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Protection of Trade Secret Information on Computers, 2008.
A look at data protection policies and recommendations for improvement.
3,728 words (approx. 14.9 pages), 9 sources, APA, AU$ 166.95
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Abstract
This paper analyzes the potential for misappropriation of trade secrets and the balance between data privacy and asset management in the software environment. It focuses on the aspects of physical security, such as the use of networks, computers used both externally and internally, and reporting of security breaches and related incidents. It also discusses methods of safely terminating access, computer data storage and the deletion of information. Finally, the author offers recommendations for computer software companies to take in safeguarding their trade secret information against theft and misappropriation. (The paper uses APA style footnotes but does not include a references page.)
Outline:
Introduction
Trade Secret Protection
Physical Security Measures
External & Internal Access
Use of Networks
Terminating Access to Computers & Trade Secret Information
Responding to Security Breaches & the Storage, Return & Deletion of Information
Future Recommendations
Conclusion
From the Paper
"In the past decade, the importance of information technology systems has increased dramatically; companies of all sizes are heavily dependent on technology driven e-commerce and software development, and ultimately on the protections afforded these systems. Trade secret information stored on computers in software companies has emerged as a significant concern for software companies, government agencies responsible for monitoring forms of intellectual property, and legal authorities that police such violations. Research indicates that reported trade secret theft has risen 323% in the United States alone, followed by an employee turnover in business and professional services of more than 21%. As a result of such high statistics regarding trade secret theft and employee turnover, software companies must take physical security measures to protect trade secrets on computers and related systems. Additionally, these cautionary statistics, along with the currency of information in funding global success, require sophisticated businesses to routinely address the unwanted disclosure of trade secrets. Balanced against businesses' desire to prevent this disclosure are the policies of free competition and the employee's right to apply his skills and knowledge."
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Control Mechanisms at Johnson & Johnson, 2008.
This paper discusses different practices used at Johnson & Johnson and four control mechanisms it uses to encourage desired conduct.
1,070 words (approx. 4.3 pages), 3 sources, APA, AU$ 60.95
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Abstract
In this article, the writer covers four mechanisms of control used by Johnson & Johnson (J&J) and how these mechanisms reinforce desired behavior at the division President level. The writer examines the positive and negative aspects of these control mechanisms and explains how these control mechanisms impact the organization in its four key functions, which are planning, organizing, leading and controlling. The writer concludes that J&J joins a few other Fortune 100 companies in being able to encourage strong financial and ethical performance while continuing to grow and strengthen.
Outline:
Budgetary Controls
Market Controls
Clan Control: Culture and Empowerment
Drawbacks
Conclusion
From the Paper
"As demonstrated above, J&J allows a great deal of operating freedom to its division Presidents. It is similar to the best practices in industry, such as those at Baxter, Abbott and GE, in identifying and encouraging managers to develop. J&J states that one of the advantages of its independent division structure is its ability to give a lot of responsibility to top operating managers quickly. Although the managers have a lot of operating freedom, they must nevertheless respond to corporate cultural values; this is a central condition for promotion of division executives."
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Potential Outsourcing Problems, 2008.
A study on the best way to inform employees of the decision to outsource jobs.
1,537 words (approx. 6.1 pages), 4 sources, APA, AU$ 81.95
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Abstract
This paper discusses some issues that should be considered before, during, and after a proposed outsourcing is accomplished by a company. The writer uses AccuCare of Bradford as a case study, and makes recommendations on convening and informing the employees who will be let go and those who remain. The legal department should ascertain any company liabilities during this process. Alternatives to laying people off are also suggested. The writer explains the importance for AccuCare to highlight the positive aspects of this decision and recommend specific as well as general solutions to its employees in order to retain its reputation as an excellent employer.
From the Paper
"Another potential problem is that the employee's union may step in, may threaten legal action, and in a worst case scenario may file suit against the company for breach of contract. It is recommended that the company take preventive measures immediately to forestall any such action. This can be accomplished in a number of ways. The immediate response to such a threat would be to sit down with the union and discuss the objectives and reasoning of the company and how it will affect the employees. The key to success in this particular venture is in getting the union to buy in to the situation. Without the union's support this could be a disaster. As usual, it will be a 'tit for tat' discussion so the company may wish to consider extending a few incentives to the union's leadership in an effort to gain their support."
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Behaviorism and Motivation, 2008.
This paper examines the theory of behaviorism in relation to motivation in the workplace.
