Effective management and leadership involve creative problem solving, motivating employees and making sure the organization accomplishes objectives and goals. There are five functions of management and leadership: planning, organizing, staffing, coordinating and controlling. These functions separate the management process from other business functions such as marketing, accounting and finance.
Effective management and leadership involve creative problem solving, motivating employees and making sure the organization accomplishes objectives and goals. There are five functions of management and leadership: planning, organizing, staffing, coordinating and controlling. These functions separate the management process from other business functions such as marketing, accounting and finance.
“All organisations are perfectly designed to get the results they are now getting. If we want different results, we must change the way we do things.”
Tom Northup
MBA 550 Final Project Part II Milestone One Guidelines and R.docxARIV4
MBA 550 Final Project Part II Milestone One Guidelines and Rubric
The milestone assignments will provide you with the opportunity to reflect on four organizational scenarios to demonstrate your understanding of leadership in
organizational behavior. These assignments are designed to develop your skills in analyzing various organizational leadership situations dealing with skills
assessment, team-building, vision and culture, problem-solving, and conflict management.
Prompt: For Milestone One: Teams, you will submit a short paper or presentation assessing how your chosen leader structured the organization and his or her
executive team, and evaluating the best practices used by the leader. In this assignment, you will use the text and your research on your chosen leader. In the
assignment, identify specific leadership actions used by your chosen leader to build and structure a productive organization and culture such as policy,
communication, and training. Explain at least two examples of best practices for leaders in team development and communication in the organization using the
three dimensions of energy, engagement, and exploration. Identify planning methods used by the leader to align teams with organizational vision, and explain
actions that built and fostered team development and teamwork. Include the utilization of resources to build teams, including training, projects, and programs.
You will be evaluated on the analysis of executive team-building practices, theory, concepts and techniques; identification and summary of results of leadership
actions that structured the organization for success; application of team-building and leadership action examples; critical thinking applied to your work product;
and the articulation of your response in the writing process.
Guidelines for Submission: Milestone One: Teams must be in APA style. Include a separate title and reference page, an introduction, subheadings, and a
conclusion. The requirements for this assignment are 2 to 4 pages in length (not including title and reference pages), double-spaced, 12-point Times New Roman
font, one-inch margins, and at least two discipline-appropriate citations.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements Proficient (100%) Needs Improvement (70%) Not Evident (0%) Value
Analysis of Executive
Team-Building Practices,
Theory, Concepts, and
Techniques
Explores some cognitive factors
associated with executive
team-building through some
detail and analysis to make
informed conclusions
Explores minimal cognitive
factors associated with
effective executive team-
building through minimal detail
and analysis to make informed
conclusions
Does not explore cognitive
factors associated with
executive team-building
through detail and analysis and
does not mak ...
MGT575–Critical Evaluation of Research and Theory Portfolio .docxannandleola
MGT575–Critical Evaluation of Research and Theory
Portfolio Project Rubric
Criteria Meets Expectation Approaches
Expectation
Below Expectation Limited Evidence
Content, Research, and Analysis
17-20 Points 13-16 Points 9-12 Points 5-8 Points
Requirements The Portfolio Project
presents all of the
required
components,
including
assignment length
and number of
sources in literature
review, as specified
in the assignment.
The Portfolio
includes most of
the required
components, as
specified in the
assignment.
The Portfolio
includes some of
the required
components, as
specified in the
assignment.
The Portfolio
includes few of the
required
components, as
specified in the
assignment.
41-50 Points 31-40 Points 21-30 Points 11-20 Points
Content Demonstrates a
scholarly and
practical
representation of
the knowledge
gained in this
course.
Some significant
but not major
errors or omissions
in demonstration of
knowledge.
Major errors or
omissions in
demonstration of
knowledge.
Fails to demonstrate
knowledge of the
materials.
41-50 Points 31-40 Points 21-30 Points 11-20 Points
Purpose of the
Investigation and
Management/Bu
siness Questions
Statements
demonstrate a clear,
concise and
accurate
understanding of
the business
problem or
opportunity to be
investigated.
Some significant
but not major
errors or omissions
in purpose,
management and
research questions.
Major errors or
omissions in
purpose,
management and
research
questions.
Fails to construct
effective purpose,
management and
research questions.
41-50 Points 31-40 Points 21-30 Points 11-20 Points
Description of
the Problem or
Opportunity
Demonstrates a
strong knowledge of
the substantiation
of a problem or
opportunity; clear
and concise writing
with no
unsupported
content.
Some significant
but not major
errors or omissions
in understanding or
construction of a
problem or
opportunity.
Major errors or
omissions in
understanding or
construction of a
problem or
opportunity.
Fails to demonstrate
understanding or
ability to construct a
problem or
opportunity.
17-20 Points 13-16 Points 9-12 Points 5-8 Points
Problem or
Opportunity
Background
Demonstrates
strong knowledge of
the materials;
Some significant
but not major
errors or omissions
Major errors or
omissions in
demonstration of
Fails to demonstrate
knowledge of
materials.
MGT575–Critical Evaluation of Research and Theory
Portfolio Project Rubric
correctly represents
and presents
knowledge from
readings and
sources and with no
unsupported
content.
in demonstration of
knowledge.
knowledge.
41-50 Points 31-40 Points 21-30 Points 11-20 Points
Relevant Theory Demonstrates
strong critical
thinking in
identifying and
articulating a theory
relevant to the
problem and
management
questions.
Some significant
but not major
errors or omissions
in critical thinking ...
