...1. Analyze the problem Wong Gillmore was a very good branch manager in a bank. Everything was fine until one of her assistant manager Yvone Frechette has been promoted to a better job and larger branch. The problems are the employee in the bank was not sufficient to accommodate all of the customers and because of that the employees are overworked including Wong Gillmore. For me their biggest problem is their having difficulty in managing their time. 2. Possible solution to the problem First of al, they must hire a new assistant manager as a replacement for Yvone Frechette so that the work of Wong Gillmore will be lessen and don’t suffer under constant time pressure. Second Will Gillmore must tell to her personnel to be flexible because they don’t have enough employee and they must manage their time well so that there will be no pressure on the part of their manager. 3. Case Questions 1. To what extent does Wong Gillmore’s day coincide with the managerial work methods identified by Mintzberg? What roles are evident in her activities? She arrives at the bank at 8 am she is busy in many activities starting from meeting customers, staff meetings, follow-up phone calls, loan applications and viewing her circulation file. She keeps a contact with her customers, local CPA firms and different business clients. These show the variety of activities, in which she is engaged with for the whole day. It involves the relationships she has kept with different people...
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...Organisations that perform successfully are products of well-defined and thoughtful planning, hence it can be said that businesses who neglect planning, essentially plan to fail as they ineffectively provide procedures which should be executed in order to provide a positive direction for the organisation to pursue. In essence, planning is crucial as it minimises uncertainty so staff will better construct suitable responses to change or any problems which may arise as they have a guide to refer to, establishes a sense of purpose thus enabling a coordinated effort to fulfil the set goals and reduces waste such as monetary resources and time consequently leading to more efficient outcomes and processes. The potential for either success or failure ensues from how clearly goals are delineated and the manner in which procedures are implemented with the aim of fulfilling them, the type of plan an organisation utilises and the effectiveness of strategic management. Goals can be delineated as, “statements of intended results that are general in nature … measureable on a naming or ranking scale of measurement” (Kaufman 1988) and are an integral part of an organisation’s plan and when management fail to specify these objectives, they are unsuccessful in establishing a sense of purpose for all within the firm inevitably leading to business failure. They are crucial as they create purpose for the plan and establish its significance, that being, giving a path and meaning to what the firm...
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...management efforts and energies on problems that do not exist or have a low priority and would fail to alert managers to serious problems that do require attention. 2. Timeliness: There are many problems that require immediate attention. If information about such problems does not reach management in a timely manner, then such information may become useless and damage may occur. Accordingly controls must ensure that information reaches the decision makers when they need it so that a meaningful response can follow. 3. Flexibility: The business and economic environment is highly dynamic in nature. Technological changes occur very fast. A rigid control system would not be suitable for a changing environment. These changes highlight the need for flexibility in planning as well as in control. Strategic planning must allow for adjustments for unanticipated threats and opportunities. Similarly, managers must make modifications in controlling methods, techniques and systems as they become necessary. An effective control system is one that can be updated quickly as the need arises. 4. Acceptability: Controls should be such that all people who are affected by it are able to understand them fully and accept them. A control system that is difficult to understand can cause unnecessary mistakes and frustration and may be resented by workers. Accordingly, employees must agree that such controls are necessary and appropriate and will not have any negative effects on their efforts to achieve...
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...President Knowledge Based Systems, Inc. College Station, Texas Abstract This chapter presents an approach to BPR that is focused on achieving results from the first stages to implementation. The engineering approach presented utilizes an integrated set of methods applied incrementally. This allows BPR practitioners to more realistically approach a project; assess its impact, duration, and required budget; and mitigate the risks of failure. We present the approach as a phased BPR methodology along with methods, proven strategies, and tools To be published in a forthcoming book on Business Process Reengineering by Kluwer. 1 2 Evolving BPR from Art to Engineering we have worked with successfully at each phase. We present motivations for initiating a BPR effort that have been shown to result in successful cases for action. We present rationale for justifying change and a method for building a business case that includes the use of cost benefit analysis in formulating the justification rationale. An approach to planning for a BPR effort is presented that uses the same methods normally applied in the BPR process itself. We cover the issues associated with setting up a BPR project including: forming cross-functional teams, and selecting method and tool technology for the BPR project. A methodology is presented for base-lining the current business situation, identifying the current value delivery system and the processes that support that system along with problem-cause...
