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Management
In restaurants the chefs are probably the most important employees who make sure that the customers get quality meals and snacks. Some of their day-to-day duties are: ordering food supplies, developing recipes, planning menus, determining servings and managing the kitchen operations. Executive chefs are involved in coordinating cooks and overseeing the preparation of meals to ensure uniformity in quality and presentation of meals. This calls for hiring and training of qualified and well experienced chefs. Hiring professional chefs helps in ensuring that the employees working for an establishment have the highest form of professionalism. Training on the other hand helps in ensuring that the chefs are periodically informed on emerging trends in their professions; this helps makes sure that an establishment stays relevant in the market. Waiters are responsible for handing menus to customers, taking customer orders and serving them while constantly checking if there is anything else they need. After the customers are done the waiter hands them the bill after which he receives payment and gives back the due change. The waiter then goes on to clear the table. Since waiters are the direct contact between the restaurant and the customer, it is paramount that they be as professional as possible. This has to do with their way of talking, dressing and service to the customers. They have to be courteous, patient and polite in nature. There has to be a supervisor who is constantly observing how customers are being served and if their needs are being met adequately. These supervisors ensure the smooth running of business and they also take care of customer complaints. McDonalds Corporation’s operating system involves quality management where the company uses computerized information systems and strict standards to maintain quality in their restaurants. They are supplied by many suppliers who ensure availability of...
pages: 4 (words: 893)
comments: 0
added: 11/15/2011
Table of Contents Abstract Future of Management Management Evolution Present Day Theory Managing the Future Summary References Abstract This paper will discuss the future of management. First a brief history, including bullets of how management evolved, then the present practices, followed by future trends of management. Future of Management This paper will briefly summarize the evolution of management, leading up to present day theory. Then forecasted future trends of business are introduced, matched with key organizational management adaptations. Management Evolution From the dawn of time, up to the Eighteenth Century, Toeffler (1971) referred to business as "the long epic of agricultural civilization" (p. 41). Management skills throughout this period were virtually unnecessary. With technological, and scientific discoveries such as: • Steam engine, • Electricity, • Steam Boat • Cotton Gin, • Iron plow, • Telegraph, • Electric motor, business began to grow due to enormous increases in productivity and output. This period is referred to as the Industrial Revolution. With this growth, came the need for formal management. The problem was that the only formal management experience to draw from was religion and the military. Consequently, the management style during this period had "centralized decision making, a rigid chain of command, specialized division of work, and autocratic leadership." (Dessler, 2001, p. 30). This period focused mainly on resource allocation; this evolved to what Alfred Chandler (1979) called the "rationalization stage" (referenced from the MIT Press). This is when management shifted from growth to efficiency (Dessler, 2001). With this huge value change, the first classical school of management emerged, (Scientific Management) by the efforts of Frederick Winslow Taylor. He argued that there is "one best way" to get any job done. There have been many advancements in management theory since this time, including: • Frank and Lillian Gilbreth o Time and motion studies. • Henri Fayol's Principles of Management o Division of work, Authority and responsibility, Discipline, Unity of command, Unity of direction, Subordination, Remuneration, Centralization, Scalar...
pages: 4 (words: 896)
comments: 0
added: 08/20/2011
Strategic And Operational Employment Issues Raised By Employees' Use Of Alcohol And/Or Drugs Introduction According to a recent report by the Royal College of Physicians ("Alcohol – can the NHS afford it?"), alcohol abuse is a growing concern in the UK, with more than one third of men and one fifth of women regularly consuming more alcohol than the recommended limits. The Scotsman recently reported that deaths related to alcohol consumption in Scotland have trebled in the last 20 years, and that alcohol-related health problems cost the Scottish NHS ?100 million per year (Scotsman, 29/09/03). Drug misuse is also on the increase, with a Chamber of Commerce report claiming that illicit drug taking has increased by 30 percent in the last seven years. The Observer claims that ecstasy use has doubled to 2.2 percent of the population in the last five years, a higher proportion than in any other country apart from Australia and Ireland (Observer, 28/09/03). The sheer scale of alcohol and drug abuse in the UK has obvious consequences for the workplace, especially when it is estimated that up to 75 percent of those with alcohol problems are currently in employment (Forum Issue 29). According to an article in People Management in May 2000, up to 14 million working days a year are lost across Britain due to alcohol-related absence. Ninety per cent of personnel directors from top UK organizations surveyed in 1994 (1995 HEA) stated that alcohol consumption was a problem for their organisation. A more recent study, (Drink, Drugs and Work) published in August 2000 reported that 60 percent of employers complained about employee problems due to alcohol misuse, and 27 percent about problems due to drug misuse. Despite this, a CIPD study of organizations in the UK published in 2001 shows that around 40 percent of respondents had no...
