...strategy that gives priority to innovation as a competitive advantage offered. This company believes that innovation to be the cornerstone of 3M’s future success. Current management has continued to embrace and expand these policies and philosophies. That is why researchers interested in evaluating policies and 3 M that philosophy is based on the innovation in the implementation of the strategy of differentiation 2. Motivation Motivation researchers conducted a study of control for differentiated strategies in Minnesota Mining & Manufacturing Corporation (3M) because the researchers wanted to know more about the factors that influenced the design of the system and also the policies and philosophy rooted in the innovations made by 3M Corporation. By studying and examining the existing policy and philosophy that is rooted in innovation from the company, researchers can get a clearer picture of how to do a proper evaluation and what steps should be taken when problems arise in the future. 3. Research Question Evaluate the policies and philosophies of 3M from the standpoint of helping the company implement its strategy, rooted in innovation. 4. The Aim/Objectivity To provide evaluation policies and philosophies used by the 3M Corporation in implementing the strategy of differentiation that is rooted...
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...could be summed up by one question, “What does it take to win” (Welch Pg.3). Welch believes when companies win, everybody wins and the world is a better place. In his book, Winning, Welch attempts to answer the question of what it takes to win. He uses his experience at General Electric, the experiences of close friends and other corporate examples to provide a detailed roadmap for creating the foundation and corporate culture required to obtain a competitive advantage and win. Welch outlines and details three central pillars to his winning formula: strong management philosophy, effective management, and a focus on competitive advantage. This review will discuss each of these three pillars and their key elements. Welch’s first pillar to winning is management philosophy. A company’s management philosophy forms the foundation of the company and is based on four principles: strong mission and resolute values, candor, voice and dignity and differentiation. The management philosophy and four principles are critical to the goal of winning as they are a recurring theme throughout the other two pillars. According to Welch, in order for a company to determine where it can profitably compete within an industry it needs a strong mission and resolute values. In defining a company’s mission and values, Welch cautions against often used generic mission statements and values that attempt to appease the masses. Instead, he asserts that the mission should answer the question “How do we...
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...Servant Leadership: A Philosophy and Set of Practices Lori Kleeberg BSN, RN CMSRN Pfeiffer University Abstract Servant leadership is a distinct leadership concept and needs further studying. It is a unique leadership philosophy that places the followers as the top priority. The attitudes, dimensions, characteristics, and virtues of a servant leader in the discussed publications all have shared themes. Self-interest of the servant leader is not important and does not motivate this type of leader. The motivation of the servant leader focuses on the needs of others. Honesty and integrity are held in high regard with this leadership style. Communication and listening are key components in engaging those they serve. Teaching, delegation, and guiding are the method in which the servant leader develops and empowers their followers. Servant leadership is a concept that must be adopted by the organization as a whole to have the intended impact. Servant Leadership: A Philosophy and Set of Leadership Practices Servant leadership is both a modern leadership philosophy and a set of leadership practices. The term servant leadership was created by Greenleaf in "The Servant as Leader” in 1970. In Greenleaf’s publication, he defined servant leadership as “The servant-leader is servant first” (Greenleaf, 2002, p. 29). This type of leader has a natural desire to serve and aspire their followers to lead. (Greenleaf, 2002). This philosophy has gained much attention over...
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...UNIVERSITY OF NIGERIA ii EDU 604 HISTORY OF EDUCATION IN NIGERIA National Open University of Nigeria Headquarters 14/16 Ahmadu Bello Way Victoria Island Lagos Abuja Annex 245 Samuel Adesujo Ademulegun Street Central Business District Opposite Arewa Suites Abuja e-mail: centralinfo@nou.edu.ng URL: www.nou.edu.ng National Open University of Nigeria 2006 First Printed 2006 ISBN: 978-058-134-0 All Rights Reserved Printed by …………….. For National Open University of Nigeria iii EDU 604 HISTORY OF EDUCATION IN NIGERIA Contents Page Introduction ……………………………………………. 1 Course Aims ………………………………………………... 2 Course Objectives ………………………………………….. 2 Working through this Course ………………………………. 2 Course Materials …………………………………………… 3 Study Unit …………………………………………………. 3 Assessment …………………………………………………. 4 End of Course Examination ………………………………... 4 Summary ………………………………………………….. 4-5 Introduction To appreciate the current educational development and plan better for the future requires studying of the past. History of education anchors this relevance in our tertiary institutions (Teacher Education Programmes). iv EDU 604 HISTORY OF EDUCATION IN NIGERIA Since education is a cultural activity of the people, it means that every cultural system has its own education process. The yardstick for measuring quality and standard varies from...