3,730 words (approx. 14.9 pages), 15 sources, APA, AU$ 166.95
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Abstract
The paper discusses the extent to which behaviorism explains employee motivation and reward. The paper looks at the roots of behaviorism, employee empowerment and at the motivational theory of reward.
Outline:
Introduction
History of Behaviorism
Motivational Theory in the Workforce
Conclusion
From the Paper
"Behaviorism's connection to cultural issues such as the development of employee motivation began in the 1920s as psychology became the viable domain for the development of a better understanding of human ills and needs. The trends of the culture of America were detailed and expounded upon by psychologists that attempted to answer the question of the perceived social problems of the day, including what some considered a lack of human motivation to work and be prosperous. (Lutz 1996, p. 259)"
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Career Plans and Goals, 2008.
A discussion of the writer's background, interests and career plans.
718 words (approx. 2.9 pages), 0 sources, AU$ 41.95
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Abstract
This paper discusses the writer's short and long-term career plans and goals within the finance sector. Specifically, the paper discusses the writer's background, interests and work experience as well as enumerates on the writer's educational background and plans and work interests. Lastly, the writer looks at the ways in which his values influence his interests and career plans.
Table of Contents:
Career Objectives
Short/Long-Term Goals
Backgrounds/Interests/Experience: Effect on Goals
Interests and Values
From the Paper
"I believe by achieving my MA of Finance degree at US University, combined with the foundation built during my MBA and work experience gained at ICC, I will have the necessary academic tools to excel in the field of finance and emerging financial arenas. To achieve my goals, including my goal of becoming a financial academe, I plan to concentrate my studies heavily on continuous education in the field of finance. Strengths that will assist me in doing this and achieving my goal of research include my knowledge of higher mathematics and business statistics, and a high degree of knowledge in the fields of finance, accounting and risk management. Other tools that will assist me in realizing my goals include courses I have taken for my MBA, including statistics, business strategy and macro/micro economics."
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Weight Loss Restaurant, 2008.
This paper provides a plan for a restaurant that will sustain a healthy lifestyle.
1,908 words (approx. 7.6 pages), 17 sources, APA, AU$ 97.95
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Abstract
The paper addresses the areas of restaurant management, weight loss programs and statistics in America, obesity, organic food trends, the fast food industry and "green" sustainable restaurants. The paper suggests the best alternatives for a potential restaurant. The paper concludes with several recommendations.
Outline:
Restaurant Management
Obesity in America
Organic Food Trends
Fast Food Industry
"Green" Restaurants
From the Paper
"When one decides to invest in setting up a business, some people choose to create a restaurant. However, even from the beginning, if they do not have a clear view of what they really want, and just decide to create it and see how it is going, one might realize that it is a highly risky decision. For once, you do not know what profile your restaurant works better for a certain location. So, what should you do? How should you choose? Should one pick the location and then decide on the profile? Or maybe it should be the other way around?"
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Guanxi, 2008.
A study proposal to determine whether Guanxi can be a source of sustained competitive advantage for doing business in China.
3,814 words (approx. 15.3 pages), 11 sources, APA, AU$ 167.95
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Abstract
The paper explains the concept of Guanxi that demonstrates the principles of an interrelation style based on previous relationships. The paper presents a literature review and outlines the proposed research on whether Guanxi can be a source of sustained competitive advantage for doing business in China. The paper relates that the study will explore this question through a greater understanding of Guanxi in action and in productive formats, as well as through looking at areas of resistance to it and how well business relationships survive this resistance in a business culture that thrives on the use of Guanxi. The paper describes the study's setting, its methodology and the expected results.
Outline:
Statement of Problem/Proposal Introduction
Review of Literature
Research Question
Setting
Methodology
Expected Results
From the Paper
"According to Wood, Whiteley & Zhang the concept of Guanxi, best translates in the western tradition to "who you know not what you know." In the same article the authors point out that the differences in Western vs. the Guanxi pattern of organization include, "differences in motives for utilization, the nature of reciprocation, the time orientation of the concepts, the use of power differentiation, the nature or source of power, and the nature of sanction employed as a result of different concepts." (2002, p.263) Many, spin negativity on the concept of getting somewhere based upon who you know as fierce independence and the rejection of traditional hierarchical systems, idealized in the western tradition restrict the allowance of birthright or privilege as a legitimate manner of getting ahead. Many would call it nepotism and reject it out of hand, despite the fact that it or something like it is evident in nearly every business culture in the world, not excluding the west. Who is unaware of the fact that the best way to get a job is to talk to everyone you know and get recommendations from them for where to go?"
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Purpose of Leadership, 2008.
