Dean Blake, the new dean of Old State University's business school, is pursuing a prospector strategy focused on non-traditional markets like adult learners and executive education programs. This strategy makes sense given demographic trends showing the traditional student population will decline. However, it is facing resistance from some faculty accustomed to teaching traditional students. Dean Blake plans to address this by prioritizing the hiring of new faculty supportive of the strategic changes and aligning performance reviews and salaries with the new strategic objectives.
Strategic Human Resource Management – Old State UniversityThe Sc.docxflorriezhamphrey3065
Strategic Human Resource Management – Old State University
The School of Business Administration at Old State University is one of 12 state-supported collegiate business schools in a Midwestern state. It is located in a city with a population of 400,000 and a diversified industrial base. Old State is the only state-supported institution in town. One small private college provides competition to the University Business School.
Recently, the University has experienced leadership transition. Dr. George Barnes, Dean of the Business School since 1998, retired. During his administration, the enrollment had increased from 1,202 undergraduates and 76 M.B.A. student in the 1998-99 academic year to 2, 089 undergraduates and 218 M.B.A. students in the most recent academic year.
Dean Barnes was well liked by students, faculty, and the central administration of Old State. However, he had not led the School of Business in any new directions and had basically concentrated on “doing the same things better.” The “same things” meant an emphasis on traditional programs (accounting, marketing, finance, etc.) teaching undergraduate students in the age range of 18-22 in daytime programs, and teaching a small number of full-time M.B.A. students. The latter have been mostly graduates of the school’s undergraduate program who decided they were willing to spend two more years on campus to obtain the second degree.
Dean Barnes had also been successful in upgrading the proportion of faculty with terminal degrees from 56 percent in 1998 to 85 percent in the most recent year. Exhibit 1.1 provides faculty and student enrollment data for the University for selected years during Barnes’s tenure.
During the most recent academic year, the Dean’s Search Committee (consisting of faculty, students, alumni, central administration, and local business representatives) met frequently, screened over 100 applicants, and personally interviewed six. While the committee arrived at no consensus, the majority supported Mr. Jack Blake for the Deanship. An offer was made and, after several weeks of negotiation, Blake accepted the Deanship. His background was an M.B.A. from a prestigious Ivy League business school, and executive leadership positions in a variety of U.S. corporations in marketing. He left the position of Vice President of Marketing at one of the “Fortune 500” companies to accept the Deanship.
During the screening interviews with the Search Committee, Blake had made it clear that, if he were selected, the school of business would be “moving in new directions and exploring new markets.” It was very clear Blake did not want to be a “paper pusher,” but did want to be an innovator and an entrepreneur. When pressed for specifics, he had indicated he “would have to study the situation in more detail.”
When the new Dean arrived on campus in the fall, he immediately convened a Strategic Planning Committee to (1) evaluate the University’s external environment, oppor.
A problem exists in small colleges due to insufficient retention and marketing strategies (American Association of Community Colleges, 2008). Small colleges in the United States provide courses for more than 11.5 million enrolled students with 41% of the students attending college courses full time and 59% of the students attending college courses part time (American Association of Community Colleges, 2008). Of the 4,146 schools in the United States, 71% are small colleges (American Association of Community Colleges, 2008). From 1997 to 2002, 27 of the nation's 1,600 private colleges announced plans to close (Zhao, 2002). The focus of this study will be one such college division that closed in December of 2009, shutting down locations in Cranston, Rhode Island, Dunn Loring, Virginia, Livingston, New Jersey, Boston, Massachusetts, Norwalk, Connecticut, New York City, Norristown, Pennsylvania, Piscataway Township, New Jersey, Melville, New York.
HR Academicians were surveyed about their perceptions of HR education. The results showed:
1) Half of HR Academicians have not published any articles in journals, with most publications coming from professors and associate professors.
2) HR Academicians see their role as a mix of teaching, training, and research activities.
3) There is a need to restructure HR management education to improve rigor, relevance, methodology and prepare students for industry with the necessary skills.
Organizational diagnosis has been identified as a significant issue in terms of organizational change and organizational development (Leech, 2011). It has been noted by a number of researchers that management of change in organization involves the consideration of three key questions of what (the content related to initiation of change), how (the process for initiation of change) and why (the reasons for initiation of change). Organizational diagnosis further covers a number of aspects, and hence, is given huge significance from the perspective of organizational change (Worley, 2014). It is a method used for analysis of organization while identifying the shortcomings of organization for neutralizing them by the initiation of organizational change. This report will cover the concepts related to organizational change management and diagnostic process, referring to the case study provided. It has been anticipated in the case study that the newly established School of Business across the All Star University will have to consider reducing its work force by 20 per cent if the proposed guidelines of budget are met.
The document discusses the need for MBA programs to rethink their approach and value proposition in order to better prepare students for today's complex business environment. It outlines several challenges facing MBA programs, including declining enrollment, lack of student engagement, and questions around their value added. The author argues that programs need to rebalance their curricula to focus more on developing skills ("doing") and professional identities ("being") in addition to knowledge ("knowing"). Eight specific areas are identified where programs could innovate, such as gaining a global perspective, developing leadership skills, and understanding the limits of models and markets. The author advocates for experimenting with new pedagogies like experiential learning and recruiting more practitioners to enrich
Strategic Human Resource Management – Old State UniversityThe Sc.docxflorriezhamphrey3065
Strategic Human Resource Management – Old State University
The School of Business Administration at Old State University is one of 12 state-supported collegiate business schools in a Midwestern state. It is located in a city with a population of 400,000 and a diversified industrial base. Old State is the only state-supported institution in town. One small private college provides competition to the University Business School.
