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iteamwork.com, 2008.
A review of iteamwork.com, an online management application.
827 words (approx. 3.3 pages), 1 source, MLA, $ 29.95
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Abstract
This paper reviews the online web-based project management browser, iteamwork.com. The author summarizes this free program and describes the functions and examples of what can be done on teamwork.com. The paper praises the comprehensive and flexible features of the software. The paper does not suggest teamwork.com. for highly specific industries such as architecture or medical research, but still recommends it for organizations needing an organizational software.
From the Paper
"The software does and should have mechanisms in place that prevent unwanted changes to the project, its members, or its dates. Yet the software also increases the egalitarian features of teamwork by allowing all members to participate, ask questions, and make suggestions for improving team efficiency. The software also allows for a high degree of team member independence, especially given that email notifications and personal log-ins allow individuals to pace themselves and keep abreast of their own performance. Team members can work with the virtual group any time, and anywhere, even after work hours."
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Strategic Planning, 2008.
A discussion on emerging technologies and strategic planning for organizations.
2,605 words (approx. 10.4 pages), 10 sources, APA, $ 78.95
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Abstract
This work explores and define plans for organizational technology, including managers and individuals in the use of new and emerging technology.
Outline:
Objective
Overview
Current Technology Assessment
Value Change Analysis
Managing Change
Social Contract
Global Issues
Summary and Conclusion
From the Paper
"The work of Steven Johnson (2003) entitled: "Emerging Technology" published in the Discover magazine states that: "In his classic novel, Cat's Cradle, Kurt Vonnegut explains how the world is divided into two types of social organizations: the karass and the granfalloon. A karass is a spontaneously forming group, joined by unpredictable links, that actually gets stuff done - without ever discovering what they are doing...while a granfallloon is a 'false karass', a bureaucratic structure that looks like a team but is 'meaningless' in terms of getting things done. Everyone has undoubtedly experience both types of networks according to Johnson who state that for the largest part of the last 40 years "computers have been on the side of the gransfalloons, good at maintaining bureaucratic structures and blind to more nuanced social interactions. But a new kind of software called social-network mapping promises to change all that."
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Tyco Scandal, 2008.
An overview of the Tyco International scandal and its causes.
1,630 words (approx. 6.5 pages), 5 sources, APA, $ 53.95
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Abstract
The paper discusses the background of the Tyco International scandal, focusing on the manner in which the scandal was brought about, the activities of its executives and their fraudulent schemes and the mishandling of finances. The paper highlights various unethical business issues and misuse of funds which eventually resulted in the demise of the company.
From the Paper
"In addition, the insider trading allegations, in which the executives sold substantial portions of their stock without correctly informing shareholders, were only possible because the executives were given exorbitant stock argeements. Likewise, the misuse of corporate funds for living expenses was only possible because executives were able to have the company pay for their living expenses. The last two situations could be remedied by simplifying the corporate compensation structure; supplying executives with the same basic compensation package as other employees, such as health care, but then making compensation strictly-monetary."
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Gendered Managerial Styles, 2008.
A review of the role of gender in organizational management.
2,890 words (approx. 11.6 pages), 14 sources, APA, $ 85.95
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Abstract
This paper discusses the topic of gender differences and how these differences effect organizations in transition. The paper specifically focuses on defining how gender differences affect managerial styles and organizational change. The paper also discusses concepts that can be applied in an organization that will make gender differences in managerial styles a valuable asset.
Outline:
Gender Differences in Managerial Style
Defining Gender Differences in Managerial Style
Gender and Organizational Social Change Models
Past, Present and Future of the Issue
Solutions and Recommendations
From the Paper
"Cultural differences treat gender differences and social roles differently. Some cultures, such as Muslim countries, still have narrowly defined gender roles and occupations. For instance, Chinese women have a significant conflict between work and family obligations (Aaltio and Huang, 2007).While, in other more liberal countries, such as the US and England, women in the boardroom are a common sight. These differences will help to define the rules governing international relations in the future. As women in positions of power become more common in liberal countries, it will effect traditional communications and relationships in countries where gender roles are still highly defined."
