...Shakespeare’s Henry the V. We are a “Band of brothers,” so, like a brother, never turn your back on a fellow firefighter. 5. Always strive to be tactically and technically proficient in all you do. The price of anything less is far too costly. Our environment is uncertain and lethal. Never let it be said that you lost a man or a woman because you failed to do your homework. 6. I will listen to and help any person, anytime. I expect my subordinate leaders to do the same; however, every member of our team must reach out and grab the “offered hand.” 7. Everything I do must prepare myself and my team for mission success and survival. Our enemies must understand that they have but two choices---“make peace or die.” 8. Take care of our families. Stress at home tears at the fiber of our organization. 9. I will hold myself accountable for all I do and don’t do. I will hold others accountable for their actions commensurate with their position and responsibilities at every level. 10. Don’t lie, steal or cheat. 11. Never accept hazing, racism or otherwise cruel, demeaning behavior, it is the hallmark of the ignorant and the unprofessional. 12. Mistakes of omission will not be accepted. If you act and make a mistake because you lacked accurate information but you did your best---all can be fixed. If your mistake is bedded in a failure to try---all will be...
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...Explain How Social, Political and Economic Forces Have Influenced Organization and the Practice of Management Basic Leadership Principles Colonel Royal Mortenson Colonel United States Marie Corps 1. Be a good person, a person of character and strength, and you will always be a good firefighter. 2. Never be afraid to take a moral or ethical stand on something you believe in your gut to be right. Stand up and be counted. 3. Someone has to lead, in the absence of authority---take Charge. 4. “Band of brothers” is not just a line from Shakespeare’s Henry the V. We are a “Band of brothers,” so, like a brother, never turn your back on a fellow firefighter. 5. Always strive to be tactically and technically proficient in all you do. The price of anything less is far too costly. Our environment is uncertain and lethal. Never let it be said that you lost a man or a woman because you failed to do your homework. 6. I will listen to and help any person, anytime. I expect my subordinate leaders to do the same; however, every member of our team must reach out and grab the “offered hand.” 7. Everything I do must prepare myself and my team for mission success and survival. Our enemies must understand that they have but two choices---“make peace or die.” 8. Take care of our families. Stress at home tears at the fiber of our organization. 9. I will hold myself accountable for all I do and don’t do. I will hold others accountable for their actions commensurate...
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...a. Management principles are universal in nature explain (5marks) NATURE OF MANAGEMENT To understand the basic nature of management, it must be analysed in terms of art and science, in relation to administration, and as a profession, in terms of managerial skills and style of managers. Management is Combination of Art and Science Management knowledge exhibits characteristics of both art and science, the two not mutually exclusive but supplementary. Every discipline of art is always backed by science which is basic knowledge of that art. Similarly, every discipline of science is complete only when it is used in practice for solving various kinds of problems faced by human beings in an organisation or in other fields of social life which is more related to an art. Art basically deals with an application of knowledge personal skill and know-how in a specific situation for efficiently achieving a given objective. It is concerned with the best way of doing things and is consequently, personalised in nature. During the primitive stages of development of management knowledge, it was considered as an art. There was a jungle of managerial knowledge. It was not codified and systemised. People used it to get things done by others, in their own way giving an impression that whosoever uses it, knows the art of using it. This kind of loose and inadequate understanding of management supported the view that it was an art. Management as a Science Science means a systematic body of knowledge...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...coordination or govern relationships between individuals, organizations or government. Examples of institutions include laws, regulations, customs, social and professional norms, culture, and ethics. Selznick (1949) notes that "the most important thing about organizations is that, though they are tools, each nevertheless has a life of its own". While he acknowledges rational view that organizations are designed to attain goals, he notes that the formal structures can never conquer the non-rational dimensions of organizational behaviour. Individuals do not act purely based on their formal roles. Organizations do not act purely based on formal structures. Selznick notes that individuals bring other commitments to the organization that can restrict rational decision-making. Institutions exert a constraining influence over organizations, called isomorphism that forces organizations in the same population to resemble other organizations that face the same set of environmental conditions (Hawley, 1968). Then, the isomorphism was further discussed by DiMaggio and Powell (1983) where the analysis of institutions exert three types of isomorphic pressure on organizations: coercive, normative, and mimetic. Coercive isomorphism refers to pressure from entities who have resources on which an organization depends. Mimetic isomorphism refers to the imitation or copying of other successful organizations when an organization is uncertain about what to do. Normative isomorphism...
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...innovative management important and how have Walmart’s leaders demonstrated innovation throughout the company’s history? Innovation management is the discipline of managing processes in innovation. It can be used to develop both product and organizational innovation. Innovation management includes a set of tools that allow managers and engineers to cooperate with a common understanding of goals and processes. The focus of innovation management is to allow the organization to respond to an external or internal opportunity, and use its creative efforts to introduce new ideas, processes or products. Importantly, it involves workers at every level in contributing creatively to a company's development, manufacturing, and marketing. By utilizing appropriate innovation management tools, management can trigger and deploy the creative juices of the whole work force towards the continuous development of a company. The process can be viewed as an evolutionary integration of organization, technology and market by iterating series of activities: search, select, implement and capture. In 1960s, Sam Walton (founder of Wal-Mart) achieve higher sales volumes by keeping sales price lower than his competitors by reducing his profit margin. He relied on them to give customers the great shopping experience that would keep them coming back. “If we work together,” he said, “we’ll lower the cost of living for everyone… we’ll give the world on opportunity to see what it’s like to save and have a better...
