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Applied Management Theories, 2004.
This paper applies various management theories, such as Just-in-Time (JIT), Total Quality Management (TQM), Optimized Production Technology (OPT), to hotel valet services.
1,840 words (approx. 7.4 pages), 7 sources, MLA, $ 59.95
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Abstract
This paper stresses that, while most of these management concepts were designed for manufacturing facilities, they can be used, within reasonable limits, for the service industry that utilizes equipment and fixed assets. The author suggests, applying TQM, that customers of the hotel?s valet parking will be surveyed occasionally to determine if they are satisfied with the services, and recommendations for improvement by regular customers may help the owner/operator streamline the operations. The paper relates that TQM and TOC use SPC charts, random sampling techniques, and statistical methods to monitor constantly the process; however, communication is the most important requirement.
Table of Contents
Statistical Process Control (SPC)
Continuous Improvement
Employee Empowerment, Regular and Periodic Training-- An Involved Worker
Operational Expense
Profits
Tools and Techniques Used
Process Improvement
Inventory
Mindset of the Company-Orientation
From the Paper
"Using statistical quality methods, small changes can be undertaken at various stages of manufacturing to ensure that the final product is within desired quality limits. In the case of a valet parking for a hotel, some method of tracking the average time cars are parked may help the owner determine the efficiency and the effective space utilization of the area in the long run. Records that indicate how long a worker took to get and park a car can be use to calculate the mean time requirements for the parking service."
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Fayol and Management Theories, 2007.
This paper discusses Henri Fayol's five management theories.
1,149 words (approx. 4.6 pages), 4 sources, MLA, $ 39.95
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Abstract
In this article the writer presents an examination of Henri Fayol's five management theories. The author explores each component of the theories. The writer then applies them to examples of how they apply in today's workforce environment, with a focus on electronic engineering. The writer points out that one of the most successful theories of management is Henri Fayol's functions and principles of management theory. The writer notes that while there are many different styles of management to choose from, it is clear that the five management theories of Fayol have endured the test of time. The writer concludes that if the five theories are followed closely the result will be a well run, highly organized and successful management effort.
Outline:
Introduction
Conclusion
From the Paper
"Coordinating is the fourth step in the process that Fayol developed. Coordinating has to do with making sure there is consistency throughout the company for each project. In the field of engineering this means understanding the project at hand, what will be needed to complete that project, the time line that the project needs to follow and who will be reported to during various stages along the way.
There can be many different engineering projects going on at the same time, and as long as the same coordination and management techniques are being used for each one they will be able to run concurrently and maintain their integrity and quality.
The final step in the five theory plan is controlling. This pertains to the management of the human resources. It is important to have team members that work well together and also are educated and knowledgeable in the field of electronic engineering for the theory to work in that field."
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Management Theories, 2004.
This paper discusses management theories in the area of police departments.
1,800 words (approx. 7.2 pages), 1 source, $ 63.95
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Abstract
This paper discusses how management theories have been applied to the running of police departments. The writer examines what mistakes have been made and what suggestions can be made in this regard. Further, the writer discusses the basics of management theory in the context of the modern criminal justice agency.
From the Paper
"Recently the practice of studying the formal structure of business management theory has spread to the study of government agencies in an effort to understand what makes an organization effective. Although there are obvious differences between private businesses and government agencies, management theory attempts to bring a framework for the analysis of how effectively a particular government agency is managed. Management theory revolves around the study of organizational structures and how different structures can bring about different outcomes for the organization. The study of criminal justice organizations ... "
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Management Theory, 2008.
A discussion on the evolution of schools of management theory.
1,760 words (approx. 7.0 pages), 13 sources, MLA, $ 56.95
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Abstract
This paper explains that, ever since the beginning of studying management in the late 1800s, management theory has progressed through different schools. The paper describes decades of various management theories and suggests that the number of schools indicates that there is no agreement on the best strategy. The paper concludes that today managers have to deal with an entire corporate system rather than dealing with single parts; therefore, it is important to understand and strategically plan for a whole system by applying a balanced approach to management.
Table of Contents:
The Classical School
Scientific Management: 1880s
Administrative Management: 1940s
Bureaucratic Management: 1920s
The Behavioral School
Human Relations: 1930s
Behavioral Science: 1950s
The Quantitative School
Management Science and MIS: 1940s
Production and Operations Management: 1940s
Systems School: 1950s
Contingency School: 1970s
From the Paper
"There was a group of experimenters, which included Clair Turner, Fritz J. Roethlisberger, and Elton Mayo, that began the Hawthorne Experiments in 1924, continuing them through the early 1930s. They concluded that workers' attitudes have a lot to do with their productivity. They also found that the workplace is a social place to be and that groups there were very influential on other workers' behavior. Supervision was also found to be important to job satisfaction. They concluded that workers and managers must cooperate and collaborate in order to achieve productivity."
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Organizational Management Theory, 2007.
Applies Henri Fayol's fourteen principles of organizational management to a case study on management structure.
