...Behavior Reduction Strategies Rose R. Wright Grand Canyon University Creating and Managing Engaging Learning Environments September 23, 2014 Introduction Getting students to follow your rules and expectations can be a task. Coming up with different strategies at the beginning of the school year and implementing them in the classroom can be very effective. The author has created a chart that will show different strategies for implementing rules and procedures. Behavior Reduction Strategies Table Research topic | Findings | Reference citation | Strategies used to prevent inappropriate behavior | Be assertive, be aware of how you speak to students, use rewards, create activities, and maintain a positive classroom environment. Assertiveness is the ability to stand up for one’s legitimate rights in ways that help ensure that others cannot ignore or circumvent them (Evertson & Emmer, 2013, p. 165). The way we speak to students can have a significant effect on how they respond to us and by using positive and supportive language the students will have more respect for the teacher (Unknown, 2003). | Evertson, C. M., & Emmer, E. T. (2013). Monitoring Student Behavior. In Classroom management for elementary teachers. Boston: Pearson. Unknown. (2003). Preventing Inappropriate Behavior in the Classroom (Master's thesis, CQ University Rockhampton, Rockhampton QLD, Australia). Retrieved from http://positivebehaviourmanagementplan.weebly.com/focus-on-preventing-inappropriate-behavior...
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...between organizational culture and the process of learning to think strategically. A cadre of formal training, developmental activities, and self-directed learning initiatives can provide leaders with the skills to enhance the strategic thinking of those they lead. Keywords strategic thinking, management learning, leadership development, organizational culture “Culture eats strategy for lunch.” This management truism is linked to examples of how strategy failed, acknowledging that actions attempted were inconsistent with the organization’s values, beliefs, and assumptions (Weeks, 2006). The strategy-eating potential of culture has been used as the basis for recommending that leaders initiate large-scale change efforts to align culture with strategy. However, it has long been recognized that culture can also severely restrict the strategy selected to begin with, because of the myopia of shared beliefs among decision makers regarding the organization’s goals, competencies, and environment (Lorsch, 1985). Moreover, shared assumptions about the organization’s core mission can limit not only the strategy but also the vision (Schein, 2004). Thus, one of the...
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... If a corporation's structure is compatible with present and potential strategies, it can be viewed as an internal corporate strength. If, however, the structure is not compatible with either present or potential strategies, it is a definite weakness and will act to constrain strategy formulation. For example, if a corporation is structured on the basis of function, this may be a weakness if the firm wishes to grow by acquiring other profitable corporations. In order to implement such a strategy, the strategy formulators may have to reorganize on a divisional basis. To the extent that top and middle managers have no experience with such a structure, a lot of unforeseen problems can emerge which may seriously affect the success of the strategy. Corporate culture, a collection of beliefs, expectations, and values shared by a corporation's members, acts to shape the behavior of people in a corporation. Since corporate culture has a powerful influence on the behavior of managers as well as other employees, it may strongly affect a corporation's ability to shift its strategic direction. Acting in a manner similar to structure, to the extent that a corporation's culture is compatible with present and potential strategies, it can be viewed as an internal corporate strength. To the extent that it is not compatible, it may spell disaster for a strategic change in the implementation stage. A strategy that contradicts an entrenched culture may find itself being quietly (or not...
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... Vol. 3 No. 16 [Special Issue – August 2012] Strategic Role of Leadership in Strategy Implementation in Zimbabwe's State Owned Enterprises Denver Mapetere Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Severino Mavhiki Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Tonderai Nyamwanza Chairperson Department of Entrepreneurship Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Shingirai Sikomwe Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Christopher Mhonde Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Abstract The study aimed to explore the link between active leadership involvement and strategy implementation success in State Owned Enterprises in Zimbabwe. The study was conducted between July and October 2010 with a total of 188 respondents randomly selected from four State Owned Enterprises. The data was gathered through an interview and a self-administered open ended questionnaire. The study revealed a relatively low leadership involvement in strategy implementation leading to partial strategy success. Leadership has been failing to role model the ideal behaviour necessary for successful strategy implementation. The absence of a well crafted strategic vision and the lack of communication...