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...report, sponsored by the Carnegie Foundation also recommended the introduction of the course strongly. Following these reports the business policy course was made mandatory in all business schools in the US for the purpose of recognition. In the course of time the course gained popularity in business schools in other parts of the world as well. It is being increasingly viewed as an integrative course offered to students after completing as set of functional area courses in Finance, Marketing, and Accounting etc. Development of course contents: In the days gone by academicians viewed future as a moving target, difficult to capture analyze and interpret with a certain degree of confidence. So they pinned their hopes primarily on short term planning tools. Around 1930s systematic attempts were made to go deep into future and prepare the organizations for likely changes in future. Budget control...
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...increasing sped of change in the business environment and flatter structures (Mowtani et al., 2006; Cappelli, 2008; Cannell, 2009). Without a doubt, it was difficult to ascertain as to whether or not the job one has will still exist after one year. It is because of this then that succession planning has increased its importance. Succession planning is defined as the process of identifying and developing internal people who possess the potential to fill key leadership positions in the company (Whitmore, 2006). In view thereof, many scholars believe that it is through succession planning that the company is assured that more people who are experienced and capable in assuming leadership positions are available. Whitmore (2006) further adds that it is because of the abovementioned that the so-called replacement planning for key roles is at the core of succession planning. This research paper has been devoted to the analysis of succession planning in the field of human resource management. In addition, it would also highlight the issue of succession planning in the hospitality industry. This research shall therefore be divided into the following sections: first, introduction; second, succession planning: an overview; third: the practice and...
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...Concept Check – Chapters 5 and 6 Chapter 5 – Required (Graded). 1. What are the benefits and costs of planning? a. Benefits i. Intensifies effort: Managers and employees put forth greater effort when following a plan. ii. Bolsters Persistence: Employees will work hard for long periods. iii. Imparts direction: plans encourage managers and employees to direct their persistent efforts toward activities that help accomplish their goals and away from activities that don’t. iv. Furthers development of task strategies: Planning encourages employees to think of better ways to do their jobs. v. Boasts a proven track record: Planning has been proven to work for both companies and individuals. b. Costs vi. It can impede change and prevent or block needed adaptation: Employees can become so committed to achieving the goals that they fail to see that their plan may not be working. vii. It can create a false sense of certainty: Plans are built on assumptions; if those assumptions are incorrect, you may not predict disasters. viii. It can suffer from the detachment of planners: Planners may be good at planning but may not be good at implementing. What good is a plan that is not put into action? 2. What are proximal and distal goals? Which type of goals is more effective? c. Proximal goals: short-term goals or subgoals. They are often more motivating than waiting to achieve...
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...A RESEARCH STUDY TO DETERMINE THE REASON CHANGE MANAGEMENT HAS A 70 PERCENT FAILURE RATE by Craig W. Johnson A research project report submitted to the faculty of Brandman University in partial fulfillment of the requirements for the degree of Bachelor of Arts in Organizational Leadership December 2012 TABLE OF CONTENTS Page Abstract 3 Introduction 6 Statement of the Issue 6 Background 6 Purpose 7 Research Questions 8 Significance of the Study 9 Conclusions 9 Literature Review 10 Research Question 1 10 Research Question 2 16 Research Question 3 23 Conclusions and Recommendations 26 Conclusions: Research Question 1 26 Conclusions: Research Question 2 28 Conclusions: Research Question 2 29 Recommendations 31 References 33 Abstract The purpose of this paper is to review current information on the reasons and circumstances why change management projects have a 70% failure rate. Since change management projects are perceived, planned, approved, communicated, and implemented within organizations at an alarming rate, it is important to reveal individual and group interests behind the ideologies of change management. This research provides insight into the characteristics of management, management’s approach to effective communication, the politics, power, and ideologies of change management implementation, the behavior of organizations...
