...the following subject areas: 1. Leadership and Performance; 2. Strategic Alignment; 3. Performance Diagnoses Checklist; 4. Bad Politics and Performance Risks; 5. Treatment Challenges; 6. Best Practices for Curing Bad Politics 1. Leadership and Performance The subject of leadership has been greatly covered by scholars, academicians and consultants, yet building high-performance teams remains elusive to most companies. Leadership is the most important competitive advantage of a company, not technology, finance, operations or anything else. Leadership formulates the company's business strategy and builds its resources, including its people, finances and operations. The leadership team is the most important asset of the company and can be its worst liability. A failed business is the result of poor performance. Poor performance is the result of an incompetent or dysfunctional leadership team. To paraphrase Tolstoy, All successful companies are successful for different reasons, but dysfunctional companies are dysfunctional in the same way. In my experience, the main reason for poor organizational performance is not the lack of business knowledge, but rather negative internal politics. 2. Performance and Strategic Alignment Classic management science has defined four management functions: planning, organizing, motivating and controlling. Simply put, sustaining high business performance is a product of strategic alignment. Strategic alignment can be achieved only...
Words: 1729 - Pages: 7
...management is one of the most discussed topics in the area of project management. Portfolio and project management (PPM) system is a tool that assists in managing projects. Project portfolio management is focused on aligning projects with the organizational strategies that will enable them to grow profitability. The following information examines the usefulness of a PPM system, and shows the impact of utilizing it at organizational level. It will point out the effective approach for PPM implementation. Our department lacks a single system of records. Instead we rely on spreadsheets, Microsoft Project plans, and unrelated systems, resulting in significant efforts to produce reports and differing views on the status of project commitments. To manage a project manually is feasible, but impractical for an organization that needs the capability to manage multiple projects, programs, assets, resources, and to produce different reports, track financials, etc. In order to do things more efficiently there is a need for automation. In the current business environment more valuable and highly recognized by the customers are organizations with a centrally managed PPM system. It helps streamline and enhance project execution while at the same IT brings greater value. The use of the proper tools can extremely improve the overall efficiency of the operation of a project. The integrity and accuracy of the tracking of tasks, budget constraints and human resource management can be a difficult job without...
Words: 1526 - Pages: 7
...Proceedings of the 41st Hawaii International Conference on System Sciences - 2008 A Study of the Causal Relationship between IT Governance Inhibitors and Its Success in Korea Enterprises Chi-Hoon Lee, Jung-Hoon Lee, Jong-Sung Park, Kap-Young Jeong Graduate School of Information, Yonsei University, Seoul, Korea chihoon@yonsei.ac.kr, jhoonlee@yonsei.ac.kr, bizajou@yonsei.ac.kr, jeongky@yonsei.ac.kr Abstract In recent years, the emergence of the term IT Governance (ITG) has pointed to the increasing importance for business of effecting an alignment between its strategic direction and IT units. Many leading organizations have turned to ITG to pursue gains in efficiency, accountability, and regulatory and other forms of compliance, without, however, being able to implement coherent IT schemes on account of a number of challenging issues. Despite the growing interest of academics and practitioners in this area (as attested in recent publications), few studies have characterized the practical inhibitors frustrating the implementation of effective ITG. This paper, therefore, aims to examine empirically how inhibiting features associated with ITG affect the success of IT activities. Through a literature review, we identify 5 factors that work to restrain ITG implementation. Further, this work presents survey data gathered from 96 leading companies in Korea reporting the status of ITG practices according to a specific instrument of its own design. 1....
Words: 5949 - Pages: 24
...TEACHING NOTE ORGANIZATIONAL CULTURE AND CHANGE By Romuald Stone, DBA The construct of organizational culture has raised considerable interest of both academics and practitioners in the field of change management. Organizational culture is “derived from the anthropological concept of culture that attempts to explain why people in societies believe and behave as they do.” It has “become a common way of thinking about and describing an organization’s internal world—a way of differentiating one organization’s ‘personality’ from another.” This organizational self-image develops over a period of time with the core elements typically coalescing during the organization’s formative years. In many organizations we find a strong dominant culture that is pervasive not only in the headquarters element but across divisions and geographic regions. However, in large organizations this culture is not uniform but instead is composed of many subcultures. Subcultures may share certain characteristics, norms, and values yet they can be totally different with some functioning collaboratively and others in conflict with each other. Definition Organizational culture is defined as a complex set of shared beliefs, guiding values, behavioral norms, and basic assumptions acquired over time that shape our thinking and behavior; they are part of the social fabric of the organization—its genetic code. As such, culture drives the organization and guides the behavior of everyone in that...
