...Best Practices in an Organization’s Project Management Methodology Todd A. Jenderseck Florida Institute of Technology BUS 5668 Cases in Applied Project Management October 30, 2011 Best Practices in an Organization’s Project Management Methodology Every company should provide their project managers with best practices (Devine, 2011). The reason is fairly logical; for the company to make the most money, project managers (actually all employees) need to be as efficient as possible. One way to do this is to equip the project manager with the best practices that have been developed, learned, and implemented in the company in order to streamline the project management process. Without the establishment and sharing of such best practices, each project manager will have to “reinvent the wheel”. Such an activity requires time and effort that could be put to better use if the project manager had been given access to best practices at the outset of the project. Furthermore, the tool that the project manager eventually selects, may be sufficient for the project, but may not be the most efficient tool for the company. Best practices are the “optimal method recognized within a given industry or discipline to achieve a stated goal or objective,” (Devine, 2011, slide 11). Such practices will allow project managers to deliver consistent, predictable, and successful projects (Devine, 2011). However, since new practices are always being discovered and existing practices are always...
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...application process. Managers are faced with ethical and legal aspects of hiring along with social issues that make ethically responsible management practices increasingly important. This paper will provide information about ethical and legal aspects associated with hiring and provide moral and ethical issues faced by managers. This paper will also describe the relationship between social issues and ethically responsible practices that relate to hiring. Moral and Ethical Issues Many people don’t understand the cost related to making a poor hiring decision. From productivity, customer service, and liability prospective have been widely studied and has been estimated to be three times the annual salary of the individual involved (Calvasina, Calvasina, & Calvasina 2008). Therefore, it is important for managers to make their decisions of an applicant based on skills as well as moral and ethical values. It is very difficult at times for managers because their responsibilities include not only hiring, but also promotion, conduct of employees, and motivation. But it is even more important that managers involved in hiring adhere to the laws who are written to protect applicants, and that they hire the best applicant for the job without regard to race, gender or religion. It can become very difficult to hire individuals if a manager doesn’t have biases aside when interviewing an applicant (Calvasina, Calvasina, & Calvasina 2008). But most managers in organizational...
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...The American manager in Italy was morally correct based on Kant’s three categorical imperatives1 even though the “Cultural Relativism”2 may put challenge on this statement. First of all, the American manager refused to file the tax “Italian style”3 on the grounds that understating profit is dishonest and not in compliance with corporate practice4. As Kant’s first categorical imperative states - one should “act only on maxims which you can will to be universal laws of nature”5, the manager acted on the maxim that a corporation should be honest when reporting profits. Being honest is a principle that has been universalized – consider the exception, which was exactly what happened in Italy back then: as a “generally accepted Italian practice”6, understating profits by 30%-70%7 was adopted by most companies in Italy when filing for tax. The consequence was that the Italian Tax Authorities no longer believed there is still any “honest player” and assumed every one cheats when filing tax. Thus in Italy a tax system that’s supported by honest and genuine self-reporting ceased to exist – the Tax Authorities had to meet the representative of the corporation (the commercialista8) and negotiate the “true tax payment” – the immoral action of being dishonest is thus self-defeating9. Kant’s 2nd categorical imperative promotes “respect for persons” principle10 which, put in business context, requires that “people in a business relationship not to be used (coerced or deceived) and business...
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...the much larger parent organisation, Snow Hotel Group has had considerable success in recent times, both financially and by positive reviews by users leading to it being voted the “best ski resort” by a renowned outdoor publication read by its core and potential users. In order to maintain this elevated position the Human Resource Department aims to help by streamlining functions of the department and move to a centralised Business Partner model. It is hoped this will bring added benefits to the Snow Mountain Hotel in a number of ways by standardising operations and creating a base for excellence. This report aims to analyse the proposed Business Partner model in the context of the Snow Mountain Hotel and explore the disadvantages and advantages of the aforementioned model and evaluate the potential setbacks. It also aims to set out clearly the implementations of the model in practical terms going forward. The Business Partner model first put forward by Ulrich (Ulrich 1997), is sometimes referred to as the “three-legged stool” model. This maintains that all three components of the HR Business Partner model must work cohesively and in tandem for the model to be effective and workable. Within the model there is an HR Business partner who takes on five roles (Ulrich & Brockbank 2005). These are specified as being a “strategic partner,” a “change agent,” an “administrative expert,” an “employee champion” and an “HRM leader.” Leading from the HR Business partner are “Shared Service...