pages: 11 (words: 2833)
comments: 0
added: 11/03/2011
To begin explaining the reasons why JVC succeeded in the development of a video cassette recorder, there are some important, different philosophy between Sony and JVC. Sony's manager states that Sony's policy is to dominate the technology and the market from the beginning so that they are able to advance any products that other companies also develop. On the other hand, JVC's president insists to be polite and temperate so that JVC workers can comprehend thoughts of their business co-workers. Also he expresses that dominating the market is not their goal because the market is for everybody and one company does not have to take over every profits. Considering these diverse philosophy, we all understand that JVC and Sony's steps to make a successful video cassette recorder are totally different. And the reasons that JVC won this competition are because of this philosophy that JVC carries. First reason is that JVC considers consumer's needs and respect other companies. While Sony was winning the 3/4-inch video cassette tape that has only one hour of playing time, JVC was at consumer's side. Consumers wanted to enjoy the enough length of a video cassette that has at least two hours of playing time in order that they can watch movies. JVC attempted to go back and start all over again in order to meet consumer's expectations. And as JVC's policy, gently and graciously JVC made coalitions among companies that were necessary to make the concept of the VHS. Furthermore, a second reason is that JVC was patient to develop VHS and treated other company gently when they introduced it. In the mid-1974 Sony succeeded a sample for the Betamax VCR, and JVC and other company anticipated the failure of it. Sony was too hasten to monopolize the market and did not discuss the new technology...
pages: 3 (words: 718)
comments: 0
added: 12/14/2011
There are some theories that suggest motivation is thoughtful and rational decision-like process. One of the major theories from this type of approach is expectancy theory (e.g., Vroom, 1964). Expectancy theory basically says that people choose their behaviors based on the subjective estimation that such behaviors lead to the valued outcomes. Vroom’s valence-instrumentality-expectancy theory (VIE theory) states that there are three main components that affect human motivation. Valence is the degree in which the outcome the person will have is valuable for him/her. Instrumentality represents the degree in which the first outcome (e.g., performance) leads to the final valued outcome. Expectancy refers to the subjective probability that a certain effort or behavior leads to the first outcome or performance. VIE theory suggests that the multipricative function of valence, instrumentality and expectancy represents motivational force, which predicts a person’s choice (e.g., goal choice). As described above, expectancy theory is a very rational approach to motivation. The strength of this approach is that it predicts a person’s choice (e.g., such as occupational choice) well and is predictive if the task is fairly simple and easy for the estimation of VIE. However, the weakness of this theory is that its predictive power might be low for complex tasks, uncertain environment, and so on. Meta-analysis shows that the multiplied VIE factors doesn’t explain human motivation better than each independent component alone (VanElde & Thealy, 1996). Goal setting theory (Locke & Latham, 1990) also includes some thoughtful, rational process of motivation. The major finding of goal setting research is that difficult, specific goals lead to high performance. Mitchell et al. (2000) suggest that there are direct and indirect effects of goal setting. Direct effect of goal setting is that goals stimulate arousal, attention and direction, and intensity and persistence. This might rather automatic process than thoughtful process....
