| Papers [1-16] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "PARTICIPATIVE MANAGEMENT": |
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Participative Management, 2004.
Identifies and discusses the ways in which participative management may be utilized for managing a team within a successful brokerage firm.
2,870 words (approx. 11.5 pages), 15 sources, APA, AU$ 102.95
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Abstract
This paper attempts to illustrate the effectiveness and importance of participative management in a brokerage firm. The paper begins with an overview of participative management. Next, on the basis of this overview, a discussion is offered as to how management can utilize skills based on participative management in order to maximize the efficiency of the team. The discussion also covers strategies that can be implemented to incorporate participative management into management's daily routine. Finally, a discussion is provided as to why participative management is so important for the success of the team and the larger organization.
From the Paper
"A number of factors have been identified as influential in helping to insure that positive outcomes occur when participative management is used. Hermel (1990) emphasized that characteristics associated with the organization may either operate to help facilitate or restrain efforts to use participative management. First, the organizational environment must be one that is supportive of efforts to implement the model. Secondly, the culture of the organization must be such that participative management can be blended with strategy to bring about desired outcomes."
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Participative Management, 2005.
A look at an alternative approach to an authoritative management style, known as participative management.
2,494 words (approx. 10.0 pages), 10 sources, APA, AU$ 90.95
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Abstract
This paper discusses participative management style. It explains the philosophy and origins of this style of management and examines why there is a growing interest among organizations and businesses in participative management. The paper defines the advantages of participative management and concludes, based on the author's own experiences, that it is the best way to promote the type of productive management style required for a successful company.
From the Paper
"Today's international world of business is too complex and competitive for an authoritative approach to management. In order to succeed, companies need the support and expertise of its employees. Businesses are being redesigned to be flatter, so that decisions are made by people close to the action. A more loosely created organizational structure can quickly adapt to changing business conditions and current projects. Overall, this belief in employee involvement is called participative management. It has been discussed and implemented for many years by scores of corporations, since empowered employees will feel better about their jobs and be more productive."
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Participative Management, 2007.
A reactive paper on participative management.
1,045 words (approx. 4.2 pages), 1 source, MLA, AU$ 43.95
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Abstract
The writer discusses how he currently works in a busy environment managing 15 other managers. The writer examines his beliefs on management, stating that participative management is vital for realizing goals and encouraging employees to remain motivated and committed to the organization. The paper analyzes readings, which support the role of participative management in team-oriented communities. The writer proposes that through interactive and proactive management, leaders can realize greater profits and less turn over in the organization.
Outline:
Introduction
Analysis of Work Environment
Conclusions/Recommendations
References
From the Paper
"New models of organizational behavior suggest managers can break with old concepts of management and introduce more positive concepts to employees through participative management. By creating a more positive workplace, employees are more likely to excel and report self-motivation on and off the job. Employees are also more likely to view their abilities or self as capable and their work as influential and creative (Kreitner & Kinicki, 2004)."
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Participative Management, 2002.
How participative management is effective in hospitals.
4,900 words (approx. 19.6 pages), 15 sources, AU$ 213.95
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Abstract
This paper is on participative management in hospitals.
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Worker Participation in Company Profit-Sharing and Management, 2002.
Discusses the problems for employers and employees that are associated with worker participation of profit-sharing and management.
2,900 words (approx. 11.6 pages), 15 sources, AU$ 127.95
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Abstract
The tone of this paper will be a mix of formal and first person. An attempt will be made to justify my position by first focusing on how the present scenario stands with regards to such participation, what are the causes that underlie it, and what makes the issue a problematic one for both employers and employees.
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Management By Objectives, 2002.
A literature review of the concept of management by objectives.
1,328 words (approx. 5.3 pages), 13 sources, MLA, AU$ 53.95
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Abstract
This paper looks at management by objectives, a part of the body of participative management theory. It provides a brief history of the theory and shows how developments in participative management techniques have lead to a greater emphasis on a relationships-orientation for managers, as opposed to the more traditional task orientation. It shows how the essence of any form of participative management is that the decision making process is not authoritarian and how management by objectives is primarily, a system of management that is designed to bring about the participation of all, or almost all, of the managers of an organization in the major decision processes of the organization. It also analyzes the advantages and disadvantages associated with group decision-making.