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...S T R A T E G I C M A N A G E M E N T - Samenvattingen papers - | Naam | | 1 | Leading Change: Why Transformation Efforts Fail | x | 2 | Conceptual models and the Cuban Missile Crisis | | 2 | The Hidden Traps of Decision making | x | 3 | Control in the age of empowerment | x | 3 | The Real Budget Crisis: Stop Rewarding Forecasting and Negotiating Instead of Real Performance | x | 3 | Note on flexible budgeting and variance analysis | x | 3 | Borealis Case | | 4 | Note on Organization Structure | | 4 | Note on Organization Culture | | 4 | Designing Organizations for Performance: The Alignment of Design and Strategy | | 5. | On the folly of rewarding A, While hoping for B | | 5 | Incentives within Organizations | | 5 | Strategy to implementation: Seeking alignment | | 5 | Measuring performance | | 7 | GE’s growth strategy: The Immelt inititative | | Week 3 Control in Age of Empowerment Creativity and control don’t have to conflict Failure to control employees appropriately Managers can encourage innovation among employees while ensuring adequate control by using four powerful management systems or levers. 1- Diagnostic control systems Traditional monitors of critical performance outcomes such as costs and revenues 2- Belief systems Encompass the company’s values, mission and other statements of philosophy 3- Boundary systems Based on power of negative thinking Tell your employees what not to do 4- Interactive control...
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...Chapter 7 Decision making is the cornerstone of planning. Procter & Gamble set a goal of doubling its revenues over a 10 year period. The mission outlines the organization’s purpose, premises, values, and directions. Flowing from the mission are parallel streams of goals and plans. Directly following the mission are the strategic goals. These goals and the mission help determine strategic plans. Strategic goals and plans are primary inputs for developing tactical goals. PURPOSES OF GOALS 1ST they provide guidance and unified direction for people in the organization. Goals can help everyone understand where the organization is going and why getting there is important. 2nd goal setting practices strongly affect other aspects of planning. Effective goal setting promotes good planning, and good planning facilitates future goal setting. 3rd goals can serve as a source of motivation for employees of the organization. (reward system) 4th goals provide an effective mechanism for evaluation and control; How successfully today’s goals are accomplished. (setting a high goal and half way there realizing you will not meat that goal then study why they didn’t reach their goal) KINDS OF GOALS Goals are set for and by different levels within an organization. FOUR BASIC LEVELS OF GOALS – mission, strategic, tactical and operational. Mission - a statement of an organization’s fundamental purpose Strategic goals - a goal set by and for top management of...
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...later, on Hayward’s watch, the Deepwater Horizon oil rig exploded in the Gulf of Mexico, causing one of the worst man-made disasters in history. A U.S. investigation commission attributed the disaster to management failures that crippled “the ability of individuals involved identifying the risks they faced and to properly evaluate, communicate, and address them.” Hayward’s story reflects a common problem. Despite all the rhetoric and money invested in it, risk management is too often treated as a compliance issue that can be solved by drawing up lots of rules and making sure that all employees follow them. Many such rules, of course, are sensible and do reduce some risks that could severely damage a company. But rules-based risk management will not diminish either the likelihood or the impact of a disaster such as Deepwater Horizon, just as it did not prevent the failure of many financial institutions during the 2007–2008 credit crisis. In this article, we present a new categorization of risk that allows executives to tell which risks can be managed through a rules-based model and which require alternative approaches. We examine the individual and organizational challenges inherent in generating open, constructive discussions about managing the risks related to strategic choices and argue that companies need to anchor these discussions in their strategy formulation and implementation processes. We conclude by looking at how organizations can identify and prepare for no preventable...
