| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "MANAGING PAST": |
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Re-Managing the Past, 2007.
This paper discusses the management of The Democratic National Convention in 2000.
2,162 words (approx. 8.6 pages), 4 sources, MLA, $ 67.95
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Abstract
In this article the writer presents a brief, if probing, analysis of the Democratic National Convention held in Los Angeles in 2000. This analysis explains some of the basic management techniques employed during the convention, but primarily highlights the inadequacies in planning and implementation that were noted before, during, and after the convention. The writer illustrates some of the key management problems that shadowed the proceedings and limited the effectiveness of the convention. The writer then discusses potential changes in the management style and process that could have been implemented at the time, in order to improve the quality of the event, ensure its smooth implementation and improve its chances of long-term success for the Democratic Party. The writer concludes that the 2000 Democratic National Convention suffered most dramatically from ineffectual early planning and management.
Outline:
Introduction
Concept: Known Issues with the Convention
Concept: Potential Management Solutions
Method
Conclusions
References
From the Paper
"National political conventions for any political party, but especially for the Democrats and Republicans, require high-level professional planning in order to be considered a success. In essence, these political conventions are enormous infomercials, in which each respective party makes a bid for coveted political seats--most notably the presidency. Any convention that attracts as many as 45,000 attendees, the media, and various high-ranking political officials requires strict management. Organizers must consider a variety of factors including the presentation of the party's image, politics and politicking, fund-raising, and the logistics of handling such large numbers of people for several days."
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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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Software Configuration Management, 2006.
An analysis of the evolution of software configuration management (SCM) over the past decade.
3,450 words (approx. 13.8 pages), 14 sources, APA, $ 97.95
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Abstract
This paper examines how software configuration management (SCM) is an important discipline in professional software development and maintenance and how the importance of SCM has increased as programs have become more complex, long-lasting, and time critical. It aims to critically evaluate the evolution of SCM, as well as the obstacles and progress achieved by this particular segment of software engineering. The paper uses a column page layout.
Outline:
Abstract
Introduction
Foundation Years of Software Configuration Management
Progress and Obstacles - SCM in the Past Decade
Process Support
Versioning and Release
Change Control
The Tools - Third Party and Open-Source
Transitions
Conclusion
From the Paper
"The mid 90's paved the way for much better and more powerful SCM tools. Although much of them were still reliant on old methods, these tools had revved up their ability by nearly two folds in terms of automation from a mere cost effective in-house development. [2, 3] In the late 90's, the evolution of SCM in general was characterised mainly by technological issues, better understanding of the technology and experience acquired by the Software Engineering community towards the complexity of a complete SCM solution. On an Industry level SCM was seen largely as a mature, reliable and ideal technology for software development. "
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Case Management in Nursing, 2003.
A discussion of care management in nursing over the past century.
1,150 words (approx. 4.6 pages), 5 sources, APA, $ 39.95
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Abstract
This paper defines and discusses care management in nursing from the early 1900s to the present. The paper examines the roles of nurse case managers and enumerates the advantages and disadvantages of nurse case management. The paper also mentions the training needed to be a successful nurse case manager and assesses the future of the profession.
From the Paper
"This paper looks at what constitutes case management, how it developed historically, the roles of nurses in case management, and the advantages and disadvantages of case management...."
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The Changing Role of Human Resources Management, 2005.
Considers how the role of human resources management has changed over the past several decades.
900 words (approx. 3.6 pages), 0 sources, $ 35.95
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Abstract
The paper describes some of the changes in the role of human resources management. It explains the reasons behind this change and examines the factors causing the changes and addresses how, in many cases, factors external to the business itself, are responsible.
From the Paper
"Over the past several decades, the role of human resources management has changed. In some areas, this role has changed significantly. In many cases, factors external to the business itself, such as globalization, technology, the need to introduce diversity, the nature of Internet business, and changing business ethics have been responsible for these changes. This paper will be used to describe some of these changes. The Role and Visibility of Human Resources According to Ng (2005) today's human resource personnel are far different from their predecessors. Ng states that as recently as two decades ago, human resources personnel did not have an extremely visible role in their business culture. In contrast to the role of human resources today, at that time human resources personnel "worked behind the scenes to ensure personnel records were in order and employee benefits were being properly administered" (par. 3)."