Words: 6289 - Pages: 26
...The 8th Habit By Stephen Covey A Summary The Whole-Person paradigm says that people are whole people - body, mind, heart and spirit - and they have four related capacities: (1) Physical Intelligence, (2) Mental Intelligence, (3) Emotional Intelligence, and (4) Spiritual Intelligence. People also have four related needs: (1) To Live - Survival, (2) To Love - Relationships, (3) To Learn - Growth and Development, and (4) To Leave a Legacy - Meaning and Contribution. People have choices - in fact, there are six choices that we have in any situation (1) rebel or quit, (2) malicious obedience, (3) willing compliance, (4) cheerful cooperation, (5) heartfelt commitment and (6) creative excitement. People want to be paid fairly, used creatively, treated kindly and given an opportunity to serve human needs in principled ways. So, whole people (body, mind, heart and spirit) with four basic needs (1) to live, (2) to learn, (3) to love, and (4) to leave a legacy) and four intelligences or capacities (physical, mental, emotional and spiritual) and their highest manifestations (discipline, vision, passion and conscience) all of which represent the four dimensions of voice (need, talent, passion and conscience). Our voice lies at the intersection of talent (your natural gifts and strengths), passion (things that naturally energise, excite, motivate and inspire you), need (including what he world needs enough to pay you for), and conscience (that still voice within that assures...
Words: 3607 - Pages: 15
...[pic] Organisational Change Management in Stanley Works Introduction The change process of management in an organisation is not an easy task to implement and execute; especially, if the employee’s are already immune to the company’s existing organisational culture, practices, policies and standards. Waddell/Cummings & Worley (2011) cited in Lewin’s Change Process (2001) suggested that an evolutionary three phase theory would motivate people and cultivate newly acquired patterns of behaviour (Waddell/Cummings & Worley 2011). In addition, if the organisation is operating in diverse locations globally - the transition of change ideology to a state of equilibrium will be compounding. In this connection, the incumbent paper will discuss change of management implemented in Stanley Works Business Structure. The document will also contrast types of change adopted by Stanley works Australia (Andrews et al 2011 (p.1-7). representative of maintaining global competiveness and sustainability. The parent entity perspective will be highlighted and criticised as academic discussion to determine a structured adaptation of the four major components of the organisation; people, process, structure and technology utilised during transition. To improve the company’s ‘strength through structure’ the company’s performance would benefit from investing in collective intelligence, capability, competence and values, and in particular the adoption of a better marketing approach and methodologies...
Words: 4027 - Pages: 17
...Chartered Institute of Personnel and Development Human capital reporting An internal perspective a guide 1 – a CIPD guide for personnel professionals to help them identify, collate, analyse and communicate data on human capital Written by Jim Matthewman and Floriane Matignon of Mercer Human Resource Consulting Acknowledgements The document draws on the perspectives, experience and measurement methods set out in the recent book by Haig R. Nalbantian, Richard A. Guzzo, Dave Kieffer and Jay Doherty, Play to Your Strengths: Managing your internal labour markets for lasting competitive advantage (New York: McGraw Hill, 2004). We are grateful to members of the CIPD Human Capital Working Party who provided input and advice: Greg Aitken, Head of Employee Research and Measurement, Royal Bank of Scotland Group Ron Collard, Partner, PricewaterhouseCoopers Andrew Mayo, Director, Mayo Learning International Tim Miller, Group Head of Human Resources, Standard Chartered Bank Tony Palmer, Head of the Marple Partnership Vicky Wright, Partner, Human Capital, Ernst & Young Human capital reporting Human capital reporting: an internal perspective 3 Human capital reprting Contents Preface 4 Introduction 6 Step 1 – Setting human capital management in context 10 Step 2 – Getting started: gathering and collating the data 21 Step 3 – Measuring human capital: tools and methodologies 27 Step 4 – Reporting the data:...
