...Chris Shea John P. Kotter is internationally known and widely regarded as the foremost speaker on the topics of leadership and change. He is the premier voice on how the best organizations actually achieve successful transformations. The Konosuke Matsushita Professor of Leadership, Emeritus at the Harvard Business School and a graduate of MIT and Harvard, Kotter’s vast experience and knowledge on successful change and leadership have been proven time and time again. The book Leading Change looks at an eight stage process for implementing successful transformations in today’s firms as well as the eight errors that are common to change efforts. The ideas and methods in this book should be considered a roadmap to successful change for any manager or leader in today’s modern organizations. Leading Change is broken up into three parts. Part one begins by discussing the potential downside of change and the eight errors commonly made during transformation efforts and their consequences. He then goes into detail on the economic and social forces that drive the need for major change in today’s organizations. This is also where Kotter introduces his eight step process for creating change. In Part two Kotter goes into great detail about his eight step process for successful change highlighting what to focus on and avoid at each step of the process. Part three looks at the implications for the 21st century, he goes into detail about the organization of the future and talks about sustaining...
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...Becoming a District Manager of Dunkin Donuts Congratulations!!! The store owner of Dunkin Donuts has decided to open five new locations over the next two years. A new District Manager will be needed for these new locations and will present many new opportunities. The new district manager will be given complete control, authority, and responsibility to structure, staff and operate the five new locations. The new opportunities will be challenging, but it will also be rewarding. Seeing the new location grow into thriving businesses will show the store owner that he made a great discussion. Many key components will be among the challenges and will include job design, organizational design, recruiting strategy and methods, and training and performance appraisals. Job Design The first task will be to complete the job design process. A successful Dunkin Donuts location requires many different job functions to be executed. Baack, D., Reilly, M., & Minnick, C. (2014) describes the job design process as: Job design involves identifying appropriate, job-related knowledge, skills, and abilities to ensure that assigned work can be completed successfully. Designers consider the work, the environment, and the impact of the work on employees. The standard approach to job design involves three steps: job analysis, job description, and job specification. (Chapter 4.2) Each one of the steps has to be completed for every job function inside the new store locations. The job analysis...
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...Government 22 Ms Pearl Mugerwa - Department of Public Works 2.7 Situational Analysis of Children with Disabilities in South Africa 26 Ms Manthipi Molamu-Rahloa - National Dept of Social Development 2.8 Services needed by Children with Disabilities from Local Government 30 Mr Danie Botha-Marais - National Council for Persons with Disabilities (NCPPDSA) 2.9 The Right to Education Campaign – Children with Disabilities 33 Ms Narina Nel -University of the Western Cape 2.10 Municipal Experiences: Current Practices 35 GAUTENG PROVINCE : * Mr Wandile Zwane (Johannesburg Metro) * Mr Shadrack Shuping (Sedibeng District Muncipality) KWAZULU-NATAL PROVINCE: * Mr Nhlakanipho Ntembelo -...
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...\\ ANDHRA PRADESH BEVERAGES CORPORATION LIMITED HYDERABAD RTI ACT INFORMATION HAND BOOK A.P. BEVERAGES CORPORATION LTD., 9 & 10, Proh. & Excise Complex, M.J.Road, Nampally, HYDERABAD-1. 1 ::1:: ANDHRA PRADESH BEVERAGES CORPORATION LIMITED 1.0. INTRODUCTION: The Andhra Pradesh Beverages Corporation Limited (APBCL) was established in the year 1986 as a fully owned undertaking of the Government, with the main objective of supplying hygienic packed arrack to the licensees and is incorporated under Companies Act,1956. The Corporation had set up 22 field units for carrying arrack operations at capital outlay of Rs. 32.65 crores, various district locations with a total which includes buildings and civil works. The various fixed assets like Plant and Machinery other than buildings valued at Rs. 24.70 crores were transferred to the Corporation in the form of Debt and Equity in the ratio of 2:1. The authorised share capital of the Corporation is Rs.10 Crores and the paid up share capital as on date is Rs.833.37 lakhs. The erstwhile Arrack Bottling units are converted into IML Depots for the wholesale trading activities of IML & BEER. 2.0. OPERATIONS: 2.1. ARRACK PACKING OPERATIONS: (from 1-1-87 to 30-9-93) The Corporation commenced its commercial operations on 1-1-1987 and successfully handled the arrack packing operations from 1.1.1987 to 30.9.93 i.e. till the imposition of ban on arrack by the Government. 2.2. WHOLESALE TRADE OF IML & BEER: (from...
