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Management Theories: Value-Based Management, 2006.
A discussion regarding the evolution of management theories, focusing primarily on value based management.
2,025 words (approx. 8.1 pages), 8 sources, $ 80.95
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Abstract
This paper outlines why a change management initiative informed by Value Based Management theory is one that stands to benefit a generic retailer interested in improving the fiscal bottom line. The paper briefly discusses what value based management theory is and looks at how the theory allows an organization to isolate value drivers that can determine long term success or failure.
From the Paper
"Management theories are always evolving and new ones are emerging, literally, every day. For example, there are management theories for dealing with different people within an organization, theories for dealing with crisis or with change, and theories dealing with acquisition integration and with organizational entrepreneurialism. In spite of this, a case can be made that value-based management (VBM) is as good a theory as exists for balancing an organization's management needs with "bottom-line" effectiveness. With that in mind, the following paper will explore the implementation of a change management initiative (within a hard goods retail organization) that focuses upon revitalizing the organizational warehouse, delivery and gross margin performance of the corporation using value-based management theory. "
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Needs-based and Process-based Theories of Motivation, 2006.
An explanation of the differences between "needs-based" and "process-based" theories of motivation.
1,290 words (approx. 5.2 pages), 8 sources, APA, $ 43.95
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Abstract
This paper takes a look at "needs-based" and "process-based" theories of motivation, focusing on the difference between the two.
According to the paper, there have been many attempts in the history of psychology to give an exact meaning to the concept of motivation. The paper concludes with the author's personal opinion of these theories.
From the Paper
"Other important needs-based theories of motivation have been developed by Mc Gregor -"Theory X and Theory Y", theory X stipulating that lower-order needs motivate individual behaviour and theory Y that higher-order needs motivate it-, Harzberg -"Two Factors Theory": presents a contrasting view on satisfaction and dissatisfaction- or Alderfer. The one presented by the latter scientist, named the ERG Theory classifies the core needs into three groups: existence needs - psychological and safety -, relatedness needs - mainly the desire to maintain inter-personal relationships - and growth needs, which consist in an intrinsic desire for personal development. Moreover, other three types of needs are also identified by McClelland: achievement - the need for competitive success -, affiliations - the need for friendly relationships with other people - and power, explained by the need to control the others. "
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Theories of Management, 2006.
Examines several management theories used in business and their relevance to worker productivity.
2,910 words (approx. 11.6 pages), 4 sources, MLA, $ 86.95
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Abstract
This paper discusses the role of the manager in a business environment and how that role is crucial to the satisfaction of employees and the key to worker productivity. The paper examines different management theories used in business and draws conclusions about worker productivity based on those theories.
From the Paper
""A satisfied worker is a productive worker." Many people have heard this statement and believe it to be a true one. In this decade of constant change, corporate mergers, downsizing and restructuring, it has become a vital part of business to have productive workers. Productive workers bring profits to a company. However, profits do not necessarily mean job security for a worker; successful companies may acquire or merge with other corporations. If a worker is satisfied, then productivity naturally flows from this process."
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"Activity Based Management", 2006.
An review of "Activity Based Management for Service Industries, Government Entities and Non-Profit Organizations" in which it describes activity based systems (ABS).
675 words (approx. 2.7 pages), 1 source, $ 26.95
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Abstract
This paper presents the author's perspective in "Activity Based Management for Service Industries, Government Entities and Non-Profit Organizations". The paper shows how the book focuses on providing information to managers that is vital to modern business concerned with cost management. Specifically, the book discusses activity based systems (ABS) that examines company profits in relation to activities generated by the organization.
From the Paper
"The Author's Perspective: Activity Based Management Activity Based Management for Service Industries, Government Entities and Non-Profit Organizations focuses on providing information to managers that is vital to modern business concerned with cost management. The book discusses Activity Based Systems (ABS) that examine company profits in relation to activities generated by the organization. This process blends into the concept of Activity Based Costing (ABC), which allows management to comprehend profits that are derived from products currently in the market. As these elements are focused upon, Activity Based Management (ABM) then proceeds to determine which factors contributing to the organization are effective, and where costs can be reduced through Activity Based Budgeting (ABB). Proper budgeting through this system allows managers to plan the finances of the organization in a manner that will align the company with the competition, and provide for a stronger economic future (Brimson & Antos)."
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Value Based Management, 2002.
A discussion of the principles and implementation of value based management (VBA).
2,634 words (approx. 10.5 pages), 6 sources, MLA, $ 79.95
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Abstract
This paper examines value based management (VBM), a management philosophy that aims to achieve superior results. It looks at how the process measures performance by the value that is returned to shareholders. It discusses how successful implementation of VBM requires a successful change in corporate culture, as well as the adoption of VBM concepts at all levels and functions within an organization.