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Managing Organizational Change: Key to Efficiency and Productivity, 2006.
A discussion regarding the value of change management in the profitable operations of organizations.
4,099 words (approx. 16.4 pages), 22 sources, MLA, $ 110.95
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Abstract
This paper assesses the value of change management in the profitable operations of organizations. The paper provides various definitions of organizational change management and discusses the necessary process dimensions and the elements and the principles of change management. The paper further discusses the possible outcomes of a good change management, as well as the possible obstacles. The paper focuses primarily on the example of Northumbria University, which is pursuing a change management strategy in its entire operations to cope with a government policy that affected its principal source of income.
Outline:
1.0. Introduction
1.0.1. Change
1.0.2. Change & Project
1.0.3. Change Management
1.0.4. Change Management Concepts
2.0. Perceived Problem
2.0.1. Higher Education
2.0.2. Differences between a Polytechnic and a University
2.0.3. Northumbria: Past, Present and Future
2.0.4. From Polytechnic to University
2.0.5. Options
2.0.6. Outcomes of Change
3.0. Theoretical Concepts
3.0.1. Perceptions on Change Management
3.0.2. Types of Change
3.0.3. Principles of Change
3.0.4. Good Change Management
3.0.5. Changes in CM Concepts
3.0.6. Drivers of Change
3.0. Test of Theoretical Concepts
4.0. Conclusions
From the Paper
"The task of change management is to bring order to a messy situation (14). Essentially, it seeks to magnify and systematically handle all known and unknown elements in the business environment that could affect the efficient and profitable operation of an organization (13). In most cases, change management involves a problem, which is addressed by transformation, reduction or application. By transformation, the management task is to change the situation from a "problem state" to a "solved state," while the goal in reduction is to lessen the magnitude of the problem to blunt its effects on the organization. In application, the organization calls in specialists to transform, reduce or eliminate the problem (21). There is always the option of doing nothing and leaving things as they are but management scholars have consistently and strongly questioned this course of action (12)."
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Managing the Dallas Cowboys, 2004.
A look at an application of the four management functions on the Dallas Cowboys.
830 words (approx. 3.3 pages), 2 sources, MLA, $ 29.95
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Abstract
This paper examines how planning, controlling, organizing, and leading are the four management functions that every organization needs to manage to achieve its goals. It looks at how one organization that has had significant problems in the past is the Dallas Cowboys and how the goal of the Dallas Cowboys is to become a championship team, with a dependency on the management of the organization as much as on performance on the field. It assesses the organization by looking at both positive and negatives aspects in order to make recommendations on what the Dallas Cowboys need to do to become a championship team again.
From the Paper
"One of the major problems that the Dallas Cowboys have had in recent years is the bad image the team has received because of players being involved in off-field incidents. These off-field incidents include claims of rape, assault and drug use. In addition, players have been suspended because of drug use. These incidents create two major problems. Firstly, players can be lost through either suspension or through going to jail over rape and assault incidents. This limits the organization?s ability to manage the organizing function, which refers to assigning tasks and allocating resources. For the Dallas Cowboys to win a championship, the major resource they need is the players of their team. If the team does not have reliable players that they know will be available this creates a level of uncertainty that makes it difficult to organize the team. This suggests that the organization could have problems attracting good players and retaining them."
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e-Business and the Supply Chain, 2004.
A study of how e-business has influenced the supply chain management with reference to its past trends, present operations, and future techniques.
6,021 words (approx. 24.1 pages), 2 sources, MLA, $ 142.95
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Abstract
This paper describes the changes that e-business has brought into the supply chain management?s field concisely, including the whole range of management and operation methods. The paper also focuses ,not only on the recognition of the technological breakthroughs, but also the changes that have taken place with the industry after the introduction of e-business concepts into supply chain management.
Contents
Purpose of Study
Importance of Study
Rationale of Study
Overview of the study
Literature Review
What is e-Business?
What is a supply chain management?
The Major Types of e-Business
Business-to-Consumer (B2C)
Business-to-Business (B2B)
Consumer-to- Consumer (C2C)
Peer-to-Peer and Mobile or m-commerce
What are the effects of e-Business on the supply chain management?
