Management, Operations, and Motivation
Introduction | Functions of Management | Mining Group Gold | Leadership Styles | Manufacturing | Facility Layouts | Production | Operations Management | Quality | Motivation
Introduction
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Once a business has discovered what customers demand, the goal of the business is to deliver quality products and services. This requires careful planning, organization, leadership, and control to ensure success. These are the functions of management. Delivering quality products and services is not something businesses take lightly. It begins with obtaining raw materials in just the right quantities to be available for the production of finished goods that customers demand. Operations management describes the transformation of raw materials into finished goods. Operations management explains the supply chain and those organizations that work within that domain providing services and products to the next level. It also addresses the physical production process, the manufacturing plant, the storage and distribution facility, and the transportation to the ultimate customer location. Making all of this happen depends on the hard work and dedication of employees. Encouraging employees to carry out the goals of a company and meet the needs of customers is the essence of motivation. Management, operations management, and motivation together help businesses accomplish their goals of meeting and exceeding customer needs and demands with world-class products and services.
Functions of Management
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After a business is defined, the owner articulates his or her vision for the company, decide the mission or purpose, and establish the values of the company. The owner drives the company toward the future. This, in turn, leads to the development of goals and objectives. Goals are broad initiatives that a company wants to accomplish. Objectives are shorter termed articulations written in support of the goals. They describe how to achieve the goals. Management includes the steps plan, organize, lead, and control. It is a process used to accomplish the goals and objectives of the firm. The body of decision makers who develop a company’s mission, values, and purpose and who set goals and objectives is also referred to as management. Implicit to the functions of management in addition to planning, organizing, leading, and controlling is decision making. Individuals responsible for these functions, including supervision of employees, are managers.
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Planning looks for trends in the business environment. It determines the most appropriate strategy and tactics to attain the desired outcomes of the firm. Managers come together to develop corporate, business level, functional, and operational strategies. These strategies come from strategic, tactical, operational, and contingency planning. Strategic planning is setting broad, long-term goals. Tactical plannin ...
f- Lecture ra~c; J UJ. 7Today, more than ever, organ.docxmydrynan
f- Lecture ra~c; J UJ. :7
"
Today, more than ever, organizations 'are built around people working
collaboratively with one another }n teams. The continued impetus is for
the establishment of synergies between team members that can
accomplish tasks that are in keeping with an organization's strategic
. initiatives and vision. How are talented people working in groups (some,
for the very first time with a new gn;mp of people) formed into high-
performance teams? Along with this question is the issue of the ad-hoc
, work groups that are placed together to accomplish very specific tasks in
a short amount of time.
Additionally, there are the required departmental level meetings that are
called on some regular basis, either weekly, every two-weeks, or
monthly. The expectation IS that such meetings are necessary-and-
I
therefore required. And yet, some people consider such teams to be a
",(aste of time, money, and resources.
\ \
c
•••
;
The -Mining Group Gold process is a team process and meeting management process whose sole
purpose is to leverage the combined wisdom, experience, and ideas of everyone on the team in order
to cash in on this wisdom to improve the overall meeting process and to improve the decisions of the
organizational unit.
,,.
Kayser (1995) developed and perfected a method for teams or groups of individuals to maximize and
capitalize on their collective effort in a decision meeting venue. Kayser's steps to Mining Group Gold
are to (a) establish a purpose for the meeting; (b) set the outcomes that the group wishes to achieve
from the meeting; (c) assign the roles of facilitator, scribe, and timekeeper: (d) set an agenda for the
meeting; and (e) perform periodic time checks during the session to keep the group on track and on
task. The connection between the Bikhchandani et al. model of observational learning and Kayser's
Mining Group Gold process is that significant behavioral observation and reflection are taking place.
The focus is more on the process dynamics that a group uses to reach a consensus rather than on the
outcomes directly (Kayser, 1995).
Brandt (2001) r-eported that teamwor-k assists with understanding in an organizational unit. The author-
suggests that by fostering an environment of collaboration, managers will be able to positively impact
the outcomes of the groups. The appreciation, or understanding, of conflict in a group setting can be
made to work for the process rather-than against it. Brandt-further states that teamwork is imperative
with regards to enhancing decision-making and improving communication (Brandt, 2001, p. 32).
Brandt additionally posits that it is important to examine the behaviors of the members of the team.
The author suggests breakinq down the process into the elements of antecedent conditions, perceived
conflicts, felt conflict, and manifest behavior (Brandt, 2001, p. 34). Kayser (1995) suggests in Mining
Group Gold a methodology for dealing with feelings in a group setting. B ...
The Importance of Team-Building and Encouraging Collaborative MindsetsThe Europe Entrepreneur
The importance of team-building strategies plays an integral role in the overall development and improvement of teams in productivity, performance, communication, and collaboration.
This document discusses organizational management and leadership theories. It covers management structure and functions including planning, organizing, leading, and controlling. It also discusses marketing functions and their relation to business success. Additionally, it examines talent management and organizational culture and structure and their interrelations. Management can be defined as the process of organizing, decision making, guiding, motivating, and coordinating employees to achieve objectives.
Presentation about success and failure of organization designSairamSivakumar1
The document discusses organizational design, including definitions, methodology, reasons for success or failure. It provides a 4-step methodology for organizational design: 1) charter the process, 2) assess current state, 3) design the new organization, 4) implement the design. It also lists 7 common reasons why organizational design fails, such as not having clear goals or disrupting more than needed. Additionally, it discusses keys to successful organizational design, including using functional, divisional, or alternative reporting structures depending on the environment and business needs.
This document outlines several techniques of organisational development, including survey feedback, team building, sensitivity training, brainstorming, management by objectives, quality circles, and process consultation. Survey feedback involves collecting data via questionnaires to help managers make decisions. Team building aims to improve employees' ability to work together harmoniously. Sensitivity training encourages interaction to foster understanding between employees. Brainstorming involves managers pitching ideas to solve problems. Management by objectives sets clear goals for managers to deliver results. Quality circles allow employees to discuss work issues and solutions. Process consultation provides experts to give feedback and problem-solving suggestions.
This document discusses organizational decision making and provides several key points:
1. Organizational decision making is a social process involving conflict, coalition building, and mistakes rather than purely rational analysis. Intuition and past experiences often guide choices more than logic.
2. Decisions are not made by individuals alone but through discussions between people with different goals and priorities. Consensus must be built on what problems to address.
3. The greatest conflict occurs when problems are disagreed upon. Time should be spent building coalitions to identify problems before solutions can be implemented.
4. Decision processes may seem random as problems, ideas, decisions, and people flow through organizations and mix in various ways, gradually leading the
The document discusses organizational change and development. It describes different types of changes like strategic, cultural, structural, and technological changes. It also outlines Kurt Lewin's three step model of change - unfreezing, moving, and refreezing. Lastly, it discusses organizational development techniques like sensitivity training, team building, confrontation meetings, and survey research that are used to implement organizational changes.
The role of strategic direction in organization designRajamani5373
The document discusses organizational design, which is a methodology that identifies dysfunctional aspects of workflows, procedures, structures and systems within an organization. It then realigns these aspects to fit current business goals and develops plans to implement new changes. The process focuses on improving both technical and human aspects of the business. It consists of chartering the design process, assessing the current state, and designing the new organization.
f- Lecture ra~c; J UJ. 7Today, more than ever, organ.docxmydrynan
f- Lecture ra~c; J UJ. :7
"
Today, more than ever, organizations 'are built around people working
collaboratively with one another }n teams. The continued impetus is for
the establishment of synergies between team members that can
accomplish tasks that are in keeping with an organization's strategic
. initiatives and vision. How are talented people working in groups (some,
for the very first time with a new gn;mp of people) formed into high-
performance teams? Along with this question is the issue of the ad-hoc
, work groups that are placed together to accomplish very specific tasks in
a short amount of time.
Additionally, there are the required departmental level meetings that are
called on some regular basis, either weekly, every two-weeks, or
monthly. The expectation IS that such meetings are necessary-and-
I
therefore required. And yet, some people consider such teams to be a
",(aste of time, money, and resources.
\ \
c
•••
;
The -Mining Group Gold process is a team process and meeting management process whose sole
purpose is to leverage the combined wisdom, experience, and ideas of everyone on the team in order
to cash in on this wisdom to improve the overall meeting process and to improve the decisions of the
organizational unit.
,,.
Kayser (1995) developed and perfected a method for teams or groups of individuals to maximize and
capitalize on their collective effort in a decision meeting venue. Kayser's steps to Mining Group Gold
are to (a) establish a purpose for the meeting; (b) set the outcomes that the group wishes to achieve
from the meeting; (c) assign the roles of facilitator, scribe, and timekeeper: (d) set an agenda for the
meeting; and (e) perform periodic time checks during the session to keep the group on track and on
task. The connection between the Bikhchandani et al. model of observational learning and Kayser's
Mining Group Gold process is that significant behavioral observation and reflection are taking place.
The focus is more on the process dynamics that a group uses to reach a consensus rather than on the
outcomes directly (Kayser, 1995).
Brandt (2001) r-eported that teamwor-k assists with understanding in an organizational unit. The author-
suggests that by fostering an environment of collaboration, managers will be able to positively impact
the outcomes of the groups. The appreciation, or understanding, of conflict in a group setting can be
made to work for the process rather-than against it. Brandt-further states that teamwork is imperative
with regards to enhancing decision-making and improving communication (Brandt, 2001, p. 32).
Brandt additionally posits that it is important to examine the behaviors of the members of the team.
The author suggests breakinq down the process into the elements of antecedent conditions, perceived
conflicts, felt conflict, and manifest behavior (Brandt, 2001, p. 34). Kayser (1995) suggests in Mining
Group Gold a methodology for dealing with feelings in a group setting. B ...
The Importance of Team-Building and Encouraging Collaborative MindsetsThe Europe Entrepreneur
The importance of team-building strategies plays an integral role in the overall development and improvement of teams in productivity, performance, communication, and collaboration.
This document discusses organizational management and leadership theories. It covers management structure and functions including planning, organizing, leading, and controlling. It also discusses marketing functions and their relation to business success. Additionally, it examines talent management and organizational culture and structure and their interrelations. Management can be defined as the process of organizing, decision making, guiding, motivating, and coordinating employees to achieve objectives.
Presentation about success and failure of organization designSairamSivakumar1
The document discusses organizational design, including definitions, methodology, reasons for success or failure. It provides a 4-step methodology for organizational design: 1) charter the process, 2) assess current state, 3) design the new organization, 4) implement the design. It also lists 7 common reasons why organizational design fails, such as not having clear goals or disrupting more than needed. Additionally, it discusses keys to successful organizational design, including using functional, divisional, or alternative reporting structures depending on the environment and business needs.
