(TCO A) Describe the relationship between quality and personal values. 4. (TCO H) Identify and discuss five differences between service and manufacturing organizations. 5. (TCO B) Cite two ways that the accounting function can contribute to the achievement of quality.
Program Capstone – Performance Evaluation MGMT499 – Unit 3 IP PERFORMANCE EVALUATION FORM | | | | FOR FRONTLINE SUPERVISORS | | | | Evaluation Date | | Supervisor's Name | | Department | | Evaluation for Period (Start/End) | | | | Rate the Supervisor using the following scale | | 5- Very High | | 4 - High | | 3 - Medium | | 2 -Low | | 1 -Very Low | | | | Place the score on the space provided. | | INDICATORS | SCORE | A. ORGANIZATIONAL SKILLS - 25% | | 1. Knowledge of company policies | | 2. Knowledge of products and services | | 3.
Unethical Practices of Arthur Andersen 1. What did Arthur Andersen contribute to the Enron disaster? Arthur Andersen’s biggest mistake which contributed to the Enron disaster, was appointing Joe Berardino CEO. In partnership meetings, Berardino failed to report on quality control within the company. He focused more on the amount of revenue the company made than on the business ethics.
After analysing the resources to input, by using their strategy, the company works within four essential frames. They are work, informal and formal organisation, and employees. The model explains that rather that the work is limited to one category, the interaction between categories occurred naturally. Through performing works and tasks, the firm gets system, unit or service as the form of output (Cheung, 2007). The second model is Star brought by Jay Galbraith.
Although one can’t be taught to be a leader in educational courses, leadership qualities can be learned. Bennis mentions the lack of true leaders in America these days. Corporate executives are much more concerned with short-term results rather than long term gains. He uses two examples to demonstrate his point. First he gives the story of Ed, who despite him being smart, ambitious, determined to succeed and had the technical competence, still lacked people skills, conceptual skills, judgment, taste and character.
Collins (2001) and his research team contrasts the good-to-great companies with a carefully select set of comparison companies that did not make the leap from good to great. “Good is the enemy of great” (Collins, 2001, p. 1). This quote assesses and makes the assumption that because a company, school, or even a government is good, they never make the transition to greatness. Acquiring the astigmatism of good are enough and sometimes this causes companies, and other individuals to become complacent, never venturing to further their status to greatness. Collins (2001) assesses that the “vast majority of companies never become great because the vast majority become quite good, and that is their main problem” (p. 3).
WINTERBOURNE VIEW The review found that there was a systemic failure to protect people or to investigate allegations of abuse. The provider had failed in its duty to notify the C.Q.C(Quality Care Commission) of serious incidents involving injuries to patients, or occasions when they had gone missing. Inspectors said that staff did not appear to understand the needs of the people in their care, adults with learning disabilities , complex needs and challenging behaviour. Staff who had no background in care services had been recruited, references were not always checked and staff were not trained or supervised properly. Some staff were too ready to use methods of restraint without considering alternatives.
How do you perceive the role of a business/ organisational manager, ie what things does a manager need to do and what resources do they draw upon? Submit your answer for assessment. 3. Organisations and the individuals within them should consistently demonstrate ethical behaviours. What does this mean and how can you, as a leader, promote ethical workplace behaviours?
PSC 410 Grand Canyon Week 1 Discussion 2 In the “The Essentials of Servant Leadership: Principles in Practice,? by McGee-Cooper and Trammell, several distinctions are made between a servant leader and a power-based leader. Using one pair of distinctions, describe an experience you have had that was managed using a power-based style. Explain how you think a servant leader would have handled it differently. PSC
Analyzing Managerial Decisions: Société Générale 1. Based on the definition of “rational” – so long as the decision maker believes that the marginal benefits outweigh the marginal cost, their decision is justified, and therefore rational – I do not agree with the CEO of Société Générale that Kerviel’s actions were “irrational”. Kerviel clearly believed that the risk was worth the reward. 2. Several weaknesses in the organizational architecture at Société Générale led to the near demise of the bank.