The document discusses various techniques used to develop decision-making and interpersonal skills in executives through assessment and training exercises. It describes the in-basket technique, business games, case studies, role playing and structured insight. The in-basket involves responding to work materials within a time limit. Business games simulate industry operations through competitive team decision-making. Case studies present real situations for analysis and solution development. Role playing simulates job interactions. Structured insight increases self-awareness through comparing espoused and actual leadership behaviors.
New Trends in Compensation Management (Group Mediclaim/Insurance Scheme, Personal Accident Insurance Scheme, Company Leased Accommodation,
Recreation/ATM facilities, Corporate Credit Card,
Club memberships, Cellular Phone/Laptop,
Personal Health Care, Loans, Educational Benefits, Regular Get together and other cultural programs, Wedding Day/Birthday Gift, Employee Referral Scheme, Maternity Leave, Paternity Leave, Work-life Balance, Pay Transparency, Broad banding,Variable Pay (Incentive Pay),
Flexible Benefits
New Trends in Compensation Management (Group Mediclaim/Insurance Scheme, Personal Accident Insurance Scheme, Company Leased Accommodation,
Recreation/ATM facilities, Corporate Credit Card,
Club memberships, Cellular Phone/Laptop,
Personal Health Care, Loans, Educational Benefits, Regular Get together and other cultural programs, Wedding Day/Birthday Gift, Employee Referral Scheme, Maternity Leave, Paternity Leave, Work-life Balance, Pay Transparency, Broad banding,Variable Pay (Incentive Pay),
Flexible Benefits
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
In this ppt i have a detailed information on Objectives of Business Research
Subscribe to Vision Academy for Video assistance https://www.youtube.com/channel/UCjzpit_cXjdnzER_165mIiw
This PPT contains about wage differentials or compensating differentials. it is an HR concept. it has meaning, reason, factors, types, and determinants of inter and intra industry wage differential.
Part 1.· How can information technology support a company’s busi.docxherbertwilson5999
Part 1.
· How can information technology support a company’s business processes and decision making and give it a competitive advantage? Give examples to illustrate your answer.
· How does the use of the Internet, intranets, and extranets by companies today support their business processes and activities?
· How can a manager demonstrate that he or she is a responsible end user of information systems? Give several examples.
Part 2.
Disaster Recovery "How important are your data to you?" "What would happen if . . . ?" While business managers focus on solving business problems and determin- ing what their information systems should do, di- saster recovery consultants ask what would happen if things go wrong. With careful advanced planning, disaster recovery specialists help their clients prevent calamity. While this topic covers a wide variety of software issues, installation configuration issues, and security threats, examining common end-user mistakes may also prove enlightening. Common end-user mistakes include:
a. Failure to save work in progress frequently.
b. Failure to make a backup copy. c. Storing original and backup copies in the same location.
For each of the common end-user mistakes listed above, answer the following questions.
a. How might this mistake result in data loss?
b. What procedures could you follow to minimize this risk?
SOLAR FEEDER ASSIGNMENT QUESTIONS
· What problems do you see at SDI? What issues does management need to address? What do you see as the central problem/issue?
· Is SDI close to achieving a breakeven volume of sales?
· What is SDI’s present strategy? Is the strategy working? Are fundamental changes needed?
· What strategic plan would you suggest SDI pursue to make a success out of its Solar Feeder product? Your recommended plan should include a strategic vision for SDI, a set of strategic and financial objectives, a detailed strategy, and a set of action recommendations to implement and execute the strategy.
A Guide to
Case Analysis
I keep six honest serving men
(They taught me all I knew);
Their names are What and Why and When;
And How and Where and Who.
— Rudyard Kipling
A Guide to Case Analysis2
In most courses in strategic management, students use cases about actual companies to practice strategic
analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in
a factual manner, the events and organizational circumstances surrounding a particular managerial situation.
It puts readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on
strategic management can concern a whole industry, a single organization, or some part of an organization;
the organization involved can be either profi t seeking or not-for-profi t. The essence of the student’s role
in case analysis is to diagnose and size up the situation described in the case and then to recommend
appropriate action steps.
