« a guideline of how to improve my performance and comfort in a work-related situation. What skills are critical As a manager or leader of a group, there are ...» Document abstract
$6.95
7 word format
Language : english
human resources
school essay
date published
08/08/2007
review : not yet assessed
level : General public
requested 1 times
SummaryI have had the experience of working in different industries and different-sized companies, and have to say that I know myself well enough to be able to predict my behavior under different situations with a great deal of accuracy. However, after working on this assignment, I have discovered nuances about myself that I would not have been able to calculate on my own. These small details guide my reactions in stressful situations, and the way I interact with other employees and my boss. Through this assignment and class discussions I have discovered about myself that contrary to what I had presumed, I am actually a team player, and function best when there are other people around with whom I can share and exchange ideas. Though I do enjoy managing myself rather than being micromanaged by an employer, I realized that I have this opportunity in a group environment. When working one-on-one with an employer, I often follow direction to the dot. I believe in having a mentor and following them blindly, especially in the beginning of a career. After all, one must know how to follow before being a leader. I have also discovered interesting things about how I handle stress, and what creates stress for me. Such information is critical to know how to eliminate or alleviate stress and create a comfortable working environment for myself.
Table of Contents- Introduction
- Purpose
- What skills are critical
- Building Relationships
- Being Respected in a Powerful Role
- The Power of Positive Feedback
- Solving Problems
- Relevance of Ability in Performance
- Incentives = Performance?
- Importance of Healthy (Positive) Thinking
- Locust of Control Scale
- Conclusion
« against those who didn't fulfil their work (even though The incident took place during the stage the Israelis Israeli companies is the lack of skills in terms ...» Document abstract
$6.95
7 word format
Language : english
management
presentation
date published
17/01/2005
review : not yet assessed
level : Advanced
requested 34 times
Summary Israel as a formal State is a new country, but its influence as an economically dynamic partner worldwide is undeniable despite the poorness of its natural resources and the war.
At the start, its population was 806 000 in 1948 but it has been estimated in 2003 to be more than 6.5 million people, composed by 81% of Jews, 16.7% of Arabic Muslims, 1.1% Arabic Christians and 1.2% of Druses. Actually, since its creation, a lot of immigrants came to live in Israel and especially in the 90's with a large number of Russians Jews (more than 1 million). Its population is therefore very multicultural.
The economy of Israel has changed incredibly in the past 20 years: even though the Israeli-Palestinian conflict has been a major issue, Israel managed to become a rich, advanced and technological country, as it was before simply an emerging country in terms of economical development. This change has been possible because the State has a very high qualified population and has concentrated its attention on developing new technologies.
But Israel remains a mix between tradition and modernity and this specificity tends to reflect on the management. The issues are numerous and complex: how does Israel deal with internationalization and globalization? What is the traditional management and what kind of changes does it have to initiate to face this globalization, to promote exports and play a major role on the international scene?
We will first expose below how tradition does influence the Israeli business and then the changes that have been initiated at several degrees for the Israeli business to stay competitive and efficient.
...
At the start, its population was 806 000 in 1948 but it has been estimated in 2003 to be more than 6.5 million people, composed by 81% of Jews, 16.7% of Arabic Muslims, 1.1% Arabic Christians and 1.2% of Druses. Actually, since its creation, a lot of immigrants came to live in Israel and especially in the 90's with a large number of Russians Jews (more than 1 million). Its population is therefore very multicultural.
The economy of Israel has changed incredibly in the past 20 years: even though the Israeli-Palestinian conflict has been a major issue, Israel managed to become a rich, advanced and technological country, as it was before simply an emerging country in terms of economical development. This change has been possible because the State has a very high qualified population and has concentrated its attention on developing new technologies.
But Israel remains a mix between tradition and modernity and this specificity tends to reflect on the management. The issues are numerous and complex: how does Israel deal with internationalization and globalization? What is the traditional management and what kind of changes does it have to initiate to face this globalization, to promote exports and play a major role on the international scene?