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...STRATEGY AND PLANNING This week’s Management class discussion has been on Strategic planning in organizations. This paper will explain 3 types of goals, which are important to an organization as we as explanations and elements involved in created strategy of an organization. Organizations are built with the goal of the profitability through process in mind. The organization control approach incorporates goals and strategy used to reach them. (Boundless.com Jul 2015) Using their mission statements, top managers do strategic planning to determine what the organization long-term goals should be for the next 1-5 years with the resources they expect to have available. Strategic management is a level of managerial activity bellowing setting goals and above tactics. (Boundless.com 2015). Strategic management provides overall direct to an enterprise. Strategic planning requires visionary and directional thinking. It should communicate general and profit goals and ways to achieve them. Strategic management provides overall direction to the enterprise. Objectives are determined by the results of the strategic assessment. These objectives should run parallel on a timeline, some short-term and others long-term. (Kincki & Williams 2015) Tactical Planning’s by done by middle management, they are normally given a 6-25 month time frame. The strategic priorities and policies are passed down to middle managers that determine what contribution their departments or similar work...
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...* * Riordan Manufacturing superintendents have come up with a plan to create and lead new teams. The purpose of the new teams is to begin production of the newly designed CardiCare Valve heart valves. As part of the superintendent’s teams I have created a plan to identify various strategies available to build teams, challenges or barrios and measures used to determine if the team is operating successfully. The plan is divided into two sections Team Strategy Plan and Conflict Management Plan. * * Team Strategy Plan: * There are five stages of group development forming, storming, norming, performing, and adjourning. The first stage forming is where team members meet and exchange information about each such as experiences and backgrounds. In this stage team members are accepting and avoiding conflict. The second stage is storming team members have different opinions of how and what thing should be done and who should be in control. This may cause some conflict within the teams. The third stage is norming where teams begin to work more effectively together. Team members respect each other’s opinion and differences. The fourth stage is performing teams are fully functional and accepted. Members have gotten to know each other by this stage and are able to the task at hand. The last stage is the adjourning stage where the task is coming to an end. * * One of the challenges we must teams face is conflict. Conflict can result in increase in turnover rate,...
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...University of Phoenix Material Team Strategy Plan 1. Complete the following table to address the creation of teams at Riordan Manufacturing. Strategy | Strengths | Weaknesses | During forming stage members roles are defined | By defining roles everyone is aware of each other’s roles are and exactly what their part is, and what is expected of them. | Some members may not like their roles and act out in dysfunctional behavior, or power struggles may form | While in the storming stage strategy’s to resolve conflicts are employed | The hierarchy of the group can begin to demonstrate leadership qualities | Avoidance of power struggles and not willing to use conflict resolution just yet. | Norming stage open lines of communication | Cohesiveness develops due to camaraderie and group identity. | Gossip starts in group from disgruntled members | performing stage plan for team goals | Group energy guides Team to achieve goals. | Disgruntled members can corrupt group energy while slowing production down. | Adjourning stage team is rewarded for reaching team goals. | Wrapping up, group member’s celebration festivities of completing goals. Members esteem at a high. | Disgruntled member create negative results if allowed to participate in festivities | 2. Identify the team formation strategy that is most suitable for Riordan Manufacturing, and provide the rationale for the decision. I chose to use the five stage model as a strategy in group formation. I feel that...
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...The Strategy Concept 1: Five Ps For Strategy * Human nature insists on a definition for every concept * Strategic management cannot rely on a single definition of strategy * The word strategy has long been used indirectly in different ways * Clearly recognizing multiple definition of strategy can help practitioners and researches operate through this difficult field * Strategy is defined as 5 things in this article: * Plan * Ploy * Pattern * Position * Perspective Plan * Views strategy as some sort of consciously intended course of action and a guideline to deal with a situation * Under this definition, strategy is made in advance of the actions to which they apply, and they are developed consciously and purposefully * Ducker: Strategy is purposeful action * Moore: Design for action/conception preceding action * In the military: Strategy is concerned with “drafting the plan of war… shaping the individual campaigns and within these, deciding on the individual engagements”. * In management: Strategy is unified, comprehensive, and integrated plan… designed to ensure that the basic objectives of the enterprise are achieved. * In the dictionary: “A plan, method or series of maneuvers or stratagems for obtaining a specific goal or result”. Ploy * As plan, a strategy can be a ploy too, a maneuver intended to outwit an opponent or competitor * For example, a corporation may threaten to expand plant...
