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University Degree: Management Studies
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Assessing Corporate Culture - Nordstrom, Inc. Nordstrom began as a shoe store in Seattle, Washington in 1901. Today, they are one of the largest independently owned fashion specialty stores in the nation. The founder, John W. Nordstrom, believed in a simple philosophy: Listen to the customer, provide them with what they want, appreciate the fact they came to your store, and do everything within your power to ensure that they are satisfied when they leave. For over 100 years, the employees have built upon this philosophy and continue to define our reputation one customer at a time.
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EI has become so significant in business that some corporations and non-profit organizations hire specialists to develop customized training programs that will help them in identifying their brightest employees. This is the case at a University, where a specialist was called to determine EI levels at a University and to facilitate needed EI Training. EI and a University's Current Environment A University is an academic institution where research and teaching are interrelated. According to its mission statement, a University's faculty contributes to what is taught and practiced not only in United States, but also throughout the world.
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It is the premise of this essay that the effectiveness of a team depends heavily on the communication skills, which include self-awareness, assertion, listening and process management skills exercised by the team members and managers. This essay will exa
Effective teams contribute to managerial and organisational effectiveness by increasing quality, productivity, motivation, innovation, and cost efficiency. "Government relations are about team building and no organizations can be successful without it." (Crosby, 1998) Teams help to boost organizations effectiveness in several ways according to Carlopio et al (2001). Firstly, it increases quality and innovation. With a better use of diverse talents, knowledge and experience that teams have, it can generate a greater number of ideas and pieces of information than individuals acting alone, thus decision making and problem solving are more informed and at a higher quality.
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(Allman Consulting & Training Network, 2002) For example: Entrepreneurs have a talent and gift for the creation process, but it takes a manager to organize the details. On the other hand, entrepreneurs need to either develop their management skills or hire managers to run their companies. (LYNN.J, 1998) Who are Entrepreneurs? Anyone can be an entrepreneur, start a company. However, few of them can maintain it. How few? Generally, one out of every seven.(Only about 15% of businesses survive for ten years, by U.S. Dept. of Commerce statistics.)
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2.0 INTRODUCTION As was mentioned, McDonald's is the largest fast-food chain in the world. Since it burst onto the scene in the mid-1950s, it has become a leading institution and symbol of American culture. The generic goal of the company is "to provide the highest quality products and friendly service in clean restaurants at good values." Based on this goal, the company franchises joint-venture partners, and restaurant managers operate more than 30,000 McDonald's restaurants in 119 countries on five continents. About 1.5 million people work at McDonald's, and generate about $15 billion in revenues annually.
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Finally, the paper describes the three different types of conflicts that may arise. "In the first stage - forming, new team members seek guidance from team leaders. This is an excellent time for a leader to clearly establish goals and objectives. These goals and objectives should translate into expectations. The second stage, storming, is where competition and conflict occur. Conflict and Resolution 3 A new team must be permitted to allow for new personalities to demonstrate levels of flexibility for attitude adjustments.
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Taylor 1856-1917 quoted by Laurie J Mullins (2002) p.55). Although there are many kinds of conflict, this essay will focus on the conflict in groups in organizations. It will also explain sources and consequences of conflicts and the approaches of how the leaders can effectively manage conflicts in groups. First of all, I would like to begin with meanings and results of conflict which can be interpreted in many ways. Oxford dictionary, 2000 defines a conflict as a situation in which people, groups, or countries are involved in a serious disagreement or argument.
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These four managers are in charge and responsible for their respective departments whereby they plan and organize the resources to meet the organization's mission and objective. On the other hand, Mr. James from Poly Electronic & Electrical stated that the goal of the company must be in line with the overall corporate goals to be successful. Therefore, the company has to draw up specific plans to ensure that they can achieve their objectives. In this case, the manager will also collect information from various departments within the organization to empower the top management to make informal decisions in pursing the project in hand.
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Critically analyse management and leadership theories over the last century, commenting on the extend to which effective leadership is different from effective management. Include evidence from practical examples in support of your answer.