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...important dimension of social science which has been placed to analyze the problems of social science description and its relationships. Philosophy of social science deals with the generalized meaning of the thing & centered on the sharing of experience about the social world in which people’s perspective differs from one another. The various approaches analyze the social research on the basis of three grounds: Thematic analysis, meta-narratives and mini-narratives and lastly, cause-effect analysis. The changing pattern of the philosophical foundations continuously enriches itself with new dimensions and views about social world. Approaches of philosophy of science in social research There are certain approaches of philosophy of science in social research- * Realism * Empiricism * Positivism * Post positivism * Idealism * Rationalism * Functionalism * Structuralism * Utilitarianism * Instrumentalism * Feminism * Materialism * Skepticism * Nomothetic and Ideographic * Solipsism * Atomism * Holism * Perspectivism * Relativism These are described below- * Realism: Realism is a perspective of social research which represents itself as a dominant indicator on International politics. Context makes the situation. * Ontology: Social reality is stratified into three domains: * the empirical observations are made up of experiences and events through observations; * the real events whether...
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...ENVIRONMENTAL CHARACTERISTICS AND STAFF RATINGS OF NEWER AND OLDER SPECIAL CARE UNITS FOR DEMENTIA IN BRITISH COLUMBIA by Annie Murray B.A. St. Thomas University 1998 A PROJECT SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ARTS IN THE GERONTOLOGY PROGRAM Annie Murray 2001 SIMON FRASER UNIVERSITY JUNE 2001 All rights reserved. This work may not be Reproduced in whole or in part, by photocopy Or other means, without the permission of the author. ii APPROVAL Name: Degree: Title of Project: Annie Murray Master of Arts Environmental characteristics and staff ratings of newer and older special care units for dementia in British Columbia Examining Committee: Chair: Dr. Barbara Mitchell _______________________________________________ Dr. Gloria Gutman, Senior Supervisor _______________________________________________ Dr. Kate Oakley, Supervisor _______________________________________________ Dr. Robert Horsfall, External Examiner Date Approved: _______________________________________________ iii Abstract Due to the greater availability of community resources as well as changes in admission policies, seniors are entering care facilities at an older average age and with higher levels of health needs than was the case twenty years ago. The number of dementia cases has also increased dramatically as well as Special Care Units (SCUs) to house persons with dementia. The purpose of this study was twofold. First it described the physical...
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...Unit 1 Strategy Unit 1 Strategy Bailey Nelson MT460 Bailey Nelson MT460 A business strategy means the company is set out to achieve its desired objectives. It can simply be described as a long-term business planning. Typically a business strategy will cover a period of about 3-5 years but can sometimes even be longer. Strategic management is a three-tier process involving corporate, business, and functional-level planners, and support personnel. At each progressively lower level, strategic activities were shown to be more specific, narrow, short term, and action oriented, with lower risks but fewer opportunities for dramatic impact. Having a business strategy is very important for a business to run smoothly. As a company, management needs to know what direction they want to go in and then have a plan on how they are going to get there. (http://businesscasestudies.co.uk/business-theory/strategy/business-strategy.html) Long-term objectives are “the results that an organization seeks over a multiyear period. Such objectives typically involve some or all of the following areas: profitability, return on investment, competitive position, technological leadership, productivity, employee relations, public responsibility, and employee development.” This is very important for a business to have so that they know what direction they need to go in when making decisions. Having an objective can give the company an idea on what the need to invest in at each point in time along...