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...faced by managers every day concerning diversity. Social Issues and ethically responsible management practices relate to workplace diversity in simple but important ways. Ethically it is irresponsible for managers to manage diversity in the workplace by acting insensitively towards employees. There are many ways that managers can avoid ethical issues concerning diversity in the workplace, but first they must understand the moral and ethical issues that they are faced with. Fifty years ago it was not uncommon to see any workplace filled with nothing but white adult males (Jr., 1990). Today that has changed. Walking into most workplaces will expose a person to an environment of diversity. This environment poses challenges to management that were not even a concern to doing business a generation ago. Programs like Affirmative Action have mandated that organizations heed government set quotas of employing minorities in their workplace (Jr., 1990). This has resulted in a complex new environment for managers where the bottom line is no longer the bottom line. Ethics are now the bottom line in a work environment where diversity plays a major role. Managers need to be in tune with their subordinates’ ethnicity, race, and background. Due to the political correctness (PC) movement of the 1980s (Thomas Kochan, 2002) many people are offended by offhand comments that might be tossed around callously by the manager when with friends even if the manager has no intention of being callous or...
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...Chapter 2 International human resource management Review and reflect question 1 and HRM in practice 2.1 What are some of the likely advantages and disadvantages of companies pursuing an ethnocentric, polycentric or geocentric approach to internationalization? Perlmutter’s EPG profile is a neat way to categorize the approaches adopted to internationalization by multinational companies (MNCs). There are likely to be a number of advantages and disadvantages to each of the approaches and as suggested by HRM in practice 2.1 these can vary significantly between MNCs. For those companies adopting an ethnocentric approach the obvious advantage is the ability to retain tight control over overseas subsidiaries, especially in terms of attempting to transfer organizational culture or HRM practices, something which was apparent in Swedco. This strategy also potentially allows for managers to develop their skills in an overseas posting, a process that is part of a broader management development approach. On the other hand there are several disadvantages. The use of home country expatriate managers could cause a good deal of resentment in the host country and may be seen as a very imperialistic device, especially where the home country has previously had a colonial relationship with the host country, something illustrated in the Frenco example. More pragmatically, host country employees and managers may also feel very strongly about the lack of local career development opportunities. A number...
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...__________________p.3 Presentation of the company -the Adidas Group _____________________________________________________________________________p.3 -brands and products _________________________________________________________________________p.3 -strategies and values _____________________________________________________________________p.3, 4 Being a product line manager in the Adidas Group - qualities and skills required to work for the Adidas group __________________________p.4 -qualities and skills more specific to a product line manager _________________________p.4 Relevant theoretical concept: the charismatic leadership model -main qualities and skills _____________________________________________________________________p.5 -limitations and potential disadvantages of a charismatic leader ___________________p.5 Theory vs. practice analysis -the various similarities between a charismatic leader and a product line manager ____________________________________________________________________________________________________p.6 -nevertheless, several characteristics differ between theory and practice ______p.6, 7 Conclusion ______________________________________________________________________________________p.7 Bibliography_________________________________________________________________________________p.8, 9 Introduction Leaders are essential for a firm to be successful: a leader...
