...| SUBJECT NAME : | Managing, leading, stewardship | | SUBJECT NUMBER : | 21937 | | Subject Co-ordinators lecturerstutors | Dr. Walter Jarvis Dr. Natalia Nikolova Dr. Stephen Wearing Management Discipline Group UTS B-School Dr. Walter Jarvis Dr. Natalia Nikolova tba | SUBJECT PRECIS An understanding of managing, leading and stewardship is foundational to the development of students as responsible and accountable leaders, managers, followers and stewards. This subject aims to prepare students to meet profession-like objectives and how to guide others to meet collective responsibility in morally challenging situations. To do so, the subject develops the concept of stewardship to help leaders to better understand how to promote and sustain the symbiotic integrity of business and society, i.e. where business serves society's needs for not just products and services but in ways that earn public trust and respect. The approach taken in the subject delivery and associated assignments is to encourage students to recognise the place of business in society and to cultivate a personal commitment toward earning and sustaining public trust in consideration of others in their business judgments and decision-making. SUBJECT PRECIS An understanding of managing, leading and stewardship is foundational to the development of students as responsible and accountable leaders, managers, followers and stewards. This subject aims to prepare students to meet profession-like...
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...THE STRATEGY LENSES 21 The four lenses are introduced more fully immediately after this chapter and will provide the framework for separate commentaries on each of the three parts of this book. This section introduces them briefly as follows: ● Strategy as design. This takes the view that strategy development can be ‘designed’ in the abstract, as an architect might design a building using pens, rulers and paper. The architect designs, and then hands over the plans for the builders actually to build. This design lens on strategy encourages a large investment in planning and analysis before making final decisions. It tends to exclude improvisation in strategy development and underplay the unpredictable, conservative or political aspects of human organisations. Taking a design lens to a strategic problem means being systematic, analytical and logical. Strategy as experience. The experience lens recognises that the future strategy of an organisation is often heavily influenced by its experience and that of its managers. Here strategies are seen as driven not so much by clear-cut analysis as by the taken-for-granted assumptions and ways of doing things embedded in people’s personal experience and the organisational culture. Strategy is likely to build on and continue what has gone on before. Insofar as different views and expectations within the organisation exist, they will be resolved not through rational optimisation, as in the design lens, but through messy compromises and...
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...person seeking employment where I can utilize my practical skills and put my enthusiasm to use while providing the opportunity to expand my knowledge gain additional skills and experience. I’m a quick learner able to adapt and integrate effectively with people, situations and work environments. I have the ability to handle high level of workloads submitted strict deadlines; excellent communication, leadership, problem solving, organizational and interpersonal skills. I’m an innovative person, flexible I work well in team environment but also self-motivated and capable of working independently. I believe my positive attitude and dedication will be an asset to your company, If given the opportunity I’ll show how I am able to work productive in all environments while pushing myself to achieve my best Skills * Mechanical aptitude and interest mechanics, mechanically minded * Able to work under pressure thrive in a busy environment * Ability to follow complex instructions, procedures and specification * Detail orientated, Outstanding attention to detail in fast paced environment * Ability to use initiative * Ability to use common sense and work through problems * Knowledge and experienced in working clean room with hazards substances * I work well in team environment but also self-motivated and capable of working independently and responsibly * Extensive experience in assembly and soldering. * Demonstrates analytical thinking and problem-solving...
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...examples of theory in real-world practice. You should aim to explain the relevance (to the subject area and your line of argument) of any examples deployed. Interpretation and discussion This section provides an opportunity for you to expand upon your argument by analyzing and interpreting relevant data, evidence and commentary. Here you should compare various competing strands of argumentation (where relevant), and provide a structured, evidence-based discussion of your thoughts and findings with respect to the topic at hand. This section should also include short concluding remarks – refer back to the question and focus on (a) how you have addressed this, and (b) the main points and messages that emerge from your work References All references should be complete and should...