This paper discusses the multi-faceted mission and purpose of leaders.
1,995 words (approx. 8.0 pages), 7 sources, APA, AU$ 102.95
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Abstract
The paper defines leadership and explains the many purposes and responsibilities of leaders that include setting the vision and mission of a group, steering the group in crises and setting the example of adapting to change. The paper discusses how a leader challenges his followers to face problems and aims to create an internal, solid and strategic unity in an otherwise chaotic external environment. The paper concludes that, in a nutshell, leadership exists to make a difference among those who are led.
Outline:
To Set the Vision and Mission of a Group
To Steer the Group in Crises
To Set the Example of Adapting to Change
To Learn Lessons from Past Leaderships
To Teach Virtues by Example
The Virtue of Hope
The Virtue of Faith
The Virtues of Piety and Civility
To Exemplify Responsibility and Accountability
To Guide Others Effectively in Times of Turmoil
From the Paper
"Leadership is the position or function of one who is in charge or in command of others (American Heritage Dictionary 4th edition 2006). A group or team must have a leader in order to function properly (Willging 2004). Accepting the importance of leadership does not go against empowerment of the led or the group. The important thing is for the chosen leader to fulfill his or her responsibilities. In order to do this, the leader must develop a vision and mission."
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Transformational Leadership and Research Methods, 2008.
This paper looks at the notion of transformational leadership and discusses the best method to measure its effects.
3,275 words (approx. 13.1 pages), 19 sources, APA, AU$ 150.95
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Abstract
In this article, the writer first defines the concept of transformational leadership and then discusses the the best approach for studying transformational leadership. The writer notes that while management scholars may disagree on the exact definition of transformational leadership, and what exactly it means to be a transformational leader, there does appear to be some consensus that transformational leading involves bringing an organization to a higher level of performance by selling a vision that appeals to organizational and staff values. In order to truly appreciate the effect of transformational leadership, the writer studies the question of how best to measure the effects of transformational leadership. In conclusion, the writer maintains that studying transformational leadership does not have to involve choosing between a case study or quantitative approach. Offering a thorough analysis of the components of transformational leadership and their effect on the workplace may necessitate using what is best about both methods.
Outline:
Defining Transformational Leadership
Case Studies
Quantitative Studies
Conclusion
From the Paper
"Building on Weber's theory, Burns developed a concept based on transactional and transformational leaders. Transactional leaders, like Weber's bureaucrats, see loyalty as something that is acquired through a transaction. For example, an organization's employees become loyal in exchange for salaries and benefits. The transformational leader, similar to Weber's charismatic leader, develops loyalty by seeking out the followers' needs, engaging them, and motivating the followers toward a higher purpose. While Burns acknowledged that people in power can be moral and amoral, he believed a leader must necessarily be moral in order to be considered transformational. Burns considered leaders such as John Kennedy, Martin Luther and Mao Tse Tung to be transformational leaders, because people followed these leaders based on their charisma, vision and sense of moral purpose."
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Ethical Practices in the Business World, 2008.
An explanation of how business people need to create new guidelines for ethical practices in light of recent business scandals.
4,016 words (approx. 16.1 pages), 16 sources, APA, AU$ 174.95
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Abstract
This paper discusses how ethical issues in the business world have changed since the demise of companies such as Enron, WorldCom, and Arthur Andersen. According to this paper, several different approaches have been suggested for businesses today to cope with the issue of ethics and for corporations to develop ethical guidelines.
Outline:
Introduction
Ethical Issues
Ethical Grounding
Leadership
Conclusion
From the Paper
"The issue needs to be considered from the smallest infraction to the major ones. The latter, of course, are what get a company into trouble, while the former often lead to the latter. However, business people seem to have a number of rationales for why certain behaviors that might be unethical in everyday life are not in business. Carr (1993) argues that there is an agreement among people in business that bluffing is accepted and that, in the words of British statesman Henry Taylor, "falsehood ceases to be falsehood when it is understood on all sides that the truth is not expected to be spoken" (Carr, 1993, p. 143). Carr argues that bluffing is not unethical in this context. It is not lying because while both bluffing and lying would be meant to deceive bluffing in business is accepted as part of the price of doing business and so cannot be considered lying."
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Human Motivation, 2008.
A look at the benefits of using psychological methods to improve employees' motivation.
848 words (approx. 3.4 pages), 4 sources, APA, AU$ 49.95
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Abstract
This paper looks at the different attitudes of workers in a customer call center for a national specialized cancer organizations. It focuses on a particular individual and goes on to explain how psychological principles can be used to improve the situation and motivate this worker.