This document outlines several techniques of organisational development, including survey feedback, team building, sensitivity training, brainstorming, management by objectives, quality circles, and process consultation. Survey feedback involves collecting data via questionnaires to help managers make decisions. Team building aims to improve employees' ability to work together harmoniously. Sensitivity training encourages interaction to foster understanding between employees. Brainstorming involves managers pitching ideas to solve problems. Management by objectives sets clear goals for managers to deliver results. Quality circles allow employees to discuss work issues and solutions. Process consultation provides experts to give feedback and problem-solving suggestions.
This document discusses organizational decision making and provides several key points:
1. Organizational decision making is a social process involving conflict, coalition building, and mistakes rather than purely rational analysis. Intuition and past experiences often guide choices more than logic.
2. Decisions are not made by individuals alone but through discussions between people with different goals and priorities. Consensus must be built on what problems to address.
3. The greatest conflict occurs when problems are disagreed upon. Time should be spent building coalitions to identify problems before solutions can be implemented.
4. Decision processes may seem random as problems, ideas, decisions, and people flow through organizations and mix in various ways, gradually leading the
The document discusses organizational change and development. It describes different types of changes like strategic, cultural, structural, and technological changes. It also outlines Kurt Lewin's three step model of change - unfreezing, moving, and refreezing. Lastly, it discusses organizational development techniques like sensitivity training, team building, confrontation meetings, and survey research that are used to implement organizational changes.
The role of strategic direction in organization designRajamani5373
The document discusses organizational design, which is a methodology that identifies dysfunctional aspects of workflows, procedures, structures and systems within an organization. It then realigns these aspects to fit current business goals and develops plans to implement new changes. The process focuses on improving both technical and human aspects of the business. It consists of chartering the design process, assessing the current state, and designing the new organization.
We have premium executives from our nurtured knowledge community. They give their best when clients need quick solutions, transformation or out-performing results, throughout in the world. Our management vogue is incredibly simple, we have a tendency to roll up our sleeves and find “stuck within the business”, to confirm that no detail is left unaccounted; while operating with the workforces to make a much better and sustainable business.
LEADERSHIP AND TEAM MANAGEMENT 11LEADERSHIP .docxcroysierkathey
LEADERSHIP AND TEAM MANAGEMENT 11
LEADERSHIP AND TEAMWORK MANAGEMENT
Student’s name
Running Head: LEADERSHIP AND TEAM MANAGEMENT 1
Institution
Part 1
What is involved in consulting team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives? We would expect to see details on the team charter as part of your response.
In every organization, leading team effectiveness is very essential. The reason as to why there should be the establishment of a common understanding of team objectives, targets, accountabilities and responsibilities within the dynamic of the group you lead is to make sure there is the quality result. According to these issues, quality is all about a not only positive result related to the prescribed goals but also the cohesion of people in the group surrounding and the enduring impressions of the achievements of the team project. Being a leader, aligning the focus of the group assists the group members to attain objectives.
Develop policies and procedures to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities.
In this case, essential features to base on include, facilitating commonly understanding of the aim of the company, whoever its clients are and its role with the clients. Also, basing what the company's goals are, and how your group will fulfill them is essential. Some experiences are required to lead and manage a team effectively in the very job environment. This mostly from the side of leaders whereby the leaders in charge of the groups should be aware of the skills needed to lead the teams and what makes a team. Some of the experiences required to manage and lead a team are; educating skills, disagreement and resolution experience, consultation and communication skills, and planning and establishing skills (Rousseau & Aubé, 2010).
As a leader, you need to develop strategies to ensure team members have input into planning, decision making and operational aspects of their work team. What are some key elements you will need to consider?
It is essential to understand that a team is not just made up of a group of individuals, but there are some features that a group of people must show up or have to be considered to call a group a team. The factors to be considered are the mix of the group, defined the aim of the group, and shared a concept, joint reliability, and effective understanding experience. A team is built for various reasons and we have types of teams which are; cross operational and operational group. An operation team is any sort of a group that reports to one point and may not have to operate together to achieve the set goals of an organization. On the other side, the Cross operational team is a group of workers from distinctive operations across the company whose timeframe is devoted partly to the group's efforts a ...
Role of Effective Team Management by Leaderbantiadhikary1
Mr. Simeon Olubukola Adeogun presented on the role of effective team management in improving organizational performance. He discussed that teams are formed to achieve goals that individuals cannot achieve alone. Key aspects of effective team management include understanding goals and roles, collaboration, commitment, clear communication, and continuous improvement. High performing teams also have emotional intelligence, a mix of introverts and extroverts, shared understanding of goals, effective communication, clarity, capability, and creativity. The most important elements of team management are leadership, communication, decision-making, and shared power and authority.
Performance execution involves training, coaching, motivation, counseling, feedback, and alignment. Training involves assessing needs, developing a policy, and gaining support to increase productivity, achieve goals, and invest in employees. Coaching provides functions like guidance and development. Motivation techniques include setting goals, rewarding success, and contests to improve performance. Counseling creates satisfaction, improves performance, and aids personal development. Feedback is a dialogue that identifies strengths, areas for improvement, and goals. Alignment ensures understanding and ownership of vision, values, and strategy to unite cultures.
This document discusses management skills and theories. It defines management as achieving goals through people and outlines management's key functions: planning, organizing, staffing, leading, and controlling. The document also discusses the objectives of management to meet goals, ensure staff welfare, and protect resources. Additionally, it explains that managers require different skills depending on their level in the organizational hierarchy, including technical, human, conceptual, and design skills. Coordination is emphasized as essential for managers to harmonize individual and organizational goals.
This document provides an introduction to principles of management. It defines management and discusses different approaches to management including scientific management, general administrative theory, and quantitative management. It also covers organizational behavior theory and discusses the functions, features, nature, and scope of management. Classical theorists such as Taylor, Fayol, and Weber are mentioned as developing foundational principles of management.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
The document discusses corporate culture and its impact on organizational performance. It defines corporate culture as the amalgamation of values, vision, mission, and day-to-day communication and interactions that create the atmosphere for how people work. Research shows corporate culture is the most important factor for driving innovation. An effective culture stems from understanding individuals and leadership relating goals in a way employees can internalize. It also requires promoting diverse thinking and shared knowledge to create collaborative cohesion that propels culture positively. Maintaining culture requires reinforcement at all employee lifecycle stages from hiring to retention.
Organization development full note nepal bank preparationRoshan Pant
Organization development is a planned, organization-wide effort led by top management to increase effectiveness and health through interventions. It responds to change by altering beliefs, attitudes, values, and structure using education strategies. The goal is to help organizations adapt to new technologies, markets, and challenges through changes to culture. Organization development uses action research methods like collecting data on problems and taking action based on analysis. It must address actual needs for change identified by the organization and involve them in planning and implementing changes.
NATURE AND SCOPE OF MANAGEMENT
MANAGEMENT AS A SCIENCE , AN ART.
LEVEL OF MANAGEMENT
PROCESS/FUNCTIONS OF MANAGEMENT
F.W.TAYLOR'S SCIENTIFIC MANAGEMENT.
FAYOL'S THEORY OF MANAGEMENT
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.
Strategies for improving organizational effectivenessPreeti Bhaskar
Organizational effectiveness can be improved through several strategies:
1. Appreciating resources, people and processes to understand organizational value chains and core processes.
2. Addressing organizational strategy and objectives to ensure alignment with value chains.
3. Aligning organizational structure to strategy by reviewing strategic plans and organizational units.
4. Measuring results against strategy using balanced scorecards and linking them to strategic plans.
5. Demonstrating continuous improvement through feedback, communication and taking suggestions seriously.
Performance execution involves employees striving to achieve agreed upon results and develop skills. Managers are responsible for creating motivating conditions, eliminating problems, and providing opportunities. It converts strategic objectives into results through motivation, counseling, training, coaching, and feedback alignment. Regular feedback ensures performance is monitored and adjusted, and that managers and employees agree on expectations. Motivation comes from recognition, accountability, and rewarding success. Counseling addresses issues impacting performance and helps with personal and career development. Training provides skills and coaching supports learning goals. Alignment requires shared understanding of goals throughout the organization.
The document discusses performance management and appraisal systems. It defines performance management as providing a more integrated and continuous approach to managing employee performance based on agreed objectives rather than commands. Performance management aims to align individual objectives with organizational objectives, develop employee capacity, and ensure core values are upheld. An ideal performance management system is strategic, practical, focuses on changing behaviors, and standardizes meaningful reviews.
The Signature Process used by Signature Consulting Group involves 6 key steps to help organizations achieve sustained results:
1. Creating new roles and structures to support organizational changes.
2. Hiring, developing talent, and identifying high performers.
3. The executive coaching process includes careful contracting, comprehensive assessment, feedback, action planning, active learning experiences, and review of progress over 6 months.
The goal is to lay a foundation for successful change through organizational design, talent management, and individual executive development.
The Signature Process used by Signature Consulting Group involves 6 key steps to help organizations achieve sustained results: 1) Creating new operating models, roles, and hiring plans, 2) Assessing individuals through interviews and shadowing, 3) Providing feedback to executives focused on business objectives, 4) Developing action plans with milestones, 5) Guiding active learning through techniques like role playing, and 6) Conducting follow-up assessments and ensuring coaching success.
Management involves strategic planning, setting objectives, allocating resources, and measuring results. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting objectives and determining how to achieve them. Organizing involves developing an organizational structure and allocating human resources. Leading involves inspiring others to work towards objectives. Controlling ensures performance meets standards and takes corrective actions when needed. Management occurs at three levels - top level sets long term goals, middle level focuses on tactical planning, and lower level oversees day-to-day operations.
Organizational development (OD) involves taking deliberate steps to align an organization's environment, skills, behaviors, culture, and leadership with its objectives. OD addresses both "hard" issues like strategies and systems as well as "softer" issues like developing skills, behaviors, and attitudes to avoid conflicts between goals and needs. Effective transformation requires integrating changes to content, people, and processes instead of separating organizational and technical changes from human and cultural changes. The OD process involves recognizing problems, collecting data, analyzing and sharing findings, prioritizing issues, exploring solutions, agreeing on changes, implementing interventions, and evaluating results to make OD continuous.
