| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "LEADERSHIP PRACTICES INVENTORY": |
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?Leadership Practices Inventory? (LPI), 2004.
This paper interprets the results of hypothetical scores on Kouzes and Posner?s ?Leadership Practices Inventory? (LPI).
2,465 words (approx. 9.9 pages), 1 source, MLA, AU$ 97.95
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Abstract
This paper explains that the ?Leadership Practices Inventory?, an instrument that would help determine leadership practices and capabilities, is based on Kouzes and Posner?s ?The Five Practices?. The author points out that being a good leader starts with two things, being able to provide a vision for your subordinates and making sure that this vision is shared by all your subordinates, which means that they will be able to work together to make that vision possible. The paper relates the author noticed a reticence by the test taker to go for the extreme answers, which means that the individual stayed away from the 'almost never' or 'rarely' statements and from the 'very frequently' and 'almost always' ones, sticking with average answers; this tendency may have influenced his results. Charts
Table of Contents
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Conclusions
From the Paper
"Let?s first analyze the three statements for which you have scored a 10. First of all, you almost always ?follow through on promises and commitments?. As a leader, this means that your subordinates will always count on your word and will trust you with it. If we have the example of military leaders, when trusting the general was usually equivalent with the differences between life and death, we may have an idea about the importance of trusting that what your team or group leader is saying will prove right. In an organization, where the team leader is often the connection between team members and top management, following through on promises and commitments means that you trust your leader to represent you before the top management team and you trust him or her to take decisions for you there. Further more, you trust that these will be the ones you yourself would have taken."
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A Leadership Practices Inventory (LPI) Assessment, 2007.
This paper is a case study of the use of an individual's Leadership Practices Inventory (LPI) assessment to create this person's developmental strategies.
1,165 words (approx. 4.7 pages), 1 source, MLA, AU$ 52.95
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Abstract
This paper explains that, according to the results of the leadership qualities portion of the Leadership Practices Inventory (LPI) assessment, this individual possesses fairly strong interactive people skills in that he is able to involve the people around him in the organization; however he does require development in several categories. The author points out that, within the team development dimension of the LPI wherein co-workers, colleagues and employees are enabled to succeed in a team environment, the subject performs sub-par relative to where contemporary management needs to be in order to meet their productive obligations. The paper states that the focus of his personal development plan is to open up the channels of communication, which are requisite to the establishment of team member trust.
Table of Contents:
Personal Leadership
Team Development
Gap Analysis
Personal Development Plan
Skills for Development
Strategies
From the Paper
"The percentile ranking chart clearly indicates that the greatest gaps rest in the dimension of creating a challenging work environment that ultimately would prove more gratifying to the employee and team as a whole and in the encouragement dimension where the employees and team members sense a clear lack of feedback and motivation. These two components go hand in hand and must be addressed simultaneously in the personal development plan. The personal development plan must introduce the subject to motivational paradigms which create a challenging work environment while not creating barriers between the employee and management."
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A Leadership Practices Inventory (LPI), 2009.
Presents the author's reflections on his own personal Kouzes-Posner leadership practices inventory (LPI).
1,930 words (approx. 7.7 pages), 2 sources, APA, AU$ 79.95
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Abstract
This paper relates that the writer's Kouzes-Posner leadership practices inventory (LPI) feedback report revealed that his ability to keep his commitments was rated as one of his greatest personal strengths by his supervisors; however, he needs to work on his listening skills. The writer points out that the LPI allowed him to compare the different responses of the various people reporting on his performance on various leadership attributes. The paper then presents the writer's leadership map to develop his leadership ability especially in the areas of English communication skills, listening better and the impression he gives when working on a team.
Table of Contents:
Leadership Strengths Not Sufficiently Recognized In Myself
Leadership Strengths Not Sufficiently Developed
Connection between the LPI Data and Other Leadership Concepts
What I Learned about Research from this Assignment
Leadership Map
From the Paper
"Through improving my listening and communication skills I hope to convey to others that I appreciate their commitment and ideas. Although I do appreciate the commitment of others to a project, it seems that this sense of appreciation is not always registered by other team members or my own superiors, and obviously communicating appreciation is just as important as feeling it, when demonstrating leaderships skills. Good communication skills are essential for me to engage in the form of leadership known as "inspiring".
