...Mission Command Assessment Essay In order to really delve into the topic of Mission Command, we must first accurately define it. So what is Mission Command? Per doctrine, Mission Command is “the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations.” Now that’s a mouthful. But, what does it really mean? In simplified terms, mission command is the way a leader develops and leads his subordinates into accomplishing the mission while leaving room for leaders to take ownership and initiative in completing the mission. Mission Command is comprised of six different principles, all of which are bound together by mutual trust. The first two principles: build cohesive teams through mutual trust and create shared understanding, are the foundation to Mission Command. A leader can establish a command climate that fosters mission command by ensuring there is mutual trust and shared understanding within the organization. These two concepts are gained through common experiences, communication, and collaboration. Through shared experiences, a team will have endured hardships together. When faced directly with challenges, it is the person to your right and left you look towards for encouragement and assistance. When the team makes it through the hardship together, the sense of unity fosters and develops trust amongst the members...
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...DB2 Express-C is easily accomplished over an Internet connection. The version installed is 389MB and took approximately 10 minutes to download over a cable modem running at fractional T1 speeds. Installation screens from the steps completed to get DB2 Express-C up and running are shown in the Appendix of this document. After installing the Control Center was invoked at the command line using the command db2cc which is specifically defined in the chapter assigned on DB2 Express-C. Using the command db2sampl -xml –sql to create the sample data worked, and there is the secondary option of using graphical interface commands to accomplish the same. The use of the DB2 Command Line tools show how quickly a multidimensional table can be viewed, edited and batch programming tasks completed using shell scripts in this interface. IBM has done an excellent job of making this free version of DB2 as fully featured and full of navigational and command options as possible. What is most significant amount the design of DB2 relative to other databases worked with is the multiple approaches to getting commands invoked the flexibility on creating fully automated responses to queries, or the option of...
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...Skills in Command and Control Credibility The definition of credibility is the quality of being believable or being worthy of trust. This is a skill that is needed as many team members rely on their leader being trustworthy and believable, as they’ll be taking orders and commands from them, so they need that reassurance that they know what they’re saying and being able to trust them. This is something that is really important that a leader has, as I believe that many organisations would fail in fulfilling their message if there was no trust involved. Being credible is more of a quality than a skill, but it’s a crucial factor that needs to be taken into account. In public service organisations, the public look up to them and are trusted to carry out the work that will safeguard and protect them, if a leader of a team cannot be credible to their team, then trust in that organisation is either lost or lowered. Motivation Motivation is the desire or willingness to do something. This is usually in the form of enthusiasm and giving others supportive words that energise them and get them to reach their goal/s. Team leaders need the skill to motivate others, as they’ll be times when their team lack motivation and don’t really want to do something that they’re being asked of, so therefore a team leader needs excellent motivation skills to get them going again. In public services, motivation is needed so that teams can actively and successfully carry out tasks, with the enthusiasm...
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...country at both a paid and volunteer basis for their operations. I have, in fact, been one such volunteer contributor for the in-game content of one of their long-standing game releases which features regular content updates. This should allow me insight to provide greater detail, or at least know whom to contact and ask relevant questions about operations. 2. Review definitions of operations management from your reference text and at least two other print sources, and apply the definition to three different types of organization, e.g., food service, manufacturing, and office workers. Briefly compare operations in these to your selected organization. From Operations Management written by William Stevenson and Mehram Hojati, operations management is defined as “the management of direct resources that are required to produce and deliver value via the organization’s goods and services”. Meanwhile, our course text has Jay Heizer and Barry Render alter that definition into “the set of activities that creates value in the form of goods and services by transforming inputs into outputs.” Neither definition is exclusive to the other, yet the wording of each allows for slightly different applications of the same root term of operations management. Looking towards a more generalized and accepted version, Investopedia provides a both a...