Recently, the University has experienced leadership transition. Dr. George Barnes, Dean of the Business School since 1998, retired. During his administration, the enrollment had increased from 1,202 undergraduates and 76 M.B.A. student in the 1998-99 academic year to 2, 089 undergraduates and 218 M.B.A. students in the most recent academic year.
Dean Barnes was well liked by students, faculty, and the central administration of Old State. However, he had not led the School of Business in any new directions and had basically concentrated on “doing the same things better.” The “same things” meant an emphasis on traditional programs (accounting, marketing, finance, etc.) teaching undergraduate students in the age range of 18-22 in daytime programs, and teaching a small number of full-time M.B.A. students. The latter have been mostly graduates of the school’s undergraduate program who decided they were willing to spend two more years on campus to obtain the second degree.
Dean Barnes had also been successful in upgrading the proportion of faculty with terminal degrees from 56 percent in 1998 to 85 percent in the most recent year. Exhibit 1.1 provides faculty and student enrollment data for the University for selected years during Barnes’s tenure.
During the most recent academic year, the Dean’s Search Committee (consisting of faculty, students, alumni, central administration, and local business representatives) met frequently, screened over 100 applicants, and personally interviewed six. While the committee arrived at no consensus, the majority supported Mr. Jack Blake for the Deanship. An offer was made and, after several weeks of negotiation, Blake accepted the Deanship. His background was an M.B.A. from a prestigious Ivy League business school, and executive leadership positions in a variety of U.S. corporations in marketing. He left the position of Vice President of Marketing at one of the “Fortune 500” companies to accept the Deanship.
During the screening interviews with the Search Committee, Blake had made it clear that, if he were selected, the school of business would be “moving in new directions and exploring new markets.” It was very clear Blake did not want to be a “paper pusher,” but did want to be an innovator and an entrepreneur. When pressed for specifics, he had indicated he “would have to study the situation in more detail.”
When the new Dean arrived on campus in the fall, he immediately convened a Strategic Planning Committee to (1) evaluate the University’s external environment, oppor.
A problem exists in small colleges due to insufficient retention and marketing strategies (American Association of Community Colleges, 2008). Small colleges in the United States provide courses for more than 11.5 million enrolled students with 41% of the students attending college courses full time and 59% of the students attending college courses part time (American Association of Community Colleges, 2008). Of the 4,146 schools in the United States, 71% are small colleges (American Association of Community Colleges, 2008). From 1997 to 2002, 27 of the nation's 1,600 private colleges announced plans to close (Zhao, 2002). The focus of this study will be one such college division that closed in December of 2009, shutting down locations in Cranston, Rhode Island, Dunn Loring, Virginia, Livingston, New Jersey, Boston, Massachusetts, Norwalk, Connecticut, New York City, Norristown, Pennsylvania, Piscataway Township, New Jersey, Melville, New York.
HR Academicians were surveyed about their perceptions of HR education. The results showed:
1) Half of HR Academicians have not published any articles in journals, with most publications coming from professors and associate professors.
2) HR Academicians see their role as a mix of teaching, training, and research activities.
3) There is a need to restructure HR management education to improve rigor, relevance, methodology and prepare students for industry with the necessary skills.
Organizational diagnosis has been identified as a significant issue in terms of organizational change and organizational development (Leech, 2011). It has been noted by a number of researchers that management of change in organization involves the consideration of three key questions of what (the content related to initiation of change), how (the process for initiation of change) and why (the reasons for initiation of change). Organizational diagnosis further covers a number of aspects, and hence, is given huge significance from the perspective of organizational change (Worley, 2014). It is a method used for analysis of organization while identifying the shortcomings of organization for neutralizing them by the initiation of organizational change. This report will cover the concepts related to organizational change management and diagnostic process, referring to the case study provided. It has been anticipated in the case study that the newly established School of Business across the All Star University will have to consider reducing its work force by 20 per cent if the proposed guidelines of budget are met.
The document discusses the need for MBA programs to rethink their approach and value proposition in order to better prepare students for today's complex business environment. It outlines several challenges facing MBA programs, including declining enrollment, lack of student engagement, and questions around their value added. The author argues that programs need to rebalance their curricula to focus more on developing skills ("doing") and professional identities ("being") in addition to knowledge ("knowing"). Eight specific areas are identified where programs could innovate, such as gaining a global perspective, developing leadership skills, and understanding the limits of models and markets. The author advocates for experimenting with new pedagogies like experiential learning and recruiting more practitioners to enrich
The document discusses a teaching case for a business school on understanding companies' changing needs for managerial competencies. It provides background on global changes affecting companies and outlines the main research question and task for students. Students are instructed to analyze literature and interviews to understand new competency needs and make recommendations for the business school's MBA program. The objectives are to provide insight into changes influencing companies and their needs, and improve students' research, analytical, and networking skills.
This document provides an overview and analysis of MBA programs. It discusses how MBA prestige has fallen as programs have adopted an irrelevant scientific research model over practical business skills. Costs have also increased dramatically without comparable salary increases. The document recommends gaining several years of work experience before pursuing an MBA to improve return on investment and make the curriculum more applicable. Not everyone needs an MBA, and entrepreneurs are better off pursuing their ambitions than delaying to get an MBA only to keep up with others.
The document summarizes and explains the findings of a study by Mary F. Mobley and Harry Kuniansky. The study investigated finance executives' views of academicians and their self-perceptions. It found that practitioners believed they had better knowledge of business problems and solutions, while academicians had better knowledge of research methods and theory development. The author explains the findings in terms of specialization creating competitive advantages for both groups. New ideas developed by academicians filter down over time to practitioners through education and exposure to lower-tier academic journals and business periodicals. Both groups could improve knowledge transfer through platforms like business schools where practitioners learn new strategies and tools.