Methodology
The Chain Reaction of e-SCM System
Case study
The difficulties of Building an e-SCM System
The Broken Supply Chain by Web Technologies
From the Paper
"The rise of the Internet, and attendant information technologies and their application to business, has engendered a great deal of hype. Commentators have, among other things, heralded the arrival of a new economy and foretold the total transformation of the way people conduct business through online shopping. It has also completely altered in the methods used in the demand and supply chain process.
e-Business has focused on new information products and networks. e-Business has emphasized the cost saving significance of the Internet and the attendant technologies when doing business, this effects the costs of transactions, internal management, and marketing of products. Reactions to the opportunities and challenges of the Internet have embraced every detail of the business environment."
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Evolution of Management Styles, 1992.
An examination of past and present management styles and offers a distinction between managers and entrepreneurs.
1,125 words (approx. 4.5 pages), 3 sources, $ 39.95
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From the Paper
"Management
Management is the art of getting things done through people and other resources (Nickels, p. 302). In the past, the model was that of a "boss" who exercised autocratic control over his subordinates. Discipline and firing were common tools used in ensuring productivity on the part of employees. If a worker performed poorly, his pay would be cut or he would be demoted, with a warning that next time, he would be fired. The common philosophy used by such managers in days past, emphasized the "stick" rather than the "carrot" with respect to subordinates. The idea of being a "tough boss" prevailed in most business circles, and employees were often treated more like children than adults. Thus, until a few decades ago, management emphasized the autocratic approach vis-a-vis the treatment of the workforce."
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Management Styles, 2005.
This paper explores the concept of management style by examining past antiquated styles, the definition of management and a variety of current adaptations.
2,580 words (approx. 10.3 pages), 4 sources, MLA, $ 77.95
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Abstract
This paper explains that an antiquated management style, once typical of the the old "Rust Belt Industries", is the "Top-Down Autocratic Style", in which there is a rigid, established hierarchy, ruling with an iron fist and giving little concern to middle-management who carried out the orders of the Baron types owners. The author points out that a manager must posses the skills of leadership along with the intelligence, fortitude and willingness to apply this leadership to accomplish a task no matter how the task is defined. The paper relates, after reviewing many contemporary management styles, such as "Management by Objectives" and "Management by Walking Around", that, because today businesses are rapidly expanding globalization and are subject to constant technological changes, management styles must be flexible.
From the Paper
"The old Soviet Union under Communist Rule is another classic example of the failure of the autocratic top down approach to management style. In this case, all incentives were removed from middle management and in there place was a quota system thereby producing their iron-fisted control of workers which in turn produced a total collapse of their economic system in spite of appearing to compete favorable with other nations of the world. This also produced many unsavory characters willing to take about any chances to cheat the system and this not to mention the damage this management style did to the population as a whole from a sociological point of view."
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Total Quality Management, 2006.
This paper discusses the management strategy of Total Quality Management.
900 words (approx. 3.6 pages), 3 sources, $ 35.95
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Abstract
This paper reviews the character and various attributes of Total Quality Management as well as its developmental past with its founding by Dr. Deming. Dr. Deming, with an academic and professional background in statistics, developed TQM processes and was able to apply them in Japan following World War II. Globalization is found to benefit greatly from TQM processes and furthermore, TQM scales well with globalization's demands. Finally, how total quality management can and is applied in a large, international catering firm is touched upon.
From the Paper
"Total Quality Management (TQM) is a management strategy that focuses on producing quality-centric products or services concentrating on customer needs, striving to provide a data-driven decision process and a management environment that stresses continuous improvement (Beckford, 2002). Total, as utilized in TQM's title implies that everyone in an organization or enterprise is required to be included and an active participant in the quality improvement process. Quality implies that it is the customers' needs that define the mission of the organization and not simply fulfilling a need in the marketplace. In other words, quality must have a purpose beyond simply building functionally adequate products or providing a basic service to minimum standards."
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Management, Leadership and Training, 2004.
This paper considers the differences between management and leadership and whether leadership can be taught.