pages: 7 (words: 1673)
comments: 0
added: 04/29/2011
Introduction: After much debate on a topic for this paper, it became quite clear that I would be taking from this course a newfound Love of (TQM) Total Quality Management. While we have covered many aspects of production management over this semester, I have become a huge advocate of this management philosophy. I find my self-using the principle of TQM in my daily life at work. I have even taken out my textbook in meetings several times. As for a case I had another dilemma and I was struggling a lot with my choice of a case, and than it happened, right before my eyes on CNBC was the President & CEO (Chris McCormick) of L.L Bean Co. After watching the interview with Mr. McCormick and seeing video footage from inside of their production facility it was a sign that this should be my case study. Mr. McCormick spoke of all three elements of TQM in the interview. After visiting their web site and reading about the company and their history I believe that this company is the textbook image of a company that lives and breaths TQM. This Company possesses all three major components that embody the essence of TQM, Continuous improvement, involvement of every one in the organization, and a goal and guarantee of total customer satisfaction. What is (TQM) Total Quality Management? TQM Can is classified as a management philosophy where the needs of the customer are not only met but also exceeded, where there is a culture or an environment created that encourages all employees to pursue never-ending improvement in the quality and productivity of products and services of the company. "TQM expands the traditional view of quality (which looks only at the quality of the final product or service) -to a level of quality that encompasses every...
pages: 7 (words: 1877)
comments: 0
added: 12/22/2011
Telephone Company Management Problems Industry Leaders Total Industry Earnings for 2004: 6.8 Billion Dollars MCI Chief Operating Officer: Michael D. Cappellas 2003 Sales (mil.) $27,315.0 1-Year Sales Growth (15.2%) 2003 Net Income (mil.) $22,211.0 2003 Employees 56,600 1-Year Employee Growth (9.7%) Total Market Share 18.6% AT&T Chief Operating Officer: David W. Dorman Vice President: Thomas W. Thorton 2004 Sales (mil.) $30,537.0 1-Year Sales Growth (11.6%) 2004 Net Income (mil.) ($6,469.0) 2004 Employees 47,600 1-Year Employee Growth (22.7%) Total Market Share 19.5% Sprint Chief Operating Officer: Gary D. Forsee 2004 Sales (mil.) $27,428.0 1-Year Sales Growth 4.7% 2004 Net Income (mil.) ($1,012.0) 2004 Employees 59,900 1-Year Employee Growth (10.5%) Total Market Share 13.5% * Information from CNN.money.com History Alexander Graham Bell patented the telephone in 1876, and formed Bell Telephone which licensed local telephone exchanges in major US cities. AT&T was formed in 1885 to connect the local Bell companies. Their logo read "The Bell System: AT&T and Associated Companies." The network grew rapidly with the slogan "one system, one policy, and universal service." In 1913 AT&T agreed to become a regulated monopoly. Their monopoly would be allowed, but they had to connect competing local companies and let the Federal Communication Commission (FCC) approve their prices and policies Competition began creeping in 1956, when the courts overruled an FCC ban on Tom Carter's Hush-a- Phone, a device which snapped on to a telephone and made it possible for the user to speak in a whisper. That was perhaps the first step in the dissolution of telephone monopoly. The Hush-a-Phone decision paved the way for 110 and 300 bit per second acoustically-coupled computer terminals, like the one shown here. Mr. Carter returned to court with his Carterphone, a device for patching radio calls into the telephone network. The 1968 Carterphone decision allowed the direct connection of devices to the AT&T network, creating an opportunity for many competitors. Where do you think we would be today, if all telephones, modems, FAX machines and answering...