We will first expose below how tradition does influence the Israeli business and then the changes that have been initiated at several degrees for the Israeli business to stay competitive and efficient.
...
Table of Contents- The influence of tradition on management.
- The competitive advantage of Israel.
- The kibbutz: an old form of economical organization and another vision of property.
- The Israeli managerial exception.
- Changes and influence of the United States.
- New programs to improve management.
- Loss of tradition due to globalization and implementation of ethic codes in business.
- Influence of Israeli military management on multinational groups : example of Nestlé and Unilever.
« environment in which the merger takes place, which is developing people with cross-cultural skills Who are minded to understand, appreciate and work within the ...» Document abstract
$9.95
13 word format
Language : english
business strategy
presentation
date published
21/11/2006
review : not yet assessed
level : Expert
requested 43 times
SummaryComment réussir des fusions-acquisitions "cross-culturelles"?
Mergers and acquisitions continue apace in spite of an alarming failure rate and evidence that they rarely manage to benefit shareholders. Most completed takeovers damage one party: the company making the acquisition. Many studies made have all reached the same conclusion: around 65% of takeovers harm the interests of the acquiring company’s shareholders. They do, however, often reward the shareholders of the acquired company.
Indeed, most of failed mergers suffer from poor implementation, and in half of the cases, senior management fails to take into account the different cultures of the companies involved. Melding corporate culture takes time, which senior management does not have after a merger. Most mergers are based on the idea of "let's increase revenues", but the company must have an efficient management team to succeed in that process. The nature of the problem is not so much that there is open warfare between the two sides. It is that the cultures do not meld quickly enough to take advantage of the opportunities. In the meantime, the marketplace has moved on.
Many consultants refer to how little time companies spend, before a merger, thinking about whether their organisations are compatible. The benefits of mergers are usually couched in financial or commercial terms: cost-savings can be made or the two sides have complementary businesses that will allow them to increase revenues. Mergers basically consist in compatibility, which means agreeing whose values will prevail and who will be the dominant partner. So it is no surprise that managers, as well as journalists, reach for marriage metaphors in describing them. We are convinced that defining in advance what success means for the merging companies is already part of their success to come, part of the durability of their union.
We are all interested in mergers because, statistically, an executive has nowadays 100% chance to be, at least once in his professional life, concerned by a merger, the firm he works for being acquired or acquiring another one. Studying Daimler-Chrysler, Renault-Nissan and Air-France-KLM, and confronting those three examples to different theories about mergers, has enabled us to understand and work on the deep and intrinsic relationship which exists between mergers and corporate culture in every firm, especially as these three M&As are different in many ways: they have either worked out, failed, or not been implemented yet.
We consider corporate culture as a whole of convictions, values, ways of behaving, assumptions and beliefs that are shared by employees, workers and managers of a firm, and define its running. The elements which differentiate corporate cultures are:
Power distance, individualism v. collectivism, uncertainty avoidance (career stability, formal rules, no tolerance for deviant ideas/behaviours, expertise…), masculinity…
(Geert HOFSTEDE: “Culture’s consequences: International differences in work-related values”, 1980)
Basically, it is a "social contract" inside a firm, consisting of rules of behaviour and a cultural code. Thanks to this common code created by the founder of the firm and enriched by the successive generations, employees have the feeling they belong to a special group or organisation: they share a common vision of it. Moreover, they have a part to play in the elaboration and the evolution of these unwritten conventions. The more involved they feel in the firm, the better they will work and participate in the creation of profits. Thus, the attention managers give to the respect of corporate culture and to the necessity of its restructuring when negotiating and implementing a merger is vital. Indeed, without such an attention, the merger has very little chance to be successful, partly due to a strong negative reaction of its employees.
