| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "MANAGEMENT RELATIONS": |
|
|
Labor Management Relations, 2008.
A discussion on the methods of improving productivity and relationships between labor unions, employer and employee.
2,038 words (approx. 8.2 pages), 11 sources, APA, AU$ 68.95
»
Click here to show/hide summary
Abstract
The paper presents an in-depth narrative on the importance of efficient labor cost management and highlights the effects that labor unions have on a business organization. In particular, the paper discusses the fact that unions and lean production programs are there to ensure correct planning of the methods employed to increase efficiency and productivity. The paper also relates that, if these factors are implemented, employers can introduce ideal levels of communication and receive co-operation and assistance from employees.
Outline:
Introduction
Common goals
Common challenges
Common realities
Strategic options and approaches
Conclusions
From the Paper
"Sound directives from management lead to responsiveness to company culture and inspire loyalty to the company. When workers feel secure, properly represented and involved in the company, the desire for collective action is not as significant (Dong-One and Voos, 1997). Sound leadership and motivation is able to guide the members of the organization towards the accomplishment of the major goal which is profits, efficiency and effectivity of the company.
"To achieve these, one has to be able to manage labor relations well. So, if workers turn to union organization as a means of communication and solving their concerns, considering the decline in unionization by workers, it may very well mean indeed that leadership and motivation strategies that are being implemented is not effective or enough to develop optimum labor relations."
| |
|
Human Relations Management, 2004.
This paper discusses the way various companies have solved current human relations management problems in the area of health care, information technology, and management systems.
2,600 words (approx. 10.4 pages), 9 sources, APA, AU$ 83.95
»
Click here to show/hide summary
Abstract
This paper explains that some companies have begun experimenting with a labor/management partnership as a response to inevitable and rising costs of health care, which appears to be an effective model. The author points out that the experiences of companies, such as Hershey, Whirlpool, Starbucks, and Bang & Olufsen, provide important examples of the problem of introducing new information technology and its role in industry, especially in the area of human resources. The paper relates that the World Bank developed a Performance Advisory Service (PAS) model for dealings with problem workers, such as chronically poor performers, which does away with the hard-line approach of simply firing, demoting, or transferring the dysfunctional employee.
From the Paper
"Leadership failures occur most frequently because of ineptness, the inability to catch up with development requirements or simply because of a wrong diagnosis or handling of problems (Heisler 1989). Newer and more unprecedented changes and forces keep coming and, in many cases, they do not get addressed adequately because of a company's adherence to old ways. Managers and leaders get accustomed to old laws of doing things and, with the ingress of new developments, old programs prove ineffective, cash-draining and result in employee restiveness. There is urgent need to change the American business culture from a fast-buck and short-change format to a long-term and employee-oriented action as the only way to build or remain competitive. And there is greater need to adopt a system or a new vision in making a correct diagnosis and implementing correct responses to new problems within or affecting the human resources department.
Foremost among these new problems and issues are on health care, information technology and the management system."
| |
|
Public Relations and Marketing Management, 2007.
A discussion of the role of public relations in global marketing management and strategies.
6,195 words (approx. 24.8 pages), 38 sources, APA, AU$ 155.95
»
Click here to show/hide summary
Abstract
This paper gives an in-depth analysis of the role of public relations for today's global companies, with particular focus on marketing and management strategies. The paper includes a literature review which helps define a best practices model for this field. Several other models of public relations are taken from current research in emerging global companies. The importance of the Internet is described as a public relations tool, with applicable sites listed.
Outline:
Introduction
Emergence of Public Relations Maturity Model
Model of Market-Driven Organization, Synchronized Across Functions
Figure 1: Public Relations as being Demand Driven
Figure 2: Public Relations Maturity Model
Literature Review
Figure 3: Sales-force.com PR Manager Dashboard Interface
Turning the Position of Trusted Advisor into a Competitive Advantage
Completing Market Segmentation Based on Trust
Values-Based Segmentation Strategies and Pricing
Organizational and Customer Value Alignment and Relationships
ROI Analysis Literature Review
Nordstrom's Case Study: How Public Relation's Stressing Value Impacts Company Culture
Areas of Future Research
Bibliography or Works Cited
From the Paper
"The second critical success factor emerging from the research completed is the challenge of continually defining value both from a product and services perspective across multiple geographies. Respondent scores reflect a global focus of retaining credibility through stressing value-based selling over features, functions, benefits and other product-centric messaging including price. This second critical success factor centers on positioning and messaging with high credibility to support the trusted advisor role. Researchers mention that this approach to building credibility both supports the trusted advisor role and gets their companies away from selling only product features, which in many industries makes the selling process even more difficult. This second critical success criteria reflects the impact of market-driven organizations on product strategies. It is evident from the market-driven organizations in the sampling base there is a much stronger triad link between marketing, public relations, analyst relations, and investor relations. Imagining an overlapping Venn diagram of these items a best practices model emerges for messaging synchronization across a global enterprise."
| |
|
Labour Relations and Management, 2005.