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...The Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregister The current issue and full text archive of this journal is available at www.emeraldinsight.com/0025-1747.htm GUEST EDITORIAL Guest editorial On the value of management history Absorbing the past to understand the present and inform the future David Lamond Sydney Graduate School of Management, University of Western Sydney, Parramatta, Australia Abstract Purpose – The purpose of this paper is to consider the value of management history as a contributor to the development of the theory and practice of management and, to the extent that it is necessary to absorb the past in order to understand the present and inform the future, consider what happens to the knowledge base when the surviving “contributions” to the knowledge base are partial and, indeed, erroneous. Design/methodology/approach – The articles that constitute this special issue form the launching-pad for this discussion, with the ideas presented here combined with previous research and commentaries on the issues raised. Research limitations/implications – In The Life of Reason, Santayana said, “Those who cannot remember the past are condemned to repeat it”. Managers looking for the “next big thing”, without being able to incorporate it effectively into their experience, and the experience of those who are long gone, are condemned to repeat not just the past, but also the mistakes of the past. Accordingly...
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...1.0 PRoblemS DEFINITION 1.1 Types of Strategies used for Local and International Markets Under the International Strategic Management approach, companies can choose to either venture their business towards the Global or Regional strategy. The Global Integration strategy looks at production and distribution of products and services of a homogenous type and quality on a worldwide basis. National Responsiveness strategy requires understanding of individual consumer tastes imposed by autonomous governments and agencies. To further understand the Global and National strategies, we look into the two-dimension matrix below. (textbook, pg277) Global Strategy International Strategy Transnational Strategy Multi-domestic Strategy Global Integration High Low National Responsiveness High Low Quadrant 1 – Global Strategy, High requirement for integration and low awareness of differentiation. Based on price competition, entry strategy used it often mergers and acquisition. Quadrant 2 – International Strategy. Low requirement for centralised quality check and strategic decision making eliminating the need to adapt to individual countries. Mixed strategy combining low demand for integration and responsiveness. Quadrant 3 – Transnational Strategy. High requirement for integration and differentiation. Emphasizing both global integration and local responsiveness. Quadrant 4 – Multi-domestic Strategy. High requirement for differentiation but low concern for integration...
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...Leading like Madiba: Leadership Lessons from Nelson Mandela Posted on August 17, 2011 by Martin Kalungu-Banda The world is in dire need of great leaders, ones who inspire people not through words but by serving them. The cutting edge in leadership discourse is the old fashioned idea of leadership through service. The whole human race, we could say, desperately needs these servant-leaders who really attend to others and are beacons of hope in our search for a world society where justice, fairness, care for the weaker members of our communities, and love flourish. The call for leaders who genuinely serve their people is obvious in social and political communities. We can see it equally in the economic sphere, in business organisations or corporations. The high turnover of staff in many work places suggests that people are looking for what Lance Secretan, a Canadian guru on leadership, calls ‘soul space’[1] – an environment where they will not simply be cogs in the wheel of production but can live full and happy lives. In my book, Leading Like Madiba: Leadership Lessons from Nelson Mandela[2], published in March 2006, I have attempted to present through stories the type of leadership that will take our world a higher ground.[3] What is so extraordinary about Mr Mandela’s style and practice of leadership is that it crosses the boundaries of culture, gender, race, religion and age. Madiba (as he is fondly referred to in his home country) has done so in a society that was once...
