...http://academicintegrity.ntu.edu.sg/). Penalties for Plagiarism and Collusion The penalties associated with plagiarism exist to reward good academic conduct; those who cheat will be severely punished to reflect the seriousness with which NTU views cheating, and its commitment to academic integrity. Penalties may include: the requirement to revise and resubmit an assignment, receiving a lower grade, or receiving an F grade for the assignment. DeclarationI declare that this assignment is my own work, unless otherwise referenced, as defined by the NTU policy on plagiarism. I have read the NTU Honour Code and Pledge. http://www.ntu.edu.sg/sao/Pages/HonourCode.aspx Signed ………………. Date ……………………………. | GOH KENG SWEE COMMAND AND STAFF COLLEGE 44th COMMAND AND STAFF COURSE << ADSP Assignment – South China Sea:Recipe for War Between China and ASEAN? >> | Submitted by: << 44081 >> 24 pages, including cover page 3639 words (excluding footnotes, endnotes, bibliography) Marker’s Report General...
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...PRACTICE & PROBLEMS OF HUMAN RESOURCE DEPARTMENT OF BANGLADESH ARMY INTRODUCTION 1. Human beings are the most important resources in an organization. A firm’s / organization’s success depends on the capabilities of its members. Most problems, challenges, opportunities and frustrations in an organization are people related. Human Resource Management is one of the toughest duties of a manager or leader since humans differ in terms of attitudes, values, aspirations, motivations, assumptions, psychology, and life goals. Looking at today’s competitive world, managerial level staff will require more conceptual and strategic skills. Managers have to be proactive, able to anticipate technological developments and prepare their staff for whatever technological changes that might take place. This will be a successful task only when the HRM itself is fully aware of those changes and has the means to deal with them. HR managers have a number of roles to fulfill. They are the guardians of the manpower- the key assets of the organizations. They are also counselor and protector of employees and directly responsible for their effectiveness in the organization. They need to do their jobs in keeping with the existing laws, rules and regulations of the organization, and promote harmony at the workplace. This has direct bearing in a healthier and more attractive work environment. The success or failure of HR depends also on the top management’s recognition of the importance of HRM, and...
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...Nursing Leadership Styles and Management Discuss the impact of transformational and transactional leadership styles on the management of violence and aggression within UK regional maximum security forensic mental health hospital. Incorporating organisation structure, change management, multidisciplinary working, staff motivation and retention, legal and ethical implications for nursing practice. Executive Summary: In this essay we discuss the transformational and transactional leadership styles in the management of violence and crisis situations within the clinical setting and in mental health units. We begin our discussion with studies on the need for disaster management teams and structured command system within hospitals to help ensure that patients receive proper care when needed. We then briefly discuss the differences of transformational and transactional leadership styles and suggest that both personality patterns and attitudes towards these styles determine care and change management within the hospitals. Introduction: Leadership styles within the nursing practice can be evaluated by understanding the relationship between management and planning, change operations and organisation structure. As Zane and Prestipino (2004) point out, hospital disaster manuals and response plans lack formal command structure in most cases and the hospital authorities rely on the presence of certain individuals who are familiar with hospital operations or hold leadership positions...
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...The Functions of Management Practices Wendy Spady MGT330: Management Professor Klyuchik August 12, 2013 The Functions of Management Practices In order for any organization to be successful, operate smoothly, and achieve the goals of the organization it is important for it to have good management practices in place. Management has some basic functions and it “is a discipline that consist of a set of five specific functions such as planning, organizing, staffing, leading, and controlling (Reilly, Minnick, & Baack, 2011). These five functions impact the overall success of an organization, whether it is a national corporation or a small family owned business. As a civil service employee for the United States Navy for over twenty six years, I realize that it is an organization that utilizes the five functions of management: planning, organizing, staffing, leading, and controlling. The first function of the management process is planning. Planning is an ongoing process for the Navy, and it is the foundation to which the other management functions build upon. Planning is the process in which the goals and objectives are looked at, and the plans are put into place in order to achieve organizational or departmental goals (Reilly, Minnick, & Baack, 2011). Planning “involves analyzing and forecasting the talent that an organization needs to execute their business strategy” (2006, August 7). Planning is a management function that requires decisions to be made...