From the Paper
"Brady (1973) said that, within a system of management-by-objectives, there is an explicit attempt to state publicly the basic goals and quantifiable objectives of the organization. Priorities are then established for these goals and objectives, which are used as guides for allocating the organization's resources during the time for which the organizational goals apply. These goals and objectives also give the organization a yardstick against which the success of the year's activities may be measured. Thus, management-by-objectives involves the joint setting of organizational objectives by superior and subordinate, the monitoring of these objectives during the time period for which they are established, and a performance appraisal within the framework of the established objectives (Davis, 1999)."
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Team Management, 2002.
A discussion of how team management and participative decision making can improve company morale and productivity.
6,706 words (approx. 26.8 pages), 10 sources, MLA, AU$ 183.95
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Abstract
This paper examines how the company International Yarns implemented a team program in the mid-1990s, but did so without formally training their employees (who constituted the teams) or the managers (who served as team leaders). It evaluates how the company is now looking for ways to improve the performance of its teams while enthusiasm for the concept continues to be relatively high. It analyzes through a literature review, how teams can increase productivity and improve employee morale, and self-managed teams can be particularly successful in this regard. However, teams pass through various stages of development during which they experience varying levels of productivity. If teams are not able to pass to an advanced stage, mistrust and lack of faith in the team process can result in problems and may even hamper the company's performance.
Outline
Abstract
Introduction
Purpose
Setting of the Problem
Why the Topic is Important
Background Information
Literature Review
Benefits
Why Teamwork Is Effective
Team Design and Organization
Stages of Teamwork Development
Limitations of Literature Review
Option Selection
Alternatives
Applied Design Intervention
Grant Proposal
Alternative Option
Option Selection
Description of the Intervention
Summary of the Problem
Objective One
Objective Two
Description of the Intervention
Evaluation Plan
Summary of Results
Introduction
Objective One
Objective Two
Conclusion and Recommendations
Introduction
Conclusions
Policy Recommendations
Recommendations for Further Research
From the Paper
"A study conducted by the American Society for Training and Development interviewed 230 human resources directors about teamwork results (Montebello and Buzzotta, 1993, p. 59). The survey found that productivity improved in 77 percent of the respondents' companies after a team approach was implemented. Quality improvements due to teamwork were reported in 72 percent of the companies. Waste was reduced in 55 percent of the companies included in the survey. Job satisfaction improved in 65 percent of the companies, and customer satisfaction improved in 57 percent of the companies. Additional benefits cited by those responding to the survey included more efficient production scheduling, improved production goal setting and increased ability of team members to resolve their own disputes. With these types of benefits to be gained by implementing a team approach, companies are increasingly turning to this type of management in today's highly competitive environment."
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Business Management, 2005.
This paper explores the issue of privacy in relation to electronic monitoring and management efficiency.
2,700 words (approx. 10.8 pages), 5 sources, AU$ 127.95
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Abstract
This paper discusses that the goal of this policy is to make supervisors aware of the electronic monitoring rights of the employee. This creates an ethical environment which allows for the better governing rules of the Supreme Court to be brought into the corporate environment, allowing for more open and realistic expectations of employees and their rights under the company policy. The paper explains that this aspect of company policy will bring about a more cooperative environment, with the greater participation in management using electronic monitoring to help produce both quantitative information as well as using the common sense of human beings to manage employees.
From the Paper
"The issue of privacy in the modern workplace has become of paramount importance in containing issues of autonomy for employees in the workplace. The development of security surveillance through electronic monitoring has been a rising problem with morale and integrity in the work environment. The balance between securing information on theft or fraud is also an issue for employers or business owners that seek ways to prevent loss through internal theft. In this manner, the problem of privacy has been a key issue in solving problems of worker privacy through video or digital monitoring of employees in recent times. By understanding the problems revolving around privacy and the right for employers to electronically monitor their employees a balance can be forged, which can allow employers to use discretion when formulating policy."