Please cite and include references- Broderick & Blewitt (2015) must.docxinfantsuk
*Please cite and include references- Broderick & Blewitt (2015) must be one of the sources (total of three references in the discussion post)
Consider the following perspective from the Just the Facts Coalition, a group comprised of counselors and other helping professionals who work with adolescent children:
Sexual orientation is not synonymous with sexual activity. Many adolescents as well as adults may identify themselves as lesbian, gay, or bisexual without having had any sexual experience with persons of the same sex. Other young people have had sexual experiences with a person of the same sex but do not consider themselves lesbian, gay, or bisexual. This is particularly relevant during adolescence because experimentation and discovery are normal and common during this developmental period. (American Psychological Association, 2013)
Straight, lesbian, gay, bisexual, transgendered, and questioning—when it comes to sexuality and sexual orientation, what influences individuals the most?
For this Discussion, review this week’s media presentation, “Perspectives: The ‘Tween’ Years,” reflecting on the factors that influence sexuality and sexual orientation during the tween years. Then, complete the post assigned to you by your Instructor.
Discussion A
Post by Day 4
an explanation of the roles that biology, culture, socialization, and age may play in influencing sexuality. Justify your response with references to this week’s Learning Resources and the current literature. Be specific.
References:
Broderick, P. C., & Blewitt, P. (2015).
The life span: Human development for helping professionals
(4th ed.). Upper Saddle River, NJ: Pearson Education.
Chapter 8, “Gender and Peer Relationships: Middle Childhood Through Early Adolescence” (pp. 282-323)
Chapter 9, “Physical, Cognitive, and Identity Development in Adolescence” (pp. 324-367)
Best, D. L. (2009). Another view of the gender-status relation.
Sex Roles, 61
(5/6),341–351.
Retrieved from the Walden Library databases.
Cobb, R. A., Walsh, C. E., & Priest, J. B. (2009). The cognitive-active gender role identification continuum.
Journal of Feminist Family Therapy, 21
(2),77–97.
Retrieved from the Walden Library databases.
Ewing Lee, E. A., & Troop-Gordon, W. (2011). Peer processes and gender role development: Changes in gender atypically related to negative peer treatment and children’s friendships.
Sex Roles, 64
(1/2),90–102.
Retrieved from the Walden Library databases.
Gallor, S. M., & Fassinger, R. E. (2010). Social support, ethnic identity, and sexual identity of lesbians and gay men.
Journal of Gay & Lesbian Social Services, 22
(3)
,
287–315.
Retrieved from the Walden Library databases.
Lev, A. I. (2004).
Transgender emergence: Therapeutic guidelines for working with gender-variant people and their families
. Binghampton, NY: Routledge.
Chapter 3, “Deconstructing Sex and Gender: Thinking Outside the Box” (pp. 79–109)
Retrieved from the W.
Please choose 1 of the 2 topics below for this weeks assignment.docxinfantsuk
Please choose 1 of the 2 topics below for this weeks assignment:
Topic 1: Rite of Passage
A rite of passage is an event that marks a person's progress from one status to another. It is a universal phenomenon which can show anthropologists what social hierarchies, values and beliefs are important in specific cultures. Rites of passage are often ceremonies surrounding events such as other milestoneh are considered important rites of passage for persons of their respective religions.s within puberty, coming of age, marriage and death. Initiation ceremonies such as baptism, confirmation and bar or bat Mitzva
I would like you to write and describe an event that you have gone through that has changed your perception of yourself, your perception by those around you, and any new roles, expectations that came along with your Rite of Passage. How has this passage changed how you interact with others? How has it changed who you interact with? Please use concepts and terms from the text to better explain your experiences.
For example; you may describe when you had your first child and the new roles that came with being a mother or father. You may describe when you got married, graduated from high school, got your driver’s license, etc.
Topic 2: Social Roles
I would like you to describe your various roles (son, daughter, mom, dad, employee, employer, aunt, uncle, brother, sister) that exist within the social institutions that you occupy. I would like you to choose only a few (no more than 3 or 4) of them that you deem important and take satisfaction in. Describe the roles, why they are important to you and what are the expectations of those roles, why you take pride in the role, and how has it changed your perspective (if it has).
1 page minimum (650-700 Words per page)
.
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We have premium executives from our nurtured knowledge community. They give their best when clients need quick solutions, transformation or out-performing results, throughout in the world. Our management vogue is incredibly simple, we have a tendency to roll up our sleeves and find “stuck within the business”, to confirm that no detail is left unaccounted; while operating with the workforces to make a much better and sustainable business.
LEADERSHIP AND TEAM MANAGEMENT 11LEADERSHIP .docxcroysierkathey
LEADERSHIP AND TEAM MANAGEMENT 11
LEADERSHIP AND TEAMWORK MANAGEMENT
Student’s name
Running Head: LEADERSHIP AND TEAM MANAGEMENT 1
Institution
Part 1
What is involved in consulting team members to establish a common understanding of team purpose, roles, responsibilities and accountabilities in accordance with organisational goals, plans and objectives? We would expect to see details on the team charter as part of your response.
In every organization, leading team effectiveness is very essential. The reason as to why there should be the establishment of a common understanding of team objectives, targets, accountabilities and responsibilities within the dynamic of the group you lead is to make sure there is the quality result. According to these issues, quality is all about a not only positive result related to the prescribed goals but also the cohesion of people in the group surrounding and the enduring impressions of the achievements of the team project. Being a leader, aligning the focus of the group assists the group members to attain objectives.
Develop policies and procedures to ensure team members take responsibility for own work and assist others to undertake required roles and responsibilities.
In this case, essential features to base on include, facilitating commonly understanding of the aim of the company, whoever its clients are and its role with the clients. Also, basing what the company's goals are, and how your group will fulfill them is essential. Some experiences are required to lead and manage a team effectively in the very job environment. This mostly from the side of leaders whereby the leaders in charge of the groups should be aware of the skills needed to lead the teams and what makes a team. Some of the experiences required to manage and lead a team are; educating skills, disagreement and resolution experience, consultation and communication skills, and planning and establishing skills (Rousseau & Aubé, 2010).
As a leader, you need to develop strategies to ensure team members have input into planning, decision making and operational aspects of their work team. What are some key elements you will need to consider?
It is essential to understand that a team is not just made up of a group of individuals, but there are some features that a group of people must show up or have to be considered to call a group a team. The factors to be considered are the mix of the group, defined the aim of the group, and shared a concept, joint reliability, and effective understanding experience. A team is built for various reasons and we have types of teams which are; cross operational and operational group. An operation team is any sort of a group that reports to one point and may not have to operate together to achieve the set goals of an organization. On the other side, the Cross operational team is a group of workers from distinctive operations across the company whose timeframe is devoted partly to the group's efforts a ...
Role of Effective Team Management by Leaderbantiadhikary1
Mr. Simeon Olubukola Adeogun presented on the role of effective team management in improving organizational performance. He discussed that teams are formed to achieve goals that individuals cannot achieve alone. Key aspects of effective team management include understanding goals and roles, collaboration, commitment, clear communication, and continuous improvement. High performing teams also have emotional intelligence, a mix of introverts and extroverts, shared understanding of goals, effective communication, clarity, capability, and creativity. The most important elements of team management are leadership, communication, decision-making, and shared power and authority.
Performance execution involves training, coaching, motivation, counseling, feedback, and alignment. Training involves assessing needs, developing a policy, and gaining support to increase productivity, achieve goals, and invest in employees. Coaching provides functions like guidance and development. Motivation techniques include setting goals, rewarding success, and contests to improve performance. Counseling creates satisfaction, improves performance, and aids personal development. Feedback is a dialogue that identifies strengths, areas for improvement, and goals. Alignment ensures understanding and ownership of vision, values, and strategy to unite cultures.
This document discusses management skills and theories. It defines management as achieving goals through people and outlines management's key functions: planning, organizing, staffing, leading, and controlling. The document also discusses the objectives of management to meet goals, ensure staff welfare, and protect resources. Additionally, it explains that managers require different skills depending on their level in the organizational hierarchy, including technical, human, conceptual, and design skills. Coordination is emphasized as essential for managers to harmonize individual and organizational goals.
This document provides an introduction to principles of management. It defines management and discusses different approaches to management including scientific management, general administrative theory, and quantitative management. It also covers organizational behavior theory and discusses the functions, features, nature, and scope of management. Classical theorists such as Taylor, Fayol, and Weber are mentioned as developing foundational principles of management.
Strategic Thinking and Repositioning Day1Timothy Wooi
This 2 day hand-on practical program consisting of 5 parts is specially designed to focus on creating stretch and inter-connectedness
PART A: INTRODUCTION TO STRATEGIC THINKING
Strategic Thinking Versus Strategic Planning
Strategic Management Process
The Purpose of Vision and Mission
(Team Activity)
PART B: THE BEGINNING OF THE STRATEGIC FORMULATION JOURNEY
Auditing General Environmental Influences
Thinking Tool for External Evaluation
(Team Activity)
PART C: EXPLORING THE INTERNAL ENVIRONMENT
Resources, Capabilities and Competencies
Thinking Tool for Internal Evaluation
(Team Activity)
PART D: EXPLORING CURRENT STRATEGIES
Value Chain and Activity Chain Analysis
Using SWOT - How comprehensive are our
current strategies?
Relevancy of Structural Analysis
Customer Intelligences
(Team Activity)
PART E: LATERAL THINKING WITH STRATEGIC POSSIBILITIES
Concept of Value Pioneering
Lack of strategic thinking by management staffs has been identified as a major shortcoming in organisations. Concepts in management and psychology had been drawn and used to remedy this situation.
Strategic thinking needs to be addressed at two different levels:
the individual level and
the organisational level.
Organisations that successfully integrate strategic thinking at these two levels will create a critical core competency that forms the basis of an enduring competitive advantage.
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
The document discusses corporate culture and its impact on organizational performance. It defines corporate culture as the amalgamation of values, vision, mission, and day-to-day communication and interactions that create the atmosphere for how people work. Research shows corporate culture is the most important factor for driving innovation. An effective culture stems from understanding individuals and leadership relating goals in a way employees can internalize. It also requires promoting diverse thinking and shared knowledge to create collaborative cohesion that propels culture positively. Maintaining culture requires reinforcement at all employee lifecycle stages from hiring to retention.
Organization development full note nepal bank preparationRoshan Pant
Organization development is a planned, organization-wide effort led by top management to increase effectiveness and health through interventions. It responds to change by altering beliefs, attitudes, values, and structure using education strategies. The goal is to help organizations adapt to new technologies, markets, and challenges through changes to culture. Organization development uses action research methods like collecting data on problems and taking action based on analysis. It must address actual needs for change identified by the organization and involve them in planning and implementing changes.
NATURE AND SCOPE OF MANAGEMENT
MANAGEMENT AS A SCIENCE , AN ART.
