Sustainment of The Mini Cases of the Industry Essay Example for Free

Sustainment of The Mini Cases of the Industry Essay Introduction We live in an environment which changes often. In the business world, what is in demand today for an organization may not be a requirement for tomorrow. Smart managers know that organizations that succeed do so because they adjust to keep up with the changes that are taking place (Harmon, 2007). Change in business comes in many forms and affects companies in every industry. Business today is one of the dominant institutions in society. Businesses are established with the sole purpose to provide a product or service to a customer with the intent to make a profit. Once established, every company wants to improve the way it does business to produce things more efficiently and to make a greater profit. Every manager understands that achieving these goals are part of his or her job. For the business they must create a strategic vision for long term sustainability. By adopting sustainable practices, companies can gain a competitive edge, increase their market share, and boost shareholder value. This paper will identify as points of discussion the value chain and competitive forces in Porter’s model based on ‘The Mini-cases: 5 companies, 5 strategies, 5 transformations article and cases; and the affects did Information Technology have on the sustainability on those five organizations. Case Background 1. Identify the value chain and competitive forces in Porter’s model. Based on â€Å"The Mini-cases: 5 companies, 5 strategies, 5 transformations† article and cases. 2. What effect did IT have on the value chain and competitive forces of those organizations? 3. What are some of the changes to the value chain and competitive forces when an organization responds to sustainability? Value Chain Analysis Early as 1979, Michael Eugene Porter introduced the concept of the value chain analysis. A value chain analysis allows a firm to understand the parts of its operations that create value and those that do not (Ketchen Hult, 2007). Understanding these issues is very important because the firm earns above average returns only when the value it creates is greater than the costs incurred to create that value (Porter, 1985). The value chain is a template that a firm uses to understand their cost position and to identify the multiple means that might be used to facilitate implementation of a chosen business-level strategy (Alcancer, 2006). The value chain shows how a product moves from the raw material stage to the final customer. A firm value chain is segmented into primary and support activities. Primary activities involves with a product’s physical creation, its sale and distribution to buyers, and its service after the sale. The primary activities include five generic categories which are comprise in competition in any industry covering inbound logistics, operations, outbound logistics, marketing and sales and services (Porter, 1985). Support activities provide the assistance necessary for the primary activities to take place, which are firm infrastructure, human resource management, technology development, and procurement (Porter, 1985). Competitive Advantage Concept From the activities done in a business or in its supply chain, a firm has a competitive advantage when it implements a strategy competitors are unable to duplicate or find too costly to try to imitate (Barney Clark, 2007). As Michael Porter comments, â€Å"Strategic fit among many activities is fundamental not only to competitive advantage but also to the sustainability of that advantage. It is harder for a rival to match an array of interlocked activities than it is merely to imitate a particular sale-force approach, match a process technology, or replicate a set of product features. Positions built on systems of activities are far more sustainable than those built on individual activities† (Porter, 1996). An organization can be confident that its strategy has resulted in one or more useful competitive advantages only after competitors’ efforts to duplicate its strategy have ceased or failed. Mr. Porter makes the essential point that competitive advantages and the dif ferences they create in firm performance are often strongly related to the resources firms hold and how they are managed. Resources are the foundation for strategy, and unique bundles of resources generate competitive advantages that lead to wealth creation (Bush, Greene, Hart, 2001). Better Place Founded by Israeli entrepreneur Shai Agassi in 2007, Better Place developed a system where electric-car owners could drive their vehicles into a network of stations around Israel and replace the cars battery with a new one in about the same amount of time it takes to fill a gasoline tank on a regular car. The quick drop system was supposed to remove one of the main obstacles to the adoption of electric vehicles, namely the several hours it takes to recharge a flat battery (Pearson Stub, 2013). Better Place use information technology in the value chain model by outsourcing to companies that have integrated the electric car into its policies. Better Places business model was based on car owners paying a fee according to the number of miles they drive. The competitive force that influenced the Better Place Company was the demand for the electric car filling stations. It has also