...PRINCIPLES OF MANAGEMENT APPLIED RESEARCH AIR FORCE LIFE CYCLE MANAGEMENT CENTER (AFLCMC) Park University Internet Campus A course paper presented to the School for Arts, Sciences, and Distance Learning in partial fulfillment of the requirements for the degree of Baccalaureate Principles of Management Park University July 2015 This paper or presentation is my own work. Any assistance I received in its preparation is acknowledged within the paper or presentation, in accordance with Park University academic honesty policies. If I used data, ideas, words, diagrams, pictures, or other information from any source, I have cited the sources fully and completely in a citation within the paper and listed on the reference page. This includes sources which I have quoted or that I have paraphrased. Furthermore, I certify that this paper or presentation was prepared by me specifically for this class and has not been submitted, in whole or in part, to any other class in this University or elsewhere, or used for any purpose other than satisfying the requirements of this class, except that I am allowed to submit the paper or presentation to a professional publication, peer reviewed journal, or professional conference. This is not a draft, and is submitted for grading to satisfy in part the requirements for this course and the program(s) in which I am enrolled. In typing my name following the word 'Signature', I intend that this certification will have the same authority and...
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...Taylorism and century twenty-one: Is Taylorism still applicable today? Management has become an essential part of an organization over the years due to the effects it has on the organization. Scientific Management also known as Taylorism, was a theory developed by Frederick Winslow Taylor. It was developed at a time when working conditions had reached an all-time low and industrial unrest was becoming a major issue(Witzel, 2005). Scientific Management was one of the first management ideas to become really influential. This management theory was developed in response of ‘worker soldiering”- workers will do the least amount of work in the longest time, workers would stall their jobs on purpose. The incentive to work more efficiently did not exist. Taylor believed in making scientific changes in management. This would improve economic efficiency and labor productivity. Taylor studied the work process scientifically. He studied how employees preformed their jobs and how this affected their productivity. Taylor proposed that by simplifying jobs by developing standard methods for performing certain jobs, productivity would increase dramatically. He also believed that employees and manager should be more involved with each other. This point of view was different from previous management methods. Taylor believed that money was a motivation for workers; to achieve higher efficiency he promoted the “a fair day’s pay for a fair day’s work” or piece rate payment. This means the worker...
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...schedules listed in this catalogue are subject to change at any time at the discretion of the Management and Board of Trustees of the College of Science, Technology and Applied Arts of Trinidad and Tobago (COSTAATT). The COSTAATT Catalogue is the authoritative source for information on the College’s policies, programmes and services. Programme information in this catalogue is effective from September 2010. Students who commenced studies at the College prior to this date, are to be guided by programme requirements as stipulated by the relevant department. Updates on the schedule of classes and changes in academic policies, degree requirements, fees, new course offerings, and other information will be issued by the Office of the Registrar. Students are advised to consult with their departmental academic advisors at least once per semester, regarding their course of study. The policies, rules and regulations of the College are informed by the laws of the Republic of Trinidad and Tobago. iii Table of Contents PG 9 PG 9 PG 10 PG 11 PG 11 PG 12 PG 12 PG 13 PG 14 PG 14 PG 14 PG 14 PG 15 PG 17 PG 18 PG 20 PG 20 PG 20 PG 21 PG 22 PG 22 PG 22 PG 23 PG 23 PG 23 PG 23 PG 24 PG 24 PG 24 PG 24 PG 25 PG 25 PG 25 PG 26 PG 26 PG 26 PG 26 PG 26 PG 26 PG 27 PG 27 PG 27 PG 27 PG 27 PG 27 PG 28 PG 28 PG 28 PG 28 PG 28 PG 33 PG 37 Vision Mission President’s Welcome Institutional Profile Management Structure Registered Status and Accreditation Candidacy Commitment to Quality and Continuous Improvement...
