Give me a substantive comment on this postThe corporate culture t.pdf
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Give me a substantive comment on this post: The corporate culture that exists at Wells Fargo Bank (WFB) is one of hierarchical. This type of organizational culture is characterized by authority figures with direct reports, along with clearly defined roles that are identical even when looking at different functional groups throughout the organization. This type of culture is predictable and ordinary and does not require much analysis to understand its inner workings (Uhl-Bien et al., 2021). In terms of their observable culture, the way that employees behave and the rituals that they observe, it is easy to identify for those not previously familiar with the company (Uhl-Bien et al., 2021). For example, their company website for employees is filled with testimonials related to family and work life balance. They also routinely highlight community projects and other humanitarian efforts around the world that they support, which signals a strong emphasis on philanthropy. To facilitate innovation within WFB, a key element would be to focus on other ways of managing the organizations culture. For example, with their current hierarchical culture, innovation could be hindered by having a standard approach, rather than collaborative as seen in team cultures. A team culture deviates from the norm and establishes an environment that is ripe for change. This change alone would catapult the organization to a different level, provided that a top-down change was not the only option. If met with resistance to change, WFB could help others to adopt the change simply by understanding what the change will address and the benefit(s) it will serve (Uhl-Bien et al., 2021)..
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The organizational culture-HBO/Manuscript By: Joi
The organizational culture-HBO/Manuscript By: JoiOur Lady of Fatima University (OLFU) - Antipolo Campus
The Content were came from compilations and text books also from the Professional Journals.Zeine et al. 2011 Organizational Culture in Higher Education, in Kazeroony, H...
Zeine et al. 2011 Organizational Culture in Higher Education, in Kazeroony, H...Rana ZEINE, MD, PhD, MBA
ZEINE, R., Boglarsky, C.A., Blessinger, P., and Hamlet, M.T. Organizational Culture in Higher Education. Chapter 3 in Kazeroony, H. (Ed.), The Strategic Management of Higher Education Institutions: Serving Students as Customers for Institutional Growth, Business Expert Press, LLC, New York, NY USA, 2011, 1st edition, pp. 19-38.
DOI 10.4128/9781606491034, ISBN-13: 978-160649-366-3 (paperback),
978-1-60649-103-4 (e-book) http://www.businessexpertpress.com/books/strategic-management-higher-education-serving-students-customers-institutional-growthOrganization culture and climate
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NONPROFIT MANAGEMENT & LEADERSHIP, vol. 17, no. 2, Winter 2006.docx
NONPROFIT MANAGEMENT & LEADERSHIP, vol. 17, no. 2, Winter 2006 © 2006 Wiley Periodicals, Inc. 137
Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/nml.139
SPECIAL ISSUE INTRODUCTION
The Centrality of Values,
Passions, and Ethics in the
Nonprofit Sector
Joyce Rothschild, Carl Milofsky
N
ONPROFIT ORGANIZATIONS are grounded in their members’
values and passions and sustained by the bonds of trust that
develop within and between them. They are the organiza-
tional expression of their members’ ethical stance toward the world:
nonprofit organizations, by way of their very existence and practices,
convey a public statement of what their members see as a better,
more caring, or more just world. This is why they come into being
in the first place. Business firms, by way of contrast, are fueled by a
profit motive. If market opportunities take them away from their
original products or services and toward some new product line, this
is accepted and even considered a sign of good management so long
as returns on equity improve and profit accumulation grows. Public
agencies are guided by statutory dictate: laws that are passed and
signed by representatives of the electorate. Nonprofit organizations
have neither of these limitations or anchors. They are born of human
needs perceived but not served by existing markets or government
statute. To understand the nonprofit sector, we must understand the
substantive values and ethics that people hold—that is, the qualities
of life they want to realize that are not being achieved through profit-
seeking or governmental organizations.
Once we remind ourselves of the substantive values that give rise
to nonprofit efforts, we can begin to grasp the more involving, dis-
cursive, and democratic form of organization that the nonprofit sec-
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nonprofit organizations may have as much to do with constructing
an authentically democratic form of organization in which ordinary
people get to practice democracy and voice as it does with the desire
to achieve specific goals (Rothschild and Whitt, 1986). As such, the
processes of the organization may prove to be as important to
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Nonprofit Management & Leadership DOI: 10.1002/nml
1 3 8 R O T H S C H I L D , M I L O F S K Y
way in which nonprofit organizations distinguish themselves from
for-profit or state agencies.
In a world of resource scarcity, however, and as they age, non-
profit organizations have been noted to become more bureaucratic
and to adopt practices and goals indistinguishable from those in their
environment (Wood, 1992). They may come to sell products and
services in a market, just as for-profit enterprises do. They have been
known to accept grants that are attractive and available but do not
fit their mission. They are subject to the pressures of organizational
isomorphism (DiMaggio and Po.
Contrast the dynamics between dominant cultures and subcultures eith.docx
Contrast the dynamics between dominant cultures and subcultures either in a work setting or in society. Explain why it is important to understand the impact of culture. Give an example where you demonstrated your awareness and or openness to understanding a cultural difference. Explain how these differences underscore the need for understanding diversity. From the information given, develop guidelines for embracing diversity.
SAMPLE RESPONSE FROM A FORMER STUDENT
Contrast the dynamics between dominant cultures and subcultures either in a work setting or in society. Explain why it is important to understand the impact of culture. Give an example where you demonstrated your awareness and or openness to understanding a cultural difference.
A culture can be divided into two different settings that include dominant culture or subculture. A dominant culture reveals the core values of the organization and a subculture is a smaller group inside the dominant culture that share common problems and situations (Baack, 2012). Understanding the effects of these cultures is important as it provides insight on how an organization operates, its identity, and its social system.
I am currently working with a church organization to help establish their mission, vision, values, and other key messaging. As I have undertaken this process, I have come to realize there are a number of subcultures at work. In most cases, these subcultures are a result of relationship being built over time and in other situations, these subcultures are a result of groups looking to control the church. Regardless of the subculture group, what is clear to me is that the lack of a dominant culture driven by purpose through the use of a mission and vision is missing in this organization. Author Donald Baack describes a strong culture when he states, “A company with a strong culture employs members who intensely hold and readily share the organization’s core values” (Baack, 2012). In the case of the church I’m working with, it survives with a weak culture largely based on the structure of the church that has been handed down over generations. However, providing a purpose to the organization may help deliver a dominant culture that offers parishioners stronger core values to hold on too.
Explain how these differences underscore the need for understanding diversity. From the information given, develop guidelines for embracing diversity
In my example of the church I’m working with, diversity plays a large role in a number of aspects. For example, the church is currently looking for members to nominate for next year’s church council. The committee performing this task is looking at things like gender and age that will allow a council to make decisions based on a broad perspective. I embrace what the church nominating committee is looking to achieve because diversity in any organization is important for organizational growth. Regardless of whether it is a church or business hav.
Recommended
The organizational culture-HBO/Manuscript By: Joi
The organizational culture-HBO/Manuscript By: JoiOur Lady of Fatima University (OLFU) - Antipolo Campus
The Content were came from compilations and text books also from the Professional Journals.Zeine et al. 2011 Organizational Culture in Higher Education, in Kazeroony, H...
