...looking to revise their current vision and mission, as well as restructure their new program development and customer service divisions. II. Mission and Vision Statement Prior to being able to establish a new structure for the company, vision and mission statements are needed to establish a foundation for direction. “It is important to get employees on board with the decision making process. This can be articulated through the mission and vision statement…” (Hawthorne, n.d.). New Mission Statement: Providing the most innovative and up to date around the clock cyber security, and satisfactorily customer service to our clients New Vision Statement: Pioneering cyber security services and protection by adapting to daily cyber environmental changes and technology With the revised vision and mission statement, Cyber Security Inc. has a new foundation set to assist in a proper path when planning. There are three main planning functions that must be considered when setting a direction for the organization, strategic, tactical, and operational. Strategy planning is the long term results of the company, but tactical planning divides out the steps to accomplish or reach that long term goal. (Boundless, n.d.). Mr. Jackson can now establish long term and medium term goals and plans based off the newly revised vision statement. With the new course of action in place he must now establish a proper management system to ensure the...
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...Outputs Tools and Techniques Project Statement of Work Business Case Project Charter Experts Judgment Project Management Plan Experts Judgment Project Management Plan Approved Change Requests Deliverables Work Performance Information Experts Judgment Project Management Information System Enterprise Environmental Factors Change Requests Organizational Process Assets Project Management Plan Updates Contracts Enterprise Environmental Factors Organizational Process Assets Develop Project Management Plan Project Charter Outputs From Planning Processes Enterprise Environmental Factors Organizational Process Assets Direct and Manage Project Execution Project Document Updates Project Management Plan Performance Reports Change Requests Project Management Plan Updates Enterprise Environmental Factors Monitor and Control Project Work Experts Judgment Project Document Updates Organizational Process Assets Project Management Plan Work Performance Information Change Requests Status Updates Project Management Plan Updates Change Requests Perform Integrated Change Control Experts Judgment Change Control Meetings Project Document Updates Enterprise Environmental Factors Organizational Process Assets Close Project or Phase Project Management Plan Final Product, Service, or Result Transition Accepted Deliverables Organizational Process Assets Updates...
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...authorizes a project or phase. Documenting initial requirements that satisfy stakeholder's needs and expectations. Finalizing all activities across all Process Groups to formally complete the project or phase Project Management Plan Accepted Deliverables Organizational Process Assets Expert Judgment Tool & Techniques Outputs Inputs Inputs Project Statement of Work Business Case Contract (when applicable) Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.6 Close Project or Phase Closing Process Group 4.1 Develop Project Charter Initiating Process Group Final Product, Service, or Result Transition Organizational Process Assets Updates Project Charter Reviewing all change requests, approving, and managing changes to deliverables, org process assets, documents, and the PM Plan Project Management Plan Work Performance Information Change Requests Enterprise Environmental Factors Organizational Process Assets Expert Judgment Change Control Meetings Tool & Techniques Inputs Documenting actions necessary to define, prepare, integrate, and coordinate all other plans Project Charter Inputs Outputs from Planning Processes Enterprise Environmental Factors Organizational Process Assets Tool & Techniques Outputs Expert Judgment 4.5 Perform Integrated Change Control Monitoring & Controlling Process Group 4.2 Develop Project Management Plan Change Request Status Updates Project Management Plan Updates Project Document...
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...Nursing Mission and Philosophy Chrys Chacha Writer In organization and profession, organizational theories are necessary and their contribution to the social systems in such fields. They help in realizing the mission, vision values and determine the direction of an organization. To realize this, the organizational design and structure is necessary to ease the follow of work. Application of centralized or decentralized structures depends on which works best to achieve organizational goals. It is also necessary to access the benefits and risks associated with shared governance in the nursing field. Modern theories of organization shows adoption of several changes in the nursing field, they point out on the need for interactions between employees and other structures to realize the objectives of the organization. The theories stress on the need for integrating individuals interests with those of the organization to realize good results. These theories serve as social systems in organizational structure. They aim at improving interdependence, correlation amongst employees to help in process linkages. The structures developed under the modern organizational theories also aim at achieving the goals and objectives of an organization through addressing several management systems (Oliver, 2007). The modern theories use the socio-technical approach to make the organization effective. This approach aims at ensuring the employees in the nursing sector are equipped with the necessary...