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Theories on Organizational Management, 2002.
A paper which explores the various theories on organizational management and how they help in times of uncertainty.
1,500 words (approx. 6.0 pages), 8 sources, MLA, AU$ 59.95
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Abstract
The paper shows that the real challenge of organizational behavior and development lies in the opportunity to manage uncertainty, change, conflict, and other complexities of organizational life. It discusses that the manager has a number of tools available to achieve this. This paper will look at some of tools and how they can be used to manage organizational life. It covers: Contingency Approach, Process Theory, Systems Theory, Participative Management and Building Effective Groups.
From the Paper
"One of the most important factors in successfully making changes is having members from key departments cooperating on the changes (Daft 398). The task force best allows this to occur. Employee commitment towards the new activities is also vital to their success. Employee commitment is increased in a task force since employees are more empowered and hence motivated. It is said that while the task force structure can be cumbersome, it is the most effective and creates the changes both effectively and efficiently (Chambers 169).
Flexibility and adaptability are also vital for uncertain times and the team structures provide this flexibility as workers become more multi-skilled. "
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Total Quality Management, 2005.
A critique of the management theory of Total Quality Management (TQM).
2,745 words (approx. 11.0 pages), 12 sources, MLA, AU$ 98.95
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Abstract
Total Quality Management (TQM) has been defined as a structured process for establishing long-range goals at the highest levels of organization and defining the means to be used to reach those goals. This paper identifies the management functions of commitment, leadership, customer focus, total organizational participation, and the constant systematic analysis that are required to ensure that the TQM systems are effective in organizations. It explains that, when used as a strategic business tool to improve productivity of the organization and the quality of the product created, the benefit gained from the implementation is very far-reaching.
From the Paper
"By using TQM in organizations, it has been observed that there is waste reduction in the process, fewer mistakes and improvement of the quality, in addition to improvement in customer satisfaction and consequently improvement in customer relationships. From the purview of a competency based perspective (CBP), TQM encourages companies to learn proactively and develop competencies that span across business activities, thereby making it possible for the company to create unique and new products to launch into the market. The importance of continuous improvement in the quality of the product can help organizations ensure that they will retain their market position and customer loyalty.
Quality Management Systems (QMS), which are an important part of TQM place great emphasis on quality planning (establishing goals, identifying customer needs and developing processes and product features to match these needs); quality control (evaluating actual quality performance and measuring it to the projected performance and striving to minimize the gap if any exists) and quality improvement (establishing an infrastructure to constantly evaluate the product and provide the tools of training, skill improvement and any other capital or equipment resources that might be needed as a result.) QMS works at eliminating chronic waste that might exist within the system and therefore aids significantly in the quality assurance department."
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Performance Management, 2004.
An analysis of performance management in total quality management (TQM) organizations.
2,653 words (approx. 10.6 pages), 11 sources, MLA, AU$ 94.95
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Abstract
This paper contends that general deductions at the procedural or technical level are that TQM organizations are more probable to deal with and evaluate process performance and employ a broader array of measures of performance than non-TQM organizations. The paper claims that novelty and time-related performance, quality, delivery, and customer contentment continue to be the most extensively used performance measures. The paper examines the necessity to combine planned goals, customer needs, process capability, and personal participation that are perceived as essential for successful performance management systems based on Total Quality Management.
From the Paper
"Total quality management - TQM endeavors to produce an organizational culture that promotes constant development in everything by everyone at all times, and necessitates changes in organizational processes, priorities relating to strategies, individual beliefs, attitudes and behaviors. (Pun; Lau, 2003, p. 316) To decide the quality performance on projects, all companies use conventional hard measurements like cost, schedule and safety. Some other soft methods like customer contentment, guidance, employee participation, and cooperation; training, flexibility, awareness, etc are used by the top companies. Most consider the requirement for clear work procedures and the interactive processes of planning, communication, and teamwork among all parties are main aspects in project achievement. (Quality Performance Measurements of the EPC Process: Current Practices)"
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Total Quality Management, 2005.