Zeine et al. 2011 Organizational Culture in Higher Education, in Kazeroony, H...Rana ZEINE, MD, PhD, MBA
ZEINE, R., Boglarsky, C.A., Blessinger, P., and Hamlet, M.T. Organizational Culture in Higher Education. Chapter 3 in Kazeroony, H. (Ed.), The Strategic Management of Higher Education Institutions: Serving Students as Customers for Institutional Growth, Business Expert Press, LLC, New York, NY USA, 2011, 1st edition, pp. 19-38.
DOI 10.4128/9781606491034, ISBN-13: 978-160649-366-3 (paperback),
978-1-60649-103-4 (e-book) http://www.businessexpertpress.com/books/strategic-management-higher-education-serving-students-customers-institutional-growthOrganization culture and climate
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NONPROFIT MANAGEMENT & LEADERSHIP, vol. 17, no. 2, Winter 2006.docx
NONPROFIT MANAGEMENT & LEADERSHIP, vol. 17, no. 2, Winter 2006 © 2006 Wiley Periodicals, Inc. 137
Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/nml.139
SPECIAL ISSUE INTRODUCTION
The Centrality of Values,
Passions, and Ethics in the
Nonprofit Sector
Joyce Rothschild, Carl Milofsky
N
ONPROFIT ORGANIZATIONS are grounded in their members’
values and passions and sustained by the bonds of trust that
develop within and between them. They are the organiza-
tional expression of their members’ ethical stance toward the world:
nonprofit organizations, by way of their very existence and practices,
convey a public statement of what their members see as a better,
more caring, or more just world. This is why they come into being
in the first place. Business firms, by way of contrast, are fueled by a
profit motive. If market opportunities take them away from their
original products or services and toward some new product line, this
is accepted and even considered a sign of good management so long
as returns on equity improve and profit accumulation grows. Public
agencies are guided by statutory dictate: laws that are passed and
signed by representatives of the electorate. Nonprofit organizations
have neither of these limitations or anchors. They are born of human
needs perceived but not served by existing markets or government
statute. To understand the nonprofit sector, we must understand the
substantive values and ethics that people hold—that is, the qualities
of life they want to realize that are not being achieved through profit-
seeking or governmental organizations.
Once we remind ourselves of the substantive values that give rise
to nonprofit efforts, we can begin to grasp the more involving, dis-
cursive, and democratic form of organization that the nonprofit sec-
tor invites. Indeed, part of what people may want to accomplish in
nonprofit organizations may have as much to do with constructing
an authentically democratic form of organization in which ordinary
people get to practice democracy and voice as it does with the desire
to achieve specific goals (Rothschild and Whitt, 1986). As such, the
processes of the organization may prove to be as important to
the participants as the goals, and this may be an equally important
Nonprofit Management & Leadership DOI: 10.1002/nml
1 3 8 R O T H S C H I L D , M I L O F S K Y
way in which nonprofit organizations distinguish themselves from
for-profit or state agencies.
In a world of resource scarcity, however, and as they age, non-
profit organizations have been noted to become more bureaucratic
and to adopt practices and goals indistinguishable from those in their
environment (Wood, 1992). They may come to sell products and
services in a market, just as for-profit enterprises do. They have been
known to accept grants that are attractive and available but do not
fit their mission. They are subject to the pressures of organizational
isomorphism (DiMaggio and Po.
Contrast the dynamics between dominant cultures and subcultures eith.docx
Contrast the dynamics between dominant cultures and subcultures either in a work setting or in society. Explain why it is important to understand the impact of culture. Give an example where you demonstrated your awareness and or openness to understanding a cultural difference. Explain how these differences underscore the need for understanding diversity. From the information given, develop guidelines for embracing diversity.
SAMPLE RESPONSE FROM A FORMER STUDENT
Contrast the dynamics between dominant cultures and subcultures either in a work setting or in society. Explain why it is important to understand the impact of culture. Give an example where you demonstrated your awareness and or openness to understanding a cultural difference.
A culture can be divided into two different settings that include dominant culture or subculture. A dominant culture reveals the core values of the organization and a subculture is a smaller group inside the dominant culture that share common problems and situations (Baack, 2012). Understanding the effects of these cultures is important as it provides insight on how an organization operates, its identity, and its social system.
I am currently working with a church organization to help establish their mission, vision, values, and other key messaging. As I have undertaken this process, I have come to realize there are a number of subcultures at work. In most cases, these subcultures are a result of relationship being built over time and in other situations, these subcultures are a result of groups looking to control the church. Regardless of the subculture group, what is clear to me is that the lack of a dominant culture driven by purpose through the use of a mission and vision is missing in this organization. Author Donald Baack describes a strong culture when he states, “A company with a strong culture employs members who intensely hold and readily share the organization’s core values” (Baack, 2012). In the case of the church I’m working with, it survives with a weak culture largely based on the structure of the church that has been handed down over generations. However, providing a purpose to the organization may help deliver a dominant culture that offers parishioners stronger core values to hold on too.
Explain how these differences underscore the need for understanding diversity. From the information given, develop guidelines for embracing diversity
In my example of the church I’m working with, diversity plays a large role in a number of aspects. For example, the church is currently looking for members to nominate for next year’s church council. The committee performing this task is looking at things like gender and age that will allow a council to make decisions based on a broad perspective. I embrace what the church nominating committee is looking to achieve because diversity in any organization is important for organizational growth. Regardless of whether it is a church or business hav.
Corresponding Author THE IMPORTANCE OF ORGANIZ
*Corresponding Author
THE IMPORTANCE OF ORGANIZATIONAL CULTURE
FOR MANAGEMENT OF CHANGES IN A PUBLIC
ENTERPRISE
Mislav Ante Omazić
University of Zagreb,
Croatia
[email protected]
Damir Mihanović*
University North,
Croatia
[email protected]
Adriana Sopta
INA,
Croatia
[email protected]
Abstract
This paper refers to recognition of the specific organizational structure in a
public enterprise, where the existing organizational culture is compared with
the ideal culture, i.e., the culture that should support the achievement of
strategic goals. The differences between the existing and the ideal
organizational culture and their correlation were verified. The results show a
statistically significant difference between the existing and the ideal culture,
i.e., they show that there are statistically significant deviations among them.
Apart from the comparison of the overlapping and deviations between the
existing and desired (ideal) culture, the basic values/motives were analyzed
on a sample of respondents who determine and implement the strategy of
the organization. In order to clarify the changes that should occur in order to
bring the existing organizational culture closer to the ideal, the dominant
values were checked. It is interesting to see that the existing values of
strategic managers are somewhat in line with the cultural ideal that the
organization desires, but are not fully expressed in order that is expected to
realize the desired changes in culture as well in strategic achievements.
Key Words
Organizational culture; change management; organizational values, personal
values.
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
Advances in Business-Related Scientific Research Journal, Volume 11, No. 1, 2020
2
INTRODUCTION
In this paper, on the example of a 100% state-owned public company, the
assumptions of changes implementation that the organization must take to
be more successful in the realization of strategic goals in a liberalized market
are analyzed. The assumption of the change relate primarily to the
adaptation of the organizational culture recognized by the concerned
organization as its competitive advantage compared to other competitors in
a relatively complex and turbulet market.
