...now under the watchful eye of Dr. Roger Cahill (also known as King of the Hill). In an industry with rapidly growing revenues and demand, in a sector that was highly competitive, BoldFlash still has the significant competitive advantage of operating its own plants. After a few months on the job, Cahill was able to deduct what he saw as the problem in the Mobile Division as unproductive conflicts between the functional departments, particularly around the product development processes. It is clear that manufacturing is the dominant function of the organization and with its competitive nature, seems to be pulling its weight. Due to the unclear roles of departments, isolation of departments, as well as the conflicting roles of departments, manufacturing is suffering. Conflicting Performance Metrics In many ways conflicting performance metrics of each group are contributing to the problem. Currently the performance metrics of each department are left either unclear or overlapping between groups. The conflicting performance metrics are causing opportunities to be missed, frustration between employees and departments, lower profit margins, lack of information flow through the mobile division, and the development of products that do not currently have a market need. It is necessary to create more clear and effective performance metrics in order to create an atmosphere that allows ideas for creation of new products while ensuring there is a market need...
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...Performance Through Motivation and Conflict Management Motivating employees to work is a challenge that leaders and managers must cope with. Intrinsic and extrinsic rewards come into play according to some motivational theories. Organizations practice different concepts to manage employees and accomplish daily operations. Many factors cause conflict in organizations. Organizations use conflict management strategies to resolve disputes in the workplace. Motivating employees and managing conflict influence the performance of an organization. Using motivation theories and conflict management strategies helps organizations achieve its mission and goals. Evaluating Behavior Maslow’s hierarchy states there are five employees’ needs that must be met in order for them to work at their full potential, physiological, safety, social, esteem, and self-actualization (Nayab, 2011). Management must try to accommodate each employee’s behavioral need, and give them something tangible to attain in the workplace. Whatever the employee’s needs are, levels of management must identify what motivates employees so the organization can benefit. Alfred Alderfer took Maslow’s theory and gave it a twist, existence, relatedness, and growth (Nayab, 2011). Acknowledging an employee for his or her contribution is essential to his or her existence, and furthermore motivates the employee to continue to excel. Employees are also socially motivated. Managers should encourage...
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...Team Plan – Riordan Manufacturing Holly Lopez MGT 311 University of Phoenix September 20, 2012 Rocco Natale At Riordan Manufacturing, we are preparing for an exciting new segment of production to meet the needs of the expanding medical technology industry. The news that CardiCare Valve heart valves will be produced in our customs plastic-injection facility in Pontiac, Michigan was released last week. We look forward to developing a long-term relationship with the CardiCare brand. New teams will be formed to begin work on CardiCare production beginning next period. Many of our seasoned employees will be joining CardiCare production teams, and this production segment also marks a new phase of job creating and hiring. “We will maintain an innovative and team oriented working environment. By assuring that our employees are well informed and properly supported, we will provide a climate focused on the long term viability of our company,” (University of Phoenix Material, Virtual Organizations). Team building and training will begin immediately. To construct the teams effectively, we reviewed many team creation strategies. Bringing a fresh perspective to these teams is important because this marks our first involvement in the medical industry. We want this to be a reflection of our team creation strategy. Precision, quality, and durability are key factors in the success of our relationship with CardiCare. With that in mind, our team creation strategy will be different...
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...BUS 692 Entire Course Strategies in Human Resource Management http://www.devryguide.com/downloads/bus-692-entire-course-strategies-human-resource-management/ To purchase this tutorial copy and paste link in your browser. BUS 692 Entire Course Strategies in Human Resource Management BUS 692 Week 1 DQ 1 Achieving Organizational Strategy through People Achieving Organizational Strategy through People. A common theme observed in modern organizations today is the poor alignment of business strategy and HRM strategy. Find an article(s) through ProQuest which discusses the benefits of aligning HRM activities with key business initiatives and discuss the challenges and the opportunities of doing so. Present your findings in 200 words or more in your discussion post. Remember to properly cite your sources. BUS 692 Week 1 DQ 2 Expectancy and Equity Theory Expectancy and Equity Theory. Business managers seek higher performing workers to staff positions in organizations. Read pages 33 through 45 of the text and at least one article(s) through ProQuest. Consider organizational strategies and practices in your organization that could be enhanced by the application of these theories and address them in 200 words or more in your discussion post. Remember to properly cite your sources. BUS 692 Week 1 Selection of the firm Selection of the Firm. Determine an organization you will analyze and evaluate over the six weeks of this course. The organization can be one in which you work...
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...break the social norms of a society, thus becoming subjective to a label of “deviant”. Deviants often have punishment bestowed upon them by law enforcement officers and their local court systems. The question asked by criminologist throughout time is, “what is the underlying cause of crime?” “Is crime a learned behavior forced by strain due to the depleting environment an individual inhabits?” “Are individuals with a genetic mutation destined to become deviant?” All of these may be a result of biological and social constructionist theories of deviance, this essay will define the opposing differences and the relation of the two in this essay. Both hold contributing factors to the construction of deviance in society, but are both highly conflicting theories. Before going into the theories of deviance, the definition of deviance must be further explained. The codification of deviance can vary widely between different cultures, a norm in one culture can be considered deviant in another. For example, the notion of cannibalism has been proved by anthropologists to be a spiritually divine form of ritualistic sacrifice in the ancient Aztec culture of Mexico. Yet in Western culture murder and the consumption of human flesh is considered highly revolting, dealt with by harsher consequences by law than most other deviant crimes. These differences are due to the way each individual society develops their own moral codes. These codes are often defined by cultural ideologies,...
