The Process Of Improving Time Management - 1198 Words

The Process of Improving Time Management The goal of my personal development project was to better my time management and to see if I could implement a good schedule before the end of term. I chose this goal because of the hectic lifestyle I have. At the beginning of this project, I was playing soccer at a competitive level for which I have to train five times a week. I was also working part time. During the beginning of term, I was not satisfied with the quality of work I was producing for homework and often disappointed myself. Being so tired and stressed from school was also affecting my performance at work because I was overwhelmed with the stress from anticipating everything I needed to accomplish for school. I decided improving†¦show more content†¦The quadrant system is made up of four different categories: urgent important, urgent unimportant, not urgent important, and not urgent unimportant. The user divides her tasks into these categories, then creates a schedule to achieve her goals.(Beck) Prioritizing gives more purpose to the things the user does, helping her realize what her goals truly are by forcing her to consider how she spends her time. This idea makes time management a skill that can be relevant to everyone. A study conducted in Taiwan about how retirees use their free time found that the retirees were happier and more satisfied with their days when their time was scheduled. Stating, â€Å"Quality of life is not affected as much by the amount of free time that a retiree has, but on how effectively the person manages this time on hand.†(Better Management Of†¦) Once I had prioritized my goals, I used a pre-made day planner with detailed time slots to format my schedules for the following day. Eventually, I learned that it was more helpful to use a notebook instead of the day planner because my time was already so structured from set time blocks, such as classes, soccer practices, soccer games, and work. The two methods I tried were Time Blocking and the more ethereal method of scheduling activities to accommodate brain patterns. At the end of each day, I used a journal to log the day s events. I would reflect on how it

Sci 110 Assignment 1 Applications of the Scientific Method

SCI 110 Assignment 1 Applications of the Scientific Method Click Link Below To Buy: http://hwcampus.com/shop/sci-110-assignment-1-applications-scientific-method/ The scientific method is a body of techniques for investigating phenomena, acquiring new knowledge, or correcting and integrating previous knowledge. The scientific inquiry is a way to investigate things and purpose explanation for their observations. Data is gathered, hypothesis suggested, and observations recorded. Several different troubleshooting methods already exist but according to CompTIA; there are six steps to solve a problem. Drawing a parallel these steps are all included into the scientific method, but how? Scientific method CompTIA troubleshooting†¦show more content†¦All the computers plugged in the same outlet, or into the same switch or router are affected by the power surges. The other common culprit of internal network card failure is malware. Given the crucial role that NIC cards play in connecting computers to networks, network cards are a major target for malware. If malware can get access to the network interface controller, then the hacker can gain access to all of the networking data that passes through the computer. Technically speaking, malware does not directly damage the physical hardware of network cards, so there is no reason to replace the NIC hardware. What a malware does is hurt the software (the device driver) that controls the network card, and that can effectively render the network card faulty. If we suppose that the card is hypothetical culprit then, we will take some action to confirm the hypothesis. †¢Physical test: we check the Ethernet cable (cable plugged into the card and the outlet on the wall), switch and router. Result of the test: Cable, switch and router are all working well. Then we move on the next step. †¢Logical Test: on the computer, we need to check if the card is responding to a request (internal this time) the network internal address the card called loopback address is 127.0.0.1 for all computer and to do that go on. Click on Start-Accessories then commands prompt. Black screen will pop up. Then type ping 127.0.0.0.1 and hit ENTER. For the purpose of this assignment,Show MoreRelatedA Brief Note On Coronary Heart Disease ( Cad )9402 Words   |  38 Pagesdeliver blood to the heart itself, compromises its correct functioning and could result in a myocardial infarction (heart attack), which, if not intervened within an hour of the onset of symptoms, results in immediate death in more than 50% of the cases[1]. Cardiovascular disease, specifically coronary artery disease (CAD) (also known as coronary heart disease) is the number one killer in the US, shadowing all other causes, including cancer, unintentional injuries, lung disease and AIDS [2]. CoronaryRead MoreMedicare Policy Analysis447966 Words   |  1792 Pagespurposes. 1 Be it enacted by the Senate and House of Representa- 2 tives of the United States of America in Congress assembled, 3 SECTION 1. SHORT TITLE; TABLE OF DIVISIONS, TITLES, rmajette on DSK29S0YB1PROD with BILLS 4 5 AND SUBTITLES. (a) SHORT TITLE.—This Act may be cited as the 6 ‘‘Affordable Health Care for America Act’’. VerDate Nov 24 2008 12:56 Oct 30, 2009 Jkt 089200 PO 00000 Frm 00001 Fmt 6652 Sfmt 6201 E:\BILLS\H3962.IH H3962 2 1 2 Read MoreManagement Control Systems Pdf115000 Words   |  460 Pagestaken in preparing this book, ICFAI welcomes suggestions from students for improvement in future editions. rI B S U se O nl y C la s s of 20 09 Contents PART I: AN OVERVIEW OF MANAGEMENT CONTROL SYSTEMS Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Introduction to Management Control Systems Approaches to Management Control Systems Designing Management Control Systems Key Success Variables as Control Indicators Organizing for Adaptive ControlRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pagestwentieth century history / edited by Michael Peter Adas for the American Historical Association. p. cm.—(Critical perspectives on the past) Includes bibliographical references. ISBN 978-1-4399-0269-1 (cloth : alk. paper)—ISBN 978-1-4399-0270-7 (paper : alk. paper)—ISBN 978-1-4399-0271-4 (electronic) 1. History, Modern—20th century. 2. Twentieth century. 3. Social history—20th century. 4. World politics—20th century. I. Adas, Michael, 1943– II. American Historical Association. D421.E77 2010