The results of this paper can be the guideline to other similar organizations
that aim to manage change systematically and to work on the development
of their organizational culture or to those organizations that want to start the
change with the strategic elements and gradually step down to operational
ones. Considering the fact that this paper deals with the analysis of dominant
values among strategic managers, the obtained results can help
organizations to look at the behavior that is synchronized with culture and
triggers or slows down the desired changes. In other words, the presented
results can give an example to other organizations how t ...
A cultural theory of post consolidation behaviour in the nigerian banking ind...
International peer-reviewed academic journals call for papers, http://www.iiste.org
4 dq 2 organizational culture can be defined as the values, b
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FALL 2016 WORK & Society Discussion assignment SECTION A Part .docx
FALL 2016 WORK & Society Discussion assignment
SECTION A Part 1 of 2
You will discuss your recommendations for a change in organizational culture in one of two organizations: you have been assigned to discuss the Secret Service (SS) READ the
Secret Service article: http://www.nytimes.com/2015/01/15/us/politics/secret-service-reshuffling-follows-scandals.html?_r=0
Directions: Answer questions 1 & 2. Be specific paying particular attention to pp. 116 & 117 in the Schein article (below). Label answers 1&2 with SS on the subject line, as you are assigned.
1) Select a level of culture (either artifacts, espoused values or basic assumptions) and briefly describe how it is currently manifested in the organization. What should this level look like after a culture change?
2) Using either socialization by a dominant subculture or leader intervention, what steps should be used to change the culture? In other words, selecting one of these two methods, what would you recommendation happen to change the culture?
{pp. 116 & 117} of Schein Article (Organizational Culture by Edgar H. Schein
nsions have been made, and some preliminary support for the above hypotheses has been forthcoming (Feldman, 1976, 1988; G. R. Jones, 1986). Insofar as cultural evolution is a function of innovative and creative efforts on the part of new members, this line of investigation is especially important. Cultural Dynamics: Natural Evolution Every group and organization is an open system that exists in multiple environments. Changes in the environment will produce stresses and strains inside the group, forcing new learning and adaptation. At the same time, new members coming into the group will bring in new beliefs and assumptions that will influence currently held as- sumptions. To some degree, then, there is constant pres- sure on any given culture to evolve and grow. But just as individuals do not easily give up the elements of their identity or their defense mechanisms, so groups do not easily give up some of their basic underlying assumptions merely because external events or new members discon- firm them. An illustration of "forced" evolution can be seen in the case of the aerospace company that prided itself on its high level of trust in its employees, which was reflected in flexible working hours, systems of self-monitoring and self-control, and the absence of time clocks. When a number of other companies in the industry were discov- ered to have overcharged their government clients, the government legislated a system of controls for all of its contractors, forcing this company to install time clocks and other control mechanisms that undermined the cli- mate of trust that had been built up over 30 years. It remains to be seen whether the company's basic assump- tion that people can be trusted will gradually change or whether the company will find a way to discount the el- 116 February 1990 • American Psychologist
fects of an artifact that is in fundamental c ...
Leadership and Organizational Culture: What’s the Connection?
If “culture is everything,” then one of the primary responsibilities of leaders is to shape an organization’s culture. As Lou Gerstner demonstrated at IBM, the strengths and weaknesses of a leader soon become reflected in an organization’s values and beliefs.
Cultural change ppt @ bec doms bagalkot mba
Cultural change ppt @ bec doms bagalkot mba BY BABASAB PATIL
443Chapter Fifteen Organizational ChangeFacebook has a distinc.docx
443
Chapter Fifteen Organizational Change
Facebook has a distinctive organizational culture and, in spite of its exponential growth, has discovered ways to maintain and perhaps even strengthen that culture throughout its global offices. Organizational culture consists of the values and assumptions shared within an organization.2 It defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. You might think of organizational culture as the company's DNA; it's invisible to the naked eye, yet provides a powerful template that shapes what happens in the workplace.
This chapter begins by identifying the elements of organizational culture and then describing how culture is deciphered through artifacts. This is followed by a discussion of the relationship between organizational culture and performance, including the effects of cultural strength, fit, and adaptability. We then turn our attention to the challenges of and solutions to merging organizational cultures. The latter part of this chapter examines ways to change and strengthen organizational culture, including a closer look at the related topic of organizational socialization.
406
Part Four Organizational Processes
407
Chapter Fourteen Organizational Culture
Elements of Organizational Culture
As its definition states, organizational culture consists of shared values and assumptions. Exhibit 14.1 illustrates how these shared values and assumptions relate to one another and are associated with artifacts, discussed later in this chapter. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations (see Chapters 1 and 2).3 They are conscious perceptions about what is good or bad, right or wrong. In the context of organizational culture, values are discussed as shared values, which are values that people within the organization or work unit have in common and place near the top of their hierarchy of values.4 At Facebook, most employees embrace the shared values of making a difference (focus on impact), taking risks (be bold), and being entrepreneurial (moving fast).
Organizational culture also consists of shared assumptions—a deeper element that some experts believe is the essence of corporate culture. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. Only by observing employees, analyzing their decisions, and debriefing them on their actions would these assumptions rise to the surface.
It has become a popular practice for leaders to identify and publicly state their organization's shared values. Online retailer Zappos lists 10 core values, such as "Deliver WOW through Service," "Embrace and Dri.
Concept of organizational culture
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
Perceived influence of organizational culture and management style on employe...
The International Institute for Science, Technology and Education (IISTE). Science, Technology and Medicine Journals Call for Academic Manuscripts
Organizational Culture Change
Organizational culture has a powerful effect on the performance and the long-term effectiveness of organizations. Organizational culture has the power to influence employee behaviors and increase employee commitment and productivity. Therefore, a clear understanding of organizational culture and how to effect its change is important for business leaders because it influences the way that organizations react to the changing demands of the business environment. The goal of this paper is to explore what is meant by organizational culture, why it is important, and how to change an established culture so that it is better aligned with the organization’s strategy.
f. Type LastName in the Field1 column header and press the Enter key.pdf
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fields into the table using the information in Table 1-8.Remember that you select the data type
first and then enter the field name.Table 1-8Data TypeField NameShort TextAddressShort
TextCityShort TextStateShort TextZIPCodeHyperlinkEmailAddressShort
TextCellPhoneNumberh. Press Ctrl+S to save all of the modifications you have made to the
table.i. Type Members as the new table name.j. Click OK.3. Edit the field properties of the
Membersa. Click the MemberID field name.b. Click the Name & Caption button [Fields tab,
Properties group]. AlternateInstruction forMicrosoft 365Apps iconClick the Name & Caption
button [Table Tools Fields tab, Propertiesgroup].c. Type Member ID in the Caption Because the
field names in this table provide aclear description of the content, it is not necessary to enter
anything into theDescription property.d. Click OK.e. Select the FirstName field name.f. Click the
Name & Caption button [Fields tab, Properties group]. AlternateInstruction forMicrosoft
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NTS is a Swiss intermodal operator located in Lausanne. When a custo.pdf
NTS is a Swiss intermodal operator located in Lausanne. When a customer has to transport
goods between origin and destination, NTS supplies him with one or more empty containers into
which the goods can be loaded. Upon arrival at the destination, the goods are unloaded and the
empty containers must be transported to the new customer pick-up point. Therefore, NTS
management needs to reallocate empty containers periodically (every week). What the company
focuses on is that empty container transportation activities are very expensive (the cost is almost
35% of total operational costs).