"Enrollment Management," presented by Dennis Pruitt at the College Business Management Institute, 2016
-----
Through our team of experts, the Division of Student Affairs and Academic Support enrolls academically prepared students and connects them with experiences and resources that will help them achieve a lifetime of meaningful leadership, service, employment and continued learning. Learn more at sc.edu/studentaffairs.
Study the Role of Strategic Analysis of Business Schools – North Zone.Muhammed Anaz PK
This study explores the factors determining the competitive advantage of MBA institutes, the types of strategy undertaken by these institutes, as well as the indicators measuring their overall performance. Study was undertaken within the context of the states of Jammu & Kashmir, Himachal Pradesh, Punjab, Uttarakhand, Uttar Pradesh and Haryana.
Extended GAPs Model to Assess the Quality of Education for Higher Educational...Md. Moulude Hossain
In the globalized world of the current century, higher education is becoming more and more competitive and the leading universities must promote their own institutions not only locally but internationally as well. Higher education is one of the most significant parts of the education system of a country. The main objective of higher education is to develop the new knowledge, explore research works on different social and development issues, anticipate the needs of the economy and prepare highly skilled workers. In these contexts, higher education should be standard, welfare and sustainable development oriented. The report intends to analyze the marketing strategies deployed by higher educational institutions in Bangladesh. The main objective of this study is to explore the quality of higher education of higher educational institutions in Bangladesh. Nonetheless, the paper emphasizes on the students perception and expectations about the present education system of public and private universities, existing problems and challenges faced by the higher education institutions.
An assessment of financial literacy levels among undergraduate business stude...Alexander Decker
This document summarizes a research study that assessed the level of financial literacy among undergraduate business students in Ghana. The study found that formal education was the primary source of financial literacy for students, followed by parents, media, and peers. Financial literacy was highest among accounting students and lowest among human resource management students. The study used a theoretical framework combining social learning theory and family resource management theory to examine how environmental influences like family, school, media, and peers shape students' financial knowledge, attitudes, and behaviors. Previous research discussed in the literature review found that higher financial literacy is associated with better financial outcomes and behaviors.
This 3-credit course covers the legal basis of education and school administration in the Philippines. Over 18 weeks, it will introduce students to education acts, laws, and policies, and teach them about managing human resources, such as job analysis, recruitment, performance reviews, and labor relations. The course aims to help students understand the legal framework of education and develop skills for leadership roles. Assessment includes presentations, assignments, exams, and a research paper.
Invitation!! AEPP 20th Annual International Conference - Oct. 3-5, 2102 Vancouver, BC. EXTENDED DEADLINE!!
If you haven’t already done so, please submit your paper or proposal for presentation at The Association on Employment Practices and Principles (AEPP)\\’s 20th Annual International Conference. Papers, abstracts, and proposals for presentations, case studies, panels, or workshops should be submitted by April 15 if at all possible, but we will extend your deadline if need be.
Conference Theme: “Leading 21st Century Change: Beyond Bureaucracy and Workplace Disengagement"
Location: At the beautiful downtown campus of the Segal Graduate School of Business at their Conference Center (Simon Fraser University) Vancouver, BC. See more at http://www.sfu.ca/mecs/segal+school/about.html with links to location, hotels and restaurants, and other information
Dates: Oct 3-5, 2012
Who is Invited: Scholars, students, practitioners, executives, managers, and the public-at-large
CALL FOR PAPERS/PROPOSALS LINK: AEPP 2012 Call for Papers/Proposals is found at http://www.box.com/s/tmg4ya4ngayvxkn1oijb. Email all papers and proposals in MS Word (APA Format) to BOTH: (1) AEPP Admin - aepp@institute-leadership-global.org; and (2) Conference President Dr. Raj Parikh at ParikhR@sou.edu.
This study examines the impact of rewards and benefits packages on attracting younger employees, specifically recent graduates from the University of Huddersfield. The researcher aims to understand what incentives are most appealing to students, especially women, and how these can be used to attract them to jobs at banks in the UK. A survey of 255 University of Huddersfield students will explore the relationship between rewards/benefits and the attractiveness of an employer, with the goal of informing the reward policies of banks interested in recruiting these graduates. The researcher hypothesizes that rewards and benefits packages will have a direct, positive impact on attractiveness to young job seekers.
This document summarizes a presentation on strengthening engagement at North Carolina State University. It discusses the history of the engagement movement and initiatives at NC State. It outlines the agenda for the presentation, which includes studying the institution's history and culture, using democratic methods to include stakeholders, and implementing recommendations. The presentation discusses logic models for evaluating engagement programs and expanding indicators to include non-monetary quality of life impacts. It also summarizes the task force charges around engagement criteria for faculty evaluation and developing institutional performance indicators. The presentation emphasizes integrating learning, discovery, and engagement and developing shared values and measures of engagement.
American Journal of Multidisciplinary Research and Development is indexed, refereed and peer-reviewed journal, which is designed to publish research articles.
Factors that affect the on the-job training ofSunjay Taladtad
The document discusses factors that affect the on-the-job training of business students undergoing practicum at the University of Manila. It identifies factors such as work attitude, habits, competence, personality, linkage to cooperating firms, benefits/incentives, and problems encountered. The study aims to assess these factors and determine how they influence students' training experiences and performance, in order to improve the school's practicum program.