Outline
Introduction
About Value Based Management
VBM and Shareholder Value
Economic Value Added
Implementing VBM Strategies
Making Decisions with VBM Analysis
From the Paper
"In today?s market, managers of major corporations are now responsible to global capital markets. In the past, these firms did not consider themselves accountable to shareholders. The past few decades have seen vast amounts of cash flow wasted on unsuccessful diversification, needless defensive investment and pay and perquisites for managers of major corporations. However, a market for corporate control has come about in which predatory conglomerates and trade buyers seek to realize value from companies run by under-performing managers. In recent years, institutional investors have started demonstrating greater power as far as executive remuneration and corporate strategy are concerned. As a result, in today?s market, there can be no doubt that it is the manager?s responsibility to build value for the shareholders of the organization."
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Activity-Based Management, 2006.
Explains how activity-based management works and why it can help a company improve its bottom line profits and returns.
1,007 words (approx. 4.0 pages), 5 sources, MLA, $ 35.95
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Abstract
This paper begins by explaining how activity-based management (ABM) works and the techniques used to implement this form of management. The paper also explains that the purpose of ABM is to improve business processes, provide strategic product cost data and promote continuous improvement efforts. The paper concludes that ABM is helpful in significantly improving the bottom line profits and returns of a company and that, while it may take some patience to put the ABM program into place, it is well worth the effort.
From the Paper
"However, ABM is a management tool, not an accounting system. It is a tool for looking at how and why a company uses resources. ABM uses ABC, a method of calculating costs. The ABM view is that costs are incurred because of the company's activities, and these activities exist because they support either other activities or the company's products and services."
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Results-Based Management, 2008.
An analysis of the use of the logical framework format (LFA) within results-based management in the Canadian International Development Agency (CIDA).
1,053 words (approx. 4.2 pages), 5 sources, MLA, $ 36.95
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Abstract
This paper describes results-based management in the Canadian International Development Agency (CIDA). It specifically refers to the logical framework format (LFA) for a method for summarizing a project by use of a planning matrix and discusses how this is used by the CIDA. It provides summaries of case studies provided by CIDA in order to illustrate its points.
Table of Contents:
Development Project
From the Paper
"Stakeholders include government officials, educators, investors, potential students, community leaders, and so on. The primary tension will emerge from religious leaders from both the Sunni and the Shi'ite communities. Neither can be ignored but the two sides are currently unlikely to work together to the degree necessary. A primary focus has to be on getting a consensus from these two sides in particular while taking care to stave off extremists who want only failure for their own ends. Assessment in this case focuses on whether the program advances at all at this stage and on the students taught and the various technologies covered in the future."
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Educational Administration: Site-Based Management, 1999.
Examines theory and practice of school-based management, effectiveness, implementation, pros and cons, the role of parents and a personal conclusion.
2,250 words (approx. 9.0 pages), 18 sources, $ 79.95
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From the Paper
"EDUCATIONAL ADMINISTRATION: SITE-BASED MANAGEMENT
Concern for the quality of the public school education that today's students are receiving has given rise to a mind-boggling list of concepts intended to reform our schools. The list includes a bottom-to-top reorganization of management, often referred to as school-based management (SBM).
School-based management (SBM) is a "strategy to improve education by transferring significant decision-making authority from state and district offices to individual schools" (Myers & Stonehill, 1993, p. 1). The traditional participants in the educational process, specifically, principals, teachers, students and parents, are given "greater control over the education process by giving them responsibility for decisions about the budget, personnel, and the curriculum" (Myers & Stonehill, 1993, p. 1)."
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Implementation and Management of a Constraint-Based Model, 2007.
An in-depth look at the use of constraint=based modeling and programming as a basis for creating an failure mode and effects analysis (FMEA)-based constraint model.
65,535 words (approx. 262.1 pages), 62 sources, MLA, $ 249.95
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Abstract
This paper discusses the use of constraint-based models for monitoring and predicting the applicable aspects of FMEA, depending on the specific requirements of the product tested and the environment(s) in which they are used. According to the paper, FMEA-based constraint modeling is proposed as an approach to customizing and tailoring the integration of FMEA standards to highly unique and specific production requirements. This paper specifically discusses constraint-based modeling and programming as a foundation for creating an FMEA-based constraint model.
Table of Contents:
Implementation and Management of a Constraint Based Model
Introduction
Implementation of a Constraint Based Model
Proposed Management Model
Summary
Conclusions
From the Paper
"Successive prototype builds: Product managers determine a certain number of prototype cycles, and fix the dates for these cycles. Prototype cycle deadlines are met even if the prototype has shortcomings that require rectification. This rectification process takes place by the deadline of the next prototype cycle.
The final production line is used to produce the prototypes. While the engineering staff cannot produce a complete production line for the first prototype cycles, engineers manufacture the final prototypes completely on the line. This allows engineers to test the production line and the prototypes simultaneously."
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Project Based Management, 2002.