In May 2023, some 20 empty containers will have to be reallocated between terminals in
Amsterdam, Berlin, Munich, Paris, Milan, Barcelona and Madrid. The number of empty
containers available or requested at various terminals is reported, along with transportation costs
(in euros/container) shown in Figure 1.
Figure 1. Cross flow of goods distribution
Determine how to solve the problem with the aim of minimizing transportation costs
Note: Node quantity is "+" (Supply) and quantity is "" (demand)
Arrows depict the flow of materials and costs.
Figure 1. Cross flow of goods distribution
Determine how to solve the problem with the aim of minimizing transportation costs
Note: Node quantity is "+" (Supply) and quantity is "" (demand)
Arrows depict the flow of materials and costs..
More Related Content
Similar to Give me a substantive comment on this postThe corporate culture t.pdf
Corresponding Author THE IMPORTANCE OF ORGANIZ
*Corresponding Author
THE IMPORTANCE OF ORGANIZATIONAL CULTURE
FOR MANAGEMENT OF CHANGES IN A PUBLIC
ENTERPRISE
Mislav Ante Omazić
University of Zagreb,
Croatia
[email protected]
Damir Mihanović*
University North,
Croatia
[email protected]
Adriana Sopta
INA,
Croatia
[email protected]
Abstract
This paper refers to recognition of the specific organizational structure in a
public enterprise, where the existing organizational culture is compared with
the ideal culture, i.e., the culture that should support the achievement of
strategic goals. The differences between the existing and the ideal
organizational culture and their correlation were verified. The results show a
statistically significant difference between the existing and the ideal culture,
i.e., they show that there are statistically significant deviations among them.
Apart from the comparison of the overlapping and deviations between the
existing and desired (ideal) culture, the basic values/motives were analyzed
on a sample of respondents who determine and implement the strategy of
the organization. In order to clarify the changes that should occur in order to
bring the existing organizational culture closer to the ideal, the dominant
values were checked. It is interesting to see that the existing values of
strategic managers are somewhat in line with the cultural ideal that the
organization desires, but are not fully expressed in order that is expected to
realize the desired changes in culture as well in strategic achievements.
Key Words
Organizational culture; change management; organizational values, personal
values.
mailto:[email protected]
mailto:[email protected]
mailto:[email protected]
Advances in Business-Related Scientific Research Journal, Volume 11, No. 1, 2020
2
INTRODUCTION
In this paper, on the example of a 100% state-owned public company, the
assumptions of changes implementation that the organization must take to
be more successful in the realization of strategic goals in a liberalized market
are analyzed. The assumption of the change relate primarily to the
adaptation of the organizational culture recognized by the concerned
organization as its competitive advantage compared to other competitors in
a relatively complex and turbulet market.
The results of this paper can be the guideline to other similar organizations
that aim to manage change systematically and to work on the development
of their organizational culture or to those organizations that want to start the
change with the strategic elements and gradually step down to operational
ones. Considering the fact that this paper deals with the analysis of dominant
values among strategic managers, the obtained results can help
organizations to look at the behavior that is synchronized with culture and
triggers or slows down the desired changes. In other words, the presented
results can give an example to other organizations how t ...
A cultural theory of post consolidation behaviour in the nigerian banking ind...
International peer-reviewed academic journals call for papers, http://www.iiste.org
4 dq 2 organizational culture can be defined as the values, b
4 dq 2 organizational culture can be defined as the values, b
FALL 2016 WORK & Society Discussion assignment SECTION A Part .docx
FALL 2016 WORK & Society Discussion assignment
SECTION A Part 1 of 2
You will discuss your recommendations for a change in organizational culture in one of two organizations: you have been assigned to discuss the Secret Service (SS) READ the
Secret Service article: http://www.nytimes.com/2015/01/15/us/politics/secret-service-reshuffling-follows-scandals.html?_r=0
Directions: Answer questions 1 & 2. Be specific paying particular attention to pp. 116 & 117 in the Schein article (below). Label answers 1&2 with SS on the subject line, as you are assigned.
1) Select a level of culture (either artifacts, espoused values or basic assumptions) and briefly describe how it is currently manifested in the organization. What should this level look like after a culture change?
2) Using either socialization by a dominant subculture or leader intervention, what steps should be used to change the culture? In other words, selecting one of these two methods, what would you recommendation happen to change the culture?
{pp. 116 & 117} of Schein Article (Organizational Culture by Edgar H. Schein
nsions have been made, and some preliminary support for the above hypotheses has been forthcoming (Feldman, 1976, 1988; G. R. Jones, 1986). Insofar as cultural evolution is a function of innovative and creative efforts on the part of new members, this line of investigation is especially important. Cultural Dynamics: Natural Evolution Every group and organization is an open system that exists in multiple environments. Changes in the environment will produce stresses and strains inside the group, forcing new learning and adaptation. At the same time, new members coming into the group will bring in new beliefs and assumptions that will influence currently held as- sumptions. To some degree, then, there is constant pres- sure on any given culture to evolve and grow. But just as individuals do not easily give up the elements of their identity or their defense mechanisms, so groups do not easily give up some of their basic underlying assumptions merely because external events or new members discon- firm them. An illustration of "forced" evolution can be seen in the case of the aerospace company that prided itself on its high level of trust in its employees, which was reflected in flexible working hours, systems of self-monitoring and self-control, and the absence of time clocks. When a number of other companies in the industry were discov- ered to have overcharged their government clients, the government legislated a system of controls for all of its contractors, forcing this company to install time clocks and other control mechanisms that undermined the cli- mate of trust that had been built up over 30 years. It remains to be seen whether the company's basic assump- tion that people can be trusted will gradually change or whether the company will find a way to discount the el- 116 February 1990 • American Psychologist
fects of an artifact that is in fundamental c ...
Leadership and Organizational Culture: What’s the Connection?
If “culture is everything,” then one of the primary responsibilities of leaders is to shape an organization’s culture. As Lou Gerstner demonstrated at IBM, the strengths and weaknesses of a leader soon become reflected in an organization’s values and beliefs.
Cultural change ppt @ bec doms bagalkot mba
Cultural change ppt @ bec doms bagalkot mba BY BABASAB PATIL
443Chapter Fifteen Organizational ChangeFacebook has a distinc.docx
443
Chapter Fifteen Organizational Change
Facebook has a distinctive organizational culture and, in spite of its exponential growth, has discovered ways to maintain and perhaps even strengthen that culture throughout its global offices. Organizational culture consists of the values and assumptions shared within an organization.2 It defines what is important and unimportant in the company and consequently directs everyone in the organization toward the "right way" of doing things. You might think of organizational culture as the company's DNA; it's invisible to the naked eye, yet provides a powerful template that shapes what happens in the workplace.
