final paper

CASE TO READ BEFORE ANSWERING THE QUESTIONS BELOW Gamma Security Services provides a wide range of security services which include risk assessment, site security, secure escort services, cash transit with armoured vehicles, technical security systems and prison escort. The company also provides manned guard across a range of sectors including pharmaceuticals, financial services, telecommunications, defence and utilities, to provide protection from theft, vandalism and terrorism. A new CEO was appointed to Gamma Security Services with the task to grow the business and improve profitability. He familiarizes himself with the current state of affair. He always spends a lot of time meeting people. He brings his previous experience of managing similar business. He realized a number of clients that were unhappy with the quality of services provided by the company. He afraid that this would lead the company into losing the customers and becoming non-competitive. His initial diagnosis discloses…

a. Amrita is a successful Vice President, Finance since last 3 years of a mid size FMCGcompany, recognized as a highly motivated, committed and capable executive across theorganization. When the CEO of the company meets with an accident and is paralyzed theCompany Board chooses to elevate Amrita’s junior, Karan, Vice President, Marketing, whois just one year old in the company, as the next CEO. The organization is now largely dividedinto 2 factions, each favoring either Amrita or Karan. You are the Head of Human Resourcesthinking of addressing this issue of gender discrimination. According to you, which Fivefactors influence the attitude of an individual towards gender bias? How can this attitude bechanged/overcome?

Questions: 1. How has Lynn used the four functions of management in building her business? 2. Discuss the use of organizational resources (human, monetary, raw materials, and capital) in the restaurant industry. What challenges would a restaurant manager or owner face with each one? 3. Which of Katz’s managerial skills (technical, human, and conceptual) does Lynn seem to use most often? Why? 4. Discuss your personal philosophy for promoting the careers of women managers within an organization. Why do you hold this philosophy? Explain any challenges that you foresee in implementing this philosophy within a modern organization. How will you overcome these challenges?

You are part of a management consulting team retained by the Board of Directors of the company JC Penney with Ron Johnson's tenure.  Identify any issues emerging from the leadership style and behavior of the company’s CEO, Ron Johnson and propose recommendations to address these issues. Describe the potential implications and pitfalls of your recommendation(s). Focus, in particular, on the practical matters associated with implementing your ideas.

Based on research studies, which of the following is a true statement about mentoring programs? A) Additional mentor training hours leads to less effective mentoring relationships. B) When the mentor and protege work in different departments, mentoring is more effective. C) Long-distance mentoring relationships are ineffective due to the inability to form close ties. D) Proteges have more respect for mentors who work at least two levels above their own rank E) Required mentoring relationships are more effective than informal mentoring relationships.

Emily's company has had to downsize to stay in business. This creates a greater workload and anxiety for her and the other employees that remain in the company. To help Emily and her colleagues cope with their new stress, managers might want to:A) individually call employees into the office intermittently with those being downsized. B) offer some form of severance pay.C) provide job search assistance. D) provide counselors for employees to talk to.

Develop a comprehensive set of 25 heuristics covering various aspects of decision-making, problem-solving, and leadership. Divide the heuristics into different categories or themes (e.g., ethical considerations, effective leadership styles, decision-making frameworks). At least 4 heuristics should address ethical aspects. Include diverse perspectives and insights, drawing from course materials and personal experiences. Heuristic Format:Each heuristic should be presented as a clear guideline or rule of thumb.Provide a brief explanation for each heuristic, including rationale and relevance.

Avondale Industries’ senior leadership has identified several standout employees who are highly productive and motivated, have a great attitude, and have strong communication skills. The leadership team has asked the training and development office to develop a leadership training course for these outstanding employees. Which of the following is the best reason to offer leadership training?     Through the leadership training course, the company can teach effective ways to provide feedback to motivate and increase the skill level of their team members.   The leadership training course will improve the skills these employees have and enable them to make better decisions in their current roles.   Employees who receive opportunities for career growth through learning and development activities will likely stay with the company longer.   Providing leadership training will help these employees develop their own personal leadership style that team members will best respond to.

According to Goleman, there are 6 styles of leadership: commanding, visionary, affiliative, democratic, pacesetting, and coaching. Please define these 6 styles of leadership. 1) Commanding 2) Visionary 3) Affiliative 4) Democratic 5) Pacesetting Question #5: 6) Coaching

Effective management is crucial in achieving organizational goals and maintaining productivity. It involves planning, organizing, and overseeing resources, tasks, and people to ensure that a company or team operates efficiently. Without proper management, chaos can ensue, and objectives may not be met. Question: What are some key principles or strategies for successful management in a rapidly changing business environment?