1,355 words (approx. 5.4 pages), 2 sources, MLA, $ 45.95
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Abstract
This paper presents a case study of the key problems facing the assistant deputy minister and the director of management support at a public organization. The paper discusses Henri Fayol's fourteen principles of management and Max Weber's bureaucratic theory and explains how they can be applied in this case study.
From the Paper
"The ADM can also know how to create a Unity of Direction that must be followed by all within the management hierarchy. Mr. Brown must be made to adhere to the upper management's orders to instill a more modern information processing system. By consciously or unconsciously disobeying orders to promote new ways to make it more efficient to process documentation, the rules must be followed. Fayol provides distinct guidelines that are extremely valid for keeping the unity of the organization paramount if it is to stay functioning in a regulated and productive manner."
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Personality Theories Applied to John Lennon, 2001.
A psychology case study on John Lennon using the personality theories of Karen Horney, Abraham Maslow, Gordon Allport and Erik Erikson
5,665 words (approx. 22.7 pages), 2 sources, $ 137.95
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Abstract
This paper applies the personality theories of Karen Horney, Erik Erikson, Abraham Maslow, and Gordon Allport to the life of John Lennon. The author gives a detailed analysis of the development stages of each theory, how they apply to John Lennon and how they are used to explain, understand as well as predict behavior.
From the Paper
"Personality is the term used to describe the enduring, stable characteristics of our lives as they are perceived by ourselves and others (Schultz, D. & Schultz, S.,2001). It is consistent throughout our lifetime and across varying situations, and is the driving force behind all our decisions and actions. Formal personality theories are created by psychologists, and are used to explain and understand behavior, as well as predict it. Useful personality theories should be able to be tested, and the results should be used to accept or reject parts of the theory. The best way to test a personality theory is to apply it to a real person, someone who has gone through all the proposed stages or sections of the theory, to see if the components of the theory hold true in real life. A good theory should provide explanations for the various actions and choices that a person has made in their life, a poor theory would leave these questions unanswered."
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Applying Leadership Theories, 2004.
Applies theories of leadership set forth by Stephen R. Covey and John P. Kotter in their books to a management role.
6,635 words (approx. 26.5 pages), 2 sources, MLA, $ 152.95
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Abstract
Leadership has been a subject that has received much attention in the business world. Two authors that have provided important information on the subject are Stephen R. Covey, in "Principle Centered Leadership", and John P. Kotter, in "What Leaders Really Do". Both of these authors offer new ideas on the subject, Covey by describing an alternative approach to leadership, and Kotter by providing a thorough analysis of what real managers are doing wrong. This paper provides an overview of both books before applying these theories to a the author's position as manager of a furniture store.
From the Paper
"It is also worth noting that whether or not human aspects of employees are recognized, they continue to exist. For example, if someone tends to be lazy, this is not going to go away just because we say people should not be lazy. A more understanding approach would recognize that all people can become lazy when they are in jobs that they consider boring or unfulfilling. Recognizing this then gives the leader the opportunity to develop an effective solution. In this way, being understanding is of benefit to both the individual and the business."
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Game Theory Applied to Corporate Finance, 2002.
How applications of game theory can be used to explain various observed phenomena in corporate finance.
1,955 words (approx. 7.8 pages), 7 sources, MLA, $ 62.95
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Abstract
This paper explains that traditional financial thinking relies on assumptions of certainty, complete knowledge and market efficiency and in this context, financial decisions should be relatively straightforward. In the real world though, many times what is observed deviates greatly from what would be expected using traditional financial thinking. This paper therefore uses different game theory models to more accurately explain observed financial decisions dealing with capital structure, corporate acquisitions and initial public offerings (IPOs).
From the Paper
"Game theory has made great strides in explaining many of the observed phenomena falling under corporate finance. One example is the capital structure decided upon by a firm's management. Capital structure deals with the firm's decision to raise funds through debt versus equity and what ratio of debt to equity should the firm maintain. Modigliani and Miller in 1958 showed that in perfect capital markets (i.e. no frictions and symmetric information) and no taxes a firm could not change its total value by altering its debt/equity ratio; thus capital structure is irrelevant. However in the real world, capital structure is carefully thought about by every company, and it is in fact not irrelevant because taxes do exist and capital markets are not perfect."
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Management and Operations Management Theory, 2006.
A look at the four functions of management and the operations management theory.
1,147 words (approx. 4.6 pages), 3 sources, MLA, $ 39.95
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Abstract
The functions of management and operations management go hand in hand. This paper defines the four functions of management - planning, organizing, leading (motivating) and controlling, together with the operations management theory. It then provides an analysis of how the functions of management affect the operations management.
Outline
Abstract
The Four Functions of Management
Operations Management Theory
Impact of Management Function on Operations Management
Conclusion
From the Paper
"As the goal of organizing is to produce better results, similarly leading or motivating is necessary for an organization to extract maximum performance out of the workers. With appealing incentives, workers would work honestly and put in their best. This in turn would save the company time and there would be a complete control of the managerial department over things like production control and quality control. When an employee is rewarded for work hard done, then it is only natural that they would put in the most effort. An employee would by nature be well-organized thus bringing the load off the managerial department as far as quality control is concerned. It would also give a higher rate of production and an organization can comply with increasing demands."