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...Different Agencies Zainal Abidin Mohamed, Graduate School of Management/ Faculty of Economics and Management Universiti Putra Malaysia E-mail: zainal@econ.upm.edu.my ABStrAct Fourteen companies who have applied the use of Blue Ocean Strategy (BOS) participated in this study through the case study approach. Basically, the data were focussed on the four action framework of BOS namely eliminate, reduce, raise and create activities (ERRC) identified in each of the cases. The 14 companies were grouped into 6 categories and their ERRC activities summarised accordingly. Of the 76 activities that were raised and created, 42 were customer related of which 9 were new. Of the 40 in the created category, 20 were totally new while 6 were on governance and 5 long term investment projects. Keywords: Blue Ocean Strategy, Eliminate-Reduce-Raise-Create Framework, Competitor Irrelevancy, Competitive Advantage, Introduction The Blue Ocean Strategy is still relatively new and had been introduced only in 2004 by W. C. Kim and R Mauborgne. Its principles are simple but its operationalisation and implementation has yet to be properly synchronized. Courses and workshops trained by licensed BOS are still going on and the number of certified BOS graduates has yet to be felt. Nevertheless there are already agencies that declared that they are already in the midst of applying the said BOS principles. These are the target group of this research and perhaps to increase the number of practitioners some might...
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...ESSAY title: “What is Management: is it an Art or a Science?” Number of words: 1860 What is Management? Is it an Art or a Science? The objective of this essay is to settle the old argument that whether management is an art or a science. It aims to give a deeper and brief view about the topic of ‘Management’ and the point to which management fulfills the criteria for being a science as well as an art have been outlined. Management characteristics have been stated and discussed in relation to the characteristics of science as well as art by use of classical theories and principles which were derived by experts who are related with the study of management. It is difficult to define the word management since neither accurate nor approved definition is found yet. However, it has a traditional definition which states that management is “the art of getting things done through people” (Mary Parker Follet, 1868-1933). Still, this definition does not perfectly describe management therefore the meaning cannot be relied on; this is because the definition views the term management as an “art” while management may be both either a science or an art. Secondly, the definition does not consider the functions of management which were introduced in a new definition by Henry Fayol defining management as “to manage is to forecast and to plan, to organize, to command, and to coordinate and control”(Fayol, 1916). Every firm exists with some objectives or goals; in order to achieve these objectives...
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...the following descriptions of the major schools of management thought is NOT accurate? a. Classical management approaches focus on developing universal principles for use in various management situations. b. Behavioural management approaches focus on human needs, the work group, and the role of social factors in the workplace. c. Quantitative management approaches focus on applying mathematical techniques for management problem solving. *d. Socioeconomic management approaches focus on global awareness and leadership in developing economies. e. Modern management approaches focus on the systems view of organisations and contingency thinking in a dynamic and complex environment. General Feedback: Page 36. Factual. Learning objective 1. There are three major branches within the classical approach to management: scientific management, administrative principles and bureaucratic organisation. See figure 2.1. 2. __________ to management focus on applying mathematical techniques for management problem-solving. a. Classical approaches b. Behavioural approaches *c. Quantitative approaches d. Socioeconomic approaches e. Modern approaches General Feedback: Page 45. Factual. Learning objective 3. The foundation of the quantitative approach to management is the assumption that mathematical techniques can be used to improve managerial decision-making and problem-solving. 3. __________ to management focus on the systems view of organisations and contingency...
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...organizational psychology has been studied since the infancy of psychology itself (Spector, 2008). Originally, industrial and organizational psychology was concerned with the industrial side of the field that concentrated on the management aspects of business and emphasized human resources as opposed to the organization side, which is concerned with improving work conditions in the workplace. As the field has grown over the years it has come to include the complete range of industry and organization. Strictly speaking, industrial and organizational psychology is defined by “an applied field that is concerned with the development and application of scientific principles to the workplace” (Spector, 2008, p. 5). On the practical level, the aim of industrial and organizational psychology is to, “improve the quality of the environment for employees as well as to increase the effectiveness and efficiency of employee behavior in that environment” (Barnes-Holmes, 2006, p. 56). The concise definition and practical application of industrial and organizational psychology are only the capstone to an understanding of the length and breadth of the field. A full examination of the evolution of industrial and organizational psychology as well as an explanation of how research and statistics work throughout I/O psychology are needed to form the foundation on which the capstone is placed. Evolution of I/O Psychology I/O psychology came about during the beginning of the discipline of psychology in...