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Kouzes-Posner Model of Leadership, 2009.
A critical analysis of the usefulness of James Kouzes and Barry Posner's leadership exam, the leadership practices inventory (LPI).
839 words (approx. 3.4 pages), 2 sources, APA, AU$ 38.95
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Abstract
The paper looks at the conclusions drawn from Kouzes and Posner's data from their leadership exam and argues that the authors' process of data accumulation does not fully match their leadership practices inventory (LPI). The paper also contends that the insight offered by this model is fairly minimal. The paper suggests that the real value of the LPI may be that it focuses the exam taker's mind on what leadership means, but then points out that the test is no replacement for a more specific case study of leadership.
From the Paper
"The Kouzes-Posner Model of Leadership is an attempt by the researchers James M. Kouzes and Barry Z. Posner to quantify leadership according to a reliable survey instrument. To create their exam, later named the Leadership Practices Inventory (LPI) they decided to ask 'ordinary' people in enterprises, rather than industry leaders, thirty-eight open-ended questions about what these individuals considered stellar leadership experiences. The questions included: "Who initiated the project? How were you prepared for this experience? What special techniques and strategies did you use to get other people involved in the project? What did you learn about leadership from this experience?" ("About LPI--The methodology," 2002, LPI Online)."
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Best Practices in Information Management, 2006.
This paper defines the best practices for delivering quality, speed and flexibility in information management and applies these practices for use by the military.
2,770 words (approx. 11.1 pages), 13 sources, APA, AU$ 107.95
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Abstract
This paper defines best practices as the optimal level of performance for any given organization taking into account the factors of organizational structure, business and operational processes and the strategies for fulfilling organizational objectives. The author evaluates six best practices, reviews six companies using them and identifies the strengths and weaknesses of each practice. The paper relates that, because of its need for quick and correct information, the military organization needs to improve its existing processes based on the lessons learned from best practice benchmarks. Much of this paper is presented in tables and bullet point format.
Table of Contents:
Introduction
Best Practices in Quality, Speed, and Flexibility
Organizations Using These Best Practices
Order-to-Cash Fulfillment Cycle
Supply Chain Synchronization
Standardization of Customer Service Processes
Greater Inventory Visibility
Collapsing Order Cycle Times Through Outsourcing
Assessing Strengths and Weaknesses of Each Best Practice
Evaluating Military Organizations on Best Practices Performance
Best Practices in Managing Information as an Asset
Organizations Using These Best Practices
Re-Orienting Content Management Systems from Being Isolated or Siloed to Being a Corporate-Wide Resource
Supporting Customers More Responsively through Integration of Content Management Systems
Integrating Both Unstructured and Structured Content to Gain Greater Insights
Creating a Center of Excellence for Managing the Many Integration Points and Defining Process Interaction Points
Organizing Information from both Structured and Unstructured Data for Compliance
Redefining Personal Productivity, Knowledge Management and Workflows Applications, Tools and Techniques
Assessing Strengths and Weaknesses of Each Best Practice
Evaluating Military Organizations on Best Practices Performance
Conclusion
From the Paper
"Redefining personal productivity, knowledge management and workflow applications, tools, and techniques, bringing information closer to the knowledge workers is an evolving best practice, according to Murphy, McNeill, and Davis. Microsoft and SAP are working to capitalize on this trend by integrating the R.3 ERP system from SAP with Microsoft's Office products. This is a product strategy aimed entirely at making knowledge workers more effective at their work."
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Inventory Control Systems, 2005.
This paper discusses inventory control systems as they relate to the overall production for a company.
990 words (approx. 4.0 pages), 3 sources, MLA, AU$ 46.95
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Abstract
This paper explains that the four factors of production are land, labor, capital, and enterprise. The author points out that the Periodic Inventory System is a physical count inventory, usually made at the end of the accounting period, which does not maintain a detailed record of the actual inventory kept during the accounting period. The paper stresses that persons in charge of controlling the inventories in a business must follow certain steps and perform an accurate inventory control in order to avoid high costs due to overstocking matters.
