...very “rough” because Telestar did not have any good man-hour standards, in the area of waste treatment, on which to base their manhour projections. Corporate management was willing to spend up to $400,000 of their funds in order to compensate the bid of $475,000. By February 15, 1999, costs were increasing to such a point where overrun would be occurring well ahead of schedule. Anticipated cots to completion were now $943,000. The project manager decided to stop all activities in certain functional departments, one of which was structural analysis. The manager of the structural analysis department strongly opposed the closing out of the work order prior to the testing of the first plant’s high-pressure pneumatic and electrical systems. Structures manager: “You are running a risk if you close out this work order. How will you know if the hardware can withstand the stresses that will be imposed during the test? After all, the test is scheduled for next month and I can probably finish the analysis by then.” Project manager: “I understand your concern, but I cannot risk a cost overrun. My boss...
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...Table of Contents Executive Summary 2 1 The Major Problems in the Case 3 1.1 Problem Analysis 3 1.2 Lack of Organisational Strategy 3 1.3 Poor Leadership 4 1.4 Lack of Learning 5 1.5 Lack of Systems 6 1.6 Poor Communication 6 2 Leadership at the Top and Functional Management Levels of the Organisation 7 3 Reichart’s Leadership and Managerial Abilities 10 3.1 There is no blame 11 3.2 A Shift of Mind 11 4 Recommendations Regarding Transformation and Change to Ensure Effective and Efficient Functioning of the Organisation 12 4.1 Managing Organisational Change 13 4.2 Apply Leadership 14 4.3 Design Effective Organisational Structure 16 4.4 Managing Resistance to Change 17 Bibliography 20 Executive Summary While analysing the case study of the Trophy Project the findings will show the major problems identified and to determine the root cause of the problems. The findings will show how the lack of leadership has resulted in poor or no organisational strategy. Through analysing the lack of behavioural, structural and operational strategy we see the effect it has on the overall organisation and its inadequacies’. It will show the importance of these strategies together with effective leadership and how executing the strategic goals in an integrative manner can lead transformational change, continuous improvement and the building of a learning organisation. The group identified the major problems within the Trophy case as the...
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...Case Analysis #1: Boldflash Group 3: Phillip Prince & Raven Summers Management 372-902 February 24, 2014 Cross-functional teams are vital in many businesses, because it increases productivity, enhances communication between departments, and leads to overall success in a company. Boldflash is a company that has fallen behind on this front, and is thus struggling to keep up with its competitors. Roger Cahill, the new vice president of the Mobile Division, is faced with the challenge of finding a way to restructure the departments in his division in order to increase productivity and improve the product development process. Cahill is a Scientist, not a Leader Due to the missed opportunity in the tablet market, Boldflash’s Mobile Division is far behind its competitors, and the employees exhibit low morale due to the company’s recent poor performance in product development. Cahill’s background includes many years as a scientist in the Research and Development department of Boldflash’s Waltham headquarters. Therefore, he possesses very deep analytical skills, but this alone will not solve his dilemma. Cahill has been under pressure from the CEO to make necessary changes to the Mobile Division’s infrastructure immediately. Since he can’t weigh his options properly, Cahill is quickly making the changes to his division based off of instinct, rather than using strategic planning to create a blueprint for the long-term future of the division. It’s clear from the context...
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...Carole Commodore BME 100 Problem Set 4 Stony Brook ID: 109371838 Question 1 A. (8 pts) Explain in a few sentences why structural and functional MRI images are often overlaid in fMRI studies, instead of just collecting functional images (just fMRI data). Be sure to include the major difference between the images created by these two methods. Structural and functional MRI image are often overlaid in fMRI studies instead of collecting just the functional MRI data because these overlaid diagrams provide a more comprehensive images of what is occurring in the body. The purpose of the structural images is to portray a static image of the organ, the tissue or the area. The functional fMRI images are a representation of an organ that specifically...