One must never underestimate the importance of psychological criteria when dealing with a merger, be it in small or big companies. Communication is determining between all the levels of the hierarchy, because fears and expectations of employees cannot be left apart without jeopardising the productivity of the merging firms. If so, the merger would be a failure and definitely useless. This leads us to emphasise the fact that a merger is a melting pot of technical as well as human skills, which make the success or the difficulties of the two merging firms. Corporate culture is therefore a competitive advantage for a firm, along with its technical performances. This is why it must be considered as a priority in the implementation of a merger.
The question we chose to work on is that of the skills necessary to “manage” an M&A. We have envisaged the word “to manage” in both of its meanings, in order words as “to succeed” and “to lead”, thus privileging the point of view of a board of directors confronted to a cross-cultural M&A, in the shape of recommendations concerning each stage of a merger: ASSESSMENT, NEGOTIATION and IMPLEMENTATION.
Mergers and acquisitions continue apace in spite of an alarming failure rate and evidence that they rarely manage to benefit shareholders. Most completed takeovers damage one party: the company making the acquisition. Many studies made have all reached the same conclusion: around 65% of takeovers harm the interests of the acquiring company’s shareholders. They do, however, often reward the shareholders of the acquired company.
Indeed, most of failed mergers suffer from poor implementation, and in half of the cases, senior management fails to take into account the different cultures of the companies involved. Melding corporate culture takes time, which senior management does not have after a merger. Most mergers are based on the idea of "let's increase revenues", but the company must have an efficient management team to succeed in that process. The nature of the problem is not so much that there is open warfare between the two sides. It is that the cultures do not meld quickly enough to take advantage of the opportunities. In the meantime, the marketplace has moved on.
Many consultants refer to how little time companies spend, before a merger, thinking about whether their organisations are compatible. The benefits of mergers are usually couched in financial or commercial terms: cost-savings can be made or the two sides have complementary businesses that will allow them to increase revenues. Mergers basically consist in compatibility, which means agreeing whose values will prevail and who will be the dominant partner. So it is no surprise that managers, as well as journalists, reach for marriage metaphors in describing them. We are convinced that defining in advance what success means for the merging companies is already part of their success to come, part of the durability of their union.
We are all interested in mergers because, statistically, an executive has nowadays 100% chance to be, at least once in his professional life, concerned by a merger, the firm he works for being acquired or acquiring another one. Studying Daimler-Chrysler, Renault-Nissan and Air-France-KLM, and confronting those three examples to different theories about mergers, has enabled us to understand and work on the deep and intrinsic relationship which exists between mergers and corporate culture in every firm, especially as these three M&As are different in many ways: they have either worked out, failed, or not been implemented yet.
We consider corporate culture as a whole of convictions, values, ways of behaving, assumptions and beliefs that are shared by employees, workers and managers of a firm, and define its running. The elements which differentiate corporate cultures are:
Power distance, individualism v. collectivism, uncertainty avoidance (career stability, formal rules, no tolerance for deviant ideas/behaviours, expertise…), masculinity…
(Geert HOFSTEDE: “Culture’s consequences: International differences in work-related values”, 1980)
Basically, it is a "social contract" inside a firm, consisting of rules of behaviour and a cultural code. Thanks to this common code created by the founder of the firm and enriched by the successive generations, employees have the feeling they belong to a special group or organisation: they share a common vision of it. Moreover, they have a part to play in the elaboration and the evolution of these unwritten conventions. The more involved they feel in the firm, the better they will work and participate in the creation of profits. Thus, the attention managers give to the respect of corporate culture and to the necessity of its restructuring when negotiating and implementing a merger is vital. Indeed, without such an attention, the merger has very little chance to be successful, partly due to a strong negative reaction of its employees.
One must never underestimate the importance of psychological criteria when dealing with a merger, be it in small or big companies. Communication is determining between all the levels of the hierarchy, because fears and expectations of employees cannot be left apart without jeopardising the productivity of the merging firms. If so, the merger would be a failure and definitely useless. This leads us to emphasise the fact that a merger is a melting pot of technical as well as human skills, which make the success or the difficulties of the two merging firms. Corporate culture is therefore a competitive advantage for a firm, along with its technical performances. This is why it must be considered as a priority in the implementation of a merger.