Table of Contents
Introduction
Production Factors
What Is Inventory
Cost Associated with High Inventories
Inventory Systems
Periodic Inventory System
Perpetual Inventory System
Conclusion
Graph
From the Paper
"Inventory is the value of a firm's current assets that are shown on the balance sheet, generally at cost. Inventory or merchandise inventory is generally applied to goods or materials available on hand that are held by a merchandising firm, either wholesale or retail. It includes raw materials, work in progress, and finished goods that are ready for sale, but has not been sold yet."
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Inventory Management, 2009.
A discussion on inventory management and how it can help a business succeed.
1,652 words (approx. 6.6 pages), 6 sources, APA, AU$ 69.95
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Abstract
This paper discusses the importance of inventory management in a company and explains the cost of inventory such as storage, insurance and taxes. The author explains the importance of understanding these costs and successful inventory management in order not to incur losses. The paper lists several methods of inventory control such as purchasing plans, and controlling the inventory on order and the inventory in stock. In closing, the paper stresses that successful inventory management involves a manager's ability to balance, and that this is only achievable with a manager who is well educated in inventory management.
From the Paper
"Inventory has to do with stock in a company or business of anything that is necessary to produce products for that company or business. The inventory represents a great amount of the investment of the business and needs to be managed well in order to maximize the company's profits. In today's competitive environment, companies cannot afford to lose a sale or a loyal customer due to the unavailability of merchandise. Inventory needs to be controlled or else it can become unreliable, inefficient, and costly."
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Just-In-Time Inventory Management, 1995.
This paper discusses Just-In-Time (JIT) inventory management: Definition, compared to traditional inventory control, implementation, objectives, quality and costs and benefits.
2,700 words (approx. 10.8 pages), 9 sources, AU$ 123.95
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From the Paper
"Costs associated with inventory make up one of the most critical cost areas within an organization. Whether the company manufactures goods or sells finished products, inventory carrying costs and their component parts can represent a significant portion of the company's cost structure. In addition, having the wrong amount of inventory on hand can result in severe difficulties. Having too much inventory on hand means that extra warehouse space is needed in addition to the costs associated with the inventory itself. In a manufacturing environment, having too little inventory for input goods means that production slows down, or is even halted. In both manufacturing and retail environments, not having enough inventory on hand to meet consumer demand results in lost sales, and lower revenue than would otherwise be realize ... "
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Inventory Management, 2002.
A study into what makes for successful inventory management in a business.
1,640 words (approx. 6.6 pages), 12 sources, MLA, AU$ 69.95
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Abstract
The paper defines inventory as all goods and materials used in production and distribution including raw materials, component parts, sub-assemblies, finished goods, and the various products and supplies required in the production and distribution process. The author of the paper shows that Inventory can be a liability as well as an asset: excessive, finished (goods) inventory requires larger warehouses and that many times this is the first indication of bad decisions in the production and process stages. The paper shows that improving product-availability and reducing overall working capital investments, without jeopardizing the company performance is a tightrope that most inventory managers have to walk. The paper uses Toyota car manufacturers as an example of successful inventory management.
From the Paper
"Inventory personnel have to constantly track market conditions and price trends. Software has to be designed to input these trends to determine the inventory requirements and the Economic Order Quantity (EOQ) (Business Open Learning Archive, online). The inventory manager has also to be in constant contact with the production and the sales department, in order to ensure that stock outs at the sales end do not occur as a result of material shortage at the production end. Computerized systems have helped simplify the purchasing system and have help improve the efficiency of data recording."
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Just-In-Time Inventory Systems, 2008.
An analysis of the benefits and implications of implementation of the just-in-time (JIT) inventory systems for businesses.
1,056 words (approx. 4.2 pages), 5 sources, APA, AU$ 48.95
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Abstract
This paper discusses the philosophy behind and the implementation of the just-in-time (JIT) inventory systems for businesses. It looks briefly at the aims and the benefits of the JIT inventory system, particularly in reference to its ability to improve quality. Finally, the paper discusses the implication of the JIT inventory system, particularly in relation to global operations management.
From the Paper
"Therefore, JIT has a series of important positive implications, as it also reduces waste, costs, and time. But this method also has negative implications in certain unusual situations. These negative implications occur not because of JIT method itself, but because of other factors, independent from JIT, the company in cause, or the product that is being manufactured or distributed. These negative implications may emerge due to external factors that cannot be influenced by the company, no matter what strategies it may follow."