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...and the detailers - CPI was a major manufacturer of prescription drugs for medical and dental drugs. Products were carried by drugs wholesalers and drug stores for resale to general public. - CPI had a sales force of 500 detailers who called regularly on doctors, hospital professionals, and dentists, to promote drugs and make them prescribe. Each detailer was responsible for 200 physician and hospital accounts with an assigned geographical territory. - Each detailer was a pharmacy graduate and had previous experience in retail drugstores. - Every detailer received a formal performance appraisal from his district manager once a year. Informal evaluations happened through the year. The reporting hierarchy was as follows: Bob Marsh and CPI - Bob Marsh was a pharmacy graduate, with experience in retail pharmacy. He was hired by John Meredith, the district manager at Toledo, in 1978. He was appointed at a new salary level of $35,000, below his earning potential. - Meredith was initially impressed with Marsh’s qualities of aggressiveness, enthusiasm, learning ability, judgement, and character. - However, after a few months, Meredith found him unorganised, unplanned and was sceptic of the company’s promotional programs. - Despite these factors he was achieving his sales targets and the sales in his territory grew steadily. - After weighing...
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...FACTORS AFFECTING EMPLOYEES TURNOVER IN LOCAL AUTHOURITES IN KENYA A Research Project Proposal Submitted in Partial Fulfillment of the Requirements for the Award of Diploma in Business Management (Business Management Option) of the Kenya Institute of Management FEB 2013 DECLARATION Declaration by Student This Research Project is my original work and has not been presented to any other institution. No part of this research should be reproduced in any form or by any means without the consent of the author or that of the Kenya Institute of Management. STUDENT RACHAEL MUTHONI SIGN --------------------- DATE ------------------------ Declaration by the Supervisor This research project has been submitted for examination with my approval as supervisor for the Kenya Institute of Management (KIM) SUPERVISOR WAGURA WPA SIGN ------------------------- DATE ----------------- Declaration by Management For and on behave of The Kenya Institute of Management (Nanyuki Branch) BRANCH EXECUTIVE OFFICER Evans Mathenge SIGN ----------------------------- DATE -------------------- DEDICATION I dedicate this project to my husband and my children for giving me support and encouragement throughout my studies. I also thank my God for giving me strength and guidance. ACKNOWLEDGEMENTS Amgrateful to my supervisor mr.Wagura W.P.A who spared a lot of his time in guiding on data collection and compiling...
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...Decentralization and Devolution: Educational Implications of the Praetorian Interpretation By Baela Raza Jamil Idara-e-Taleem-o-Aagahi Public Trust September 2002 Decentralization and Devolution: Educational Implications of the Praetorian Interpretation Pakistan has a diverse ethnic population of 142 million people, with 32.2 percent people living below the poverty line (I-PRSP, 2001). It is a federation with four provinces and four federally administered territories[1]. For three decades the country experienced a process of increasing centralization in decision-making, resource management and service delivery. During that period, governments were set up under Islamic Socialism, martial law, experiments with democracy by eight governments, and another military take over. Democratic institutions and service delivery eroded at each reconstruction of the state. To offset poor governance, a process of devolution has been initiated through establishment of local governments across Pakistan. The principle of inclusion through political decentralization was meant to provide institutional entitlements for voice and action. Direct elections were held at the union council level (encompassing a population of 25,000, covering 5-7 villages or more settlements) in 2000 for 21 representatives. As the result of a countywide mobilization drive thirty-three percent seats were reserved for women, an unprecedented accomplishment in Pakistan’s history. In addition, six seats...
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...REPUBLIC ACT NO. 7160 REPUBLIC ACT NO. 7160 - AN ACT PROVIDING FOR A LOCAL GOVERNMENT CODE OF 1991 BOOK I General Provisions TITLE I. Basic Principles CHAPTER I The Code: Policy and Application SECTION 1. Title. — This Act shall be known and cited as the "Local Government Code of 1991". SECTION 2. Declaration of Policy. — (a) It is hereby declared the policy of the State that the territorial and political subdivisions of the State shall enjoy genuine and meaningful local autonomy to enable them to attain their fullest development as self-reliant communities and make them more effective partners in the attainment of national goals. Toward this end, the State shall provide for a more responsive and accountable local government structure instituted through a system of decentralization whereby local government units shall be given more powers, authority, responsibilities, and resources. The process of decentralization shall proceed from the national government to the local government units. (b) It is also the policy of the State to ensure the accountability of local government units through the institution of effective mechanisms of recall, initiative and referendum. (c) It is likewise the policy of the State to require all national agencies and offices to conduct periodic consultations with appropriate local government units, nongovernmental and people's organizations, and other concerned sectors of the community...