2,250 words (approx. 9.0 pages), 11 sources, MLA, $ 79.95
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Abstract
The paper discusses the differences between management and leadership and whether leadership can be taught. The paper examines the complex roles of today's managers compared to the past. The paper also discusses leadership training techniques and leadership functions.
From the Paper
"Professional managers are relatively new to the world of business, they did not exist much before the twentieth century. During the last years, however, much research has been conducted on what constitutes effective management and how management differs from leadership. Many analysts now consider leadership and management to be separate skills with both managers and leaders necessary in successful organizations. Leaders are typically ascribed the role of visionary with managers given the role of implementing the leader's vision."
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Management Styles, 2005.
This paper is a research proposal to study the evolution of management styles in the Middle East
885 words (approx. 3.5 pages), 10 sources, MLA, $ 31.95
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Abstract
This paper explains that the thesis will evaluate Middle East organizations and identify modern management styles being adopted by them. The author stresses that management styles implemented in a regional-specific organization should take into account the culture, values and the type of industry. This study will identify the strengths and the weaknesses of the different management styles of the past century and identify their appropriateness for the Middle East. The paper relates that the research methodology will include an extensive secondary exploration and a survey using questionnaires and a focus group to collect primary data.
Table of Contents
Introduction
Aims and Objectives of this Thesis
Significance of this Study
Literature Review
Research Methods
Expected Outcome for this Thesis
From the Paper
"The effects of corporate culture and the attitude of the management towards the worker are also as important as the culture and the value of the worker. Abraham H. Maslow and Douglas M. McGregor both believed that in order for people to work to their full potential, they're basic needs have to be satisfied. Herzberg stated that there are various factors that affect motivation: working conditions, salary, job-security and company policies to name a few. Douglas McGregor also put forth the concept that people's management-behavior is dependent upon their view of human beings and work."
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Principles of Management, 2005.
This paper explores the leading theories of management principles that have been dominant over the past few decades.
1,125 words (approx. 4.5 pages), 3 sources, $ 44.95
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Abstract
The paper takes a close look at the Classical School of Management principles and the ideas of three of its founding fathers. Studying Frederick Winslow Taylor, Henri, Fayol and Max Weber, the essay looks at their general ideas and compares and contrasts how they felt about certain management and organizational issues. The paper shows how some of their thoughts are still in use, but mostly they are seen as archaic by today's managers.
From the Paper
"Management of resources and personnel has been an ongoing effort for centuries and millennia, but theorists of today feel that they have pinpointed how to best exploit and expend those who are being managed. Yet, there have been recurring and influential theories on management that are still somewhat significant and meaningful in this day and age of academic business theory. This paper will look at some of the reigning theories of management principles which have arisen and dominated over the past few decades, as we grew to the level of management and business where our United States society now stands. The "father" of modern management principles was an American named Frederick Winslow Taylor. His school of thought was termed the Scientific Management School. Using principles and ideas borrowed from the field of industrial engineering, Taylor and his colleagues worked to find the most efficient ways of organizing jobs and work."
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Human Resources Management, 2007.
An analysis of the trends and challenges of human resources management.
2,858 words (approx. 11.4 pages), 2 sources, MLA, $ 84.95
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Abstract
The scope of human resources management (HRM) has changed dramatically over the past decade. This paper looks at how advancements in technology, globalization, e-business and diversity have played a huge role in the changes in HRM. The paper details the trends and challenges of human resources management in the following key areas: performance management systems versus annual performance appraisal, advantages of managing turnover in organizations, contemporary safety and health management issues and future trends and challenges.
Outline:
Abstract
Human Resources Trends and Challenges
Performance Management Systems vs. Annual Performance Appraisals
Managing Employee Turnover
Contemporary Safety Issues and Health Management
Future Trends and Challenges in Human Resources Management
Conclusion
From the Paper
"In many organizations managing employee performance is a process done by giving employees feedback about their performance. Typically the feedback is given to an employee by an annual performance appraisal. The annual performance appraisal is a measurement of specified areas of an employees' performance (Noe et al, 2003 p.316). Ideally, performance appraisals allow management to combine feedback and goal setting, clarify job description and responsibilities, provide information about work performance, work improvement and identify training and development opportunities for the employee. The performance appraisal should review performance objectives and performance standards set within the job description. "
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