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...Influence of National Culture and Other Forces on Management Control Practices of Bangladesh. Abstract This study attempts to examine the influence of national culture and other forces on management control practices of Bangladesh by applying Schneider and Barsoux 2003 culture/ control profiles and some other alternative theories. A triangulation of research methods are followed for this purpose. Evidence from telephone interviews, researcher’s personal experience and other empirical works are used to validate the ingredients of Schneider and Barsoux control profiles for Asian region and different alternative theories on management control practices of Bangladesh. Empirical works from other scholars also suggest that several forces like institutional pressure, ecopolitical conditions and history etc. are more influential than culture in directing the course of management control practices in Bangladesh. The major limitation of this study is its usage of limited data sets. The findings will be useful in understanding different forces that are shaping management control practices in a transitional economy, Bangladesh. 1 1.0 Introduction Previous researches (Hofstede 1991; Schneider and Barsoux, 2003) confirm that management control is practiced differently in different parts of the world and the development of national management practices is a function of its environmental factors. Although it is hoped that globalization, technological development and improved methods...
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...International Human Resource Management (IHRM) has focused mainly on the policies, practices and strategies of Human Resource practitioners in individual multinational firms. The goal of this special issue is to move beyond this narrow focus at the enterprise level and situate HRM within wider economic, organizational, political and institutional contexts. HRM differs across countries but to date the comparative literature has tended to focus on cultural issues. Research that systematically analyzes socio-economic, institutional and societal contexts and their impact on HRM remains underdeveloped and there is a significant opportunity for work which draws on theory from adjacent fields - e.g. the varieties of capitalism literature, theories of cross-national organization and research in comparative political studies and economic geography all offer potentially useful frameworks. Companies are socially embedded on different levels; local economies, regional districts, national institutions, international networks and transnational regulation are all aspects of the social, organizational and economic structures in which companies are situated. Despite the all-pervasive talk of globalization, the seasoned international business traveller will be acutely aware of differences in the ‘way of doing things’from country to country and from region to region. Such differences are seldom more apparent than in the field of organization and management. Not only will the traveller...
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...national environment" (Radebaugh and Gray 1997). From the late 1960s, researchers in international accounting have tried to categorize countries according to a series of criteria, which have been developed on a deductive or conductive basis. These criteria tried to explain the reasons for accounting differences between countries; they aimed to describe and compare different systems with each other in an efficient way. There are several advantages to categorize and analyze the differences among countries: First, it promotes improved understanding of the complex realities of accounting practices, as well as the factors that shape a country’s accounting regulations; Second, it provides useful information for solving some of the important accounting problems that exist in the world. For example, it can help policymakers assess the prospects and problems of international harmonization; Third, it can assist in the training of accountants and auditors who operate internationally; And finally, it can enable a developing country to better understand the available and appropriate types of financial reporting by seeing other countries’ use of particular systems. By looking at other countries in its group it is possible to predict the problems that it is about to face, and the solutions that might work. When classifying international accounting systems, two main forms have been employed: one is the deductive approach, in which the approaches to accounting development are...
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...Discuss the key political, economic, and social forces that may have influenced the development of the clinic. Economic and social conditions that affect people’s lives determine their health. People who are poor are less likely to seek proper medical care, as opposed to people who are of middle-class status and above. People with more social status, money, and education have a lot of choices and control over things, such as the neighborhoods, their salaries, occupational opportunities, etc. (Jin, Shah, & Svoboda, September, 1995, 153(5)) Dennis Raphael of the CSJ Foundation for Research and Education, reinforces this concept: “Social determinants of health are the economic and social conditions that shape the health of individuals, communities, and jurisdictions as a whole. Social determinants of health are the primary determinants of whether individuals stay healthy or become ill.” (Raphael, 2008) The development of clinics has become increasingly more important since the passage of the Patient Protection and Affordable Care Act and the Health Care and Education Reconciliation Act of 2010. Politics influence clinics because when laws such as these are put in place, federal funds will follow. These acts will make healthcare more accessible to millions of people in the United States. (Hobbs, Morton, Swerissen, & Anderson, 2010). There is increasing recognition of the crisis in primary care and the relatively poor U.S. population health. Tools that can measure morbidity...
