... OI 361 Weeks 1-5 All DQ’s OI 361 Week 1 Individual Assignment Definitions Paper OI 361 Week 2 Individual Assignment Organizational Impact Paper OI 361 Week 2 Learning Team Assignment Benefits and Drivers Proposal OI 361 Week 3 Individual Assignment – Mental Models and Mindsets Paper OI 361 Week 3 Learning Team Assignment – Strategy, Process, Product, and Services Paper OI 361 Week 4 Individual Assignment Case Study Creative Thinkers Outline Paper and Presentation OI 361 Week 4 Learning Team Assignment – Mental Models and Mindsets Paper OI 361 Week 5 Individual Assignment – Organizational Transformation Q&A OI 361 Week 5 Learning Team Assignment – Innovation Process Paper and Presentation OI 361 Entire Course Purchase here http://homeworkonestop.com/OI%20361/oi-361-entire-course Product Description OI 361 Weeks 1-5 All DQ’s OI 361 Week 1 Individual Assignment Definitions Paper OI 361 Week 2 Individual Assignment Organizational Impact Paper OI 361 Week 2 Learning Team Assignment Benefits and Drivers Proposal OI 361 Week 3 Individual Assignment – Mental Models and Mindsets Paper OI 361 Week 3 Learning Team Assignment – Strategy, Process, Product, and Services Paper OI 361 Week 4 Individual Assignment Case Study Creative Thinkers Outline Paper and Presentation OI 361 Week 4 Learning Team Assignment – Mental Models and Mindsets Paper OI 361 Week 5 Individual Assignment – Organizational Transformation Q&A OI 361 Week 5 Learning Team Assignment –...
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...Organizational Transformation Q&A Tahisia Morrow University of Phoenix OI/361 June 12, 2012 Dr. Joseph Glasgow Individual Organizational Transformation Q&A I would identify and characterize the roles of incentives, training, and education in promoting innovation in my organization according to the level of achievements within the organization. In my organization, everyone has to be accountable for their own actions and responsible for their own success and failures. However, because the leadership is so strong and thought of every aspect of the organization, following the simple steps to running a successful organization is a proven system that anyone can do. With that being said, if you are great at playing follow the leader, there will be no reason for a great deal of innovation because all that needs to be done, has been done. The one innovation that is promoted is the way to build confidence and posture. Something leaders teach but each individual has to find it in them what it takes to motivate them to implement the changes that need to be made. The leaders, which are the founder, the vice president of sales and the master distributor do more focusing on the creation of the innovation in my organization. The leaders that have been in the trenches and made a substantial amount of success within the organization focus more on managing and sustaining the innovation in my organization. According to the structure of the organization, not much innovation...
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...Organizational Transformation Q & A Organizational Transformation Q & A At General Motors we value our people. At GM it is very important to us to have incentives, conduct training and education in promoting innovation within the company. Each of the roles mentioned above play a very important role in order for GM to promote growth in the company. Some employees need to be motivated and incentives are a great way to promote growth. Training and education is what makes GM such a successful company. GM takes the time to train and educate their folks with the next new thing out their in designing and marketing and so forth. General Motors knows that with bold imagination, staying focused and disciplined they have the power to create new ideas. GM realizes that staying current in technology and with imagination the potential for creating positive change in the world will benefit everyone ("General Motors", 2014). What is the role of leadership in creating, managing, and sustaining innovation in your organization? What are the ethical implications of an individual reward system? Support your answer. Would you describe your organization as innovative or noninnovative? Explain your answer. Write a 700- to 1,050-word response to the following questions: • How would you identify and characterize the roles of incentives, training, and education in promoting innovation in your organization? • What is the...
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...interrelated set of elements. MIS: Management Information System means managing information resources in a systematic way. Chapter: 01 (Managing the Digital Firm) Q#01: Management challenges while building an information system: 1. 2. 3. 4. 5. Designing competitive and efficient system Understanding system requirements of global business environment Creating information architecture Determining business value of information system Designing system in such a way so that people can control, understand and use in a socially ethically responsible manner. Q#02: What is an information system? An information system is a set of interrelated components that collects, process, stores and distribute information to support decision making, coordination and control in an organization. In addition to supporting decision making, coordination and control information system may also help managers and workers analyzing problems, visualizing complex subjects and creating new products. Core Functions of Information System: INPUT PROCESS OUTPUT FEEDDBACK 1. Inputting 2. Processing a) Classify b) Arrange c) Calculate 3. Outputting 4. Feedback Q#03. What are the changes that occurred in the business world in the recent past? 1. Globalization 2. Industrial economies 3. Transformation of the enterprises 01.Globalization: Globalization is the growing integration and interrelation among the nations or countries of the world. The features of globalization...