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...and Fixtures Particulars | Unit Price | Quantity | Total Coast | Delivery vehicle | 150,000 | 1 | 150,000.00 | Total | | | 150,000.00 | Raw materials and supplies | Unit Price | Quantity | Total Coast | Fabric | 40.00/yard | 100 yards | 4,000.00 | Threads | 60.00 | 50 | 3,000.00 | Needles | 25.00/box | 50 | 1,250.00 | Total | | | 8,250.00 | Utilities It is necessary for the operation of the business to give importance to the utilities needed in the operation. ITEM | Monthly | SOURCE | Water | 12,000.00/ monthly | water district | Electricity | 15,000\monthly | National Power Corporation | Telephone | 1,000/ monthly | PLDT | Rent | 30,000\monthly | | TOTAL | 58,000.00 | | Compensation Position | Monthly Rate | Yearly Rate | President | 20,000.00 | 240,000.00 | General Manager | 15,000.00 | 180,000.00 | Finance Manger | 12,000.00 | 144,000.00 | Marketing Manager | 12,000.00 | 144,000.00 | Production Manager | 13,000.00 | 156,000.00 |...
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...Compliance System Training on New Technology Due to the nature of an expanding company, a new corporation-wide compliance system is needed for Underland, Inc. In an extension to the new conformity system, new compliance policies will be introduced. Every manager will be required to train properly to complete their jobs as well as ensure their employees perform to best of their abitiles. This training will be coordinated and undertaken as part of the New way. New way The New way will affect a multitude of individuals both directly and indirectly. The main participants of this program include all of the managers at each branch district across the country. The supervisors are affected precisely since they will be attending the training sessions. Each of the employees at the branch locations across the company will not be immediately affected by Cherokee. The training the managers receive will be passed on to each of their respective employees. The CEO of Underland, Inc. will not be immediately affected by this project since it starts with mangers and employees. The CEO of Underland requested feedback to evaluate training sessions which is an important factor to the project for any future training. The requirement for managers is to train a minimum of at least 10 hours on the new system to understand every aspect of new system. The new compliance policies will training become necessary from that training. The new system will assimilate the company countrywide into a common database...
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...The White Paper on Local Government 9 March 1998 The White Paper is dedicated to the memory of Tshepiso Mashinini (1966-1998), chairperson of the White Paper Working Committee, and all the other women and men who contributed to the building of a democratic system of local government in South Africa CONTENTS Foreword by Minister Mohammed Valli Moosa Foreword by Mr Pravin Gordhan Introduction SECTION A: CURRENT REALITY 1. A history of local government 2. The current state of local government 2.1. The different forms of municipality 2.2. Local government finance 2.3. Administration 2.4. Legislative complexity 2.5. Powers and functions 2.6. Global and national trends 2.7. The transition process 3. Settlement patterns and trends 3.1. Introduction 3.2. Settlement types 3.3. The implications of current settlement patterns 4. Defining the challenge for local government 4.1. Challenges facing South African municipalities 5. Concluding comment SECTION B: DEVELOPMENTAL LOCAL GOVERNMENT 1. Characteristics of developmental local government 1.1. Maximising social development and economic growth 1.2. Integrating and coordinating 1.3. Democratising development, empowering and redistributing 1.4. Leading and learning 2. Developmental outcomes of local government 2.1. Provision of household infrastructure and services 2.2. Creation of liveable, integrated cities, towns and rural areas 2.3. Local economic development ...