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...ounding A History of Anthropology: Chapter 3 – Four Founding Fathers Introduction: End 19th century: cultural globalisation, cultural imperialism, colonialism → evolutionist theories give a legitimation for ‘superior western culture’ Authoritarian, conformist, evolutionist Begin 20th century: Modernity/modernism: ambivalent view on truth, morality and progress More liberal and tolerant thought (cfr. 18th century - Enlightenment) WW I: 4 founding fathers [in what follows ‘4ff’] of anthropology: Franz BOAS (USA) Bronislaw MALINOWSKI (Britain) Alfred RADCLIFFE-BROWN (Britain) Marcel MAUSS (France) → caused modern, largely non-evolutionist revolution in respectively American, British and French anthropological thinking. German tradition remains: diffusionism → 4ff no shared programme, significant methodological & theoretical differences → evolutionism had failed, but evolutionists (Morgan, Tylor) established basic parameters of anthropological discipline Boas and historical particularism: • Influence from German diffusionism (critical to evolutionism) • Development of theory = sufficient empirical grounding → collect and systematize detailed data on particular cultures → theoretical generalisations (but with great care) • Four-field-approach: linguistics, physical anthropology, archaeology, cultural anthropology (↔ France, Britain: not specialized, but generalistic...
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...Table of Contents 1. Executive Summary 3 2. Major problems Experienced in the Trophy Project 4 2.1. Synopsis of the Trophy project case study problems 4 3. List of Problems 4 3.1. Operational 4 3.2. Behavioural 5 3.3. Structural 5 4. Leadership at Top Management and functional management levels of the Organisation 7 4.1. Initiation Structures 8 4.2. Dysfunctional roles of Functional Manager 8 4.3. Lack of Senior Management Support 8 4.4. Reactionary Management style 10 4.5. Implementation strategy 10 4.6. Lack of Customer Relationship Management (CRM) 11 4.7. Internal Processes perspectives 11 4.8. Lack of Innovation and Learning (Learning and Growth) Perspective 11 5. Reichart’s Leadership and Managerial Abilities 12 5.1. Planning 12 5.2. Organizing 12 5.3. Staffing 12 5.4. Leading 13 5.5. Controlling 13 5.6. Major Skills lacking in Reichart’s leadership 14 6. Recommendations 14 6.1. Implementing a Strategic Transformation and Change Management Programme 15 6.1.1. Strategic transformation planning 15 6.1.2. Creating a Climate for Change 17 6.1.3. Continuous Organisational Improvement 17 6.1.4. Risk Management 18 6.1.5. Control 18 6.1.6. Stage–Gate Model 18 6.1.7. Balanced Scorecard 19 7. Conclusion 19 8. References 20 9. Annexure 22 9.1. Planning, Control, organising, & leading 22 9.2. BS – PM Learning Organisation Value Chain Schematic 23 9.3. Kotter’s 8-Step Process for Leading Change 23 9.4. Strategic transformation process 24 9.5...
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...Negotiation Skills Lecture (1): Conflicts Management Dr. Ola Elgeuoshy For any organization to perform effectively, interdependent individuals and groups must establish working relationships across organizational boundaries, between individuals, and among groups. Such interdependence may foster either cooperation or conflict. CONFLICT Conflict: “involves incompatible behaviors; one person interfering, disrupting, or in some other way making another’s actions less effective.” Two Faces of Conflict: Competitive conflict • parties pursue directly opposite goals and mistrust and don’t believe each other. (Win-lose) Cooperative conflict • parties pursue cooperative goals and trust and rely on each other. (Win-win) Competitive Versus Cooperative Conflict Source (right figure): Reprinted from Learning to Manage Conflict: Getting People to Work Together Productively by Dean Tjosvold. Copyright © 1993 by Dean Tjosvold. First published by Lexington Books. All rights reserved. All correspondence should be sent to Lexington Books, 4720 Boston Way, Lanham, Md. 20706. Conflict Issues Conflict. • A disagreement between people on: • • Substantive issues regarding goals and tasks, allocation of resources, distribution of rewards, policies and procedures, and job assignments. Emotional issues arising from feelings of anger, distrust, dislike, fear, and resentment, as well as personality clashes. • Conflict that is well managed...
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...stereotyping and prejudice. * Man will exert great effort in competing with others. * Knowledge of S.S. may enable man to adapt to the social environment * Improvement of man’s standard of living * Effect economic development in a society. * Attainment of a harmonious and stable society. * Types of Stratification System * Caste System * Brahmins – private and scholars * Kastriya – warriors * Vaisya – merchants and farmers * Sudra – labourers and peasants * Estate System * Nobility * Clergy * Peasantry * Open Class System Theoretical Perspectives of Stratification * Theoretical Analysis Stratification * Structural- Functional Analysis *...
