...Introduction Many people usually think that leadership and management are similar. You cannot say that good managers are also good leaders. Managers are usually performing their management tasks in the right way but now showing that they could be great leaders too. To be able to become a good leader will allow a good view amongst the normal managers. A managers deals with the day to day tasks of a company such as planning, organizing and controlling but when someone is a great leader they are able to make changes in the work place. Leading has the value to be set as an example and also creating a good person that their goals must always be met. Management involves organizing the structure of the company, bringing in good employees to the company and also controlling events and other business activities. While leadership keeps the employees to work hard enough to pass by other obstacles and focus on becoming better in the future. The typical manager tends to focus of usual daily performances and short term revenue towards the business. They just do things while they are on the move, which in my opinion is fine if you are only planning to manage, but if you are looking to more professionalism and long term goals then you must have more potential on becoming a leader than a manager EXAMPLE An example of an extraordinary pioneer is Mary Kay Ash. Ash molded a prospering cosmetics organization by and for ladies by utilizing a big deals force and unique motivational deals systems...
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...With becoming the new District Manager at Dunkin’ Donuts comes great appreciation and responsibility. High standards and dynamic initiatives will be incorporated at the five new Dunkin’ Donuts locations. As a District Manager, new responsibilities will be given to help determine the success of this organization. Such responsibilities include but are not limited to creating a successful job design that offers a clear understanding of each position and their job tasks, recognizing the type of organization this business is to cater to each location’s consumer needs, and provide training to management at each store in order to recruit the most suitable employees and help them develop in the company. Job Design Within each Dunkin’ Donuts location, every job role is critical to the success of the franchise. During the initial implementation, each restaurant location will be comprised of a store manager, an assistant manager, a shift leader, three to four crew members, and a baker. These positions and staffing will fluctuate and depend on the demand of each individual location. A bi-monthly review of employee performance and sales analysis will be executed throughout the five Dunkin’ Donuts restaurants. Every restaurant includes a store manager that is in charge of directing the daily tasks. They will insure that their restaurant is kept up to standards in regards to food costs, sanitation, food preparation, and merchandising. Store managers are a vital component to the success...
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...Systems – CIS 109 Strayer University Professor Masudur Chowdhury 09/06/2015 INFORMATION SYSTEMS’ ETHICAL ISSUES What are the ethical issues facing information systems? Ethical issues in information systems are a growing problem, with the advancement of technology. Everyone is using computers and the internet for personal tasks every day. People use the internet for paying bills, managing bank accounts and also for business transactions. The technologists in control of these information systems need to have great morals, and not be tempted to violate their ethics. The ten commandments of computer ethics are very similar to business ethics, and personal ethics. (Bidgoli, 2014) Basically, the commandments are for guidance to not do any harm or wrong towards another individual. There are laws against many of the issues with the information industry. For example, it is illegal to steal someone’s identity or personal information. Unfortunately, this is becoming more of a problem, the more people use computers for personal tasks. What are the more serious violations of ethics? One of the ten commandments of computer ethics is “Thou shalt not use a computer to steal.” (Bidgoli, 2014) This has got to be the most widely violated ethical issue. It is difficult to meet someone who has not been a victim of this violation. Identity theft is stealing. Unfortunately, to violate this particular ethic, one does not have to be in the same city, or even the same country as the victim...
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...Are you the boss you need to be? When they are receptive to change managers usually take on new positions and assignments. The ambitious ones stretch themselves to understand the challenges and deliver good results. But as they settle in, they often become complacent — perhaps because they lose the fear of imminent failure. Linda A Hill, the Wallace Brett Donham Professor of Business Administration at the Harvard Business School (HBS), says many of them stop making progress because they simply don’t know how to. Hill, who is also the faculty chair of the leadership initiative at HBS, co-authored Being the Boss early this year in which she offers an approach for managers to understand the transformational challenges of their roles and what it takes to become an effective leader. She discusses the approach, which she calls “the three imperatives”, in a free-wheeling conversation with Amit Ranjan Rai. You have said in your book that becoming an effective manager is difficult because of the gulf that separates the work of the management from the work the individual performer. What do you mean? When you are an individual performer, fundamentally, you have a task to yourself that you are responsible for. You are the doer and your success in that task depends mostly on your own efforts and talent. But when you take on the role of a manager, it is likely that you are stepping into a new universe unlike you’ve encountered before. Many get into it assuming that the new role will be an...
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...in the manager). Everyone else in the palace lived to serve the Buddha (forced in the subordinate role). For 29 years the Buddha lived in the palace where nothing bad happened to him until one day he decided to go out into the world. When he did he came across a sick man, an old man, and a dying man. It was then that the Buddha realized that the situation (the happiness, health, and no death) in the palace was forced and not real. As a young man he did not have a solution, but he could see the problem, suffering. He could see that the suffering outside the palace was endless, simply picking right back up with every reincarnation. So once a great prince he became homeless, giving up everything to find the answer to the problem of suffering. His search leads him to one of many spiritual leaders in his life. All of the spiritual leaders he meets are autocratic leaders and demand that he follows their lead all the way to enlighten. After giving himself up to their teachings of limiting food, water, and other comforts of the world, he found out that he was no closer to answering his question and becoming enlightened then he was when he started. So he went in search once more for a better path-goal situation. The Buddha realized that the answer to his question was within him and he had the readiness to face the question once more. He mustered up all of his commitment, motivation, and simply sat under a fig tree until the answer came to him. This seemly simply act took great personal...