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...global consumers and market high quality products in different categories. International expansion helps Dell to obtain strong market position and sustain strong growth. A current strategy of Dell includes the determination of the basic long-term goals concerns the conceptualization of coherent and attainable strategic objectives. Key Components of the Business Environment of Dell High-technology market is marked by increasing capital markets activity over the past 5 years. It is estimated that average annual returns are anticipated to exceed 13 percent over the next 10 years, with investment alternatives performing at single digit growth rates (approximately 7 percent to 9 percent). This approach is based on Dell superior understanding of the problem solved by the product, the benefits it offers and issues it addresses. Dell is a leader in IT industry with S$ 57.095 billion revenue a year. Customers and technology are the primary driving factors in this arena (Dell Corporation Home Page 2008). Customers want products that satisfy their needs or improve their productivity. In 2 order to respond to external environment, Dell looks for ways to deliver these benefits at a lower cost, smaller size, and higher speed. Operating within an industry with this kind of rapid change presents several challenges for personal computer and notebooks, namely production costs, intellectual property owners, and monopolies. For Dell innovations are the key of success. The main factor which...
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...makers with guidance to make capital decisions maximize mission-based benefits at effective costs (HFMA, 2005). An operating budget is the statement of profit and loss for the entire organization. Various health care entities prepare operating budget for the following year for discussion and approval by top management (Academic Writing Tips, 2011). At the end of the year, departmental managers provide an account for the previous year’s financial performance (Academic Writing Tips, 2011). Effective Financial Management Practices in Creating and Monitoring a Budget Effective financial management is useful when creating and monitoring a budget. The budget must include data relevant to the organization. An operating budget is a profit and loss statement of projection. The budget must include estimates of revenues and future expenses. Financial managers should present the operating budget with the correct schedule. Leaders must present financial statements such as the Statement of Cash Flow, Statement of Revenue and Expense, and Balance Sheet with the operating budget as supporting documentation explaining the financial practices of a company (Academic Writing Tips, 2011). There are seven principles, which guide financial management practices (HFMA, 2005). According to HFMA (2005), these principles are: * “Through finance education, organizations achieve real unification around an integrated planning process” (p. 3). Companies must groom leaders and employees at different...
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...South State Bank Webster University Introduction According to Mathis and Jackson, “Strategic planning is the process of defining an organizational strategy, or direction, and making decisions on allocating the resources of the organization (capital and people) to pursue this strategy” (Mathis & Jackson, 2011, p. 38). It requires a company or organization to incorporate all aspects of business into the planning process with one aim in mind: to ultimately fulfill the objectives that the company has determined to be their purpose for operating. For South State Bank, according to CEO Robert R. Hill, Jr., planning efforts are all aimed at accomplishing the goal of “[building] a high-performing bank based on a balance of soundness, profitability, and growth,” while “staying true to our values of relationship banking and commitment to our customers” (South State Bank, 2015). A large part of South State Bank’s strategic planning process includes a recent, large-scale rebranding effort in which the company expanded its local banking institutions into a larger network of banks spreading across three southern states. Rebranding Opening its doors in 1934, South State Bank actually began as a small, rural, community bank located in South Carolina. Originally, the company operated under the name of South Carolina Bank and Trust, more commonly known as SCBT. In 2007, the SCBT Corporation began acquiring outside banking institutions in the neighboring states of North Carolina...
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...long range planning Long Range Planning 34 (2001) 357-381 www.lrpjournal.com Success Factors of Strategic Alliances in Small and Medium-sized Enterprises—An Empirical Survey Werner H. Hoffmann and Roman Schlosser Strategic alliances are increasingly gaining favour over go-it-alone strategies for organisations to achieve fast and economical growth. This study aims to identify critical success factors in alliance-making with special consideration given to the specific situation of small and medium-sized enterprises (SMEs). A comprehensive questionnaire was used to interview a random sample of key executives in 164 Austrian SMEs. This paper reports on the results of that empirical survey, and seeks to identify the weights of various success factors in alliance-making in SMEs. The results show that “soft” facts such as trust are important for alliance success, but not on their own sufficient. Also “hard” facts such as strategic compatibility and appropriate governance mechanisms have an important influence on alliance success. Careful strategic planning and good partnership preparation are essential for alliance success, but the full value of an alliance has to be developed as it evolves. k 2001 Elsevier Science Ltd. All rights c reserved. Introduction Interfirm collaborations, such as strategic alliances and joint ventures,1 have become important business management instruments to improve the competitiveness of companies, especially in complex and turbulent environments...
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