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...AU/SCHOOL/059/2001-04 AIR COMMAND AND STAFF COLLEGE AIR UNIVERSITY SQUADRON COMMAND: THE FIRST 90 DAYS by Eric N. Hummer, Major, USAF A Research Report Submitted to the Faculty In Partial Fulfillment of the Graduation Requirements Advisor: LTC Phil Chansler Maxwell Air Force Base, Alabama April 2001 Distribution A: Approved for public release; distribution is unlimited Report Documentation Page Report Date 01APR2001 Report Type N/A Dates Covered (from... to) Contract Number Grant Number Program Element Number Author(s) Hummer, Eric N. Project Number Task Number Work Unit Number Performing Organization Name(s) and Address(es) Air Command and Staff College Air University Maxwell AFB, AL Sponsoring/Monitoring Agency Name(s) and Address(es) Distribution/Availability Statement Approved for public release, distribution unlimited Supplementary Notes Abstract Subject Terms Report Classification unclassified Classification of Abstract unclassified Number of Pages 53 Classification of this page unclassified Limitation of Abstract UU Performing Organization Report Number Title and Subtitle Squadron Command: The First 90 Days Sponsor/Monitor’s Acronym(s) Sponsor/Monitor’s Report Number(s) Disclaimer The views expressed in this academic research paper are those of the author and do not reflect the official policy or position of the US government or the Department of Defense. In accordance with Air Force Instruction 51-303, it is not copyrighted...
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...Inexperienced Leadership | Chapter 1 Introduction Overview of Organization The Logistics Squadron is a consolidated logistics squadron providing supply, vehicle and readiness support to the Wing, tenant units and agencies. The guiding principles utilized in the performance of the organization are as follows; a. Mission Statement: A military organization dedicated to providing logistical support to our Joint Service Community. b. Vision Statement: Provide quality service to our customers in support of their missions. c. Values: Integrity, Accountability, Teamwork and Excellence. The squadron provides direction and management of base logistics processes related to cargo mapping, equipment, fueling operations, vehicle dispatch and deployment planning. The function of the squadron is to manage the overall supplies of the wing and effectively manage its inventories. It is a part of the Air National Guard, Wing with over 150 personnel encompassing, active military, traditional guardsmen and civilians. The Logistics Readiness Officer who: a. Provides oversight of the internal storage and external shipping of logistics supply activities for the Wing b. Is responsible for managing and staffing the Material Management Flight for the logistics supply and information sections c. Actively oversees and manages proper implementation of unit programs for supply and the issue of all mobility bag assets d. Administers procedures...
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...tenant units and agencies. The guiding principles utilized in the performance of the organization are as follows; a. Mission Statement: A military organization dedicated to providing logistical support to our Joint Service Community. b. Vision Statement: Provide quality service to our customers in support of their missions. c. Values: Integrity, Accountability, Teamwork and Excellence. The squadron provides direction and management of base logistics processes related to cargo mapping, equipment, fueling operations, vehicle dispatch and deployment planning. The function of the squadron is to manage the overall supplies of the wing and effectively manage its inventories. It is a part of the Air National Guard, ABC Wing with over 150 personnel encompassing, active military, traditional guardsmen and civilians. Currently, I am the Logistics Readiness Officer who: a. Provides oversight of the internal storage and external shipping of logistics supply activities for the ABC Wing b. Is responsible for managing and staffing the Material Management Flight for the logistics supply and information sections c. Actively oversees and manages proper implementation of unit programs for supply and the issue of all mobility bag assets d. Administers procedures, programming and staffing of individuals, supplies and parts for A-10 and KC-135 Aircrafts. In the past I have held positions as Executive Officer and Commander. “The commander analyzes and restates the mission, designs...