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...RELATIONS AND DIPLOMACY STUDENT GUIDELINE NOTES GLOBAL POLITICAL ECONOMY MODULE Paste the notes here… Political economy originally was the term for studying production, buying and selling, and their relations with law, custom, and government. Political economy originated in moral philosophy (e.g. Adam Smith was Professor of Moral Philosophy at the University of Glasgow), it developed in the 18th century as the study of the economies of states — polities, hence political economy. In late nineteenth century, the term "political economy" was generally replaced by the term economics, used by those seeking to place the study of economy upon mathematical and axiomatic bases, rather than the structural relationships of production and consumption (cf. marginalism, Alfred Marshall). History of the term Originally, political economy meant the study of the conditions under which production was organized in the nation-states. The phrase économie politique (translated in English as political economy) first appeared in France in 1615 with the well known book by Antoyne de Montchrétien: Traicté de l’oeconomie politique. French physiocrats, Adam Smith, David Ricardo and Karl Marx were some of the exponents of political economy. In 1805, Thomas Malthus became England's first professor of political economy, at the East India Company College, Haileybury, Hertfordshire. The world's first professorship in political economy was established in 1763 at the University of Vienna...
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...under certain conditions in return for remunerations. It has been a paramount concept of a ‘industrial relations perspective ’ on contemporary employment and management over the past two decades (Trevor and Mike, 2010: 7). When considering employment relationships in small and medium-sized entreprises (SMEs), we are mentioning largely about how these firms recruit, supervise, train, reward, manage disputes with and separate from employees as well as the more extensive relationship between employers and employees (Ram, 1999: 604). Being the main vehicle that employees gain access to their employment rights and benefits associated with social security and labour law, as well as the determinant of the scope and structure of employers’ authorities towards their employees (ILO, 2011), obligations and reciprocal rights between employee and employer are constructed via employment relationships. Looking into this fast-growing economy with ever changing industries, there is no doubt that SMEs have navigated a devastating economic terrain and have been a bastion against the overwhelming consequenses of the global finiancial crisis in recent years. Despite that there are over 21.8 million of SMEs which accounted 99.8% of all businesses active in the EU28 (see figure 1), which perform the role of driving economic growth, social integration, as...
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...share their skills, and work allowing them to raise capital more quickly than individuals. 3.Private Limited Company (LTD) The Company is an artificial person made by law, offers limited liability. The major private limited company’s restrictions are about the shares and shareholders. Shares cannot be sold or transferred to the public. Shareholders enjoy priority against others in buying shares within the company. Example J. Whitaker & Sons Ltd 4 Co-operative The co-operative is a group of people working together, making decisions together to reach common goals. Co-operative aims is not only that to make more profit for shareholders, also to offer better value and quality. Cooperatives are dedicated to the values of openness, and social responsibility. 5. Franchising The person taking out the franchise pay a sum of money as capital and hire or buy necessary equipment from the franchising company. The company selling the franchise is called...
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...Effects of Globalization and Institutional Forces on International HRM Practice: Illuminating the ConvergenceDivergence Debate By Yongsun Paik Irene Hau-Siu Chow Charles M. Vance In the face of globalization, scholars continue to debate about whether a convergence in human resources practices will prevail, or a trend of divergence perspective will persist. Building on institution theory, this article helps to explicate this debate by examining how globalization may interact with different dimensions of local institutional forces to lead to convergence, divergence, or crossvergence Correspondence to: Yongsun Paik, PhD, Professor of International Business & Management, Department of Management, Hilton Center for Business, Loyola Marymount university, One LMu Dr., Los angeles, Ca 90045-2659, 310.338.7402 (phone), 310.338.3000 (fax), yspaik@lmu.edu. Published online in Wiley Online Library (wileyonlinelibrary.com) © 2011 Wiley Periodicals, Inc. • DOI: 10.1002/tie.20440 648 f e a t u r e a r tI C l e in international HRM practices for enhanced performance. We also present useful propositions for guiding future empirical research and theory development on the interaction between globalization and different forms of local institutional forces, which in turn influence the formation of successful international HRM practices. © 2011 Wiley Periodicals, Inc. Int r o d u c t i o n N otwithstanding the current worldwide economic crisis, the globalization of business is...
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...Knowledge Area Module I: Principles of Societal Development Student: Michael Moore Michael.Moore@waldenu.edu Program: PhD in Applied Management and Decision Sciences Specialization: Leadership and Organizational Change KAM Assessor: Dr. Javier Fadul Javier.fadul@waldenu.edu Faculty Mentor: Dr. Javier Fadul Javier.fadul@waldenu.edu Walden University February 5, 2011 ABSTRACT Breadth This Knowledge Area Module (KAM) broadens common knowledge of societal and cultural development by looking beyond economic and conflict theories for understanding other positions regarding social advancement. The Breadth Component studies societal and cultural development in terms of evolutionary, cyclical, and fundamentalist theories and demonstrates why it is important to looking beyond the popularly accepted knowledge about social development represented by economic and conflict theory. This approach provides a more robust generalization that more adequately describes social advancement, and concludes that classical researchers did not consider leadership as a social segment to be studied, that influences societal and cultural development. Leadership understanding of societal and cultural development is critical for enabling them to lead positive social change. ABSTRACT Depth The Depth section compares modern research in societal and cultural development to the theories of classical researchers in order to further develop the findings of the classical study, and to determine if leadership...
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