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Care Management and Case Management, 2008.
This paper discusses current challenges in the healthcare system and offers case management and care management as a path to the solution.
1,123 words (approx. 4.5 pages), 8 sources, APA, $ 38.95
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Abstract
This essay states that the greatest challenges in the healthcare system currently consist of controlling costs, improving clinical outcomes, and ensuring quality care. Barriers to those goals include the nursing shortage, a rapidly aging population, competition, and reduced government reimbursement. This article addresses the most problematic issues in healthcare today but offers direction for their solutions rather than facile solutions. The paper goes on to claim that the overwhelming question for the current healthcare system presently concerns how to improve quality while reducing costs. Case management and care management are two valuable strategies which can control costs while improving clinical outcomes and ensuring quality care.
Outline:
Introduction
Rationale
Case Management vs. Care Management
Attempts for Quality
Journal Selected for Submission
From the Paper
"The current nursing shortage appears to be intractable. Recent government downsizing and cutbacks have been followed by reduced funding for the healthcare system that is about to be overwhelmed by the baby boom generation. Never have there been so many obstacles to cost-effective, quality care. Two choices are available: case management and care management, with the latter actually being the common alternative. High-risk patients need individual case management but the vast majority of patients require some form of care management (Doyle et al., 2003). Care management is evidence-based practice since such practice is an essential element in clinical pathways and protocols. Even though standard pathways are used, stringent pathways are being eliminated since evidence-based protocols and guidelines are becoming the norm."
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Strategic Management: Philosophy or Management Technique?, 2002.
Discussion of what the term "strategic management" has meant in the past and what it means today, and how significant strategic management is in a global economy.
1,150 words (approx. 4.6 pages), 7 sources, $ 44.95
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Abstract
Not too long ago, strategic management was a term that applied to a company's short- and long-term planning goals. Such planning was generally done by senior-level officers or their designated experts in the company. Today, with the global economy growing every day, strategic management has taken on a new meaning, making it both a management technique and a philosophy.
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Management Theory, Management Practice, 2004.
An overview of management theory and practice and the implications for implementation in international business today.
2,569 words (approx. 10.3 pages), 4 sources, MLA, $ 77.95
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Abstract
This paper provides an overview of contemporary management theory, with a stress upon how such theories can be used to cope with the stresses of an increasingly multi-cultural, multi-ethnic, and complex global business environment.
Outline
Abstract
International and Comparative Management
Environmental Political, Cultural and Economic Differences, Globalization
Organizing and Staffing in a Global Context
Leadership in a Global Context
Control in a Global Context
From the Paper
"Management is not a science. Rather, management is a dynamic process that involves the interaction between the manager in question and the environment he or she is located in. This ?environment? includes the manager?s employees. A manager must be continually aware of shifts and changes, not simply in his or her own national branch of the business he or she works for, but the state of that business as the organization exists in different forms and in different areas around the globe. As cited in Patrick Boylan?s article upon the history of management as a theoretical discipline, Rosemary Stewart has noted that there have been, historically, four academic approaches to studying management."
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Risk Management in Project Management, 2005.
Examines the benefits of risk management in business.
920 words (approx. 3.7 pages), 3 sources, APA, $ 31.95
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Abstract
This paper discusses whether it is worth expending the time and money to build strategies for dealing with unforeseen risk into a management plan and how risk mitigation can be incorporated into the project planning process. It looks at how formal risk monitoring can save a project when end users fail to engage.
From the Paper
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Business Management: What Makes a Good Manager?, 2002.
An overview of the qualities that make a good manager.
1,150 words (approx. 4.6 pages), 3 sources, $ 44.95
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Abstract
This paper will discuss the role of a manager and what makes a good one. By revealing, through as many sources as possible, the strategic elements into making a good manager, we can see how research into the field can improve one's abilities. By taking example of good management and how that applies in the place being managed, a better perspective on weaknesses and strengths can devised to create good management.
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Cultural Management - Culture Cannot Be Managed, 2008.
The paper discusses the question of if and how culture can be managed in a business environment.
1,928 words (approx. 7.7 pages), 5 sources, APA, $ 61.95
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Abstract
In this paper, the validity of the belief that in a business setting culture cannot be managed is critically analyzed and arguments are made both for and against the statement. The paper also presents examples that suggest that organizational culture does play a very important role in the success of the organization. However, these same examples also serve to reinforce a contention about the inability of corporate culture or management to undergo change.
From the Paper
"It must be acknowledged that the assertion - "Culture cannot be managed" - would likely meet with some degree of skepticism from organizational management students as well as corporate professionals. However, it may be argued that there is some validity to the perspective on the relationship between management and organizational culture that is manifest in this assertion. Consider, for example, the case of software giant J.D. Edwards. The corporation's CEO and chairman, C. Edward McVaney, contends that the success of a business often has very little to do with its management and senior executives who - as is commonplace in corporate culture - often come and go with minimal impact upon the organization itself. It is McVaney's view that the success of an organization is based upon its culture, which is usually invulnerable to change by management or business leaders. In McVaney's words: "95% of the time, the leaders and management of a business do not lead and manage that business" (Jesitus 16)."
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