...Moments of Truth Mocha – Coffees and Conversations Submitted by – Group 5 Table of Contents About Moments of Truth 3 About Mocha 5 Moments of Truth 6 Decisions as a CEO 9 Moments of Truth Customer Moment of Truth (MOT) can be defined as “In customer service, instance of contact or interaction between a customer and a firm (through a product, sales force, or visit) that gives the customer an opportunity to form (or change) an impression about the firm. Managing reputations and managing problems are especially important for service organizations. Services sell intangibles, through expectations and promises of what is to come. A critical moment, which forms or destroys the relationship with customers, is a “moment of truth” for service organizations; this is the point where the customer and organization come together. In recent years, mature companies with far-flung networks of frontline sales staff—banks, retailers, airlines, and incumbent telecom providers, for example—have devoted a great deal of money and effort to retaining their current customers. As many academic studies have noted, the costs of doing so tend to be much lower than those of acquiring new ones. The success of this strategy ultimately depends on expanding the breadth and depth of customer relationships and on translating the resulting loyalty into higher sales of goods and services, as well as a healthier bottom line. We...
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...more we know about ourselves and about the way we are perceived by our direct reports, peers and bosses, the better we can understand how our ways of seeing, thinking, feeling and acting affect our managerial effectiveness. It’s difficult to ask for help or admit your weaknesses; but you’re more likely to be a successful manager if you understand and work around them. You gain the support and recognition you deserve by being genuine and humble. Be Yourself - Managers assume that they are expected to act differently now that they manage others. Develop your own management style; don't try and behave like someone else. Don't assume you have to change to be successful; you were promoted based on what was seen in you before you were promoted. Listen - Listen to what your employees are telling you; listen to what your superiors are telling you and listen for what is not being talked about. Managing is less about telling and more about listening. Listening allows people to "hear themselves think" and, then, to develop solutions. Be Patient - Change takes time. Be patient, particularly with yourself. Experience is a great teacher, but it often takes a lot of it before people understand how to apply it. Tell the Truth - The most important attribute a manager can demonstrate to those they lead is the willingness to tell the truth. Good or bad, pleasant or hard-to-hear, hearing it usually helps people find their way through uncertainty; the most important kind of truth to tell is...
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...The history of managing people has reflected prevailing beliefs and attitudes held in society about employees, the response of employers to public policy (for example, health and safety and employment legislation) and reactions to trade union growth. In the early stages of the Industrial Revolution, the extraordinary codes of discipline and fines imposed by factory owners were, in part, a response to the serious problem of imposing standards of discipline and regularity on an untrained workforce. In the 1840s common humanity and political pressure began to combine with enlightened self-interest among a few of the larger employers to make them aware of alternative ways of managing their workforce, other than coercion, sanctions, or monetary reward. Theorists also suggest that the ways in which organisations choose to manage their employees are in a state of transition. Labour management practices have assumed new prominence in the 1990s as concerns persisted about global competition, the internationalisation of technology and the productivity of workers. It is argued that these market input push work organisations to adjust their system of managerial control strengthen effective utilisation of human resources. The assignment consist in studying the need for new approach to the management of people in order to reflect the way in which organisations are evolving at the start of the 21st century. To proceed I will first introduce the debate concerning organization evolution and...
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...Hutchinson L arge organizations, especially those that have grown through consolidation, mergers, and acquisitions, are often fraught with incompatible systems and data sources that are costly and difficult to manage. The systems usually do not avail efficient extraction, aggregation, and sharing of data within or across the boundaries of the business process. To address this problem, organizations can turn to an information management framework that facilitates managing raw data to create useful information that can be shared across the organization. SEPTEMBER/OCTOBER 2013 INFORMATIONMANAGEMENT 35 sist of a mix of home-grown, functionspecific applications and third-party systems built by disconnected teams without a shared reference for data definition. The solution – forethought and planning to create well-defined data standards – may appear obvious from an architectural perspective but may not be so easy to accomplish. The steps described below will help. Establish Processes, Rules, Policies Identifying the “truth” first and foremost requires that business processes, rules, and policies be clearly defined, shared, and understood inside and outside the organization. Metrics and audit checkpoints must be established to monitor the processes for accuracy and consistency. Map Data Flows The next step is to map the data flow from the source applications to define the required flow from one process step to the next so the organization’s data needs are well understood. The...