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...CHAPTER THREE FUNDAMENTALS OF ORGANIZATION STRUCTURE CHAPTER OVERVIEW This chapter introduces basic concepts of organization structure. Structure is defined, and the students focus on how structure can help organizations achieve their goals. An information processing perspective on structure explains how organizational linkages can provide needed information capacity. Strategies for grouping organizational activities into functional, divisional, matrix, horizontal, or hybrid structures are shown. Symptoms of misalignment are discussed. CHAPTER OUTLINE Managing by Design Before reading the chapter, students will give their opinions on the following statements: • A popular form of organizing is to have employees work on what they want in whatever department they choose so that motivation and enthusiasm stay high. • Committees and task forces whose members are from different departments are often worthless for getting things done. • Top managers are smart to maintain organizational control over the activities of key work units rather than contracting out some work unit tasks to other firms. Organization Structure Structure includes three key components pertaining to both vertical and horizontal aspects of organizing: designation of formal reporting relationships including number of levels in the hierarchy and span of control of managers and supervisors; grouping of individuals into departments and of departments into...
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...includes figures, tables and exhibits. Where modified by us, this has also been indicated. Name | Signature | ID Number | Dorothy van Heerden | | 7003230015080 | Delareze Joubert | | 7911030059084 | George Klopper | | 6510115056089 | Morne Grobler | | 8006265241082 | Salome Cilliers | | 8502170130089 | Tammy Pieterse | | 7811030086089 | Thabi Qaqane | | 7812220436084 | Andre Henn | | 7807285013083 | * Index Index 2 1 Executive Summary 3 2 Introduction 4 3 Problem Identification 5 3.1 SWOT Analysis of the Trophy Project 5 3.2 Problem Analysis 6 3.2.1 STRUCTURAL 6 3.2.2 Behavioural 7 3.2.3 Organisational 13 4 Recommendation 15 4.1 Organisational Effectiveness 15 4.2 The Balanced Score Card Approach 15 5 Conclusion 18 6 Bibliography 19 Executive Summary This document, by means of a thorough analysis of the case study, reveals that the Trophy Project is in a state of disorder. It identifies problematic behavioural structural and organisational issues within the company and discuses leadership problems that the company experiences throughout the execution of the trophy project. The company is experiencing problems with the Trophy Project mainly because of the methodology employed to carry out the project, followed by a problematic matrix structure. The lack of strategy, leadership and communication skills causes problems with synergy and cohesion within the company, which makes the task of monitoring and controlling the project...
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...Communicative approaches in favour of second language acquisition INTRODUCTION For ages, researchers have been developing their own methods, techniques and approaches in the field of learning English as a Second Language. Due to the fact that in the last decades communicative competence has emerged as a main goal; several theories have appeared. They have communication as an aim and are mainly learner centered. AIM The aim of this essay is to look at the concepts of communicative language teaching and task based language teaching. How are these concepts discussed by pedagogical researchers? Furthermore, the dissertation will analyze how communicative approaches are used in the example given where a chart is presented for the students to complete it, and later to serve as a basis for lively questions and discussions according to their level. The first questions ask us to justify the method used in this activity, whereas the second one gives us the opportunity to compare and find similarities or evidence of any other method. Finally, a view on how this activity promotes learners` second language acquisition will be presented. The task states “The use of charts was introduced in Chapter Four as means of providing comprehensive imput …( ) The construction of tables of information about the students can serve as a basis for interesting discussions …” . Then, the teacher creates a chart on the board so as to be completed with the weekly routines of some of the...
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...types of conflict that take place in organization. This study also discuss about various Strategies, Criteria, styles, Process of conflict. 1.5 Limitation: Conflict in organization is a vast matter. Conflict is different in different organization.Management is also different in different organization. But we consider general organization for conflict and their management. 1.6 METHODOLOGY OF THE STUDY This study is based on both primary and secondary data/ information. Primary data/ information was collected through face-to-face interview of management personnel of various organization and secondary data/ information was collected from published articles, magazines, different books, internet . Chapter two FINDINGS AND ANALYSIS OF THE STUDY 2.1 ORGANIZATION, CONFLICT & ORGANIZATION CONFLICT 2.1.1 ORGANIZATION An...