A discussion on how total quality management can give human resource management a greater strategic role within an organization.
1,575 words (approx. 6.3 pages), 5 sources, AU$ 74.95
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Abstract
The following paper examines total quality management and its salutary effect upon human resources departments. The writer proposes that, because the TQM system places such emphasis upon employee participation and feed-back in the pursuit of collective excellence, those who groom and select employees for various positions assume a guiding role in the directional strategies of the company.
From the Paper
"As the business world has grown progressively more competitive and sophisticated, the need to harness all of a company's latent energies and capabilities has never been more urgent. The following paper will examine how total quality management allows human resource managers to play a more strategic role in the organization. Total quality management (TQM), because of its insistence upon excellence, it compels a holistic approach to business operations that fairly demands the close integration of human resources and corporate decision-making; because of the acute demand for employees who are appropriately socialized and skilled, it also provides perhaps unexpected opportunities for human resources management to influence directional policies. As a result, TQM is one of the reasons why human resources departments are boldly leading major corporations into the new century."
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Labor Management, 2005.
This paper examines the issue of unfair labor practices in business management using the Electromation Case.
2,895 words (approx. 11.6 pages), 12 sources, APA, AU$ 102.95
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Abstract
This paper explains that unfair labor practices happen when management crosses the invisible line with an employee on any issue protected by federal from smoking policies to non-compliance with hiring laws. The author relates that the key-deciding factor of the Electromation Case was the employee groups which emerged as a result of management style promoting total quality management or TQM. The case did not put an end to all employee participation programs but established the criteria against which all EPPs must be judged when an unlawful employer domination charge is filed, limiting what these groups can discuss. The paper concludes that, in today's business world, it can be argued that the American management system holds all the power because most of today's workforce is "at-will" and can be terminated at any time.
Table of Contents
Introduction
Unfair Labor Practices
The Electromation Case
Management Involvement
Conclusion
From the Paper
"Electromation, Inc. is a small company of 200 employees, located in Elkhart, Indiana. The company engages in the manufacture of electrical components and related products. The employees were not represented by a labor organization at the time of legal proceedings. In late 1988 the company concluded it was having financial troubles. In order to cut expenses, the company decided to "alter the existing employee attendance bonus policy and, in lieu of a wage increase for 1989, distributed year-end lump-sum payments based on length of service." After these changes were announced, the company understood the employees were dissatisfied with the arrangement. In January 1989, the company received a signed petition from 68 employees that covered their displeasure over the Attendance policy. From here, meetings were set-up between the employer and the employees to discuss this issue. Later five-action committees were set-up out of this first meeting as a forum for employees to discuss work place issues. However, the issues discussed included issues of labor like wages, hours and benefits as well as something as simple as lunch break."
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Total Quality Management, 2004.
An extensive analysis of the productivity improvement of line workers in a private company by using Total Quality Management (TQM) principles.
10,583 words (approx. 42.3 pages), 60 sources, MLA, AU$ 252.95
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Abstract
This paper focuses on the aspect of Total Quality Management and its application to line workers in a corporate for profit organization. The paper examines how TQM principles can motivate line level employees in a corporate environment to be more productive and compare this with line employees who are not lead by TQM methods. The paper reviews the concepts of extent of training and education of the workforce that is needed, performance measures used and productivity increase within the facility, employee motivation and empowerment requirements and industry competitiveness and market tolerance of quality.