LO1 Understand the focuses of the business
Focuses: current positioning of business, priorities, successes, distracters, current/future aims (short-, medium- and long-term), strengths and weaknesses, stakeholders, sources of advice and guidance, potential for business improvement Factors impacting on the business: external, internal, resources, opportunities, threats
LO2 Be able to develop plans for businesses
Review: areas eg products/services, marketing, sales, finances, staffing; effectiveness, overall business performance, business image, record keeping Business planning: forecasting eg for marketing and sales, design, productivity, quality, service, financial management systems; roles and responsibilities of staff and management, performance monitoring, laws and regulations (including updating), action planning, timescales, risk assessment, appropriate sources of advice, relevant information, information handling and administration
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Control is important to managers because it is the final link in the functional chain of management. It is the only way managers know whether organisational goals are being met and why they are, or why they are not. Control is critical in its relation to planning and delegation. Planning - Management is an ongoing process, and controlling activities provides the critical link back to planning. If managers did not control they would not know whether their objectives and plans were on target and what future actions to take. Many managers are reluctant to delegate . This reluctance to delegate, however can be reduced if managers develop an effective control system. Such a control system can provide information and feedback on the performance of subordinates to whom they have delegated their authority. As the final link in management functions: Planning Controls let managers know whether their goals and plans are on target and what future actions to take. Empowering employees Control systems provide managers with information and feedback on employee performance. Protecting the workplace Controls enhance physical security and help minimize workplace disruptions.
Think of examples of corporate collapses. Consider the extent to which lack of planning may have been a contributing factor to the problems.
Identify examples of organisations that appear to fall under either of these categories.
Simple structure Low departmentalization, wide spans of control, centralised authority, little formalization Functional structure Departmentalization by function Operations, finance, human resources, and product research and development Divisional structure Composed of separate business units or divisions with limited autonomy under the coordination and control the parent corporation. Simple structure is an organisational design with low departmentalisation, wide spans of control, authority centralised in a single person and little formalisation. It is most widely used by small businesses in which the owner and manager are one and the same. Consider how a large organisation may at least simulate a simple structure. Discuss under what circumstances this may be appropriate. Team structures The entire organisation is made up of work groups or self-managed teams of empowered employees. Matrix and project structures Specialists for different functional departments are assigned to work on projects led by project managers. Matrix participants have two managers. Project structures Employees work continuously on projects; moving on to another project as each project is completed. The term ‘boundaryless organisation’ was coined by General Electric’s chairman, Jack Welch, to describe an organisation whose design is not defined by, or limited to, the boundaries imposed by a predefined structure. Many of today’s organisations are finding that they can operate most effectively in today’s environment by remaining flexible and unstructured: the ideal structure for them is not having a rigid, predefined structure. The boundaryless organisation seeks to eliminate the chain of command , to have limitless spans of control and to replace departments with empowered teams . The need to respond to complex, rapidly changing and highly competitive global environments has created the necessity for an organisation structure that can adapt quickly in response to environmental factors. The Boundaryless organisation A flexible and unstructured organisational design that is intended to break down external barriers between the organisation and its customers and suppliers. Removes internal (horizontal) boundaries: Eliminates the chain of command Has limitless spans of control Uses empowered teams rather than departments Eliminates external boundaries: Uses virtual, network, and modular organisational structures to get closer to stakeholders. The learning organisation An organisation that has developed the capacity to continuously learn, adapt, and change through the practice of knowledge management by employees. Characteristics of a learning organisation: A learning organisation is one that has developed the continuous capacity to adapt and change because all members take an active role in identifying and resolving work-related issues. In a learning organisation employees are continually acquiring and sharing new knowledge and are willing to apply that knowledge in making decisions or performing their work. Important characteristics of learning organisations revolve around organisational design, information sharing, leadership and culture. Organisation design In learning organisations boundaries are minimised or eliminated, teams are involved in cross sharing of ideas and collaboration and they are empowered to make decisions about their work or resolving issues. Organisational culture In a learning organisation the culture is one where individuals recognise a shared vision, there is a strong sense of community, caring for each other and trust. Information sharing A critical element of a learning environment is information. This means it must be shared openly, in a timely manner and in as accurate a form as possible. Leadership Learning organisations need leaders who facilitate the creation of a shared vision and as well support and encourage the collaborative environment necessary for a learning organisation to be successful. This requires strong and committed leadership.
Motivation is defined as the willingness to exert high levels of effort to reach organisational goals, conditioned by the effort’s ability to satisfy some individual need. Employee performance is a function of ability and motivation. Ability is addressed in selection and training procedures. Motivation is developed through a complex interaction of job design, performance appraisal, pay and rewards, and the actions of superiors. Effort is a measure of intensity. To be effective, effort must be channeled and focused to reach organisational and individual goals.
All managers need to be involved in the control process even if their units are performing as planned. Managers cannot really know whether their units are performing properly until they have evaluated what activities have been done and have compared the actual performance with the desired standard. An effective control system ensures that activities are completed in ways that lead to the attainment of the organisational goals.
![Preliminaries - 10% ,[object Object],[object Object],[object Object],Introduction – 20% ,[object Object],[object Object],[object Object],[object Object],Discussion – 40% Identifies, discusses and evaluates…… a range of selected theories and concepts from two management functions that address/respond to events/issues Conclusion – 10% Draws logical deductions, sums up the main points, refers to underlying themes and may identify unresolved issues Recommendations -10% Suggested course of action with clear and specific action statements (justification not needed here) Academic sources – 5% >2 or Text + 2, +5, +6 relevant journal articles YOU MUST STILL CITE SOURCES AND DO A REFERENCE LIST Language & grammar – 5%](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)