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...Instructor’s Manual to Accompany Organizational Behavior 5/e emerging knowledge and practice for the real world by Steven L. McShane and Mary Ann von Glinow Chapter 1 Introduction to the Field of Organizational Behavior Prepared by: Steven L. McShane, University of Western Australia This Instructor’s Manual 1ile is part of the Instructor’s Resource CDROM for Organizational Behavior: Emerging Knowledge and Practice for the Real World, 5th edition 10‐digit ISBN: 0073364347 13‐digit ISBN: 9780073364346 Published by McGraw‐Hill/Irwin, a business unit of The McGraw‐Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2010, 2008, 2005, 2003, 2000 by The McGraw‐Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw‐Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. McGraw-Hill Irwin Chapter 1: Introduction to the Field of Organizational Behavior 1 Introduction to the Field of Organizational Behavior LEARNING OBJECTIVES After reading this chapter, students should be able to: 1. De1ine organizational behavior and organizations, and discuss the importance of this 1ield ...
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...feedback 5. Effects of Goal Setting, Training, and Feedback on Safe Behavior in a Bread Factory 6. Maintaining Flexibility * Options-based planning – keep options open by making, small simultaneous investments in many alternative plans. * Slack resources – a cushion of resources, like extra time or money, that can be used to address and adapt to unanticipated changes. Example: Top managers- Bride/ Groom Starting at the Top: * Strategic plans – make clear how the company will serve customers and position itself against competitors in the next 2 to 5 years * Purpose statement – a statement of a company’s purpose or reason for existing * Strategic objective – a more specific goal that unifies company-wide efforts, stretches and challenges the organization, and possess a finish line and a time frame. Purpose Statement or Mission: * Review Mission Statements * Short/Long * Provide Company purpose in words to set stage for culture,...
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...Organizational Behavior Terminology and Concepts Organizations today are diverse in areas such as culture, learning abilities, and ways of communication. Understanding how different behaviors in an organization affect the growth of that company can determine if a company succeeds or fails. How these behaviors are studied take the full support of the organization’s management team and individuals. Organizational behavior is defined as the study of individuals and groups in organizations (Schermerhorn, Hunt, & Osborn, 2003a, p. 2). This process is not something that is read about and implemented immediately. Studying individual behaviors and how they react in group settings involves monitoring and gathering data over a specified time frame. Any information collected should be used to improve the overall relationships between managers and subordinates. As a manager, the responsibility of knowing and understanding employees that work for you entails constant interaction on a day-to-day basis. This interaction can be one-onone or in groups. The more a manager can relate to the needs of his or her employees, the less reluctant the employees will be toward changes or ideas from the manager. Organizational behavior is not only the act of studying individuals but also understanding oneself. In order to interact and establish a relationship with employees, a manager must first understand how her or she would react in the same situation or environment. Consider the characteristics...
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...Project characteristics Projects make up almost half of the work that most organizations do. Organizations use projects to help meet their strategic goals. In terms of strategic goals, projects may help an organization meet changes in market demands, customer requests, or organizational requirements. They may also help an organization make the most of technological advances or meet legal requirements. Select each strategic goal for examples. ------------------------------------------------- Market demands ------------------------------------------------- The goal of a project may be to respond to increases or decreases in market demands. For example, car manufacturers research and design fuel-efficient cars to meet market demands for greener products. ------------------------------------------------- Customer requests ------------------------------------------------- Projects may help organizations satisfy customer requests. A call center may use a project to upgrade its computer systems based on requests for faster response times. ------------------------------------------------- Organizational requirements ------------------------------------------------- Projects can help meet changes in organizational requirements. So a company may renovate an old office building to create a new office space for its expanding workforce. ------------------------------------------------- Technological advances ------------------------------------------------- Projects may be initiated...
