...com/proj-587-week-6-quiz Product Description Version 1 1. Questions: (TCO D) As a project manager, dealing with conflict is part of the job. There are many sources of conflict; one source that is often overlooked is the manager. Based on the Week 4 reading and lecture, what major ways do people deal with conflict? Share a personal experience of conflict and how you dealt with the situation. 2. Questions: (TCO E) In order to have a high-performance team you must first recognize the qualities of a high-performance team. Describe at least five qualities of a high-performance team and then what can be done to develop those qualities in a team. 3. 3. Questions: (TCO F) The PMI® Code of Ethics is made up of four areas: responsibility, honesty, respect, and fairness. Discuss the area of responsibility and what it means for you, the project manager. 4. Questions: (TCO F) When developing a stakeholder matrix, the portfolio manager must look at the portfolio governance in order to complete the stakeholder analysis. In your own words, what is the role, interest and expectations of the governance? Version 2 1. Question: (TCO D) As a project manager, dealing with conflict is part of the job. There are many sources of conflict; one source that is often overlooked is the manager. Based on the Week 4 reading and lecture, what major ways do people deal with conflict? Share a personal experience of conflict and how you dealt with the situation. 2. Question: (TCO E) In order to have a...
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...title=proj-587-week-6-quiz Product Description Version 1 1. Questions: (TCO D) As a project manager, dealing with conflict is part of the job. There are many sources of conflict; one source that is often overlooked is the manager. Based on the Week 4 reading and lecture, what major ways do people deal with conflict? Share a personal experience of conflict and how you dealt with the situation. 2. Questions: (TCO E) In order to have a high-performance team you must first recognize the qualities of a high-performance team. Describe at least five qualities of a high-performance team and then what can be done to develop those qualities in a team. 3. 3. Questions: (TCO F) The PMI® Code of Ethics is made up of four areas: responsibility, honesty, respect, and fairness. Discuss the area of responsibility and what it means for you, the project manager. 4. Questions: (TCO F) When developing a stakeholder matrix, the portfolio manager must look at the portfolio governance in order to complete the stakeholder analysis. In your own words, what is the role, interest and expectations of the governance? Version 2 1. Question: (TCO D) As a project manager, dealing with conflict is part of the job. There are many sources of conflict; one source that is often overlooked is the manager. Based on the Week 4 reading and lecture, what major ways do people deal with conflict? Share a personal experience of conflict and how you dealt with the situation. 2. Question: (TCO E) In order to have a...
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...• 2 LO2: Understand the implications of finance a sa resource within a business Learning Outcomes L6: Decision Making Managing Financial Resources and Decision Making Understand stakeholders Understand information needs of internal decision makers Understand information needs of external decision makers Understand Mendelow's Matrix • • • • measuring performance, decision-making, planning and control • • • 4 recording transactions, Information is needed for: • • Information is data that has been processed in such a way as to be meaningful to the person who receives it • Information 3 Understand information • Session Objectives • • • Summarised at a high level Relevant to the long term Concerned with the whole organisation Often prepared on an 'ad hoc' basis Both quantitative and qualitative Uncertain, as the future cannot be accurately predicted • • • • • • To monitor how they are being and have been employed • 6 Examples include: productivity measurements (output per hour), budgetary control reports, variance analysis reports, cash flow forecasts To make decisions on how the resources of the business should be employed • Tactical information is after strategic decisions are implemented Types of Information 5 Derived from both internal and external sources • Strategic information is used to plan the objectives of the organisation, and to...
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...Organization conflict resolution Lecture 6 Date: 2 December 2013 1 Learning Objectives 1. 2. 3. 4. Understand the nature and sources of organizational conflict Know the mechanisms to obtain power, influence decision making and resolve conflict Identify sources of organizational power and tactics for playing politics Evaluate the costs and benefits of organizational politics 2 What is Organizational Conflict? • • • • Stakeholders compete for the resources that an organization produces. Shareholders want dividends, employees want raises. An organization must manage both cooperation and competition among stakeholders to grow and survive. All stakeholders have a common goal of organizational survival, but not all goals are identical. 3 What is Organizational Conflict? • The clash that occurs when the goaldirected behavior of one group blocks or hinders the goals of another Some conflict can actually improve organizational effectiveness – Can overcome inertia and lead to learning and change • 4 Cooperation and Competition Among Stakeholders 5 What is Organizational Conflict? • Beyond a certain point, conflict becomes a cause for organizational decline – Conflict leads to inability to reach consensus and indecision – Too much time spent on bargaining rather than acting rapidly to resolve problems • On balance, organizations should be open to conflict and recognize its value 6 Relationship Between Conflict and Organizational Effectiveness ...