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...Mr. Kishore Biyani King of Retail INTRODUCTION ‘ITS A UNIQUE CHALLENGE ONE HAS TO LIVE UP TO AND I FAILED IT IN MY FIRST ATTEMPT.IT TURNED OUT TO BE A HUMBLING EXPERIENCE AND TAUGHT ME LESSONS THAT SHAPED MY LIFE FROM THEREON’ -KISHORE BIYANI ABOUT KISHORE BIYANI 1. He was born on 9 august 1961 in Mumbai.He was the second son of shrilaxmi narayan biyani and Smt Godavari Biyani 2. Graduated in commerce from HR college, Mumbai 3. Introvert and shy natured person 4. Belongs to business family. STORE DESIGN & LAYOUT -Headquartered in MUMBAI -Employees over 30,000 people. -Pantaloon Retail is the flagship company of Future GROUP -Has over 1000 stores across 61 cities in India What made him an Entrepreneur ?? 1. Dying family business 2. No organized Retail Chain 3. Resources 4. Risk taker 5. Initiator 6. Influencer The Evolution of Kishore Biyani- 1987-88-He began manufacturing trousers 1988-92-He got BARE jeans and John Miller in the Indian market 1997 -2000- He launched his stores starting with the private label Pantaloons, department stores and then other formats 2006-Biyani commands over 1.3 million sq ft of retail space Background* Mr. Kishore Biyani, B.Com., PGD is a founder and serves as the Chief Executive Officer of Future Group. Mr. Biyani has been the Managing Director at Pantaloon Retail (India) Limited since April 1, 2005. He has been a Managing Director...
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...Popularly known as the McDonald‘s of cataract surgery, with a bed strength of more than 4000 beds and serving 0.25 million patients every year, this is one of the world‘s largest eye care systems catering largely to the poor population. Poor people with cataract can regain their eye-sight at a price as low as $40 or even free, if they can‘t afford. It was demonstrated by this non-profit system that it is practically possible to combine high quality, low cost, world scale and sustainability. It has been seen as a unique business model by many Organizations and has proven that care provided at low cost can also yield sustainability and even profitability. Aravind system's successful manufacturing unit, Aurolab, has produced 6%-7% of the low-cost lenses world-wide in 2002, which were sold in more than 100 countries. This Organization has been a source of case studies to not only national, but International agencies as well. ___________________________________________________________________________ INTRODUCTION CASE STUDY Dr. V. created a system for sight-saving cataract surgeries that produces enviable medical outcomes in...
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...ANALYSIS OF ORGANIZATION Aravind Eye Care System GROUP A2 AACHAL GARG 14F101 AMEENO PRADEEP PAUL 14F108 CHAITANYA JITENDRA GANDHI 14F118 JOE J KYNADI 14F125 KANIKA BANDOONI 14F126 SUDIPTA MONDAL 14F156 Contents Objectives 3 Organization Ecosystem 3 Organizational Context and structure 3 Structural Dimension 4 Formalization 4 Specialization 5 Hierarchy 5 Centralization 5 Professionalism 5 Organization’s Mission and Vision 5 Structural Context of Mission 6 Organizational Goals and Strategy 7 Porter’s Competitive Strategy 7 Miles and Snow’s Strategy Typology 8 Organisation environment and structure compatibility 9 Workplace Technology 11 Core and Non Core Technology 11 Technical Complexity 11 Relationship of Dept Technology to structural & management characteristics 12 Culture 12 Mission Oriented Culture 12 Cultural Strength and Internal Integration 12 Rites and Ceremonies 13 Control System 13 Value based leadership 14 Organizational Change (expansion) & Its Implications on Organizational Structure 14 A New Business Model 14 Aravind Today 15 References 17 Exhibits 18 Exhibit 1 18 Exhibit 2 19 Exhibit 3 19 Objectives The objective of this study is to analyze an organization by applying our theoretical knowledge of organization theory, learnt in classrooms. The organization we have chosen to analyze is Aravind Eye Care. The analysis is based on the following aspects: * Current organizational...
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...P1: describe the recruitment documentation used in a selected organisation. Job Specification: A Job Specification is written evidence of the requirements recruiters seek in their candidates, and is comprised of numerous essential values such as a description of what the role entails, responsibilities and the qualifications required to be approved for further inquisition. My Job: When researching my desired future profession, this being an air hostess, I discovered the preferred qualities associated with ideal candidates for the role. These consisted of someone who takes an interest in world travel, is sociable and approachable, as well as capable of handling situations under pressure. It also states that desirable candidates should possess an empathetic nature and an open mind so as to communicate with the range of service users they provide for. The entry requirements for this job state that a degree in travel and tourism or similar is not necessary, although it may separate you from other candidates, as would knowledge of another language. Most airlines require good GCSE results, with a C or above in both English and Maths. A large majority of airlines do request that candidates adhere to most or all of the below criteria: * Must be a minimum age of 18, although in a high number of cases, employers prefer candidates to be 21 * In good fitness and health, with the capability of swimming 25 metres without assistance * Commonly, candidates are better approved...