Why Use Ca.
Organisational development and its techniquesPrarthana Joshi
It includes what is organizational development and various techniques. Its also includes a case study on organizational development in TCS organisation.
T- group individual OD interventions - Organizational Change and Development...manumelwin
A T-group is a form of group training where participants themselves (typically, between eight and 15 people) learn about themselves (and about small group processes in general) through their interaction with each other.
They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.
In this ppt i have a detailed information on Objectives of Business Research
Subscribe to Vision Academy for Video assistance https://www.youtube.com/channel/UCjzpit_cXjdnzER_165mIiw
This PPT contains about wage differentials or compensating differentials. it is an HR concept. it has meaning, reason, factors, types, and determinants of inter and intra industry wage differential.
Part 1.· How can information technology support a company’s busi.docxherbertwilson5999
Part 1.
· How can information technology support a company’s business processes and decision making and give it a competitive advantage? Give examples to illustrate your answer.
· How does the use of the Internet, intranets, and extranets by companies today support their business processes and activities?
· How can a manager demonstrate that he or she is a responsible end user of information systems? Give several examples.
Part 2.
Disaster Recovery "How important are your data to you?" "What would happen if . . . ?" While business managers focus on solving business problems and determin- ing what their information systems should do, di- saster recovery consultants ask what would happen if things go wrong. With careful advanced planning, disaster recovery specialists help their clients prevent calamity. While this topic covers a wide variety of software issues, installation configuration issues, and security threats, examining common end-user mistakes may also prove enlightening. Common end-user mistakes include:
a. Failure to save work in progress frequently.
b. Failure to make a backup copy. c. Storing original and backup copies in the same location.
For each of the common end-user mistakes listed above, answer the following questions.
a. How might this mistake result in data loss?
b. What procedures could you follow to minimize this risk?
SOLAR FEEDER ASSIGNMENT QUESTIONS
· What problems do you see at SDI? What issues does management need to address? What do you see as the central problem/issue?
· Is SDI close to achieving a breakeven volume of sales?
· What is SDI’s present strategy? Is the strategy working? Are fundamental changes needed?
· What strategic plan would you suggest SDI pursue to make a success out of its Solar Feeder product? Your recommended plan should include a strategic vision for SDI, a set of strategic and financial objectives, a detailed strategy, and a set of action recommendations to implement and execute the strategy.
A Guide to
Case Analysis
I keep six honest serving men
(They taught me all I knew);
Their names are What and Why and When;
And How and Where and Who.
— Rudyard Kipling
A Guide to Case Analysis2
In most courses in strategic management, students use cases about actual companies to practice strategic
analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in
a factual manner, the events and organizational circumstances surrounding a particular managerial situation.
It puts readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on
strategic management can concern a whole industry, a single organization, or some part of an organization;
the organization involved can be either profi t seeking or not-for-profi t. The essence of the student’s role
in case analysis is to diagnose and size up the situation described in the case and then to recommend
appropriate action steps.
Why Use Ca.
A Guide to Case AnalysisI keep six honest serving men(.docxransayo
A Guide to
Case Analysis
I keep six honest serving men
(They taught me all I knew);
Their names are What and Why and When;
And How and Where and Who.
— Rudyard Kipling
A Guide to Case Analysis2
In most courses in strategic management, students use cases about actual companies to practice strategic
analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in
a factual manner, the events and organizational circumstances surrounding a particular managerial situation.
It puts readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on
strategic management can concern a whole industry, a single organization, or some part of an organization;
the organization involved can be either profi t seeking or not-for-profi t. The essence of the student’s role
in case analysis is to diagnose and size up the situation described in the case and then to recommend
appropriate action steps.
Why Use Cases to Practice Strategic Management?
A student of business with tact
Absorbed many answers he lacked.
But acquiring a job,
He said with a sob,
“How does one fi t answer to fact?”