What makes an organisation different from another is its own unique set of goals. Having given a broad definition for management, it would be beneficial to underline the term of 'manager' and answer the questions of 'Who is a manager?' and 'What does a manager do?' to the extend of 'What are the characteristics of highly effective management?'. Different authors have used different approaches or models for categorizing what managers do and the skills they need to be good managers. Generally speaking, managers are organisational planners, organisers and controllers. Actually, every manager takes on a much wider range of roles to move the organisation toward its stated objectives.
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British Aerospace Before quality assurance was introduced quality was monitored by quality inspectors at the end of the production process
Toyota team members treat the 'next person on the production line as their customer'. This means no defective parts will be passed on, and if there are any defects, the line will be stopped so the problem can be corrected (http://www.toyotageorgetown.com/qualdex.asp) However, Toyota's history has been littered with many difficult challenges, which once solved, has resulted in a competitive advantage for the company. (http://www.iqa.org/publication/c4-1-110.shtml). One of these challenges would have been gaining total commitment from the employees, in order for them to take on the extra responsibility and take quality seriously.
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personality characteristics, which make them more effective as leaders, or in exhibiting leadership qualities. There are certain factors that are indisputably innate, such as family, genetics etc, however there are factors that are controversial such as intelligence, personality and status. These factors are arguably influenced by environmental and situational factors. In comparison, there are influential factors that are not innate, i.e., social influences, life-experiences, education, mentors etc. It is therefore unclear if individuals are 'born' with the qualities that make them effective leaders, if they acquire these, or if it is a combination of both.
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It has also made a number of recommendations for improving auditor independence (Gay & Simnett, 2003, p.100). The principal issues (i) The introduction of CLERP 9 will see Parliament play a key role in the final content of auditing standards. Parliament would demonstrate leadership with this new responsibility as it could play a key role in determining the quality and international harmonisation of audit standards. (ii) CLERP 9 transfers the functions of the Australian Auditing and Assurance Standards Board to the Financial Reporting Council.
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By what means and with what success can companies today claim to be realising the concept of Corporate Social Responsibility?
The subject of social responsibility is not just contemporary: it is insistent. 'Social accountability', 'the responsibilities of business', 'the unacceptable face of capitalism', 'industrial democracy': these and many other expressions have become in-phrases used widely in speeches by businessmen, politicians, trade union leaders and by other people in our society who are looking for evidence of change. As in most instances where existing practice is challenged by critics and reformers, the term 'corporate social responsibility' has been given several meanings and emphases by those who have written on the topic.
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1.2 What is Corporate Governance? This is one of the most talked about topics in finance it is systems and processes put in place to ensure proper accountability, probity and openness in the conduct of an organisation's business. In other words corporate governance studies how decisions are made in companies, how mangers are monitored by the stock market or large Corporate Governance is concerned with holding the balance between economic and social goals and between individual and communal goals. The corporate governance framework is there to encourage the efficient use of resources and equally to require accountability for the stewardship of those resources.
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HIH insurance was one the Australia's largest insure. It had all the apparent success - large and opulent corporate offices in every state, a fabulous programme of entertainment, gifts, donations and corporate sponsorship, its CEO was one of Australia's most successful business men and it had a board of directors composed of highly regarded, senior and experiences representatives of the business, legal and accounting communities and audited by a highly respected accounting firm.2 But when HIH was put into liquidation on March 15, 2001, it represented one of the biggest collapses in Australia corporate history which resulted in a deficiency of up to $5.3 billion, thousands of jobs were lost immediately.
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(2002,Lancaster & Stillman) Currently, a demographic shift is taking place. The workforce is changing, and with these changes come opportunities and challenges. Companies are experiencing an increase in the number of female, minority, and immigrant employees as well as a gradual aging of the general population. Another area companies need to be concerned with is the ever changing facet of employment law. Recent Supreme Court rulings have broadened the scope of responsibility and accountability on both the part of the employer and employee.
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* Structures for Management * Managing Performance * Conflicting Interests * Communication Due to the current structures employed it will show how much control the individual officer has as opposed to that of the elected member. It will reflect that the south team is flexible in its approach to the structure that it operates within. It argues that the "modus operandi" is both transparent not over complex yet at the same time takes note of the personal welfare of the personnel working within the team. Lastly the report will demonstrate that the organisation is not stifled by excessive record keeping.