Table of Contents
Chapter 1: Introduction
1.1 Statement of the Problem
1.2 Methodology
Chapter 2: Literature review
2.1 Concepts of Quality Management
2.2 Importance of Worker Participation and Motivation
2.3 Training & Communication
2.4 Knowledge Management in TQM
2.5 Leadership in TQM
2.6 Quality Management and Product Sales
2.7 Chapter Summary
Chapter 3: Methodology
3.1 The Selection of a Non-Data Collection Methodology
3.1.1 Methods Used for Data Collection
3.1.2 Importance of Quasi Studies and Statistical Requirements
3.1.3 Errors in Data and Methods of Rectification
3.2 Descriptive Thesis Study Methodology Adoption
3.3 Summary
Chapter 4: Research Findings
4.1 Impact of TQM in Organizations
4.2 Summary
Chapter 5: Summary, Recommendations and Conclusion
5.1 Conclusion
5.2 Recommendations
5.3 Summary
Chapter 6: Bibliography
From the Paper
"Total Quality Management (TQM) has been defined by Juran as "a structured process for establishing long-range goals, at the highest levels of organization, and defining the means to be used to reach those goals" (Juran, 1992) Shores identifies the management functions of commitment, leadership, customer focus, total organizational participation and the constant systematic analysis that are required to ensure that the TQM systems are effective in organizations. (Shores, 1990) TQM is observed to have a positive impact on the performance of the organization and the competitive. When used as a strategic business tool to improve productivity of the organization and the quality of the product created, the benefit gained from the implementation is very far-reaching. (Escrig-Tena, 2004)"
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Data Management, 2006.
A look at the importance and significance of data management systems for small accounting practices.
2,717 words (approx. 10.9 pages), 14 sources, MLA, AU$ 97.95
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Abstract
This paper explores the significance of data management for small accounting firms and the concerns these firms have related to data management costs and security issues. The paper interviews and surveys managers from fifty accounting firms.
Outline:
Abstract
Chapter 1-Introduction
Background
Purpose
Importance of This Research
Statement of the Problem
Specific Aims
Method of Inquiry
Limitations
Paper Organization
Chapter 2- Review of Related Literature
Purpose of Paper
Purpose of Chapter
Chapter Organization
The Importance of Data Management for Accounting Firms
Chapter 3-Methodology
Purpose of Paper
Purpose of Chapter
Chapter Organization
Sampling Unit
Sampling Frame
Method of Selecting the Sample Elements
Participants
Data Analysis
Experimental Procedures
Research Hypotheses
Strengths and Weaknesses
Conclusion
From the Paper
"It is important to note that several research studies related to data management systems for accounting companies have been carried out (Kahneman and Tversky, 1979; Johnson, 1990; Reckers, et al. 1993; Rutledge, et al. 1993; Asare, 1992; Lewis, et al. 1983; Messier, 1992; Bamber, et al 1991; Brown, 1985; Budescu and Weiss, 1987; Mowen, 1987; Pei, et al. 1992). However, no research has focused on the costs and security issues of data management systems for mid-sized accounting firms. Therefore this research will fill this vital gap existing in the literature of data management systems. The issue of data management security and costs for mid-sized accounting firms not only in the local but also in the global context has been a neglected subject. Despite its significance, very few research studies have actually presented a conceptual framework for high-quality data management systems. One reason for this can be the fact that data management security and costs issues are difficult to measure (Pei, et al. 1992). This study aims to fill this gap by exploring data management security and costs for mid-sized accounting firms. "
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Territory Management, 2006.
A review of Kudler Fine Foods and territory management.
727 words (approx. 2.9 pages), 2 sources, MLA, AU$ 30.95
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Abstract
This paper takes a look at Kudler Fine Foods and their use of territory management policies. According to the paper, Kudler Fine Foods is about to launch a new product and in order to make it a successful launch, the company needs full participation of its staff. The paper further discusses effective incentive management as an integral part of territory management.
From the Paper
"Territory management plan must also include time management plan. There is no point in achieving a given target four months after the due date. If the firm makes it clear that there is a timeframe in which work needs to be done then it will be easier to motivate the sales force to achieve more. Time management is extremely important for Kudler Foods because it is introducing a new product line which is a perishable good. This means it must sell within a certain time period and for this reason sales staff must be given a clear time frame in which to achieve various sales targets. Time management is important also because it tells the sales staff where they need to spend more time and energy. For example Kudler is an up-market brand name which means that people living in certain affluent areas are more likely to purchase its salads than those living in low income areas. For this reason, while it might not hurt to try to gain a market in other areas, it would be utterly useless to spend as much time in these places as they are spending in target customers' areas. Therefore time management plays a very significant role as Rick Phillips, president of Phillips Sales and Staff Development (PSSD) explains"
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