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...Conflict Management Strategies for U.S. Army Better Opportunity for Single Soldiers (BOSS) Program HRMN365 What is BOSS? Better Opportunity for Single Soldiers (BOSS) is Military Welfare and Recreation (MWR) program for the United States Army that is overseen by senior enlisted military advisors and ran by junior enlisted soldiers with the funding of the MWR program ("Better opportunities for," 2004). The goal of the program is to ensure a high quality of life for the single soldiers of the Army through volunteerism, recreation activities, and improved living standards. Its organizational structure (See Figure 1.1) consists of a web of teams of representatives. Each unit has a representative. This forms a Battalion BOSS program which has an additional junior leader chosen by the Command Sergeant Major (CSM) of each specific Battalion (BN). Next each BN Representative then reports to the Brigade (BDE) Representative who is chosen by that respective CSM. After that each BDE representative reports to the Garrison or Fort BOSS President who is referred to by the collection of Command Sergeants Major to the post CSM. In addition to the organizational leadership every soldier considered single or a geographical bachelor are participants in the BOSS program ("Better opportunities for," 2004). All groups of teams work together internally and externally to accomplish missions set forth by command. In addition to this, the teams have monthly training meetings at the unit...
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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,...
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...Journal of Homeland Security and Emergency Management Volume 9, Issue 1 2012 Article 31 Responding in Crises: A Comparative Analysis of Disaster Responses between Mainland China and Taiwan Chun-Chieh MA, National University of Tainan, Harvard University Recommended Citation: MA, Chun-Chieh (2012) "Responding in Crises: A Comparative Analysis of Disaster Responses between Mainland China and Taiwan," Journal of Homeland Security and Emergency Management: Vol. 9: Iss. 1, Article 31. ©2012 De Gruyter. All rights reserved. Authenticated | bee_and_tom@hotmail.com Download Date | 9/16/12 10:06 AM Responding in Crises: A Comparative Analysis of Disaster Responses between Mainland China and Taiwan Chun-Chieh MA Abstract The management of crisis events involves activity at the organizational and governmental jurisdiction levels and is comprised of an integrated system of practice and structure. However, because there are two systems involved in crisis response, namely centralization and decentralization of disaster management, there are differences in governmental actions in response to crisis events. This article analyzes and compares the actions of disaster responses undertaken by mainland China and Taiwan when faced with major natural disasters in order to demonstrate the different response results and defects of centralized and decentralized crisis response systems, respectively. The results showed that the efficiency of decentralized response systems is higher than...
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...officer have been unique. Developing work habits to a standard, under a complex structure of leadership and a chain of command. As a whole there is need to developed professionalism to represent the core, the face that our nation has to see. When the area in the military is part of the criminal justice system other attributes are observed as well. Leadership, culture, law, and influential stakeholders are part of the criminal justice environment at the work place. When we talk about leadership in the work place legally by the book there is a chain of levels which is normally divided in three levels. There are the ones that are in the upper management which constitute of commissioned officer and non commissioned officers. Then we have the middle management the level may constitute of the lower level of non commissioned officers or including well trained specialist and corporals. Finally the lower management constitutes of soldiers who really do not have a role of leadership but they can take action between their peers. Here there are three levels that constitute a single bureaucratic structure of leadership. Meaning we have a boss and a set of management drains down from the boss to the subordinates. Communications is must in these type of leadership information must flow both ways from the leader down to the last soldier and any important information has to go up the chain of command as well. The agency has to deal with a diverse cultural standard among them self and outside...