LEVEL OF MANAGEMENT
PROCESS/FUNCTIONS OF MANAGEMENT
F.W.TAYLOR'S SCIENTIFIC MANAGEMENT.
FAYOL'S THEORY OF MANAGEMENT
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.
Strategies for improving organizational effectivenessPreeti Bhaskar
Organizational effectiveness can be improved through several strategies:
1. Appreciating resources, people and processes to understand organizational value chains and core processes.
2. Addressing organizational strategy and objectives to ensure alignment with value chains.
3. Aligning organizational structure to strategy by reviewing strategic plans and organizational units.
4. Measuring results against strategy using balanced scorecards and linking them to strategic plans.
5. Demonstrating continuous improvement through feedback, communication and taking suggestions seriously.
Performance execution involves employees striving to achieve agreed upon results and develop skills. Managers are responsible for creating motivating conditions, eliminating problems, and providing opportunities. It converts strategic objectives into results through motivation, counseling, training, coaching, and feedback alignment. Regular feedback ensures performance is monitored and adjusted, and that managers and employees agree on expectations. Motivation comes from recognition, accountability, and rewarding success. Counseling addresses issues impacting performance and helps with personal and career development. Training provides skills and coaching supports learning goals. Alignment requires shared understanding of goals throughout the organization.
The document discusses performance management and appraisal systems. It defines performance management as providing a more integrated and continuous approach to managing employee performance based on agreed objectives rather than commands. Performance management aims to align individual objectives with organizational objectives, develop employee capacity, and ensure core values are upheld. An ideal performance management system is strategic, practical, focuses on changing behaviors, and standardizes meaningful reviews.
The Signature Process used by Signature Consulting Group involves 6 key steps to help organizations achieve sustained results:
1. Creating new roles and structures to support organizational changes.
2. Hiring, developing talent, and identifying high performers.
3. The executive coaching process includes careful contracting, comprehensive assessment, feedback, action planning, active learning experiences, and review of progress over 6 months.
The goal is to lay a foundation for successful change through organizational design, talent management, and individual executive development.
The Signature Process used by Signature Consulting Group involves 6 key steps to help organizations achieve sustained results: 1) Creating new operating models, roles, and hiring plans, 2) Assessing individuals through interviews and shadowing, 3) Providing feedback to executives focused on business objectives, 4) Developing action plans with milestones, 5) Guiding active learning through techniques like role playing, and 6) Conducting follow-up assessments and ensuring coaching success.
Management involves strategic planning, setting objectives, allocating resources, and measuring results. The four main functions of management are planning, organizing, leading, and controlling. Planning involves setting objectives and determining how to achieve them. Organizing involves developing an organizational structure and allocating human resources. Leading involves inspiring others to work towards objectives. Controlling ensures performance meets standards and takes corrective actions when needed. Management occurs at three levels - top level sets long term goals, middle level focuses on tactical planning, and lower level oversees day-to-day operations.
Organizational development (OD) involves taking deliberate steps to align an organization's environment, skills, behaviors, culture, and leadership with its objectives. OD addresses both "hard" issues like strategies and systems as well as "softer" issues like developing skills, behaviors, and attitudes to avoid conflicts between goals and needs. Effective transformation requires integrating changes to content, people, and processes instead of separating organizational and technical changes from human and cultural changes. The OD process involves recognizing problems, collecting data, analyzing and sharing findings, prioritizing issues, exploring solutions, agreeing on changes, implementing interventions, and evaluating results to make OD continuous.
Similar to Management, Operations, and Motivation Introduction Functions .docx (20)
Please cite and include references- Broderick & Blewitt (2015) must.docxinfantsuk
*Please cite and include references- Broderick & Blewitt (2015) must be one of the sources (total of three references in the discussion post)
Consider the following perspective from the Just the Facts Coalition, a group comprised of counselors and other helping professionals who work with adolescent children:
Sexual orientation is not synonymous with sexual activity. Many adolescents as well as adults may identify themselves as lesbian, gay, or bisexual without having had any sexual experience with persons of the same sex. Other young people have had sexual experiences with a person of the same sex but do not consider themselves lesbian, gay, or bisexual. This is particularly relevant during adolescence because experimentation and discovery are normal and common during this developmental period. (American Psychological Association, 2013)
Straight, lesbian, gay, bisexual, transgendered, and questioning—when it comes to sexuality and sexual orientation, what influences individuals the most?
For this Discussion, review this week’s media presentation, “Perspectives: The ‘Tween’ Years,” reflecting on the factors that influence sexuality and sexual orientation during the tween years. Then, complete the post assigned to you by your Instructor.
Discussion A
Post by Day 4
an explanation of the roles that biology, culture, socialization, and age may play in influencing sexuality. Justify your response with references to this week’s Learning Resources and the current literature. Be specific.
References:
Broderick, P. C., & Blewitt, P. (2015).
The life span: Human development for helping professionals
(4th ed.). Upper Saddle River, NJ: Pearson Education.
Chapter 8, “Gender and Peer Relationships: Middle Childhood Through Early Adolescence” (pp. 282-323)
Chapter 9, “Physical, Cognitive, and Identity Development in Adolescence” (pp. 324-367)
Best, D. L. (2009). Another view of the gender-status relation.
Sex Roles, 61
(5/6),341–351.
Retrieved from the Walden Library databases.
Cobb, R. A., Walsh, C. E., & Priest, J. B. (2009). The cognitive-active gender role identification continuum.
Journal of Feminist Family Therapy, 21
(2),77–97.
Retrieved from the Walden Library databases.
Ewing Lee, E. A., & Troop-Gordon, W. (2011). Peer processes and gender role development: Changes in gender atypically related to negative peer treatment and children’s friendships.
Sex Roles, 64
(1/2),90–102.
Retrieved from the Walden Library databases.
Gallor, S. M., & Fassinger, R. E. (2010). Social support, ethnic identity, and sexual identity of lesbians and gay men.
Journal of Gay & Lesbian Social Services, 22
(3)
,
287–315.
Retrieved from the Walden Library databases.
Lev, A. I. (2004).
Transgender emergence: Therapeutic guidelines for working with gender-variant people and their families
. Binghampton, NY: Routledge.
Chapter 3, “Deconstructing Sex and Gender: Thinking Outside the Box” (pp. 79–109)
Retrieved from the W.
Please choose 1 of the 2 topics below for this weeks assignment.docxinfantsuk
Please choose 1 of the 2 topics below for this weeks assignment:
Topic 1: Rite of Passage
A rite of passage is an event that marks a person's progress from one status to another. It is a universal phenomenon which can show anthropologists what social hierarchies, values and beliefs are important in specific cultures. Rites of passage are often ceremonies surrounding events such as other milestoneh are considered important rites of passage for persons of their respective religions.s within puberty, coming of age, marriage and death. Initiation ceremonies such as baptism, confirmation and bar or bat Mitzva
I would like you to write and describe an event that you have gone through that has changed your perception of yourself, your perception by those around you, and any new roles, expectations that came along with your Rite of Passage. How has this passage changed how you interact with others? How has it changed who you interact with? Please use concepts and terms from the text to better explain your experiences.
For example; you may describe when you had your first child and the new roles that came with being a mother or father. You may describe when you got married, graduated from high school, got your driver’s license, etc.
Topic 2: Social Roles
I would like you to describe your various roles (son, daughter, mom, dad, employee, employer, aunt, uncle, brother, sister) that exist within the social institutions that you occupy. I would like you to choose only a few (no more than 3 or 4) of them that you deem important and take satisfaction in. Describe the roles, why they are important to you and what are the expectations of those roles, why you take pride in the role, and how has it changed your perspective (if it has).
1 page minimum (650-700 Words per page)
.
Please be advised that for the second writing assignment, the clas.docxinfantsuk
Please be advised that for the second writing assignment, the class is split in half. Students who choose a topic from the first half of the semester will be assigned writing assignment 2A and students who choose a topic from the second half of the semester will be assigned writing assignment 2B. Instructions are below.
Writing Assignment #2
Contemporary Issues in Employment Law
Value 300 points
Writing assignment 2A is due end of week 7 - March 11.
The following topics are assigned to Writing Assignment 2A
Remedies under Title VII
Employment at Will
Constitutional Issues
EEOC
Race and Color Discrimination
National Origin Discrimination
Disability Discrimination
Religious Discrimination
Sex Discrimination
Sexual Harassment
Overview
This Writing Assignment is required to provide students with the opportunity to:
• Investigate a “subtopic” of special interest associated with any of the major topics addressed during the course.
• Acquire in depth knowledge about a “subtopic” of choice – expanding one’s knowledge base beyond the basic course curriculum.
• Reflect on facts, theories, and opinions associated with the subtopic of choice. Develop or change an opinion about the subject.
• Communicate knowledge about chosen topic, offering learning community members an opportunity to increase their knowledge on a subtopic topic associated with the base course curriculum.
• Communicate one’s opinion on the subtopic, using critical thinking skills to form the opinion and writing skills to communicate one’s thoughts.
Instructions
1. Research the topic that you have chosen or have been assigned.
Listing for spring 2017 (listing will be available after week 3)
IMPORTANT: If using Internet based resources, ensure that resources are of high quality, such as websites that end in .gov or .edu.
Do not use the following as resources:
Law firm web sites
Law firms are trying to solicit clients. In Employment law, law firms usually represent either employers or workers - few represent both. As such, their web sites are designed to attract the clients they seek to represent. Therefore, the information contained therein may not be completely accurate as the information provided may be skewed to either a management or employee perspective.
Websites such as Wikipedia or ehow
Information found on those sites may not be reliable.
2. Organize and develop your writing assignment
Use the following format: Overview, Opinion Statements, Resource Citations.
Use the headings to divide your work into the 3 required areas in your paper.
Overview
Provide an overview of your topic using at least two resources.
Highlight the most important concepts.
The overview should be no more than 500 words. That’s about 7 – 8 average length paragraphs.
Do not place your opinions in the overview. This is an academically oriented portion of the assignment. Your opinions are welcome in the next portion of the paper.Your overview MUST include citation of sources.
Please briefly describe cross cultural variations in Consumer Beha.docxinfantsuk
Please briefly describe cross cultural variations in Consumer Behavior and explain core values that vary across culture and influence behaviors.
You must provide at least three examples.
Provide your explanations and definitions in detail and be precise. Comment on your findings. Provide references for content when necessary. Provide your work in detail and explain in your own words. Support your statements with peer-reviewed in-text citation(s) and reference(s).
.
Please be sure to organize your report using section headers to clea.docxinfantsuk
Please be sure to organize your report using section headers to clearly indicate which part of the assignment you are addressing (i.e. do not write in a classic essay format).