Structural Adjustment Programme and the Nigerian Economy Free Essays

HIS predecessor and father James had already ran the country monetary assets down. Charles got into power with no money and a high taste for lavish things. In 1640 Charles wanted to go to war and he demanded that parliament should give him the money, when they refused he became furious and wanted to dissolve them. We will write a custom essay sample on Structural Adjustment Programme and the Nigerian Economy or any similar topic only for you Order Now The issues kept piling up and tension grew between Charles and the parliament. It eventually got to the point where Charles dissolved the parliament because of their refusal to release money to him, and he ruled without them for 1 1 years. After those years a Scottish group called The Covenanter tried to obtrude England, as a result Charles put the parliament together again, with the sole alma of raising funds to stop the group. To his disappointment the parliament refused to help him and he dissolved them yet again. He finally had to pay the Scottish people 850 Euros everyday to prevent them from moving forward, he eventually ran out of money in 1641 and was forced to call back parliament. Charles lack of money and his peoples revolution against him. Another factor to consider is that of religion. The English people did not like or want to be ruled by Catholics. Charles went ahead to marry a French Catholic lady, this caused a lot of anger and unrest amongst the people; not only that but it gave the people yet another reason to despise Charles. After dissolving parliament he made Laud the Archbishop, Laud went ahead to make a lot of changes in the church like making the priests wear robes, putting up stained-glass windows and building statues within and outside the church; this changes made the English people remember Catholicism whish they despised so dearly. How to cite Structural Adjustment Programme and the Nigerian Economy, Papers

The Birling in Act 1 Essay Example For Students

The Birling in Act 1 Essay Birling loves to show off his wealth and status to Gerald. You get a glimpse of this when he offers him cigars and port. Good port exactly the same port as your father. Birling feels that he is in competition with Geralds father and wants to show that he can achieve the same or better than him. He tells Gerald confidentially when they are alone that he feels that Geralds mother thinks Sheila could do better and shares with Gerald the fact that he has had a hint or two that I might find my way to the next Honours List. He then plays the title down by saying just a knighthood, of course. By doing this it makes him seem less below the already knighted Sir George Croft indicating that they will be on a more equal footing when he achieves his title, he makes him self sound so important already that a knighthood is only something small and not very important to him as he already sees him self as being so big and powerful in his eyes. Alcohol is a huge part of Birlings life and a symbol of affluence. We find out a great deal about Birling and his obsessions with social status from the brief exchanges about port, at the beginning of the play. He tries to impress Gerald by informing him that its the same port his father drinks and he obtains it from the same supplier, which underlines the fact that Birling discusses knowing Sir George Croft with others to exaggerate the fact that he knows influence people. The Inspector when interrogating Birling creates a dramatic image to exaggerate the fact that she is dead. Then later on he tries to show Birling and he has the same views and beliefs in these type of women to get Birling to talk like all of these women who get into various kinds of trouble the Inspector asks Birling first before the other people in the family, because he considers him to be the head of the house. When the Inspector first arrived Birling thought that he was looking for a search warrant because he was a Magistrate so does not consider for a moment that there should be any trouble which he would be involved in. This shows his social standing particularly when he tells the Inspector I was an alderman for years and Lord Mayor two years ago and Im still on the Bench. Birling does not believe in the socialist view he thinks that everyone should look out for themselves. We cant let these Bernard Shaws and H. G Wells do all the talking. In 1912 when the play was set, authors were writing about socialists views and opinions and Birling did not like this. He had very low views on the authors as he doesnt want to let them tell people what is right. Birling considers himself to be Upper Class because of his wealth but is probably still Middle Class because he is still working and living in a fairly large suburban house. He does not like people who are in lower classes such as Eva Smith and other factory workers in his employ. We can tell this as he doesnt have much sympathy for Eva Smith after she has died. He shows no feelings of sorrow as he doesnt think it affects him. He only starts to care later on in the play when he fears that it could affect his knighthood.