A case study of Digilogic Corporation to demonstrate the importance of the planning phase of any project and of record keeping.
3,507 words (approx. 14.0 pages), 5 sources, MLA, $ 98.95
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Abstract
This paper looks at how project based management is quickly becoming state of the art in management technique and theory. Every manager is occasionally presented with the project by their superiors but until recently, project management was not even a part of management education in many business schools. It examines the many types of projects and many project management techniques and explains how projects are comprised of phases and how certain techniques are contained within each phase. It proposes a case study of the Digilogic Corporation to demonstrate a technique called Lean Project Management. Lean Project management entails the management of a larger project by electing small, unique teams to perform small phases of the project.
From the Paper
"One of the key issues in maintaining employees who have a current knowledge base is to identify and maintain the competency level that is required for a particular job. Until this time, job competency can knowledge level has been up to the manager. If they feel that an employee needs to improve their knowledge base, they would be responsible for assuring that the employee gets the training needed to come up speed. As the company grows, it is becoming more difficult to maintain the level of quality upon which the company has based its reputation and success. It has become apparent that in order to enjoy their continued success; they will have to find a way to quantitatively measure their employees? competency levels."
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"Organizing For Successful School-based Management" ( P Wohlstetter, Et Al ), 1999.
A summary of this work on the theory, methods and effectiveness of site-based decision making, restructuring, instruction and innovation.
1,350 words (approx. 5.4 pages), 1 source, $ 47.95
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Abstract
Organizing For Successful School-Based Management by Wohlstetter, Van Kirk, Robertson, and Mohrman (1997), offers a summary of findings from interviews and data collected from over 400 people and 40 schools that had been operating under school-based management (SBM) for at least three years (vii).
From the Paper
"Organizing For Successful School-Based Management
Introduction
Organizing For Successful School-Based Management by Wohlstetter, Van Kirk, Robertson, and Mohrman (1997), offers a summary of findings from interviews and data collected from over 400 people and 40 schools that had been operating under school-based management (SBM) for at least three years (vii). The authors identify schools as actively restructuring or struggling. Actively restructuring schools were found to employ two or more teaching and learning innovations (use of technology, educating all students, and integrated services) and were using SBM to improve school performance; struggling schools had one or none of the innovations. Actively restructuring schools had more conditions that support organizational learning and integrating..."
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School-Based Management, 1990.
Individual school-oriented management rather than district-oriented centralization. Looks at the pros & cons of restructuring.
1,575 words (approx. 6.3 pages), 7 sources, $ 55.95
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From the Paper
"School-Based Management
The issue of school-based management, as a part of the numerous reform activities occurring during the late 1970s and 1980s, represents a somewhat radical departure from the traditional ways in which schools are perceived. That is, rather than proposing that schools should remain in centralized districts engendering uniformity of planning, budgeting, and staff functions, educators and researchers alike have called for reforms that bring much of the administrative activity to the local school site. In addition to these actors, parents and other community members have become more active in their lobbying efforts to have more autonomy made possible at the building level. At issue has been that the public schools have undergone widespread failure in their attempts to adequately educated.."
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School-Based Management, 2000.
A definition, the goals, benefits and drawbacks, assessment; roles of the school board, superintendent, principal, teachers and parents.
4,050 words (approx. 16.2 pages), 28 sources, $ 135.95
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From the Paper
"Education Policy Issue: School-Based Management
Political leaders, school administrators, business leaders, and parents are very vocal about their concern for the quality of the public school education that today's students are receiving, which has given rise to a mind-boggling list of ideas intended to reform our schools. The list includes such concepts as mandating smaller classroom sizes, creating social work links, offering diversity training, initiating small-group learning, staffing mall-schools, generating a menu of elective classes and seminars, devising charter schools, providing on-campus psychotherapy, partnering with business for school-to-work programs, teaching critical thinking skills (a.k.a. higher order thinking), legislating school vouchers, and, of particular interest over the last decade, a bottom-to-top reorganization of management, often referred..."
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Brain Based Learning Theory, 2002.
An overview of this theory and its role in the classroom
1,598 words (approx. 6.4 pages), 6 sources, APA, $ 52.95
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Abstract
Brain-based learning theory is an understanding of learning based on the structure and function of the brain. Learning occurs if the brain is not prohibited from fulfilling its normal process. This paper gives insight into the brain-based learning theory. It summarizes and explains how this theory works and how it can be incorporated into the classroom. It includes a case study and solution using the theory.
From the Paper
"Brain-Based learning theory is based on the concept of immersion of one with their environment. Core principals of the brain-based learning theory suggest that learning involves both conscious and unconscious processes. The teacher must be artistic so that all of the student's senses are involved in the learning. Verbal communication and index cards are too traditional and inhibit the brains learning process. We need to incorporate the 12 principals of brain-based learning into our classroom and lesson plan (Knight )."
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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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