Self-Reflective Paper on “Leading Organization Strategy and Change Capabilities”: Guidelines  2-3 pages Paper Structure: Your paper should be a self-assessment of your competencies against the concepts we have covered in this course.  Make sure to effectively use the concepts discussed in class that are also available to you on Canvas. While this paper is self-reflective, supporting your personal reflection using terms that show you understand the course content is valuable. In other words, show that you learned concepts taught in the course by reflecting on them in your self-analysis.    Please begin by considering the content areas covered in this class. We have covered: How to lead and manage change. (Recall the lessons from the four change management articles that we covered prior to the simulation.) How to establish a “hierarchy of strategic intent” that establishes direction for your organization. How to track your progress towards your “vision” using a metric system (e.g.…

Question  Joseph and Krystal are part of your social group. They joined Missile’s Financial Services together as middle managers.  Each of them reports to a different senior manager.  These managers report to the Managing Director.  Once a month after payday you all try to have lunch together.  Joseph is very distressed.  ‘I’ve had an awful week and this morning was the worst!’   He recounts what happen between himself and Nicholas his manager.  ‘Nicholas and I were to meet with a new supplier to finalize a contract.  I have been dealing with the supplier all this time and we just needed to finalize the costing.  We had reached an agreement about the cost both of us were comfortable with it. All week I have been trying to get Nicholas to look at the contract and agree the figures etc. We really need this guy’s company they are fast, a good price point for us and willing to customize the stationary for such a small company.  Anyway, Nicholas was always too busy to meet, I emailed him…

MCq solve

Introduce management and leadership skills using core college textbooksmodule (Armstrong, Whetten & Cameron, Mullins). Define and relate the terms withone another. Then explain the following transferable skills using theory andapply them to an organization you are familiar with or can research.The skills to consider are the following:• Motivation• Conflict management• Presentation• Interviews

Please read the case study in the given image and fill the table thank you and a postive response in advance

Industry profile of tim hortons.i dustry leader and financial data

Case Scenario As a recent pharmacy graduate, you have been working at a high-volume, large-chain community pharmacy for a short period of time.  The current pharmacy manager is being transferred, and you are being considered for promotion. Develop a business / personnel plan that demonstrates your insight and understanding of the business as a potential manager and substantially supports your candidacy for this vacated position.

Management Level: Operational ManagerDepartment: Business Development (Sales)Company Structure: Investigating Direct Traders Summarise the above managment role, security implications, and discuss TWO findings about your analysis from your management level that can be used to decide on the final company structure. Make TWO recommendations to support either a change or no change, in the company structure.  Only credible sources should be used.

Within the dynamic environment of a rapidly growing start-up, a case study was conducted to examine the staffing challenges impacting operational efficiency. The company had experienced exponential growth, resulting in increased demands across departments, yet struggled to align its staffing levels with this expansion. Issues of contention revolved around recruitment bottlenecks, skill gaps, and the strain of high employee turnover. The case study sought to dissect these challenges by analyzing the hiring process, assessing the onboarding strategies, and understanding the factors contributing to attrition. By gathering insights through employee feedback, performance evaluations, and benchmarking against industry standards, the study aimed to propose actionable solutions to optimize staffing and sustain the company's growth trajectory.   Question: In the face of rapid growth and staffing challenges, what innovative recruitment and retention strategies were discovered or implemented to…

JENNIFER REINGOLD SAMPLES A DAY IN THE LIFE OF A MANAGER The lightning bolt wasn't a great sign. My first day on the job, and I was already losing control: A string of emails demanded split-second decisions for problems I had only just heard about; needed to pull together a business-plan presentation for a product had never laid eyes on, a rabid reporter lurked outside my door. Then, the single, jagged fl ash shot across my window. I gulped my Diet Dr Pepper. Maybe I wasn't meant to be an executive after all. Not that I ever really thought I was. Sure, I've been covering management and leadership for 10 years, lambasting and lionizing executives, dismissing their best-laid plans with a few cutting words and anointing their successors with a few sparkling ones. But my actual experience with leading and managing has remained largely theoretical. Ironic? Sure, but I liked that. Still, we all have to grow up sometime. So when Richard Wellins, an SVP at human-resources consulting firm…

JENNIFER REINGOLD SAMPLES A DAY IN THE LIFE OF A MANAGER The lightning bolt wasn't a great sign. My first day on the job, and I was already losing control: A string of emails demanded split-second decisions for problems I had only just heard about; needed to pull together a business-plan presentation for a product had never laid eyes on, a rabid reporter lurked outside my door. Then, the single, jagged fl ash shot across my window. I gulped my Diet Dr Pepper. Maybe I wasn't meant to be an executive after all. Not that I ever really thought I was. Sure, I've been covering management and leadership for 10 years, lambasting and lionizing executives, dismissing their best-laid plans with a few cutting words and anointing their successors with a few sparkling ones. But my actual experience with leading and managing has remained largely theoretical. Ironic? Sure, but I liked that. Still, we all have to grow up sometime. So when Richard Wellins, an SVP at human-resources consulting firm…

