Management Course
The field of management is one that has evolved over centuries and continues to transform to meet the needs of the ever-changing globalized world of business. I have long been interested in this arena of business and its powerful influence and strong importance to virtually every sector and industry. I hope to one day occupy a managerial position and use my knowledge and skills to improve the efficiency, effectiveness, productivity and profitability of my future company. The wisdom I have received in this course will certainly help me in achieving my goal. The Principles of Management Course has provided a comprehensive insight into the real world of management and organizational theory, and how all of the relevant concepts are actively applied in several business sectors. And while I have aspired to achieve my managerial goal for quite some time and have built a steady knowledge base through my…...

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Bibliography

Anthony, Scott. "Three Critical Innovation Lessons from Apple." Harvard Business Review. May 2010.   (accessed October 20, 2011).http://hbr.org/anthony/2010/05/three_critical_innovation_less.html 

Bass, Bernard M., and Paul Steidlmeier. "Ethics, Character, and Authentic Transformational Leadership Behavior." The Leadership Quarterly 10, no. 2 (1999): 181-217.

"Google on Innovation." August 2007. (accessed October 20, 2011).http://www.think-differently.org/2007/08/google-on-innovation.html

Slater, Robert. The GE Way Fieldbook: Jack Welch's Battle Plan for Corporate Revolution. McGraw-Hill Company, 2000.

Management Course
The reasons that determined me to attend this university refer to the high quality of the professors and the courses provided here. One of the most interesting courses in my opinion is the Principles of Management course. Along with other courses, this one provides suitable information for students that want to improve their knowledge in the field or to pursue a career in management.

My expectations regarding this course were very high. I expected to gain sufficient knowledge that I can use at my workplace. I also expected this course to help me improve my managerial skills in order to increase the level of my performance. In addition to this, I expected this course to help me build a knowledge base that could enable me to continue my education in this field. I also expected to understand what the most important issues in management are.

Expectations of the Course

The Principles…...

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Reference list:

1. Henry Fayol's 14 Principles of Management (2008). Management Innovations. Retrieved November 6, 2011 from  http://managementinnovations.wordpress.com/2008/12/04/henri-fayols-14-principles-of-management/ .

2. Clarck, D. (2010). Communication and Leadership. Retrieved November 6, 2011 from  http://www.nwlink.com/~donclark/leader/leadcom.html .

3. Wong, R. (2000). Motivation: A Behavioral Approach. Cambridge University Press. Retrieved November 6, 2011 from  http://books.google.ro/books?id=Vt6_hhe6DokC&printsec=frontcover&dq=motivation&hl=ro&ei=U-22TubeGYm5hAfSlLWhBA&sa=X&oi=book_result&ct=result&resnum=3&ved=0CDUQ6AEwAg#v=onepage&q&f=false .

4. Planning Function of Management (2011). Management Study Guide. Retrieved November 9, 2011 from  http://www.managementstudyguide.com/planning_function.htm .

Global Business Management / Benefits of Global Business Management Course
Three Main Concepts

Global business management denotes the manner in which a corporation handles its operations in the international business scenario, including its hiring, marketing, sales, and financial systems (earn.org, 2015). The course includes all those proficiencies required of an organization's manager, namely leadership, analytic ability, problem-solving, strategic planning skills, communication skills, creativity and numeracy. It enables managers to acquire requisite abilities, knowledge, and experience for managing both domestic and international businesses' financial, human, and material resources, in addition to complex practical and strategic management issues (Humber, 2015).

Examples

This program clarifies numerous doubts, and facilitates a better understanding of global business management. I, for instance, was not well versed with the concepts of global economy, emerging markets and foreign market. The course, in an entrepreneurial context, delivers insight to the manner in which multinational companies successfully conduct their operations in today's global economy.…...

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Learn.org. (2015). What Is Global Management? Articles. Retrieved on 8th September, 2015 from  http://learn.org/articles/What_is_Global_Management.html 

Robert, S. & Rocha, S. (2008). The Impact of Cross-Border Mergers on Co-Decision Making: A Case Study of a Danish Multinational. International Center for Business and Politics. Frederiksberg. Available on www.cbs.dk/cbp

Saudjana, E., Bilodeau, J., Fatal, R and Glass, T. (2012).Redefining the Emerging Market Opportunity Driving Growth through Financial Services Innovation. World Economic Forum. USA. Available on www.weforum.org

opportunity and facilitated the development of transferable skills. The commercial environment is one where there is constant change; the macro environment can move at a very fast pace, and the way a firm responds can be the difference between success and failure. The course provided a very useful insight into the way that firm can be examined in the context of its environment, with practical application of theory with a real world scenario.
The first module provided a great deal of knowledge with the need to look at different organizational diagnostic models. The process required more than simply glancing at several different options, it was necessary to examine the differing models in order to identify the strengths and weaknesses of each model and decide which may be the best to use to examine an organization. The study f the different models enhanced knowledge and understanding of the way in which…...

Business Management -- Annotated Bibliography
Eisenberg, J., Lee, H.J., Bruck, F., Brenner, B., Claes, M.T., Mironski, J., and Bell, R. "Can

Business chools Make tudents Culturally Competent? Effects of Cross-Cultural

Management Courses on Cultural Intelligence." Academy of Management Learning & Education. 12.4 (2013): 603-621. Web. 25 July 2014.