Factors that affect the on the-job training ofSunjay Taladtad
The document discusses factors that affect the on-the-job training of business students undergoing practicum at the University of Manila. It identifies factors such as work attitude, habits, competence, personality, linkage to cooperating firms, benefits/incentives, and problems encountered. The study aims to assess these factors and determine how they influence students' training experiences and performance, in order to improve the school's practicum program.
Factors that affect the on the-job training ofSunjay Taladtad
The document discusses factors that affect the on-the-job training of business students undergoing practicum at the University of Manila. It identifies factors such as work attitude, competence, personality, benefits/incentives, and problems encountered. The study aims to assess these factors and determine how students rate them. It also seeks to understand problems students face during training and which factors need improvement.
Factors that affect the on the-job training ofSunjay Taladtad
The document discusses factors that affect the on-the-job training of business students from the University of Manila who are undergoing practicum. It identifies factors such as work attitude, competence, personality, benefits/incentives, and problems encountered. The study aims to assess these factors and determine how students rate them. It also seeks to understand differences in ratings based on student demographics and identify areas for improvement.
Leaping over the perceptual threshold in accounting coursesmangwar
A Journal for Critical Accounting and Finance, 12(2), pp. 179-198.
Lucas, U. (2001) Deep and surface approaches to learning within introductory accounting: A
phenomenographic study. Accounting Education: An International Journal, 10(2), pp. 161-
184.
Lucas, U. (2002) Facilitating the engagement and learning of introductory accounting
students. Accounting
Education: An International Journal, 11(1), pp. 61-80.
Lucas, U. & Meyer, J. H. F. (2005) Towards a mapping of the student experience of
approaches to learning
Procurement Planning Paper Grading GuideProcurement and Risk.docxbriancrawford30935
Procurement Planning Paper Grading Guide
Procurement and Risk ManagementIndividual Assignment: Procurement Planning PaperPurpose of Assignment
Many projects require the acquisition of outside resources to meet project deliverables. Project managers need to understand the procurement planning process and the risks. Many times, it is necessary for the project manager to be tactically involved in the procurement selection process and even provide purchasing with recommendations on the type of contractual relationship (supplier or joint venture) would best fit the project scenario. It also falls onto the shoulders of the project manager to track and monitor the quality and delivery of products and/or services received. Purchasing products/services for projects is not streamline like those procured for operations; these are ad hoc purchases that, if not managed, will possibly be forgotten.Grading Guide
Content
Met
Partially Met
Not Met
Comments:
The student describes the project procurement planning process.
The student identifies the most valuable output of the plan procurement process and explains why it is believed to be the most valuable.
The student explains the various contracts types and describes who has the most risk for each contract type.
The student explains methods that can be used to mitigate the risks for each contract type.
The student develops a project monitoring process to track procurement orders for the project.
The student describes source selection criterion that would be applicable to any project.
The student analyzes the ethical concerns that should be considered when identifying source selection criteria.
The student explains the role of risk management in the procurement planning process.
The paper is 1,050 to 1,400 words in length.
Total Available
Total Earned
7
#/7
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page, and reference page—is consistent with APA formatting guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference page.
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and punctuation.
Total Available
Total Earned
3
#/3
Assignment Total
#
10
#/10
Additional comments:
Going Beyond MBA Oaths
Ben W. Heineman, Jr.
June 09, 2009
Going Beyond MBA Oaths
Siemens has just gone through the largest bribery scandal in history, paying more than $1.5
billion in fines and penalties, restating earnings by more than $500 million, incurring more than
$850 million in forensic expenses to investigate itself and sidelining a whole generation of top
board and business leadership.
And Siemens had a strongly worded code against bribery. It just lacked princip.
roles are largely complete when they hand an investigation.docxwrite4
This document outlines the responsibilities of investigators at different phases of a criminal investigation from initial response to a crime scene through trial preparation. It provides guidance to complete an assignment detailing the steps, procedures, best practices, legal obligations and potential pitfalls at each phase, including: processing the initial crime scene; gathering information and interviewing witnesses during the investigation; identifying, locating, apprehending and interrogating suspects; assembling the final report and presenting the case to prosecutors; and preparing evidence and testimony for prosecution and trial. The assignment criteria include describing responsibilities at each phase, examining relevant procedures, analyzing strategies, and citing references.
The military plays an important role in responding to domestic disasters by providing personnel, equipment, and logistical support. During 9/11 and Hurricane Katrina, fighter jets patrolled cities and the National Guard and Coast Guard conducted large-scale rescue operations. While the military is effective at disaster response, there are also debates around federalizing the National Guard, authorizing deadly force, and declaring martial law during relief efforts.
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The document discusses a teaching case for a business school on understanding companies' changing needs for managerial competencies. It provides background on global changes affecting companies and outlines the main research question and task for students. Students are instructed to analyze literature and interviews to understand new competency needs and make recommendations for the business school's MBA program. The objectives are to provide insight into changes influencing companies and their needs, and improve students' research, analytical, and networking skills.
This document provides an overview and analysis of MBA programs. It discusses how MBA prestige has fallen as programs have adopted an irrelevant scientific research model over practical business skills. Costs have also increased dramatically without comparable salary increases. The document recommends gaining several years of work experience before pursuing an MBA to improve return on investment and make the curriculum more applicable. Not everyone needs an MBA, and entrepreneurs are better off pursuing their ambitions than delaying to get an MBA only to keep up with others.
The document summarizes and explains the findings of a study by Mary F. Mobley and Harry Kuniansky. The study investigated finance executives' views of academicians and their self-perceptions. It found that practitioners believed they had better knowledge of business problems and solutions, while academicians had better knowledge of research methods and theory development. The author explains the findings in terms of specialization creating competitive advantages for both groups. New ideas developed by academicians filter down over time to practitioners through education and exposure to lower-tier academic journals and business periodicals. Both groups could improve knowledge transfer through platforms like business schools where practitioners learn new strategies and tools.
