...SECURITY PLANNING FOR THE 2004 DEMOCRATIC NATIONAL CONVENTION CASE REPORT MSFM- Organizational Behavior January 6, 2014 Case Summary In November 2002 the Democratic National Committee selected Boston, Massachusetts to host its July 2004 convention. Boston had beaten out other larger cities which included New York, Miami and Detroit to win the convention. The convention would nominate local politician John Kerry to run against President George W. Bush in the upcoming 2004 election. It was hoped that the event would bring an economic windfall to the city and also showcase the historical and fashionable attractions to the national and international media. Boston Mayor Thomas Menino had worked hard to bring the Democratic National Convention to Boston. The city had tried in 2000 to host the convention but lost out to Los Angeles. On its second try with the help of Senator Edward Kennedy and the state’s congressional delegation Boston was successful. Mayor Menino was very excited for Boston to be in the media spotlight for the four days in July that the convention would be held. It would give the city a chance to bask in the limelight and show its rich historical past and its vibrant present. The Mayor also added that he saw the convention as a challenge for Boston. We’d never had an event of this magnitude. Menino was confident the city would meet the challenge and fare better than others that had hosted political conventions in the past. The city’s elation...
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...RECOMMENDATION: It is the recommendation of IFM that a formal mission statement and company vision be defined. A mission statement defines why the organization exists and what it does, and is also a way of ensuring that everyone in the organization is on the same page. A mission statement also serves as a base line for effective business planning. A vision statement focuses on the organization's future; it can also robustly communicate the company’s purposes and inspire your team or organization. IFM consultants will meet with the Board of Directors to help define the company’s mission statement and vision. ISSUE #2: No Strategic Plan RECOMMENDATION: Once the CanGo mission and vision have been finalized and approved by the board, IFM consultants will develop a strategic plan through the following process: • Conduct a SWOT analysis • Review SWOT analysis and outline CanGo’s strengths, weaknesses, opportunities and threats • Define objectives, key strategies and short and long term goals • Define operational plan Once the strategic plan has been fully developed and approved by the CanGo Board of Directors, IFM will present the plan to leadership and ensure it is fully communicated to all employees. ISSUE #3: Poor Communication RECOMMENDATION: There is a lack of communication and organization between CanGo’s management and employees. It is IFM’s recommendation to create a communication procedure similar to that of a project communication plan but structured to meet the...
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...Professional Roles and Values Question A A state regulatory agency is defined as “a state body responsible for establishing professional standards, and for certifying professionals or organizations through appropriate documentation” (State regulatory agency, 2015). State boards of nursing are government agencies that are responsible for regulating nursing practice to protect the public. They ensure nursing practice standards are met and that nurses are competent in their practice (American Nurses Association, 2012). An example of a state regulatory agency that pertains to my professional nursing practice in the Massachusetts Board of Nursing. “The mission of the Massachusetts Board of Registration in Nursing is to protect the health, safety and welfare of the citizens of the Commonwealth through the fair and consistent application of the statutes and regulations governing nursing practice and nursing education” (Commonwealth of Massachusetts, 2015). A professional organization is defined as an “organization seeking to further a particular profession, the interests of individuals engaged in that profession and the public interest” (Professional association, 2015). A Professional Nursing Organization (PNO) can offer many opportunities for nurses, including continuing education programs and certification in specialty areas of nursing. An example of a PNO pertaining to my professional nursing practice is the American Psychiatric Nurses Association (APNA). Their mission states...
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...Close the Gap Between Projects and Strategy by Lauren Keller Johnson If your company is like most, it’s tackling more and more projects that consume expanding levels of precious resources but fail to generate commensurate business results. In Connecting the Dots: Aligning Projects with Objectives in Unpredictable Times (Harvard Business School Press, 2003), Cathleen Benko and F. Warren McFarlan maintain that U.S. companies spend roughly $2.3 trillion on projects—defined as efforts that have a discrete beginning, end, and deliverable— every year. And yet the vast majority of companies don’t have a strategy for managing their projects in a way that captures their full value and effectively maps them to the needs of the organization. The consequence? “Close to $1 trillion in underperforming investments in the United States alone over the last five years,” the authors note. What explains this phenomenon? Companies are launching an increasingly wider range of project types as well as a far higher number of projects than in previous decades, according to Benko. And so now the pressure is on. Companies must rein in and give focus to their ever more disparate arrays of projects, Benko and McFarlan maintain, by managing them in portfolios that both recognize the relationships among distinct projects and align them to the corporate strategy. Some companies are already finding success in doing so. The need for alignment The proliferation of projects in companies has been both driven...