Value of Flexible Management Essay Example

Value of Flexible Management Paper Introduction Prior to researching this topic, my impression of management was limited. My concept was meshed within the framework of business and economics. Therefore, my definition of this construct was in error. For rectification, and foundational reference, management is the process of directing resources towards the accomplishment of a specific goal. This definition, one that I have derived from the compilation of many, incorporates two key variables. The first operative word in this definition is â€Å"resources. Resources can mean anything from money, employees, athletes, students, or just about any organized effort, group or cohort. The other functional variable in this definition is â€Å"goal. † The goal or aim of the organized effort can be defined in countless ways, not only in terms of economic gains or corporate success. This definition helps to illustrate just how much management filters through a gamete of industries. Management roles are found in business as w ell as sports, academics, and many other industries in many forms. Now that there is a foundation for what management is, why is this process important? Management has the ability to realize potential and direct resources in such a way that will optimize the return on the invested resources. Managers can create opportunities of advantage and promote successful goal attainment. Herein lays the importance of this role. Effective management ensures that with the application of minimal resources, there will be a return of maximum benefits. Since there are such benefits of good management, it is helpful to explore the variety of styles. This paper will, first, outline the major styles of management. While there are many different names and classifications of management styles; there are three main types. These include autocratic, participatory, and laissez-faire. The major difference of the three styles is the degree to which the manager directs the given resources. The autocratic style of management involves the managers making all the decisions for resources, with no other input. The participative style of management calls for the consultation of others, such as employees, in the decision-making process. In laissez-faire style of management, the manager has little to no part in the direction of resources. We will write a custom essay sample on Value of Flexible Management specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Value of Flexible Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Value of Flexible Management specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Considering the differences of these major styles of management, is there one style that takes precedence over another? Is there a â€Å"best† managerial practice? In 2006, Harvard Business School published an article delving into the differences of management techniques (Silverthorne, 2006). The basis of the article explores how one’s management style is heavily influenced by what kind of person they are. Therefore, managers need to be aware of the type of person they are to fully understand how they manage and in what situations they will be successful. This article supports the notion that a manager’s effectiveness is limited by their dominant style of management. In addition, because of personal dispositions, managers are unable to change themselves and must be careful to align themselves with situations that agree with their style of management. In reality, this construct is quite impractical. We are, oftentimes, unable to choose the situations in which we operate, professionally. How, then, does one manage effectively? Various management styles can be employed dependent on the culture of the business and the nature of the task, workforce, and resources. This idea supports that the prevailing circumstances dictate the most effective management style and managers should exercise a range of techniques. This is the subsequent focus of this discussion. While many are defined by a dominant style of management, an effective manager is one who can adapt their management techniques to a variety as they arise. Autocratic Management Autocratic Management is the style in which the manager has the greatest degree of control over the direction of the resources. In this style, managers make all decisions unilaterally. Managers usually dictate orders and employ a strict system of checks and balances to ensure adherence to protocols. Also know as directive management, managers tell their subordinates what to do, how to do it and when to have it completed by (Coye Belohlav, 1995, p 16). They assign roles and responsibilities, set standards, and define expectations. Within this style of management communication is one way, and go from management to resources. For example, when the manager speaks the employee listens and reacts. As defined above, the purpose of management is to direct resources toward a goal. In autocratic management, the manager sets all goals with specific deadlines to track progress. The autocratic manager