pages: 6 (words: 1479)
comments: 0
added: 01/23/2013
1. Introduction Motivating employees is a key issue for most managers. In order to achieve a high level of performance and productivity, managers nowadays are inclined to pay more attention on this issue. Different employees need different motivation. This assignment will first look at the different characteristics of professional workers and lower level contingent workers. It will also address the different motivation approaches which are generally used by managers towards these two different groups. And then, by applying a set of motivation theories, we will explain why managers should use such different methods. 2. Characteristics of professional workers and lower level contingent workers According to Robbins(1998), professional workers are the employees who usually have specialist knowledge, own a permanent working status and tend to be well-paid in an organization, such as software engineers and accountants . On the other hand, lower level contingent workers are usually the people who lack of specialist skills, work part-time involuntarily due to redundancy and tend to be paid at a relatively low level. Professional workers are often placed to important positions and take more responsibility while contingent workers are always working on simple tasks and with less responsibility. 3. Different approaches of motivation applied to professionals and contingent workers in real business world In the real business world, organization managers are usually recommended to take different approaches of motivation towards their professional employees and lower level contingent workers.(www.accel-team.com) Managers tend to motivate professionals by offering challenging projects, giving them autonomy in following interests and structuring work and rewarding with educational opportunities. French computer services company CAP Gemini Sogeti , for example, used to motivate its engineers and technicians by giving them challenging tasks and relevant solution tools (Robbins 1998). To motivate contingent workers, managers use pay increase, opportunity for permanent status and membership of an occupational sickness benefit scheme....
pages: 7 (words: 1708)
comments: 0
added: 07/03/2011
Overview It is becoming more apparent that in the post industrial era, a firm's success or failure lies in its intellectual assets rather than in its physical assets. The predominance of high skill labour requirements, new computing and telecommunications technologies and an accelerating pace of change have initiated a dramatic shift in the ways companies compete in today's market place. Firms are now recognising the need to organise and co-ordinate their information and knowledge sources in a way that allows them "corporate agility" to be able to sense and respond to constantly changing trends and markets, to encourage creativity and innovation, and to help their employees continuously learn and improve the productivity of their work. A knowledge-based approach to business will be the key to success in this new environment. Your company's intellectual assets – the proprietary knowledge it has developed and accumulated over time – are of critical value. Protecting those knowledge assets is increasingly difficult as senior expertise retires or moves to competitors. Knowledge Management People often confuse Information Management with Knowledge Management (KM). Often it's an exercise in efficiency, where they try to trim a few people but provide no new economic value. However though, rather than simply use KM to manage information overload and eliminate positions, it should be used to boost revenues by methods such as providing better information for proposals/projects that ultimately result in increased business. Knowledge Management (KM) is not about technology, it is mostly about people, information, and sharing. Knowledge Management offers exciting opportunities for transforming companies, however though it is also much harder than it looks to implement; typically not because of the technology, but because of the people. Current Implementation Issues with Knowledge Management Despite the obvious advantages of embracing a Knowledge Management culture there are still several common issues which can hinder it's success: 1. Everyone agrees knowledge...
pages: 4 (words: 976)
comments: 0
added: 12/12/2011
The manager's job cannot be accomplished in a vacuum within the organization. Many interacting external factors can affect managerial performance. The external environment consists of factors that affect a firm from outside its organizational boundaries. The external factors include the labor force, legal, political, legal considerations, society, unions, the competition, customers/suppliers, and technology. One of the greatest challenges facing all organizations today is managing uncertainty. Managers must do what they can to reduce uncertainty by reading the signals, following the trends, and scanning the external environment. The way in which trends in each of these areas affect the workplace is discussed later in this paper. Labor force The capabilities of a firm's employees determine to a large extent how well the organization can perform its mission. Since new employees are hired from outside the firm, the labor force is considered an external environment factor. The labor force is always changing. This inevitably causes changes in the workforce of an organization thus affecting the way management must deal with its workforce. (Mondy 1995, p.36) Changes in the country's labor force create dynamic situations within organization. For example, changing values and laws have contributed to greater participation rates by women in the employment market thus parental leave and child-care facilities provided by employers are becoming more common demands. Legal Considerations Law is important in business transactions. It provided a basic framework within which a business enterprise must operate. It facilitates smooth functioning of business transactions and protects both the businessmen and customers. All business organizations must comply also with the legal constraints of that country. In turn when a firm's operations extend into other countries, the laws and regulations of those countries must be taken into account. (Mondy 1995, p.36) Society Members of society may also exert pressure on management. The public no longer accepts the actions of...