1)
Define the health disorder
: Colon Cancer
a. Clearly describe the symptoms, disease prognoses, type of infectious agent, if applicable, significance of this disease
2)
Distribution section – this is the most important part of the assignment!
a.
Must provide quantitative incidence, prevalence and mortality measures to describe person, place and time aspects of the disease’s distribution!
b. Quality of tools used (tables, graphs, maps)?
c. Information clearly cited within the body of the report and referenced completely at the end?
d. Described host characteristics?
e. Environmental attributes discussed clearly?
f. Any temporal characteristics to the disease’s distribution?
g. Other patterns or trends?
3)
Summation:
a. Conclusions and summary of any current hypotheses to explain the described distributions
b. Identification of any gaps in knowledge about the distribution
The overall quality of writing, organization, basic “grammar” and comprehension issues will also be considered.
.
Please attach two different assignments. Please first provide the dr.docxinfantsuk
Please attach two different assignments. Please first provide the draft for the IRP then provide the revised IRP that is finalized. It is crucial that you thoroughly check for grammatical errors.
Please do not use books or journals as references.
Please use online sources.
Requirements for final draft:
60.0
to >54.0
pts
Excellent
Plan includes the following for one data center and the global network: • Comprehensive list and explanation of potential incidents • Rating of incidents by risks as high, medium, or low, with rationale for all ratings • Mitigating controls to reduce the identified risks, with clear explanation and rational for each control • Identification of incident response team (contact list – names, titles, work and home contact information) with roles and responsibilities, and explanation of why those roles are responsibilities were assigned to each team member • Detailed and concise process to assess, describe, and document the damage with appropriate forms; explanation of rationale for each step in the process; forms clear and well laid-out • Detailed and concise incident reporting process and appropriate forms; explanation of rationale for each step in the process; forms clear and well laid-out
.
Please answers some questions below (attached references) 1.Wh.docxinfantsuk
Please answers some questions below: (attached references)
1.What are definition boundaries and how do they benefit clear thinking?
2. What is the difference between the
denotation
and the
connotation
of a word? Provide an example of a highly connotative word.
3. As critical thinkers, why should we be cautious about the use of jargon, euphemisms, and buzzwords?
.
Please answer these discussion questions thoroughly. Provide re.docxinfantsuk
Please answer these discussion questions thoroughly. Provide references for any work that is not in your own.
#1 Describe the typical social, cognitive, moral and spiritual development in the school-age child. What are some of their nutritional needs?
#2 Discuss 2 2020 National Health Goals related to adolescent growth and development. What can you do as a nurse to promote those goals you chose?
#3 What are some assessment differences that you would look for in the adolescent assessment that you would not do for other age groups?
#4 Write a nursing diagnoses related to communication and health with children. Include your interventions for the diagnosis you decide upon.
.
Please click on this link and follow the directions to complete the .docxinfantsuk
Please click on this link and follow the directions to complete the activity.
Select ONE of the scenarios and tell us how you rated it in terms of ethics and why.
Then, answer the following two questions.
1. What did you learn about ethics by completing the activity?
2. In your opinion, what does it mean to be an ethical persuader?
.
Please choose one of the following questions, and post your resp.docxinfantsuk
Please choose one of the following questions, and post your response of a minimum of 150 words. Be sure that your comments are original, thoughtful, and well developed. This discussion will be open for the whole course, so check back frequently:
1) Most films and popular scholars would say that New Kingdom Egypt is the height of their civilization, but all the "Great Pyramids" and other culturally defining ideas are from the Old Kingdom. Which do you believe is the best period which shows the height of the Egyptians, the Old or New Kingdom Egypt? Or do you think the Middle Kingdom is the height of the Egyptians? To answer this question, choose one building, site, city, or artifact which supports your belief from either the Old, Middle, or New Kingdom. For this topic, you may use an example from the textbook, but you must find supportive information that is not mentioned in the textbook about your example from an external source (website, book, or article) to support your response. Your example could also be something not mentioned in the textbook at all. Please cite your sources for this submission.
Or
2) Discuss which of the Early Greek cultures you would like to have lived in. You may choose from the Cycladic, Minoan, Mycenaean, Athenian, or Spartan. In answering this question, please give reasons why you chose the one you did, and also give one reason for each of the other cultures as to why you would NOT want to live in that culture.
Or
3) Early archaeologists went searching for physical evidence of the myths they studied, which was due to Heinrich Schliemann's finding of Troy. Was this method of searching for mythology a good idea for searching for artifacts and physical cities? This question is asked because the stories of the myths lasted for about 2600 years before someone went looking for and found the myths of the Greeks. Why didn't someone do this before Schliemann? This idea of "myth-chasing" still goes on, so what kind of modern "myth" do people search for in our present time?
.
Please answer the questions in paragraphs containing at least fi.docxinfantsuk
Please answer the questions in paragraphs containing at least five sentences. Include the question and number your answers accordingly.
1. Describe Digital Literacy (how to know what is real on the web).
2.
None of these people exist
. What does this mean to you?
3. Why is Wikipedia more reliable than a paper encyclopedia?
4. How useful are crowd sources answers?
5. What are some drawbacks to crowd sourced answers?
6. Do people generally utilize the diversity of sources on the Internet effectively?
7. How reliant are we and how reliant should we be on getting our news from social media?
8. How do humans remain vigilant when we turn over authority to computers? Have you tried to navigate without gps?
9. If models are simplifications or reality, why do we rely on them?
10. Why was this
mode
l, used by Amazon for hiring, wrong?
11. Why did Skynet declare war on the human race?
.
Please answer the following three questions in one to two paragraphs.docxinfantsuk
Please answer the following three questions in one to two paragraphs. Please format your responses in 12
point font, double spaced, with 1-inch margins. This assignment is due on Canvas at 11:59 PM PST on
Friday, November 6th.
1. What is \centrality" in a network context? What is the difference between degree centrality and
closeness centrality? When might we want to use a measure like closeness centrality to discuss someone’s
position in a social network instead of degree centrality? What about transitivity? When might we
care more about transitivity than we do about centrality as researchers?
2. What is \contagion" in a network context? Describe one example of network contagion in your own life.
In your example, identify the social network (a network of classmates? a family? a workplace?), the
nature of the connection between individuals (do you exchange information? affection? money-labor?),
the directionality, and the thing spreading through the network.
3. Much of the research with which we have engaged so far is now over a decade old (if not older). What
more recent changes { social changes, technological innovations, political phenomena, etc. { may have
changed some of the conventional wisdom, findings, or scientific understandings of social networks
since this research was carried out? Please describe at least one change and walk us through what the
consequences of that change might be on current and future social network scholarship.
.
Please answer the following1. Transformational leadership and .docxinfantsuk
Please answer the following:
1. Transformational leadership and transactional leadership often occur in the same organization. How do they impact each other?
2. Explain four common transformational leadership strategies identified by Bennis and Nanus.
3. How do the practical and theoretical approaches to AL differ? Are they really describing the same type of leadership?
.
Please answer the below questionDescribe social bandwidth and s.docxinfantsuk
Please answer the below question:
Describe social bandwidth and share an experience you’ve had with this concept within your previous interactions
The post should be in 700 word limit in APA format with references and citations.
.
Please answer the following questions1.- Please name the fu.docxinfantsuk
Please answer the following questions:
1.- Please name the functions of the esophagus. Is the liver is a mixed gland?
2.- Please explain the division of the thoracic cavity.
3.- Please explain the action of the parasympathetic nervous system over: digestive system, cardiovascular system,pupil, and sweat glands.
4.- Please name the functions of the Sympathetic system. What is a nociceptor?
5.- What is the Babinski reflex? Why is important if it is present in an adult patient?
6.- Please name the 12 Cranial Nerves.
7.- What are the functions of the Cranial Nerve II, VI, and XII
8.- What is the iris? What is the importance of the vitreous humor and the retina?
9.- Please explain: glaucoma, cataracts, astigmatism, presbycusis, and tinnitus ?
10.- Please name the external ear parts. What is the function of the Eustachian tube ?
Thank you.
.
Please answer the following questions1.- Please name the follow.docxinfantsuk
Please answer the following questions:
1.- Please name the following body parts in common words: sternal, pedal, popliteal, and antecubital.
2.- Which organs are located in the left hypochondriac region, and right iliac region ?
3.- Please name the process whereby the end products of digestion move across the walls of the alimentary canal into the blood: ___________
4.- Please name all the organs and sphincters, of the Digestive system.
.
Please answer the following questions with supporting examples and f.docxinfantsuk
Please answer the following questions with supporting examples and full explanations.
Analyze how policies influence the structure and financing of health care, practice, and health outcomes.
Develop institutional, local, state and/or federal policy initiatives.
Consider the role of government and various professional organizations in the process of planning and implementing policies at management levels for diverse healthcare environments.
Examine the effect of legal, ethical, and regulatory processes on nursing practice (and/or change to providers), healthcare delivery, and outcomes while maintaining balance with administrative and fiscal responsibilities.
Interpret research, bringing the nursing perspective, alongside perspectives of their administrative colleagues, for policy makers and stakeholders.
Advocate for policies that improve the health of the public and the profession of nursing and health care administration.
For each of the learning objectives, provide an analysis of how the course supported each objective.
Explain how the material learned in this course, based upon the objectives, will be applicable to professional application.
Reflect back on your journey through this course and answer the following:
What was the most valuable thing you learned in this course?
.
Please answer the following questions about air and water pollution .docxinfantsuk
Please answer the following questions about air and water pollution (minimum 175 words total): With references
1. Why is climate change a global concern? Please provide examples.
2. What changes are being made or should be made to address air or water pollution in your area?
.
please answer the following 7 questions in its entirety. #11.C.docxinfantsuk
please answer the following 7 questions in it's entirety.
#11.C
#12. A,B,C
#13
#14. A-M
#16
#18
#19
Textbook
Brealey, R., Myers, S. C., Marcus, A. J. (2020).
Fundamentals of corporate finance
(10th ed). McGraw-Hill Education: New York, NY.
.
Please answer the questions listed below and submit in a word docume.docxinfantsuk
Please answer the questions listed below and submit in a word document.
Exercise 32
Right On.
Describe what is meant by the “linear view” used with paper documents.
Exercise 40
You Spoiled It.
Motorola, Inc., fired its CFO, Paul Liska, in January for a number of reasons related to his performance as stated by Motorola. Liska has filed a suit against Motorola for the conditions of his dismissal. Motorola, accused its former CFO of destroying evidence needed in the case, and asked the Cook County Circuit court to sanction Mr. Liska for “spoiliation” of evidence in the case. When he was fired on January 29, Mr. Liska left the company with his company laptop, and when he returned his laptop on February 17, the laptop had been “wiped.” Motorola’s forensic investigators had found that a data destruction program was run on the laptop numerous times to destroy any usable data needed by Motorola to show what Mr. Liska had been working on prior to his dismissal. Mr. Liska states that he only deleted personal files.