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...strategies that managers and leaders can utilize are examined. Management and Leadership Management and leadership are interchangeable functions but are not the same, are uniquely different. Managers and leaders must be able to differentiate between the two and have the ability to determine which function is considered necessary. Effort must be taken not to spate the two, as it often is problematic. However, much time is spent delineating the differences. Basically, the manager’s job is to plan, organize, and coordinate. The leader’s job is to inspire and motivate. Warren Bennis listed the differences in his 1989 book “On Becoming a Leader” [ (Bennis, On Becoming a Leader, 1989) ]. The manager administers; the leader innovates. Leaders are often visionaries and see the big picture while it is the role of the manager’s role to utilize the tools necessary to achieve the leader’s innovation. The manager is a copy but the leader is an original. Managers often do not originate new ideas but ensure a successful outcome. Thus, the manager maintains and the leader develops (Bennis, On Becoming a Leader, 1989). The manager focuses on systems and structure while the leader focuses on people. Manager will rely upon control, but the leader inspires trust. Short-range is the view of a manager and a leader has a long-range perspective. The manager will ask how and when but the leader asks what and why (Bennis, On Becoming a Leader, 1989). A manager has his...
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...Becoming a Trusted Advisor Program Proposal Prepared for by David R. Ednie SalesChannel Europe SalesChannel Europe ©2010 All rights reserved Agenda 1. Program Overview 2. Becoming A Trusted Advisor Program 3. Sample Slides from Trusted Advisor Program 4. Clients 5. Client Testimonials 6. David R Ednie SalesChannel Europe ©2010 All rights reserved 2 Program Overview Methodology: – Preparation: Hold 1:1 meetings with 3-4 sales and sales support personnel to audit current sales capabilities, skills and possible skills gaps – Program: Build program content and delivery around key selling skills and address any identified skills gaps Program Overview: Review basic sales skills and the selling mindset: – Buyer’s Decision Making process vs. the Sales Cycle – Proposals don’t sell, people do. Always personally present your proposals – Articulating the Value Proposition – questioning & listening comes first – Getting to the Ultimate Decision Maker Develop specific sales skills in the following areas: – Effective prospecting in existing client base – Gaining Access to C-level Decision Makers and what to say when you get there – Using questioning skills to uncover PAIN and identify problems (reduce churn) – Negotiating to win in an increasingly competitive market Becoming a Trusted Advisor – 4 level model of sales professional evolution – Gap analysis: Where are you today and where do you want to be end...
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...Personal and Professional Goals Angela Templeton HCS/301 October 26, 2014 Connie Houser Personal and Professional Goals Throughout life we have all set goals for ourselves. Whether it be something as small as learning out ABC’s or completing collage with a degree. In order to be successful in life one should always have goals and this is also important for growing in both our personal and professional goals. When setting goals it is important to set short term goals and long term goals. When starting with short term goals and accomplishing those, then one is on the way to reaching long term goals. My Personal goals are to successfully complete my first online class in HCS/301 Undergraduate Nursing Studies class and to complete my Bachelor’s degree in Nursing. My Professional goals are to obtain a Supervisory position in Community Health nursing and to obtain my certification in Case Management Nursing. I believe that with learning time management skills and perseverance that I will be able to reach my goals, both personal and professional. One of my Personal goals is to complete my first online nursing class successfully. By completing HCS/301, will help me complete my personal short term goal. I feel that...
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...Being a successful manager is very important to have a successful organization. There are several things that makes a great manager and we’ve learn a great amount in the past five weeks. Being a successful manager isn’t an easy job; there are several things to consider. There are four functions of managing planning, organizing, leading, and controlling; these functions are very important in becoming a successful manager. In this paper the four functions will be discussed and explained. Planning, in order to have a successful business one must have a blueprint or map to carry them in the direction they want the company to go. There are three steps to planning 1) deciding which goals the organization will pursue 2) what strategies to adopt to complete the goals and 3) deciding how to allocate the resources to attain the goals. (Jone,G. 2010) Once a blueprint and the planning steps has been put in placed we are ready to do the organizing. Organization is very important; in order to be successful you have to be organized. Organizing is structuring working relations so organization members interact and cooperate to achieve goals. (Jone,G. 2010). When a new company decides to open, before opening they have to decide what departments the will have and what functions they will have in those department. Once that is decided they must separate the departments by the function. Once all that is organized we must start hiring great leaders. Leading; to be a great leader you must first...