positioned itself to be the first to reap the benefits when battery pack recharging facilities and infrastruc ture are more universally accepted by having proof-of-concept in hand in leading-edge nations. Nike Senior managers of Nike understanding that disposing of waste in an environmentally-friendly manner is crucial to business sustainment implemented a zero waste policy. While looking into manufacturing, they found it took three shoes worth of material to produce just two- one pair of shoes (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). Previous statistics exhibited that the company was spending over $700 million a year on waste management. The organization could not sustain productivity and made waste management a main priority. From these actions evolved strategic long term goals to eliminate zero toxic materials, closing loop systems, and to sustain growth and stability. In order to deliver a value product and service to its customers and employees, Nike realizes that survival depended on creating a supply chain with several big companies like Dow, BSAF, and DuPont. The value of intangible resources, including knowledge allowed Nike to create capabilit ies to gain a competitive  advantage. Outsourcing played a major role in Nike competitive force. Nike understood that engaging in effective outsourcing increased their flexibility, mitigated risks, and reduce their capital investments. Outsourcing proved to be effective because Dow, BASF, and DuPont possessed the resources and capabilities required for Nike to achieve competitive superiority in all primary and support activities. Under the new design and productions methods, product waste was reduced by up to 67 percent, energy use was cut by 37 percent, and solvent use was slashed by 80 percent (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). Research suggest that few companies can afford to develop internally all the technologies that might lead to competitive advantage. By nurturing a smaller number of capabilities, a firm increases the probability of developing a competitive advantage because it does not become overextended and can fully concentrat e on those areas in which it can create value (Linder, 2003). Rio Tinto Rio Tinto a mining company with a large area of operation obtained what it calls a â€Å"social license to operate† which supported the organization’s plan to protect the environment and create economic opportunities. The local community was not acceptance of another project that will affect the environment. Over half of the island had already been demolished from farming; grazing and charcoal production. (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). After a decade of operation and a sense of urgency, the company decided to transform in the mining area. In order to gain acceptance of the community, management created a strategy to protect the environment and generate financial opportunities for the employees. The strategy served as a competitive force by building a positive relationship within the community by providing training, employment, protection of raw materials, financial resources, and establishing global polices. General Electric With energy, water usage, wastes, and carbon emission on the decline within most companies, General Electric realized that the growth in population would affect the companies’ sustainability. They say an opportunity to engage and help other companies create goals for sustainment. This was  chance for the company to utilize the value chain by providing their assistance and also making a profit. General Electric partnered up with other businesses to make the best decisions about which operation to support and which product to purchase for the future. They jump on the idea of energy conservation first within the company and its employees. Within the company, General Electric began engaging employees to see where energy savings could be found. That might be turning off the lights when a factory was idle, or even installing a switch so that lights could be turned off. They also created projects which involved installing LED lights on a factory floor, recycling water at a nuclear facility, and offering combined heat and power generation units at a plant in Australia (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). These efforts prove to be beneficial for sustainability by saving the company over $100 million dollars. Wal-Mart Wal-Mart, one of the top producing merchant in the world have been trying to progress in zero waste and producing products that will not harm the environment. The technology to concentrate liquid detergent has been available for more than a decade, but was little used due to lack of interest in commercialization. Partnering closely with its suppliers, Wal-Mart made the decision to offer only concentrated detergent, and leading manufacturers began transforming their facilities to accommodate this request, leaving less capacity for old-fashioned detergents with high water content. This encouraged other retailers to move toward selling only the concentrated version of liquid detergents. In 2005, Wal-Mart initiated a partnership with Unilever to dramatically reduce the packaging of its â€Å"all ®Ã¢â‚¬  detergent. Wal-Mart helped bring the product to market by promising equal or greater shelf space despite the smaller product size (Wal-Mart, 2007). This business