This chapter begins by identifying the elements of organizational culture and then describing how culture is deciphered through artifacts. This is followed by a discussion of the relationship between organizational culture and performance, including the effects of cultural strength, fit, and adaptability. We then turn our attention to the challenges of and solutions to merging organizational cultures. The latter part of this chapter examines ways to change and strengthen organizational culture, including a closer look at the related topic of organizational socialization.
406
Part Four Organizational Processes
407
Chapter Fourteen Organizational Culture
Elements of Organizational Culture
As its definition states, organizational culture consists of shared values and assumptions. Exhibit 14.1 illustrates how these shared values and assumptions relate to one another and are associated with artifacts, discussed later in this chapter. Values are stable, evaluative beliefs that guide our preferences for outcomes or courses of action in a variety of situations (see Chapters 1 and 2).3 They are conscious perceptions about what is good or bad, right or wrong. In the context of organizational culture, values are discussed as shared values, which are values that people within the organization or work unit have in common and place near the top of their hierarchy of values.4 At Facebook, most employees embrace the shared values of making a difference (focus on impact), taking risks (be bold), and being entrepreneurial (moving fast).
Organizational culture also consists of shared assumptions—a deeper element that some experts believe is the essence of corporate culture. Shared assumptions are nonconscious, taken-for-granted perceptions or ideal prototypes of behavior that are considered the correct way to think and act toward problems and opportunities. Shared assumptions are so deeply ingrained that you probably wouldn't discover them by surveying employees. Only by observing employees, analyzing their decisions, and debriefing them on their actions would these assumptions rise to the surface.
It has become a popular practice for leaders to identify and publicly state their organization's shared values. Online retailer Zappos lists 10 core values, such as "Deliver WOW through Service," "Embrace and Dri.
Concept of organizational culture
In every organization there is a talk about organizational culture, that mysterious word that characterizes the qualities of a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just feels right.
Perceived influence of organizational culture and management style on employe...
The International Institute for Science, Technology and Education (IISTE). Science, Technology and Medicine Journals Call for Academic Manuscripts
Organizational Culture Change
Organizational culture has a powerful effect on the performance and the long-term effectiveness of organizations. Organizational culture has the power to influence employee behaviors and increase employee commitment and productivity. Therefore, a clear understanding of organizational culture and how to effect its change is important for business leaders because it influences the way that organizations react to the changing demands of the business environment. The goal of this paper is to explore what is meant by organizational culture, why it is important, and how to change an established culture so that it is better aligned with the organization’s strategy.
Similar to Give me a substantive comment on this postThe corporate culture t.pdf (20)
A cultural theory of post consolidation behaviour in the nigerian banking ind...
A cultural theory of post consolidation behaviour in the nigerian banking ind...
4 dq 2 organizational culture can be defined as the values, b
4 dq 2 organizational culture can be defined as the values, b
FALL 2016 WORK & Society Discussion assignment SECTION A Part .docx
FALL 2016 WORK & Society Discussion assignment SECTION A Part .docx
3 c organizational behavior, development, culture paper final
3 c organizational behavior, development, culture paper final
3 c organizational behavior, development, culture paper final
3 c organizational behavior, development, culture paper final
Leadership and Organizational Culture: What’s the Connection?
Leadership and Organizational Culture: What’s the Connection?
443Chapter Fifteen Organizational ChangeFacebook has a distinc.docx
443Chapter Fifteen Organizational ChangeFacebook has a distinc.docx
The empowering element of leading - CICAM fall 2010
The empowering element of leading - CICAM fall 2010
Perceived influence of organizational culture and management style on employe...
Perceived influence of organizational culture and management style on employe...
More from emilemathez
f. Type LastName in the Field1 column header and press the Enter key.pdf
f. Type LastName in the Field1 column header and press the Enter key.g. Add the remaining
fields into the table using the information in Table 1-8.Remember that you select the data type
first and then enter the field name.Table 1-8Data TypeField NameShort TextAddressShort
TextCityShort TextStateShort TextZIPCodeHyperlinkEmailAddressShort
TextCellPhoneNumberh. Press Ctrl+S to save all of the modifications you have made to the
table.i. Type Members as the new table name.j. Click OK.3. Edit the field properties of the
Membersa. Click the MemberID field name.b. Click the Name & Caption button [Fields tab,
Properties group]. AlternateInstruction forMicrosoft 365Apps iconClick the Name & Caption
button [Table Tools Fields tab, Propertiesgroup].c. Type Member ID in the Caption Because the
field names in this table provide aclear description of the content, it is not necessary to enter
anything into theDescription property.d. Click OK.e. Select the FirstName field name.f. Click the
Name & Caption button [Fields tab, Properties group]. AlternateInstruction forMicrosoft
365Apps iconClick the Name & Caption button [Table Tools Fields tab, Propertiesgroup].g.
Type First Name in the Captionh. Click OK..
NTS is a Swiss intermodal operator located in Lausanne. When a custo.pdf
NTS is a Swiss intermodal operator located in Lausanne. When a customer has to transport
goods between origin and destination, NTS supplies him with one or more empty containers into
which the goods can be loaded. Upon arrival at the destination, the goods are unloaded and the
empty containers must be transported to the new customer pick-up point. Therefore, NTS
management needs to reallocate empty containers periodically (every week). What the company
focuses on is that empty container transportation activities are very expensive (the cost is almost
35% of total operational costs).
In May 2023, some 20 empty containers will have to be reallocated between terminals in
Amsterdam, Berlin, Munich, Paris, Milan, Barcelona and Madrid. The number of empty
containers available or requested at various terminals is reported, along with transportation costs
(in euros/container) shown in Figure 1.
Figure 1. Cross flow of goods distribution
Determine how to solve the problem with the aim of minimizing transportation costs
Note: Node quantity is "+" (Supply) and quantity is "" (demand)
Arrows depict the flow of materials and costs.
Figure 1. Cross flow of goods distribution
Determine how to solve the problem with the aim of minimizing transportation costs
Note: Node quantity is "+" (Supply) and quantity is "" (demand)
Arrows depict the flow of materials and costs..
MRW is a courier firm based in Barcelona (Spain). In 2010, it was co.pdf
MRW is a courier firm based in Barcelona (Spain). In 2010, it was consolidating
internationalization of its business. It is against this background that the case raises a highly
sensitive, emotional issue: What to do about Sonia, a recently-hired manager (still in her
probationary period) who suddenly reveals that she is pregnant. Moreover, her pregnancy is a
high-risk one, likely requiring an early medical leave. The new manager's post involves setting
up Information Technology (IT) systems, which are vital to the firm's business,
internationalization and invoicing. 'The case explores two standpoints: (1) a company weathering
the economic crisis, in which it is contrary to the firm's 'belt-tightening' measures to hire a
replacement for an employee on leave; (2) the company's track record in the CSR field including
its promotion of opportunities for women. The case aims to create a dilemma for students. Some
will defend Sonia's right to a maternity leave and to continue working in MRW, especially in the
light of her trials and tribulations with fertility treatment and the fact that the pregnancy is a risky
one. Others will defend the company's interests, arguing that the situation in the firm is critical
and that MRW's internationalization is vital for the company's business development. The latter
group will focus on Sonia's role in launching the internationalization project.