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... Admission Status:Admitted (01/18/2012) Program Academic Status:Regular (08/10/2011) Evaluation Status:Matriculated (01/11/2012) Student Academic Status:Regular (06/22/2011) SECTION 2: PROGRAM REQUIREMENTS SUMMARY CREDIT SUMMARY REQUIRED APPLIED DEFICIENT Maximum Lower Division Credits 75.0 69.0 0.0 Minimum Upper Division Credits 45.0 51.0 0.0 120.0 120.0 0.0 CREDIT TOTALS SECTION 3: REQUIRED COURSE OF STUDY GRADE REQUIRED APPLIED DEFICIENT Required Course of Study 63.0 63.0 0.0 Introductory Course 3.0 3.0 0.0 3.0 3.0 0.0 3.0 3.0 0.0 3.0 3.0 0.0 3.0 3.0 0.0 GEN/200 FOUNDATIONS FOR GENERAL EDUCATION AND PROFESSIONAL SUCCESS (LD) (3.0 credits) C Communications BCOM/275 BUSINESS COMMUNICATIONS AND CRITICAL THINKING (LD) (3.0 credits) D Business Information Systems BIS/220 INTRODUCTION TO COMPUTER APPLICATIONS AND SYSTEMS (LD) (3.0 credits) C Management I MGT/230 MANAGEMENT THEORY AND PRACTICE (LD) (3.0 credits) B+ Accounting I AC 201 PRINCIPLES OF ACCOUNTING I (LD) (3.0 credits) B NOTE Page 1 of 4 This audit provides an official summary of your applied and deficient credits as of the run date and time listed above, but is subject to change. Please review the courses, credits and other degree information provided. Please note that the specific courses in Section 3, 4, and 5 may be printed under slightly different...
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...Evaluate the main traditional approaches to management (classical, humanistic, systems, contingency) and contrast them with post-modern ideas of management Introduction As any other activity managing an organization has got various approaches to rely on. To be successful managers have to possess enough knowledge on different approaches to management and discriminate them from one another, perceive advantages and disadvantages of each. In this work traditional approaches to management and post-modern ideas are present as well. Classical approach Classical concepts in management appeared in the end of 19th century. Manufacturing system at that period faced with tasks which were never taken into account before. Development of large and sophisticated organizations forced to search for new coordination and control methods. From this step evolution of modern management has started and as a result classical approach was established. This approach implied three specific areas: scientific management, bureaucracy organizations and administrative principles. Frederick Winslow Taylor suggested that low productivity which restrained economical development was caused by bad organization of labor and lack of scientifically-proved norms and standards. Moreover, decision-making must be based not on previous traditions and rules but on exact prescriptions made after thorough examining of specific situations. The main principles of scientific management, formulated by Taylor, are: * Developing...
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...RCAP 2008 Rationales and Recommendations for Compliance for MLS, DMS, MLT, HT/HTL, CG, and PathA programs (*compatible with merged Guide to Accreditation) (version: October 2011) [pic] |Standard 1 | |Standard 1 | | |1-1 |The [sponsoring institution/affiliate(s)] is (are) not accredited by a recognized |1-1 |Submit documentation that the [sponsoring institution] [affiliate(s)] is (are) | | |agency. | |currently accredited by a recognized agency. | |1-2 |There is (are) no signed agreement(s) with [affiliate(s)] |1-2 |Submit a copy of a signed and dated current agreement with _______________________. | | | | | | |1A-1 |The agreement does not address the reason for the agreement |1A-1 |Submit (an) (the) agreement(s) which address(es)...
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...There are four different contemporary approaches to management. These are known as: sociotechnical system, quantitative management, systems theory, and organizational behavior. The sociotechnical system approach to management recognizes the intricate and complex relationship between human and technology in workplaces. Sociotechnical system also is a term used for reference between humans in the workplace and society’s complex infrastructures. The term sociotechnical systems was first used in the World War 2 era by Eric Trist, Ken Bamforth, and Fred Emery. Sociotechnical theory is based on two facts. The first is that the interaction of social and technical factors creates the conditions for organizational performance whether successful or unsuccessful. This interaction consists partly of linear “cause and effect” relationships and partly from “non-linear”, complex, even unpredictable relationships. Whether designed or not, both types of interaction occur when socio and technical elements are put to work. The second of the two main principles is that the optimization of each aspect (socio or technical) tends to not only increase the quantity of unpredictable, “un-designed” relationships but those relationships that are injurious to the systems performance. Sociotechnical theory is about joint optimization meaning the theory designs the social system and technical system so that they collaborate and work smoothly together. Sociotechnical theory proposes a number of different ways...