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...Philosophical and Theoretical Model for Nursing Administration Practice Philosophical and Theoretical Model for Nursing Administration Practice In an era of chaotic and unpredictable health care, I believe it is vital for nursing to employ a nursing leadership theory or philosophy that is specifically applicable to nurses and will holistically address and support both the science and art of this honored profession. According to Parker (2006) “A philosophy comprises statements of enduring values and beliefs held by the members of the discipline”(p.6). As nurses we use philosophical statements to explore compatibility among personal, professional, organizational and societal beliefs and values. I have learned that values are deeply held beliefs about what is good, right, and appropriate. Values are deep seated and remain constant over time. We accumulate our values from childhood based on teaching and observation of our parents, teachers, religious leaders, and other influential and powerful people. Our values and beliefs guide our actions and control our behavior. Values and beliefs are a key component to an individual as one's value system guides one through life personally and professionally. As a nurse leader, I consider it is extremely important to have a nursing philosophy that guides the thinking about, being, and doing of nursing (Parker, 2006). As a leader I believe it is important to have a foundation that addresses the phenomena of interest to nursing. It is...
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...a clinic manager? Dwane Hopkins was hired to head Holy Doctors Medical Group. This new medical service organization (MSO) started out by bringing together six primary care physicians to form the initial part of this primary care network. However, it was hoped that in the long ran the practice would eventually support twenty more physicians. Their sponsor, Holy Medical Center, supplied the founding and income guarantee. Mr. Hopkins was hired at the time of hospital downsizing. He was someone the administration could spare to head this project. In addition, Mr. Hopkins had the backing of the COO who felt that Mr. Hopkins possessed good organizational skills. Unfortunately, Mr. Hopkins was never comfortable working with doctors and conflicts soon emerged over procedural and policy issues. In addition, Mr. Hopkins failed to provide the physicians with the feedback on the financial status of the practice. Mr. Hopkins was discharged from his managerial position because after eight months he has failed to make progress concerning both consolidation of the practice as well as physician recruitment. Question 2 - Was the hospital COO too harsh in discharging Mr. Hopkins? Given the ineffectiveness of Mr. Hopkins I don't believe that the COO was too harsh in discharging him as the manager. To begin with Mr. Hopkins was not the right man for the job. He was a hospital executive who did not have right background or experience to run this kind of medical practice. As manager, he could...
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...patients. I have some important skills and competencies that can make me a successful medical office manager. A medical officer manager is a professional in the healthcare sector. The candidate should have the necessary knowledge in clinical practice, business, and organizational management. The professional is responsible for the specific operations of a proper medical practice. It is necessary for the individual to have the best administrative, medical, and clinical skills. Educational requirements for the position of a medical officer manager will vary significantly from one employer to another. However, the candidate should either have a degree in nursing, office management, or clinical practice. As well, most of the employers will consider individuals with a Master’s Degree in Administration or Healthcare Management. In different parts of the United States, the employer will require a degree certificate. However, in the state of Iowa, some employers expect the candidates to have certificates for Certified Medical Office Manager (CMOM) but most expect an Associate’s Degree in Medical Office Management (MOM). The profession requires that the individuals are competent, computer literate, good leaders, and decision-makers. With these considerations, a medical office manager should embrace the best ethical practices and be able to promote privacy during the practice. Leadership skills are necessary because the individuals should work nurses and other caregivers....
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...of Human Resource Practices in a Private Sector Pharmacy in Trindad and Its Comparison to the Best Practice Model Sandeep Maharaj1SHalimar ALI1, AlliaHUSAIN1, Cassie JOSEPH 1,Dushala PRASHAD1 Sureshwar Pandey2 1,2 School of Pharmacy The University of the West Indies, St. Augustine Eric Williams Medical Sciences Complex Mount Hope, Trinidad & Tobago Abstract Objective: To conduct a case study on the Human Resource Practices in a Pharmacy and compare their practise to the Best Practice model. Method: An interview was conducted, with respect to the Human Resource Practice employed at a private sector pharmacy. A list of the questions used as a guide during the interview is attached in Appendix 1. The overall response rate was 100%. Results: The results obtained were summarized in a table. It showed at the pharmacy under study adopts 6 of the 10 best practices: Providing a Safe, Healthy and Happy Workplace, Providing Performance linked Bonuses, Utilization of 360 Degree Performance Management Feedback System, and Utilization of a Fair Evaluation System for Employees, Highlighting performers and Employing Open house discussions and feedback mechanisms. The practices which are not carried out by the pharmacy include an Open book management style, knowledge sharing, reward ceremonies and surprising employees with unexpected rewards. Conclusion: From the interview it can be deduced that the pharmacy employs most of the Best practices listed, with the results being reflected by its acclaimed...