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"The Goal" and the Theory of Constraints, 2008.
A review of Eliyahu Goldratt's "The Goal".
859 words (approx. 3.4 pages), 1 source, MLA, $ 30.95
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Abstract
This paper reviews the book "The Goal" by Israeli-born physicist and business manager Eliyahu Goldratt. The paper describes Goldratt's attempts to provide an interesting read as well as offer information that is basic to today's management system. The author praises Goldratt's book , as it uses simple-to-understand examples to explain his theory of business constraint, and shows the value of thinking by using the Socratic method to answer questions and encourage people to think out of the box and share best practices.
From the Paper
"Beyond the role of this book in an historical sense, is the fundamentals that it stresses. By using a simple-to-understand example of boyscouts, it demonstrates the means for speeding up a process--in this case, hiking. It looks at production as an overall system of integrated parts, or the whole company working together to bring results. There are different organizational units working together and becoming greater than the whole, rather than each standing separately and doing its own thing. In addition, it shows the value of thinking by using the Socratic method to answer questions and encourage people to think out of the box and share best practices."
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Contemporary Organizational Theories, 2008.
This paper analyzes contemporary organizational theories as products of an evolutionary process.
1,712 words (approx. 6.8 pages), 10 sources, MLA, $ 55.95
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Abstract
The paper relates that contemporary organizational theories have shifted the focus of control from the organizational structure itself to the value and contribution of the individual. The paper explains this to mean that today's theories have changed from being essentially hierarchical, rigid and lacking agility. The paper shows how theories today take a more integrated approach to responding to customers and the broader market influences.
Outline:
Introduction
Organizational Theories' Evolutionary Pattern of Growth
The Future of Organizational Theories' Evolution
Conclusion
From the Paper
"In analyzing how contemporary organization theories are a product of an evolutionary process, the progression of theories can't be viewed in isolation, they must be seen as influenced by the broader demographic, economic, sociological and more immediate knowledge management and managerial trends within organizations. The progression of top-down organizational structures that were heavily influenced by both the military chain-of-command concepts (Mutch, pp. 751 - 769) and the bureaucratic approach to management have dramatically changed as organizational theories have transitioned over the last century. From theories that were centered purely on the creation of closed-loop systems that had as their catalyst military chains of command to the more contemporary theories today that stress agility and responsiveness, organizational theories have gone through significant change over the last century."
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Management Theory, 2008.
A review on the theory of management.
1,811 words (approx. 7.2 pages), 7 sources, APA, $ 58.95
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Abstract
This paper examines the theory of management, arguing that without a strong theoretical basis, one cannot apply management processes on a successful level. The author defines and reviews the four dimensions of theory: model theory, typology theory, the strength of a theory depending on how interesting it is, and the presence of falsifiability being required for the existence of a theory. The paper also discusses the requirements that determine a strong theory: simplicity, interconnectedness, clarity and the provision of logical arguments.
From the Paper
"Also, such models are considered to be just a matter of fashion. There are several authors that propose new management models based on successful businesses, models introduced and promoted as successful for any type of company and for any situation. This perception is clearly incorrect, given the fact that a business model cannot be applied to any type of situation, by any type of company, and at any time. Even more, as stated above, it is necessary to use several models for the same situation, in order to get a more precise opinion. Therefore, models cannot be considered strong theory, but good indicators instead, as they are useful when trying to make a decision."
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Legal Aspects of Healthcare, 2008.
A case study about the risk evaluation process in a hospital.
1,642 words (approx. 6.6 pages), 8 sources, APA, $ 53.95
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Abstract
This paper is a case study of risk management practices in a hospital. The paper discusses the many problems that a hospital might encounter, from administration to tired personnel and also discusses the investigative practices in a risk management program that can be adopted. The author speaks of her personal experiences in the hospital she works in, noting a particular incident when a therapist behaved inappropriately, swearing at his patients for no good reason. The author uses this example to illustrate how the hospital's risk management team managed to avoid possible lawsuits when they found out that the therapist was suffering from Tourette's syndrome through their investigative work.
