...User-friendly Easy Eye-catching LEADING WORld’s LEADING Independent Professional Stay tuned in to upcoming Events and Conferences Search Navigation Feature-rich Get to know our Authors and Editors Why Publish with SAGE ? World’s LEADING Publisher and home and editors Societies authors Professional Academic LEADING Publisher Natural World’s Societies THE and LEADING Publisher Natural authors Societies Independent home editors THE Professional Natural Societies Independent authors Societies and Societies editors THE LEADING home editors Natural editors Professional Independent Academic and authors Academic Independent Publisher Academic Societies and authors Academic THE World’s THE editors Academic THE Natural LEADING THE Natural LEADING home Natural authors Natural editors authors home World’s authors THE editors authors LEADING Publisher World’s LEADING authors World’s Natural Academic editors World’s home Natural and Independent authors World’s Publisher authors World’s home Natural home LEADING Academic Academic LEADING editors Natural and Publisher editors World’s authors home Academic Professional authors Independent home LEADING Academic World’s and authors home and Academic Professionalauthors World’s editors THE LEADING Publisher authors Independent home editors Natural Academic Academic THE Natural Societies LEADING World’s Professional Academic LEADING Publisher World’s editors Independent...
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...Bachelor of Arts (HONS) Business Studies | CCCB | Submitted to: Dr. Tom TanSubmitted by: Muhammad Nouman KhanStudent ID # 0109WTEKKN0614 | | Table of Contents 1.0 Introduction 2 1.1 What is Change and Change Management 2 2.0 Literature Review 4 2.1 Drivers of change 4 2.1.1 Globalisation to change 4 2.1.2 Education to Change 4 2.1.3 Technology to change 4 2.2 The Process of managing change 5 2.2.1 Force Field Analysis on Change 5 2.2.2 Lewin’s Change Model 6 3.0 Change Management 7 3.1 John Kotter: Leading Change in today’s business 7 Urgency growth 8 Build Guiding Team 8 Getting Right Vision 8 Communicating for buy-in 9 Empower Action 9 Creating Short-term wins 9 Don’t Let Up 9 Make Change Stick 10 4.0 Conclusion 11 References 12 1.0 Introduction 1.1 What is Change and Change Management The world as we have created it is a process of our thinking. It cannot be changed without changing our thinking. “Albert Einstein”. Basically, definition of change is to make or create something different. Indeed, change happens to two reasons which are change for better or worse. Moreover, change means a movement from current state to a transition and a future state. In fact change happens all around the world such as in our community, work and at home. (Thomas G. Cumming, 2009) Figure 1: Change structure, Source: (Change Management Tuitorial , 2014) In fact, change happens everywhere even in companies therefore...
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...Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes of successful executives in...
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...Seminars and ECQ-based Readings The success or failure of any endeavor depends on leadership. Now, more than ever before, we need leaders in our organizations and in our world. Great leaders create and communicate a vision and move people into action to achieve it. They ignite our passion and inspire us to do our best. Government leaders in the 21st century are experiencing change at a more rapid pace than previous generations. Rapid advances in technology have expanded the quantity of work we are capable of accomplishing, and also where it’s accomplished. We have a more highly educated workforce, yet face diminishing resources with an increased demand for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes of successful executives in...