Note: MRWs philosophy is showing respect to individuals, the environment, and society in
general; equal opportunities for all, regardless of race, gender, or handicap, both with regards to
recruitment and career development.
1/ The question of what to do about Sonia's pregnancy is a critical one for both the Technology
Department and for Sonia. Dealing with it requires great care.
2/ Does the manager who hired Sonia for the company IT manager, which is an important role,
take responsibility?
3/ Any recommended solution for this case? What does the company should do with Sona and
the hired manager?.
Examine the following Case study and conduct a analysis based on the f.pdf
Examine the following Case study and conduct a analysis based on the following headings
Standard bank: exploring opportunities to make Cte dIvoire home Issam Ghazzawi, Angie
Urban, Renee Horne and Claire Beswick . Provide practical examples from case study Executive
Summary (5) The executive summary should be covered, which outlines the purpose of the case
study and a brief description of the findings and issues relating to the case. A brief company
overview should also be provided here, supported by a specification of the underlying theory. 2
Comprehensive SWOT analysis (30) The SWOT analysis should cover the following types of
variables: Politico-legal environment; economic environment; social environment; technological
environment, etc. (PESTEl) O.
Please IRAC this brief Charles Hecht invested his money in Andover .pdf
Please IRAC this brief Charles Hecht invested his money in Andover Associates LLC I, an
investment company that sought funds from wealthy investors and invested the funds in a variety
of investment products. Hecht was a passive investor in Andover Associates. The LLC's
managing member was Andover Associates Management Company. Andover Management
retained Ivy Asset Management Corporation as its investment consultant. Ivy recommended that
Andover Management utilize Bernard L. Madoff Investment Securities as its investment
manager. Madoff's overall fees were much lower than what investment managers typically
charged, and Andover Management initially invested 100 percent of Andover Associates's funds
with Madoff. For a number of years, Madoff's firm paid generous returns to Andover Associates.
However, in December 2008, it became known that Madoff had been running a Ponzi scheme,
whereby no profits were actually being earned, but instead earlier investors were paid returns
from the capital invested by newer investors. At the time Madoff's fraud was discovered, 25
percent of Andover Associates's assets were invested with Madoff. On behalf of Andover
Associates LLC I, Hecht brought a legal action against Andover Management and Ivy on several
grounds in a New York supreme court, a trial court in that state. Hecht claimed that Ivy breached
the LLC's administrative services agreement by failing to reconcile Madoff's monthly statements.
Hecht alleged that had Ivy attempted to reconcile Madoff's monthly statements against the trade
tickets, Ivy would have discovered that there were no trade tickets because no trades were ever
executed. Thus, Hecht alleged that, but for Ivy's failure to reconcile the statements, Madoff's
fraud would have been discovered earlier and Andover Associates would have been able to
withdraw its investment. Hecht claimed that, as a result of Ivy's breach of the administrative
services agreement, Andover Associates sustained damages in the amount of \$14 million, the
value of its Madoff investment. Hecht also alleged that Ivy was negligent in recommending
Madoff's firm without conducting a sufficient "due diligence" investigation of his operation.
Hecht asserted Andover Associates's claim against Andover Management for gross negligence in
investing with Madoff without conducting its own due diligence investigation. In particular,
Hecht alleged that Madoff's confirmation slips and statements reported purchases and sales of
securities at prices outside the range at which the securities traded on the days in question. Hecht
alleged that had Andover Management conducted a proper investigation, it would have learned
that Madoff's confirmation slips and statements were false because no trades were actually being
conducted. Hecht alleged that but for Andover Management's negligence in failing to react to the
suspicious confirmation slips and other red flags, Andover Associates would have learned of
Madoff's fraud and been able to liquida.
Clinic A clinic Was investigated in Chief Albert Luthuli Local municip.pdf
Clinic A clinic Was investigated in Chief Albert Luthuli Local municipality in south Africa
WASH evaluation To evaluate access to WASH, a Water and Sanitation for Health Facility
Improvement Tool (WASH FIT) dealing with WASH conditions, availability, supply, sanitation,
hygiene, and waste management was used to obtain WASH aspects of the health care clinics
(WHO, 2017). The WASHFIT used is divided into essential and advanced indicators for the four
domains which include water, sanitation and healthcare waste, and hygiene. Three domains of
the WASHFIT including water, sanitation and hygiene were investigated in this study. The
indicators for each domain were ranked from meets target, partially meets target, and does not
meet target; this ranking was explained by the tool for each indicator. For instance, a water
indicator on improved water supply piped into the premises of the facility (clinic). According to
the tool this indicator is met when there is improved supply within the facility and available,
partially met when water supply is outside of facility building and available, and the target is not
met when there is no improved water source within facility grounds (WHO, 2017). Sample
collection Samples were collected in 290 mL Sodium Thiosulphate sampling bottles and
transported on ice. Four tap water samples were collected from each site which included
kitchen, bathroom, consultation room and an outside tap. Physicochemical parameters such as
pH, temperature, electrical conductivity, and total dissolved solids were measured onsite using
the pH/EC meter (HANNA Instruments, USA). Total and Free chlorine was measured using the
YSI 900 chlorine meter .Turbidity was measured using the TN-100 EUTECH. The
microbiological analysis of the samples was carried out within 6 hours of collection. For this
analysis,100 mL of the sample was used in the detection of E. coli and coliforms using the
IDEXX Colilert Quanti-Tray/2000 assay according to manufacturers instructions. The following
tables answered interview question show the results which were found in the clinic Questions
AND answers for semi-structured Interviews To find out the challenges faced by the clinics in
terms of WASH 1. What is the main source of water in the facility? Municipal 2. Any backup or
alternative source of water? -JoJo Tanks 3. Does it happen that the facility stays without water
supply from the main source? Yes 3.1. How long does it usually take? -1 TO 2 WEEKS 4. Who
do you report to when experiencing water shortages? - Municipality 4.1. What is being done
when you report water shortages? -Tanks get filled with water by municipal trucks 5. How often
do hygienic products (Sanitizers, soaps, cleaning material) get supplied in a year?- irregular 6.
Do you have to apply for hygienic products to be supplied? -ordered 6.1. Who do you apply to?
-Caroline hospital 6.2. How long does delivery take after application?- 2 weeks 7. Are there any
challenges you face in terms of the supply .
Background. Qualitative research approaches frequently rely upon wha.pdf
Background. Qualitative research approaches frequently rely upon what people say during
interviews, write in editorials, contribute during focus groups, or communicate in mixed method
surveys. Analysis-wise this input is recorded and converted to a written transcript. Once
transitioned, the researcher looks for themes that address the research question. As themes are
identified, the researcher can provide a written analysis of findings.