"Enrollment Management," presented by Dennis Pruitt at the College Business Management Institute, 2016
-----
Through our team of experts, the Division of Student Affairs and Academic Support enrolls academically prepared students and connects them with experiences and resources that will help them achieve a lifetime of meaningful leadership, service, employment and continued learning. Learn more at sc.edu/studentaffairs.
Study the Role of Strategic Analysis of Business Schools – North Zone.Muhammed Anaz PK
This study explores the factors determining the competitive advantage of MBA institutes, the types of strategy undertaken by these institutes, as well as the indicators measuring their overall performance. Study was undertaken within the context of the states of Jammu & Kashmir, Himachal Pradesh, Punjab, Uttarakhand, Uttar Pradesh and Haryana.
Extended GAPs Model to Assess the Quality of Education for Higher Educational...Md. Moulude Hossain
In the globalized world of the current century, higher education is becoming more and more competitive and the leading universities must promote their own institutions not only locally but internationally as well. Higher education is one of the most significant parts of the education system of a country. The main objective of higher education is to develop the new knowledge, explore research works on different social and development issues, anticipate the needs of the economy and prepare highly skilled workers. In these contexts, higher education should be standard, welfare and sustainable development oriented. The report intends to analyze the marketing strategies deployed by higher educational institutions in Bangladesh. The main objective of this study is to explore the quality of higher education of higher educational institutions in Bangladesh. Nonetheless, the paper emphasizes on the students perception and expectations about the present education system of public and private universities, existing problems and challenges faced by the higher education institutions.
An assessment of financial literacy levels among undergraduate business stude...Alexander Decker
This document summarizes a research study that assessed the level of financial literacy among undergraduate business students in Ghana. The study found that formal education was the primary source of financial literacy for students, followed by parents, media, and peers. Financial literacy was highest among accounting students and lowest among human resource management students. The study used a theoretical framework combining social learning theory and family resource management theory to examine how environmental influences like family, school, media, and peers shape students' financial knowledge, attitudes, and behaviors. Previous research discussed in the literature review found that higher financial literacy is associated with better financial outcomes and behaviors.
This 3-credit course covers the legal basis of education and school administration in the Philippines. Over 18 weeks, it will introduce students to education acts, laws, and policies, and teach them about managing human resources, such as job analysis, recruitment, performance reviews, and labor relations. The course aims to help students understand the legal framework of education and develop skills for leadership roles. Assessment includes presentations, assignments, exams, and a research paper.
Invitation!! AEPP 20th Annual International Conference - Oct. 3-5, 2102 Vancouver, BC. EXTENDED DEADLINE!!
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Conference Theme: “Leading 21st Century Change: Beyond Bureaucracy and Workplace Disengagement"
Location: At the beautiful downtown campus of the Segal Graduate School of Business at their Conference Center (Simon Fraser University) Vancouver, BC. See more at http://www.sfu.ca/mecs/segal+school/about.html with links to location, hotels and restaurants, and other information
Dates: Oct 3-5, 2012
Who is Invited: Scholars, students, practitioners, executives, managers, and the public-at-large
CALL FOR PAPERS/PROPOSALS LINK: AEPP 2012 Call for Papers/Proposals is found at http://www.box.com/s/tmg4ya4ngayvxkn1oijb. Email all papers and proposals in MS Word (APA Format) to BOTH: (1) AEPP Admin - aepp@institute-leadership-global.org; and (2) Conference President Dr. Raj Parikh at ParikhR@sou.edu.
This study examines the impact of rewards and benefits packages on attracting younger employees, specifically recent graduates from the University of Huddersfield. The researcher aims to understand what incentives are most appealing to students, especially women, and how these can be used to attract them to jobs at banks in the UK. A survey of 255 University of Huddersfield students will explore the relationship between rewards/benefits and the attractiveness of an employer, with the goal of informing the reward policies of banks interested in recruiting these graduates. The researcher hypothesizes that rewards and benefits packages will have a direct, positive impact on attractiveness to young job seekers.
This document summarizes a presentation on strengthening engagement at North Carolina State University. It discusses the history of the engagement movement and initiatives at NC State. It outlines the agenda for the presentation, which includes studying the institution's history and culture, using democratic methods to include stakeholders, and implementing recommendations. The presentation discusses logic models for evaluating engagement programs and expanding indicators to include non-monetary quality of life impacts. It also summarizes the task force charges around engagement criteria for faculty evaluation and developing institutional performance indicators. The presentation emphasizes integrating learning, discovery, and engagement and developing shared values and measures of engagement.
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Factors that affect the on the-job training ofSunjay Taladtad
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Factors that affect the on the-job training ofSunjay Taladtad
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Factors that affect the on the-job training ofSunjay Taladtad
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Factors that affect the on the-job training ofSunjay Taladtad
The document discusses factors that affect the on-the-job training of business students from the University of Manila who are undergoing practicum. It identifies factors such as work attitude, competence, personality, benefits/incentives, and problems encountered. The study aims to assess these factors and determine how students rate them. It also seeks to understand differences in ratings based on student demographics and identify areas for improvement.
Leaping over the perceptual threshold in accounting coursesmangwar
A Journal for Critical Accounting and Finance, 12(2), pp. 179-198.
Lucas, U. (2001) Deep and surface approaches to learning within introductory accounting: A
phenomenographic study. Accounting Education: An International Journal, 10(2), pp. 161-
184.