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...a general sense of purpose into specific performance objectives. * Standards for measuring results and obtaining performance feedback * Willingness to help group members understand the need for collective vs. individual efforts. THE TEAM BUILDING PROCESS When newly founded, work groups and teams must master challenges as members come together and begin the process of growing and working together as they pass through the various stages of group development. Team building is a sequence of planned activities designed to gather and analyze data on the functioning of a group and to initiate changes designed to improve teamwork and increase group effectiveness. Team building is participatory and data based. The goal of team building is to get good answers to such questions as: 1. “How well are we doing in terms of task accomplishment.” 2. “How satisfied are we as individual members with the group and the way it operates?” TEAM-BUILDING ALTERNATIVES Formal retreat approach ¾ team building takes place during an off-site “retreat” that may last from one to several days with group members working intensively on a variety of assessment and planning tasks. Outdoor experience approach ¾ this approach places group members in a variety of physically challenging situations that must be mastered through teamwork, not individual work. Continuous...
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...feedback * Additional negative feedback. Page 47 How do you feel when you are told you are not good? For sure at the beginning I feel bad but this negative feeling improves me and makes me better than previous. How do you feel when you are told that what you did was not good? I am felling better than above because at this point I am focusing on the problem and not on myself.It makes me watch the problem of the edge ,recognize mistakes and improve next time. Page 48 When a problem appears, we should (pick one of the following): immediately react/respond consider and ask questions do nothing and hope it goes away What are some of the processes you can use to solve a business problem? Name four. * Probless-solving processes * Comunication processes * Technology processes * Managment processes Page 49 When solving a problem, do you ask questions (who, what, when where or why) or state your...
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...well as followers. Most of the conflicts arise at this stage. Norming: This is the stage when rules are established and most of the differences settled in some sort of the compromise. Each team member finds his role within the team and leader takes less of an active position so the team can work together. Performing: At this stage, motivation is at its peak as team members have the common sense of purpose and direction. Everyone learned how to work together as a team, who is better at performing with tasks and what to do when somebody is falling behind. Leadership takes more of the delegating role. Adjourning: This stage takes place after the project completed. Team members often want to know where to go from here and what is the next goal or project. The stage described in the study is the forming stage of the team development. Not all the group members are identified, not everyone knows each other. People are uncertain on how to proceed and how to communicate with each other. Based on description of the future potential team members and different organizations involved in the project, The Woodson Foundation should expect quite dramatic storming stage for the future team. The knowledge of the team development stages will help Woodson to recognize why conflicts arise and how to...
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...oduction B. − − − Are governments prepared to operate effectively in an international policy environment? How can the impacts of globalisation on democratic processes be managed to protect core values such as accountability, responsiveness, and transparency? What future do governments envisage for "global governance"? From Autonomy to Influence -- preparing for a global policy role THE IMPACTS OF GLOBALISATION ON POLICY-MAKING 1. Globalisation has changed the context in which governments operate. Even traditionally domestic issues are increasingly influenced by international actors and international events that are beyond national governments' ability to control, either individually or collectively. This has evoked a good deal of hand-wringing and fears that national policy autonomy -- or even national sovereignty -- is being undermined. These fears, while important, may be short-sighted. While globalisation poses many challenges for national governments, it also holds many opportunities. International co-operation offers new opportunities to improve overall policy effectiveness and to address common policy dilemmas. But are national governments adequately equipped to manage the problems and reap the benefits of globalisation? 2. The following discussion examines the impacts of globalisation on policy making1. It raises questions related to three main themes: 3...
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...Agency Theory: A brief Review by N. Waweru The agency theory assumes that there exists a contractual relationship between members of a firm. It recognises the existence of two groups of people; principals or superiors and agents or subordinates. The principals will delegate decision making authority to the agents and expect them to perform certain functions in return for a reward. Both the principals and the agents are assumed to be rational economic persons motivated solely by self-interest but may differ with respect to preferences, beliefs and information (Jensen and Meckling, 1976). The principal/agent relationship can exist throughout any organisation and usually starts from the shareholder-director and ends with the supervisor-shop floor worker (Figure 1.1). In an organisation context, which involves uncertainty and asymmetric information, the agent’s actions may not always be directed to the best interests of the principal. Agents’ pursuit of their self-interest instead of those of the principal is what is called the agency problem (Jensen and Meckling, 1976). To counter this behaviour, the principal may monitor the agents’ performance through an accounting information system. The owner can also limit such aberrant behaviour by incurring auditing, accounting and monitoring costs and by establishing, also at a cost, an appropriate incentive scheme (Jensen and Meckling, 1976). According to Jensen (1998), agency theory seeks to understand: (1) how to assign decision making...