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...BUS307- Operations Management & Quantitative Techniques Ashford University Student: Tyrone A. Neal Instructor: Judith Ray Date: 6/3/2012 Introduction Case 15 is titled The Realco Breadmaster while case 16 is titled A Bumpy Road for Toyota. According to case 15, Johnny Chang, the owner of Realco Company developed a new bread maker which became a big success across the U. S because of its competitive features and pricing. The major issue revolving around the case is that the product lacked formal planning. According to case 15, the issue revolves around the fact that Toyota Company has a highly ambitious growth agenda that seems to strain the technical and human resources as well as undercutting quality. Other additional issues include language barriers and lack of time, which have resulted to production problems. An examination of the two cases and responses to specific questions will be presented. Case 15: The Realco Breadmaster 1. Develop a master production schedule for the breadmaker. What do the projected ending inventory and available-to-promise numbers look like? Has Realco “overpromised”? In your view, should Realco update either the forecast or the production numbers? A master production schedule for the bread-maker will be presented below. Demand Management Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Weekly demand for bread-maker 20,000 20,000 20,000 20,000 20,000 20,000 20,000 20,000 Working days in a week 6 6 6 6 6 6...
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..."Toyota Way" and are listed below: 1. Base your management decisions on long term philosophies, even at the expense of short term goals 2. Create continuous process flow to bring problems to the surface 3. Use pull systems to avoid over production 4. Level out the workload 5. Build in a method to stop and fix problems when they are discovered, this ensures quality the first time 6. Standardized tasks provide the foundation for continuous improvement and employee empowerment 7. Use visual control so no problems are hidden 8. Use only reliable, thoroughly tested technology that serves you people and processes 9. Grow leaders who thoroughly understand the work, live the philosophy and can and do teach it to others 10. Develop exceptional people and teams who follow your company's philosophy 11. Respect your extended network of partners and suppliers by challenging them and helping them improve 12. Go and see for yourself so that you completely understand the situation 13. Make decisions slowly by consensus, thoroughly consider all options; implement decisions rapidly 14. Become a learning organization through relentless self examination and continuous improvement THREE ASPECTS OF STRATEGY FORMULATION The following three aspects or levels of strategy formulation, each with a different focus, need to be dealt with in the formulation phase of strategic management. The three sets of recommendations must be internally consistent and fit together in a mutually...
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...Nurse Manager Philosophy October 11, 2013 Nurse Manager Philosophy Being a nurse manager is a hard job that requires a dedicated individual. I have been a RN for three years, which I have been employed on the same unit for that time. During the past three years I have grown as a nurse. I have taken more responsibility and learned a lot about nursing and patient care. Also, I have been trained as relief charge, which is a good opportunity for me to grow and gain more experience. Because I have become relief charge my co-workers are more open to ask me questions and they trust me more as well. Being charge nurse allows me to work more with the nurse manager and learn how to deal with issues that occur on a daily basis. This is just a taste of what the manger has to do. * Personal Attributes I am a caring and compassionate, and the most important thing to me is proving excellent patient care. Patients and families are the reason that nurses have jobs and they are the reason why I can go home a feel accomplished with what I have done. * Leader and Manager Traits I believe that communication is key to being a good manger and leader. I feel like I am able to communicate with my coworker and listen, which would help me if I ever wanted to be a leader on the unit. * Leadership Style I believe shared leadership would best describe how I would lead a nursing unit (Sullivan, 2009). I feel like employees are best to respond to change when they have an...
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...extent qualitative and is primarily based on interviews and analysis of current management control tools. The analytical strategy includes pattern matching, explanation building and cross-case synthesis. Theoretical Perspectives: The main text editions included are Anthony and Govindarajan (2003 & 2007), Lindvall (2001), Merchant and Van der Stede (2007) and Samuelsson (2004). Furthermore, the use of management control systems in the hospitality industry is examined using literature such as Harris (1995), as well as other articles. Empirical Foundation: There are four units of analysis included in this study: (1) BrewPub København; (2) Färs & Frosta Sparbank Arena; (3) Kulturmejeriet and; (4) Scandic Hotels. This organization is divided into three subunits; Scandic Kramer, Scandic Malmö City and Scandic Star Lund. Each organization is described in terms of background, situational factors, strategy & management philosophy, organizational...