Lucas, U. (2002) Facilitating the engagement and learning of introductory accounting
students. Accounting
Education: An International Journal, 11(1), pp. 61-80.
Lucas, U. & Meyer, J. H. F. (2005) Towards a mapping of the student experience of
approaches to learning
Procurement Planning Paper Grading GuideProcurement and Risk.docxbriancrawford30935
Procurement Planning Paper Grading Guide
Procurement and Risk ManagementIndividual Assignment: Procurement Planning PaperPurpose of Assignment
Many projects require the acquisition of outside resources to meet project deliverables. Project managers need to understand the procurement planning process and the risks. Many times, it is necessary for the project manager to be tactically involved in the procurement selection process and even provide purchasing with recommendations on the type of contractual relationship (supplier or joint venture) would best fit the project scenario. It also falls onto the shoulders of the project manager to track and monitor the quality and delivery of products and/or services received. Purchasing products/services for projects is not streamline like those procured for operations; these are ad hoc purchases that, if not managed, will possibly be forgotten.Grading Guide
Content
Met
Partially Met
Not Met
Comments:
The student describes the project procurement planning process.
The student identifies the most valuable output of the plan procurement process and explains why it is believed to be the most valuable.
The student explains the various contracts types and describes who has the most risk for each contract type.
The student explains methods that can be used to mitigate the risks for each contract type.
The student develops a project monitoring process to track procurement orders for the project.
The student describes source selection criterion that would be applicable to any project.
The student analyzes the ethical concerns that should be considered when identifying source selection criteria.
The student explains the role of risk management in the procurement planning process.
The paper is 1,050 to 1,400 words in length.
Total Available
Total Earned
7
#/7
Writing Guidelines
Met
Partially Met
Not Met
Comments:
The paper—including tables and graphs, headings, title page, and reference page—is consistent with APA formatting guidelines and meets course-level requirements.
Intellectual property is recognized with in-text citations and a reference page.
Paragraph and sentence transitions are present, logical, and maintain the flow throughout the paper.
Sentences are complete, clear, and concise.
Rules of grammar and usage are followed including spelling and punctuation.
Total Available
Total Earned
3
#/3
Assignment Total
#
10
#/10
Additional comments:
Going Beyond MBA Oaths
Ben W. Heineman, Jr.
June 09, 2009
Going Beyond MBA Oaths
Siemens has just gone through the largest bribery scandal in history, paying more than $1.5
billion in fines and penalties, restating earnings by more than $500 million, incurring more than
$850 million in forensic expenses to investigate itself and sidelining a whole generation of top
board and business leadership.
And Siemens had a strongly worded code against bribery. It just lacked princip.
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1. (Mt) – I need help with the Old State University Case
Questions – Strategic emphasis – Old State University 1. What organizational strategy
(defender, prospector, analyzer, reactor) was Dean Barnes pursing? Discuss the strategy
Dean Blake is pursuing. What do you perceive to be his objectives? Does this strategy make
sense in terms of the internal and external environment of the school? 2. Identify the key
problems and the key opportunities in this case. 3. Formulate an HR strategic plan that will
support Dean Blake’s new organizational strategy. Your plan will make recommendations
for HR activities in the areas of staffing, performance management, compensation, and
employee relations (the ER section should address issues of communication and employee
participation and provide recommendations on how Blake’s changes should have been
introduced to the faculty). Support your recommendations with appropriate HR theories,
concepts, models and processes (utilizing your textbook as a reference). Strategic Human
Resource Management – Old State University The School of Business Administration at Old
State University is one of 12 statesupported collegiate business schools in a Midwestern
state. It is located in a city with a population of 400,000 and a diversified industrial base.
Old State is the only statesupported institution in town. One small private college provides
competition to the University Business School. Recently, the University has experienced
leadership transition. Dr. George Barnes, Dean of the Business School since 1998, retired.
During his administration, the enrollment had increased from 1,202 undergraduates and 76
M.B.A. student in the 199899 academic year to 2, 089 undergraduates and 218 M.B.A.
students in the most recent academic year. Dean Barnes was well liked by students, faculty,
and the central administration of Old State. However, he had not led the School of Business
in any new directions and had basically concentrated on “doing the same things better.” The
“same things” meant an emphasis on traditional programs (accounting, marketing, finance,
etc.) teaching undergraduate students in the age range of 18-22 in daytime programs, and
teaching a small number of full-time M.B.A. students. The latter have been mostly graduates
of the school’s undergraduate program who decided they were willing to spend two more
years on campus to obtain the second degree. Dean Barnes had also been successful in
upgrading the proportion of faculty with terminal degrees from 56 percent in 1998 to 85
percent in the most recent year. Exhibit 1.1 provides faculty and student enrollment data
for the University for selected years during Barnes’s tenure. During the most recent
academic year, the Dean’s Search Committee (consisting of faculty, students, alumni, central
administration, and local business representatives) met frequently, screened over 100
applicants, and personally interviewed six. While the committee arrived at no consensus,
2. the majority supported Mr. Jack Blake for the Deanship. An offer was made and, after
several weeks of negotiation, Blake accepted the Deanship. His background was an M.B.A.