Do you believe that all files related to the case have been destroyed?
Are there any other places that work files related to the CFO’s accounting activities would be kept?
What would have to been done to files collected from a source other than Mr. Liska’s laptop?
Would these files be acceptable in a courtroom case?
Exercise 27
Finding a Criminal.
Five customers at the Tartu Bank had complained about unauthorized monies being withdrawn from their accounts. The Bank has a business fraud team which was called together to investigate the thefts from the accounts. The team could determine the account receiving the funds, times the events occurred, the amount of the cash withdrawn from the accounts, whether a bank password had been reset, but they did not have the skills to develop additional information about the IP address used in the thefts. They could not determine the source country or region, the IPS involved, and whether the session used to withdraw the cash was from an IP used by their customer. Tell them how they can use Internet tools to further identify the cyber criminals and describe the job each tool should perform.
.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
Management, Operations, and Motivation Introduction Functions .docx
1. Management, Operations, and Motivation
Introduction | Functions of Management | Mining Group Gold |
Leadership Styles | Manufacturing | Facility Layouts |
Production | Operations Management | Quality | Motivation
Introduction
Back to Top
Once a business has discovered what customers demand, the
goal of the business is to deliver quality products and
services. This requires careful planning, organization,
leadership, and control to ensure success. These are the
functions of management. Delivering quality products and
services is not something businesses take lightly. It begins with
obtaining raw materials in just the right quantities to be
available for the production of finished goods that customers
demand. Operations management describes the transformation
of raw materials into finished goods. Operations management
explains the supply chain and those organizations that work
within that domain providing services and products to the next
level. It also addresses the physical production process, the
manufacturing plant, the storage and distribution facility, and
the transportation to the ultimate customer location. Making all
of this happen depends on the hard work and dedication of
employees. Encouraging employees to carry out the goals of a
company and meet the needs of customers is the essence of
motivation. Management, operations management, and
motivation together help businesses accomplish their goals of
meeting and exceeding customer needs and demands with
world-class products and services.
Functions of Management
Back to Top
2. After a business is defined, the owner articulates his or her
vision for the company, decide the mission or purpose, and
establish the values of the company. The owner drives the
company toward the future. This, in turn, leads to the
development of goals and objectives. Goals are broad initiatives
that a company wants to accomplish. Objectives are shorter
termed articulations written in support of the goals. They
describe how to achieve the goals. Management includes the
steps plan, organize, lead, and control. It is a process used to
accomplish the goals and objectives of the firm. The body of
decision makers who develop a company’s mission, values, and
purpose and who set goals and objectives is also referred to as
management. Implicit to the functions of management in
addition to planning, organizing, leading, and controlling is
decision making. Individuals responsible for these functions,
including supervision of employees, are managers.
Click on image to enlarge
Click here for the Text version
Planning looks for trends in the business environment. It
determines the most appropriate strategy and tactics to attain
the desired outcomes of the firm. Managers come together to
develop corporate, business level, functional, and operational
strategies. These strategies come from strategic, tactical,
operational, and contingency planning. Strategic planning is
setting broad, long-term goals. Tactical planning sets specific
short time-based objectives. Operational planning sets out
schedules as well as standards. Contingency planning creates a
backup plan. Planning teams are often assembled for purposes
of identifying new business opportunities or potential
challenges. A common planning tool that a company uses to
analyze its strengths, weaknesses, opportunities, and threats is a
SWOT analysis. It measures where a company is compared to
where it would like to be.
Organizing works to carry out a company’s goals and objectives
by designing a structure and developing policies and procedures
3. for how work will be accomplished. Organizing includes
developing systems and conditions for work so that everyone
understands how to work together. Leading includes creating
and communicating a vision. Components of leading include the
development and training of employees as well as helping
others to accomplish the strategic tasks on schedule.
Controlling is the task of determining where the organization is
with respect to accomplishing the strategic initiatives.
Controlling includes establishing standards against which to
measure performance, as well as deciding the appropriate
rewards for success and consequences, along with corrective
action for not meeting goals. Managers achieve success for
organizations by using their technical skills, human relations
skills, and conceptual skills.
Mining Group Gold
Back to Top
Today, more than ever, organizations are built around people
working collaboratively with one another in teams. The
continued impetus is for the establishment of synergies between
team members that can accomplish tasks that are in keeping
with an organization’s strategic initiatives and vision. How are
talented people working in groups (some, for the very first time
with a new group of people) formed into high-performance
teams? Along with this question is the issue of the ad-hoc work
groups that are placed together to accomplish very specific
tasks in a short amount of time.
Additionally, there are the required departmental level meetings
that are called on some regular basis, either weekly, every two-
weeks, or monthly. The expectation is that such meetings are
necessary and therefore required. And yet, some people consider
such teams to be a waste of time, money, and resources.
The Mining Group Gold process is a team process and meeting
management process whose sole purpose is to leverage the
combined wisdom, experience, and ideas of everyone on the
4. team in order to cash in on this wisdom to improve the overall
meeting process and to improve the decisions of the
organizational unit.
Kayser (1995) developed and perfected a method for teams or
groups of individuals to maximize and capitalize on their
collective effort in a decision meeting venue. Kayser’s steps to
Mining Group Gold are to (a) establish a purpose for the
meeting; (b) set the outcomes that the group wishes to achieve
from the meeting; (c) assign the roles of facilitator, scribe, and
timekeeper; (d) set an agenda for the meeting; and (e) perform
periodic time checks during the session to keep the group on
track and on task. The connection between the Bikhchandani et
al. model of observational learning and Kayser’s Mining Group
Gold process is that significant behavioral observation and
reflection are taking place. The focus is more on the process
dynamics that a group uses to reach a consensus rather than on
the outcomes directly (Kayser, 1995).
Brandt (2001) reported that teamwork assists with
understanding in an organizational unit. The author suggests
that by fostering an environment of collaboration, managers will
be able to positively impact the outcomes of the groups. The
appreciation, or understanding, of conflict in a group setting can
be made to work for the process rather than against it. Brandt
further states that teamwork is imperative with regards to
enhancing decision-making and improving communication
(Brandt, 2001, p. 32). Brandt additionally posits that it is
important to examine the behaviors of the members of the team.
The author suggests breaking down the process into the
elements of antecedent conditions, perceived conflicts, felt
conflict, and manifest behavior (Brandt, 2001, p. 34). Kayser
(1995) suggests in Mining Group Gold a methodology for
dealing with feelings in a group setting. Brandt states that
effective problem solving is only possible when feelings are
kept under control. Brandt concludes her article by suggesting
five ways to handle conflict in a group setting. They are
collaboration, accommodation, avoidance, competition, and
5. compromise (Brandt, 2001, p. 35).
The following summarizes the key points of the Mining Group
Gold meeting process.
Mining Group Gold
The five basic steps for Mining Group Gold
1. Determine the purpose of the session or meeting.
2. Determine the desired outcomes of the session or meeting.
3. Assign the roles of facilitator, scribe, and timekeeper.
4. Set the agenda.
5. Establish the time allocation for each item on the agenda.
*Remember: Mining Group Gold is a process. It is effective for
all types of sessions or meetings.
Other ideas and concepts to consider:
1. The roles of primary and secondary facilitator
2. The idea of switching hats when you are the facilitator
3. The agenda check
*To create an open and collaborative climate or environment,
team leaders or facilitators should be objective. Everyone
should practice safe-guarding and gate-opening.
*When dealing with emotions, use the sub-process of “feelings-
facts-solutions.” It is also suggested that all members of the
group take a moment of silence to relax. During this time,
everyone writes down their feelings in order to express them
later. Then, the primary facilitator asks everyone in the group to
read what they wrote. From this information, additional and
pertinent information is mined, and then a path forward to solve
the problem can be determined and implemented.
Leadership Styles
Back to Top
Managers provide a great deal of influence on the success of a
company. In addition to developing and communicating their
vision for the organization, managers nurture the culture of an
organization. This culture is commonly called the
organizational or corporateculture and is defined as a
6. company’s shared values and sense of unity about achieving
corporate goals. Good leaders create a positive environment,
one that motivates employees and encourages self-motivation. It
is possible to be an effective manager and not be a good leader.
The best leaders, however, practice a style that fits a situation
at hand. Situational management utilizes the following
leadership styles. Autocratic leadership – making managerial
decisions without consulting othersParticipative leadership –
involving employees with managers in the decision making
processFree-rein leadership – setting objectives for which
employees are free to do whatever is appropriate to accomplish
those objectives
Contemporary management practices seek to allow employees to
make their own decisions independently. The result is decision
making that is timely and closest to the ultimate customer. This
practice is called empowerment. Empowerment changes the role
of the manager, making it less of a director and more of a
coach. For empowerment to be successful, managers need to
enable employees with training and education to be able to
make the right decisions.
Manufacturing
Back to Top
Satisfying customer needs depends on making products as a
result of manual labor or from machines. Often, the scope of
what is being produced is large, and machines are used to
automate the assembly process. To make or process products,
especially by a large-scale industrial operation, is called
manufacturing. Throughout history, manufacturing accounted
for a majority of the gross domestic product of this country. The
economy of the U.S. shifted from being manufacturing based to
a service economy, with the service sector accounting for
approximately 70% of the U.S. GDP.
Manufacturing has evolved into designing machines that can
essentially multitask in order to turn out a variety of products.
7. This is called flexiblemanufacturing. Leanmanufacturing is an
effort to produce more with fewer resources—less human
resources, fewer materials, less tools and equipment, and less
space. Masscustomization is an effort to make products that
satisfy individual customer needs.
Facility Layouts
Back to Top
In a manufacturing business, companies have to organize how
they assemble their products. Remember Henry Ford (well, I
don’t know him personally either), but he created the assembly
line with Ford Motor Company. The purpose was to create a
method of mass production that was efficient so he could offer
his product to consumer at a lower cost. Today, Mr. Ford’s work
continues and with technological advancements many different
layouts have been developed to meet today’s manufacturing
demands. Some of the layouts companies consider are: process
layouts, product layouts (modular layout), fixed-position
layouts, and combination layouts.
Process Layouts
Ever been to the DMV? I know, it was a blast…but the DMV
uses a process layout. This type of layout is where a group of
processes are put together. For example, you want your driver’s
license renewed, there are three windows grouped together for
that function. Taking your DMV test, again, the section is
created where testing takes place. Layouts like this are also
good for customized manufacturing, where you need to group
functions together.