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...The Law Offices of Jeter, Jackson, Guidry, and Boyer THE EVOLUTION OF THE FIRM David Jeter and Nate Jackson started a small general law practice in 1992 near Sacramento, California. Prior to that, the two had spent five years in the district attorney’s office after completing their formal schooling. What began as a small partnership—just the two attorneys and a paralegal–assistant—had now grown into a practice that employs more than 27 people in three separate towns. The current staff includes 18 attorneys (three of whom have become partners), three paralegals, and six secretaries. For the first time in the firm’s existence, the partners feel that they are losing control of their overall operation. The firm’s current caseload, number of employees, number of clients, travel requirements, and facilities management needs have grown far beyond anything that the original partners had ever imagined. Attorney Jeter called a meeting of the partners to discuss the matter. Before the meeting, opinions about the pressing problems of the day and proposed solutions were sought from the entire staff. The meeting resulted in a formal decision to create a new position, general manager of operations. The partners proceeded to compose a job description and job announcement for recruiting purposes. Highlights and major responsibilities of the job description include: • Supervising day-to-day office personnel and operations (phones, meetings, word processing, mail, billings...
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...E-TENDERING REPORT SHEFFIELD HALLAM UNIVERSITY FACULTY OF ENVIRONMENT AND DEVELOPMENT Module Leader: Module: Project Management e-Tendering Report | An appraisal of e-tendering for Local Authority | Date: 25.02.08Author: Rev: A/001 | Contents 1. General 3 1.1. Introduction 3 1.2. Assumptions 3 2. Executive Summary 4 3. Normative Definition 5 4. Local Authority Benefits 6 4.1. Tangible Benefits 6 Time Reduction 6 Cost Reduction 6 4.2. Intangible Benefits 7 4.2.1. Management of the Tendering Process 7 Standardisation 8 Transparency 8 Dispute Occurrence 8 Security 8 5. Local Authority/Supplier Disadvantages 9 5.1. Procedural Change 9 5.2. Staffing Resources 9 5.3. Staff Training 9 5.4. Material Resources 9 6. Supplier Benefits 10 6.1. Improved Communication 10 6.2. Global Inclusion 10 7. Types of E-Tendering Solutions 11 7.1. Hosted Package 11 7.2. Recommendation 11 8. Method of Implementation 12 9. Appendix 13 9.1. Appendix A- Average Quantity of Tenders 13 9.2. Appendix B- Glossary 13 9.3. Appendix C- In-House Developed Package 14 9.4. Appendix D: Key Performance Indicator Example 14 9.5. Appendix E- Programme of Implementation 0 10. References 16 11. Bibliography 17 General Introduction Jeffreys & Associates have been commissioned by Sheffield Local Authority to address e-tendering as a possible solution to replace the existing traditional...
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...Senior Manager-Retail Operations of a very established hyper mart. It was a Monday afternoon as he stood by the glass door at his office watching people coming in and leaving the store. It was a Monday and there were not too many people other than those who wait for the weekend rush to ebb before they stepped into the store for their week-long groceries He could see one young girl at the footwear section for ladies struggling to decide which pair to buy.| It seemed that she wanted to buy one pair and could not decide which one of the two to buy. Subhash could see her trying one out, walking to the mirror and repeating the same with the other pair. Finally, after the customer service representative of that section had a small conversation with her, the girl happily marched to the till with one pair. Subhash walked back to his chair wondering how similar this incidence was to the situation he was in. He had interviewed three candidates in the last three days for the position of customer service representative. The three candidates did fulfill the basic requirements of the job and did seem to fulfill all the requirements mentioned in the job description. But he could not decide which one to select. There was no way he could try all the candidates out to choose like the girl did with her footwear! And then an idea struck him—'If someone could help that girl decide, I could also do with the advice from someone'. He sat in his chair and called his friend Meera, who was an HR Manager in...
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...1. Adequate capacities of local institution to ensure the appropriate services to peoples. As the authority which governed its own regional governance, they need to make sure to have the capacities in serving or providing services according to the needs of peoples in the regional governance. According to Merriam-Webster (2015), the capacity is defines as actual or ability to perform an activity according to several requirements. The local authority or local government, as its responsibilities to deliver services which appropriates for peoples in regional governance in make sure it fulfill the needs by people. An appropriate services may determines through several collection of demand gained through comments and critics, however, due to our situations today as the development of technology was crazily fluctuate, so the local government need to consider in providing services which aligns with changes of technology development. Based on local government in United Kingdom, they had implemented the Customer Relation Management (CRM), as before used by most private sectors in order to collect the purchase, keeping the history and the extension; which based on the continuation of customer in getting their products or services (King, S. F., 2007). The implementation of such technology into local government will allow it’s people to choose their own school, healthcare services, and etcetera. By noticing this improvement made by other local government outside Malaysia, we should take...
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