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...challenges including motivating and rewarding employees; communicating and making effective decisions; evaluating group and team behavior; assessing their organizational structure and determining its effectiveness, assessing its leadership and determining its effectiveness; and evaluating alternative methods to managing change in the newly designed organization. Successful managers must learn the importance of creating functional and effective structures, processes, and understanding and managing the human side of the organization as this will enable people to effectively work together to achieve agreed upon goals. Therefore, this integrated term-long case is designed to give you an opportunity to design an effective organization. After reading and responding to the case questions, students should be able to: * Assess an organization’s mission statement and tie said mission to the organization’s goals. * Evaluate an organization’s culture and suggest a culture that promotes creativity. * Identify the factors responsible for creating and transmitting organizational culture and for getting it to change. * Identify and suggest effective techniques for motivating employees. * Suggest and describe some of the steps needed to manage diversity in the workforce and their effectiveness. * Explain the basic characteristics of organizational structure (i.e. hierarchy of authority, division of labor, span of control, line versus staff, and decentralization). ...
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...IN THE 21st CENTURY” Braşov, December 02-03, 2011 ORGANIZATIONAL CULTURE LTC. Tirtan Catalin Army Academy “Nicolae Bălcescu”/ Sibiu/ Romania Abstract: This article examines the existing literature on relationships between an organization and its culture, processes and approaches, individual efforts of those involved from leaders to employee. The paper further argues that certain organizational cultural attributes contribute to the shaping of future courses of action, failure or not in achieving change, and considerate the goals and strategies of the business. Next, this article focuses on vision, values, and mission as core descriptive of an organization and the climate required for successful achievement of the mission statement and vision statement. Basically, organizational culture is the personality of the organization, and will drive the employee’s efficiency and company performance levels. Culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors, and leadership. Keywords: Organizational, vision, mission, culture, performance, culture of forgiveness, and leadership 1. Introduction Organizational culture can be described as “the personality of an organization”, or simply as “how things are done around here”. It shows how employees think, act, and feel. Organization culture is a key aspect to the organization's success or failure. Organizational culture “shapes the way people act and interact and...
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...Project Management, 2e (Pinto) Chapter 2 The Organizational Context: Strategy, Structure, and Culture 2.1 True/False 1) The same project managed in the same fashion may succeed in one organization but fail in another. Answer: TRUE Diff: 2 Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 2) Most companies are well suited to allow for successful completion of projects in conjunction with other on-going corporate activities. Answer: FALSE Diff: 1 Section: 2.0 Introduction Skill: Factual AACSB Tag: Reflective 3) Developing vision and mission statements is an important tactical step in project management. Answer: FALSE Diff: 2 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 4) One element of strategic management is cross-functional decision-making. Answer: FALSE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 5) Strategy, goals, and programs support the organizational mission. Answer: TRUE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 6) Stakeholder analysis looks at a project's customers and determines whether their needs are being met. Answer: FALSE Diff: 2 Section: 2.2 Stakeholder Management Skill: Definition AACSB Tag: Reflective 7) Suppliers and competitors are possible intervenor groups in a project. Answer: TRUE Diff: 1 Section: 2.2...