pages: 7 (words: 1867)
comments: 0
added: 12/05/2011
"Total Quality Management (TQM) is the integration of all functions and processes within an organization in order to achieve continuous improvement of the quality of goods and services. The goal is customer satisfaction."(Omachonu, Ross, Swift; 3.) TQM has become the basic practice in buisnesses though-out the world. "Implementation of TQM in these organizations has been driven by the desire to in crease profits in the highly competitive business world. Total Quality Management techniques are designed to improve performance,"(Raibon, Payne; 963.) and inevitably resulting in increased profits. Introduction During the early 1980's companies started to adopt the process of TQM. The customers were not satisfied with the quality of the products. Many believed that Total Quality Management was a solution for the company's problems. Most companies adopted the rules but didn't apply them; they had lost sight of the larger concerns, for customer value and satisfaction. "As a result many TQM programs begun in the 1980's failed causing backlash against TQM." (Kotler, Armstong; 681.) But the principles stayed the same, and the companies knew that these functions were needed for success. Implementation To fully utilize TQM the brainpower of each and every employee must be used. "It is the systematic elimination of waste and rework created by imperfect processes'... 'It is an understanding that all an organizations efforts are part of a system, and that you cannot change one part of the system without affecting the other part." (Schultz, Vollum; ix.) In implementing a Total Quality Management system there are many different beliefs, The Fourteen Point way formulated by Dr. Deming is just one of many but it is believed that these fundamental points should not be ignored. 1.) "Create constancy of purpose toward the improvement of product and service, with the aim to become competitive, stay in business, and provide jobs. 2.) Adopt the philosophy. We are in...
pages: 4 (words: 990)
comments: 0
added: 01/12/2012
Conflict Management and Resolution for Teams "Conflict is the gadfly of thought. It stirs us to observation and memory. It instigates to invention. It shocks us out of sheep like passivity, and sets us at noting and contriving." -- John Dewey. When a group of individuals with varying experiences, thought processes and expectations work together as a team, conflict is inevitable. While many people see conflict as a sign of failure, teams can potentially use conflict as an asset. Understanding conflict dynamics and cultural approaches to conflict management help teams to distill key points vital to a successful and productive resolution of team conflict. There are four basic types of conflict: emotional, cognitive, constructive and destructive. Emotional and destructive conflicts lead to an inability to resolve issues. Cognitive and constructive conflicts are a necessary part of finding successful solutions as a team. Emotional conflict is "personal, defensive, and resentful" (Thompson, Aranda, and Robbins, 2000) and of is based on anger, personality clashes, ego and tension. Emotional conflict occurs when individual interests trump the interests of the team as a whole. This type of conflict interferes with the effort of a team to resolve a problem. Cognitive conflict occurs when team members voice different ideas and is "largely depersonalized" (Thompson, Aranda, and Robbins, 2000). As opposed to emotional conflict, his type of conflict is based on arguments about the merits of ideas, plans and projects. Because cognitive conflict is not based on personal feelings, it forces team members to rethink problems and arrive at a collective decision. Constructive conflict, as the name suggests, helps teams resolve problems and uncover new solutions to old issues in a productive manner (Thompson, Aranda, and Robbins, 2000). It allows change and growth to occur within a team environment. Destructive conflict, like emotional conflict, causes dysfunction when a "lack of common agreement...
pages: 10 (words: 2569)
comments: 0
added: 10/09/2011
The current system that we have been working with is Undergraduate Business Advising. After doing some research we have found that there are a number of different problems with the current system. The main problem we have discovered is inconsistent information. One of the proposed solutions is an Undergraduate Business Advising website. The website will provide a way for advisors to communicate information to students more clearly and efficiently. It will also, in the same way, provide a way for students to access the information much quicker and easier. In addition, it will allow students to schedule appointments online. By offering this feature, we hope to increase the number of appointments and in turn decrease the number of walk-ins. Our goal is to decrease the amount of inconsistent information that students are receiving. Absolute Consulting was hired by the Undergraduate Business Advising Office to develop a web page to help enhance the advising process. We were approached by Monica Farrell to update the current process by integrating user-friendly tools on the web. Our role in the project was to gather information from students and faculty to determine what requirements are necessary for the web page. We have accomplished this through extensive interviewing, research, and questionnaires. Our team is comprised of six students from Dr. Sauter's analysis class. Each member has strengths in different areas of the project, thus increasing our proficiency. The team has an excellent set of checks and balances to ensure that no one part is overshadowed by another. One of our main concerns was keeping within the scope of the project. We had to pay careful attention as to not get outside of our parameters. Through much discussion with Monica Farrell, we determined what would and would not be appropriate for the project. Monica, our contact, took our ideas to...