From the Paper
"Wendy Worker has recently begun working as a customer service representative for Cancer Call Center. Cancer Call Center is a national call center for one of the nation's foremost specialized cancer organizations. Wendy Worker is a 10-year breast cancer survivor, and Cancer Call Center's positive attitude towards cancer survivors was one of the reasons that she sought employment with them. However, Wendy is one of the few cancer survivors to be working in the organization's actual call center, which is predominantly staffed with young recent college graduates. Wendy differs from her coworkers in other ways, as well. Wendy is in her mid-forties, which is approximately twenty years older than the majority of her coworkers. She has recently returned to the workforce after being a stay-at-home mother for twelve years. Prior to making the choice to stay-at-home, Wendy was a supervisor at a similar call center, but she was unable to obtain a supervisor-level position because of the time gap in her resume. Although Wendy is not having any problem learning the material presented in training, she does not appear to be associating with the rest of her training class. Because Cancer Call Center has previously noted its highest turn-over rate with capable employees who fail to socialize in the work environment, it is looking for a way to motivate Wendy."
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Leadership Styles in the 21st Century, 2008.
A comparison of the characteristics of three leadership styles - transformational leadership, transactional leadership and servant leadership.
2,573 words (approx. 10.3 pages), 22 sources, APA, AU$ 124.95
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Abstract
This paper discusses three different leadership styles - transformational leadership, transactional leadership and servant leadership. It looks at each leadership style individually and discusses its characteristics. The paper then examines the way that each style impacts the relationship between leaders and followers and implicitly the company in its own particular way. Finally, the paper compares the different styles within tables.
Table of Contents:
Introduction
Transformational Leadership
Transactional Leadership
Transformational Leadership
Transactional Leadership
Servant Leadership
Transformational Leadership vs. Transactional Leadership
Transformational Leadership vs. Servant Leadership
Transactional Leadership vs. Servant Leadership
Conclusion
From the Paper
"Many authors have suggested that the transformational leadership has come as a completion of the transactional one and after a deeper analysis it can be seen that the transformational and servant ones are very similar. The three leadership types are not mutually excluding each other. In fact, a good leader is assumed to display characteristics from all these types. He/she needs to focus both on people and organizational goals because people are not his/her only "clients". Shareholders and customers enter in this category as well, which makes organizational goals important. A good leader should know what is the right mix of rewards and when to use the reward system and when not, because the excessive use of rewards inhibits the follower's loyalty and increases the probability for it to leave the organization. Also, it should know what the right attention that needs to be paid to its own development is, so that this one doesn't become detrimental to other people's development."
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Strategic Planning for KBR, 2008.
A case study analysis of how to implement total quality management (TQM) into the organization, KBR.
1,045 words (approx. 4.2 pages), 5 sources, APA, AU$ 58.95
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Abstract
This paper looks at strategic planning for the organization, KBR. It begins by discussing the company's mission, vision, goals and objectives and the company's characteristics. The paper then focuses on total quality management (TQM) and how this relates to KBR's management style. Finally, the paper looks at how TQM could be implemented at KBR.
Table of Contents:
Mission, Vision, Goals And Objectives
TQM Management Style vs. KBR's Management Style
The Characteristics of TQM Companies vs. KBR's Characteristics
Implementing TQM in KBR
From the Paper
"TQM may not be 100% compatible with an organization such as KBR. On one side, TQM techniques and tools may have a positive impact on the company's activity and some of them were successfully adopted by the organization. KBR's activity needs precision and quality and timing are essential to achieve customer satisfaction. The techniques and tools just mentioned serve those objectives. Nevertheless, TQM's soft component implies a participative management style, which is not compatible with the strict discipline required to work on military projects or alike."
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The Adaptive Leader and Change, 2008.
This paper looks at the responsibilities of an adaptive leader and discusses the effects of change.
3,729 words (approx. 14.9 pages), 15 sources, APA, AU$ 166.95
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Abstract
In this article, the writer describes the considerations of an adaptive leader that are related to the management of change. The writer also evaluates how those factors impact followers in implementing change. The writer notes that while the changes occurring globally are perhaps exciting, those same changes are calling upon leadership and demanding new ways to deal with new and emerging challenges requiring innovation in leadership. The writer points out that traditional practices may no longer be successful and the historical leadership methods may not be sufficient for leading today's workers in the global workforce. Today's workforce is diverse characterized by differential learning levels and various experiential backgrounds. The writer concludes that the adaptive leader is one who is able to intuitively and with intent make decisions and solve problems while empowering those whom are being led.