is the principal of the decision making process. When a problem arise the resources report to the manager and the manager evaluates the options and makes the decision as to the direction and action that should be taken (Coye Belohlav, 1995). In terms of management feedback, the autocratic style of management calls for detailed instructions of changes that need to be made to the final product. Any rewards and recognition bestowed by autocratic managers are dictated by how well people follow directions. A perfect illustration of a working application of the autocratic style of management can be seen though the management employed in United States Military. Within the military the ranking system sets a scene for the role of the manager. In accordance with a strict chain of commands, members with a higher rank than another, have the responsibility to direct the actions of subordinates (See Exhibit A). Subordinates such as Airmen, in the U. S. Air Force, are charged with carrying out the orders of their Sergeants and other commanding officers. There is no discussion or exchange of ideas. Here, managers, or senior officers, give directions and expect that their resources are allocated according to exact orders. Goals are set by military officials and then handed down through the ranks. All strategy is developed by high ranking members, as well. Members of the military are rewarded with a successive rank as a result of properly serving within their assigned role. Though autocratic management seems limited, there are definite benefits to behold. Because there is clear direction given by managers who subscribe to the autocratic style, there is no confusion about expectations. This clear understanding of what is expected promotes tasks being completed according to deadline and product consistency. Along with the positive aspects of the autocratic management style there are certain negative points. With this type of management, employees or resources have no input in the tasks that they are given (Vanderburg, 2004). This causes the producer to be disconnected from the product. Resources do not feel valued and have no ownership in their work. Therefore there is a decrease in motivation and a high turnover rate. (See Exhibit B) Participative Management The participative style of management is different from autocratic in that there is a lesser degree of direction from the manager. A participative manager, rather than making exclusive decisions, seeks to incorporate others in the process. Participative managers possibly include subordinates, peers, superiors and other stakeholders in the decision-making process (Coleman, 2004). Because this type of manager considers the views of others, decisions are often made based on the agreement of the majority. Although there is major consideration of external sources, the most participative activity remains within the immediate team of peers. The participative manager allows less control and direction to transfer to subordinates. The question of how much influence may vary on the personal preferences and beliefs of the manager. This style of management may also be known as the democratic style. The communication is quite extensive in this style of management. There is considerable exchange in both directions, from manager to resources and vice-versa (Coleman, 2004). The ideal is for the majority to reach a consensus over a business decision. The goal setting process is also done in a cooperative effort. Participative managers decide upon goals with the consideration of outside ideas, as well. The accessibility of reaching these goals is also a point of discussion in the participative style of management. This type of manager has a paternal quality in that the well-being and success of subordinates, peers, superiors and other resources are taken into account (Coleman, 2004). Therefore the decision-making process is not unilateral. The participative management style promotes constructive manger feedback. If changes are to be made to the product, there is discussion of the direction that should be taken. Participative managers give positive feedback, as well. This is in line with the paternal characteristics of this style of management. When deciding on rewards and recognition, participative management incorporates the performance review process. Because participative managers welcome the active role of subordinates, they are willing to discuss employee performance, celebrate strengths, and develop weaknesses. This type of management is, perhaps, the most prevalent in the infrastructure of many large corporations, today. Corporations such as IBM, Home Depot, Pitney Bowes and countless others have embraced participative management style. It is very common for employees to operate in cohorts and subgroups and work as teams. Many are given year-end performance reviews and are able to access company management. The participative style of management can be particularly useful when complex decisions need to be made that require a range of specialist skills. From the overall businesss point of view, job satisfaction