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...Gurus 36 Strategies Art of War News Build a Site My Books History Management & Strategy Gurus and Masters The complete A to Z Guide ABCDEFGHIJKLMNOPQRSTUVWXYZ A point of clarification before you start your journey with the gurus and masters: a Guru is a person who is very knowledgeable and teaches a particular strategy. A Master is a practitioner of the art of strategy in life and in business. Management & Strategy Gurus Main Guru's Index ABCDEFGHIJKLMNOPQRSTUVWXYZ 1 of 41 9/21/2014 3:38 PM http://www.easy-strategy.com/strategy-gurus.html Military Gurus Blog Ask me! Newsletter Clients Privacy Policy Motivational [?]Subscribe To This Site A Igor Ansoff Igor Ansoff The father of Strategic management Igor Ansoff (1918-July 14, 2002) was an applied mathematician and business manager. He is known as the father of Strategic management. He was a distinguished professor at United States International University (now Alliant International University) for 17 years, where several institutes continue his work in strategic management research. Igor was recognized worldwide as the Pioneer and Father of Strategic Management. He was the first management strategy guru to recognize the need for strategic planning for firms operating in the increasingly complex and turbulent environment. Chris Argyris Chris Argyris (born July 16, 1923) in Newark, New Jersey, USA, a Professor Emeritus at Harvard Business School, is more commonly known for seminal work in the area...
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...BSNS105 Management and Organisations SUMMER SCHOOL 2014 COURSE OUTLINE Management and Organisations Contents Paper Description and Aims .............................................................................................................. 1 Learning Outcomes .......................................................................................................................... 1 Teaching & Support Staff.................................................................................................................. 2 Course Delivery ................................................................................................................................. 3 i. ii. i. ii. iii. iv. Lectures................................................................................................................................ 3 Tutorials ............................................................................................................................... 3 Prescribed textbook ............................................................................................................. 4 Blackboard ........................................................................................................................... 4 Podcast of lectures ............................................................................................................... 5 Student Webmail...........................................................................................
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...| SUBJECT NAME : | Managing, leading, stewardship | | SUBJECT NUMBER : | 21937 | | Subject Co-ordinators lecturerstutors | Dr. Walter Jarvis Dr. Natalia Nikolova Dr. Stephen Wearing Management Discipline Group UTS B-School Dr. Walter Jarvis Dr. Natalia Nikolova tba | SUBJECT PRECIS An understanding of managing, leading and stewardship is foundational to the development of students as responsible and accountable leaders, managers, followers and stewards. This subject aims to prepare students to meet profession-like objectives and how to guide others to meet collective responsibility in morally challenging situations. To do so, the subject develops the concept of stewardship to help leaders to better understand how to promote and sustain the symbiotic integrity of business and society, i.e. where business serves society's needs for not just products and services but in ways that earn public trust and respect. The approach taken in the subject delivery and associated assignments is to encourage students to recognise the place of business in society and to cultivate a personal commitment toward earning and sustaining public trust in consideration of others in their business judgments and decision-making. SUBJECT PRECIS An understanding of managing, leading and stewardship is foundational to the development of students as responsible and accountable leaders, managers, followers and stewards. This subject aims to prepare students to meet profession-like...
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...life, you must focus on your studies and continue with education past high school. Their influence made me open my eyes to the knowledge school offered and I really thrived. I enjoyed going to school and learning subjects I knew little about and always put my 100% effort into every assignment I turned in. In Junior high, I joined various book clubs and different school programs which enhanced my education. After high school, immediately I went to college but without knowledge of where I wanted to focus my education on so I received my degree in general studies. After getting my Associates degree, I began to focus on my career. I began working for a fortune 500 home warranty company as a clerk answering phones and worked my way up to Project Manager. As a project manager, one of my best projects was leading a team that helped research, create and implement a new software for the entire company. That job changed my life. Through the experiences I went through as Project Manager, I learned that I loved business and in turn wanted to continue with my education even further. Once I transferred to a 4 year college, I changed to a Business Degree with a focus on accounting in which I excelled in all of my major classes with A’s and B’s. The information I learned through college from my professors and my peers proved to be invaluable to my career. I started working as an assistant controller just after graduating where I have watched my boss come in and change the way we do business...