decision enabled the companies to produce a more powerful detergent, reduce waste and in return use less plastic, cardboard and water. There was a positive impact on Wal-Mart for reducing waste which also affected the landfills (Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). As this became the standard for manufacturing companies, Wal-Mart set the bar for their competitive manufactures. The competitive force gave Wal-Mart the leading edge to ensure customer  acceptance, promoting the benefits of concentrated detergent and adding value by its their environmental benefits. Conclusion Some researchers believe that by moving toward ecological sustainability, business firms gain a competitive advantage. The five organizations listed in the article ‘The Mini-cases: 5 companies, 5 strategies, 5 transformations article and cases† have embraced the idea of being proactive through partnership can confer a competitive advantage by saving money, attracting green customers, promoting innovation, and developing skills. While these organizations implemented strategies for sustainability, information technology affected the value chain and competitive forces by motivating firms to form partnerships as a way to effectively cope with the changes occurring in the market. Through information technology firms gain access to their partners’ other partners. Having access to multiple collaborations increases the likelihood that additional competitive advantages will be formed as the set of shared resources and capabilities expands (Olhager Rudberg, 2003). In turn, being able to develop new capabilities further stimulates product innovations that are so critical to strategic competitiveness in the global economy (Klienschmidt, Brentani, Salomo, 2007). Reference Alcancer, J. (2006), Location choices across the value chain: How activity and capability influence co-location, Management Science, 52, 1457-1471 Barney, J.B., and Clark, D.N. (2007) Resource based theory: Creating and sustaining competitive advantage, New York Oxford University Press Berns, M., Townsend, A., Khajat, Z., Bagopal, B., Reeves, M., et al. (2009). The Mini-cases: 5 companies, 5 strategies, 5 transformations. The Magazine MIT Sloan Management Review Special Report. Retrieved from http://files.meetup.com/1325336/MITSloan%20Mgmt%20Review%20The%20Biz%20of%20Sustainability.pdf Brush, C.G., Greene, P.G., Hart, M.M. (2001) From initial idea to unique advantage: The entrepreneurial challenge of constructing a resource base, Academy of Management Executive, 15(1) 64-78 Harmon, P. (2007) Business Process Change: A Guide for Business and BPM and Six Sigma Professional (2nd Ed) pg 31 Retrieved from http://site.ebrary.com.ezproxy.trident.edu:2048/lib/tourou/docDetail.action?docID=10201856lpg=31 Ketchen Jr., D.J. Hult, G. T. M. (2007) Bridging organization theory and supply chain management: The case of best value supply chains, Journal of Operations Management, 25: 573-580 Kleinschmidt, E.J., Brentani, U., Salomo, S. (2007), Programs: A resource-able base view, Journal of Production Innovation Management, 24; 419-441 Linder, J.C., Jarvenpaa, S., and Davenport, T.H. (2003) toward an innovation sourcing strategy, MIT Sloan Management Review, 44(4); 43-49 Olhager, J. Rudberg, M. (2003), Manufacturing Network and Supply Chains: An operations strategy perspective, Omega 31(1); 29-31 Pearson, D. Stub S. T. (2013) Wall Street Journal: Electric-Battery Venture Better Place to Liquidate Retrieved from http://search.proquest.com.ezproxy.trident.edu:2048/docview/1355407057 Porter, M.E. (1985) Competitive Advantage, New York Free Press 33-61 Porter, M. E. (1996). What Is Strategy? Harvard Business Review, 74(6), 61-78. Retrieved from http://web.a.ebscohost.com.ezproxy.trident.edu:2048/ehost/pdfviewer/pdfviewer?sid=00ac6aff-4ae2-4658-a728-7ae17d8211a7%40sessionmgr4001vid=1hid=4101 Wal-Mart Archive (2007): Wal-Mart To Sell Only Concentrated Products In Liquid Laundry Detergent Category By May 2008 Retrieved from http://news.walmart.com/news-archive/2007/09/26/wal-mart-to-sell-only-concentrated-products-in-liquid-laundry-detergent-category-by-may-2008

The IQ Debate Essay -- Intelligence

Intelligence can be defined in many different ways. This concept has been the focus of numerous studies and investigations by psychologists and other scientific experts. Intelligence can be the mental ability to reason, plan ahead, understand a wide range of complex issues and learn from past experiences (Gottfredson, 1997). Intelligence is the â€Å"resultant of the process of acquiring, storing in memory, retrieving, combining, comparing, and using in new contexts information and conceptual skills† (Humphreys, 1979) Intelligence is commonly measured through the use of a number of scales and quantitative measures, like the Intelligence Quotient (IQ), developed by Alfred Binet in early 20th century to identify which French children needed more attention from their educators. The use of IQ tests progressively spread to all parts of the world. The use of these tests has raised controversy among psychologists and educators, with supporters of IQ tests assuming that the tests produce measure of genetically transmitted intelligence. On the other hand, critics of the tests have pointed out that IQ test provides a measure that defines intelligence through the use of cultural deterministic concepts. The