A discussion regarding labour relations in Canada, focusing specifically on the cases of Navistar and Western Customer Management Inc.
1,350 words (approx. 5.4 pages), 3 sources, AU$ 56.95
»
Click here to show/hide summary
Abstract
This paper discusses two cases of labour relations and management issues in Canada, namely the Navistar case in Ontario and the Western Customer Management Inc. case in British Columbia. The paper briefly discusses the legal ramifications of the use of scabs and Ontario's decision in 1995 to lift the anti-scab legislation, which led to the injury of six Navistar employees during a strike.
From the Paper
"Why is Western management denying us access to free democratic vote? When it comes to union organization, it is illegal for employers to interfere and prohibit the creation of unions. In Canada, it is against the law for employers to use intimidation tactics and harassment in an effort to discourage employees from joining a union. Organizations are prohibited from discriminating and demoting workers based on their union membership. Under federal and provincial labour laws, employers are permitted to express their opinions so long as they do not commit illegal labour practices ("Your Rights", 2005, para. 4). "
| |
|
Human Resources Management (HRM) and Industrial Relations, 2002.
Examines the idea that human resources management solves the problems created by industrial relations.
2,813 words (approx. 11.3 pages), 19 sources, APA, AU$ 89.95
»
Click here to show/hide summary
Abstract
This paper examines some of the activities of HR management with respect to problems created in the workplace by industrial relations, such as unionization and affirmative action. A broad definition of "industrial relationships" reflecting various issues such as the impact of new technologies and the HR response, training of workers and response to such programs as affirmative action are covered in this paper.
From the Paper
"Ralph King (1988) commented that affirmative action has shifted some of the key roles and functions of human resources managers, who now play some of the roles once held by unions, and disputes over fairness are turning into costly court battles. As a direct result, the amount spent on HR management has tripled over the last decade, to $750 per employee each year, for a representative selection of 700 U.S. corporations polled by the Bureau of National Affairs. The emphasis on fairness has forced management to develop standards for hiring and promoting as well as evaluating employees that are viewed by many HR managers as too constraining."
| |
|
Management and Operations Management Theory, 2006.
A look at the four functions of management and the operations management theory.
1,147 words (approx. 4.6 pages), 3 sources, MLA, AU$ 42.95
»
Click here to show/hide summary
Abstract
The functions of management and operations management go hand in hand. This paper defines the four functions of management - planning, organizing, leading (motivating) and controlling, together with the operations management theory. It then provides an analysis of how the functions of management affect the operations management.
Outline
Abstract
The Four Functions of Management
Operations Management Theory
Impact of Management Function on Operations Management
Conclusion
From the Paper
"As the goal of organizing is to produce better results, similarly leading or motivating is necessary for an organization to extract maximum performance out of the workers. With appealing incentives, workers would work honestly and put in their best. This in turn would save the company time and there would be a complete control of the managerial department over things like production control and quality control. When an employee is rewarded for work hard done, then it is only natural that they would put in the most effort. An employee would by nature be well-organized thus bringing the load off the managerial department as far as quality control is concerned. It would also give a higher rate of production and an organization can comply with increasing demands."
| |
|
Care Management and Case Management, 2008.
This paper discusses current challenges in the healthcare system and offers case management and care management as a path to the solution.
1,123 words (approx. 4.5 pages), 8 sources, APA, AU$ 41.95
»
Click here to show/hide summary
Abstract
This essay states that the greatest challenges in the healthcare system currently consist of controlling costs, improving clinical outcomes, and ensuring quality care. Barriers to those goals include the nursing shortage, a rapidly aging population, competition, and reduced government reimbursement. This article addresses the most problematic issues in healthcare today but offers direction for their solutions rather than facile solutions. The paper goes on to claim that the overwhelming question for the current healthcare system presently concerns how to improve quality while reducing costs. Case management and care management are two valuable strategies which can control costs while improving clinical outcomes and ensuring quality care.