"Chrysler had to go through such a situation, when because of the September 11 events, the company's transportation system and the later distribution process was turned upside down. Such situations cannot be anticipated, and therefore, there is no possibility to prevent them from emerging and from negatively affecting the company."
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Best Practices Manual for Supervisors, 2007.
This paper provides a supervisors' manual for best business practices to follow in any work environment.
3,725 words (approx. 14.9 pages), 3 sources, APA, AU$ 132.95
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Abstract
In this paper, the writer presents a manual written as a final project for a management class. The writer notes that the "best practices" manual is appropriate for supervisors to use in basically any work environment. The writer discusses orientation, training, productivity, motivation, performance, conflict and employee relations. In this work, the writer stresses the importance of good communication. The writer concludes that good lines of communication between the supervisor and employees can eliminate many potential workplace problems. Further, the writer notes that establishing and maintaining these lines of communication should be an important part of the supervisors' focuses.
Outline:
Demonstrating Communication Skills
Verbal Communication
Written Communication
Determining Effective Orientation and Training Methods
Orientation Methods
Training Methods
Improving Productivity for Teams
Cost and Inventory Control
Motivating Employees
Conducting Performance Appraisals
The Benefits of Performance Appraisals
Resolving Conflict
The Effects of Conflict
Internal and External Conflict Management
Improving Employee Relations
Communication
From the Paper
"A supervisor must institute a fair and adequate cost reduction program in order to realize the required results. When costs in specific areas are over budget, a supervisor must investigate the cause of the cost overages and determine how to effectively bring these costs down. After these areas are identified, ideas must be generated to reduce these costs and these ideas must be implemented and followed up on. A way to determine or measure the actual savings is to compare previous months or years costs to present day and the budget. Cost reduction programs require constant monitoring and revision in order to remain effective. As companies grow, costs change and without consistent monitoring a company can miss an area in which costs are increasing without a comparable rise in productivity levels."
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Inventory Management, 2002.
This paper examines a type of inventory management, just-in-time (JIT).
3,037 words (approx. 12.1 pages), 4 sources, MLA, AU$ 116.95
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Abstract
The paper looks closely at issues surrounding inventory management and examines the costs and benefits associated with this type of inventory control. The writer then makes a strong claim that the company JIT can be the most cost-efficient and highly effective way for a company to accomplish the complicated task of inventory management, though the use of the ever-growing electronic commerce.
From the Paper
"Reduction of inventories is the main reason that companies have sought alternative inventory management methods. The use of smaller batches leads to the need for less inventory at any particular point in the production process. Cash flow is improved due to less capital investment in inventory. Less inventory on hand leads to savings in other areas as well, such as smaller space requirements, decreased materials handling costs, decreased record keeping costs, decreased insurance and tax obligations, and less scrap and obsolescence (Larson, 1998, p. 44)."
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The Modern Inventory Control Process, 2002.
Examines what constitutes a contemporary inventory control process in the industrial world.
3,122 words (approx. 12.5 pages), 11 sources, MLA, AU$ 117.95
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Abstract
Specialization, standardization, and centralization characterize the present industrial paradigm. These situations also exist alongside other changes such as downsizing, organizational restructuring and budget cuts. Despite the upheaval and uncertainty that these situations bring, they force an organization to sit back and reevaluate the significance of the ramifications of the culture, customs and regulations, i.e., it forces the company to change. The paper shows that with markets getting smaller and more interlinked, many companies choose to acquire companies that they feel will help them expand and/or help gain capital for future expansion. This strategy ensures that these companies have a larger market bargaining power and clientele for their products. The paper shows, however, that many of these organizations are fighting a losing battle with their inventory, work in progress and raw material supplies. The paper also looks at the future of inventory management.
From the Paper
"Plant operations get more complicated by issues such as manufacturing and operational lead times, replenishment cycles, unexpected surges in demand of a product, safety stock requirements for critical part, review frequency and the failure of establishing realistic target service levels. James D. Tarr, in the article ?Seven Ways To Reduce Your Inventory,? discusses some general operating practices that can be followed by all managers and companies to help keep inventory cost down (Tarr, 2001). He advocates that accurate data information is required and screening out erratic and unreliable vendors is also important for implementing a good inventory program. An important reality check should also be made with regards to realistic sales rather that on the inflated projections made by the sales department."