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...IESE Business School and Thoma Prof. Haul Lee of Stanford Graduate School of Business, you will learn about the benefits of integrating your global supply chain by recognizing the cross-functional links throughout the supply chain, from supplier to customer relationships. Integrating supply chain processes allow companies to manage relationships more effectively, which reduces cost, increases the overall internal efficiency and improves customer relationships and service. &txt2=The program's faculty include Thoma Prof. Hau Lee of Stanford University and professors Marc Sachon, Brian Subirana, and Paddy Miller of IESE Business School. The faculty will provide a holistic vision of global business operations around the world and the necessary tools to face the challenges that globalization is exerting over the supply chain. &txt3=During this three-day program you will learn about the benefits of integrating your global supply chain by recognizing the cross-functional links throughout the supply chain, from supplier to customer relationships. Integrating supply chain processes allow companies manage relationships more effectively, which reduces costs, increases overall internal efficiency and improves customer relationship and service. Customers' demands are the final drivers of your business supply chain activities. This program will give you vision for demand driven supply chains and will address the key hurdles to be overcome to effectively put into action your strategies....
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...Organization as machine – this imagery from our industrial past continues to cast a long shadow over the way we think about management today. It isn’t the only deeply-held and rarely examined notion that affects how organizations are run. Managers still assume that stability is the normal state of affairs and change is the unusual state (a point I particularly challenge in The End of Competitive Advantage). Organizations still emphasize exploitation of existing advantages, driving a short-term orientation that many bemoan. (Short-term thinking has been charged with no less than a chronic decline in innovation capability by Clayton Christensen who termed it “the Capitalist’s Dilemma.”) Corporations continue to focus too narrowly on shareholders, with terrible consequences – even at great companies like IBM.But even as these old ideas remain in use (and indeed, are still taught), management as it is practiced by the most thoughtful executives evolves. Building on ideas from my colleague Ian MacMillan, I’d propose that we’ve seen three “ages” of management since the industrial revolution, with each putting the emphasis on a different theme: execution, expertise, and empathy.Prior to the industrial revolution, of course, there wasn’t much “management” at all – meaning, anyone other than the owner of an enterprise handling tasks such as coordination, planning, controlling, rewarding, and resource allocation. Beyond a few kinds of organization – the church, the military, a smattering...
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...Motivation in today's workplace: the link to performance. ABSTRACT In today's hyper-competitive marketplace, understanding what fosters and forwards employee motivation--and, thus, organizational performance--is critical. Based on theories, studies, best practices, case studies and resources about motivation, this solutions-focused research article presents valuable information for the senior HR leader seeking competitive advantage. ********** Introduction In today's marketplace, where companies seek a competitive edge, motivation is key for talent retention and performance. No matter the economic environment, the goal is to create a workplace that is engaging and motivating, where employees want to stay, grow and contribute their knowledge, experience and expertise. Motivation is generally defined as the psychological forces that determine the direction of a person's level of effort, as well as a person's persistence in the face of obstacles. The direction of a person's behavior refers to the many possible actions that a person could engage in, while persistence refers to whether, when faced with roadblocks and obstacles, an individual keeps trying or gives up. (1) The responsibility for motivation is three-fold: it falls on the senior leadership, the direct manager and the employee. Numerous factors are involved, from trust, engagement and values (individual and organizational) to job satisfaction, achievement, acknowledgement and rewards. Motivation...
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...BUSINESS SCHOOL Unit of Study Outline Unit Code QBUS5001 Unit Title Quantitative Methods for Business Semester 2, 2013 Pre-requisite Units: None Co-requisite Units: None Prohibited Units: ECMT5001, QBUS5002 Assumed Knowledge and/or Skills: Basic calculus, basic concept of probability and statistics Unit Coordinator: Dr Boris Choy Address: Room 482, Merewether Building(H04), The University of Sydney NSW 2006 Email: boris.choy@sydney.edu.au Phone: 0293512787 Consultation Hours: Mondays 2pm-3pm at Room 482, H04 Class Day(s): Thursdays 6pm-9pm at Merewether Lecture Room 5, H04 Required Text / Resources: 1. Textbook: Selvanathan E.A., Selvanathan, S & Keller, G. (2011) Business Statistics, Australia & New Zealand 5th Edition. CENGAGE Learning. www.cengage.com.au/selvanathan5e 2. Online resources: Blackboard and Aplia 3. Software: MS Excel with Data Analysis Plus add-in This Guide to Unit Learning Content and Assessment MUST be read in conjunction with the Business School Student Administration Manual for information about all processes (sydney.edu.au/business/currentstudents/student_information/student_administration_manual) and the Business School unit of study common policy and implementation information that apply to every unit of study offered by the Business School (http://sydney.edu.au/business/currentstudents/policy). In determining applications and appeals relating to these matters it will be assumed that every student has taken the time to familiarise themselves...