pages: 15 (words: 3890)
comments: 0
added: 11/28/2011
Critical Analysis of Business Culture and Values on Management Business Management has known a significant evolution. In the past, the management without any staff consideration had imposed employee actions. Since the end of the sixties, it is changing. Members of the staff have a personal role to play in the firm. Nowadays, the understanding of the firm management involves more and more psychological and sociological analysis. This new world of comprehension answers to the managerial question how managers can mobilise all the human resources in order to obtain the higher profitability. Development of the company culture might be an answer. The company culture deals with the whole signs, symbols, social values shared by the company members and this insures the unity of the firm. The culture of the company: 1-Introduction: The company culture can be defined as "A pattern of shared basic assumptions that the group learned as it solved its problem of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems." (Schein EH, (1997)"Organizational Culture", Jossey-Bass Inc, P12) Since 1960, such a firm rehabilitation has been noticed indeed, inspired by the Japanese model. The firm is not a productive entity anymore; it is also a central institution of the society. Sociologists studied this phenomenon and have risen the conclusion that firms are influenced and shaped by their environments, the capitalism, and the democratic society. The objectives of this assignment are to show how Business culture and Values cannot follow an ethical view influencing Business Management. Employees are manipulated by the company culture that they even build themselves through the years of work within the company. The company culture is a well build capitalistic way to answer to the...
pages: 10 (words: 2615)
comments: 0
added: 10/14/2011
TABLE OF CONTENTS SOUTH AFRICA – CULTURAL DIVERSITY 2 UNDERSTANDING CULTURE 4 2.1 Cultural Dimensions Model 4 2.2 Cross-Cultural Communication Challenges – case: eye contact 5 2.3 Cultural Shock - Respecting Differences and Working Together 6 2.4 Building Trust across Cultural Boundaries 6 WHAT IS CORPORATE CULTURE? 7 3.1 Levels of corporate culture 7 3.2 Adaptive vs. Unadaptive 8 3.3 Competitive Culture 8 HUMAN INTELLIGENCE 9 4.1 Emotional Intelligence 9 4.2 The five (four) domains of emotional intelligence 10 4.3 How can we assess and measure emotional intelligence? 11 4.4 Are emotional and cultural intelligence related? 11 CULTURAL INTELLIGENCE DEFINED 12 5.1 The four factors of cultural intelligence 13 5.2 Why cultural intelligence? 13 5.3 Research results on cultural intelligence 14 MANAGING CROSS-CULTURAL DIFFERNCES 16 6.1 Manager's worldly mindset 16 6.2 Cross-cultural training: What is it? 17 6.3 Hiring, Staffing and incentives 17 6.4 Why raise your cultural intelligence? 18 LEADERSHIP ACOSS CULTURES 20 7.1 Different leadership styles 21 7.2 Key cultural values and their affect on leadership 22 MULTICULTURAL TEAMS 22 8.1 Cultural diversity effects on a team 22 8.2 How can I manage multicultural teams better? 23 8.3 Traditional influence – Transitional influence 23 8.4 Group process and performance i.e. Acculturation 24 8.5 Culturally intelligent team management 26 CONCLUDING REMARKS 28 SOURCES 30 SCHEDULE OF APPENDICES TABLE – 1 Corporate culture and performance 8 CHART – 1 CQ in the Organisation 14 SOUTH AFRICA – CULTURAL DIVERSITY Managing and leading people, with various cultural backgrounds, require "cultural intelligence" which in a global setting is a management challenge in the new millennium. South Africa has a unique cultural background, with a total population of 46.9 million (SSA, 2005) and a surface area of 1.2 million km2. This equates to approximately 39 persons per square kilometre, speaking more than half a dozen different languages; black Africans (almost 79%) comprise the largest group in the South African population, white (4.4 million), coloured (4.1 million), and the smallest is Indian or Asian (1.1 million). In 1975 South African immigration hit a peak with...