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...CS\CSACIOASCMASOC AAOWKCSPDKC,C AC Understanding the Implications of Businesses Operating Ethically All businesses have a number of stakeholder groups, each with different interests in what the business does. Business owners - perhaps the key stakeholders - want good financial performance from their investments. Business managers know that it is their first responsibility to deliver good financial results. However, while it was always acknowledged that businesses exist in a diverse social, economic and political environment, today it is also accepted that a business should be managed with the interests of all stakeholders in mind. Picture Look at the following stakeholders: •Shareholders •Employees •Customers, Suppliers and Competitors •Citizens •Bankers, Stock Markets and Financial Commentators How are each of these sets of stakeholders linked to ethical business practice? How do they benefit and how do they suffer from ethical business practice? Give examples of companies and stakeholders to support your answers. Businesses today have to balance the aims of a number of stakeholders. This is sometimes difficult because the interests of stakeholder groups can conflict with each other. E.g. shareholders have a financial interest in the business and want their shares to increase in value, whereas environmentalists look to protect the natural environment. If a business successfully launches a new product and all is going...
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...1.4 - stakeholders * Tata nano divides opinions 1. All the stakeholders. For example the labour of the factory and as the economy of the country that the car will be produced in will benefit a lot therefore the country will benefit as a whole. Also low or middle class people will benefit from it as they can have a car for the first time. 2. Bus companies will be affected as many people who were forced to use bus are going to buy cars also the traffics will be affected and government has to pay costs to make larger streets and highways in a country like India were most of the people are likely to buy these cheap cars. 3. Yes companies always have responsibilities towards their stakeholders therefore this company has to make sure that they are not making any major problem by producing this car. * People who are interested in the success of a business are called the stakeholders of that business. * Internal stakeholders are stakeholders that are within the business and the ones that the business have control over them. Such as employees, shareholders, managers and directors . * External stakeholders are those who are outside the business but still have to do something with the business and are interested in the success of the business. But business doesn’t have control over them such as suppliers, customers, consumers, social interest groups and pressure groups. * 1.4.2 1. They are interest group because they help to develop the producing...
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...Managing conflict Name Institution Thesis Management of conflicts, power, and politics focuses majorly on the interpersonal processes the affect the decision-making by the managers. It may also entail the organizational way of change and adaptation of their immediate environment. It includes the capacity to influence the behavior of others in a relationship involving two parties like groups, organization, or even countries. Organizational politics is the process of one person exerting more influence over another in the relationship acted on daily forum of an organization. Conflict management is a common phenomenon in organizations (Rainey, 2009). Managing conflict aims at lessening the interdependent between the conflicting groups. It can involve physical separation of the conflicting parties. Physical separation buffers the creation of the inventory between the units of workflow making it less independent and reduces conflict. Generally, conflict is unending in any society where people live together. Introduction Many people and organization wish to compete peacefully with their market competitors, family members, and organizational departments. However, conflicts are inseparable from persons they form part of our daily living. Conflicts are the long live Methuselah and were present even in the beginning between the two brothers that is Cain and Abel. The term conflict has no definite meaning but scholars who are interested in studying it...
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...resources, legal, patient advocacy, to name a few. He has managers in each department that he supervises and who work with him to address the needs of the various internal and external stakeholders of the hospital. Dr. DoRight discovers that some patients within the hospital have been dying as a result of a variety of illegal procedures by doctors and nurses, and negligent supervision and oversight on their part. This was brought to his attention in a few meetings and he told his Regional Director Compliance Manager and Executive Committee in January 2009. He was told by them that the matter would be investigated and they would report any findings to him as soon as possible. After two (2) years, there have been no results from the investigation and some patients are still passing away due to the negligent activities. He also answers to a board of trustees and interfaces with numerous community organizations and corporations who have various reasons for doing business with the hospital. Dr. DoRight continues to win awards for his leadership of the hospital and meeting business goals. He was recently named “Medical Business Executive of the Year” in 2011. Determine at least three (3) different internal and external stakeholders that Dr. DoRight might have to deal with on a daily basis at the hospital. As the president of "Universal Human Care Hospital", Dr. DoRight is in constant contact with many different stakeholders, both internal...
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...have shown that managers spent 70 to 90 percent of their time in communicating with their teams and others at the workplace. According to Mike Myatt (2012), Effective communication is an essential component of professional success, “whether it is at the interpersonal, intergroup, intragroup, organizational, or external level”. Examination of great leaders shows that It is simply impossible to become a great leader without being a great communication. The literature on effective...
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...duties and oversight of numerous departments, including business development, customer services, human resources, legal, patient advocacy, to name a few. He has managers in each department that he supervises and who work with him to address the needs of the various internal and external stakeholders of the hospital. Dr. DoRight discovers that some patients within the hospital have been dying as a result of a variety of illegal procedures by doctors and nurses, and negligent supervision and oversight on their part. This was brought to his attention in a few meetings and he told his Regional Director Compliance Manager and Executive Committee in January 2009. He was told by them that the matter would be investigated and they would report any findings to him as soon as possible. After two (2) years, there have been no results from the investigation and some patients are still passing away due to the negligent activities. He also answers to a board of trustees and interfaces with numerous community organizations and corporations who have various reasons for doing business with the hospital. Dr. DoRight continues to win awards for his leadership of the hospital and meeting business goals. He was recently named “Medical Business Executive of the Year” in 2011. Determine at least three (3) different internal and external stakeholders that Dr. DoRight might have to deal with on a daily basis at the...