The foregoing limerick was used some years ago by Professor Charles Gragg to characterize the plight
of business students who had no exposure to cases.1 The facts are that the mere act of listening to lectures
and sound advice about managing does little for anyone’s management skills and that the accumulated
managerial wisdom cannot effectively be passed on by lectures and assigned readings alone. If anything had
been learned about the practice of management, it is that a storehouse of ready-made textbook answers does
not exist. Each managerial situation has unique aspects, requiring its own diagnosis, judgment, and tailor-
made actions. Cases provide would-be managers with a valuable way to practice wrestling with the actual
problems of actual managers in actual companies.
The case approach to strategic analysis is, fi rst and foremost, an exercise in learning by doing. Because cases
provide you with detailed information about conditions and problems of different industries and companies,
your task of analyzing company after company and situation after situation has the twin benefi t of boosting
your analytical skills and exposing you to the ways companies and mana gers actually do things. Most college
students have limited managerial backgrounds and only frag mented knowledge about companies and real-life
strategic situations. Cases help substitute for on-the-job experience by (1) giving you broader exposure to a
variety of industries, organizations, and strategic problems; (2) forcing you to assume a managerial role (as
opposed to that of just an onlooker); (3) providing a test of how to apply the tools and techniques of strategic
management; and (4) asking you to come up with pragmatic managerial action plans to deal with the issues
at hand.
Objectives of C.
How to Analyze a Case StudyIncluded in these cases are questions.docxpooleavelina
How to Analyze a Case Study
Included in these cases are questions to help you understand and analyze the case. You may, however, be assigned other case studies that do not have questions. This Hands-on Guide presents a structured framework to help you analyze such cases as well as the case studies in this text. Knowing how to analyze a case will help you attack virtually any business problem.
A case study helps students learn by immersing them in a real-world business scenario where they can act as problem-solvers and decision-makers. The case presents facts about a particular organization. Students are asked to analyze the case by focusing on the most important facts and using this information to determine the opportunities and problems facing that organization. Students are then asked to identify alternative courses of action to deal with the problems they identify.
A case study analysis must not merely summarize the case. It should identify key issues and problems, outline and assess alternative courses of action, and draw appropriate conclusions. The case study analysis can be broken down into the following steps:
1. Identify the most important facts surrounding the case.
2. Identify the key issue or issues.
3. Specify alternative courses of action.
4. Evaluate each course of action.
5. Recommend the best course of action.
Let's look at what each step involves.
1. Identify the most important facts surrounding the case.
Read the case several times to become familiar with the information it contains. Pay attention to the information in any accompanying exhibits, tables, or figures. Many case scenarios, as in real life, present a great deal of detailed information. Some of these facts are more relevant than others for problem identification. One can assume the facts and figures in the case are true, but statements, judgments, or decisions made by individuals should be questioned. Underline and then list the most important facts and figures that would help you define the central problem or issue. If key facts and numbers are not available, you can make assumptions, but these assumptions should be reasonable given the situation. The "correctness" of your conclusions may depend on the assumptions you make.
2. Identify the key issue or issues.
Use the facts provided by the case to identify the key issue or issues facing the company you are studying. Many cases present multiple issues or problems. Identify the most important and separate them from more trivial issues. State the major problem or challenge facing the company. You should be able to describe the problem or challenge in one or two sentences. You should be able to explain how this problem affects the strategy or performance of the organization.
You will need to explain why the problem occurred. Does the problem or challenge facing the company comes from a changing environment, new opportunities, a declining market share, or inefficient internal or external business processes? In the ...
Transforming Singapore’s Public Libraries .docxturveycharlyn
Transforming Singapore’s Public Libraries Case Questions
· Why did Singapore decide to change its libraries? How significant was the change, and how would you characterize it from a strategic perspective? What is the equivalent to this change for a typical for-profit company?
· Who was the Singapore library system’s “customer”? What was the “product”?
· How did the type of service delivered and the service levels change?
· What important elements of the library system didn’t change? Why? Was this a failure in change management or was it intentional?
· What were the key components of the change effort? Why were they important? Do they relate to one another?
· Was the order in which things happened important? Why or why not?
· Reengineering often fails. Did this reengineering succeed? If so/if not, why?