ethnocentrism embedded in the assumptions of many commentators, has generated into a justification for a number of theoretical approaches, like those by Charles Murray and others (http://news.bbc.co.uk/2/hi/health/850358.stm). The dichotomy between the view that intelligence levels are affected by situational factors and the view that intelligence is genetically transmitted has dominated psychological debates on IQ throughout decades. The statements made by many commentators that intelligences depends on genetic factors has been ... ...c factors, but to education, parental supervision and other situational and environmental factors. BIBLIOGRAPHY Gottfredson, L.S. (1997) "Foreword to "intelligence and social policy". Intelligence Volume 24 (number1): pp. 1–12. Humphreys, L. G. (1979). "The construct of general intelligence". Intelligence. Volume 3 (Number 2): pp. 105–120. Marshall, G. (1994) (ed.), The Concise Oxford Dictionary of Sociology (Oxford: Oxford University Press. Safer, M. A. (1980). Attributing evil to the subject, not the situation: Student reaction to Milgram’s film on obedience. Personality and Social Psychology Bulletin, 6, 205–209. Sutherland, E. H. (1947) Principles of criminology. Chicago : J. B. Lippincott (4th Edition) . Zimbardo, P. G. (1999). The Psychology of Evil. Stanford University http://www.sonoma.edu/users/g/goodman/zimbardo.htm

When to treat a condition as an absolute contraindication

A contraindication pertains to a state wherein the performance of a specific medical action is not recommended. There are two general types of contraindication that may be directly described in association with its urgency to a situation. A contraindication is deemed absolute when the procedure may not be entirely performed on an individual based of his current condition. On the other hand, a contraindication is relative when the situation of an individual does not entirely rule out the possibility of using a specific procedure unless it is essential that such specific procedure or action be performed. One example of an absolute contraindication is being in a highly infective state, such as having chickenpox. In this situation, the chickenpox virus has the ability to infect any other person that is directly interacting with the infected person and even through the air that is circulating around the room where the infected person is located. The infected person may also spread the chickenpox virus through coughing. Chickenpox is associated with skin blisters that are generally itchy and the fluid from these blisters is very potent in infecting other people that may it come in contact with. A person infected with chickenpox is known to be in a highly infective stage several days before the blisters appear on his skin. Hence, a condition such as chickenpox should be treated as a contraindication because the infected person is highly infective and may pose a health threat to other people surrounding him. Another example of an absolute contraindication is widespread inflammation such as rheumatoid arthritis. In this condition, the patient’s autoimmune system is not normal and his joints are generally inflamed and are very easily affected by drugs and any simple movements. The patient’s connective tissues are generally destroyed hence they have a difficult time in maintaining a normal posture and even simple movements are painful and difficult. In such condition, any type of body massage may not be advisable to an individual with rheumatoid arthritis because it is not helpful and beneficial for such an individual to receive any forceful procedures to the body when the individual is already suffering from joint pains. An individual who has been diagnosed with a severe condition such as Parkinson’s disease should also be considered as an absolute contraindication for several procedures. A patient with Parkinson’s disease suffers from a major disability in terms of motor movements. This condition, also known as dystonia, results in involuntary jerking of specific parts of the body such as the hands, arms or even legs. When an individual has been diagnosed with Parkinson’s disease, this individual’s condition should be treated as an absolute contraindication because his condition may present complications with most procedures. For example, surgery can only be performed on an individual with Parkinson’s disease if a medical release form has been issued by the patient’s primary physician. The reason behind this is that the patient’s condition may become more severe during or right after a specific surgery because his motor movements are not stable and controllable due to Parkinson’s disease. Another condition that should be treated as an absolute contraindication is a medical emergency such as appendicitis. In this situation, the individual’s appendix is infected and surgery needs to be done immediately, or else the patient may die from shock and from the infection (Rizk and Saleem, 2008). In this condition, any other procedure should not be performed unless surgery to remove the appendix has been completed and the incisions that were done on the patient have completely healed. The patient suffering from appendicitis also experiences extreme pain in the lower right portion of his abdomen hence he will be unable to perform any other action unless he is rushed to the hospital and surgery is done as soon as possible.