pages: 34 (words: 9295)
comments: 0
added: 11/07/2011
How do managers decide how and when to deal with poor employee performance? It's Much Easier To Polish an Apple Being a manager is simple -- just like losing weight is simple! Of course, anyone who has ever tried either task and done their job well knows that both take hard work. Also (similar to losing weight), managing of people is a skill, one that must be learned. Managers daily face the task of dealing with difficult employees. They must deal with employees who are habitually tardy, absent, unable to perform assigned work, or who display behavioral problems. The Internet article, Problem Employees: How do managers decide how and when to deal with poor employee performance by John Farr, presents problems managers face in the workplace and introduces a six step coaching approach that can eliminate many of these problems. These steps are: 1.Gather and verify performance information, 2.Verify with the employee whether the information gathered is true, 3. Discuss with the employee whether it is a problem caused by the company or himself, 4.Ask the employee for possible solutions, 5.Evaluate these solutions and plan an implementation time schedule, 6.Monitor the employee's progress and give feedback to correct and/or to reinforce the employee's actions. Other things discussed in the article are human nature and its influence on employee behavior, and how behavioral modification can be used in the workplace. This article could be useful in handling some workplace situations; the author, however, failed to mention that the intervention model only works if three key principles are followed: 1) take corrective, not punitive, actions; 2) counsel and coach before using discipline; 3) be firm, be fair, and show that you care. In addition, before exploring how to handle difficult employees, the author should have addressed the key responsibility of a manager. A manager is someone who...
pages: 3 (words: 566)
comments: 0
added: 12/29/2011
Decision Making Process in Action According to Webster's Dictionary the definition of "decision" is the "1. a: act or process of deciding b: a determination arrived at after consideration: CONCLUSION." (http://www.m-w.com/). Organizations and individuals make decisions every day. Decisions are made by flipping a coin, taking a guess, thinking about the thoughts and feelings of others, considering values and beliefs, complying with a mission statement, or picking a solution with more positive than negative consequences. In order to understand the decision making process, we have to look at exactly what goes in that process and apply it to a real world work situation. According to the Management Mentor there are 5 major steps in the decision-making process. By outlining the steps and applying them to a data capture problem in Safety we can see the process in action and how important critical thinking is to the process. Step One: Identify the problem and the criteria to be met (www.themanagementor.com). Misdiagnosing a problem can result in bad decisions. Evaluating the problem in a new perspective helps decision-makers think out of the box. Another issue in identifying problems is that sometimes symptoms are identified and not the actual cause of the problem. Decisions can end up biased against the wrong aspects of a process. In the Safety redesign, departments were divided by pre-market and post-market trials. Further division occurred by breaking up collection in therapeutic areas. A data capture process is the perfect choice to illustrate step one. In medical trials, if a patient has an "adverse event," which can be anything from a cold to cardiac arrest, it is reported to the company. The number of these events needs to be gathered monthly to report to the Medical Directors in the therapeutic areas. It was a time consuming manual process of hand...
pages: 4 (words: 905)
comments: 0
added: 12/13/2011
Major changes within this organization over the past few years has lead to significant problems arising from the management of certain information systems development projects. It has been identified that these problems can be directly attributed the dispersion of team members across a number of locations throughout the country. Given that this situation is likely to be compounded with the introduction of vendors in other countries, it is timely that an investigation be conducted to expand on the problems of the past and to collect information on issues related to distributed project management. Amongst some of the findings, it became evident that most problems could be condensed down to three main issues: time, location and cultural differences. Each of these issues makes a significant impact on how a distributed project should be approached. The tactics required to deal with these issues will need to be well understood by all involved in any future projects. The most effective method of ensuring this, is to document how these issues will be addressed within the confines of the project plan. In addition to this, it is expected that a project management software application will assist in minimising the affects of time, location and cultural differences. 1. Introduction In recent times, it has become evident that the traditional approach to project management in the area of information systems has not been entirely successful. It is well documented that certain projects have consistently failed to meet their requirements, are not delivered on time or within budget. This situation has been compounded by the recent shift by this organization in outsourcing major elements of its IT functions to outside vendors. Clearly a change is required in the way this organization undertakes the management of its IT projects. The purpose of this proposal is to outline some of the options...