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...Groups and Teams An explanation of the difference between a group and a team will be addressed. By definition groups and teams are not the same thing. Workplace diversity has an important role in an organization. Diversity covers areas beyond race and gender. Diversity can affects the dynamics of a team in positive and negative ways. [A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve particular objectives] (Robbins & Judge, 2009). A group with two members is a dyad; one with three is a triad. There a two types of groups formal and informal. Formal groups are defined by the structure of the organization with selected responsibilities create jobs. The behaviors of a formal group are usually aimed at achieving the organization’s objectives. Groups that are formed by natural agreement that have no structure are informal. Informal groups are formed in response to a social need. The two main groups can be divided farther. Formal groups have command and task groups. Informal groups have interest and friendship groups. An organizational chart determines the command group. Command groups are made up of people who report a specific manager. People working with each other to finish a job are a task group. This group is not limited to a specific manager, and can include people from any area of the organization. Interest groups band together to achieve a certain goal that is in their common interest. An individual does not...
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...the key attributes of leadership - ideas, vision, values, influencing others, and making tough decisions (Hellriegel & Slocum, 2010). Management is the act or skill of controlling and making decisions about a business, department, sports team, etc. (Merriam-Webster, 2014). Many people confuse leadership with management and although they are usual inner twined they are not the same. Management is only the act of decision making, however leadership is a way of life. It requires one to understand, embrace, evaluate and work to improve upon though out one’s entire lifetime. It is a multifaceted, complex and constantly evolving vision that requires one to be competent in many different areas. As stated by Hellriegel and Slocum (2010) a competency is an interrelated cluster of knowledge, skills, and abilities needed by an individual, team, or organization for effective performance. Most competencies are learned behaviors that can positively or negatively affect a single person or an entire company. There are seven competencies that are found to be the most crucial for a person or company to be endowed with in order to obtain leadership success. The seven competencies are: Ethics, Self, Diversity, Across Cultures, Communication, Teams, and Change. In the following text, I will show how Carter Ham has demonstrated these competencies, allowing him to become one of very few who has risen from a private to a four star General in the United States Army over his 40 year career...
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...Transportation Command Firewall Modification Request System Student Name Individual Project IS316 - Systems Analysis and Design Professor: Erlan Burk Park University Fall II 2005 12 December 2005 Table of Contents System Description 2-3 Functional Description 4-5 Data Dictionary 6-7 Context Level Diagram and Child Diagram 8-9 System Input, Output Forms, and Interfaces 10-14 Testing, Maintenance and Auditing 15-16 System Description System Name US Transportation Command Firewall Modification Request System (FMRS) Type of System FMRS is a Management Information System using a Microsoft Access Database and front end application. The system provides an avenue for customers to request firewall modifications and for the firewall maintenance team (Operation Information Security – OIS) to validate, track, and process requests in systematic fashion. Key System Benefits * User friendly interface available to users at any time * Request tracking and history * Report generation of prior activity * Improved firewall manageability * Improved customer response time * Reduction in man hours spent duplicating and researching firewall maintenance efforts Existing System Currently there is no automated request or tracking system for firewall modifications and accountability. Requests are made via email to the OIS group email account and are processed from there. With the current...
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...president provides the resources for projects. Bradt (2013) wrote, “ CEO run companies.” The Vice President of Operations/COO is second in command in the company. He gives support to the president’s focus and ideas. Bennett and Miles wrote (2006), “The COO is there to help make the CEO’s vision a reality.” He is responsible for the day-to-day operation in a company. According to a TechTarget article, “creating operations strategy and policies to employees” can also be the responsibility of the COO (“Chief,” 2013). The IT Strategy 4 duties of a COO vary from organization to organization, because their duties depend on the CEO/President. The CIO is responsible for keeping IT projects in alignment with business strategy. He selects the IT management team for IT projects. This is a very important task, because he relies on these managers to keep projects moving along. He is the leader and sets the tone for the whole IT organization. Their role is to help increase the value of the company and keep projects on track by keeping managers and employees focused on the business strategy. As part of the IT governance team, he can explain how technology would increase the organization’s value reduce costs, and how it can be done The Sales Manager is responsible to help increase sale of products and this is done by helping the sale team meet their quota. They are also responsible to make sure individuals are trained and know the company’s business strategies. The sales manager...