Words: 19595 - Pages: 79
...It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change. (Charles Darwin) Introduction In this chapter, we turn our focus to how organizations sustain advantage. We do this through exploring strategic change, while, to complement this in Chapter 12, we examine strategic innovation and corporate entrepreneurship. Strategic change is about ensuring that the organization is consistently relevant in its market arenas and, as the opening quote from Darwin illustrates, about the need to be responsive to change. Back in 1865, the seeds of the company that we know today as Nokia were sown when Frederik Ideastam set up a paper mill on the banks of the Nokianvirta river in Finland. From this base, over the next hundred years, the company evolved to become a Nordic industrial conglomerate operating in paper, rubber, and cables, and from there to a European player in consumer electronics in the 1970s and 1980s. In 1996, a decision was made to divest all of its other businesses in order to concentrate on becoming a global giant in telecommunications. This is the position that Nokia is attempting to retain as it continues to ride the technological wave of change, focusing on technological convergence in mobile phones, multimedia, and enterprise solutions. Although the reorientation of Nokia over time did not come without its difficulties in integrating acquisitions and developing a strong corporate culture to unite...
Words: 11124 - Pages: 45
...A Dissertation Report On “Putting HR on Balanced Scorecard” (A Case Study of Verizon) (SUBMITTED TOWARDS PARTIAL FULFILLMENT OF POST GRADUATE DIPLOMA IN MANAGEMENT) (Approved by AICTE, Govt. of India) ACADEMIC SESSION (2008-10) Under the guidance of: Submitted by: Supervisor Name Your Name Lecturer (college name) Roll: - PGDM-08/012 College Address PREFACE There is a famous saying “The theory without practical is lame and practical without theory is blind.” Alignment of the Human Resource with the overall strategy of the company is a very big and toughest challenge for the company. Human resource is an important part of any business and managing them is an important task. Our institution has come forward with the opportunity to bridge the gap by imparting modern scientific management principle underlying the concept of the future prospective managers. To the emphasis on practical aspect of management education the faculty of College Name has with a modern system of practical training of repute and following management technique to the student as integral part of PGDM. ACKNOWLEDGEMENT “It is not possible to prepare a project report without the assistance & encouragement of other people. This one is certainly no exception.” On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards all the personages...
Words: 17507 - Pages: 71
...the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University. Signed __________________ Date _________________ Abstract Windsor Airmotive Asia Pvt Ltd is the leading repair and overhaul shop for CFM56-3/-5/-7 series turbine engine components. During development of a new repair scheme, to replace the inner inducer and outer inducer of the Forward Inner Nozzle Supports (FINS), a major challenge was encountered at the Electric Discharge Machine (EDM). A trial done on a scraped part revealed that 112 vanes have to be aligned before it can be machined by EDM to the inducer. By introducing a semi-automated machining fixture, the alignment of the vanes will be made easier, on top of increasing the utilization of the EDM by 20%. The aim of this project is to develop a machining fixture for the EDM so that the alignment of 112 vanes will be made easier.By developing this fixture, the company can expect to reduce the scrap rate of FINS. These FINS are often scraped because of the inducer wall rub marks that exceed the limits given in the engine manuals.This will also be beneficial to the customers by helping them to reduce their overhaul cost for the engine rebuild. This will increase the reputation of the company, as it...
Words: 9848 - Pages: 40
...ing VALUE-BASED METRICS FOR IMPROVING RESULTS An Enterprise Project Management Toolkit J. Ross Publishing; All Rights Reserved J. Ross Publishing; All Rights Reserved VALUE-BASED METRICS FOR IMPROVING RESULTS An Enterprise Project Management Toolkit Mel Schnapper, Ph.D. Steven Rollins, PMP J. Ross Publishing; All Rights Reserved Copyright ©2006 by J. Ross Publishing, Inc. ISBN 1-932159-25-8 Printed and bound in the U.S.A. Printed on acid-free paper 10 9 8 7 6 5 4 3 2 1 Library of Congress Cataloging-in-Publication Data Schnapper, Melvin. Value-based metrics for improving results : an enterprise project management toolkit / by Mel Schnapper, Steven Rollins. p. cm. Includes index. ISBN 1-932159-25-8 (hardcover : alk. paper) 1. Project management—Quality control. 2. Performance standards. 3. Work measurement. I. Rollins, Steven C., 1950-. II. Title. HD69.P75S365 2006 658.4′04—dc22 2006001079 This publication contains information obtained from authentic and highly regarded sources. Reprinted material is used with permission, and sources are indicated. Reasonable effort has been made to publish reliable data and information, but the author and the publisher cannot assume responsibility for the validity of all materials or for the consequences of their use. All rights reserved. Neither this publication nor any part thereof may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording...