Product (or Modular) Layouts
This layout pays homage to good old Henry Ford. This is an
assembly-line type of layout, sometimes called a modular
layout, where you need to produce high-volume, continuous
flow of products. My father owned a company that produced
hair dryers, as such, they assembled the hair dryers in a line,
one line was working on the motor and electronics, the other
8. line was working on the plastic casing then it was put together
at the end. Another example is developing and customizing
computers. Dell utilizes modular layout to build custom laptops
and personal computers.
Fixed-Position Layouts
Ok, we have covered small types of layouts, but what happens
when you have LARGE products that are too heavy or big to
move? You use a fixed-position layout. Remember the Apollo
Saturn V rockets? They were massive, and in order to build
them, you needed to move around the rocket. Airplanes and
large ships are the same way…you need to move around them to
build them. You bring the technicians to the area that you are
working on and you leave the product in the same place. On the
service side, think of a hospital, do they move the patient, or
bring the doctors and nurses to their room?
Combination Layouts
This type of layout is just as it sounds. It can be a combination
of the many layouts listed above. You would set up the layout
based on product and function and the shop would utilize the
appropriate layout as necessary.
Production
Back to Top
Previously, manufacturing accounted for a majority of the
United States’ gross domestic product. In that case, production
and manufacturing were used interchangeably. Knowledge,
labor, land, entrepreneurship, and capital are used to create
finished goods and services. Professional managers that assist
with such activities are practicing production management. The
production process takes the factors of production (or inputs)
and creates goods, services, and ideas (or outputs). The
production process adds value through the production control
function.
Steps in the production control function
Planning -> Routing -> Scheduling -> Dispatching -> Follow-up
9. Manufacturers use different production processes to produce
goods. Process manufacturing is a production process that
actually changes the nature of the material. The
assembly process conjoins components in such a fashion that a
product is built. Production processes are either intermittent or
continuous. Continuous production processes turn out finished
goods over time. Intermittent production processes use short
runs of production to meet specific customer needs and are used
to make a variety of different products.
Modern production techniques include using computers in the
design and manufacturing of products. Computer-
aided design (CAD) allows designs to be drafted in three
dimensions. This removes some of the manual process in the
traditional design. Using computers directly in the
manufacturing process is computer-aided manufacturing (CAM).
Software that merges CAD and CAM is called computer-
integrated manufacturing (CIM).
Operations Management
Back to Top
Operations management is a special area within management. It
includes such activities as scheduling, quality assurance, and a
control function. Operations management planning seeks to
solve the problems of manufacturing and the service sector
through these activities. It also works on issues of facility
planning like the facility location and layout. Ideal facility
location conditions favor proximity to production natural
resources, transportation, and customers. Operations
management uses automation and computers to gain
productivity. Materials requirement planning, or MRP, forecasts
in the process of planning inventory amounts and replenishment
times for component parts that feed the production process. A
form of inventory management that attempts to limit the need to
carry inventory, ordering a limited amount of component parts
for a production process, is just-in-time inventory control.
10. Enterprise resource planning, or ERP, is an improvement of
MRP that automates all processes of the company, such as
accounting or finance and human resources.
Quality
Back to Top
Delivering products and services that meet and often exceed the
requirements of customers is quality management. Quality in a
production process means producing products and services that
meet the standards with each and every production lot. Past
procedures to manage quality focused on inspecting the final
product. Experience has demonstrated that managing the
production process results in greater quality outcomes.
Six sigma is a quality control process that seeks to reduce errors
to no more than 3.4 defects per one million instances.
Statisticalqualitycontrol monitors all aspects of the production
process. Statisticalprocesscontrol tests statistical samples of a
product at various waypoints during the production process. The
International Organization for Standardization (ISO) is a
conglomerate of national standards that companies work to
uphold through an annual certification process. ISO
certification requires developing a quality process and meeting
the standards set forth by it. ISO9000 addresses assurance
standards and quality management. ISO14000 is used for
assessing and improving a company’s environmental impact.
Companies that implement quality management practices model
the criteria set for the Malcolm Baldrige National Quality
Award. This award recognizes organizations that demonstrate
quality in business results, human resources, leadership,
customer focus, strategic planning, and process management, to
name a few.
Operations management strives to deliver products on time,
according to specifications, and on budget. A couple of
programs used to maintain control of the production process are
the program evaluation and review technique, known as PERT
11. and the Gantt chart. PERT analyzes tasks and their sequencing
as well as the time for each task to identify the critical path or
the longest time to complete the sequence of tasks. A critical
path is important to measure where delays in a production
process can cause a project to become behind schedule.
Gantt charts are bar charts that display which projects are in
production and what stages they are in at any given time.
The following are examples of a Gantt and a PERT chart.
Click on image to enlarge
Click here for Description
Gantt Chart for a Doll Manufacturer Description
The Gantt shows a hypothetical process for a doll manufacturer.
In this example, there are six main tasks to be completed. They
include molding the doll heads, molding the bodies, cutting the
fabric, sewing the doll clothes, assembling the doll, and
painting the doll. Each task requires a period of time to
complete and is depicted with a bar graph depicting the time to
complete each task. This example shows that the entire process
takes 7 weeks to complete.
Press the ESC key to close the image description and return to
lecture.
Click on image to enlarge
Click here for Description
PERT Chart for a Video Description
The PERT chart example depicts all tasks to be completed for
creating a music video. The most important tasks are on the
critical path. If any of these tasks is delayed, then project
completion will be delayed. The critical path is 15 weeks long
and includes the tasks of choosing a star and song, designing
the set, purchasing the set materials, constructing the set,
rehearsing the dance, and filming the video. There are other
important tasks as well. These other tasks are not on the critical
path and thus minor delays will not impact the total project
12. completion time. However, if there is a significant delay, then
the critical path can be impacted.
Press the ESC key to close the image description and return to
lecture.
Motivation
Back to Top
Management, operations, and the delivery of quality products
depend on people. Recognizing the value of employee
contributions is the sign of an excellent organization. Feeling
valued and appreciated can be very motivating, and motivated
employees are inspired to perform. Motivation is a call to action
or an inducement to act. It comes either from within, which is
intrinsic motivation, or as a result of external stimulus, which is
extrinsic motivation. Understanding motivation can be very
powerful for successful management of an organization. A
simple thank you can inspire a sense of value and appreciation
in an employee. Open communication can also be very inspiring
to employees. More formal strategies to inspire motivation are
job enrichment, wherein the characteristics of a job, or the work
itself, are emphasized. Job enlargement combines tasks to make
work more interesting. Job rotation is the process of rotating
employees between various jobs.
Motivational theory originated from Frederick Taylor. Taylor is
considered to be the father of scientific management.
Scientificmanagement focused on gaining efficiency by
evaluating the tasks associated with completing work and trying
to improve technique. Behavioral management theorists,
beginning with Elton Mayo, who learned from the Hawthorne
studies that a Hawthorne effect could result when employees
feel part of something or a sense of purpose, eventually
overshadowed scientific management. Behavioralmanagement
theory takes into consideration the human relations aspect of
accomplishing work and motivation. Popular behavior
management theories include Abraham Maslow’s hierarchy of
needs, which states that people are motivated to satisfy
unfulfilled needs. These needs range from physiological needs
13. to safety, social, esteem, and self-actualization needs. Frederick
Herzberg presented a two-factor theory that includes motivators
that lead to satisfaction and hygiene factors that relate to the
job environment. They do not necessarily motivate employees
but can cause dissatisfaction if missing. Douglas McGregor
presented TheoryX and TheoryY, which have opposing views
regarding how people view work. Theory X is built on the
premise that people dislike work, which gives rise to an
autocratic management style. Theory Y suggests that people like
work, which lends itself to a democratic management style and
empowerment. William Ouchi blends Theory X and Theory Y by
adding lifetime employment and consensual decision making to
the ideals of Theory X and Theory Y with his Japanese
approach, Theory Z.
Additional theories of motivation that shape the modern
practice of empowerment were derived from the expectation that
good performance is rewarded, or effort results in an outcome
which describes the expectancytheory. The equity theory
involves maintaining fairness, or a balance of inputs and
outputs. The goal setting theory establishes aggressive goals
that are attainable to motivate employees. Management by
objectives seeks to discuss goals with employees and to
evaluate progress toward established goals. Finally,
reinforcement theory sends positive and negative reinforcement
to motivate good performance and discourage poor performance.
References
Bikhchandani, S., Hirshleifer, D., & Welch, I. (1998). Learning
from the behavior of others: Conformity, fads, and
informational cascades. Journal of Economic Perspectives,
12(3), 151-170.
Brandt, M. A. (2001). How to make conflict work for you.
Nursing Management, 32(11), 32-35.
Kayser, T. A. (1995). Mining group gold: How to cash in on the
collaborative brain power of a group (2nd ed.). New York:
McGraw-Hill.
Sarvis, R. J. (2004). The impact of the decision theatre method
14. of learning on orientation courses for freshmen students
attending Our Lady of the Lake University (Doctoral
dissertation). Retrieved from ProQuest Dissertations and Theses
database. (AAT 3131370)
Summer 2014
A Mixed Methods CUMULATIVE ACTIVITY:
Grant Writing and Program Evaluation
For this assignment you are going to bring together some of the
work that we have done in both quantitative and qualitative
research, to set up a mixed methods study. Specifically, you are
going to plan how you would write a grant proposal for a new
program in a hypothetical school district. You will include ideas
about how you would assess the proposed program’s
effectiveness (e.g., on students’ learning, teachers’ satisfaction,
parents’ involvement or other). To make it somewhat easier you
will focus on a plan to write a grant proposal to study
cooperative learning in a medium-sized, ethnically-diverse
school district.
In the real world, the following process could take weeks, even
months of meetings—you have a few hours. Here is the
information you will need and the ground rules:
The Lots of Bucks Corporation has invited us at CSUDH in the
COE to submit a proposal for a $500,000 Effective Teaching
grant. To qualify for the grant we must involve at least 50
teachers in a two-year staff development program to train them
to effectively use cooperative learning instructional strategies.
Assume that this district has a traditional nine-month academic
calendar.
15. Description of District. The Unified School District (USD) has
53 schools (40 elementary, 8 middle and 5 high schools). The
district is 30% Black, 30% Hispanic, 30% Non Hispanic White
and 10% Asian. The district is lower middle class and has a
history of tension between ethnic groups. Test scores are lower
than other districts in the state, even when socioeconomic
factors are controlled.
Following are two sample quantitative goals with objectives.