Week ________________ Name: ________________________________________
Weekly CMA Study Session
(Attendance of live or recorded session each week is mandatory - weeks 1-5)
Based on the Live Classroom study session this week, answer the following questions in depth. (20 points)
1. What information did you find to be the most beneficial information during this presentation?
1. As you participated in the session, what area(s) did you find most confusing and need to focus more on to ensure success with the CMA Exam?
3. What additional resources are you using to assist in preparing you for the CMA Exam? Provide specific resources.
Created December 2014
A Guide to Case Analysis
I keep six honest serving men (They taught me all I knew);
Their names are What and Why and When; And How and Where and Who.
Rudyard Kipling
(
I
)n most courses in strategic management, students use cases about actual companies to practice strategic analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in a factual manner, the events and organizational circumstances surrounding a particular managerial situation. It puts
readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on strategic management can concern a whole industry, a single organization, or some part of an organization; the organization involved can be either profit seeking or not-for-profit. The essence of the student’s role in case analysis is to diagnose and size up the situation described in the case and then to recommend appropriate action steps.
Why Use Cases to Practice Strategic Management?
(
4
) (
STRATEGY:
Core
Concepts
and
Analytical
Approaches
)
(
5
) (
A
Guide
to
Case
Analysis
)
A student of business with tact Absorbed many answers he lacked. But acquiring a job,
He said with a sob,
“How does one fit answer to fact?”
The foregoing limerick was used some years ago by Professor Charles Gragg to characterize the plight of business students wh ...
A Guide to Case Analysis
I keep six honest serving men (They taught me all I knew);
Their names are What and Why and When; And How and Where and Who.
Rudyard Kipling
(
I
)n most courses in strategic management, students use cases about actual companies to practice strategic analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in a factual manner, the events and organizational circumstances surrounding a particular managerial situation. It puts
readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on strategic management can concern a whole industry, a single organization, or some part of an organization; the organization involved can be either profit seeking or not-for-profit. The essence of the student’s role in case analysis is to diagnose and size up the situation described in the case and then to recommend appropriate action steps.
Why Use Cases to Practice Strategic Management?
(
4
) (
STRATEGY:
Core
Concepts
and
Analytical
Approaches
)
(
5
) (
A
Guide
to
Case
Analysis
)
A student of business with tact Absorbed many answers he lacked. But acquiring a job,
He said with a sob,
“How does one fit answer to fact?”
The foregoing limerick was used some years ago by Professor Charles Gragg to characterize the plight of business students who had no exposure to cases.1 The facts are that the mere act of listening to lectures and sound advice about managing does little for anyone’s management skills and that the accumulated managerial wisdom cannot effectively be passed on by lectures and assigned readings alone. If anything had been learned about the practice of management,
it is that a storehouse of ready-made textbook answers does not exist. Each managerial situation has unique aspects, requiring its own diagnosis, judgment, and tailor-made actions. Cases provide would-be managers with a valuable way to practice wrestling with the actual problems of actual managers in actual companies.
The case approach to strategic analysis is, first and foremost, an exercise in learning by doing. Because cases provide you with detailed information about conditions and problems of different industries and companies, your task of analyzing company after company and situation after situation has the twin benefit of boosting your analytical skills and exposing you to the ways companies and managers actually do things. Most college students have limited managerial backgrounds and only fragmented knowledge about companies and real-life strategic situations. Cases help substitute for on-the-job experience by (1) giving you broader exposure to a variety of industries, organizations, and strategic problems; (2) forcing you to assume a managerial role (as opposed to that of just an onlooker); (3) providing a test of how to apply the tools and techniques of strategic management; and
(4) asking you to come up with pragmatic managerial act.
WHOLE FOODS CASE QUESTIONS1. What are the chief elements.docxalanfhall8953
WHOLE FOODS CASE QUESTIONS
1. What are the chief elements of the strategy that Whole Foods Market is pursuing?
2. Is Whole Foods’ strategy well matched to recent developments and conditions in the natural and organic foods segment of the food retailing industry?