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...illusions, yet torn apart by truths that have been concealed to protect the children. Ibsen’s use of artistic realism is an ironic art form where illusions and realisms are contradicted to reveal the deeper conflicts of ordinary lives. Ibsen presents the complicated realities of ordinary lives and emphasizes the fact that there are always many realities -- just as there are many illusions. Title: Illusions and Realities in Ibsen’s Plays The Wild Duck and Ghosts Introduction In Ibsen’s The Wild Duck, illusions and reality are set into a conflict within the story of a son’s personal desire to confront idealism. Throughout much of the play, the son, Greger, argues the value of truth with the reluctant Dr. Relling. Relling insists on the importance of illusions, but fails to discourage Greger’s intentions and a play that begins as a comedy quickly turns into a tragedy because of these conflicts. At the heart of the illusions in this play are the ways that people assume many roles in a family, impersonating multiple ideals as ways for managing their relationships. This theme of impersonation is also developed in Ibsen’s Ghosts, where family relations are slowly undone as the illusions and deceptions are stripped away. In both plays, deceptions are strategic and designed to protect the children from the pains and struggles of their families’ histories. Ultimately, in these plays, families are held together by illusions, yet torn apart by truths that have been concealed...
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...illusions, yet torn apart by truths that have been concealed to protect the children. Ibsen’s use of artistic realism is an ironic art form where illusions and realisms are contradicted to reveal the deeper conflicts of ordinary lives. Ibsen presents the complicated realities of ordinary lives and emphasizes the fact that there are always many realities -- just as there are many illusions. Title: Illusions and Realities in Ibsen’s Plays The Wild Duck and Ghosts Introduction In Ibsen’s The Wild Duck, illusions and reality are set into a conflict within the story of a son’s personal desire to confront idealism. Throughout much of the play, the son, Greger, argues the value of truth with the reluctant Dr. Relling. Relling insists on the importance of illusions, but fails to discourage Greger’s intentions and a play that begins as a comedy quickly turns into a tragedy because of these conflicts. At the heart of the illusions in this play are the ways that people assume many roles in a family, impersonating multiple ideals as ways for managing their relationships. This theme of impersonation is also developed in Ibsen’s Ghosts, where family relations are slowly undone as the illusions and deceptions are stripped away. In both plays, deceptions are strategic and designed to protect the children from the pains and struggles of their families’ histories. Ultimately, in these plays, families are held together by illusions, yet torn apart by truths that have been concealed...
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...Bridgewater Associate’s Bridgewater Associates Case Study Analysis Alyssa Rosario MBA620 Bay Path College Organizational Behavior & Leadership January 28, 2015 Professor Laurie Rosner “I submit this paper is entirely my own work and agree it may be submitted to Turnitin for the purpose of checking for plagiarism and further it may be maintained on the Turnitin database to check for future plagiarism.” Bridgewater Associates, founded by Ray Dalio, has maintained a level of success, which has thrived upon "radical truths" and developing an approach of "meaningful values and meaningful relationship" (Dalio, 2010). What does this mean, for Ray, once he decides to retire? How will the company survive and uphold the culture, which he established. There are three main factors to which the company would need to begin to explore and prepare as transitions begin. First, would be ensuring an effective leadership, second maintain culture and principles during transition. Finally, how to attract to new hires and maintain current talent. These three factors will be explored in order to determine if the culture Dalio has established can sustain itself without him. Ray Dalio, a man who started Bridgewater Associates from his two -bedroom apartment in New York 37 years ago has created a culture in where some critics refer to it as a “cult”. Ray Dalio moved his company to Westport CT, where he currently employees 1,300 members. He currently shifted his role from...