Outline:
Introduction
Rationale
Case Management vs. Care Management
Attempts for Quality
Journal Selected for Submission
From the Paper
"The current nursing shortage appears to be intractable. Recent government downsizing and cutbacks have been followed by reduced funding for the healthcare system that is about to be overwhelmed by the baby boom generation. Never have there been so many obstacles to cost-effective, quality care. Two choices are available: case management and care management, with the latter actually being the common alternative. High-risk patients need individual case management but the vast majority of patients require some form of care management (Doyle et al., 2003). Care management is evidence-based practice since such practice is an essential element in clinical pathways and protocols. Even though standard pathways are used, stringent pathways are being eliminated since evidence-based protocols and guidelines are becoming the norm."
| |
|
Strategic Management: Philosophy or Management Technique?, 2002.
Discussion of what the term "strategic management" has meant in the past and what it means today, and how significant strategic management is in a global economy.
1,150 words (approx. 4.6 pages), 7 sources, AU$ 47.95
»
Click here to show/hide summary
Abstract
Not too long ago, strategic management was a term that applied to a company's short- and long-term planning goals. Such planning was generally done by senior-level officers or their designated experts in the company. Today, with the global economy growing every day, strategic management has taken on a new meaning, making it both a management technique and a philosophy.
| |
|
Management Theory, Management Practice, 2004.
An overview of management theory and practice and the implications for implementation in international business today.
2,569 words (approx. 10.3 pages), 4 sources, MLA, AU$ 82.95
»
Click here to show/hide summary
Abstract
This paper provides an overview of contemporary management theory, with a stress upon how such theories can be used to cope with the stresses of an increasingly multi-cultural, multi-ethnic, and complex global business environment.
Outline
Abstract
International and Comparative Management
Environmental Political, Cultural and Economic Differences, Globalization
Organizing and Staffing in a Global Context
Leadership in a Global Context
Control in a Global Context
From the Paper
"Management is not a science. Rather, management is a dynamic process that involves the interaction between the manager in question and the environment he or she is located in. This 'environment' includes the manager's employees. A manager must be continually aware of shifts and changes, not simply in his or her own national branch of the business he or she works for, but the state of that business as the organization exists in different forms and in different areas around the globe. As cited in Patrick Boylan's article upon the history of management as a theoretical discipline, Rosemary Stewart has noted that there have been, historically, four academic approaches to studying management."
| |
|
Risk Management in Project Management, 2005.
Examines the benefits of risk management in business.
920 words (approx. 3.7 pages), 3 sources, APA, AU$ 33.95
»
Click here to show/hide summary
Abstract
This paper discusses whether it is worth expending the time and money to build strategies for dealing with unforeseen risk into a management plan and how risk mitigation can be incorporated into the project planning process. It looks at how formal risk monitoring can save a project when end users fail to engage.
From the Paper
a
| |
|
Business Management: What Makes a Good Manager?, 2002.
An overview of the qualities that make a good manager.
1,150 words (approx. 4.6 pages), 3 sources, AU$ 47.95
»
Click here to show/hide summary
Abstract
This paper will discuss the role of a manager and what makes a good one. By revealing, through as many sources as possible, the strategic elements into making a good manager, we can see how research into the field can improve one's abilities. By taking example of good management and how that applies in the place being managed, a better perspective on weaknesses and strengths can devised to create good management.
| |
|
Cultural Management - Culture Cannot Be Managed, 2008.
The paper discusses the question of if and how culture can be managed in a business environment.
1,928 words (approx. 7.7 pages), 5 sources, APA, AU$ 65.95
»
Click here to show/hide summary
Abstract
In this paper, the validity of the belief that in a business setting culture cannot be managed is critically analyzed and arguments are made both for and against the statement. The paper also presents examples that suggest that organizational culture does play a very important role in the success of the organization. However, these same examples also serve to reinforce a contention about the inability of corporate culture or management to undergo change.