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...Graduate Research Paper: Mahle Group Debra S. Tacconi BUS 640: The Financial Environment Dr. Alfred Kahl June 01, 2015 Table of Contents Abstract ............................................................................................................................... 3 Introduction ......................................................................................................................... 4 Literature Review................................................................................................................ 4 Analysis............................................................................................................................... 5 Principle 1: Money has a time value ....................................................................... 5 Principle 2: There is a risk return trade off ............................................................. 7 Principle 3: Cash Flows are the Source of Value.................................................... 8 Principle 4: Market Prices Reflect Information .................................................... 10 Synthesis............................................................................................................................ 11 Principle 1: Money has a time value ..................................................................... 11 Principle 2: There is a risk return trade off........................................................... 11 Principle...
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...| Edexcel Level 5BTEC Higher National Diploma in BusinessASSESSMENT ACTIVITY : | | | | | Unit Name: | PROJECT MANAGEMENT | Unit Number: | 56 | Assignment Submission Date: | 30 – 10 - 2011 | Assessor: | RAMITA TEJPAL | Mode of submission: | LIVECAMPUS | Summary of Learning Outcomes 1 Investigate project management principles 2 Examine project organization and people 3 Examine project processes and procedures. Scenario You are required to select a Project which is carried out in the UK environment and should be authentic in nature. Tasks 1. For your Report: 1 Investigate project management principles 1. Describe the background and principles of project management (1.a) and the principles behind project management systems and procedures (1.c) 2. Appraise the viability of projects and develop success/failure criteria (1.b) 3. Identify the key elements involved in terminating projects and conducting post-project appraisals (1.d) 2. For your selected Project examine project processes and procedures 2. Explain the Control and Co-ordinate of a Project (2.b) which includes project organisation and people (a) Plan and specify human resources and requirements for a project (2.d) (b) Identify the organisational structure, management of knowledge and change, roles and responsibilities of participants of your team within a project and (2.a) (c) Identify project leadership requirements and qualities you identified and any recommendations...
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...Psychology Paper The field of industrial and organizational (I/O) psychology has been studied since the infancy of psychology itself (Spector, 2008). In the beginning, I/O psychology was wholly concerned with the industrial side of the field—which concentrated on the management aspects of business and emphasized human resources—as opposed to the organization side, which is concerned with improving work conditions in the workplace. Yet, as the field has grown over the years it has come to include the full spectrum of industry and organization. Strictly speaking, I/O psychology is defined as, “…an applied field that is concerned with the development and application of scientific principles to the workplace” (Spector, 2008, p. 5). On a practical level, the aim of I/O psychology is to, “…improve the quality of the environment for employees as well as to increase the effectiveness and efficiency of employee behavior in that environment” (Barnes-Holmes et. al., 2006, p. 56). The concise definition and practical application of I/O psychology are only the capstone to an understanding of the length and breadth of the field. A full examination of the evolution of I/O psychology as well as an explanation of the role that research and statistics play in I/O psychology are needed to form the foundation on which the capstone is placed. Evolution of I/O Psychology I/O psychology has its roots in the late 1800s and early 1900s when early psychologists were trying to apply the theories of psychology...
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...CYMRU: Y DRINDOD DEWI SANT School of Business, Finance and Management Ysgol Busnes, Cyllid a Rheolaeth Business Ethics and Social Responsibility SBUS6003 October 2015 – Term 5 February 2016 – Term 6 SBUS6003 Business Ethics and Social Responsibility MODULE CODE: TITLE: DATED: SBUS6003 Business Ethics and Social Responsibility 02/06/2011 LEVEL: CREDITS: 6 20 TEACHING METHODS: Lectures Workshops Independent Study JACS CODE: N200 8% 16% 76% AIM(S) • To introduce students to the particular problems and opportunities experienced in adopting or ignoring corporate social responsibility. • To develop students’ understanding of the relationship between business ethics and management decision making • To develop students understanding of sustainable business issues and how they can be managed, promoted and developed in a business context. LEARNING OUTCOMES By the end of this module students should be able to: • critically evaluate the tipple bottom line of sustainability as a key goal for business ethics; • critically evaluate the role of ethical theory in decision making in business. • critically appraise stakeholder expectation and its relationship with corporate governance and social responsibility; • research and critically analyse ethical challenges in different organisations; • investigate and critically evaluate an organisation’s management of corporate social responsibility. CONTENT • Environmental...
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