and quality of work will improve. By creating a sense of ownership in the company, participative management instills a sense of pride and motivates employees to increase productivity in order to achieve their goals. However, the decision-making process is severely slowed down, and the need of a consensus may avoid taking the best decision for the business. It can also grant decision-making responsibility to unqualified parties. In some cases of participatory management, decisions are swayed by politics and hidden agendas; which can also act as a barrier to the best business decision. (See Exhibit C) Laissez-faire Management The management style with the least degree of managerial direction of resources is known as laissez-faire. In this particular style the manager’s role is very much â€Å"hands-off† and peripheral (McCoy, 1996). The resources, be it employees, or others; manage their own area of business. There is an evasion of official managerial duties and uncoordinated delegation is, often times, inevitable. The communication within laissez-faire management is horizontal but flat. There is little to no communication that occurs in comparison to the autocratic and participatory styles of management. With no communication there is no opportunity for goal setting. Resources have to be internally motivated and set their own goals. Managers who participate in this type of management also incorporate unilateral decision making within their framework (McCoy, 1996). However, it is not the manager who engages in this practice. It is the subordinates and resources who are totally responsible for making all decisions. Because managers are uninvolved in the production processes in laissez-faire management, they provide no feedback or rewards for a job well done. A real-world example of laissez-faire management can be seen in partnerships of colleges. We can think in terms of a law firm, a private medical practice, a consulting firm or any other cooperative effort in which all parties posses a similar level of expertise. A more vivid illustration can be made through the following example. As emergency room doctors, with equal training, receive a patient, they simply begin to take action without formal direction. As we can glean from the above example, there are certain situations in which it is effective to apply laissez-faire management. An environment in which employees are highly skilled, experienced and educated is a prime setting to apply the laissez-faire practices. This creates a setting where employees have pride in their work and the drive to do it successfully on their own. Employees who thrive under this type of management are usually trust worthy and experienced. On the contrary this style of management would be detrimental in situations were the resources needed direction and lack experience. Laissez-faire management may cause employees to feel insecure at the unavailability of a manager. The manager does not provide regular feedback to let employees know how well they are doing or how they may improve. This leads to a lack of staff focus and sense of direction, which in turn leads to much dissatisfaction, and a poor company image. (See Exhibit D) The Most Effective Style After considering the three major styles of management above, there must be one model that supersedes the others. Perhaps we are more apt to choose participative management as the most effective. This would not be a far reaching selection, since it was the style of management that prevailed in the 1970s (Robbins, 2005). The participative style of management was seen as an amalgamation of democratic styles of management. It represented the most successful qualities of each style. The participative style of management is alive and well in the infrastructure of business models. It is probably the style of management that the majority of people are familiar with, and the style that most mangers strive to imitate. However, I do not accept that perfection has been attained within the participative style of management. There are very apparent limitation like slow business processes and difficult decision making that can undercut the best interest of a business (Keef, 2004). If the participative style of management is not the most effective; is there a â€Å"best† practice? Although participative management is quite popular, we may be witness to a shift in ideology. More and more, business leaders and managers are subscribing to the effectiveness of versatility rather than one dominant management style (Sumukadas Sawhney, 2004, p 1013). It is more efficient for a manager to apply the most effective style of management as situations arise rather than use a cookie-cutter approach. This flexible approach to management is the most practical when considering today’s changing technology, global trading and dynamics of business. Managers must be willing to abandon traditional ways of decision-making and adapt to their environment, in order to stay competitive and collect the greatest return on invested resources. In such a growing, diversified business landscape, one manager