Summary Of The Baba - 1612 Words

Chapter 1 Many characters are introduced, as Amir, Baba, Rahim Khan (who calls by phone to invite Amir to Pakistan) and Ali. After the phone call, Amir went for a walk by the park to think about his life. Memories from 1975: Something changed in those days. Chapter 2 Amir explains his childhood with Hassan. Amir was Pashtun, while Hassan was Hazara. They both lost their mothers and their fathers were Baba and Ali. Ali married with Sanaubar to restore his uncle s honor. Hassan lived in a small house with his father, near Baba s Mansion. He used to play with Amir and they had a strong relationship, as they were fed by the same breasts. They once met a soldier who said he had a relation with Hassan s mother. Chapter 3 Baba built an Orphanage. Against the popular beliefs against his idea, Baba was succesful. Baba was supposed to become a lawyer as is father, but he decided to be a businessman and became one of the richest merchants in Kabul. Amir had a Islam teacher at the school. Baba thought that teachers weren t good, and he talked to Amir about sins. He believed that all sins were variations from theft.Baba felt his son was not like him. Amir tried to enjoy football, but he prefered to read poems. Amir listens Baba talking to Rahim Khan about him. Chapter 4 Amir explains the relation between Baba and Ali. They had a similar childhood to Amir and Hassan, because Ali s parents died when they were crashed by a car and Baba s father, a famous lawyer, decided to adoptShow MoreRelatedThe Kite Runner By Khaled Hosseini1248 Words   |  5 PagesThe Kite Runner Before I read The Kite Runner, I had looked up a summary of it online as a preview for what was to come. That was not the best idea because after having read the summary, I began to make assumptions about the book. I had thought that it was going to be a very historically factual book about Afghanistan in the 1960s and 1970s when the Soviet Union invaded and the Taliban regime took over. 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Essay about How Greek Philosophers Affect our Learning Today

Table of Contents A. Plan of Investigation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 B. Summary of Investigation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦2 C. Evaluation of Sources†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...3 D. Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦4 E. Conclusion†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦6 F. Works Cited†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..6 A. Plan of Investigation: The topic, Greek Philosophers, could be a very broad topic to write a research paper on. However, the plan of action, which will occur to create this report, will ensure that the end product will be different from the rest. The topic is not just about Greek Philosophers, but rather how it affects our learning today. There were many Greek Philosophers who produced great ideas and all†¦show more content†¦For example, under Socrates the text states that Socrates believed that absolute standards did exist for truth and justice. Also, on page 139, there is a chart that describes the similarities and differences of these three philosophers. This source will immensely help the paper because of its reliability and information. Another source that will be used for the research paper is focused in on a certain philosopher. That ‘lover of learning’ is Aristotle. Aristotle focused more on human belief, thought, and knowledge. The article is titled ‘Aristotle on Consc iousness’. The excerpt really goes into depth on Aristotle’s views and beliefs in one’s conscious. According to the book, Aristotle believed that Consciousness played a big part in the minds of people in the early ages. The source is very credible because it comes from a critically acclaimed book called ‘Mind’. The specific page is page 751. This topic may be very interesting to include in the paper because it something that very much is in effect today. All people have a conscious and it would be very fascinating to write about Aristotle’s theory on the topic. Overall, this source can add a lot of quality information to the research paper. An additional source that will be used in the final paper relates to Socrates’ beliefs. The article states some views that the philosopher, Socrates, has the topics ofShow MoreRelatedThe Greek Of Greek Tragedy1514 Words   |  7 PagesLuke Allis, Greek Theatre Ancient Greek tragedy is still relevant today because the themes and issues expressed within it are still present in the 21st century such as undeserved suffering, death and relationships. The greeks produced many great works of art and theatre as well as revolutionising politics, ethics, aesthetics and philosophy with philosophers such as Plato and Aristotle and their theories such as their theories on form and Catharsis. 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Great Expectations Gods Law Vs. Human Law Essay - 1164 Words

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Role of Project Manager Free Essays