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...technology systems to small process improvements. He is currently CEO of Banzai Sushi in Seattle. Lonnie is the author of The Project Management Advisor: 18 Major Project Screw-ups and How to Cut Them Off at the Pass (Prentice Hall, 2004), The Truth About Getting Your Point Across (Prentice Hall, 2006), and Leadership Made Simple (Amazon.com, 2006). Work Essentials recently talked with Lonnie about how to introduce a change management methodology to a project team. Work Essentials: I know you are a successful author of project management books, but I’d like to start by asking you about your background as a project manager. Where does your expertise come from? Lonnie Pacelli: I have over 20 years of experience, which I gained while managing projects at both Accenture and Microsoft. At Accenture, I worked in most project team roles and for a wide range of clients. Accenture did a great job of teaching me the rudiments of project management and developing great structured habits. I then worked at Microsoft as a program manager, project sponsor, and stakeholder. My experience at Microsoft enabled me to apply what I learned at Accenture to a wide range of projects. Work Essentials: I love your book titles. They speak volumes about the soft skills a project manager needs to be successful. Is there a big difference between being able to apply a particular methodology versus knowing how to employ the soft skills? Lonnie Pacelli: A huge...
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...IT MANAGEMENT – Managing People 1 IT Management: Managing People 1 David McKean BookBoon By: MGNT 6040: Current Readings in Management of Technology IT MANAGEMENT – Managing People 2 Contents About the author and IT Leaders Ltd 3 1 The secret to good IT management 4 2 What makes a successfully IT manager? 5 3 Team Leadership 7 4 Business relationship management 10 5 Working with senior execs – Networking & politics 6 Conclusion IT MANAGEMENT – Managing People 3 About the author and IT Leaders Ltd David McKean, former CIO, has worked with many national companies worldwide, including AT&T, UPC in Holland, and C&W in the U.K. David is now the managing director of IT Leaders Ltd, a leading provider of IT management training. IT Leaders Ltd provides training courses to the public, as well as distance learning courses and in house courses. All IT Leaders courses are accredited by the Institute of Leadership and Management and presented by former CIO’s and senior directors. IT Leaders Ltd’s clients include Accenture, Alstom, Barclays, Capita, DHL, HSBC, Phillips, and many more large organizations. IT Leaders Ltd programs focus on 8 key IT Leadership elements, including “organizational politics for IT managers, leading IT teams, business and IT strategy, technology innovation, crisis leadership, business change leadership, senior level influencing, and corporate leadership”. The IT management and commercial...
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...Trust in the Workplace Trust starts with confidence in and reliance on good qualities, especially fairness, truth, honor, or ability. Trust in the workplace is essential. Untruthfulness can cause employees to lose moral, productivity and lead to feelings of low esteem. To be part of a team in an organization one must have respect for his/her team mates and subordinates in order to gain the mutual respect that which is expected. In the workplace, there are trust issues for the entire senior management team. One reason for distrust is that the management team use an autocratic method of managing, giving the other team members no room to be creative. It is as if the management team has personal issues with internal security within oneself and their work position in the organization. There are members of the management team who are very organized and proclaim to be team players, but it disheartens one to walk up on conversations about employees that should not be taking place in the hall. Those conversations should be behind closed doors with other members of the management team. According to Dave Bowman, a Human Resources Expert, “Many experts agree that trust is perhaps the most important element of a harmonious, synergistic and efficient work environment. Organizations that have trust among employees are usually successful; those that don't frequently are not.” Bowman gives five ways to create and build trust in their teams: * Establish and maintain integrity. It...
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...Truths 34,35,37 & 38 One of the key ingredients to a good performance management system and managing employees perceptions is effective communication. This means that what you intend to say or otherwise communicate is clearly understood by the person(s) receiving the message and interpreted exactly as it was meant to be. While this sounds like a simle process, it often breaks down. What do you do to ensure effective communications? To ensure effective communication between myself and employees, I not only use verbal communication, but I also use memos, binders, quizzes and meeting to make sure everyone understands the information. I also use active listening, in my personal life and at work. When you listen to people they feel like you care, which therefore leads to more information about the person. Truth 36 Do men and women really communicate differently?? Men and women definitely communicate differently. There are some women or men who communicate outside the normal range of male and female communication, but on average men and woman do communicate differently. The book gives an example, “Men frequently complain that women ramble on and on about their problems. Women criticize men for not listening.” I see this so often in my personal life and at work. A man hears a problem and wants to fix it. A woman just wants to have someone to share her day or problem with and is not necessarily looking for a solution. Truth 39 Since this class is communicated "digitally"...