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...Six Questions I would ask in a sales associate position. 1. Give me a time when you made your job more efficient, Easier or productive. 2. Tell me about a recent innovation you did that drive results 3. Tell me about a time you overextended yourself and missed a deadline 4. Describe a time you faced a difficult goals or performance expectations 5. How have you resolved conflict by seeking the assistance of others. 6. Tell me about a time you were a member of a group or team that had conflicting goals. How did you encourage agreement? What happened? The reason why I would ask these questions is dealing with my retail channel. Goals are team effort. The store has their own goals to meet for metrics as well as the sales associate them selves. If there is a process that can help service the customer faster and decrease wait time and be efficient is always a plus in any environment. I would need to know your thought processes. Are you a go getter can you think outside the box to drive results of the store as well as your own. I also want to know when you over extend yourself for commitments how do you resolve those issues when deadlines are missed. Conflict resolution with customer or peer how would you handle that. There are times when you are expected to as a team come up with new initiatives and if everyone does not agree how are you with persuading them to swing your way? The questions I have I believe for the sales channel would be good...
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...Interpersonal behavior Name Course Institution Professor Date Abstract Interpersonal behavior refers to how two or more people with a given context interact with one another it is critically important within any given organization to strengthen relationships between individuals (Rahim and Bonoma 2006, p.77). In the Waki oil company issues of interpersonal relationships have proved to be quiet a big challenge for the organization over the past few years. The management has at various occasions experienced difficulties in trying to come up with better and appropriate solutions to conflicts between and among the employees, as well as those that involve interaction between the managers and the employees. Basically conflict refers to a state of whereby individuals do not agree with another or rather do not share the same ideas as the other. Such situations necessitate that there be a place good and appropriate ways through which the conflict between individuals may be solved promoting fairness with the parties involved having full satisfaction and in support of the resolution reached at regarding the conflict (Blake and Mouton 2002, p. 50). Within the Waki oil organization there are different department which in a weekly basis need to come together giving reports and sharing issues regarding how the company is progressing. It is within these weekly meeting that managers from different department come into conflict with one another...
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...environmental change have focused attention on organizations that combine enterprise with an embedded social purpose. Scholarly interest in social enterprise (SE) has progressed beyond the early focus on definitions and context to investigate their management and performance. From a review of the SE literature, the authors identify hybridity, the pursuit of the dual mission of financial sustainability and social purpose, as the defining characteristic of SEs.They assess the impact of hybridity on the management of the SE mission, financial resource acquisition and human resource mobilization, and present a framework for understanding the tensions and trade-offs resulting from hybridity. By examining the influence of dual mission and conflicting institutional logics on SE management the authors suggest future research directions for theory development for SE and hybrid organizations more generally. Introduction The phenomenon of social enterprise (SE) has attracted the attention of policy-makers and practitioners around the world (Wilson and Post 2013) and the associated rise in scholarly interest is reflected in the growing tally of publications in the academic press about SE as a distinct category of organizations (Cukier et al. 2011; Lepoutre et al. 2013; Lumpkin et al. 2013). Early SE research was dominated by efforts to define their...
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...HIE Implementation with Conflicting Federal and State Laws University of Maryland University College Professor Arthur Reynolds HCAD 650 February 24, 2013 HIE Implementation with Conflicting Federal and State Laws Health Information Exchange (HIE) is a primary determinant of Stage 2 Meaningful Use in order for health care organizations to qualify for the Medicare and Medicaid Electronic Health Record (EHR) Incentive Program (Healthcare Information and Management Systems Society (HIMSS), 2012). This emphasis on EHRs and HIE come from Congress’ passage of the Health Information Technology for Economic and Clinical Health Act (HITECH Act), which was part of the American Recovery and Reinvestment Act of 2009. The issue for facilities in meeting the Meaningful Use requirements is the conflicting federal and state laws that govern consent required to share patient information. At the federal level, the Health Insurance Portability and Accountability Act (HIPAA) of 1996 established the baseline consent standard “as ‘No Consent’ required for treatment, payment and health care operations disclosures, and includes specific Opt-In or Opt-Out processes for sensitive health information” (Christiansen, Apgar, & Melamed, 2011, p. 2). The “No Consent” default established by HIPAA pertains to the disclosure of Protected Health Information (PHI) where the purpose is for the treatment, payment, and health care operation (TPO) to remove previous obstacles in the care delivery...
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...studying the organisation very closely, normally throughobservations and/or through conducting interview (~Oh no …). Structure Structure is the skeleton, the form of shape, of organisations. It dictates the way it operates andperforms (Waterman et al., 1980). Traditionally, businesses are structured with divisions,departments and layers, in which the lower layers answer to upper layers. Today, the flat structure, where the work is done in teams of specialists, are more common. The idea is to make theorganisation more flexible and devolve the power by empowering the employees and eliminate themiddle management layers (Boyle, 2007). Strategy Strategy is a plan or course of action in allocating resources to achieve identified goals over time.Unlike tactic, strategy is well thought and often rehearsed. It transforms the organisation from thepresent position to the new position described in the objectives, subject to constraints of thecapabilities (Ansoff, 1965)....
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