From the Paper
"Our hospital places a tremendous emphasis on privacy and personal liberty, while holding the entities within to be legally accountable for their actions. We pride ourselves on prompt attention to any reports of mistakes or errors in judgment on the part of our hospital personnel in any area, including medical or personal relations. Our Risk Control Managers are called upon to investigate and report on any such incidences, whether it is a patient falling out of bed or the death of a patient on the operating table. It is our job to be vigilant and to keep risk for any kind of negative experience low. This ensures the viability of the hospital in the minds of the public, as well as ensuring low maintenance costs for insurance and liability suits."
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The Asian Currency Crisis, 2008.
A discussion of the causes of the 1997 Asian currency crisis..
2,400 words (approx. 9.6 pages), 10 sources, APA, $ 73.95
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Abstract
The paper discusses the primary explanations for the 1997 Asian currency crisis and highlights the implications of that crisis for the Asian economic paradigm.
Outline:
1985 - Plaza Accord (Appreciation of Yet Against Dollar)
Liberalization (Bank of Japan, Foreign Loans)
Kieretsu - Export of Capital
End of Bubble Economy
Foreign Banks Lending Expands
1988 -Gsp Status Ends (4 Tigers Economy)
1994 - China: Devaluation of Currency
1995-96 -Mini-Recession, Debt Problem, Accumulation
1996-97 - Debt/ Foreign Exchange, Reserve Rations Deteriorate
1997 July 2nd - Currency Crisis Expands From Thailand into East
Aian Countries
Explanation of the Asian Crisis
From the Paper
"Following the Plaza Accord the Bank of Japan was characterized by liberalization and specifically in the area of foreign loans and as well the Bank of Thailand followed the same course in lending. Entrepreneurs in Asia are noted in the work of Wong entitled: "Lessons from the Asian Financial Crisis relates that Asians are known to place a general trust in their governments for enactment of economic policies which are sound and "their failure to sense the dangers of borrowing short in foreign currency and investing in long-term projects with earnings denominated in local currency was disastrous." (Wong, nd) In July 1997 Thailand "ran out of foreign reserves and devalued the baht which lost over 1/2 of its value. Having admitted the total loss of foreign reserves, there was a run on the bank of Thailand and this quickly spread to Malaysia, Indonesia, the Philippines, South Korea, Singapore and Taiwan. Attempts of the International Monetary Fund to assist these countries was not successful with too small a bailout package at too late of a date."
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International Marketing, 2008.
A comparison of international marketing and domestic marketing over the past three decades.
4,856 words (approx. 19.4 pages), 20 sources, APA, $ 123.95
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Abstract
This paper discusses the similarities and differences between the study of international marketing and domestic marketing. It describes each type of marketing and then discusses the last three decades of changes and the most important phenomena driving international and global marketing today. Finally the paper looks at the three basic differences between domestic and international operations.
Table of Contents:
The Study of International and Domestic Marketing
Changes And Phenomena Driving International And Global Marketing
Differences between International Marketing and Domestic Marketing
Conclusion
From the Paper
"Cable & Satellite television, and more lately DTH has also helped in shaping commonality across buying habits and preferences. In case of international marketing all environments are required to be considered at the time when the marketing plan is developed and being executed. Attention has to be accorded to legal climate, governmental controls, climate & weather, cultural beliefs and behavior of buyers. The various popular modes of international market entry adopted are 'piggybacking', franchising and licensing each suited to the present marketing need of the company. The various HR capabilities built in International marketing comprises the Business Manager, the Country Manager, the Functional Manager and the Corporate Manager. In international marketing, identification, conceptualization and assimilation are the stages in which new ideas take shape. The three fundamental differences emerge between domestic and international operations from differences in the environment. International operations are usually portrayed by more uncertainty. Secondly, cost factor would be high in formulating and managing the information network required for fulfilling this objective. Thirdly, a considerable amount of time and endeavor are spent at the head office while attempting to find out the decisions which can be ideally centralized."
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