Tessa has been employed as an administrative professional for the last.pdf

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Tessa has been employed as an administrative professional for the last three years with a small but growing manufacturing company. About six months ago, business was expanded beyond Canada. As overseas business has increased, so has the need to make a significant amount of long-distance phone calls to coordinate orders and deliveries. Tessa was given a special authorization code to key into the phone system whenever she makes a long-distance call. When employees use the long-distance codes, the company receives a reduction in the actual cost for the call. In the last few weeks, Tessa has started using her code for some personal long-distance calls before or after her shift. Tessa has mentioned that she is using the company code.

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The Accounting Software Installation Project - Outsourcing Sitting in her office, Karin Chung is reviewing the past four months of the large corporate accounting software installation project she has been managing. Everything seemed so well planned before the project started. Each company division had a task force that provided input into the proposed installation along with potential problems. All the different divisions had been trained and briefed on exactly how their division would interface and use the forthcoming accounting software. All six contractors, which included one of the Big Four consulting companies, assisted in developing the work breakdown structurecosts, specifications, time. Karin hired a consultant to conduct a one-day partnering workshop attended by the major accounting heads, a member of each task force group, and key representatives from each of the contractors. During the workshop, several different team-building exercises were used to illustrate the importance of collaboration and effective communication. Everyone laughed when Karin fell into an imaginary acid pit during a human bridge-building exercise. The workshop ended on an upbeat note with everyone signing a partnering charter that expressed their commitment to working together as partners to complete the project. TWO MONTHS LATER One task force member came to Karin to complain that the contractor dealing with billing would not listen to his concerns about problems that could occur in the Virginia division when billings are consolidated. The contractor had told him, the task force member, he had bigger problems than consolidation of billing in the Virginia division. Karin replied, You can settle the problem with the contractor. Go to him and explain how serious your problem is and that it will have to be settled before the project is completed. Later in the week in the lunchroom she overheard one consulting contractor bad-mouthing the work of anothernever on time, interface coding not tested. In the hallway the same day an accounting department supervisor told her that tests showed the new software will never be compatible with the Georgia divisions accounting practices. While concerned, Karin considered these problems typical of the kind she had encountered on other smaller software projects. FOUR MONTHS LATER The project seemed to be falling apart. What happened to the positive attitude fostered at the team-building workshop? One contractor wrote a formal letter complaining that another contractor was sitting on a coding decision that was delaying their work. The letter went on: We cannot be held responsible or liable for delays caused by others. The project was already two months behind, so problems were becoming very real and serious. Karin finally decided to call a meeting of all parties to the project and partnering agreement. She began by asking for problems people were encountering while working on the project. Although participants were reluctant to be.

The Accounting Software Installation Project - Outsourcing Sitting.pdf

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Sample Dialogue for the Four General Types of Goals: Topic, Relational, Identity, and Process (TRIP) goals. How Do We Hire? Participants: John, Jim (the Director), Laura, Karl, Keith, and Celeste Setting: A mental health center Situation: An opening for a full-time therapist has been created because one of the staff therapists is leaving the organization. Jim: We need to fill this position since Lee is leaving. I suggest we hire Nikki full-time. She has done a great job as an intern, and the kids seem to really like her. What do you think? Keith: I agree. We should hire her. Jim: Anyone else? (Long silence) John: Yeah, thats okay with me. Jim: Is there any discussion on this matter? Laura: Yes. I dont think we should hire Nikki without doing a search. She does a good job, but we might be able to get someone even better. Karl: I sort of feel that way, too. Keith: I dont think we could find anyone better. Besides, it could take months to find someone, and we need the help right awayespecially on the weekends. Karl: Yeah, but that doesnt mean we should hire just anyone. Jim: Nikkis not just anyone. Plus, we could lose the funding if we dont hire right away. Ive talked to Nikki about itIm sure shed take the position. Keith: And if we dont offer it to her, I think shell quit. Laura: Sounds like you guys have already figured it out. Why are you even asking us if youve made up your mind already? Jim: Theres no we here, and I didnt already make up my mind. Celeste: I dont think we should act so quickly. Im not sure Nikki is all that committed to her work. You say the kids like her, but personally, I think she just likes having them do what she wants. She seems like a control freak to me. She likes having the kids like her. Jim: What is it with you, Celeste? You always disagree with what this group wants to do. Everyone wants this but you. Im tired of your constant opposition. You should listen to what were saying. Celeste: What is it with me? Why do you act like were making a group decision when you have already made a decision and obviously got Keith and John to agree before talking to the rest of us? Jim: If you cant be a team player, then maybe its you who needs to start looking for a new job. Questions.

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Reframing Leadership Select and discuss one of the four images described in Exhibit 17.4 (Bolman & Deal, 2017) Exhibit 17.4 Reframing Leadership Leadership is effective when: Frame Leader is: Leadership process is: Structural Analyst, architect Analyst, design Human resource Catalyst, servant Support empowerment Political Advocate negotiator Advocacy, coalition building Symbolic Prophet, poet Inspiration, meaning-making. Leadership is ineffective when: Frame Leader is: Leadership process is: Structural Petty bureaucrat tyrant Management by detail and fiat Human resource Weakling, pushover Abdication Political Con artist, thug Manipulation, fraud Symbolic Fanatic, charlatan Mirage, smoke and mirrors. -What are the characteristics, skills and processes that make an effective leader in this frame? When is this leadership approach effective and ineffective? Why do you agree or disagree that this is a valuable way to look at leadership?.