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...which strategy comes to be defined. The first strategy-making process is conscious and analytical, involving assessments of market structure, competitive strengths and weaknesses, the nature of customer needs, and the drivers of market growth. Strategy in this process typically is formulated in a project with a discrete beginning and end. Top-tier management consultants often manage these projects. The result of this process is an intended or deliberate strategy. The second strategy making process has been termed emergent strategy. It is the cumulative effect of day-to-day prioritization decisions made by middle managers, engineers, salespeople and financial staff – decisions that are made “despite, or in the absence of, intentions. In fact, managers typically do not frame these decisions as strategic at all, at the time they are being made; they have a decidedly tactical character. Intended and Emergent strategy: An Intended strategy is the strategy that an organization hopes to execute. Intended strategies are usually described in detail within an organization’s strategic plan. An Emergent strategy is an unplanned strategy that arises in response to unexpected opportunities and challenges. Emergent strategy is a set of actions, or behavior, consistent over time, “a realized pattern [that] was not expressly intended” in the original planning of strategy. When a deliberate strategy is realized, the result matches the intended course of action. An emergent strategy develops...
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...submit your answers in printed form on or before 19th March 2016. This assignment carries a total of 15 marks whereas 10 marks allocated for the submitted answer and 05 marks allocated for the presentation. The date of presentation will be announced on 19th March 2016. Integrating McDonald’s Business, Human Resource, and Staffing Strategies McDonalds is a restaurant chain that operates in most of the countries including Sri Lanka. It has recognized its human resources as the most important asset. The company’s success depends on the satisfaction of its customers, which begins with workers who have the attitudes and abilities required to work efficiently and provide good customer service. To execute its growth strategy, McDonald’s has identified people as one of its three global corporate strategies. McDonald’s claim that’s that as an employer, it wants “to be the best employer in each community around the world”. It also makes a “people promise” to its employees that “we value you, your growth, and your contributions”. Its five “people principles” reflected by its human resource strategy are: respect and recognition; values and leadership behaviors; competitive pay and benefits; learning; development; and personal growth; and ensuring that employees have the resources needed to get the job done. The company has also identified its people practices and approaches that substantially impact the firm’s performance. This has allowed it to develop a business model that emphasizes the...
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...Strategies, Skills, and Behaviors Needed for a Successful Business Career Prepared for Dr. C. Blaszcynski California State University, Los Angeles To: Dr. C. Blaszczynski From: Date: March 3, 2014 Subject: Completed Analytical Report describing effective strategies, skills, and behaviors for career success. Here is the report you requested on January 6, 2014, describing strategies, skills, and behaviors needed to have a successful career success. Data gathered from books and scholarly journals, support the conclusion that the strategies, skills and behaviors analyzed play an important role in obtaining and maintaining a successful career. Please call on us if we can answer any questions for you. We are glad that you gave us the opportunity to do this report for you, Dr. Blaszczynski, because we found it to be both informative and pleasant. Attachment TABLE OF CONTENTS Part Page EXECUTIVE SUMMARY ……………………………………………………………………. v INTRODUCTION ……………………………………………………………………………….1 Statement of the Problem …………………………………………………………….1 Background Information ………………………………………………………………1 Purpose of the Study ………………………………………………………………….2 Scope and Limitations ………………………………………………………………...2 ...