3. Do you think John Mackey has a good strategic vision for Whole Foods? Why or why not? What do you like/dislike about the company’s “Whole Foods, Whole People, Whole Planet” motto? Do the motto and the principles underlying the motto really matter at this company or are they just nice words and window dressing? Explain.
4. Do WFM’s core values as presented in the case really matter? Have they contributed to the company’s success? Why or why not?
5. How well is Whole Foods Market performing from a financial perspective?
6. How well is Whole Foods Market performing from a strategic perspective? Is the strategy working? Does the company have a winning strategy?
7. What recommendations would you make to John Mackey regarding the actions that management needs to take to sustain the company’s growth and financial performance?
A Guide to
Case Analysis
I keep six honest serving men
(They taught me all I knew);
Their names are What and Why and When;
And How and Where and Who.
— Rudyard Kipling
A Guide to Case Analysis2
In most courses in strategic management, students use cases about actual companies to practice strategic
analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in
a factual manner, the events and organizational circumstances surrounding a particular managerial situation.
It puts readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on
strategic management can concern a whole industry, a single organization, or some part of an organization;
the organization involved can be either profi t seeking or not-for-profi t. The essence of the student’s role
in case analysis is to diagnose and size up the situation described in the case and then to recommend
appropriate action steps.
Why Use Cases to Practice Strategic Management?
A student of business with tact
Absorbed many answers he lacked.
But acquiring a job,
He said with a sob,
“How does one fi t answer to fact?”
The foregoing limerick was used some years ago by Professor Charles Gragg to characterize the plight
of business students who had no exposure to cases.1 The facts are that the mere act of listening to lectures
and sound advice about managing does little for anyone’s management skills and that the accumulated
managerial wisdom cannot effectively be passed on by lectures and assigned readings alone. If anything had
been learned about the practice of management, it is that a storehouse of ready-made textbook answers does
not exist. Each managerial situation has unique aspects, requiring its own diagnosis, judgment, and tailor-
made actions. Cases provide would-be managers with a va.
Business Policy and StrategyOliver’s Market Case Analysis .docxhumphrieskalyn
Business Policy and Strategy
Oliver’s Market Case Analysis &
Discussion Questions
In preparing Oliver's Market case analysis, here are some discussion questions to consider.
· What are the key elements of the strategy at Oliver's Market?
· What competitive pressures must Oliver's Market be prepared to deal with?
· What are the key success factors for competing in the supermarket industry in Sonoma County?
· What is your assessment of Oliver's financial performance and financial condition? Is the company in good financial shape? Why or why not?
· How does their financial performance compare to Whole Foods. Are they strong enough to compete?
· Should they consider expansion, given your analysis?
A Guide to
Case Analysis
I keep six honest serving men
(They taught me all I knew);
Their names are What and Why and When;
And How and Where and Who.
— Rudyard Kipling
A Guide to Case Analysis2
In most courses in strategic management, students use cases about actual companies to practice strategic
analysis and to gain some experience in the tasks of crafting and implementing strategy. A case sets forth, in
a factual manner, the events and organizational circumstances surrounding a particular managerial situation.
It puts readers at the scene of the action and familiarizes them with all the relevant circumstances. A case on
strategic management can concern a whole industry, a single organization, or some part of an organization;
the organization involved can be either profi t seeking or not-for-profi t. The essence of the student’s role
in case analysis is to diagnose and size up the situation described in the case and then to recommend
appropriate action steps.
Why Use Cases to Practice Strategic Management?
A student of business with tact
Absorbed many answers he lacked.
But acquiring a job,
He said with a sob,
“How does one fi t answer to fact?”
The foregoing limerick was used some years ago by Professor Charles Gragg to characterize the plight
of business students who had no exposure to cases.1 The facts are that the mere act of listening to lectures
and sound advice about managing does little for anyone’s management skills and that the accumulated
managerial wisdom cannot effectively be passed on by lectures and assigned readings alone. If anything had
been learned about the practice of management, it is that a storehouse of ready-made textbook answers does
not exist. Each managerial situation has unique aspects, requiring its own diagnosis, judgment, and tailor-
made actions. Cases provide would-be managers with a valuable way to practice wrestling with the actual
problems of actual managers in actual companies.