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...MARKETING COURSE Articles Books & Chapters Cases Course Modules Online Courses Simulations 2012 MATERIALS Harvard Business Publishing serves the finest learning institutions worldwide with a comprehensive catalog of case studies, journal articles, books, and eLearning programs, including online courses and simulations. In addition to material from Harvard Business School and Harvard Business Review, we also offer course material from these renowned institutions and publications: Babson College Business Enterprise Trust Business Expert Press Business Horizons Magazine California Management Review Darden School of Business Design Management Institute HEC Montréal Centre for Case Studies Ivey School of Business International Institute for Management Development (IMD) IESE Business School INSEAD John F. Kennedy School of Government Kellogg School of Management Perseus Books Princeton University Press Rotman Magazine Stanford Graduate School of Business Sloan Management Review Social Enterprise Knowledge Network Thunderbird School of Global Management Tsinghua University University of Hong Kong Customer service is available 8 am to 6 pm ET, Monday through Friday. Phone: 1-800-545-7685 (1-617-783-7600 outside the U.S. and Canada) Tech support is available 8 am to 8 pm ET, Monday through Thursday, 8 am to 7 pm ET Friday. Phone: 1-800-810-8858 (1-617-783-7700 outside the U.S...
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...GADGET According to Mabwa (2012), users have been known to be enslaved to these communication gadgets, that without them, their world collapses. Consider a teenager who constantly spends numerous hours on Facebook, or is constantly making phone calls. Eventually, his/her grades are compromised leading to poor performance in school. If the teenager receives no intervention, he/she will eventually enter the job market half-baked, compromising the quality of the labor market. Following that, the economy will be affected as production gets compromised. Kendrick (2013) emphasizes that drives mobile devices has improved a lot since those days, and especially in the last ten years. Mobile gadgets have gotten smaller, more powerful, and very useful. They are everywhere and play increasingly greater roles in the lives of most everyone. Availability of mobile devices is rapidly spreading throughout the world and making significant improvements in many lives.... 1.2RELATEDLITERATURE Many people do not know how, or even when computers were first made. Even before the first electronic computers were made, many people believe that computers started with the abacus, a simple counting device. The abacus is believed to have been built in Babylon in the fourth century B.C. The "First Generation" of computers started in the very late 1930's. These computers were grotesquely slow, colossal in size, created much heat, used hundreds of kilowatts of power, and were about as reliable as...
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...examines the logic and working of organizations. It also investigates how organizations develop and maintain competitive advantage within a changing business environment influenced by political, economic, social, technological, legal and environmental factors. The course content is organized around the four pillars of management viz. planning, organizing, leading and control for systematic understanding of management-related challenges and applying conceptual tools and techniques in analyzing, evaluating and addressing management issues. Course serves as the first course for management majors in the discipline of management. Course Learning Objective This course ensures that the student understand how managers mange business organization in the dynamic global environment organizations develop and maintain competitive advantage business decisions are made using various tools and techniques to remain competitive Course Materials The required text book for this course is: 1. Hill, Charles W.L. and McShane, Steven L., Principles of Management, New York, McGraw-Hill, 2008. Additional reference text book are: 1. Robbins, Fundamentals of...
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