JENNIFER REINGOLD SAMPLES A DAY IN THE LIFE OF A MANAGER The lightning bolt wasn't a great sign. My first day on the job, and I was already losing control: A string of emails demanded split-second decisions for problems I had only just heard about; needed to pull together a business-plan presentation for a product had never laid eyes on, a rabid reporter lurked outside my door. Then, the single, jagged fl ash shot across my window. I gulped my Diet Dr Pepper. Maybe I wasn't meant to be an executive after all. Not that I ever really thought I was. Sure, I've been covering management and leadership for 10 years, lambasting and lionizing executives, dismissing their best-laid plans with a few cutting words and anointing their successors with a few sparkling ones. But my actual experience with leading and managing has remained largely theoretical. Ironic? Sure, but I liked that. Still, we all have to grow up sometime. So when Richard Wellins, an SVP at human-resources consulting firm…

JENNIFER REINGOLD SAMPLES A DAY IN THE LIFE OF A MANAGER The lightning bolt wasn't a great sign. My first day on the job, and I was already losing control: A string of emails demanded split-second decisions for problems I had only just heard about; needed to pull together a business-plan presentation for a product had never laid eyes on, a rabid reporter lurked outside my door. Then, the single, jagged fl ash shot across my window. I gulped my Diet Dr Pepper. Maybe I wasn't meant to be an executive after all. Not that I ever really thought I was. Sure, I've been covering management and leadership for 10 years, lambasting and lionizing executives, dismissing their best-laid plans with a few cutting words and anointing their successors with a few sparkling ones. But my actual experience with leading and managing has remained largely theoretical. Ironic? Sure, but I liked that. Still, we all have to grow up sometime. So when Richard Wellins, an SVP at human-resources consulting firm…

Explain the difference between task, maintenance, and personal roles in groups and provide an example of each. • As a healthcare manager, which roles would come easily to you? • As a healthcare manager, which roles would you like to develop in the future? Please note there are three parts to week 6 discussion question. Respond in 3 paragraphs.

Management Level: Operational ManagerDepartment: Marketing (Sales)Company Structure: Investigating Direct Traders Summarise the above managment role, security implications, and discuss TWO findings about your analysis from your management level that can be used to decide on the final company structure. Make TWO recommendations to support either a change or no change, in the company structure.  Only credible sources should be used.

When conducting an external evaluation of an organization how does leadership manage the scope in which they evaluate for an external analysis? Keep in mind an external environment could theoretically be all other health care organizations in the world, we need a clear scope. What additional challenges might leadership see when conducting an internal and external analysis for an organization?

What  are the advantage and disadvantage of the following in the            decision making of the management? Enhance Communication Improve Collaboration Boosting Engagement and Motivation Fostering continual business growth

Question Joseph and Krystal are part of your social group. They joined Missile’s Financial Services together as middle managers.  Each of them reports to a different senior manager.  These managers’ report to the Managing Director.  Once a month after payday, they all try to have lunch together. Joseph is very distressed.  ‘I’ve had an awful week and this morning was the worst!’   He recounts what happen between himself and Nicholas his manager. ‘Nicholas and I were to meet with a new supplier to finalize a contract.  I have been dealing with the supplier all this time and we just needed to finalize the costing.  We had reached an agreement about the cost both of us were comfortable with it. All week I have been trying to get Nicholas to look at the contract and agree the figures etc. We really need this guy’s company they are fast, a good price point for us and willing to customize the stationary for such a small company.  Anyway, Nicholas was always too busy to meet, I emailed him…

Question Joseph and Krystal are part of your social group. They joined Missile’s Financial Services together as middle managers.  Each of them reports to a different senior manager.  These managers’ report to the Managing Director.  Once a month after payday, they all try to have lunch together. Joseph is very distressed.  ‘I’ve had an awful week and this morning was the worst!’   He recounts what happen between himself and Nicholas his manager. ‘Nicholas and I were to meet with a new supplier to finalize a contract.  I have been dealing with the supplier all this time and we just needed to finalize the costing.  We had reached an agreement about the cost both of us were comfortable with it. All week I have been trying to get Nicholas to look at the contract and agree the figures etc. We really need this guy’s company they are fast, a good price point for us and willing to customize the stationary for such a small company.  Anyway, Nicholas was always too busy to meet, I emailed him…