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...Instructions: Fill in the blanks and turn into Blackboard as indicated by the instructor. Please use full sentences in your answers and correct grammar. You will be providing definitions in the top portion of the document and answers to learning goals in the bottom portion. Word | Definition | Organizing | A management function that includes designing the structure of the organization and creating conditions and systems in which everyone and everything work together to achieve the organization’s goals and objectives. | Division of Labor | Determining what work needs to be done and then dividing up the tasks among the three of you. | Job specialization | Dividing tasks into smaller jobs. | Departmentalization | The process of setting up individual departments to do specialized tasks. | Organizational structure | Consists of devising a division of labor; setting up teams or departments to do specific task; and assigning responsibility and authority to people. It also includes allocating resources, assigning specific tasks, and establishing procedures for accomplishing the organizational objectives. | Economies of scale | The situation in which companies can reduce their production costs if they can purchase raw materials in bulk; the average cost of goods goes down as production levels increase. | Unity of command | Each worker is to report to one, and only one, boss. | Esprit de corps | A spirit of pride and loyalty should be created among people in the firm. | Hierarchy...
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...Team A - Week 3 Reflection Summary I. Determine strategies to help develop effective groups and teams (Ch.9-10) A. Effective groups (Ch.9) - Two or more individuals sharing information and helping each other within their own areas of responsibility 1. Determine what kind of group a. Formal, informal, command, task, interest or friendship or any combination 2. Determine group properties b. Roles, norms, status, size, cohesiveness 3. Determine if group think, group shift, group polarization is skewing group goals B. Effective teams (Ch.10) - Group where individual efforts result in performance that is greater than the sum of the individual inputs 4. Definition 5. Determine type of team c. Problem-solving, self-managed, cross-functional or virtual 6. Characteristics of effective teams d. Adequate resources, leadership and structure, climate of trust, performance evaluation and reward systems 7. Team composition e. Abilities, personalities, allocation of roles, diversity, size, preferences 8. Team Processes f. Plan and purpose, specific goals, efficacy, mental model, conflict levels, social loafing 9. Team Building g. Selecting, training, rewarding II. Determine strategies to resolve conflict within organizations (Ch.14) C. Conflict Process 10. Potential opposition...
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...INTRODUCTION The health care environment is constantly changing and producing new challenges that the competent nurse manager must work within (Jooste, 2004). Powerful leadership skills are needed by all nurses – those providing direct care to those in management positions. Anyone who is looked to as an authority or who is responsible for giving assistance to others is considered a leader (Mahoney, 2001). This assignment provides an avenue for competent nurse managers who also must have the necessary leadership skills to inspire and empower followers and team members. Concepts such as management and leadership will be defined as well as the differentiation between them. We are not all born leaders – leadership skills are developed and the principles are described by self-examination(Jooste, 2011: 31-32). Competent nurse managers are not merely those who control others, but they act as visionaries who help followers and the team to plan, organize, lead and control their activities. These four management process activities will be discussed ( Jooste, 2004). 1 MANAGEMENT AND LEADERSHIP AS CONSEPTS Management and leadership are not synonymous terms. Leaders are not automatically good managers, and managers are often not effective leaders(Jooste, 2010:26-27). 1.1. MANAGEMENT The main aim of a manager is to maximize the output of the organization through administrative implementation. According to Blagg and Youngh (2002:1), managers are thought to be the budgeters, the...
