How Does an Organization’s Value System Impact the Success of an Organization?

The purpose of the Competing Values Framework (CVF) is to facilitate the process of understanding the various management roles and how they can be applied more effectively in an environment of competing tensions. Each role is distinct and seemingly contradictory, but intertwining them is essential in order to achieve optimal efficiency; ultimately becoming a high performance manager. This “behavioral complexity"-the ability to deal with the competing demands through the mastery of seemingly contradictory or paradoxical roles differentiates the high performing managers from their counterparts (Hart & Quinn, 1993). In the process of becoming a high performance manager,

This paper will analyze the cause of the sentinel event which occurred to Mr. B, a sixty seven year old patient which presented to the emergency room with left leg pain. A root cause analysis will be necessary in this case to investigate the causative factors which led to Mr. B’s sentinel event. The factors in this unfortunate case weather they were errors in his care, or hazards in the system will be identified. The Change theory will be used to develop an improvement plan that will be used to decrease the chances of a reoccurrence of the sentinel event that happened to Mr. B. in the scenario.

In the letter to the shareholders, Kmart Chairman Edward Lampert and President and CEO of Kmart Julian Day established other goals of the organization: "to focus our initiatives, merchandise assortment and associate goals on the four key areas of stores, markets, customers and profitability" (www.kmart.com). After Mr. Lambert took control after Chapter 11 proceedings, Kmart slashed inventory, squelched capital spending, reorganized the overall organization, and sold Kmart 's best locations for the cash to maximize profitability (http://epnet.com).

There are many external and internal factors that impact the planning functions of management. We must all be mindful of these factors because they could have an enormous impact on organizations productivity. The process of assessing the external and internal factors that an organization will face can be vital to the planning function of management. One must determine a set of issues and constraints and then list the assumptions that will impact the implementation of the plan. The environmental assessment develops understanding of external and internal processes that influence the organizations success rate. The purpose of the environmental assessment is to identify and analyze the key trends, forces,

Nurses are integral key players in multidisciplinary teams caring for patients in complex healthcare systems. Hospitals, a primary care delivery portal within the health system, are inundated with patients requiring higher acuity care. Nurses must be prepared to recognize patients’ health care needs and provide quality patient care outcomes. The knowledge of nursing sensitive indicators can be helpful in providing the care which meets quality standards. Nursing sensitive indicators rely on evidence-based practice. The American Nurses Association created a repository for implementing, developing, and

1.Excel allows you to change values in a worksheet quickly and easily. (a) How is this helpful in running a business? (b) How can changing values affect business decision?

|[pic] |Syllabus | | |School of Business | | |MGT/360 Version 1 | | |Green and Sustainable Enterprise Management | Copyright © 2009, 2008 by University of Phoenix. All rights reserved. Course Description This course provides an overview of

Internal environment Combined with the knowledge of its external environment, a firm analysing its internal environment, in particular its resources, capabilities and core competencies, is able to create its vision, mission and implement its strategies for obtaining a sustainable competitive advantage (Hanson et al., 2008). It is argued by Berman, Down & Hill (2002) that only the sound combination of firm’s unique tangible and intangible resources provides a basis for competitive

Sears Holdings is a relatively new company, having only been created in November of 2004 (Barbash & Barbaro, 2004). At that time, Kmart Holdings purchased Sears, Roebuck, and Co. The corporation decided it would operate stores under both names, and the merger was officially completed in March of 2005. The shareholders voted to close the deal, or it would not have been able to take place. Now the company is called Sears Holdings, and it operates both Sears and Kmart stores (Barbash & Barbaro, 2004). The company also markets both brands without blending them or favoring one over the other. There were several reasons why the companies chose to combine.

Organizational systems are very important in the development of various properties. Some laws are put in place in order to ensure that all the functions are catered for. However, some laws of additively for the organizational functions don’t take place to the more complicated systems that are composed of the large diversity of the elements that are linked together by the strong interactions. In order to ensure that all the assets are accounted for, it is important to evaluate the organizational resources which includes all the assets that are available to the use in the production process. These involves the human resources, monetary resources, capital resources, and raw materials (Abell & Hammond, 2007). There are several methods that can be used in the organization for the development of various plans and utilization of the organizational resources. These resources have an important role to play in the organizational capabilities. Some of these methods that are the focus of this research paper are analytical and emergent strategies.

Environmental factors in a business are identified, their impact is assessed and a strategy is developed to mitigate and/or take advantage of them. While frameworks do exist to aid in

The Home Depot bought more than 18 stores and Sears bought 45 for about $524 million. In that same year, Kmart Holding Corporation completed transactions to become a part of Sears, Roebuck and Company now known as Sears Holdings Corporation. Sears Holdings is listed on the NASDAQ under the ticker symbol SHLD. As of 2004 Kmart had 1,422 discount stores, 58 Kmart Supercenters totaling 1,480 stores. 1,323 of those stores were leased and 157 are company owned. Following the takeover, about 400 of Kmart's nearly 1,500 stores will be converted to Sears's outlets over the next three years.

A company 's values are the beliefs, traits, and behavioral norms that company personnel are expected to display in conducting the company 's business and pursuing its strategic vision and strategy.

The economic and social factors play a crucial role in determining monetary climate that the business operates in and the nature of consumption habits that prevail within that particular area concerning lifestyles. These social aspects help a business organization to evaluate potential changes brought about by their products in the market. Evans and Richardson (2007), insist that an enterprise must factor in technological solutions that it can introduce within the market it seeks to establish itself and research initiatives it can introduce to help improve its operations. The environmental factors should be assessed to establish potential impacts of the activities carried out by the organization in the environment. It is important for any enterprise to be familiar to all

Organizations are open systems and must relate to their environments. They must acquire the resources and information needed to function; they must deliver products or services that are valued by customers. An organization 's strategy--how it acquires resources and delivers outputs--is shaped by particular aspects, and features of the environment. Thus, organizations can devise a number of responses for managing environmental interfaces, from internal administrative responses, such as creating special units to scan the environment, to external ,collective responses, such as forming strategic alliances with other organizations.