may be responsible for new hires, project management, and resource development. In order to best handle the new hires, this manager must take an autocratic approach, and painstakingly detail expectation. When acting as project manager, this same manager must incorporate a more participative style. Projects are, usually, assigned to a team of resources that come together in a collective exchange of expertise. The manager would then garner optimal results by delegating resource development to industry experts, and taking a laissez-faire approach. It is most valuable for one manager to be all things to all people. In essence, the most effective style of manager knows what style to apply in every situation. Though they were not managers in the conventional business industry, Bobby Knight and Mike Krzyzewski, dubbed Coach K, are fine examples of effective managerial practices. To further expand the analogy, I offer that their business was college basketball; their resources were young athletes, and their goal was the glory of a national championship. Many argue that these two coaches are among the most successful in the game of college basketball; though, their overt management styles could not be more different. Both coaches support the idea that one’s ability to exhibit various style of management is the most effective style of management. Both coaches exhibit key behaviors that are inline with flexibility in management. Both coaches are aware of and understand their personal assumptions and human nature. This promotes the awareness of how human nature influences their behaviors and automatic responses to given situations. This understanding of personal tendencies and over styles, allows a manger to rise about inherent responses and adapt their leadership and management skills to effectively govern a circumstance. Coach Bobby Knight was overtly a top-down, autocratic manager to his college basketball players. He would throw chairs, yell, get physical, and tightly supervise his team toward winning games. However, as Coach Knight’s style would change as he spent more time with his team (Sliverthorne, 2006, p 2). His control and direction was relaxed as he was confident in the training and ability of his players. Over the years, Coach Knight managed his athletes according to their needs for direction. He exhibited â€Å"tough-love† and versatility in management, and led many victories in college basketball. Coach Mike Krzyzewski’s overt management style would be defined at the other end of the spectrum. He had more of a laissez-fair management philosophy. Coach K believed that â€Å"people were fundamentally good and they want to do their best and would be self-motivated to perform. † (Silverthorne, 2006, p 1). Though Coach K had this inherent approach, he definitely knew how to mobilize and motivate his players. He knew how to toughen up and manage his players more autocratically. He also determined his management techniques according to the tasks and resources at hand, which lead to many won games. There is a twist to this pseudo-case study of mangers. In the 1960s, Coach Knight was a basketball coach at the U. S. Military Academy at West Point, where he recruited a young Mike Krzyzewski. â€Å"Coach K was a young scrappy kid. He wasn’t the best athlete on the team, but he had a lot of leadership potential,† remarked Knight (Silverthorne, 2006, p 2). After Krzyzewski left the Army, he joined Knight as a graduate assistant at Indiana, where Knight was a valuable mentor. Though very different in nature, the coaches have been great friends for many years. Though these coaches have very different overt styles, their situational adaptability allows them to share in the success of effective management and many college basketball victories. Conclusion There is greater value found in managing according to a given situation than applying a â€Å"one-size-fits-all† approach. The three major types of management all have effective practices. Therefore it is more appropriate to be autocratic to resources that require detailed direction, participative to peers and engaged employees, and laissez-faire to high-level experts. A aluable lesson can be gained from successful managers like Bobby Knight and Coach Krzyzewski. In order to nurture their resources to create the greatest return on investment, they had to become all things to all men. In the end it is adaptability that will not only support survival, but success, as well. References Coleman, P. T. (2004) Implicit Theories of Organizational Power and Priming Effects on Managerial Power- Sharing Decisions: An Experimental Study. Journal of Applied Social Psychology 34, no. 2: 297–321. Retrieved October 24, 2007, from http://www. tc. columbia. edu/icccr/Documents/Coleman/AbstractImplicitTheories. df Coye, R. W. , and J. A. Belohlav. (1995) An Exploratory Analysis of Employee Participation. Group and Organization Management 20, no. 1: 4–17. Greenfield, W. M. (2004) Decision Making and Employee Engagement. Employment Relations Today 31, no. 2: 13–24. Kaner, S. , and L. Lind. (1996) Facilitators Guide to