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...The Heart of Change Review Introduction What is organizational change? Organizational change occurs when a company makes a strategic effort to improve the performance of the organization or functions of the organization, such as a group or a practice. The goal of organizational change is to increase the effectiveness of the change effort, while decreasing employee opposition and the cost associated with the change. Change is inevitable in today’s business community if an organization wants to remain competitive and to increase profits. With an increase in globalization and advancements in technology, companies are forced to make changes if they want to stay in business. Unfortunately, most change efforts fail due to resistance and lack of support. Most people are afraid of change, and managers have to be very skilled in getting the employees to commit to implementing the changes. Successful change efforts are based on individuals at the organization responding positively to the transformation. So what can an organization do to bring about successful change? Research suggests that change is more effective when it’s driven from within by the upper management team of the organization. Employees are more than likely to buy into the effort if they feel it’s being supported by the top brass. If the employees get a sense that upper management is not championing the cause, then they will not support it. In addition, the change effort must also tie in with the culture...
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...Applied Integrated Project Proposal Mikesha Cox Professor Doug Waldo Strategic Leadership Introduction Strategic leadership refers to the capability of anticipating, envisioning, maintaining flexibility, and also empowering other individuals for creating the strategic change when required. It has been observed that there a number of emerging trends that have been significant in the context of strategic leadership. The following is an account of one emerging trend in strategic leadership that has been selected for this research. Emerging Trend in Strategic Leadership The most significant emerging trend that has been selected is the “deployment of leaders in all areas of the organization”, which is observd to be quite beneficial for organizations. A reflection on the fact too obvious related to the emergence of this trend of strategic leadership arises from a traditional model of leadership operating from the top of a hierarchical structure, it is no longer relevant nor sufficient to manage complexity, volatility and uncertainty of the business environment so focused knowledge and transformation, like the present (Morrill, 2010). It can not be admitted that a handful of privileged people at the top of the organizational structure of the company, are sufficiently insightful, skilled and competent enough to successfully assume the definition and monitoring of the strategic guidelines of a company. In today’s competitive business environment, cross-fertilization...
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...Management Process and Organization Behavior Assignment Set- 1 (60 Marks) NAME JANU SAJEEV SEM FIRST ADM NO MBA Q.1 Explain controlling and also discuss different types of control Definition of Controlling Controlling is a management function that involves comparing actual performance with planned performance and taking corrective action if needed, to ensure the objectives are achieved. Controlling involves ensuring that performance does not deviate from standards. The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager’s job. Three Phases of Controlling: 1. Anticipating the things that could go wrong and taking preventive measures to see that they don’t. 2. Monitoring or measuring performance in some way in order to compare what is actually happening with what i supposed to be happening. 3. Correcting performance problems that occur. This is the therapeutic aspect of control Control’s Close Link to Planning ...
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...QUESTIONS Page Introduction to Training & Development Performance Appraisal & Training Training Process Trainer & Training Institutions - 6 3 2. 3. 5 19 8 9 12 32 4. 5. Evaluation of Training 6. 15 12 37 49 Training Methods and Techniques Annexure References 60 For more detail :- http://www.gurukpo.com UNIT I INTRODUCTION TO TRAINING AND DEVELOPMENT Q.1. What is training? Ans.Training can be defined as “The systematic acquisition of attitudes, concepts, knowledge, roles, or skills, that result in improved performance at work.” It refers to the process of teaching employees the basic skills they need to perform their jobs. Training refers to skill enhancement processes and activities designed to provide learners with the knowledge and skills needed for their present jobs. Q.2.What is training needs assessment? Ans. Training Needs Assessment consists of : Organizational Analysis :Examines systemwide factors that effect the transfer of newly acquired skills to the workplace Person Analysis: Who needs what kind of training Task Analysis: Provides statements of the activities and work operations performed on the job Q.3.What is training design? Ans. Training design refers to the content, methods, material etc. used for purpose of imparting training. It is based on the following information:...