The case approach to strategic analysis is, fi rst and foremost, an exercise in learning by doing. Because cases
provide you with detailed information about conditions and problems of different industries and companies,
your task ...
Breakfast Talk hosted by Lee Hecht Harrison: Learn practical strategies and approaches to enable organizational change, lower resistance to change and increase adoption and sustainability of change initiatives
Projective Technique
Take the official Rorschach Ink Blot test to see if you are crazy
video link: https://www.youtube.com/watch?v=76UXSdUVuLk
LIKE and SHARE
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
1. Decision Making
Skills
Knowledge, Skills and
Attitude
Communication
and
Interpersonal
Skill
Strategic
Knowledge
Procedural
Knowledge
In-basket
In-basket is a popularly used device in identifying executive potential in executive assessment
centres. It can also be utilized in teaching decision making skills.
Procedures of in-basket technique:
1. Give the trainees a description of their role (a current or future job) and general information
about the situation.
2. Then give them a packet of materials (such as requests, complaints, memos, messages, and
reports) which make up the in-basket.
**They are asked to respond to the materials supplied within a particular period of time (usually 2 to 4 hours).
3. When the in-basket is completed, the trainer asks the trainee to identify the processes used in
responding to the information and to discuss their appropriateness.
4. The trainer then give feedbacks to the trainee
**Trainer must reinforce appropriate decisions and processes and explain some alternatives it to the trainee.
Abilities can be developed encompass
(1) Situational judgment in being able to recall details,
establishes priorities, interrelate items, and determine need
for more information
(2) Social sensitivity in exhibiting courtesy in
written notes, scheduling meetings with involved
personnel, and explaining reasons for action
taken
(3) Willingness to make decision and take action.
In one variation, the trainee is allowed to place simulated phone calls for more
information. If he or she calls the correct person in the organization, more written data on the
issue will be provided. Group conference discussions on separate individual handlings of the in-
basket can elicit further developmental values.
2. Business games
Over the years, a variety of simulations have been developed to portray the operations
of the firms, or some component part. These exercises introduce some uncertainty in as much
as they are often played on competitive bases. Teams of trainees are formed to meet, discuss,
and arrive decisions concerning such subjects as production amount, research and
development, inventories, sales, and a myriad of other activities for a simulated firm. Games
can be relatively simple permitting rapid decision making to be affected, or extremely
complicated, entailing long and detailed analysis of trends in costs, inventories, and sales.
Obviously, the requirement that decision be made as a team provides trainee experience in
cooperative group processes. The multiple facet of a realistic simulation lead to appreciation of
the complex and interlocking nature of business systems, necessitating decisions that require
breadth of viewpoint as well as attention to detail.
One general business firm simulation requires seventeen decisions from each team for each
round (usually covering a quarter of a year). There are three products differentiated only by
price level. For each product, decisions must be made concerning price to be charged, in the
next chapter, amount to be produced, cost to be placed in product as a measure of quality,
advertising expenditures, and research and development investment. Teams must also
determine if the physical planet should be expanded in view of anticipated production and
decreasing size caused by depreciation. Conversion of cash into interest- earning securities can
also be done if desired. General industrial information is provided that is accurate within 10
per cent, e.g., other competitors’ prices, sales, share of market, etc. Special versions of games
are offered and designed for a particular portion of the enterprise, e.g... The marketing analysis
training exercise is a refinement of the Carnegie Tech Management Game and concentrates on
pricing, advertising, expenditures, sales force size, call time allocation to brands, and retail
allowance.
As in the case of the in-basket, playing a business game provides practice in sticking one’s neck
out and making decision. Immediate feedback of results demonstrates the relative accuracy of
the decision, taking into account the uncertain nature of competitors’ decisions. Interjection of
major changes in the environment can give practice in achieving flexibility. Organizational
ability, financial acumen, quickness of thinking, and the ability to adapt under stress can also be
developed through the use of game simulations.