Participatory Decision-making. Gabriola Island, BC, Canada: New Society Publishers. Keef, L. (2004) Generating Quality Interaction. Occupational Health Safety 73, no. 5:30–31. McCoy, T. J. (1996)Creating an Open Book Organization: Where Employees Think and Act Like Business Partners. New York: Amacom. Robbins, S. P. Essentials of Organizational Behavior. (2005)8th ed. Upper Saddle River, NJ: Prentice Hall. Silverthorne, S. (2006) â€Å"On Managing with Bobby Knight and â€Å"Coach K†. † Lessons from The Classroom. Boston, Massachusetts. Retrieved October 27, 2007, from http://hbswk. hbs. edu/pdf/item/5464. pdf Sumukadas, N. , and R. Sawhney. (2004): Workforce Agility through Employee Involvement. IIE Transactions 36, no. 10 1011–1021. Vanderburg, D. (2004) The Story of Semco: The Company that Humanized Work. Bulletin of Science, Technology Society 24, no. : 430–34. Retrieved October 24, 2007 from http://www. brainfuel. tv/maverick-the-story-of-semco-an-amazing- workplace Weiss, W. H. (1998) Improving Employee Performance: Major Supervisory Responsibility. Supervision, 6–8. Exhibits Exhibit A List of Military Rank ________________________________________ Officers LetterNavyArmy/Air Force/Marines O-12 (GAm ) Grand Admiral O-11 (FAm ) Fleet Admiral(COp) Chief of Operations O-10(Adm ) Admiral(Gen) General O-9(VAdm ) Vice Admiral(LtG) Lieutenant General O-8(RAdmU) Rear Admiral(MG ) Major General O-7(RADmL) Commodore(BG ) Brigadier General O-6(Capt ) Captain(Col) Colonel O-5(Cdr ) Commander(LtC) Lieutenant Colonel O-4(LCdr ) Lieutenant Commander(Maj) Major O-3(Lt ) Lieutenant (Cap) Captain O-2(LtJG ) Lieutenant Junior Grade(1Lt) First Lieutenant O-1(Ens ) Ensign(2Lt) Second Lieutenant Warrant Officers W-4(CW4) Chief Warrant Officer W-3(CW3) Chief Warrant Officer W-2(CW2) Chief Warrant Officer W-1(WO1) Warrant Officer Enlisted Personnel GradeNavyMarinesAir ForceArmy E-9(MCPO) Master Chief Petty Officer(SgtMaj) Sergeant Major(CMSgt) Chief Master Sergeant(CSM) Command Sergeant Major E-9(MGySgt) Master Gunnery Sergeant(SGM) Sergeant Major E-8(SCPO) Senior Cheif Petty Officer(1stSgt) First Sergeant(SMSgt) Senior Master Sergeant(1SG) First Sergeant E-8(MSgt ) Master Sergeant(MSG) Master Sergeant E-7(CPO ) Chief Petty Officer(GySgt ) Gunnery Sergeant(MSgt ) Master Sergeant(SFC) Sergeant First Class E-7(PSG) Platoon Sergeant E-6(PO1 ) Petty Officer First Class(SSgt ) Staff Sergeant(TSgt ) Technical Sergeant(SSG) Staff Sergeant E-5(PO2 ) Petty Officer Second Class(Sgt ) Sergeant(SSgt ) Staff Sergeant(Sgt) Sergeant E-4(PO3 ) Petty Officer Third Class(Cpl ) Corporal(Sgt ) Sergeant(Cpl) Corporal E-4(SrA ) Senior Airman(Sp4) Specialist 4 E-3( ) Seaman(LCpl ) Lance Corporal(A1C ) Airman First Class(PFC) Private FIrst Class E-2(SA ) Seaman Apprentice(PFC ) Private First Class(Amn ) Airman(PV2) Private E-1(SR ) Seaman Recruit(Pvt ) Private(AB ) Airman Basic(PV1) Private The Value of Flexible Management I. Abstract II. Introduction a. Thesis: â€Å"While many are defined by a dominant style of management, an effective manager is one who can adapt their management techniques to a variety as they arise. † III. Body a. Define autocratic Style i. Give examples of what situations require this style of management b. Define participatory Style i. Give examples of what situations require this style of management c. Define laissez-faire Style i. Give examples of what situations require this style of management d. Give examples of historical situations in which managers were successful because they adapted to the situation or antithesis of this model i. Example 1 ii. Example 2 iii. Anti-Model IV. Conclusion a. Restate thesis and summarize the value of adapting to situational nuances V. Exhibits that may be relevant VI. Works Cited

Black People and Roberta Essays

Black People and Roberta Essays Black People and Roberta Essay Black People and Roberta Essay Essay Topic: Recitatif In Toni Morrison’s Recitatif. the narrative is about two misss. Twyla and Roberta. They grow up in an orphanhood because their female parents could non care for them. Morrison makes it clear the misss come from different cultural backgrounds but neer provinces which one is black or white. At one point in the narrative Twyla remarks. We looked like salt and Piper nigrum. I grew frustrated with the narrative and had to read it several times. I could neer find who was black and white and the lesson I learned should hold been it doesn’t truly matter. The narrative begins with Twyla’s female parent dropping her off at the orphanhood. She meets Roberta and they become best friends. The bond they portion occurs because they were non considered existent orphans. They were abandoned childs unlike the other kids whose parents had died. One of the last times the misss see each other was the twenty-four hours of a trial. On that dark. Twyla’s female parent was have oning those tight green slacks that made her border stick out. Many people have labeled inkinesss as holding larger butts. She could hold been black. she could hold been a heavy white adult female with a big butt. or a Latino adult female like