Exercise. The purpose of this exercise is to review the attached editorial by Dr. Erik Ford, Editor
of the September-October issue of the Journal of Healthcare Management. In the space below, I
have identified themes in Dr. Fords narrative. Your task is to look for those themes in the
narrative, underline them, and identify each the column, Theme Notes. Youre using your view of
the editorials content according to themes. As a second step, once youre satisfied with your
theme identification work, provide a brief annotated summary of the editorial. In effect, you are
summarizing what Dr. Ford is attempting to say to his audience of subscribers and readers of this
issue of the Journal.
Theme Identification Guide.
T1. The role of journal readers.
T2. The purpose of this edition.
T3. A question or questions being addressed?
T4. Identifying a problem and/or weakness
T5. A policy comment/criticism.
T6. Communicating outside Editors role
T7. Engaging reader support.
Annotated Analysis of Editorial Content
This written analysis should include your findings regarding the themes you identified in Dr.
Foxs editorial. This can be as simple as a count for each Theme. Once established, the narrative
should present your review of what Editor is attempting to communicate to his readers. Feel free
also to discuss thoughts about the tone of his presentation.
Outline
a) Theme Findings Summarized
b) Analysis of Editors Message to Readers.
CASE ��It�s daylight robbery in Murder,� screamed a cult Banglade.pdf
CASE:
Its daylight robbery in Murder, screamed a cult Bangladeshi rock band, and its plea has been
heard, writes the Telegraph of Calcutta in its front-page story on tune-lift in the Hindi movie
Murder (Telegraph, 20 May 2004). Miles, a very popular Bangladeshi music band (see box) has
accused music director Anu Malik, a music-mogul of the Mumbai movie world, of committing
pure piracy of one of its original compositions.
On receiving messages from fans in the United States, the United Kingdom, Australia and India
that their song Phiriye Dao Amar Prem (Give me back my love) had been copied in the
soundtrack of Murder, Manam, Hamin and other members of Miles collected a copy of the
movie and sat down to watch it themselves. When the song Jana Jane Jana was being played, the
band members could hardly believe their ears. Only the language was different Hindi.
Otherwise, the lyrics are a shadow of ours, the tune is the same. Even the beat break-ups, the use
of guitar and filler notes are the same. How could Anu do such thing? wondered Hamin, one of
the guitarists and vocalists of Miles. Even when a musician is inspired by a song, he can only
copy eight measures. But this is a complete copy of Phiriye Dao, added Hamin (Bombay Times,
18 July 2004).
The Bengali song Phiriye Dao was composed by Miles for its music album Prathasa (Hope) in
1993. It was released in Bangladesh and Pakistan. In 1997 this same song was included in a
music album named Best of Miles, Vol. 1 released by the Asha Audio Co. of Calcutta, and it
became very popular in both Bangladesh and West Bengal, India.
Now the song has been used in the soundtrack of the Hindi block-buster movie Murder without,
of course, the permission of its original composers.
The Mumbai (previously Bombay) movie world known as Bollywood, in imitation of the United
States Hollywood, earns millions of dollars by producing and exporting its films, typically
including music and dance, romance and comedy, all over the world, including Bangladesh.
Compared with Indias, Bangladeshs movie/music production is just a dwarf. Bangladesh runs a
huge trade deficit with India, and the import of movies/music from India contributes significantly
to it.
Under such circumstances, copying and reproducing a Bangladeshi song without any payment of
royalties is not only unethical but also a blatant violation of the intellectual property rights
recognized by the World Trade Organization. It hurts, in this particular case, the business
interests of the Bangladeshi rock band Miles.
Just as Santana cannot leave a concert without performing Black Magic Woman, we cannot
conclude a concert without performing Phiriye Dao. Our songs have a huge potential for the non-
Bengali audience. We had planned to release their Hindi versions. Our plans to go Hindi are in
jeopardy. We are open to singing for Hindi films too. The offer should have come to us, said
Hamin in a description of how the copying of their song had hampered Miles prospects,
.
In the centre of Dubai stands the Burj Khalifa tower, the world�s tall.pdf
In the centre of Dubai stands the Burj Khalifa tower, the worlds tallest manmade structure. This
impressive skyscraper, which reaches up to a record height of 828 m, is the focal point of the
500-acre mega-project 'Downtown Dubai' by Emaar Properties. This project redefined what is
possible in the design and engineering of supertall buildings. The tower has won numerous
awards, notably in the fields of innovation, engineering excellence and architectural design.
Project Name: Burj Khalifa Client Emaar Properties Category: High Rise Building Period:
2004-2009 Location: Dubai, United Arab Emirates Project Website: Burj Khalifa Stakeholders:
Six Construct Total Value: US$930 million External: Samsung C&T- Arabtec Height: 828 m
Managing a construction project, the size of Burj Khalifa requires a series of processes and
systems to be adopted to ensure that the project objectives are attained. You have been requested
to submit a report to the project managers evaluating the tools and techniques that they need to
consider to be aware of the potential quality issues affecting the project..
Internal MeExternalMy Target Industries,Organizations, and.pdf
Internal: Me
External:
My Target Industries,
Organizations, and
Locations
My Uniqueness
(Points of Difference)
Strategic Marketing ProcessMy Own Marketing PlanPlanning PhaseSituation Analysis
(SWOT)Location of FactorKind of FactorFavorableUnfavorable
Internal: MeCore ValuesFormal EducationJob ExperienceMotivationOther:My Strengths:My
Weaknesses:
External:EconomicTechnicalLegalOther:Opportunities for Me:Threats Affecting Me:Focus and
Goal SettingMy Goals Upon GraduationPersonal Goals:My Desired PositionJob Description:
My Target Industries,
Organizations, and
LocationsIndustries:Organizations:Geographical Areas:
My Uniqueness
(Points of Difference)Personality:Education & Experience:Other:My PositioningHow You
Compare to Other Job Applicants:.
A new position in advertising was created for Vicki Talley, the niece .pdf
A new position in advertising was created for Vicki Talley, the niece of Jabils CEO. Talley was a
senior at Southeast University, majoring in marketing. Talley was in charge of revitalizing the
companys website. Talley copied images from various websites and pasted them into Jabils site.
Delores Banks was a full time law student who worked as an intern for Jabil. After reviewing the
new website, Banks explained to Talley that using images and text without permission violates
intellectual property laws. Talley explained that she could use the images because everything on
the Internet is free for people to use. Talley also suggested that Banks needed to read about the
fair use doctrine that was covered in her business law class. Did Talley violate intellectual
property laws?.
In the centre of Dubai stands the Burj Khalifa tower, the world�s ta.pdf
In the centre of Dubai stands the Burj Khalifa tower, the worlds tallest manmade structure. This
impressive skyscraper, which reaches up to a record height of 828 m, is the focal point of the
500-acre mega-project 'Downtown Dubai' by Emaar Properties. This project redefined what is
possible in the design and engineering of supertall buildings. The tower has won numerous
awards, notably in the fields of innovation, engineering excellence and architectural design.
Project Name: Burj Khalifa Client Emaar Properties
Category: High Rise Building Period: 2004-2009
Location: Dubai, United Arab Emirates Project Website: Burj Khalifa
Stakeholders: Six Construct Total Value: US$930 million
External: Samsung C&T- Arabtec Height: 828 m
1.1 As the lead Project Manager for the Burj Khalifa, develop a detailed project charter that you
will share with all project stakeholders. Ensure that you conduct in-depth research when
responding to the question. (20).