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...Purpose of Managerial Accounting M B Colorado Technical University Online August 26, 2014 Purpose of Managerial Accounting The purpose of this presentation is to convey the importance and purpose of managerial accounting, how the managerial accountants support the strategic decisions, ways strategies can be implemented by management and strategy implementation steps that managers can take. As the Board of Directors you will be charged with interpretation of information provided by the accountants. As a board using the financial and managerial accountants’ reports and feedback will assist with the planning and execution of decision that will strategically allow all employees from management down to the front line to operate efficiently. The purpose of managerial accounting is to take historical information, such as financial statements, budgets and operations reports to create a plan focus inwardly within the company. Managerial accounting is a system of providing and measuring financial and operational information. The system is designed to motivate behaviors, guides managerial action, and support and create necessary cultural values needed to achieve an organization’s strategic objectives (Geense, 2005). Managerial accounting is comprised of 4 ideas that are the key to its definition. The ideas capture the purpose, scope, attributes and nature of managerial accounting. Cost and operational information, including some financial information define the scope. Reaching...
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...plan for the newly formed sales team detailing the plan components, incentive packages, benefits, and the reasons the plan will work. Strategic benefit planning helps the company to balance the cost with the value and results obtained. It supports the mission and the employees who are the internal customers of such plan (Rappaport & Barocas, 1993). 1. Business Strategy Alignment InterClean’s new business strategy is about growing and expanding by developing and selling full-service solution packages to existing and new customers in the large institutional and industrial cleaning and sanitation industry. Linking compensation programs to business strategy is about: • Aligning performance objectives to the aggressive growth and transformation strategy. • Measuring the progress and rewarding the achievement of such aggressive goals with aggressive compensation plans that will motivate employees to strive for its achievements. • Compensating for the long-term strategic objectives to ensure the change of the company culture. As previously mentioned, it is key to clearly and frequently communicate the strategy, the objectives, and provide feedback from the measurement results. Key measurements for top compensation: 1- Business growth and increased market share 2- Creation of new customer accounts with new significant business 3- Maintaining and growing existing major customer accounts 4- Solutions as the most significant source of revenue Expanding and growing...
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...Riordan Manufacturing Strategic Plan Riordan Manufacturing Strategic Plan This paper was structured by Team A and based on the strategic plan of Riordan Manufacturing. Team A completed an environmental scan, strategy formulation, strategy implementation and also completed evaluation and controls. There is a significant amount of information that is discovered through this process which will benefit Riordan Manufacturing and their business operations. In result, Riordan Manufacturing is able to benefit from this process because they use it as an edge in the industry and gain a lead on the competition. Environmental Scan The internal environmental scan for Riordan Manufacturing is included in the SWOT analysis; a group which determines the weaknesses and strengths. A strength for Riordan would be their solidified brand name which helps them keep a strong reputation among their clientele. Furthermore, Riordan benefits from having access to high-end natural resources. In regards to downfalls, Riordan suffers from their high cost of structure and the lack of access to ideal key distributions. In addition, the external environmental scan of the SWOT analysis is comprised of opportunities and threats. Riordan has some potential in removing internal trade barriers and the introduction of the latest technology. Riordan’s threat is the increment of those trade barriers and the introduction of substituted products. Competitive Advantages The manufacturing...
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...Hailey Carr April 19, 2016 Guiding Children’s Behavior Guiding Strategies Observation I noticed throughout the day, one of my co-teachers uses many guidance strategy tools in order to keep the day flowing smoothly. One day, we were all going to be getting ready to go outside and play, since it was sunny and warm. My co-teacher, who works with the preschoolers, begins to get her children ready to go outside first, since most of them are able to get dressed by themselves. One of the children begins to grab everyone’s boots and coats and throw them into the center of the rug. My co-teacher sees this, gets down at the child’s level, looks him in the eyes, and says, “Why don’t you grab your boots and coat instead? Your friends are able to find theirs when they have finished using the bathroom.” This child then said, “But I can’t find them!” So my co-teacher then said, “Well, have you checked in your bag? I think I see a sleeve sticking out.” The boy looked up at her, smiled, and went and found his boots and coat and proceeded to put them on. My co-teacher then proceeded to tell the children to sit down on the rug and wait for their names to be called to line up at the door to go outside. When one of the children tried to go before their name was called, my co-teacher explained to him, “I’m sorry, but I did not call your name yet. You need to wait until you hear your name before you may line up.” One thing I really notice, if the use of clear positive directions...
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