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... DIPMGTOP14 Operational Planning Submitted by Tim Avenel Dated: 21/03/2015 Table of Contents CONTENTS Task 1: Developing the plan ..................................................................................................................... 3 Executive Summary: ............................................................................................................................. 3 Chain of Approval ................................................................................................................................. 5 Stage 1. Presentation of report to line manager. ............................................................................. 5 Stage 2 Presentation by the Project Team to the Sustainability Committee ................................... 5 Stage 3: Presentation of the Report to the Executive Management Team ...................................... 5 Stage 4: Presentation of the Report to the Board of Directors ........................................................ 5 Project Initiatives ...................................................................................................................................... 7 Goal: ..................................................................................................................................................... 7 Objectives: ............................................................................................................................................ 7 progress...
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...Note: Attempt all the Question, All the questions carry equal marks, CASE 1 The Santek Images Business Unit Consolidated Products is a $21 billion company headquartered in Atlanta, Georgia. The company’s five business units, which offer a wide array of products and services, are the result of an aggressive strategy of mergers and acquisitions starting in the late 1980s. The corporate staff is surprisingly small, comprised of general management, legal staff, and human resources. Part of the reason for this small staff is due to the eclectic array of businesses housed within one corporate entity. A Business Week editor recently commented that “Consolidated Products could easily be broken up into five separate companies, since at one time it was five separate companies.” The editor also said that if the company “ever learned how to leverage its size in the marketplace, Consolidated Products could be a Wall Street powerhouse!” While Consolidated Products is a global corporation with facilities around the world, it operates each business unit as a highly independent and decentralized company. The corporate culture is best described as entrepreneurial, with each business unit being headed by an executive vice president who has complete profit and loss accountability. One of the business units, Santek Images, is the focus of this case. Santek Images Santek Images produces instant film and the imaging products that use that film for...
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...Central Michigan University Seymour Johnson AFB/Global Campus MSA 501-Managing Change with Emotional Intelligence Dr. Bonnie Anderson September 13, 2015 Emotional Skill Assessment Submitted by Tina Williamson Abstract I have questioned myself several times about my leadership style since becoming a supervisor with my current employer. I must admit that I accepted my position without a clue of how to effectively supervise others. I’m learning that becoming a great leader takes time and clearly doesn’t happen overnight, especially if you are not a “born” leader. However, I believe that continuous training and education will improve my leadership skills. This paper will consist of several things to include: four different surveys and tallying up the scores to reflect my degree of emotional intelligence, assessments and scores that identify my strengths and weaknesses, and skills that I could use to improve my emotional intelligence to be an effective leader. I believe that there are different types of leadership styles in the workplace. Some people were assigned to be leaders from their mother’s womb and others require training. The style of a leader depends on three things: beliefs, values and skills. The characteristics of a good leader should consist of honesty, respectfulness, sense of humor, the ability to inspire and encourage, good communication skills, flexibility, confidence and commitment. I participated...
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...The International Journal of Digital Accounting Research Vol. 1, No. 1, pp. 47-68 ISSN: 1577-8517 Risks and Controls in the Implementation of ERP Systems Severin V. Grabski. Michigan State University, U.S.A. grabski@pilot.msu.edu Stewart A. Leech. The University of Melbourne, Australia saleech@unimelb.edu.au Bai Lu. Colonial Mutual Group, Australia blu@colonial.com.au Abstract. The implementation of ERP systems has been problematic for many organizations. Given the many reports of substantial failures, the implementation of packaged ERP software and associated changes in business processes has proved not to be an easy task. As many organizations have discovered, the implementation of ERP systems can be a monumental disaster unless the process is handled carefully. The aim of this study is to identify the risks and controls used in ERP implementations, with the objective to understand the ways in which organizations can minimize the business risks involved. By controlling and minimizing the major business risks in the first instance, the scene can be set for the successful implementation of an ERP system. The study was motivated by the significance, for both the research and practice communities, of understanding the risks and controls critical for the successful implementation of ERP systems. Following the development of a model of risks and controls, a field study of an ERP system implementation project in an organization was conducted to provide a limited test of the model...