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...3 2. Project Overview 4 3. Contributing Factors to Failure 5 3.1. Project Proposal Lifecycle 5 3.2. Planning and Communications 6 3.3. Risk Management 6 3.4. Stakeholder Involvement 7 4. Recommendations 9 4.1. Inter-Departmental / Stakeholders Conflict Management 9 4.2. Effective Planning and Communications Strategy 11 4.3. Shorter proposal lifecycle 11 4.4. Introduction of Risk Management mechanism 12 5. Conclusion 12 6. Bibliography 13 Introduction “Collecting and analyzing successes and failures is a valuable tool to improving performance. This information, once captured, can be used to streamline future projects and ensure a successful launch for the next project or team. Everyone benefits by reviewing past activities and decisions to learn what worked, what didn’t, what can be changed, and what must be managed”. The following Lessons Learned report has been concluded by applying the formal project management knowledge to case study of MIS project at First National Bank. This document will depict project management failures and their causes and use them to generate recommendations by identifying new approaches/improvements. The first part of the report is an overview of the project and analysis of its factual background information. Project stakeholders will be identified and their roles/goals defined. The second part of the report will describe the factors that led to project failure. That will include a description of any abnormal...
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........................................................................................................................... 2 Project Background ................................................................................................................................... 2 Project Purpose/Business Case ................................................................................................................. 2 Project Objectives ..................................................................................................................................... 2 Project Customers ..................................................................................................................................... 2 Project Stakeholders ................................................................................................................................. 2 Customer Requirements ........................................................................................................................... 3 Major Deliverables .................................................................................................................................... 3 Milestone Table ........................................................................................................................................ 3 Proposed Resource List ............................................................................................................................. 4 ...
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...of illegal practices by doctors, nurses and careless supervision of oversight on their be half. Also question the rights of staff to health and safety within the work place and address the duty of loyalty, and conflicts of interest between internal and external stakeholders. Additionally discuss the moral duties to report illegal actions, along side the deontology and utilitarianism principles. The Universal Human Care Hospital has to decide a way to handle things at the hospital. 1. Determine at least three (3) different internal and external stakeholders that Dr. DoRight might have to deal with on a daily basis at the hospital. The Universal Human Care Hospital has different internal and external stakeholders. Selected of these insider stakeholders are the nurse group committee, department managers, and Regional Director Compliance Manager. The nurse group committee is common nurses in command of promoting the health and safety of patients in their care. Department managers are concerned with the performance of different departments, which are under their control. They have to look after the activities and generate reports for Dr. DoRight and the like seniors so that the performance of the departments could be checked. Regional Director Compliance Manager is an official who is responsible for the working of hospital in accordance with the set rules and regulations. He is an...
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...Running head: PROBLEM SOLUTION: COASTAL COUNTY CLERK OF COURT. Problem Solution: Coastal County Clerk of Court Samantha Rea University of Phoenix MMPBL/540 Problem Solution: Coastal County Clerk of Court One of the many difficulties that managers face today in the workplace is understanding how to manage conflict in very diverse environments. It is always challenging to find the most appropriate ways to resolve disputes among employees. When conflict is unresolved or left unattended it can impact every facet of the business. Conflict has a tendency to interrupt proper channels of communication, as well as to lower morale among other team members. Managers and Corporate Leaders must determine a system for resolving disputes and the key to the model must be to handle the conflict in a timely fashion. If left unresolved, conflict can potentially damage the work flow and in some cases can lead to unnecessary lawsuits and corporate demise. Issues and Opportunities Coastal County Clerk of Court is the local community service office in the small town of Amber Beach, FL. The Clerk’s office has been running for years under the leadership of Art Brewer who has managed the division with very low overhead and very few technological upgrades. Most of the systems are manual and the objectives for the office are simply to remain in the public eye whenever possible. Under Mr. Brewer’s management there have been few changes from year to year. Now that the city of Amber...
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...procedures, and clearly defined responsibilities and accountabilities used by stakeholders to overcome the conflicts of interest inherent in the corporate form. * Corporate governance is concerned primarily with protecting weak and widely dispersed shareholders against self-interested Directors and Managers. Shareholders and Stakeholders: Shareholders are stakeholders in a corporation, but stakeholders are not always shareholders. A shareholder owns part of a company through stock ownership, while a stakeholder is interested in the performance of a company for reasons other than just stock appreciation. Stakeholder for example employees, suppliers, customers… Directors: Guardians of the company’s assets for the shareholders. The boards of directors are an intermediary between the shareholders and management, and represent shareholders’ interests by: monitoring managers, approving strategies and policies. Managers: who use the company’s asset. Managers may be more interested in expanding the size of the business, bonuses based on earnings, taking on excessive risks, or job security. The objectives of a corporate governance system are (1) to eliminate or mitigate conflicts of interest among stakeholders, particularly between managers and shareholders, and (2) to ensure that the assets of the company are used efficiently and productively and in the best interests of the investors and other stakeholders. Focused on preventing corporate collapses. Four Principles of Corporate...
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