from a prestigious Ivy League business school, and executive leadership positions in a
variety of U.S. corporations in marketing. He left the position of Vice President of Marketing
at one of the “Fortune 500” companies to accept the Deanship. During the screening
interviews with the Search Committee, Blake had made it clear that, if he were selected, the
school of business would be “moving in new directions and exploring new markets.” It was
very clear Blake did not want to be a “paper pusher,” but did want to be an innovator and an
entrepreneur. When pressed for specifics, he had indicated he “would have to study the
situation in more detail.” When the new Dean arrived on campus in the fall, he immediately
convened a Strategic Planning Committee to (1) evaluate the University’s external
environment, opportunities, constraints, competitive advantages, and internal environment,
and (2) recommend a new set of long-term missions, goals, objectives, and programs. The
committee consisted of two senior professors, the University’s Vice President for Academic
Affairs, one graduate student, one undergraduate student, two prominent alumni, and two
local business leaders. The committee recommended that the school focus on the adult
learner since demographic analysis suggested the age group 18-22 was shrinking and
would be a declining market over the next decade. Specific recommendations included (1)
more evening courses for both undergraduate and graduate students; (2) structuring the
schedule so that both degrees could be earned entirely in the evening; (3) offering credit
courses in some suburban locations; (4) offering requested noncredit practitioner courses
at the school, at the employer’s work site , and in various underserved small cities around
the state; (5) exploring the possibility of offering degree programs at these locations; (6)
offering new M.B.A. degree concentrations in such areas as management of the arts, health
care management, and public sector management, and (7) offering a new “executive” M.B.A.
The new Dean enthusiastically endorsed the report and distributed copies at the last faculty
meeting of the fall semester. Several questions were raised, but it didn’t appear serious
opposition existed. However, at a following meeting of department Chairs, the Dean
indicated that his top priority of the next academic year was to fill the five vacant positions
with new faculty who would be supportive of the new directions in which the school was
moving. Specifically, he asked them to keep several criteria in mind while recruiting and
selecting new faculty. These included previous managerial work experience, a willingness to
teach night courses, a willingness to travel to other cities to offer coursework, an ability to
work with management practitioner s on special projects, and previous experience in
teaching executives. In addition, he suggested that the Chairs consider those criteria when
evaluating the performance of existing faculty and recommending salary increases. Finally,
he indicated that one of the faculty positions would be used to recruit a new Assistant Dean
for External Affairs who would become his link to the practitioner community. The latter
would be involved with helping practicing managers identify their needs, working with
faculty to meet these needs, and negotiating contracts for these services. When word of the
Dean’s faculty recommendations spread through the “rumor mill” the reaction was swift
and negative. Many of the “old guard” faculty felt they were hired primarily to teach full-
time students on campus during the day. Consequently, they were threatened by the new
3. evaluation criteria. They were also concerned that the Dean was interjecting nonacademic
criteria into their departmental faculty recruitment processes and diverting resources to
nonacademic activities. These faculty members felt the inevitable result would be a
declining quality of education in the school. A group of these faculty members have asked to
meet with the Dean to discuss his proposals. The Dean is preparing a justification for both
his strategy and his human resource management (faculty) recommendations. Exhibit 1.1 –
Faculty and Student Enrollment Date for the College of Business Administration in Selected
Years, 1998-2016. Academic Year Faculty 1998-99 2000-01 2005-06 2010-11 2012-14
2015-16 54 58 66 74 78 80 Faculty with Ph.D.s 30 36 46 57 66 68 Student Enrollment B.S
1,202 1,289 1,654 1,913 2,065 2,089 Student Enrollment M.B.A. 76 98 134 154 221 218
Total Student Enrollment 1,278 1,387 1,788 2,067 2,286 2,307 From: Nkomo, S., Fottler, M.,
& McAfee, R. B. (2005). Applications in Human Resource Management (5 th edition). Mason,
Ohio: T homson Southwestern, p. 96–98. The Miles and Snow Typology Adapted from
Barney, J.B. & Griffin, R.G. “The management of organizations: Strategy, structure, behavior.”
Houghton Mifflin, 1992. Prospector Raymond Miles and Charles Snow suggest that business
level strategies generally fall into one of four categories: prospector, defender, analyzer, and
reactor. An organization that follows a prospector strategy is a highly innovative firm that is
constantly seeking out new markets and new opportunities and is oriented toward growth
and risk taking. 3M is an excellent example of a firm that uses prospector strategies. Over
the years, it has prided itself on being one of the most innovative major corporations in the
world. Employees at 3M are constantly encouraged to develop new products and ideas in a
creative and entrepreneurial way. This focus on innovation has led 3M to develop a wide
range of products and markets, including invisible tape and antistain fabric treatments.
Another example: Johnson & Johnson links decentralization with a prospector strategy.
Each of the firm’s different businesses is organized into a separate unit, and the managers of
these units hold full decision-making responsibility and authority. Often, these businesses
develop new products for new markets. As the new products develop and sales grow,
Johnson & Johnson reorganizes so that each new product is managed in a separate unit.
Defender Rather than seeking new growth opportunities and innovation, an organization
that follows a defender strategy concentrates on protecting its current markets, maintaining
stable growth, and serving its current customers. BIC Corporation used defender strategies,
despite its history as an innovative firm (the original BIC “crystal” and the BIC “biro” pen
were significant innovations in the writing instruments industry). Since the late 1970s, with
the maturity of the market for writing instruments, BIC has adopted a less aggressive, less
entrepreneurial style of management and has chosen to defend its substantial market share
in the industry. It has done this by emphasizing efficient manufacturing and customer
satisfaction. Another example: Often a firm implementing a prospector strategy will switch
to a defender strategy. This happens when the firm successfully creates a new market or
business and then attempts to protect its market from competition. Mrs. Fields Inc. was one
of the first firms to introduce high quality, high-priced cookies. Mrs. Fields sold its product
in special cookie stores and grew very rapidly. This success, however, encouraged
numerous other companies to enter the market. Increased competition, plus reduced
demand for high-priced cookies, has threatened Mrs. Fields’s market position. To maintain
4. its profitability, the firm has slowed its growth and is now focusing on making its current
cookie operation more profitable. Analyzer An organization that follows an analyzer
strategy both maintains market share and seeks to be innovative, although usually not as
innovative as an organization that uses a prospector strategy. Most large companies fall into
the third category, because they want both to protect their base of operations and to create
new market opportunities. Proctor & Gamble (P&G) uses analyzer strategies. As a major
consumer goods company, P&G has established numerous name brand products, such as
Crest toothpaste, Tide laundry detergent, and Swiffer cleaning products. It is important for
P&G to continue to invest in its successful products, in order to maintain financial
performance. But P&G also needs to encourage the development of new products and brand
names. In this way, it can continue to expand its market presence and have new products to
replace those whose market falls off. Through these efforts P&G can continue to grow.