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...levels in the hierarchy and the span of control held by managers and supervisors; identifies groupings of individuals into specific positions, work units, teams, departments, division and others as well as the groupings of these submits into the total organization. Organization structure is reflected in the organization chart. The organization chart is the virtual representation of a whole set of underlying activities and processes in an organization. It can be quite useful in understanding how a company works. It’s also shows the various parts of an organization, how they are interrelated, and how each position and department fits into the whole. The concept of an organization chart – showing what positions exist, how they are grouped, and who reports to whom. Several Dimensions of Organization Structure and Design Chain of Command An unbroken line of authority that links all persons in an organization and shows who reports to whom. It is associated with two underlying principles. Unity of Command – each employee is held accountable to only one supervisor. Scalar Principle –refers to a clearly defined line of authority in the organization that includes all employees. Concepts necessary to an understanding of chain of command include authority, responsibility, accountability and delegation. The chain of command illustrates the authority structure in the organization. Authority is the formal and legitimate right of a manager to make decisions, issue orders and...
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...Leadership, Ethics and Corporate Governance In order to identify the definition of a leader, one must first define an accurate representation of the meaning of leadership. There are many ways to define leadership. For example, Webster’s dictionary defines leadership as, “1. The office, position or function of a leader, and 2. The quality of character and personality giving a person’s ability to gain confidence of, and lead others,” While this definition presents an accurate meaning of the word leadership, it greatly lacks the detail in truly defining the meaning of leadership. “There are many ways to define leadership. In fact, there are almost as many different definitions of leadership as they are people have tried to define it" (Stogdill, 1974, p. 7). The definition of leadership has evolved over the years, for example in the early 1900s, leadership was defined as, “the ability to impress the will of the leader of those who lead and induce obedience, respect, loyalty, and cooperation” (Moore, 1927). Today, leadership scholars agree that there is not a single common definition for leadership (Rost, 1991). The process of leadership is the interaction conducted between the leader and the followers whereby the leader influences a group of followers to achieve a common goal. Leadership and management are not synonymous. In numerous ways, leadership is a process similar to management. Both leadership and management involve influence, working with people, and effective goal accomplishments...
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...terrorism revolutionized information warfare. There is no distinct definition of Cyber terrorism; however, its threat is as real as waging war but with weapons of automation. Terrorists have begun to exploit the availability of information with the malicious intent to sabotage; conversely, there are those who are not quite sure if information warfare - cyber terrorism is an actual threat. This research paper will briefly explore the history of cyber terrorism, the friend the internet has been to terrorist and how we can make the internet safer through vigilant tactics of prevention and deterrence. It will also expose the truth about cyber terrorism for the skeptic, reasons not to discount the threat, and why it is paramount their mind is changed. Information Warfare-Cyber Terrorism Did you know there were 18 cybercrime victims every second, 1058 every minute, approximately 64,000 per hour, and 1.5 million per day, that affected over 556 million people within the last year (Norton , 2012)? The internet has made it possible for terrorists to gather our public information and use it against us. As the internet matures so does the terrorist, finding ways to cripple and intimidate. The internet and terrorists have become a real hazard to the health of the cyber world. The government has implemented several organizations to help combat cyber terrorism but have not given it a clear concise definition. Skeptics believe the government is deceiving people about the validity...
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...INTRODUCTION: In this (presentation) I shall be discussing Henry Fayols 14 principles of Management. To this end, I will like to take a look at the general definitions of Management from various proponents as well as look at the meaning of principles; especially in the context of Management. Before going into the work proper, the analysis of Henry Fayols Principles of Management theory, I will render some criticism against the theory as well as some appraisals before drawing a conclusion of the significant of the theory in the modern day business environment. Definitions: the term Management is used to a large extent in the business. It describes to the fullest the “is” and “ought” of efficient and effective running business organization. Accordingly various schools have offered definitions to the concept of management such as George R. Teny; “Management is a distinct process consisting of planning, organising, actuating and controlling performed to determine and accomplish stated objectives by the use of Human beings and other resources” Peter Drucker; “Management is a multipurpose organ that manages business, manages managers, manages workers and work” Harold Koontz; “Management is the art of getting things done through and with people in formally organizes groups” The description of the varying definitions as quoted above presupposes a process from planning to the end result of the task which is done by humans. The process is social in nature. It takes place...
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