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...ROWE Program at Best Buy Tracey D. Battle Strayer University Leadership & Organizational Behavior BUS 520 Professor Bruce Macdonald December 12, 2011 Abstract Best Buy introduced the ROWE Program to reduce stress and overwork in their employees at their headquarters. The agenda basically allows you to work from anywhere, any hours you choose, as long as the job gets done. The staff at Best Buy’s headquarters generally worked long hours until the ROWE curriculum was introduced. Member of staff burnout and turnover was high. After the ROWE Program’s implementation, productivity has increased and voluntary turnover has decreased. Jody Thompson pioneered the Result-Only Work Environment (ROWE) in the Best Buy Corporation. This action was instrumental in introducing the concept of culture Rx. Culture Rx offered a customized consultancy services as per the needs of the clients with ROWE as its core philosophy. Organizational society depends upon the sharing of core values among the maximum numbers of people in any organization. There was minimum sharing of values among the employee members in the Best Buy managerial culture. The negative environment prevailing in the organizational premises inhibited the bonding among the human resource. There was not much time available for employees to interact with each other. A survey was conducted to know the attitude of staff participating in ROWE. It was found that their “feelings of pressure” and sense of “working hard” had...
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...Young-Mentgen Kaplan University July 31, 2012 UNIT 1 ASSIGNMENT (With Diagram Response Should Run 2-3 Pages in Length) Q#1 Provide the name of the organization (this must be a real organization and you may use the organization where you currently work; describe the organization’s size and summarize the primary mission of the organization. Don’t simply copy from the organization’s mission statement. CenterPointe is a non-profit health care industry providing treatment, rehabilitation, recovery support and housing for people overcoming addiction or co-occurring mental illness and addiction. The organization, consisting of 5 facilities in Lincoln, Nebraska, serves low-income and indigent men, women and teens based on their beliefs that everyone deserves access to quality treatment and because the community is only healthy as the most vulnerable among us. Over the years CenterPointe has continued to add programs and services to meet the many needs of their consumers. These programs and services include: Residential Treatment, Outpatient Treatment, Youth Services, Community Support & Housing, Adult Day Rehabilitation, PIER, Veteran Services, and Open Studio/Writers’ Workshop. CenterPointe employees 102 individuals throughout their facilities, along with 9 contractual professionals and numerous community volunteers (CenterPointe, Inc., 2012. About us). Q#2 From your research of the organization, identify a single Business Process Change that the organization will need to contemplate...
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...—Darlene Meister, director, Unified Change Management, United States House of Representatives “Entering the offices recently of a highly respected Fortune 500 company, I was stunned by the enormity of change they were facing and at the same time how ill-equipped they were to deal with the challenges that lay ahead of them. They had little capacity to lead and manage the change required. And, of course, consulting firms were swarming all over them. Th ey needed this book by the Andersons to help them. In fact, Chapter Five alone on building organizational capability is worth the price of the book.” —W. Warner Burke, Ph.D., Edward Lee Thorndike Professor of Psychology and Education; chair, Department of Organization and Leadership; program coordinator, Graduate Programs in Social-Organizational Psychology, Teachers College, Columbia University “Beyond Change Management is a must-read for today’s C-Suite executives and those who lead organizational change. Change is a fact of life in all successful businesses. Based on this breakthrough construct, we now view our approach to transformational change as a strategic advantage. It is a way of thinking and organizing each critical systemwide initiative for our healthcare system.” —Alan Yordy, president and chief mission officer, PeaceHealth “While the first editions were excellent to begin with, these enhanced second editions of Beyond Change Management and The Change Leader’s Roadmap are even better with age. The additional years of exp...