Business games attempt to reflect
The way an industry, company, or functional area operates
Set of relationships, rules, and principles derived from appropriate theory (e.g., economics, organizational
behaviour, etc.)
Business games may represent the total organization (provide a far better understanding of the big picture) or
focus on the functional responsibilities of particular positions within an organization (e.g., marketing director,
human resource manager).
3. Business games representing the total organization provide a far better understanding of the big picture. They
allow trainees to see how their decisions and actions influence not only their immediate target but also areas that
are related to that target.
Functional simulations- focus on the functional responsibilities of particular positions within an organization (e.g.,
marketing director, human resource manager).
Procedures:
1. Trainer gives trainees the information, describing a situation
2. Trainer discuss the rules for playing the game
3. Trainees then start playing the game, usually being asked to make decisions about the given situation with
the certain information.
4. Trainer provides feedback to the trainees about the results of their decisions, and asks them to make
another decision.
**This process continues until some predefined state of the organization exists or a specified number of
trials have been completed.
For example:
If the focus is on the financial state of a company, the game might end when the company has reached a
specified profitability level or when the company must declare bankruptcy.
Business games involve an element of competition, either against other players or against the game itself. In using
them, the trainer must be careful to ensure that the learning points are the focus, rather than the competition.
4. Case Studies
The case method of development utilizes actual case examples collected from various
organizations for diagnostic purposes. It is most often used to simulate strategic decision-
making situations, rather than the day-to-day decisions that occur in the in-basket.
The trainee must:
(1) Identify the major and minor problems in the case
(2) Filter out the significant facts from the insignificant
(3) Analyse the issues and use logic to fill in the gaps in the facts
(4) Arrive at some means for solving the identifiable problem
Cases in personnel management are presented after each major section in this text.
In ensuring group discussions concerning the case, the trainee will usually see that other
candidates differ from him or herself about what is important and what action should be undertaken.
One is thus taught tolerance of others viewpoints as well as the difficulty arriving at absolutely correct
answers in complex problems. It has been found that some candidates are excellent in analysis and can
pursue ramifications endlessly, sometimes to the point of self-immobilization. They clearly see that any
decision chosen will have some undesirable dysfunctional consequences. Nevertheless, the instructor
must press for some stand to be taken. Decision choice is an inescapable responsibility of a manager.
Procedures:
1. Trainer presents the history of the situation in which a real or imaginary organization finds itself to the
trainee. The key elements and problems, as perceived by the organization's key decision makers, maybe
provided. Case studies range from a few pages in length to more than a hundred. .
2. Trainer asked trainees to respond to a set of questions or objectives through written or oral form.
**Longer cases require extensive analysis and assessment of the information for its relevance to the
decisions made. Some require the trainee to gather information beyond what was in the case.
3. Once individuals (trainees) have arrived at their solutions, they discuss the diagnoses and solutions that
have been generated in small groups, large groups, or both.
** In large groups a trainer should facilitate and direct the discussion. The trainer must guide the trainees
in examining the possible alternatives and consequences without actually stating what they are.
4. Then, trainer evaluates the oral/written responses provided by the trainees. The trainer should convey
that there is no single right or wrong solution to the case, but many possible solutions depending on the
assumptions and interpretations made by the trainees.
Value of the case approach
Trainees' application of known concepts and principles
Discovery of new concept
5.
6. Interpersonal Skills
Traditional managers are likely to emphasize the rational portion of a manager’s task,
thereby emphasizing its decision making elements. Behaviourally oriented manager contend
that acceptance of the decision is just as important as its quality, thereby emphasizing the
necessity for developing interpersonal competence. Management is “getting things done
through others”. “Things” to do result from decision processes but getting the “others” to do
them willingly and effectively calls for unusual skills in interpersonal or human relations.
Role Playing
Role playing is a simulation in which the trainee is asked to play a part in a problem situation
requiring interaction with others. Basic mental sets are stated for all participants, but no
dialogue is provided. For example, a supervisor, on the advice of a motion and time study
engineer, has decided to change the work methods of subordinates. The supervisor’s role may
contain, among other items, such statements as, “ You get along well with your people; this
idea of the methods man makes pretty good sense for both the employees and the company;
the data provided by the expert are fairly clear”. Roles are also provided for each of the
subordinates. One may exhibit great suspicion against the motion and time study expert.