From the Paper
"It must be acknowledged that the assertion - "Culture cannot be managed" - would likely meet with some degree of skepticism from organizational management students as well as corporate professionals. However, it may be argued that there is some validity to the perspective on the relationship between management and organizational culture that is manifest in this assertion. Consider, for example, the case of software giant J.D. Edwards. The corporation's CEO and chairman, C. Edward McVaney, contends that the success of a business often has very little to do with its management and senior executives who - as is commonplace in corporate culture - often come and go with minimal impact upon the organization itself. It is McVaney's view that the success of an organization is based upon its culture, which is usually invulnerable to change by management or business leaders. In McVaney's words: "95% of the time, the leaders and management of a business do not lead and manage that business" (Jesitus 16)."
| |
|
Japanese Management, 1988.
Compares Japanese to American management. Discusses historical & cultural background, business-government relations, computers, competition, money, work ethics and employee-management relations.
3,375 words (approx. 13.5 pages), 5 sources, AU$ 127.95
»
Click here to show/hide summary
From the Paper
" The purpose of this research is to examine the Japanese management system to see what makes it work and to compare their concepts with those of the United States.
Since World War II, Japan has discovered or developed an ability to grow, economically, with a speed that is unlikely to be surpassed in the next century. They may at that time have the largest gross national product in the world. Whether or not they will have a major influence on the politics and society of the 21st century remains to be seen.
The growth of Japan's GNP has been followed by the growth in other areas of Japanese life: scientific, technological, cultural, and religious. Therefore, if the Japanese want to exert world-wide influence they may have the power to do so (...)"
| |
|
Management Theories: Value-Based Management, 2006.
A discussion regarding the evolution of management theories, focusing primarily on value based management.
2,025 words (approx. 8.1 pages), 8 sources, AU$ 85.95
»
Click here to show/hide summary
Abstract
This paper outlines why a change management initiative informed by Value Based Management theory is one that stands to benefit a generic retailer interested in improving the fiscal bottom line. The paper briefly discusses what value based management theory is and looks at how the theory allows an organization to isolate value drivers that can determine long term success or failure.
From the Paper
"Management theories are always evolving and new ones are emerging, literally, every day. For example, there are management theories for dealing with different people within an organization, theories for dealing with crisis or with change, and theories dealing with acquisition integration and with organizational entrepreneurialism. In spite of this, a case can be made that value-based management (VBM) is as good a theory as exists for balancing an organization's management needs with "bottom-line" effectiveness. With that in mind, the following paper will explore the implementation of a change management initiative (within a hard goods retail organization) that focuses upon revitalizing the organizational warehouse, delivery and gross margin performance of the corporation using value-based management theory. "
| |
|
Management Communications, Project Management and Quality, 2002.
An evaluation of management communications, project management and quality issues using a case study format.
2,648 words (approx. 10.6 pages), 10 sources, APA, AU$ 84.95
»
Click here to show/hide summary
Abstract
The paper shows that TaxPrep, Inc., a (real) tax preparation service firm, is rapidly losing market share, experiencing negative profits, and is unable to efficiently bring new software products to market. This paper analyzes TaxPrep's problems and presents specific recommendations to solve the software development, organizational, and communications issues. Short-term recommendations include: implementing project management techniques for software development, conducting employee communication sessions, and freezing present compensation. The paper shows that, in the long-term, TaxPrep should implement a management system that meets the Q9001-2000 quality management standard, market new web-based products, and institute performance based compensation.
From the Paper
"In the late 1980's TaxPrep, Incorporated (TaxPrep) found itself quickly losing market share in the service bureau tax preparation business. Profits and sales plummeted during 1990-91 threatening the future of the Company. TaxPrep's survival depends upon its ability to rapidly enter the personal computer (PC) tax software market where consumers are numerous and competitors have a strong lead. The tax preparation industry was in an acquisition frenzy during the mid to late 1980's, as evidenced by the addition of six firms to TaxPreps' portfolio. Due to this period of rapid change and because PC developers are using new programming technology ("C" programming language requires less programmers), TaxPrep found itself with surplus personnel. The Company reduced the employee headcount by over 50 percent in the number of sales and support jobs. These large layoffs created anxiety within the surviving employee base, which is further hampering the ZX Development Groups' (a division of TaxPrep) ability to efficiently develop software for the PC market niche."
| |
|
Management Theorists and Public Sector Management, 2002.
Discusses the contribution of management theorists to public sector management.
1,900 words (approx. 7.6 pages), 9 sources, AU$ 75.95
»
Click here to show/hide summary
Abstract
This paper discusses the contribution of management theorists to the public sector management today. That contribution is only partially positive, but is not the fault of the theorists.
|
|
|