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...2/21/13 The bitter sweet truth about credit card reward schemes | GulfNews.com February 21 2013 | Last updated 2 minutes ago gulfnews.com Business | Your Money The bitter sweet truth about credit card reward schemes If you are the type of person who can pay off your credit card in full each month, exploit the advantages. If you are not, stay well away as nothing compares to the pain of unpaid debt By Cleofe Maceda, Senior Reporter Published: 00:00 January 21, 2012 loading Close [x] gulfnews.com/business/your-money/the-bitter-sweet-truth-about-credit-card-reward-schemes-1.968638 1/11 2/21/13 The bitter sweet truth about credit card reward schemes | GulfNews.com Image Credit: Supplied Perhaps the biggest allure of credit cards is the ability to spend without having to carry cash. But for some people, part of the appeal is the belief that frequent card use can bring a host of incredible rewards. In rewards schemes, the cardholder earns a fraction of the amount spent in the form of cash, vouchers and gifts. Free tickets to a dream destination, weekend stays at a luxury resort, dining and retail discounts are just a few of the freebies up for grabs. Because the offers often look too tempting to resist, cardholders are increasingly pursuing air miles and points to supplement their expenses. Consequently, as consumers swipe more, spending and debt levels also rise. A Federal Reserve Bank of Chicago paper published in December 2010 tackled the impact...
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...Nicholas Rowe is saying that guilt brings sadness that never goes away, and it hurts forever. In Arthur Miller's “The Crucible” John Hale convicted innocent people and signs their death warrants, then towards the end he feels guilty for killing all the innocent people. When he figures out that the girls are lying he tries to fix his mistakes by saving John Proctor. Since John Hale is motivated by the word of God, his decision to sentence people to death creates guilt by the end of the play. Reverend John Hale is blind to the truth because the word of God tells him to hunt for witches, so that's all he believes, all he notices. Never once in the beginning did he think about what's actually happening. Hale says, “No, no. Now let me instruct you. We cannot look to superstition in this. The devil is...
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...the most amount of people. This theory is based off of pleasure. Responsibility, moral duty, and commitment are all used to form this area of ethics. This is based off of the Golden Rule of, “Do unto others as you would have others do unto you.” The consequences of particular acts in which the emphasis is put on the person and not the act. Is the actor expressing good mortal virtue? Ethical thinker associated with theory Jeremy Bentham and John Stuart Miller Immanuel Kant and W.D. Ross Aristotle Decision-making process Which action is going to benefit the most amounts of people? The truth is more important than the negative consequences that come with telling the truth. Do my behaviors help or hinder others? If they hinder I should not do it. Is it for the greater good of others? Workplace example Providing the same benefits to all employees verses benefits that are based off of performance and experience. Employee report cards are a good example. All employee’s are “graded” on their performance and then awarded a better position or terminated depending on their overall performance. Weaknesses are pointed out and it may hurt the employees feelings, but they now know what is expected of them. Each person has different virtues and each person will act different because of their virtues. Their respect, loyalty, and dealings with others will vary depending on what their beliefs are. Reference: Trevino, L., &Nelson, K. (2007). Managing business...
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...The movie is about a “car factory company” Assan Motors Company own by the Japanese in America that was closed. And this guy named Hans Stevensons went to Japan to talk to its board members to give the factory a chance to re open in exchange he assured that its workers, his group will work hard for the company where in it is the only main source of living of the people there. From there he already showed determination and leadership. The Japanese is known on their very rich culture. And good business enthusiasm, Mr. Stevenson happened to meet this Mr. Kazuke San during its Management Training Program, were in they were given test to motivate them. Both given a chance the Japanese came over and re open the factory with high expectation. Mr. Kasuke San is the Managing Director and he offers Mr. Stevenson to be the Employees Liaison with higher rate. Both were pressured to meet the expectations. They work on fields were they work best. The film showed how the Japanese work, how serious they are to their work and loyalty to their company, and they work as a team. They were organized, systematic and disciplined. They applied this to the factory and imply so many policies which was hard to the Americans to obey. For them it’s not right because it was not the way they had known it. A lot of changes made them feel pressured and controlled which was just normal in a typical working environment. At the same time they also felt insulted because it’s their own country and the other races...
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