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...Foundation Design: Coaching and Mentoring Introduction Organisations are increasingly evolving quicker due to globalisation and advances in industries and technology. These events have made market environments progressively more competitive and have changed the economic climate in which organisations operate. Unfortunately some organisations have had to implement restructures and reductions in workforce to ensure survival. Foundation Design are one of these organisations whose company size has gone from 1,513 employees to 780 employees. During the restructure of the organisation the Chief Executive Officer (CEO) identified that changes were required to its leadership profile and coaching and mentoring programmes. These changes were made to embed new skills and behaviours and support cultural change within the organisation. Why Coaching and Mentoring? Foundation Design are making steps to move towards a learning organisation, one that recognises the benefits in developing its employees, as individuals and teams. Learning is also seen as a step in the facilitation of behavioural change. The ‘Learning organisation’ was developed by Peter Senge (1990) and supported the need for learning and development of workforces, coaching is one way of making these developments. Coaching can support learning which is taking place through Leadership training and can assist in bridging the knowing-doing gap, by encouraging action to be taken. Coaching is ‘the facilitation of...
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...management’s views of methods and goals. | Flexible and open to new ideas. | Makes decisions based on what currently best fits the organizational structure. | 1. Willing to disregard the status quo in favor of innovation. 2. Management encourages all members to continuously rethink what they do, how they do it, and how they might do it better | Adapts and/or reacts to change. | Anticipates the future and strives to create services and products before others are able to perceive the needs. | Organizational learning is important to organizational change and development with the changing environment, technologies and other things. As well as it helps to solve organizational problems. Organizational learning focused originally on the practice of five core disciplines, or capacities as follow: Personal...
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...regional store manager is currently underperforming in the role the company has assigned for them. As this position of regional store manager plays a key role in Coles achieving its organisational objectives through inspiring, engaging and leading a team of staff to embrace and demonstrate the above values. (Nanverkis, Baird, Coffey, & Shields, 2014) Suggest that human resources should review an organisations strategic direction before selecting recruits. All positions should be reviewed and aligned with the corporate strategy to ensure corporate goals are achieved. Human resource management is one of the most essential departments of an organisations success. The overall goal of this management team is to make sure that the organisations relations with their employees are satisfied. This includes attracting, developing and maintaining a quality workforce and developing performance objectives (Schermerhorn, et al., 2014). The human resource department is investigating one of the current regional manager’s performances. Reports have indicated that the regional manager is underperforming. Underperforming employee’s need to be addressed and handled by the organisation. Detailing several issues will help realign the employee with the organisations goals. The issues being addressed will actively engage and offer recommendations in assisting the regional store manager to effectively perform to the organisations standards. This will consist of the organisations best practice and which...
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...abuse: d Financial abuse Financial abuse is stealing or defrauding someone of money, goods and/or property, allowing others to steal money or property, tricking or threatening individuals into giving away money or property, withholding money, refusing to allow individuals to manage their finances, etc. Define the following types of abuse: e Institutional abuse Institutional abuse happens when the lifestyles of clients are sacrificed in favour of the routines and/or restrictive practices of the home. Institutional abuse comprises neglect, physical abuse, sexual abuse, verbal abuse, discriminatory abuse, psychological, emotional abuse and financial abuse. Define the following types of abuse: Self neglect Self-neglect is when a person does not pay attention to their health and well-being. Define the following types of abuse: Neglect by others Neglect can be when a carer does not carry out their duty of care and fails to care for a client this can be deliberate or unintentional, due to the carer being ill or stressed. Identify the signs and/or symptoms associated with each type of abuse. Signs of physical abuse in adults are: bruising, particularly in well-protected...
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