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...in a city water distribution department were put into teams and encouraged to find ways to improve efficiency. The teams boldly crossed departmental boundaries and areas of management discretion in search of problems. Employees working in other parts of the city began to complain about these intrusions. Furthermore, when some team ideas were implemented, managers discovered that a dollar saved in the water distribution unit may have cost the organization two dollars in higher costs elsewhere. Use the open systems perspective to explain what happened there. 6. A common refrain among executives is “People are our most important asset.” Relate this statement to any two of the four perspective of organizational effectiveness presented in this chapter. Does this statement apply better to some perspective than to others? Why or why not? CASE STUDY 1.1 1. What perspective(s) of organizational effectiveness best describe(s) the application of lean management practice? Describe how specific elements of that perspective relate to the interventions described in this case study. * Sunderland Royal Hospital used open systems perspective and organizational learning that will describe the application of lean management practices. Open systems perspective because they used an external source and developed a new knowledge from Nissan factory in improving an efficient and service quality of the Sunderland Royal Company. Organizational learning was used because of the acquired or developed...
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...Assignment in Organizational Behavior #1 Critical Thinking Questions 1. A friend suggests that organizational behavior courses are useful to people who will enter management careers. Discuss the accuracy of your friend’s statement. 2. It is said that the CEO and other corporation’ leaders are keepers of the organization’s memory. Please discuss this. 3. A common refrain among executives is “People are our most important asset.” Relate this statement to any two of the four perspectives of organizational effectiveness presented in this chapter. Does this statement apply better to some perspectives than others? Why or why not? Case Study of Pixar Magic One of Robert Iger’s first first task as Walt Disney Co.’s new CEO was to acquire Pixar Animation Studios and put its leader, Ed Camull and John Lassiter, in charge of Disney’s own animation unit, Walt Disney Animation Studios. The studio that brought us Mickey Mouse and the Lion King had become moribund over the past decade, eclipsed by Pixar’s award-winning productions. Disney already had lucrative distribution rights to Pixar’s first five films, including any sequels, but Iger wanted something much more valuable: He wanted the practices that have made Pixar a powerhouse film maker, from Toy Story to Up. Pixar’s success is founded on the notion that companies depend on the quality of their employees and how well they collaborate with one another. “From the very beginning, we recognized we had to get the best people, technically...
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...Conceptualizing and Initializing the IT Project Chapter 2 2-2 Copyright 2012 John Wiley & Sons, Inc. Strategic Planning Process and Project Alignment Strategic Analysis Guiding Principles Vision Mission Statement Strategic Objectives Flow-down Objectives Strategic Analysis Analysis of internal and external environments SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats) Elements within the project team’s control What strengths and weaknesses the organization possesses in itself Elements over which the project team has little/no control What opportunities and threats are posed by competitors, suppliers, customers, regulatory agencies, technologies Guiding Principles The vision describes the organization of the future “vivid description of a preferred future” Require extra effort to be achieved Often multiyear goals that end in suggesting the need for a new vision The mission statement provides a mechanism for achieving the vision “organization’s core purpose, core values”, beliefs, culture, primary business, primary customers Mission Statement Considerations Purpose – communicates why an organization exists Beliefs – what the leaders of an organization stand for Core values – how decisions will be made and how people will be treated Culture – how members should act Primary business areas – what business the organization engages in Primary customers...
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...modification of behavior through learning occurs as a result of education, instruction, development and planned experience. 2. What are the organizational vision, mission, and strategic goals? 2.1 Vision Aspirational description of what an organization would like to achieve or accomplish in the mid-term or long-term future. It is intended to serves as a clear guide for choosing current and future courses of action. See also mission statement. 2.2Mission A mission statement is a formal, short, written statement of the purpose of a company or organization. The mission statement should guide the actions of the organization, spell out its overall goal, provide a sense of direction, and guide decision-making. It provides "the framework or context within which the company's strategies are formulated. The vision and the mission are powerful statements that help drive an organization forward. They are often confused with one another, and some organizations even use them interchangeably. In simplest terms, the mission is why you exist, and vision is what you want to be. 2.3 Strategic goals Strategic goals are statements of what you wish to achieve over the period of the strategic plan (e.g. over the next year, five years, ten years.) They reflect the analysis you do that starts with creating a vision, a role statement and a mission statement, and then your analysis of your environment, strengths, weaknesses, opportunities and threats....
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