Outline:
Introduction
Theoretical Framework of Study
Literature Review
Summary & Conclusion
From the Paper
"The Adaptive leadership has the responsibilities of setting the direction in times of change. Where the leader would in the technical or routine situation be responsible for defining problems and making the provision of solutions, the adaptive leader will instead, make identification of the adaptive challenge and frame the key questions and issues prior to seeking a solution. The leader is responsible in routine situations to shield the organization from threats that are external to the organization but in times of change, the adaptive leader will allow the organization to experience the pressures that are external to the organization but only to the extent that the employees can manage the pressure being experienced. The leader of an organization has the responsibility within the area of orientation of employees to their duties and responsibilities to clarify the employee's roles and responsibilities but in times of change the adaptive leader will need to challenge the current roles of employees and will be resistant to any pressures that wish for new roles to be defined quickly. In times when everything in the organization is ticking along as usual conflict management requires that the leader restore order to the organization and its systems however, during times of change the adaptive leader must let the conflict emerge, in order for it to be exposed, resolved and effectively purged. In times of routine organizational management the leader is required to assist in maintenance of the organization's norms to keep thing running smoothly however, during times of change it will be necessary for leadership to adapt and challenge the norms that work against productivity in the organization. Heifertz and Laurie relate that while those being led desire the organizational environment to be comfortable, stable and for their leaders to provide answers, effective leaders ask their employees the difficult questions and remove the employees from their zone of comfort and then the leader takes responsibility for managing the distress that ensues."
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Balanced Scorecard Analysis, 2008.
A research paper that looks at how the balanced scorecard approach to management can benefit companies.
12,723 words (approx. 50.9 pages), 29 sources, APA, AU$ 390.95
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Abstract
This paper discusses one of the more popular performance management tools that has emerged, known as the balanced scorecard, and notes that, when properly administered, the balanced scorecard approach provides a company's leadership with the information they need to remain competitive and identify opportunities for improvement. The paper notes also that to date, the vast majority of studies of how the balanced scorecard has been used successfully have focused on larger companies. The paper develops the relevant background required to make some informed decisions concerning what type of performance metrics would be useful for smaller companies, with a tire trader in Qatar representing the primary focus. The relevant peer-reviewed, scholarly and organizational literature and case studies are provided by the paper for conclusions and recommendations.
Outline:
Introduction
Objective of the Dissertation
Literature Review
Theoretical Orientation
Research Methodology
Analysis and Presentation of Researched Results
Conclusion and Recommendation
From the Paper
"The research also showed that a growing number of larger companies, public sector organizations and municipalities are using the balanced scorecard approach because of the flexibility it provides managers in a highly dynamic and competitive environment. While every organization and setting are unique, of course, it is reasonable to conclude that even small- to medium-sized enterprises such as Doha Tire Trading can stand to benefit from the development and careful administration of a balanced scorecard approach as well."
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Strategic Planning in Healthcare, 2008.
An analysis of the article "Relationships Between Organizational Characteristics and Strategic Planning Processes in Nonprofit Organizations," by William F. Crittenden and Victoria L. Crittenden.
967 words (approx. 3.9 pages), 1 source, APA, AU$ 55.95
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Abstract
This paper discusses William F. Crittenden and Victoria L. Crittenden's article about the factors that most influence the strategic planning process in nonprofit organizations. The writer explains some of the key findings of their research: for example, the larger the organization, the more manual the process, and nonprofits that are external in focus tend to more precisely organize their strategic planning process. The writer also presents important inferences from the research findings, and concludes by emphasizing the need for nonprofits to have an external focus, to select strategic objectives that can generate high levels of ownership internally, and to circulate the strategic plan for comments and approval, in order to accomplish their strategic objectives and mission as an organization.
Outline:
Introduction
Internal versus External Focus: Expressive versus Instrumental Organizations
Assessing Strategic Planning in Nonprofit Organizations
From the Paper
"The ability of any organization to effectively monitor and interpret events in their external environment has a direct influence on their ability to plan effectively in both the short- and long-term. In the case of nonprofit organizations' propensity to scan the external environment, Crittenden & Crittenden (2000) define the myopic, inwardly focused organization as expressive, and the outward-focused, instrumental. A key finding of their research states that nonprofits that are external in focus tend to more precisely organize their strategic planning process, and also engender a higher level of ownership for the strategic plan itself between boards of directors, staff, key donors, volunteers and members by circulating the plan internally for review."
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