| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "MANAGING AMERICAN INTELLIGENCE COMMUNITY": |
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Managing the American Intelligence Community, 2002.
A look at the American intelligence community.
2,110 words (approx. 8.4 pages), 9 sources, MLA, $ 66.95
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Abstract
The American intelligence community has been in a state of decline since WWII. This paper explains the problems with current intelligence agencies and recommends an appropriate response to solve the problems we face as a country.
From the Paper
"Henry Kissinger wrote in 1994, "for the first time, the United States can neither withdraw from the world nor dominate it" (Arkin, 37). Currently there are conflicting visions of where America's national interests lie in the post-cold war world. Our recent presidential administrations have attempted to form an international policy based on categorizing international problems, as threats to American ideals and interests, but without much success. Since 1945 the United States has struggled against isolationism, and as the world's leading political superpower, our role in the international agenda has been convoluted and contradictory. The current broad policy states the US will become involved in foreign issues when American national security or interests are threatened. However, it has become increasingly difficult to determine when this occurs, as a result of our elaborate intelligence policies."
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Klaus Barbie - American Intelligence Asset, 2006.
A look at the evidence that Nazi war criminal Klaus Barbie was helped by the United States.
2,042 words (approx. 8.2 pages), 6 sources, MLA, $ 64.95
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Abstract
This paper discusses how Klaus Barbie, the infamous "Butcher of Lyons," was an American intelligence asset in the years directly after World War Two. It looks at how both historical documents and the United States government admit that Barbie was used as an informant and how they helped smuggle him and his family to Bolivia, where he escaped justice until 1983.
Outline:
Introduction
A Brief History of Klaus Barbie's Wartime Activities
Barbie's Work as an Informant for the Counter Intelligence Corps
Reasoning Behind the Use of Barbie as an Intelligence Asset
Barbie Becomes a Liability
The Decision to Protect Barbie
Conclusion
From the Paper
"Barbie's fate was the subject of contention between Region XII (the division running Barbie) and CIC headquarters. Headquarters wanted Barbie dropped as an informant; Region XII responded strongly with a case for his continued utilisation. They attacked the case against him by arguing that he was too skillful an interrogator to need to resort to violence. CIC headquarters dropped the matter. At the trial of Rene Hardy in 1950, Barbie's depositions were read into the record, making public for the first time that Barbie was in the US zone being protected by US authorities. His name appeared on the Search and Arrest list used by the German police in the American zone. "Suspending his activities, they nevertheless kept him on the payroll in order to keep him under control and under cover while a frantic debate went on as to his disposition." The CIC faced an unappetizing choice: turn Barbie over and risk the exposure of the CIC's organization and tactics to the French, which the CIC considered equivalent to turning him over to the Soviets, or getting rid of him. "
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Project Managers and Emotional Intelligence, 2007.
This paper explores the relationship between project manager emotional intelligence, transformational leadership and team success in cross-functional product development.
4,854 words (approx. 19.4 pages), 45 sources, MLA, $ 123.95
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Abstract
The paper explains that the effectiveness of project managers in a team environment is directly linked to their emotional intelligence (EI) and corresponding ability to create an environment of transformational leadership in their organizations. The paper shows how transformational leadership styles, supported by a strong set of EI precepts, values, behaviors and approaches to interacting on cross-functional teams, does deliver significantly stronger results over time.
Outline:
Summary
The Generational Shift in Valuing Emotional Intelligence
Emotional Intelligence Theories
Evaluating Team Leadership and Emotional Intelligence
Transformational Leadership and its impact on Cross-Functional Teams
Summary
From the Paper
"Early theorists often remarked that knowledge of and strategizing over the emotions of workers was tantamount to manipulative management practices, and that emotions were to be controlled first by the individual. The beginnings of EI were quite negative, as theorists did not find the link in exceptional performance and positive management approaches to fostering and sustaining strong emotions of achievement, growth and recognition. The first theorists felt that emotions were to be controlled by the individual or he or she would succumb to their influences (Young, 1936; Schaffer, Gilmer & Schoen, 1940)."
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The Possibility of Intrinsically Intelligent Artificial Intelligence, 2001.
An analysis of Searle's argument against the possibility of strong Artificial Intelligence.
1,825 words (approx. 7.3 pages), 0 sources, $ 58.95
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Abstract
This paper examines Searle's original argument against the possibility of strong Artificial Intelligence, or what he calls intrinsically intelligent AI. This argument was presented in "Minds, Brains, and Programs" which contains his original formulation of the Chinese Room example and many others. This paper explains Searle's original view (which has been slightly modified in recent years) against the possibility of strong AI. It then examines the serious shortcomings in his argument, namely his flagrant assumption that intelligence is a bio-chemical property, something that he barely mentions in his text. Holfstadter later called this view "bio-chauvinist." The writer examines what it is Searle is trying to say, where his bio-chauvinism comes into play, and what the end result is.