pages: 11 (words: 2812)
comments: 0
added: 11/30/2011
Summary In this report an analysis was undertaken to investigate managing in an organisation. Using group contacts we were able to come into contact with Dr Smith, a manager at Telstra. After comparing textbook management techniques we discovered that the interviewee alternated between several of these with giving staff incentives to be independent in their work a major factor of his management. We also concluded that diversity makes management more flexible and allows creativity to flourish in the workplace. Table of Contents: SUMMARY II 1.0 INTRODUCTION 1 1.1 BACKGROUND INFORMATION AND AIM 1 1.2 SOURCES AND METHODOLOGY 1 2.0 BODY OF REPORT 2 2.1 DR. SMITH 2 2.2 COMMUNICATION STRUCTURE 3 2.3 STAFF MOTIVATION 4 2.4 DR SMITHS PERSONAL MOTIVATION 5 2.5 MANAGEMENT PHILOSOPHY 6 2.6 DR SMITHS¡¦ MANAGEMENT STYLES 7 2.7 COMPANY MANAGEMENT STYLE 9 3.0 CONCLUSION AND INSIGHTS 9 4.0 REFERENCE LIST 10 5.0 APPENDIXES 11 5.1 APPENDIX ONE: INTERVIEW TRANSCRIPT 12 5.2 APPENDIX TWO: INTERVIEW PROMPT SHEET 18 1.0 Introduction 1.1 Background information and Aim This is a report on the interview that was conducted with Dr. Bernard Smith of Telstra on Friday, 30th August. The interview was aimed to find out various details about being a manager. These included, management styles, models and philosophies used, what a manager does and problems that arise as a manager. Dr. Smith is the section head of the Access Networks section of Telstra, Australia¡¦s largest telecommunications provider. There are four or five levels of management above Dr. Smith who is at the lowest level of formal management [1]. His section contains about 25 people under him. Access Networks is part of the Telstra Research Laboratories in Clayton and conducts research on the access part of the telecommunications network. This mainly deals with the part of the network between the customer and the nearest exchange [1]. Including transmission line and interference research for cable and ADSL (Asymmetric Digital Subscriber Line) [2]. He manages a range of...
pages: 25 (words: 6731)
comments: 0
added: 09/17/2011
Ethics is the term we give to our concern for good behavior. Its human nature to not only is concerned with our own personal well being, but also that of others and of human society as a whole. It is stated that ethics is a way of being human and if men and women had not identified their own welfare with that of others, then they probably would not have survived and developed (Ethics 5). Business ethics is very similar to normal every day ethics in that it involves being fully aware of what we're doing including the complications and consequences of our actions. Being aware of ethics in business requires us to be aware of two things. First, we have to have a need with complying with rules, such as laws, customs and expectations of the community, the principles of morality and the policies of the organization and such general concerns as the needs of others and fairness. Second, we should know how the products and services of the business, the actions of its members, could affect its employees, the community and the society as a whole, either positively or negatively (Ethics 5). Good ethics means good business is the viewpoint of many businesses. Businesses and their managers take ethics seriously. They reason their way through ethical problems and acceptable solutions. Although there is always the reverse, where businesses give the appearance of success for long periods of time in spite of unethical practices. The news today is overloaded with stories of the fallen heroes and devastated businesses that ultimately result from deception and unethical solutions to the business's problems (5). Many managers say that they run into ethical dilemmas because they are involved in relationships with people being employees, peers, and bosses with whom they have to work with and...
pages: 7 (words: 1906)
comments: 0
added: 10/10/2011
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