ‘thinking performer’ perspective and covers the competencies needed by the HR professional in a personal capacity, when collaborating and working with others, and when functioning efficiently and effectively in an organisational context. It will enable learners to assess their own strengths and identify a continuing professional development (CPD) plan, based on the capabilities required for ethical, business-focused and interpersonal professional conduct. This unit is suitable for...
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