Information SecurityIf your organization does not have the interna.pdf
Information Security
If your organization does not have the internal expertise to deal with complex security issues,
would you hire someone like Frank Abagnale as a consultant?
Frank Abagnale, the criminal played by Leonardo DiCaprio in the motion picture Catch Me If
You Can, ended up in prison. After he left prison, however, he worked as a consultant to many
companies on matters of fraud.
Why do companies hire the perpetrators (if caught) as consultants? Is this a good idea?
You are the CEO of a company. Discuss the ethical implications of hiring Frank Abagnale as a
consultant. Since you do not have the internal expertise, how could you be assured that the
consultant does not, for example, embed a backdoor, that would allow them to access the system
after they have left your employment? You would not be able to monitor them because they have
knowledge that you and your people do not have..
Here is an email chain to read for contextResearch Associate I.pdf
Here is an email chain to read for context:
Research Associate: Ive caught wind of a major technical innovation from one of our biggest
rivals. I cannot tell you more at this time, but I will copy everyone on any information I can
share as I receive it.
Chief Engineer: Im pretty skeptical. What is this about? Where are you getting your information?
Research Associate: Turns out that this is much worse than I thought. If our competitor succeeds,
they may be able to improve the performance of their sensors by 20 percent, reduce size by 15
percent, and reduce material cost by 10 percent. This could put us out of business!
Chief Engineer: I havent heard from you in a week. You are not in trouble, but I need more
information. Where did you learn of this impending innovation?
Research Associate: The dangers passed, theyve given up the project. You have no idea how
close they came. I learned about this because one of their engineers is part of my LinkedIn circle.
Chief Engineer: Why would he tell you as much as he did, knowing that you work for a
competitor?
Research Associate: He never asked. You know, I just started working for the company so I
havent gotten around yet to updating my credentials on LinkedIn.
Chief Engineer: I do not use LinkedIn much, however, I do know that their terms of use prohibit
misrepresentation or using an unfounded alter ego.
I guess what Im curious about isnt so much the fact that your profile may not be up-to-date.
Rather, why is our competitors innovation dead in the water?
Research Associate: The engineer thought I was still in my research position at the university. He
contacted me and asked me for advice. I gave him one of our material analyses, but I changed a
few numbers. He bought it hook, line, and sinker!
You are the chief engineer. Two months ago, one of your new research associates announced to
his R&D group that he had discovered a crucial piece of competitive information.
The option that we chose to go with is to have the research associate change his LinkedIn profile
immediately because he is misrepresenting himself. Still consider using the innovation. The
question is: What ethical philosophies impact the situation? (Egoism, Utilitarianism, Justice,
Virtue Ethics, Deontology, Relativism?) in regard to the bolded information and the email chain
listed above..
HeadWallRam Inc. has expanded its reach globally and needs to re-lay.pdf
HeadWallRam Inc. has expanded its reach globally and needs to re-layout it is IP architecture.
The executive team has hired you as a consultant to propose a greenfield network design.
Follow all the same guidlines, restrictions and provisions from Lab Report writing. Include the
following information:
Full IP documentation (not just an IP Grid).
Network Diagram from Draw.io
VyOS route configuration (i.e the "set protocols static" commands) that would be used to
impliment all route entries in all routers. ONLY include the route commands
ISP provides a single DHCP public IP address
Plan for ONE connection to the internet connected to the US site
Interior IP ranges that the company uses (172.18.128.0/17)
Plan a STAR topology for the network core between sites
Plan for networks needed for connections between sites
Plan for all pieces of equipment to be located at one of the Head-Wall-Ram sites (No routers in
space)
Think about WHY you were called in and plan for that too!
US site has five subdivisions: Sales (40 hosts), Technical (600 hosts), Support (300 hosts), Local
Management (150 hosts), Global Management (300 hosts)
China site has six subdivisions: Manufacturing (800 hosts), Sales (20 hosts), Technical (1200
hosts), Support (50 hosts), Legal (40 hosts), R&D (200 hosts)
Europe site has seven subdivisions: Manufacturing (80 hosts), Sales (20 hosts), Technical (400
hosts), Support (40 hosts), Legal (30 hosts), R&D (200 hosts), Management (10 hosts)
Use the picture of a subnet calculator below to help and use /24 for all masks:
For the IP grid create one like the one shown below: Show columns: Subnet address Netmask
Range of addresses Useable IPs Hosts Divide Join Click below to split and join subnets. If you
wish to save this subnetting for later, bookmark this hyperlink.
\begin{tabular}{|l|l|} \hline \multicolumn{1}{|c|}{ Name } & \multicolumn{1}{c|}{ IP/Mask }
\\ \hline gHost RDP Address & 100.70 .40 .94 \\ \hline WAN Address & 132.235.207.142/25 \\
\hline Student Network & 100.70.142.0/24 \\ \hline WAN IP & 132.235.207.128/25 \\ \hline
Secure Client Network & 100.70.142.0/25 \\ \hline SN_pfSense & 100.70.142.126/25 \\ \hline
SN_Client & 100.70.142.1/25 \\ \hline SN_Server & 100.70.142.2/25 \\ \hline Corp Client
Network & 100.70.142.128/25 \\ \hline CCN_pfSense & 100.70.142.254/25 \\ \hline Corp_Client
& 100.70.142.129/25 \\ \hline \end{tabular}.
More from emilemathez (15)
f. Type LastName in the Field1 column header and press the Enter key.pdf
f. Type LastName in the Field1 column header and press the Enter key.pdf
NTS is a Swiss intermodal operator located in Lausanne. When a custo.pdf
NTS is a Swiss intermodal operator located in Lausanne. When a custo.pdf
MRW is a courier firm based in Barcelona (Spain). In 2010, it was co.pdf
MRW is a courier firm based in Barcelona (Spain). In 2010, it was co.pdf
Examine the following Case study and conduct a analysis based on the f.pdf
Examine the following Case study and conduct a analysis based on the f.pdf
Please IRAC this brief Charles Hecht invested his money in Andover .pdf
Please IRAC this brief Charles Hecht invested his money in Andover .pdf
Clinic A clinic Was investigated in Chief Albert Luthuli Local municip.pdf
Clinic A clinic Was investigated in Chief Albert Luthuli Local municip.pdf
Background. Qualitative research approaches frequently rely upon wha.pdf
Background. Qualitative research approaches frequently rely upon wha.pdf
CASE ��It�s daylight robbery in Murder,� screamed a cult Banglade.pdf
CASE ��It�s daylight robbery in Murder,� screamed a cult Banglade.pdf
In the centre of Dubai stands the Burj Khalifa tower, the world�s tall.pdf
In the centre of Dubai stands the Burj Khalifa tower, the world�s tall.pdf
Internal MeExternalMy Target Industries,Organizations, and.pdf
Internal MeExternalMy Target Industries,Organizations, and.pdf
A new position in advertising was created for Vicki Talley, the niece .pdf
A new position in advertising was created for Vicki Talley, the niece .pdf
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