string(69) " participation gains the commitment of the team to achieve the plan\." NICMAR ASSIGNMENT ON â€Å"ROLE OF PROJECT MANAGERS† SUBMITTED BY: JHA PRAVIN KUMAR JOSHI SOURABH MALANI GOVIND 221071 221074 221094 GUIDED BY: Prof. T. K. We will write a custom essay sample on Role of Project Manager or any similar topic only for you Order Now GANGULI ACM 22-SECTION 2 NATIONAL INSTITUTE OF CONSTRUCTION MANAGEMENT AND RESEARCH, PUNE ROLE OF PROJECT MANAGERS Page 1 NICMAR INDEX Contents 1. Introduction 2. Role of Project Manager 2. 1 Planning 2. 2 Organizing 2. 3 Controlling 2. 4 Leading 2. 5 Communicating 2. 6 Cognitive functions 2. 7 Self management functions 2. 8 Motivational and personal development functions 2. 9 Customer awareness functions 2. 0 Organizational savvy functions 2. 11 Project Manager’s Unofficial Job Duties 3. Conclusion Page no. 3 5 6 6 7 7 7 8 8 8 9 9 9 10 ROLE OF PROJECT MANAGERS Page 2 NICMAR 1. Introduction 1. 1 Project A project is a temporary endeavor undertaken to achieve a particular aim. At the most basic level, a project is actually the response to a need, the solution to a problem. Further it is a solution that promises a benefit especially financial benefit. The fundamental purpose for most projects is to either make money or save money, hence projects should be financially justifiabl e. A project is temporary in nature; that means that it has a specific start and finish. A project consists of a well defined collection of small jobs and ordinarily culminates in the creation of an end product or products. A project is a unique, one time undertaking; it will never again be done exactly the same way, by the same people, and within the same environment. There will always be some uncertainty associated with the project. This uncertainty represents risks to your ability to make definitive plans and predict outcomes with high level of confidence. All projects consume resources in the form of time, money, materials and labour. 1. 2 Project Management Project management is the application of knowledge, skill, tools and techniques to project activities to meet project requirement. The project management process calls for the creation of a small organizational (project team), which is often a microcosm of larger organization. Once the team has produced desired outcome, the process then calls for the decommissioning of that small organizational structure. The project form of organization allows the manager to be responsive to: †¢ †¢ †¢ The client and the environment Identify and correct problems at an early date Make timely decisions about trade-offs between conflicting project goals ROLE OF PROJECT MANAGERS Page 3 NICMAR †¢ Ensure that managers of the separate tasks that comprise the project do not optimize the performance of their individual tasks at the expense of the total project- that is, that they do not suboptimize. 1. 3 Project Manager A project manager is usually responsible for the success or the failure of the project. They first need to define the project and then build its work plan. If the scope of the project is not very clear, or the project is executing poorly, the manager is held accountable. However, this does not mean that the manager does all the work by himself (which is practically impossible). There is an entire team under the project manager, which helps to achieve all the objectives of the project. However, if something goes wrong, the project manager is ultimately accountable. Apart from this, depending on the size and the complexity of the project, they may need to take on multiple roles. The project manager may need to assist with gathering business requirements, help to design a database management system or may prepare project documentation. They may work full time on a large project, or may work part-time on various projects of a smaller nature; or may alternatively handle various projects as well as handle other responsibilities like business analysis and business development. At times, they may have accountability but not authority. For example, he or she may be using certain resources but might not have direct control over those resources. At such times, the manager might find certain limitations over task execution, which might not take place as they might have liked. Not having direct control over the state of finances and finance allocation might cause ambiguity. Project managers use project management software, such as Microsoft Project, to organize their tasks and workforce. These software packages allow project managers to produce reports and charts in a few minutes, compared to the several hours it can take if they do not use a software package. ROLE OF PROJECT MANAGERS Page 4 NICMAR In order to be successful, the project manager must be given support and authority by senior management. 2. Role of Project Manager It is the responsibility of project manager to make sure that the customer is satisfied and the work scope is completed in a quality manner, using budget, and on time. The Project Manager has primary responsibility for providing leadership in planning, organizing and controlling the work effort to accomplish the project objectives. In other words, the project manager provides the leadership to project team to accomplish the project objective. The project manager coordinates the activities of various team members to ensure that they perform the right tasks at the proper time, as a cohesive group. The different roles of project manager are as follows: †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ Planning Organizing Controlling Leading Communicating Cognitive functions Self management functions Motivational and personal development functions Customer awareness functions Organizational savvy functions ROLE OF PROJECT MANAGERS Page 5 NICMAR 2. 