The question we chose to work on is that of the skills necessary to “manage” an M&A. We have envisaged the word “to manage” in both of its meanings, in order words as “to succeed” and “to lead”, thus privileging the point of view of a board of directors confronted to a cross-cultural M&A, in the shape of recommendations concerning each stage of a merger: ASSESSMENT, NEGOTIATION and IMPLEMENTATION.
Table of Contents- Assessment stage.
- What do we mean by ´assessment´?.
- Critical notions to be envisaged during assessment.
- Negotiation stage.
- What is the point of negotiating ?.
- Implementation stage.
- Why is the implementation phase important ?.
- What does this phase require ?.
« Through the temporary CSI staff position, I hope to prove that my skills and job The Museum of Science would be the perfect place to work while pursuing my ...» Document abstract
$1.95
1 word format
Language : english
human resources
cover letters
date published
23/10/2007
review : not yet assessed
level : Advanced
requested 3 times
SummaryOn the Museum of Science’s Human Resources website, I learned of various employment opportunities in Visitor Services. I am very interested in these positions, and I believe I have the skills and expertise to excel at providing the best experience for guests. Particularly, I would love the part-time, temporary CSI staff position of Visitor Services Representative—Operations, for with my current schedule, the 10.25 hours per week fit perfectly, although I do have some flexibility if a different set of hours would prove more beneficial to the museum. However, I am also applying for the Visitor Services Representative II. Ideally, I would love the opportunity to manage both positions, to prove my ability in the part-time atmosphere to succeed in a full-time role, and am willing to build my spring semester / 2008 schedule around this position.
Table of ContentsTeam Effectiveness – How can it be achieved?
An analysis of the team attributes that could contribute to team effectiveness
« between team members with complementary skills would produce decide on which problem to work on first Team orientation: team members should place own interests ...» Document abstract
$3.95
4 word format
Language : english
management
research papers
date published
01/03/2008
review : not yet assessed
level : Advanced
requested 2 times
SummaryTheory holds that working together brings better results than working alone. Team structures often account for organizational success in the contemporary corporate environment. Modern organizations favor team structures and teamwork viewing them as key elements for organizational success.
This paper identifies and explains the basic attributes of a team structure (common vision and mission, defined roles or functions, complementary skills, equal effort, synergy and equal responsibility), which along with the advanced attributes (team leadership, mutual performance monitoring, backup behavior, adaptability and team orientation) facilitate team effectiveness. The paper analyzes also the cognitive aspects involved in team structures identifying interpersonal conflict, open conflict, team diversity, and trust as the cognitive barriers that the organization should overcome in order to avoid as ineffective teamwork and/or failure of a team structure.
Keywords: effective teamwork, synergy, interpersonal conflict, adaptability, trust
This paper identifies and explains the basic attributes of a team structure (common vision and mission, defined roles or functions, complementary skills, equal effort, synergy and equal responsibility), which along with the advanced attributes (team leadership, mutual performance monitoring, backup behavior, adaptability and team orientation) facilitate team effectiveness. The paper analyzes also the cognitive aspects involved in team structures identifying interpersonal conflict, open conflict, team diversity, and trust as the cognitive barriers that the organization should overcome in order to avoid as ineffective teamwork and/or failure of a team structure.
Keywords: effective teamwork, synergy, interpersonal conflict, adaptability, trust
« will determine "the important task, knowledge, skills, behaviors, and way employees have goals to work towards and life outside of their place of employment. ...» Document abstract
$5.95
6 word format
Language : english
management
presentation
date published
17/04/2008
review : not yet assessed
level : General public
requested 0 times
SummaryLaw enforcement is a unique field which is highly dependent on human resource development (HRD) but is often times lacking in individual training and support. Regardless of the type of law enforcement officer (LEO), individuals in this field take numerous risks and may witness disturbing actions or scenes. As such, HRD must consider the emotional state of officers as much, if not more, than other elements such as training. Few law enforcement organizations provide full spectrum training which includes cognitive, classroom and affective (emotional) training.