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...MBAD504 MANAGEMENT INFORMATION SYSTEMS ASSIGNMENT Instructions: Read the attached Case Studies 1. Answer all questions at the end of the case. Provide your own insights and perspectives on the case analysis (not more than 500 words for each question), with complete references. Your answers should be typed not handwritten. Number each answer. 2. On the cover page indicate the following items: Registration Number and Name 3. Due Date : 22nd July 2016 Case Study 1 ROCHE’S NEW SCIENTIFIC METHOD For years, the Swiss pharmaceutical giant Roche Group worked hard to create an ultra-competitive culture that pitted scientific teams against one another in fighting for scarce resources. Roche had believed that this culture was instrumental in creating such blockbuster drugs as Valium and Librium. But, on the downside, this approach made it almost impossible for scientists to abandon faltering projects that they felt were pivotal for their careers. Rather, it led them to hoard their technical expertise and findings. In 1998, the company turned to a more collaborative style of teamwork—especially for its teams working in the new field of genomics. Roche began running ads in Science magazine for a young new breed of researchers who could reinvent themselves as their job opportunities rapidly changed. It was the new breakthroughs in genomics and molecular biology that pushed Roche to change the way it hunted for drugs. Roche knew it had to speed...
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... HBR.ORG C ILLUSTRATION: BRETT RYDER orporate alliances are a 50/50 bet—at least according to a recent study by McKinsey & Company, which found that only half of all joint ventures yield returns to each partner above the cost of capital. That’s worrying, given that partnerships and alliances are central to many companies’ business models. Originally used to outsource noncore parts of supply chains, alliances today are expected to generate a competitive advantage. So it is necessary to dramatically improve their odds of success. Why do alliances fail so often? The prime culprit is the way they are traditionally organized and managed. Most alliances are defined by service level agreements (SLAs) that identify what each side commits to delivering rather than what each hopes to gain from the partnership. The SLAs emphasize operational performance metrics rather than strategic objectives, and all too often those metrics become outdated as the business environment changes. Alliance managers don’t know whether to stick to the original conditions or renegotiate. By that time, the companies’ leaders have returned to run their own organizations and haven’t followed up to ensure that their vision for...
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...Acceptance against quality control metrics 17 E. Project-Supporting Process Plans 17 i. Configuration Management 17 ii. Verification and Validation 17 iii. Documentation 17 iv. Work Product Quality Assurance 17 v. Project Reviews and Audits 17 vi. Problem Resolution 17 vii. Subcontractor Management 17 F. Additional Plans 17 i. Conflict Resolution 17 g. Project Plan Sign Off 18 Project budget layout on a spreadsheet 19 Support and Maintenance Plan 19 Lessons learned Report 20 Reference 20 Vision Statement • Continually strive to strengthen and improve the positive impact of students and community: transforming their lives, as well as our own, through our work • Become known nationally as an institution that "makes a difference" • Continually strive to innovate – finding new and more effective ways to educate and serve students • Sustain rigor in work – holding high standards and expectations for both students and for staff • Work with compassion – acknowledging the whole person, working with integrity and caring, accepting people where...
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...Prior to substantial structural reforms of the Sierra Club in the early 1970s, members conducted “business” within the organization in their own distinct fashion. To become a member before the 1970s, about the only place one could find a membership application was the “printed application on the book jacket of a Sierra Club book, requiring you to cut up the jacket and find two club members to recommend you for membership” (xxii). Fundraising was segmented within the organization, as there existed three separate, decentralized fund-raising staffs that failed to share information or donors amongst each other. Underneath these logistical complications existed a management unwilling to demonstrate firm control of the organization in the fear of preventing the existence of innovation and progress. It was this situation that Denny Shaffer of North Carolina entered into when he became a member of the Sierra Club in 1969. At his first National Sierra Club meeting, Shaffer was bewildered at the state of the organization, stating: “The first meeting I came to out here was, without a doubt, one of the most--I want to say I was shocked, maybe that's too strong a word. I was sure amazed that this powerful organization which was viewed as being so wise and old and right in its thinking and effective, in some levels was just really quite primitive” (30). Upon observing the general state of affairs within the organization, Shaffer went about with initial plans aimed at restructuring and strengthening...