From the Paper
"In his paper "Minds, Brains, and Programs," John R. Searle attempts to establish the impossibility of strong artificial intelligence (AI), that an "appropriately programmed computer" can have genuine mental states. The validity of strong AI implies a direct correspondence between mental states and formal processes, and as such, insists that a properly defined program is sufficient for producing understanding and intentionality in the thing instantiating that program. Searle refutes this claim, arguing that a program could not be sufficient for producing intentionality because for any program it is possible to instantiate it in something without producing mental states in the thing. In elucidating this central point, Searle derives a distinction between "intrinsic" intentionality and "derived" intentionality. He defines intrinsic intentionality as the sort present in things that clearly have mental states, such as people. Searle distinguishes this from derived intentionality, which he claims is ascribed by those with intrinsic intentionality to things that "perform the sort of functions that we perform on the basis of our intentionality," but that do not actually possess mental states or a genuine intentionality. With this distinction, Searle's claim that programs are not sufficient, or even necessary, for producing intentionality becomes a claim that mere things - namely computers for our purposes - can only have derived intentionality and never can possess intrinsic intentionality. Searle's argument, pushed by his example of the Chinese room, at first seems to raise an alarming challenge to AI proponents, but on closer examination it becomes clear that the thrust of Searle's claim relies on some highly debatable intuitions and assumptions he makes a priori. In this paper I will argue that Searle's conclusion is entirely dependent these contestable assumptions and intuitions. I will then attempt to construct what Searle's response to this objection would likely be, and I will conclude by discussing the significance of this debate with regards to AI and all of cognitive science."
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Managing the Expatriate Manager, 2002.
Examines the advantages and disadvantages of sending an employee to a foreign country to manage a branch of a company.
1,759 words (approx. 7.0 pages), 5 sources, APA, $ 56.95
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Abstract
Globalization is one of the major trends in the business environment, with companies increasingly looking to enter global markets. This creates a need for companies to manage international operations effectively. One option is to send an employee to the foreign location to live and work, with this manager known as an expatriate manager. This process has significant advantages and disadvantages, including the fact that it often fails. However, a closer look at the process in this paper shows that problems can be effectively prevented. This requires being aware of potential problems, selecting the right employee to take on the role of expatriate and preparing the expatriate and their family for the experience. To consider this further, the advantages and disadvantages of an expatriate are considered in the paper. This is followed by a discussion of how an expatriate can be selected and effectively prepared for the role.
From the Paper
"A high-context culture is defined as one "in which communication is used to enhance personal relationships" (Daft, 1997, p. 475). Asian and Arab nations are examples of high-context cultures. A low-context culture is defined as one "in which communication is used to exchange facts and information" (Daft, 1997, p. 475). Germany, England and the United States are examples of low-context cultures. These differences mean that two people can attempt to communicate and yet receive completely different messages. For example, an American expatriate may speak to a Japanese businessman in the hope of developing a working relationship. The American may talk about business, while the Japanese businessman makes idle conversation. The American may see this as the Japanese avoiding the conversation, while not realizing that the Japanese businessman is trying to develop a relationship. The end result can be failure and frustration."
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The Need to Manage Change when Managing a Business., 2002.
This paper looks at the idea of change within a business what organisational needs are required how to utilise TQMs and what processes are required to implement the changes.
2,150 words (approx. 8.6 pages), 11 sources, $ 80.95
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Abstract
This paper looks at the idea of change within a business what organisational needs are required how to utilise TQMs and what processes are required to implement the changes. The influences on change and the processes are involved. Commentators such as Lewin and Senge are discussed and case studies are used to illustrate the points made. Furthermore there is an explanation of the basics of TQM and a definition of TQM, with a brief insight into the origins and considers what benefits it may bring, as well as some potential constraints.
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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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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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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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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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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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Managed Care?Managed Fair?, 2003.
A look at the current state of health care in the United States.
2,615 words (approx. 10.5 pages), 11 sources, MLA, $ 78.95
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Abstract
This paper considers the concepts of Insurance Providing Organizations (IPOs) and managed care and whether they indeed provide health care and save the economy money. It looks at the history of managed health care in America and the current advantages and disadvantages of the system.
From the Paper
"Insurance Providing Organizations (IPOs) and managed care have risen in popularity over the past twenty years. Commonly thought to be better for the economy by saving money, many people jumped on the health care bandwagon and joined these insurance-providing agencies. Statistics from the past eleven years show that managed care has reduced national health care costs and the yearly inflation rate from 12% in 1993, to less than 5% in 1996 (Furrow, n/p); but at what cost? The driving factors behind managed care in today?s society are becoming ever more skewed. Governmental health care reform in the United States has been so concerned with money that it has compromised the quality and standard of care. In the end, cost constraints are not proving effective because the readmission rate has risen due to care being provided at a lower standard. Quality of care is also being compromised by the constraints put on care to control expenditures by medical facilities."
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The Need to Manage Change and Manage a Business, 2002.
This paper looks at the idea of change within a business what organizational needs are required how to utilize TQMs and what processes are required to implement the changes.
2,150 words (approx. 8.6 pages), 11 sources, $ 80.95
»
Click here to show/hide summary
Abstract
This paper looks at the idea of change within a business what organizational needs are required how to utilize TQMs and what processes are required to implement the changes. The influences on change and the processes are involved. Commentators such as Lewin and Senge are discussed and case studies are used to illustrate the points made. Furthermore there is an explanation of the basics of TQM and a definition of TQM, with a brief insight into the origins and considers what benefits it may bring, as well as some potential constraints.
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