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...History: What were people’s views on health? According to his picture, it identifies that throughout history people around the world thought if one with illness, physical, sensory or mental impairment were thought of as under the spell of witchcraft, possessed by demons or big sinners, being punished by god for wrong doing by themselves or their parents (Medical model vs social model, 2007). These ideas still remain some power, in different cultures. Before the development of medical science, quasi – religious views of health and illness were dominant, whereby illness was connected with sin, penance and evil spirits. This dominant view had conceived the body and soul as a sacred entity beyond the power of human intervention. The influence of scientific disconnect, linked diseased organs with symptoms observed before death. Pasteur’s germ theory, eventually endorsed a belief in the separation of body and soul. This view came to be known as mind/body dualism, referred to a Cartesian dualism after the philosopher Rene Descartes 1590-1650 which refers to a belief that the mind and body are separate entities, which ignores the psychological and subjective aspects of illness. Descartes suggest that although the mind and body interacted with one another with the say of “I think therefore I am”. He identifies that the brain was part of the physical body, whereas the mind existed in the spiritual realm. Therefore medicine could rightly practise on the body while religion could focus...
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...behavioural theory. In my opinion, the statements presented above do not contradict one another, in fact the two statements presented support the need for successful organizational change and the need for concerted effort in implementing the change. In almost every case, the basic goal has been has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment. Change is an organizational need, at one time or other and management needs rigorous support in achieving positive change outcomes. I want to look in detail the change management theory and practice including Transformational Change, The Tools and Techniques used for Change Management, Transforming Organisations for Organic Growth, Cultural Revitalisation and Behavioural Responses to Change and the successful strategies for the change management and why they fail?. I want to study the success stories in public sector and their change management practices used and then study how the change management is working in delivering Whole of Government initiatives in the Australian Public Service (APS) and find out what is working and what is not? Graetz (2002) assumes...
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...Company profile Titan Industries is the organization that brought about a paradigm shift in the Indian watch market when it introduced its futuristic quartz technology, complemented by international styling. With India's two most recognized and loved brands Titan and Tanishq to its credit, Titan Industries is the fifth largest integrated watch manufacturer in the world. The success story began in 1984 with a joint venture between the Tata Group and the Tamil Nadu Industrial Development Corporation. Presenting Titan quartz watches that sported an international look, Titan Industries transformed the Indian watch market. After Sonata, a value brand of functionally styled watches at affordable prices, Titan Industries reached out to the youth segment with Fastrack, its third brand, trendy and chic. The company has sold over 135million watches world over and manufactures 13 million watches every year. With a license for premium fashion watches of global brands, Titan Industries repeated its pioneering act and brought international brands into Indian market. Tommy Hilfiger and FCUK as well as the Swiss made watch Xylys owe their presence in Indian market to Titan Industries. Entering the largely fragmented Indian jewellery market with no known brands in 1995, Titan Industries launched Tanishq, India's most trusted and fastest growing jewellery brand. Gold Plus, the later addition, focuses on the preferences of semi-urban and rural India. Completing the jewellery portfolio is...
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...fill. As a result, there is a real demand for management accountants who, in addition to the core finance and accounting skills, can offer commercial insight and strategic thinking combined with influencing and, ideally, leadership skills. At CIMA, we like to describe a management accountant in a business partnering role as the navigator at the side of the CEO, the captain of the enterprise. These navigators support business leaders with information and analysis about the organisation’s position and course. They contribute to strategic decision making and risk/performance management. They have professional objectivity and are prepared to challenge constructively when necessary to ensure the business is managed in the long term interests of all stakeholders. In this report, KPMG has provided clear views on the nature of the business partner’s role and how business partnering can be delivered. This clarity is helpful as accountants with the...
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