Another may be structured as a potential ally of the supervisor in the projected change. Still
another may show a fear of working himself or herself out of a job if methods are improved. All
will probably reflect the usual human resistance to any change, good or bad. No dialogue is
provided, and the trainees attempt to play themselves in the roles as structured. They are not
actors. Each will have to respond to the impromptu statements and questions of the other role
players.
Role playing is close to a laboratory situation in dealing with people in job situations. Playback
of the tape, if recorded, provides opportunities for the trainee to examine his or her
performance with the additional insight of participants and experienced observers. Videotapes
can be utilized to provide models of behaviour for the trainee. Ensuing role-playing sessions
can be directed toward influencing behaviour toward this model. Sorcher and Goldstein report
effective use of behaviour models for such interpersonal problem areas as giving recognition to
an employee, stimulating, acceptance of proposed changes, conducting a subordinate
performance appraisal, persuading an employee to improve performance levels, and inducting
a newly hired employee into the organization. Trainees were rewarded for successful role
emulation with praise by peers and trainers. It was found that attitude changes on the part of
the trainee tended to occur after the modelled behaviour was successfully duplicated. In order
to reduce dissonance created by differences between modelled behaviour and previously held
managerial beliefs, the trainees moved toward beliefs that were supportive of their newly
learned behaviour, e.g., importance of maintaining the subordinates’ esteem by not backing
them into a corner and the essentiality of making it clear that you are interested in the
employee’s personal success and of not demanding immediate solutions to employee
adjustment problems but allowing the employees to assist in working out an accommodation.
7. Structured Insight
Traditional method of courses, lectures, discussions, conferences, and cases have been
found lacking in effecting significant behavioural changes in trainees. Their knowledge is
increased, but much is lost in the transition to operational applications. On the other hand, the
laboratory approach of sensitivity training usually causes behavioural changes but is quite costly
in terms of time, money, and psychological inputs. A third approach has been developed in
recent years that strive to attain the personal insight or sensitivity training without many of its
costs. Emphasis is placed upon systematic collection of the trainee’s attitudes and assumptions
concerning the motives, abilities, and attitudes of others, particularly subordinates. This is
followed by a similar questionnaire assessment of preferences in leadership styles, e.g., close
authoritative supervision, establishment of good human relations, or a continually expanding
degree of subordinate participation and self-direction. In one particular scheme, these
assessments are located upon a 9 by 9 “managerial grid,” with concern for people shown on the
vertical scale and concern for production on the horizontal. A score of 1 indicates trainee low
concern and a score of 9 indicates high concern. Such assessments are then followed by
thorough group discussion of the meaning of the measured location of each trainee, usually
with the admonition that the group should move to a more balanced position of equal concern
for both people and productivity.
Chris Argyris suggests the use of another method that will provide self-insight into
leadership practices of top-level executives. Executives are first asked to write descriptions of
their espoused theories of leadership, particularly in reference to how they deal with people.
Secondly, a tape recording is made of an actual meeting conducted by the executive. In a later
gathering of all executives involved in the development program, each is asked to diagnose and
describe the actual theory in use or revealed by his or her own tape. In addition, they must do
the same for the tape of one other executive in the group. The ensuing discussion involves a
comparison of the espoused theory with the theory actually in use as revealed by the two
separate tape diagnoses. The goal of this process is to reveal the inevitable difference between
stated beliefs and actual behaviour; to reduce dissonance; one must change either the
espoused theory or the theory in use. Assuming a desire to change behaviour, a specific
program of action is then prepared by each executive. Rather than presenting general
resolutions such as “I’ll be less autocratic,” the executive is asked to specifically indicate what
will be said and done in probable situations. Three months later, another tape is made of an
actual meeting conducted by the subject executive, and this is analysed in a fashion similar to
that described above. Any systematic device that furthers understanding of one’s actual
behaviour in comparison with preferred behaviour can be labelled “structured insight”.