1 Planning First, the project manager clearly defines the project objectives and reaches agreement with the customer on this objective. The manager then communicate this objective to the project team in such a manner as to create a vision of what will constitute successful accomplishment of the objective. The project manager spearheads development of a plan to achieve the project objectives. By involving the project team in developing this plan, the project manager ensures more comprehensive plan than he or she could develop alone. Furthermore, such participation gains the commitment of the team to achieve the plan. You read "Role of Project Manager" in category "Papers" The project manager reviews the plan with the customer to gain endorsement and then sets up the project management information system-either manual or computerized-for comparing actual progress to plan progress. It’s important that this system be explained to the project team so that the team can use it properly to manage the project. 2. 2 Organizing Organizing involves securing the appropriate resources to perform the work. First, the project must decide which tasks should be done in-house and which tasks should be done by subcontractors or consultants. For tasks that will be carried out in-house, the project manager gains a commitment from the specific people who will work on the project. For tasks that will be performed by subcontractors, the project manager clearly defines the work scope and deliverables and negotiates a contract with each subcontractor. The project manager also assigns responsibility and delegates’ authority to specific individuals or subcontractors for the various tasks, with the understanding that they will e accountable for the accomplishment of their tasks within the assigned budget and schedule. For large projects involving many individuals, the project manager may designate leaders for specific group of tasks. Finally, and most important, the task of organizing involves creating an environment in which the individuals are highly motivated to work together as a project t eam. ROLE OF PROJECT MANAGERS Page 6 NICMAR 2. 3 Controlling To control the project, the project manager implements a management information system designed to track actual progress and compare it with planned progress. Such a system helps the manager distinguish between busy-ness and accomplishments. Project team members monitor the progress of their assigned tasks and regularly provide data on progress, schedule and cost. These data are supplemented by regular project review meetings. If actual progress falls behind planned progress or unexpected events occur the project manager takes immediate action. He or she obtains input and advice from team members regarding appropriate corrective actions and how to replan those parts of the project. It’s important that problems and even potential problems, be identified early and action taken. The project manager cannot take a â€Å"let’s wait and see how things works out† approach- things never works out on their own. He or she must intervene and be proactive, resolving problems before they become worse. 2. 4 Leading Project manager fosters development of a common mission and vision to the team members. He should clearly define roles, responsibilities and performance expectations for all his team members. He uses leadership style appropriately to situation or stage of team development. He should be able to foster collaboration among team members. He should provide clear direction and priorities to his team members. He should be efficient enough to remove obstacles that hamper team progress, readiness or effectiveness. He should promote team participation in problem solving and decision making as appropriate. He should pass credit on to team, and promotes their positive visibility to upper management. He should appreciate, promote and leverage the diversity within the team. 2. 5 Communicating ROLE OF PROJECT MANAGERS Page 7 NICMAR The Project Manager should be able to communicate effectively with all levels inside and outside of the organizations. He should be able to negotiate fairly and effectively with the customers/subcontractors. He should be able to bring conflicts into the open and manages it collaboratively and productively with the help of other team members. He should be able to able to influence without relying on coercive power or threats. He should be able to convey ideas and information clearly and concisely, both in writing and orally to all the team members. . 6 Cognitive functions The project manager should identify the problem and gathers information systematically and seeks input from several sources. He should then consider a broad range of issues or factors while solving these problems. For this he collects the appropriate quantity of data for the situation and discusses it with all the team members before making a decision. He then draws accurate conclusions from quantitative data and makes decisions in an unbiased, objective manner using an appropriate process. For this process of decision making he understands the concept of risk versus return and makes decision accordingly. 