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Inventory Control at 7-Eleven, 2003.
This paper is a research proposal to upgrade existing inventory control technology at 7-Eleven Florida Division by improving employee training.
3,510 words (approx. 14.0 pages), 6 sources, APA, AU$ 127.95
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Abstract
This paper a research proposal for a study is to evaluate methods of improving inventory shortage at 7-Eleven. The author believes that the most effective and cost efficient manner of improving inventory shortage at 7-Eleven is to revise the current training program. This paper presents the method for collecting and analyzing data through out the project.
Table of Contents
Introduction
Problem Statement
Purpose
Description of Community
Description of Work Setting
Research Team?s Role
Study of the Problem
Problem Description
Problem Documentation
Literature Review
Causative Analysis
Expected Outcomes
Goals and Expectations
Expected Outcomes
Measurement of Outcomes
Analysis of Survey Results
Solution Strategy
Statement of Problem
Discussion
Selected Solutions
Project Timeline
Summary of Recommendations
Conclusions
Recommendations
Evaluation
Appendices Figures Tables
From the Paper
"Data will be recorded and analyzed during the implementation stages of this research project. The research team will analyze the data using statistical analysis. This analysis will determine what method is best in reducing inventory shortage at 7-Eleven. Modifications and changes will be made along the way as needed. The research team will record and log all data in a journal and make necessary changes. The team will also monitor the pilot stores and record what effect the revised training program is having on inventory loss. This data will be gathered, analyzed, and presented in graphs and charts to the Market Manager, and Division Vice President. The proof of this plans success will be in the reduction of not only inventory shortage, but also decreased labor dollars, and an overall reduction in turnover. This training program will be a great success."
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Vendor Managed Inventory, 2008.
An analysis of the growth of vendor managed inventory (VMI) within organizations.
1,045 words (approx. 4.2 pages), 0 sources, MLA, AU$ 47.95
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Abstract
This paper discusses whether vendor managed inventory (VMI) is a stop-gap measure or is a permanent strategy on the part of suppliers, supply chain intermediaries and customers. It discusses the factors that have enabled the growth of VMI, particularly with regards to globalization trends. The paper also looks briefly at how to streamline and increase the level of visibility throughout supply chains.
Table of Contents:
Summary
Automating the Vendor Managed Inventory (VMI) Process
Conclusion
From the Paper
"In addressing the question of whether Vendor Managed Inventory (VMI) is a stop-gap measure or is a permanent strategy on the part of suppliers, supply chain intermediaries and customers, it's critical to look beyond the cyclicality and recessionary conditions that were in effect when Scouras (1) wrote his article on VMI performance. Since 2002 when the article was written, VMI has become a mainstay of supply chain visibility, performance, and become integral to the development of distributed order management systems globally. The rapid globalization of supply chains and with it, the growth of multi-site manufacturing, sourcing, supply chain, and services locations globally all have been enabling factors of the growth of VMI. In response to these globalization trends there is also a major focus on how to streamline and increase the level of visibility throughout supply chains as well."
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Vendor Managed Inventory, 2002.
Examining the benefits and problems encountered when attempting to change the nature of supply change management to a vendor managed inventory.
3,748 words (approx. 15.0 pages), 7 sources, MLA, AU$ 134.95
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Abstract
This paper begins by defining supply chain and operations managements as an essential component to the smooth running of any operation or business. It then looks at the changing nature of supply chain management and how the practice is to move to Vendor Managed Inventory (VMI) method. VMI refers to a relatively new supply chain management method in which consuming party or buyer?s inventory is maintained and monitored by the supplier. It explains how VMI works and its benefits for suppliers and buyers. The paper concludes by analyzing the implementation challenges of VMI.
From the Paper
"Supply chain management is a major concerned of all large and small firms in today?s highly unpredictable business environment. While the buyers or distributors are worried about timely deliveries of products and efficiency of products, manufacturers are more concerned about how their customers judge demand and place orders. This is because unpredictable changes in demand can force the customers to place orders for products whose production level has not yet been increased. For this reason, supply chain management has become a major issue."
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