me. But I automatically stereotyped and went with Twyla has to be black. During the trial Roberta’s female parent had brought poulet legs. Twyla notices Roberta does non eat the poulet legs. I ever thought black people liked chicken more than white people which means Roberta was white since she did non eat the poulet. Or possibly she merely wasn’t hungry. Shortly after that trial Roberta’s female parent came to take her place. go forthing the misss devastated. They see each other several times throughout the old ages. At their first meeting. Roberta was ill-mannered and distant because she was high. Roberta tells Twyla she is on the manner to see Jimi Hendrix. Hendrix was an ill-famed black guitar player. I thought at this point Roberta has to be black. However Hendrix’s set was interracial with a diverse audience. Roberta could hold been white due to the diverse audience. I am a immense Hendrix fan and I am non black so why would I believe Roberta is. Twelve old ages subsequently they run into once more at a food market shop. Roberta married a rich adult male and was highly friendly to Twyla. Twyla can non keep back her emotions and asks Roberta about the last clip they saw each other. Roberta shrugs it off. Oh. Twyla. you know how it was in those yearss: black- white. You know how everything was. I can associate to this. In 1980. the Cuban Mariel Boat Lifts came over bring 1000s of Cubans. I am Cuban but I was born here. Kids I had known since kindergarten treated me as if I merely come over on the boats. It had a permanent consequence on me and matured me beyond my old ages. The 3rd clip they meet is at the school where their kids attend. Roberta and other female parents were picketing because they did non desire their childs to be segregated. This led to a battle break uping any last opportunity of a friendly relationship for them as it would non be resolved until Twyla and Roberta meet for a concluding clip. As the narrative ends I do non acquire a sense of closing. The inquiry of which miss is white or black remains unreciprocated. It opened my eyes and made me oppugn how bias I truly am. I try to non pigeonhole as a consequence of what I went through as a kid but I found myself making merely that. I can understand why Morrison wrote the manner she. I am non certain what her end was overall but to me it seemed as if she were learning me about biass. Recitatif challenged me to non judge either girl by their race but accept them for who they are. In the terminal. what difference did it truly do about the girls’ races? The narrative is about how their friendly relationship develops and so deteriorates. Nothing more ; nil less.

Toyota Motor Corporation Essay Example | Topics and Well Written Essays - 3000 words

Toyota Motor Corporation - Essay Example Toyota started announcing recalls of 8 – 9 millions after reports of 2000 fatal accidents and 19 deaths from its defective vehicles with accelerator and brake pedal issues. By February 2010 (just before ending of fiscal year on March 31), Toyota had recalled nearly 2 million vehicles from its main markets that also reflected in Income Statement, Cash Flows and Balance Sheet. In fact, the assets and liabilities / debts section were greatly affected from that recall because sales declined and products recalled simultaneously. Toyota Corporation estimated that recall would cost, at least, $2 billion in 2010 – 2011, which may increase in near future if suppliers would increase raw-material / inputs prices followed by high labour expenditures. It is worth mentioning that Toyota's sales in North America reduced by 16% alone in February 2010 in comparison to February 2009 just after the recall. On the other hand, the competitors operational in American markets were among the a ctual beneficiaries, since ‘General Motors recorded sales increase of 15%, Ford observed a growth of 24%, Nissan recorded the growth of 15%, and   Hyundai observed a phenomenal 24% growth in USA. Indeed, the recall enabled Ford Corporation to become second largest automobile seller across North America after General Motors. The recall sabotaged Toyota’s strategic and financial position because customers started switching to other brands, which later resulted in decline in market share. This just happened when Toyota had certain plans / aspirations to benefit from improvements in global economic outlook. Without any doubt, the company in the short - run has been unable to win trust of potential customers and maximise its monetary gains because of additional repair and delivery costs to be incurred from this recall. In addition, the loss of goodwill and reputation alone could prove quite devastating for company in near future when it will launch newly developed products. For instance, potential customers and industry analysts may raise questions about safety, security and reliability of Toyota’s vehicles. In a nut shell, it is justified to argue that Toyota’s balance sheet figures (assets and liabilities) position will deteriorate in fiscal year of 2011 because of mixed consumer confi dence on Toyota’s market offerings.