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...CHAPTER 1 INTRODUCTION 1.1 Company Profile PT Telkom Indonesia Tbk (Persero), or referred to as "Telkom", is the largest telecommunications services company in Indonesia. Formerly, Telkom known as Perumtel which then transformed into a limited liability company since November 1991. Telkom is a state-owned enterprise that operates in the telecommunications and network services sector in Indonesia. Given its status as a state-owned enterprise whose shares are traded on the stock market, the Government of the Republic of Indonesia is the Company’s majority shareholder about 52,6%, while the remainder of the Company’s common stock is owned by the public about 47,4. Telkom’s shares are traded on the Indonesia Stock Exchange (IDX), the New York Stock Exchange (NYSE), the London Stock Exchange (LSE) and publicly offered without listing in (POWL) in Japan. To run the business portfolio, based on the Board of Executive, Telkom classify subsidiaries into four groups, they are; cellular business led by Telkomsel, international business led by Telin, multimedia business led by Telkom Metra, and infrastructure business led by Telkom Infra. Telkomsel PT. Telekomunikasi Selular, abbreviated as Telkomsel, was established in 1995, manifesting the spirit of innovation to develop Indonesian telecommunications into a successful leader. To achieve this vision, Telkomsel continue accelerating its expansion of telecommunications network throughout Indonesia by simultaneously empowering the...
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...MODULE IN ED 740-CURRICULUM DESIGN AND DEVELOPMENT BY FIRMA CACCAM VIRAY, Ph. D. Professor And ESTRELITA TOLENTINO GAMIT, Ph.D. Asso. Professor OPEN UNIVERSITY CENTRAL LUZON STATE UNIVERSITY SCIENCE CITY OF MUNOZ, NUEVA ECIJA PHILIPPINES INTRODUCTION The excellence in the program in any institution reflects the quality of program planning and development. Education is no exception: the quality of individual school programs varies quite directly with the quality of program planning. The programs of individual schools, classrooms and of individual students usually mirror distinctly the nature and extent of the planning and development of these programs by teacher and students (Saylor and Alexander, 1966). Curriculum development is a complex undertaking. Its complexity and difficulty are perhaps heightened by the usual absence of a set of clear ideas or models and planning and the how and theory of curriculum planning and development (Beauchamp, 1961). ASSUMPTIONS OF CURRICULUM PLANNING (Saylor and Alexander, 1966) 1. Quality in educational program has priority in educational goals. 2. The curriculum itself must be dynamic and ever changing as new developments and needs in our society arise. 3. The process of curriculum planning must be continuous, not limited and must be dynamic. 4. No master curriculum plans will serve all schools. 5. Many individuals participate in curriculum planning. 6. Procedures of curriculum planning...
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...experiences, there is little to change in the way to manage the organization. Ready-made solutions are implemented to solve problems. Innovation only occurs if the problem the organization is facing was not included in the past. One common example of this lens are restaurants. In restaurants, managers were trained to follow a certain protocol when addressing customer complaints. These protocols were based on past experiences by the previous managers of the restaurant. 2.) The culture of organization consists of four aspects: values, beliefs, behaviors, and assumptions. The values of an organization is its basic identity which is stated by its mission and vision. The company’s beliefs are more specific and are found in forms of company philosophy or policies. A company’s behavior is the routine on how the company does its day to day operations and activities. Lastly, a company’s assumptions is the...
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...regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. 1. REPORT DATE 2. REPORT TYPE 3. DATES COVERED 2004 4. TITLE AND SUBTITLE N/A 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER The Lean Enterprise-A Management Philosophy at Lockheed Martin 6. AUTHOR(S) 5d. PROJECT NUMBER 5e. TASK NUMBER 5f. WORK UNIT NUMBER 7. PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) Office of the Under Secretary of Defense for Acquisition Technology & Logistics 9820 Belvoir Road Fort Belvoir, VA 22060-5565 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 8. PERFORMING ORGANIZATION REPORT NUMBER 10. SPONSOR/MONITOR’S ACRONYM(S) 11. SPONSOR/MONITOR’S REPORT NUMBER(S) 12. DISTRIBUTION/AVAILABILITY STATEMENT Approved for public release, distribution unlimited 13. SUPPLEMENTARY NOTES 14. ABSTRACT 15. SUBJECT TERMS 16. SECURITY CLASSIFICATION OF: a. REPORT b. ABSTRACT c. THIS PAGE 17. LIMITATION OF ABSTRACT 18. NUMBER OF PAGES 19a. NAME OF...
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