Analyzers often pursue a “second-in” strategy and improve upon the product/service
offerings of their competitors. Reactor According to Miles and Snow, an organization that
follows a reactor strategy has no consistent strategic approach; it drifts with environmental
events, reacting to but failing to anticipate or influence those events. Not surprisingly, these
organizations usually do not perform as well as organizations that implement prospector,
defender, or analyzer strategies. Most organizations would probably deny using reactor
strategies. However, International Harvester (IH) during the 1960s and 1970s followed this
approach. At a time when IH’s market for trucks, construction equipment, and agricultural
equipment was booming, IH failed to invest in research and development, in improvements
in manufacturing, or in improvements in distribution. By the time a recession cut demand
for its products, it was too late for IH to respond, and the company lost millions of dollars.
Indeed, at one time IH had the largest annual loss of any company in the history of the
world. In the last ten years, IH has had to sell off virtually all of its businesses, except its
truck manufacturing business. IH has moved from being a dominant firm in trucking,
agriculture, and construction to a medium-sized truck manufacturer because it failed to
anticipate changes in its environment. In 1985, International Harvester sold off most of its
agricultural division to Tenneco, Inc which merged it into its subsidiary J.I. Case under the
Case IH brand. Following the terms of IH’s agreement with Tenneco, International
Harvester became Navistar International Corporation in 1986. Another example: During the
1970s and 1980s the Large Information Systems division of Honeywell seemed to follow a
reactor strategy. As a relatively small manufacturer of mainframe computers, Honeywell
sometimes tried to be very innovative in its research and development efforts and
sometimes tried to reduce its costs as much as possible. Sometimes it focused on very
innovative software, and sometimes it laid off hundreds of skilled workers. Not until
Honeywell entered into joint ventures with some Japanese and European firms did it begin
to focus its strategic efforts. Strategy Type Definition Examples Prospector Is innovative and
growth oriented, searches for new markets and new growth opportunities, encourages risk
taking 3M Defender Protects current markets, maintains stable growth, serves current
customers BIC Analyzer Maintains current markets and current customer satisfaction with
moderate emphasis on innovation P&G Reactor No clear strategy, reacts to changes in the
environment, drifts with events International Harvester in the 1960s and 1970s, Honeywell
5. in the 1970s and 1980s Alignments of Strategy, Structure, and Technology Excerpted from
Miles, R.E. et al., “Organizational strategy, structure, and process,” Academy of Management
Review, 1978, July, 546-562. Miles Strategic Types “Prospector” First to market Strategy
Strategic problem: How to locate and exploit new product and market opportunities.
Solutions: Creating change in the industry, growth through product and market
development, monitors wide range of environmental conditions and events. Organic
Structure Structural problem: How to facilitate and coordinate numerous and diverse
operations. Solutions: Tendency toward product structure with low division of labor and a
low degree of formalization; decentralized control and short-looped horizontal information
systems; complex coordination mechanisms and conflict resolved through integrators.
Flexible, prototypical technologies Technological problem: How to avoid long-term
commitments to a single technological process. Solutions: low degree of routinization and
mechanization; technology embedded in people. “Analyzer” Second-in strategy Strategic
problem: How to locate and exploit new product and market opportunities while
simultaneously maintaining a firm base of traditional products and customers. Solutions:
Low investment in research and development, combined with imitation of demonstrably
successful products; surveillance mechanisms mostly limited to marketing, some research
and development Matrix structure Structural problem: How to differentiate the
organization’s structure and processes to accommodate both stable and dynamic areas of
operation. Solutions: Loose matrix structure combining both functions and product groups;
moderately centralized control system with vertical and horizontal feedback loops; some
conflict resolution through product managers, some through normal hierarchical channels.
Dual technological core Technological problem: How to be efficient in stable portions of the
domain and flexible in changing portions. Solutions: Stable and flexible technological
components; influential applied engineering group; moderate degree of technical rationality
(technology can never be completely effective or efficient) “Defender” Seal off stable set of
products & customers Strategic problem: How to “seal off” a portion of the total market to
create a stable set of products and customers. Solutions: Focus on narrow and stable
domain, aggressive maintenance of domain (e.g., competitive pricing and excellent customer
service); cautious and incremental growth primarily through market penetration; some
product development but closely related to current goods and services. Mechanistic
Structure Structural problem: How to maintain strict control of the organization in order to
ensure efficiency. Solutions: Tendency toward functional structure with extensive division
of labor and high degree of formalization; centralized control and long-looped vertical
information systems; simple coordination mechanisms and conflict resolved through
hierarchical channels. Single core cost-efficient technology Technological problem: How to
produce and distribute goods or services as efficiently as possible. Solutions: Cost-efficient
technology; single core technology; continuous improvements in technology to maintain
efficiency.