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Eg: language Simultaneous (operates in a holistic, rational way) Eg: visual images Example of functions Speech Emotions Gesturing Tasks that activate the hemisphere Learning mathematics Visualizing sculpture Evaluating a political opponent Professionals have the hemisphere better developed Lawyers Accountants Planners Artists Sculptors Politicians? The author explains that the two hemispheres of the human brain normally communicate and collaborate and that such a failure may result in abnormal reactions. The fact that one side of a person's brain is better developed than the other explains why some people can be both so smart and dull at the same time.
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Cowler: 1993: pg180) This control was to be achieved by two of Hellreig and Slocum's management strategies. These included a change in organizational structure that would change "the specification of communication flows and the location of decision making responsibility," as well as a change in budgetary control (Huczynski and Buchanan: 2004: pg. 828) This resulted in moving control bases away from nurses, clinicians and administrators and toward UGMs and DGMs. If we use Burns and Stalker's definitions of organisational structure, we can assess that with a reduction in consensus management and increase in line management, the organisation became more "mechanist" and less "organic."
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Therefore, the external environment must be taken into account as decisions are made within the organization. However, one of the greatest challenges for managers of all organizations today is environmental uncertainty, which is the degree of change and complexity in an organization's environment (Robbins, 1994). It is the central concept when explaining the relationship between the organization and external environment (Millinken, 1987). The future is not known with certainty. Moreover, the external environment provides both opportunity and threats for the company which will help managers to shape the most appropriate strategy for oranization. As a result, managers must do what they can to reduce uncertainty.
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Is the adoption by an organisation of a policy of corporate social responsibility no more than a form of enlightened self-interest?
In the case of public companies though, they have a wider stakeholder responsibility. Stakeholders include shareholders, customers, employees, communities and others affected by corporate behaviours. Stakeholder theory suggests that it is possible to improve decision making by identifying and considering all individuals or groups who have some significant personal stake or interest in the organisation (Boddy, 2002) Traditionally, the view that Friedman takes is the one taken on by management, but there is clear evidence from the growth of ethical unit trusts (Boddy, 2002) that some investors choose to invest on an ethical basis.
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Corporate culture (in few words)- looking for new directions; o Very strong functional structure of the organization; - 1999 o Become partner with IBM in respect of UNIX servers. o Merging a local SAP partner PLAVAX in order to develop ERP implementation services. - 2000 o Aggressive presence in the market, trying to gain market share at any price o The mother company being listed at Austrian stock Exchange www.wienerboerse.at o No major project win - 2001- 2002 o Winning first major IT complex project o Starting to act as an equidistant software and hardware supplier o Difficulties in customer
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If strategic change is important to organisational survival, why do people find it difficult to accept? - What are the consequences of this change progress.
(Morgan 1999) Change is necessary for survival; it requires a direction of action. Changing an organisation is the process of modifying an existing organisation to increase organisational effectiveness. In today's business world, change is an inevitable quality no matter whether what kind of organisation is in the computer and Information technology industry or a restuaurt business. It is seen as a development of nature of change. Managing change adopts a processual approach to change. What is Strategy? In the words of Johnson and Scholes.
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The first of these roles is known as a functional relationship. This indicates that the department offers specialist advice on specific issues, which has no connection or authority with the users of the service. The second of these roles is known as a staff relationship. This describes that the individuals within the department offer assistance on broad-spectrum issues but have no direct authority. Having reviewed the case sketch, it would appear that TBBC presently operates a functional organisational structure. The activities within TBBC are grouped together into different departments. This view is held having viewed the scalar chain, as TBBC's functional organisational structure has broader spans of control and few levels of authority, this also represents flat hierarchical structure.
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I will attempt to define how teams operate within organisations, how the organisation expects teams to produce benefits, and how the processes within teams and external sources contributes to group discussion and decision making.
Defining Teams Shaw defines teams as "two-or-more employees who interact with each other" to "influence the behaviour and/or performance of others."3 Members are collectively responsible for the performance of the team. Team roles falls into three distinct camps, which can be termed executive, advice and action teams respectively.4 Executive teams, made up of senior managers and often including the organisational leader, define the strategy of the organisation, allocate resources, and establish a set of working practices and ethos that can be termed corporate culture.
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