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...making their organizations successful. Leadership is the process of influencing others to achieve group or organizational goals. Management is getting work done through others. The primary difference between leaders and managers is that leaders are concerned with doing the right thing, while managers are concerned with doing things right. Although businesses do need both leaders and managers, primarily most businesses are over managed and underled. Great managers are experts at taking their current organization and optimizing them to accomplish their goals and get their jobs done. They focus on the here and now not the potential of what the future can bring. I once had a manager say to me, "Don't tell me what you can do for me by next year tell me what you can do for me now. He clearly wanted results in the here and now, which is what most managers want, however, that is not enough. Great organizations need great management, but they must also have great leadership. Leaders go beyond the here and now, they have vision to look into the future and see potential on a different level. Leaders are essential for inspiring employees and setting long-term goals. Like managers, leaders set out to accomplish goals, however they do so in a very different way. Managers use policies, procedures,...
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.../When turning on the television, watching a sporting event, or attending a show it’s easy to forget the many people who help make these phenomenons happen. Actors, athletes, and musicians need a professional behind the scenes to help them understand contracts and improve their financial situation. Agents and business managers have good incomes, require the ability to multitask, and enjoy a daily changing career. Agents have a surplus of tasks and duties that challenge them daily. According to the book 200 Best Jobs for College Graduates, agents “represent and promote artists, performers, and athletes to prospective employers. Many handle contract negotiation and other business matters of clients” (“Farr et al. 147”; “Agents and Business...
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...stopped Indian companies from going global "" and the chairman of one of the country's oldest, most revered business groups was just starting to make a commitment to globalisation. Could it be that no Indian company had become truly global because not one had committed itself wholly, totally, irrevocably to globalisation? One person has the credentials to answer that question: Harvard Business School Professor Donald Sull. His book Revival of the fittest: why good companies go bad and how great managers remake them (Harvard Business School Publishing, 2003) had caused a stir because of its basic premise, "management by commitment". Pertinently, I knew that Sull was also researching what made companies globally competitive in Brazil, China and Mexico. According to Sull, managerial commitments "" such as investing financial resources, signing contracts, making public promises and entering into customer promises "" bind every organisation to a course of action. They enable managers to achieve results, but can also constrain the organisation if they get out of step with the environment. Realigning the...
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...The field of Human Resources has proven itself to be an intricate part of all organizations. Human resource managers serve as current and future employee advocates through enhancing development and training, maintaining benefits programs, recruitment, retention, testing, complying with a state and local regulations, as well as many other key functions. Being able to wear many different hats while adapting to change is a vital responsibility in the role of a human resource manager. Today’s companies depend on the expertise that human resource managers offer in order to maintain success and functionality in the work place. Not only does a human resource manager need to be knowledgeable in their field, but they also need a high level of emotional intelligence and a strong sense of judgment and equality. Being a human resource manager gives one the opportunity to work in a wide range of fields. That is why I believe that someone in the field must be flexible and dynamic, always welcoming innovation. Throughout my working experience, I have had the opportunity to work in the customer service and advertising fields. Within these fields I have advanced within multiple departments. Each time I had an opportunity to learn, grow and accept valuable criticism; I saw it as an important step for my own training and development. Another component in the field of Human Resource Management that interests me is the influence the position has over companies. Being able to work on...
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...Becoming the B The earliest test of leadership comes with that first assignment to manage others. Most new managers initially fail this test because of a set of common misconceptions about what it means to be in charge. by Linda A. Hill E Paul Blow the process of becoming a leader is an arduous, albeit rewarding, journey of continuous learning and self-development. The initial test along the path is so fundamental that we often overlook it: becoming a boss for the first time. That’s a shame, because the trials involved in this rite of passage have serious consequences for both the individual and the organization. Executives are shaped irrevocably by their first management positions. Decades later, they recall those first months as transformational experiences that forged their leadership philosophies and styles in ways that may continue to haunt and hobble them throughout their careers. Organizations suffer considerable human and financial costs when a person who has been promoted because of strong individual performance and qualifications fails to adjust successfully to management responsibilities. VEN FOR THE MOST GIFTED INDIVIDUALS, O S S hbr.org | January 2007 | Harvard Business Review 49 THE TESTS OF A LEADER | Becoming the Boss The failures aren’t surprising, given the difficulty of the transition. Ask any new manager about the early days of being a boss – indeed, ask any senior executive to recall how he or she felt as a new manager...
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...Managers in the 21st century have faced many challenges differentiating greatly from the previous decades this is because the world has been moving at a faster rate with a whole rage of new innovation ideas, development, etc.The organizational sectors have becoming more dependent upon professional managers, who can bring success to an organization. Issues such as globalization and decentralization add to the need for organizations to hire flexible managers capable of leading. That is why the role of mangers have gone from simplicity to complexity, the managers roles have believed to have expanded gradually in time and now have become a great aspect or backbone of an organization for a manager is the only individual that directs the activities in an organization, also mangers are considered as the master minds of an organization for they tackle the very issues affecting and increasing the complexity of management today such as, competition in work place, ethical and trust issues, changing technologies and finally global economic uncertainties. Competition is unavoidable in life and as well in the work places, competition in a certain organizations work place affects the organization as a whole. In a work place there are basically different levels of managers, The top manager who is usually at the top of the organization and makes decisions about the direction of the organization while the middle managers who manages the activities of other managers and finally the first-line...
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