Words: 27014 - Pages: 109
...Strategic management of Information systems 1. Introduction Reasons why business managers should participate in information systems decisions 1.A business view (IS must be managed as a critical resource) It both support and consumes a significant amount of an organizations resources this needs to be managed wisely, as a critical resources. 2.People and technology work together (IS enable changes in the way people work together) Correctly incorporating IS into the design of a business enables people to focus their time and resources on issues that bear directly on customers satisfaction and other revenue and profit generating activities. 3. Integrating business with technology (IS are part of almost every aspect of business) Is helps simplify organizational activities and processes such as moving goods, stocking shelves, or communicating with suppliers. 4.Rapid change in technology (IS enable business opportunities and new strategies) The proliferation of new technologies creates a business environment filled with opportunities. The manager’s role is to frame these opportunities so that others can understand them, to evaluate them against existing business needs, and finally to pursue any that fit an articulated business strategy, managers must lead the change driven by IS. 5. Competitive challenges (IS enables business opportunities and new strategies) General managers are in the best position to see the merging threats and utilize IS effectively...
Words: 6560 - Pages: 27
...SPOTLIGHT ON THE NEW MARKETING ORGANIZATION Spotlight HBR.ORG ARTWORK Markus Linnenbrink DIEDRITTEDIMENSION, 2011 JVA/Prison, Düsseldorf Rath, Germany The Ultimate Marketing Machine Most marketing organizations are stuck in the last century. Here’s how the best meet the challenges of the digital age. by Marc de Swaan Arons, Frank van den Driest, and Keith Weed July–August 2014 Harvard Business Review 55 SPOTLIGHT ON THE NEW MARKETING ORGANIZATION In the past decade, what marketers do to engage customers has changed almost beyond recognition. With the possible exception of information technology, we can’t think of another discipline that has evolved so quickly. Tools and strategies that were cutting-edge just a few years ago are fast becoming obsolete, and new approaches are appearing every day. Yet in most companies the organizational structure of the marketing function hasn’t changed since the practice of brand management emerged, more than 40 years ago. Hidebound hierarchies from another era are still commonplace. Marketers understand that their organizations need an overhaul, and many chief marketing o cers are tearing up their org charts. But in our research and our work with hundreds of global marketing organizations, we’ve found that those CMOs are struggling with how to draw the new chart. What does the ideal structure look like? Our answer is that this is the wrong question. A simple blueprint does not exist. Marketing leaders instead must ask, “What...
Words: 4706 - Pages: 19
...Section 1: Introduction Process Consultation (PC) is the creation of a relationship that allows the client to perceive, understand, and act on the process events that occur within an organization in order to improve the situation as defined by the client (Cummings & Worley, pg. 253). In the case involving Ben and Jerry’s a consultant was brought in to work with the founders, board of directors, managers, and employees in order to undertake organizational development and also to bring the people, functions, aspirations, and directions together (Cummings & Worley, pg. 306). Schein proposes ten principles to guide process consultant’s actions: • Always try to be helpful • Always stay in touch with the current reality • Access your ignorance • Everything you do is an intervention • The client owns the problem and the solution • Go with the flow • Timing is crucial • Be constructively opportunistic with confrontive interventions • Everything is information; errors will always occur and are the prime source for learning • When in doubt, share the problem (Cummings & Worley, pg. 254). As the consultant in this case dove into the workings of Ben & Jerry’s these principles were apparent throughout the case. After spending time with the board, and interviewing key managers and staff at Ben & Jerry’s, the consultant concluded that the company had much strength and also some concerns. It was decided that while the leadership was seen as the company’s greatest strength,...
Words: 5482 - Pages: 22
...August 31, 2006 Mr. Shubhankar Shil Lecturer School of business Independent University, Bangladesh Subject: Submission of the internship report. Dear Sir, With due respect, I would like to inform you that it is a great pleasure for me to submit the internship report on “The effects of customer service management on business performance in Bangladesh cell phone industry an empirical analysis” as requirement for BBA 499 program. Through out the completion of the report, I came to know about many things regarding the current world on the concept of customer service management on business performance. I have tried my best to put thorough effort for the preparation of this report. Any shortcomings or fault may arise as my unintentional mistakes. I will whole heartedly welcome any clarification and suggestion about any view and conception disseminated through this report. Sincerely Yours .…………………… Nayeemur Rahman Mia Id # 0210034 Contact: Mobile: 01711503442 E-mail: nayeemur@grameenphone.com Acknowledgement I would like to convey my respect to my course supervisor Mr. Shubhankar Shil, Lecturer, School of Business, Independent University, Bangladesh for his eager, helpful and enthusiastic guidance which encouraged me to accomplish this report on “The effects of customer service management on business performance in Bangladesh cell phone industry”. Without his incessant support this work would not have found the right track which I believe it did...
Words: 9754 - Pages: 40
