U.S.A Today. (2002) Academic Search Premiere. Ebscohost. Owens Lib. 15, March 2008. http://www.ebscohost.com Levin, Bob.
SOX Reforms Corporate America The Sarbanes-Oxley Act of 2002 (SOX) enacted July 30, 2002 introduced significant changes to financial practice and corporate management regulation. Passed in the wake of numerous scandals SOX is a complex piece of legislation that requires companies to make major changes to bring their organizations into compliance (Bumgardner 2). Many believe this act has not proven worthy and will not change effect in the business world, but I think this act will help businesses and outside investing. The act holds top executives personally responsible for the accuracy and timelines of their company’s financial data — under threat of criminal prosecution. Sox address weaknesses with internal issues, requiring yearly
Journal of Accountancy. Retrieved from http://www.journalofaccountancy.com/Issues/2008/Nov/The+Firm+of+the+Future.htm Baker, R. J. (2009, June). Pricing on Purpose: How to Implement Value Pricing in Your Firm. Journal of Accountancy.
Glencoe World History: Modern times. New York: Glencoe/McGraw-Hill, 2006. 553-56. Print. [ 4 ].
Web. Oct.-Nov. 2012. . 8. The New York Times. "Financial Regulatory Reform."
Though this organization was successful, they were not successful enough to be in the stuck state they were in. The growth of the Levon Corporation should have been the primary focus of everyone in the company especially the management team. Even though bringing the project management consultant in to outline to the management team the importance of project management functionality was stubbornly agreed upon it proved to be the first and most important step in the company’s change process. The employees will feel their opinions are suggestions are valued as a result of the management team taking the time to hear out the consultant. The apprehension of the management team is understood because that is the culture; however, once the functionality is implemented and the management team sees the growth and positive change, the company will be more adapt to change.
Carver is lacking in interpersonal effectiveness. He needs to address his ability to communicate and build interpersonal relationships. He needs to build a rapport with his employees to be successful. A successful leader “can help people contain and recover from their emotional stressors on the job” (Newman, Guy & Mastracci, 2007, p. 13). Carver was actually the stressor in many situations.
Operations Management for Competitive Advantage (11th ed.). New York, NY: McGraw-Hill. Melnyk, S., Lummus, R., Vodkurka, R., Burns, L., & Sandor, J. (2008, February). Managing the future of supply chain management.
American Bar Association. "'Straight' Bankruptcy: Chapter 7 ." American Bar Association. 20 Mar. 2008 <http://www.abanet.org/publiced/practical/bankruptcy7.html>.
There is no one way to motivate employees; each individual employee has to make the choice to figure out what motivates him or her. To be a successful manager or supervisor, you have to understand that you can’t teach your employee’s to be motivated, but you have to create an environment that encourages and promotes employee motivation. Managers must use positive motivational techniques consistently and timely in order for them to be effective. The most effective employees are those that feel valued and supported, but also feel that they are progressing and developing through the completion of challenging tasks (www.careers-help.couk). WORKS CITED: Employee motivation.