« Even if he was simply a victim of circumstance-wrong place, wrong time in conflict, and attempts to give the region's youth the skills to work out disputes ...» Document abstract
$5.95
6 word format
Language : english
political science
research papers
date published
22/08/2007
review : not yet assessed
level : Advanced
requested 4 times
SummaryHow can one solve an ancient conflict? Is it possible for reconciliation to occur after years, even centuries, of dispute? How can one even attempt to play a constructive role in such a conflict? Seeds of Peace has attempted to make a change in such ancient battles as the Israeli-Palestinian conflict. Over the course of this paper, I will show how the organization has entered the fray, and how this intervention has opened up individuals to some of the roles highlighted in The Third Side. I will also discuss how introducing such a change to a system can have an impact on the situation, as studied by Wilmot and Hocker. As I discuss the components of the program and their application to the course
Table of Contents- According to the Seeds of Peace website, the organization was founded in 1993, and is dedicated to empowering young leaders from regions of conflict with the leadership skills required to advance reconciliation and coexistence
- The camp's success can be attributed to the way in which teenagers from groups embroiled in bitter hatreds are forced together
- These sessions can involve intense discussions
- Open religious services are another camp activity
- When Palestinian Saja Abuhigleh returned home, one of her best friends refused to speak to her after hearing Saja's change of heart when discussing Israelis
- The bridge-builder is one of the most vital roles that a Seeds of Peace graduate can play
- Seeds of Peace camp activities are designed to foster bonding
- The concepts of restraint and revenge are important to consider in light of the conflict that Israeli-Palestinian delegates are coming out of
- Obviously, if Asel Asleh participated in throwing stones, this demonstrates one of the shortcomings of the program
« of jobs and since many did not have special skills, the most had no choice but to move to a place where they students were forced to do the same work as the ...» Document abstract
$2.95
3 word format
Language : english
history 1789 to present
school essay
date published
03/01/2008
review : not yet assessed
level : General public
requested 0 times
SummaryThroughout present day American history there have been many differing views on the Eastern European and Russian Jews as a people and the ways in which they have affected American society. Although often looked down upon, Russian Jews have actually contributed a great deal to the economic growth of New York as well as the riddance of sweat shops and opening of labor unions all over the United States, and have gotten a long way form their persecution in their homeland during the nineteenth century. Perhaps though a study of their history and their culture it can be understood just how difficult life had been for them and how experienced the European Jews really are.
« practice and games drives them to work hard and time spent together allows for influences to take place. to enhance moral reasoning and increase social skills. ...» Document abstract
$3.95
4 word format
Language : english
sports
course material
date published
20/11/2007
review : not yet assessed
level : General public
requested 0 times
SummaryA developmental perspective in research involves describing an individual’s psychological, social, and behavioral changes across a span of time. It also assesses the similarities and differences in changes observed over time between individuals. The study may cover a lifespan, which constitutes infancy through adult hood, or limit its participants to a specific category such as children or the elderly.
Table of Contents- What does a developmental perspective in research involve' What criteria must a study satisfy to be considered 'developmental' in nature?
- Explain how involvement in physical activities influences the development of self-perceptions and how this process varies for boys and girls
- Children are also unable to distinguish between their 'real' self and their 'ideal' self early in development.
- While involvement in physical activities generally influences development of self-perception in children, there is also a substantial difference in its effect on boys and girls.
- Beginning around early to middle childhood and continuing throughout adolescence similar trends are seen for both boys and girls.
- Development from early childhood through adolescence yields time for various people to influence children.
- Parents play many roles in their children's experience with sports. First and foremost they are the initiators; parents are responsible for enrolling their children in sports.
- Coaches influence children in numerous ways as well.
- In general parents' input is more highly regarded at a younger age while feedback from coaches and peers tends to be relied on more by older children and adolescents.
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