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...arrangement of the work group. Classical theorists developed the concept of departmentalization as a means to maintain command, reinforce authority, and provide a formal system for communication (Sullivan & Decker, 2009). Designs of an organization can either be structured vertically or horizontally; subdividing work, specifying tasks, and fitting people into a plan. St. Luke’s Hospital is one of the 18 facilities within the Iasis Healthcare Organization. Iasis Healthcare is a charitable organization that was founded in 1998 in an effort to provide healthcare services, supplies, and training to disadvantaged communities throughout the United States. St. Luke’s is a community-centered hospital located in Phoenix, Arizona. This paper will address organizational structure, environment of support, use of information systems, communication methods, organizational chart, community integrated care, and generational differences in regards to St. Luke’s Hospital. Organizational Structure The optimal organizational structure integrates organizational goals, size, technology, and environment. When structure is not aligned with organizational needs, the organization’s response to environmental change diminishes; decisions are delayed, overlooked, or poor; conflict results; and performance deteriorates (Porter-O’Grady, 1994). Organizational structure is important to the leadership of St. Luke’s Hospital. Their values state to serve as a precursor to their actions. These values include: integrity...
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...and ineffective. Many of the NCOs usually complained about the unwillingness of officers, or even unfortunate, of a senior NCO to listen to them. In the United States and other Western forces, the non-commissioned officer corps bridges it with a professional NCO corps critically essential for the American military’s training programs to work at its best as the primary trainers in a professional army, and to the enlisted men’s sense camaraderie. Commissioned officers and NCOs share the same goal, which is to accomplish their unit’s mission, and it is apparent that their responsibilities are associated and must be shared. The ability of commissioned and warrant officers to work together with the NCOs is an important aspect of effective leadership; and to enhance this effective working relationships, they must know both the similarities and differences in their respective duties and responsibilities. Officer and Noncommissioned Officer Relationship Understanding the commissioned and non-commissioned officers’ professional relationship and its importance will point to one’s concern with who is responsible for what, and the differences or similarities of officer business...
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...1. Briefly explain the 5 Leadership dimensions and the relative tactics for the 5 dimensions? LEADERSHIP Leadership is the process of influencing others to work willingly towards the goals, to the best of their capabilities, perhaps in a manner different to that which they would otherwise have chosen. Most definitions of leadership reflect the assumptions that is a relationship through which one person influences the behavior or actions of other people in an organizational context. It is a dynamic two-way process of leading and following that can affect both individual and organizational performance. For example ,a leader can influence the interpretation of events, the choice of objectives and strategies, the organization of work activities, the motivation of people to achieve the objectives, the maintenance of cooperative relationships, the development of skills and confidence by members and the enlistment of support and cooperation from the people outside the group or organisation Leadership in an organizational role involves: (1) Establishing a clear vision, (2) Sharing that vision with others so that they will follow willingly, (3) Providing the information, knowledge, and methods to realize that vision, and (4) Coordinating and balancing the conflicting interests of all members or stakeholders LEADERSHIP AND STRATEGIC MANAGEMENT Leadeship is mostly connected with how the work should be done by the people and strategic management is mostly with what the work...
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...Management and Leadership Management versus Leadership is an often discussed topic. Some believe that both are the same and others believe they are completely different. Managers can be leaders and leaders can be managers. Some people are better managers than leaders and vice versa. Managers and leaders have many different responsibilities within any organization. Both are needed to create and maintain a health organizational culture. Managers tend to be thought of as ones who deal with the day-to-day tasks of an organization, whereas leaders can effect change in people. True leaders inspire others to do things and motivate them to keep going. Managers give the method to change and organize how it will be done. There are many great managers who are also great leaders. There are also many great managers who are not great leaders and great leaders who are not great managers. “According to the current wisdom, managers are principally administrators—they write business plans, set budgets and monitor progress. Leaders on the other hand, get organizations and people to change. That's true, as far as it goes, but there is a more useful distinction between management and leadership: Management is a function that must be exercised in any business, leadership is a relationship between leader and led that can energize an organization.” (Maccoby 2000) Due to the differences and similarities between managers and leaders, it needs to be brought to everyone’s attention what...
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