2. 7 Self management functions The project manager should be able to maintain focus and control when faced with ambiguity and uncertainty and should be able to show consistency among principles, values and behavior. He should be resilient and tenacious in the face of pressure, opposition, constraints, or adversity. Being the head of the project he should manage implementations effectively and should recognize as someone â€Å"who gets things done. He should continuously seek feedbacks from the team members and modify his behavior accordingly. He should take keen interest in learning and self development opportunities. 2. 8 Motivational and personal development functions Project manager should consider individual skills, values and interest of all his team members when assigning or delegating tasks to them. He should allow team ROLE OF PROJECT MANAGERS Page 8 NICMAR me mbers an appropriate amount of freedom to do the job. He should accurately access individual strength and development needs of his team members to complete the work effectively. He should continuously offer opportunities for personal and professional growth to his team members. He should arrange for training program and continuously seeks support to his team member when needed. He should pass credit on to the individuals and promote their positive visibility to upper management. He should give timely, specific and constructive feedback to all his team members. 2. 9 Customer awareness functions Project manager should be able to anticipate customer’s needs effectively and proactively strives to satisfy them. He should be able to accurately translate the customer’s verbalized wants into what they actually needs. He should be able to understand customers and their business and actively build and maintain strong customer relationships. He should understand customer’s issues, concerns and queries and try to resolve them effectively. He should actively strive to exceed customer expectations. 2. 10 Organizational savvy functions Project manager should involve the right people at the right time for a particular job. Understands, accepts and properly uses power and influence in relationships. He should build and leverage formal and informal networks to get things done. He should know the mission, structure and functions of the organizations and others. He should understand profitability and general management philosophy. He balance interests and needs of team/project with those of the broader organization. 2. 11 Project Manager’s Unofficial Job Duties The functional competencies listed above represents official duties of the typical project manager. In fact, if organization has developed a job description for project managers, it probably includes many of these functional competencies. What we won’t find in job description are the unofficial duties that Project Managers perform in the course of carrying out their mission. Let’s examine some of the key ones: ROLE OF PROJECT MANAGERS Page 9 NICMAR Babysitter: This refers to the apparent need to provide close guidance or detailed instructions to certain individuals. This situation results from any number of root causes. The target may be under qualified, lack of confidence or simply crave attention. Salesperson: There will be times when they will have to rely heavily on their ability to influence thers to sell an idea, sell themselves or perhaps sell the virtues of Project Management. Most of the selling situations will be helpful and have positive outcomes. However if he find himself spending too much time selling Project Management, they may signal deeper underline problems such as issues of trust or confidence. If most of the selling he does to his management, he is in trouble; this is a signal that l ife as a project manager may be exceptionally challenging. Teacher: This is an example of an unofficial role that actually yields positive roles. In fact, superior project managers will be able to educate and develop those they work with as they manage the project. Friend: Maintaining friendship and professional relationship with the same people is difficult. However if they can do it they will benefit greatly. An open, informal and comfortable communication linkage is much more likely to keep them supplied with more of the information they need than formal, rigorous and stiff team meetings. Finally avoid the trap of believing that he is been put in charge of a project so he has risen above his peers and friendship no longer matters. . Conclusion â€Å"The Project Manager is a key ingredient in the success of a Project. In addition to providing leadership in planning, organizing and controlling the Project, the manager should possess a set of skills that will both inspire the project team to succeed and win the confidence of the customer. Effective Project Managers have strong leadership ability, the ability to develop people , excellent communication skills, good inter personal skills, the ability to handle stress, problem solving skills and time management skills†. ROLE OF PROJECT MANAGERS Page 10 How to cite Role of Project Manager, Papers