Reframing Leadership Select and discuss one of the four images des.pdf

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Read the associated case study 2. Reflect on the information covered in the assigned chapters for the unit. 3. Compose and submit a paper o Formatting: double-spaced, Arial font type, 12-point font size, 1 inch margins o Length: minimum three full pages; maximum five full pages o Content: thoroughly examine the workplace culture from the perspectives of the different generations represented in the case study discuss what Christopher should do to improve his relationship with his immediate leader, the RGM (who is Generation X) discuss strategies Christopher could use to positively influence the behaviors and attitudes of the older generation of employees Should Christopher use different leadership styles while leading his team? Or, should he use a mixture of leadership styles to breakthrough to his team? Identify which leadership styles should be used with which employee population(s) and why. Effective Management Strategies: Millennial Leaders Managing a Multigenerational Workplace Theoretical Foundation Upon entering the new millennium, the workplace was faced with the entrance of another generation of workers, which is Gen Y (Millennial). Previous studies have examined the generational differences within the workplace. Cahill and Sadrak (2012) found that while leaders are aware that the Baby-Boomer Generation are approaching retirement and may have been advised of tensions among employees resulting from generational differences, most leaders have made generational issues a low priority. Specifically, workforce employees within the hospitality industry are more so diverse and multiethnic. Fierce competition and diversity create new challenges for leading hospitality organizations (Chen and Choi, 2008). As these multigenerational employees work together, it becomes more important to examine the differences within these generational values. The Value in Understanding Generational Leadership Style Differences This case study focuses on the leaders within Generation Y, or Millennials who were born between 1978 and 2000. This workforce has to understand how to lead and manage the generational differences in work values. Appreciation of the defining characteristics of the Millennial generation has significance (Broadbridge and Maxwell, 2014). There is an increasing challenge and demand for professionals and hurnan resource leaders to create supportive work environments for an increasingly diverse population of multiple generations in the workforce (Maier, 2011). For example, "understanding the differences between these generations relative to organizational behavioral constructs could result in the development of more effective human resource management strategies" (Chen and Choi, 2006, p. 596). Leading a Multigenerational Workforce It is important to incorporate organizational policies, procedures, and structures that fit the needs of the multigenerational workforce. Cahill and Sadrak (2012) suggest that organizations need to develop not only lea.

Read the associated case study 2. Reflect on the information cover.pdf

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Questions for Discussion 1. In general, how can teams increase a company's innovation performance? In the description of Novartis, what evidence do you see of Project Genesis teams contributing to greater innovation? 2. How can the program lead who manages Genesis Labs contribute to the cohesiveness of the teams selected to receive funding? 3. What factors do you think would be important for motivating the members of the Project Genesis team? 2012 Novartic "Novartis Delivers Mid Single Digit Sales Growth, Margin Expansion and Questions for Discussion 1. In generat, how can teams increase a companys innovation performance? in the description of Novartis, what evidence do you see of Project Genesis teams contributing to oreater innovabon? 2. How can the program lead who manages Genesis Labs contribute to the cohesiveness of the teams selected to receive funding? 3. What factors do you think would be important for motivating the members of the Project Genesis team?.

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Question 11 ptsWhen composing a risk management plan, one of the a.pdf

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Provide a summary of thefollowing cost component and how it is applied to government contracts. Aggregate costs incurred on activities designed to improve working conditions, employer- employee relations, employee morale, and employee performance (less income generated by these activities) are allowable, subject to the limitations contained in this subsection. Some examples of allowable activities are- (1) House publications; (2) Health clinics; (3) Wellness/fitness centers; (4) Employee counseling services; and (5) Food and dormitory services for the contractors employees at or near the contractors facilities. These services include- (i) Operating or furnishing facilities for cafeterias, dining rooms, canteens, lunch wagons, vending machines, living accommodations; and (ii) Similar types of services. (b) Costs of gifts are unallowable. (Gifts do not include awards for performance made pursuant to 31.205-6(f) or awards made in recognition of employee achievements pursuant to an established contractor plan or policy.) (c) Costs of recreation are unallowable, except for the costs of employees participation in company sponsored sports teams or employee organizations designed to improve company loyalty, team work, or physical fitness. (d) (1) The allowability of food and dormitory losses are determined by the following factors: (i) Losses from operating food and dormitory services are allowable only if the contractors objective is to operate such services on a break-even basis. (ii) Losses sustained because food services or lodging accommodations are furnished without charge or at prices or rates which obviously would not be conducive to the accomplishment of the objective in paragraph (d)(1)(i) of this subsection are not allowable, except as described in paragraph (d)(1)(iii) of this subsection. (iii) A loss may be allowed to the extent that the contractor can demonstrate that unusual circumstances exist such that even with efficient management, operating the services on a break- even basis would require charging inordinately high prices, or prices or rates higher than those charged by commercial establishments offering the same services in the same geographical areas. The following are examples of unusual circumstances: (A) The contractor must provide food or dormitory services at remote locations where adequate commercial facilities are not reasonably available. (B) The contractors charged (but unproductive) labor costs would be excessive if the services were not available. (C) If cessation or reduction of food or dormitory operations will not otherwise yield net cost savings. (2) Costs of food and dormitory services shall include an allocable share of indirect expenses pertaining to these activities. (e) When the contractor has an arrangement authorizing an employee association to provide or operate a service, such as vending machines in the contractors plant, and retain the profits, such profits shall be treated in the same manner as if the .

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