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...FOURTH QUARTER–2009 Whether in domestic or global companies, ultimately, the commitment to business ethics and the foundation is built through organizational culture, with ethical values reflected in the workplace. Business Ethics: The Role of Culture and Values for an Ethical Workplace Abstract An ethical workplace is established through an organization’s culture, values and leadership. To promote ethical behavior, human resource professionals, people managers and senior management need to be knowledgeable about business ethics—from leadership, codes of conduct and related legislation to compliance training, ethical decisionmaking, and cultural and generational differences around ethics. Transparency, fairness and communication are key for establishing and maintaining an ethical workplace. Introduction In the business world today, issues of trust, respect, fairness, equity and transparency are gaining more attention. Business ethics includes organizational values, guidelines and codes, legal compliance, risk management, and individual and group behavior within the workplace. Effective leadership, with open dialogue and thoughtful deliberation, develops the foundation of an ethical workplace, is woven into the fabric of the organizational culture and is mirrored in ethical decision-making. Toward this end, all organizational leaders have a key role in establishing corporate values and modeling ethical behavior for their workforce, organization and community. The importance...
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...Introduction: Australia ranked fifth amongst the world’s leading financial systems and capital markets in the 2010 World Economic Forum Financial Development report. Australia has a strong, profitable, sophisticated and well regulated banking sector which is welcoming of new entrants and increasingly engaged in regional and global markets. The financial sector is the largest contributor to Australia’s national output, around 11 per cent of Australian output or A$135 billion of real gross value added in 2010. There are 56 banks operating in Australia (12 domestic banks, 9 foreign subsidiary banks and 35 foreign branch banks) with total resident assets of A$2.4 trillion as 30 September 2010. Australia has four large domestic banks (the “four pillars”) that provide full service retail and commercial lending to the Australian economy; Australia and New Zealand Bank (ANZ), Commonwealth Bank of Australia (CBA), National Australia Bank (NAB), and Westpac Banking Corporation (WBC). Foreign banks are also well represented in the Australian market with 20 of Forbes’ top 25 banking institutions having a presence in Australia. The majority of these foreign competitors are focused on commercial banking and capital market activities, although a number are now significant players in the retail banking market. Australia’s retail banking sector is relatively concentrated, with twenty one banks providing the bulk of banking services to consumers (12 domestic banks, 9 foreign owned subsidiaries)...
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...KNOWLEDGE MANAGMENT I Concept 1: Organizational learning Overview: Organizational learning is a set of processes by which organizations improve their performance. Performance processes consist of one or more goals, outcome measures, constituent steps, and relevant people, artifacts, and knowledge. Learning processes furthermore require that the organization anticipates and attends to feedback, creates knowledge from that feedback, and takes action based on that knowledge. Relationships among people can be modeled as social networks in which network nodes represent people and network arcs represent relationships (e.g., friendship, advice, supervisor-subordinate relations) that change over time. Social networks also form a resource for collaborative knowledge management: the creation, exchange, and transformation of knowledge. Information technology offers several possibilities for making social networks and collaborative knowledge management more visible, inspectable, and systematic, which may aid the process of organizational learning. Knowledge management and organizational learning are related. The management of knowledge includes creation and sharing of knowledge, which is a constituent of learning. However, learning also involves the decision to change future action, which is typically considered a outcome of knowledge management. Key Attributes Examples Non-Examples Formal training System thinking Shared Experience Personal Mastery Group learning Mental Models...
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...© Copyright by Institute of Organization and Managment in Industry „ORGMASZ” Vol 1(1); p. 37 - 45 Year 2008 10.2478/v10061-008-0005-y Intellectual Capital Measurement Methods Jolanta Jurczak* Introduction Evolution of economy has caused important changes in activity of companies on the global market. Nowadays we are observing a growth the importance of intellectual resources as an effective tool for increasing corporate competitiveness. This fact has caused the need to manage companies and to measure their performance in a new way. Measuring Intellectual Capital is essential and very important in order to compare different companies, to estimate their real value or even to control their improvement year by year. Also to improve the way in which companies manage its intellectual resources that generate value and give back some benefits in consequences maximizing advantages for the company. Authors like Kaplan and Norton (1996), Stewart (1997), and Kerssens (1999) use phrases like “If you can’t measure it, you can’t manage it” to justify the search for new Measurement Methods.1 But to measure Intellectual Capital is necessary to determine exactly what the Measurement Methods are, which are the best and which the company should choose to evaluate its assets in proper way. Properly using Intellectual Capital Measurement Methods can cause the creation of competitive advantage and in consequence create development of the whole company at the present day. The Concept and Classification...
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