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...CHAPTER 1 INTRODUCTION 1.1. Objectives Sovereign Wealth Funds (SWF) is the terms that often made headlines for their deals, their investments, their transparency and sometimes the lack of it. They hold the people’s money, hence the scrutiny from public eyes. They also have more aggressive risk appetite than the usual reserve manager of a country which uphold the liquidity, security, and profitability principals and that results in an even more detailed scrutiny to the SWF. The term SWF itself has first mentioned by Rozanov in 2005 when he wrote for Central Banking Journal1, but actually SWF have been around since before that. For example Government of Singapore Investment Corporation and Temasek Holdings, the two prominent SWF from Singapore have already been established in 1981 and 1974, respectively. SWF’s asset under management amount is also increasing overtime. Preqin estimated that the growth of asset is up from USD 3.07 trillion in December 2008 to USD 6.3 trillion in March 2015 as seen in Figure 1.1 Sovereign Wealth Fund Assets under Management2. Norway’s Government Pension Fund currently has the biggest asset among them which is amounting to USD 882 billion3. It is interesting to see whether the smaller counterparts from Asia also enjoys the rise in their asset as well. The objectives of this paper is to comprehend and appreciate the dynamics of smaller SWF from emerging and developing Asia (IMF definition)4. 1 Rozanov, Andrew, 2005. Who holds...
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...Change Management Best Practices Guide Five (5 ) key factors common to success in managing organisational change. Table of Contents 1. Scope and Purpose 2. Change Management 2.1 2.2 Overview Why is Managing Change Important? 1 1 1 2 3. Factors Common to Successful Change Management 4. Planning 4.1 4.2 4.3 4.4 Planning Context Clear Vision Document the Case for Change and the Vision Develop Change Plan and Measures 2 3 3 4 5 5 5. Defined Governance 5.1 5.2 5.3 5.4 5.5 Change Governance Steering Committee Change Sponsor Change Agent Work Stream Owners 6 6 7 8 8 9 6. Committed Leadership 6.1 6.2 6.3 Role Visible Support - Setting the Example Continuous Engagement 9 9 10 10 7. Informed Stakeholders 7.1 7.2 7.3 7.4 Communication Context The Purpose of Change Communication Understanding the Audience - Stakeholder Analysis Change Communication Fundamentals 11 11 11 12 13 8. Aligned Workforce 8.1 8.2 8.3 People Impacts Organisational Needs Assessment Workforce Development 15 15 15 16 Appendix One References 17 18 ÃTprÃhqÃQ rà This Change Management Best Practices Guide is designed to give general guidance to public sector bodies undertaking change. It is not intended to be prescriptive nor exhaustive. A ’one-size-fits-all’ approach to managing change is ineffective, as each public sector organisation is different, with its own structure, history, culture and needs, and each change event is different. The characteristics...
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...Group Guide Priscilla Fowler Stan Rifkin September 1990 Technical Report CMU/SEI-90-TR-24 ESD-90-TR-225 September 1990 Software Engineering Process Group Guide Priscilla Fowler Technology Applications Project Stan Rifkin Software Process Development Project with an appendix by David M. Card Computer Sciences Corporation Approved for public release. Distribution unlimited. JPO approval signature on file. Software Engineering Institute Carnegie Mellon University Pittsburgh, Pennsylvania 15213 Table of Contents Preface Introduction Part I — Starting a Process Group 1. The Process Group 1.1. Costs and Benefits 1.1.1. Costs 1.1.2. Benefits 1.2. Organizing for Process Improvement: The Collaborators 1.2.1. The Steering Committee 1.2.2. Technical Working Groups 2. Assessments 2.1. Example of an Assessment Method 2.2. Principles 2.3. Phases of an Assessment 3. Action Plan 3.1. Structure 3.2. Development 3.3. Ownership 3.4. Action Plans With Multiple Assessments 3.5. Action Plans Without Assessment 4. Describing and Defining the Software Process 4.1. Describing the Existing Process 4.1.1. Documenting the Process: One Approach 4.2. Defining the Desired Process 4.3. Process Definition and CASE Technology 5. The Process Database 5.1. Measurement 5.1.1. Visibility 5.1.2. Types of Measurement 5.1.3. Definition of Measures 5.1.4. Suggestions 5.2. The Database 5.3. Defect Prevention 5.4. Accessibility 5.5. Lessons Learned: Beyond the Database 1 3 11 13 14 14 15 16 16...
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