Your job for part one of this proposal is to write two of your
own quantitative goals that have two objectives each, and to
write two qualitative research questions.
SAMPLE QUANTITATIVE GOALS AND OBJECTIVES
Sample Goal 1. The percentage of total class time devoted to
cooperative learning and the skill with which teachers
implement it will increase during the two years of the grant.
Sample Objective 1. A. From Month 1 to Month 18,
Experimental Teachers (n=50) will increase the percentage of
class time spent in cooperative-learning activities by at least
15% (based on observations of in-class instruction and lesson
plans).
Sample Objective 1. B. From Month 1 to Month 18,
Experimental Teachers (n=50) will increase the skill with which
they model the critical features of cooperative learning by at
least 75% (based on observations of in-class instruction).
Sample Goal 2. Appreciation of diversity will increase during
the course of the grant.
Objective 2. A. From Month 1 to Month 18 the number of cross-
ethnic positive interactions in the Experimental Schools will
increase by 10% (based on observation checklists concerning
seating proximity during lunch and assemblies, playmate
16. interactions during recess, etc).
Objective 2. B. From Month 1 to Month 18 the number of
ethnically-motivated incidents reported to personnel at the eight
Experimental Schools will decline by at least 20%.
SAMPLE QUALITATIVE RESEARCH QUESTIONS
1. How will teachers feel about their working/teaching
environment after implementation of Cooperative Learning?
2. How will students view the change in their learning
environment?
REVIEW: Go back and reread the sample goals and objectives.
What is the independent variable for each?
What is the dependent variable for each?
IMPORTANT NOTE:
YOU MAY NOT WRITE GOALS, OBJECTIVES, OR
QUALITATIVE RESEARCH QUESTIONS MEASURING THE
SAME DEPENDENT VARIABLES THAT I USED FOR THE
EXAMPLES. Be VERY careful; using what I have given as
examples has been a common error of students in the past.
YOU MAY NOT HAVE 9 MONTH OBJECTIVES—ALL MUST
BE 18 MONTHS.
OK— TIME TO GET STARTED!
Begin by spending about 5-10 minutes working quietly,
ALONE. Use the chart on the next page and come up with some
ideas about things that might happen if the quality of instruction
increased dramatically. You many then share your ideas with
your teammates if you choose to run your ideas by them. It is
17. not required that you do so—you may begin on your own.
Next, settle on a total of two quantitative and two qualitative
outcomes that will be specific to your plan. At least one of your
qualitative outcomes must be in the affective (attitude) domain.
OUTCOMES LIST
TEACHERSSTUDENTSOTHERS
After choosing your outcomes, you will have to: 1) construct
specific objectives to assess if the goals are achieved, and 2)
write two qualitative research questions. The forms to fill in
with your goals, objectives and qualitative research questions
begin on the next page.
Keep in mind that goals are general and objectives are specific.
Objectives must specify WHO, WHAT, WHEN AND HOW
MUCH. See the Check Sheet for Cumulative Activity Part 1 for
a preview of how you will be “checking” your objectives.
You must use the following form sheets to complete this
activity. Do not turn this into a paper. It is an activity—not a
research paper. However, do use complete sentences and be
careful to reread your writing for clarity and grammar.
Form Sheets for Cumulative Activity Part 1
Lots of Bucks Corporation Teaching Effectiveness Grant Plan
The following goals, objectives and research questions would be
the focus for the two-year duration of the proposed cooperative
learning staff development program.
GOAL 1
OBJECTIVE 1-A
OBJECTIVE 1-B
GOAL 2
OBJECTIVE 2-A
OBJECTIVE 2-B
QUALITATIVE RESEARCH QUESTION #1
18. QUALITATIVE RESEARCH QUESTION #2
Check Sheets for Form Sheets for Cumulative Activity Part 1
Use the following form to “check” your objectives. You may
consult with your teammates for this checking activity. This is
not a critiquing exercise, it is an editing exercise, so please do
not ask questions or talk to the other person who is checking
your ideas during this exercise. I want you to read the other
person’s objectives without any clarification, in order to help
him/her find strengths and weaknesses before they are handed in
to me for points.
Remember, objectives must be very specific and give the
following information: 1) who will be affected—experimental
ELL students, all teachers in the district, etc.; 2) what is going
to change—SAT scores, monthly attendance, etc.; 3) how much
change is going to take place—10%, 20 students, etc.; 4)
when—by the end of the grant, from month 1 to month 18, etc.
and; 5) how the change (or gain) is to be measured—based on
school attendance records, monthly classroom observations by
the research team, etc.
Check Sheet for Cumulative Activity Part 1—self check form
OBJECTIVE 1A
WHO:
_____________________________________________________
_________
WHAT:
_____________________________________________________
_________
HOW MUCH:
_____________________________________________________
____
19. HOW MEASURED:
_____________________________________________________
WHEN _________________________________________
OBJECTIVE 1B
WHO:
_____________________________________________________
_________
WHAT:
_____________________________________________________
_________
HOW MUCH:
_____________________________________________________
____
HOW MEASURED:
_____________________________________________________
WHEN _________________________________________
OBJECTIVE 2A
WHO:
_____________________________________________________
_________
WHAT:
_____________________________________________________
_________
HOW MUCH:
_____________________________________________________
____
20. HOW MEASURED:
_____________________________________________________
WHEN _________________________________________
OBJECTIVE 2B
WHO:
_____________________________________________________
_________
WHAT:
_____________________________________________________
_________
HOW MUCH:
_____________________________________________________
____
HOW MEASURED:
_____________________________________________________
WHEN _________________________________________
Check Sheet —teammate
OBJECTIVE 1A
WHO:
_____________________________________________________
_________
WHAT:
_____________________________________________________
_________
HOW MUCH:
_____________________________________________________
____
21. HOW MEASURED:
____________________________________________________
WHEN _________________________________________
OBJECTIVE 1B
WHO:
_____________________________________________________
_________
WHAT:
_____________________________________________________
_________
HOW MUCH:
_____________________________________________________
____
HOW MEASURED:
____________________________________________________
WHEN _________________________________________
OBJECTIVE 2A
WHO:
_____________________________________________________
_________
WHAT:
_____________________________________________________
_________
HOW MUCH:
_____________________________________________________
____
22. HOW MEASURED:
_____________________________________________________
WHEN _________________________________________
OBJECTIVE 2B
WHO:
_____________________________________________________
_________
WHAT:
_____________________________________________________
_________
HOW MUCH:
_____________________________________________________
____
HOW MEASURED:
_____________________________________________________
WHEN _________________________________________
Cumulative Activity Part 2: Evaluation Planning
Now that you have constructed Quantitative Goals with
Objectives and Qualitative Research Questions for your
$500,000 grant proposal plan, you need to tell the granting
agency exactly how you would evaluate your quantitative
objectives and answer your qualitative research questions.
Specifically, you need to tell the granting agency how you will
pick the schools, the 50 teachers and the students (as
appropriate to your proposal). In other words, who will
participate in the program? Will it be volunteer schools? Low-
achieving schools? Randomly-selected schools? How will you
23. pick the teachers within each of the schools?
If the objectives are written as a gain score from the start of the
program to the end (Month 1 to Month 18) a One-group Pretest
Posttest Design is suggested. However, you might consider a
stronger design—but you will need to make sure you reread
your goals and objectives since they “drive” the design.
The quantitative group designs must be the strongest designs
possible, bearing in mind the real-world difficulty of doing
action research in public education. If you have an objective
that calls for 50 teachers who will receive cooperative-learning
training to be compared with 50 comparison teachers, in some
way, you may use one of the designs that have Control or
Comparison Groups, such as the Nonequivalent Control Group
Design. AGAIN, check your goals and objectives—you may
need to rewrite/modify them at this point.
When you finish this activity you will have constructed
evaluation designs for those objectives. You will probably use
the same evaluation design for both objectives, such as the One-
group Pretest Posttest and that is ok, as long as it is correct. (-:
Next, reread your two Qualitative Research Questions. How
will you carry out the needed research to answer that one
question? Who will be involved, the teachers, the students, the
parents, others? How many participants will be involved?
Which qualitative sampling method(s) will you use? How will
you analyze the data? How will you know if the intervention
(Cooperative Learning) was successful? The answers to these
questions will be the basis for the evaluation of the qualitative
portion of your proposal.
Evaluation Design INSTRUCTIONS
For all objectives you will explain the following, using the form
sheets that follow.
How will you select the schools, teachers, and students?
24. If you select 10 schools based on low test scores, then get
volunteer teachers from each of the 10 schools by offering
$2000 stipends for participating in staff development, you have
purposive cluster sampling of the schools and convenience
sampling of 5 teachers from each of the schools.)
Name the Group Research Design to be used and explain exactly
how you will implement the design. (e.g., if you used the
sampling method described above you would use a One-group
Pretest Posttest Design if you compared the amount of time the
teachers chosen for the study used cooperative learning in their
classes at the beginning of the study to the time they used
cooperative learning at the end of the study.) By the way, you
cannot use time spent using cooperative learning as an outcome
because I used it as an example.
Name and explain two possible threats to internal or external
validity in the design described above. You need to tell why
these two threats are most likely to occur and how you could
control them.
Next, address the two qualitative research questions you wrote.
Name the qualitative sampling method(s) you would use.
Explain why that method is the best to use for this study.
Describe the participants who will be involved (teachers,
students, parents, others). Explain approximately how many,
and why they will be chosen to participate.
Describe the type(s) of qualitative data you will collect.
Describe how you would analyze the qualitative findings.
Evaluation Design Form Sheet for Cumulative Activity Part 2
1. Goal 1 Objective A
25. A. Sampling: How will you select the schools, teachers
students?
B. Group Research Design to be used and explanation of exactly
how it would be implemented.
C. Possible threats to internal or external validity, named and
explained.
2. Goal 1 Objective B
A. Sampling.
B. Group Research Design & Implementation
C. Name and explain threats to validity.
1. Goal 2 Objective A
A. Sampling: How will you select the schools, teachers
students?
B. Group Research Design to be used and explanation of exactly
how it would be implemented.
C. Possible threats to internal or external validity, named and
explained.
2. Goal 2 Objective B
A. Sampling.
B. Group Research Design & Implementation
C. Name and explain threats to validity.
3. Qualitative Research Questions
A. Name the qualitative sampling method(s) you will use.
Explain why that method is the best to use for this study.
26. B. Describe the participants who will be involved (teachers,
students, parents, others). Explain how many, and why they will
be chosen to participate.
C. Describe the type(s) of qualitative data you will collect.
D. Describe how you will analyze the qualitative findings.
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