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...Analysis of the structure and culture of Thanda Forestry Company (TFC). 1. BUSINESS PROFILE OF THANDA FORESTRY COMPANY (TFC) TFC is a forestry parastatal which manages 175 000 hectors of State-owned commercial plantations. The Group consists of two main operating subsidiaries: Matanda Forests (“MF”) operating in South Africa’s 3 provinces (Limpopo, Mpumalanga and KwaZulu-Natal), and Florestais Mozambucus (“FM”) located in the Manica province of Mozambique. TFC was established in 1990 and has a total of 3000 employees with three main offices, two in South Africa and one in Mozambique. 2. EXECUTIVE SUMMARY I conducted the analysis of TFC’s internal and external environments and factors affecting its business for the Chief Executive officer of TFC. I reflected on gaps in its organisational design and culture and recommendations. TFC employees have not adopted a corporate culture of “growth through partnerships” as shaped by its new vision, mission and co-values. Its organisational structures are designed with an internal focus. The current economic meltdown has not made things easy for TFC, it has lost 50% of its long-term customers, sales volumes and revenue has dropped significantly. A need exist for TFC to implement change if they wish to survive in the next five year. The OECD report reflects undue political interference on SOE’s that distract them from achieving agreed objectives (OECD, 2005). TFC should consider trading as a private entity if it is to survive...
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...competitors gained by offering consumers greater value, either by means of lower prices or by providing greater benefits and service that justifies higher prices. Sources of competitive advantage: 1.Structural Perspective “Higher profits result from better positioning” –Rivalry restraint, structural barriers to competition. 2.Resource/Capability Perspective “Higher profits result from unique resources and superior capability” –Resource/competence-based competition, rare, valuable, inimitable, non-substitutable .3.Information Perspective “Higher profits result from superior information”–Information asymmetry, adverse selection, moral hazard 4.Commitment Perspective “Higher profits result from specificity and timing” –Asset-specificity (correct governance), first mover advantage (correct strategy) 5.Connectivity Perspective “Higher profits result from network structure and corporate ties between businesses”–Alliances, dense network, structural holes Strategic Management Process •Strategic Analysis–Goals and objectives, external environment, internal environment, intellectual capital •Strategic Formulation–Business-level strategy, corporate-level strategy, international strategy, new economy •Strategic Formulation–Strategic control, corporate governance, organizational design Chapter 2 SWOT Analysis: •Strength •Weaknesses •Opportunities •Threats Porter’s Five Forces Model of Industry Competition: 1.Threat of new entrants: –Profits of established firms in the industry may be eroded...
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...SAINT MARRY SCHOOL OF GRADUATES Department of project management TABLE OF CONTENTS PAGES 1. INTRODUCTION 1 2. AS-IS ANALYSIS OF THE PROJECT 1 3. SWOT ANALYSIS 3 4. EVALUATION OF BLUE SPIDER PROJECT MANAGEMENT 7 4.1. BLUE SPIDER PROJECT 7 4.1.1. Project with strategic emphasis 7 4.1.2. Project management without strategic emphasis 9 4.1.3. Approach of blue spider project 10 4.2. PC AS POO 13 4.2.1. Concept of POO 13 4.2.2. Processes of the Project-Oriented Organization (POO) 15 4.2.3. What Parks Corporation (PC) should do to become a modern POO? 17 5. CONCLUSION AND RECOMMENDATION 20 5.1. CONCLUSION 20 5.2. RECOMMENDATION 23 6. REFERENCE 27 1. INTRODUCTION Project Management deals with the planning, organizing, directing and controlling of company resources for short-term objective which is established to complete specific goals and objectives. It is cross functional teams that are assembled to achieve a specific purpose are the bases of project management. Projects are accomplished usually in specific time and within limited budget. The aim of projects is to produce deliverables. These deliverables which are measurable, tangible outputs come either at the completion or end of life-cycle phase of the project. A person who is assigned as the project manager may very well be assigned based upon the size, nature and scope of...
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