Because of the ongoing globalization for businesses and the need to develop management policies and strategies that help the workforce understand and relate to diversity, business schools need to teach management courses on "cultural intelligence"

(CU) Eisenberg and colleagues explain. This article is valuable and the recommendations for business schools should be incorporated because managers working for international firms need skills that allow them to interact with people from a variety of cultures. For students pursuing a business career, the development of cultural intelligence is vital.

Hence, taking courses in cross-cultural management brings knowledge and benefits.

Espedal, B. Gooderham, P.N., and tensaker, I.G. "Developing Organizational ocial Capital

or Prima Donnas…...

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Scherer, A., Palazzo, G., and Matten, D. "Introduction to the Special Issue: Globalization as a Challenge for Business Responsibilities." Business Ethics Quarterly, 19.3 (2009): 317-

347. Web. 25 July 2014.

This is an article that deals with the ethics of international business relationships. Because national borders are not as politically significant as they once were, global business organizations enter into markets with "ill-defined rules" of conduct (Scherer, et al., 327). Thus, corporations become "political actors" because they make up their own rules as they enter each new market, Scherer points out. The article asserts that global businesses must become accountable democratically and incorruptible as well. The value of this article is in part because it insists that corporate social responsibility (CSR) goes to deeper levels when a firm is operating in a variety of diverse cultures. Also this piece is important to today's business major because ethical behavior in the international market place isn't just recommended, it is imperative for success in terms of profits and accountability as well.

Discussion Reflection 1. I think the concepts that were most interesting to me in this class were more the high level concepts like the Five Forces. These are the sorts of tools that I think can be relevant in any industry. They force you to think not just about what the company does, but how the business works. For example, you can be good at some aspect of the business, but a tool like Five Forces will help you to consider whether what you\\'re good at is what you actually need to be good at in order to succeed. As the literature on that tool in particular notes, it helps you to formulate strategy by giving you one of the most important starting points – knowing where profit comes from in your industry (MindTools, 2018). So things like that, and SWOT, may seem really simple but if you take the time…...

Managing Human esources
Change and conflict are some of the manager's current challenges. This thesis tries to inquire into the change processes and managers response to conflicts that arise as a result of change resistance. The manifestation of conflict and the impact of conflict are also discussed. The thesis also looks into the different theories formulated to explain change process and their relationship to conflict management. Also covered is the way decision makers can mitigate conflict and bring sanity in their organizations.

Today's managers are faced with the trade off between change and conflict. Change has become an irresistible part of organization and managers must therefore come up withy strategies and policies of managing change in an order to reduce conflict that may hinder the performance and also to reduce performance gap.

Introduction

Conflict is bound to occur when different individuals have different perception, opinion, ideas and thought. Change and conflicts are two things…...

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References

Knudsen T.(2003).Human Capital Management: New Possibilities in People Management. Journal of Business Ethics, 21(2),42-45.

Humphreys, M. (2005). Natural Resources, Conflict, and Conflict Resolution: Uncovering the Mechanisms. The Journal of Conflict Resolution, 49 (4), 23-36.

Kindler, H.S. (2005). Conflict Management: Resolving Disagreements in the Workplace. London: Thomson/Course Technology.

Kotter, J. (1995, march-april). Leading Change:Why Transformation Efforts Fail. Havard Business School Review, 59-67.

The two basics to keep in mind is that managerial accounting should be used early and often and not just internal stakeholders should be heeded and listened to (Tutor2U.net, 2013).
Conclusion

In conclusion, Thai Airlines would benefit greatly from an entrenched and well-managed managerial accounting framework. It should supplement and complement both the financial accounting mechanisms of Thai Airlines as well as general process management, general product management, marketing, other accounting matters and general business decision making for Thai Airlines. Part and parcel of all of that is integrating stakeholder's expectations and conversely managing the expectations and perceptions of those same stakeholders is also vital on a number of levels. However, if all of the above is managed and managed well, then the outcomes for firms like Thai Airlines that use managerial accounting effectively will tend to be very good.

eferences

Holtzman, M. (2013, May 12). Managerial Accounting for Dummies Cheat Sheet -…...

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References

Holtzman, M. (2013, May 12). Managerial Accounting for Dummies Cheat Sheet - for Dummies . How-to Help and Videos - for Dummies. Retrieved May 12, 2013, from  http://www.dummies.com/how-to/content/managerial-accounting-for-dummies-cheat-sheet.html 

Money-Zine.com. (2013, May 12). Financial vs. Managerial Accounting. Money-zine.com Home Page. Retrieved May 12, 2013, from  http://www.money-zine.com/investing/investing/financial-versus-managerial-accounting/ 

Singha Beer International. (2013, May 14). Singha Beer International. Singha Beer International. Retrieved May 14, 2013, from  http://www.singhabeer.com/ 

Tutor2u.net. (2013, May 12). Accounting - Introduction to Stakeholders. tutor2u | Economics | Business Studies | Politics | Sociology | History | Law | Marketing | Accounting | Business Strategy. Retrieved May 12, 2013, from  http://www.tutor2u.net/business/accounts/stakeholder_theory.htm

The Improve Phase of the DMAIC process is also essential for managing the piloting and testing of the Six Sigma solutions discovered. It is also essential during the new product development process for measuring and quantifying the unique value proposition of the product or service being produced as well. The final phase, Control, is essential in both a Six Sigma and new product introduction process as well (Pestorius, 2007).
Conclusion

The DMAIC process aligns very well to the new product development and introduction process and is used extensively for that purpose in applying Six Sigma to marketing. Six Sigma can change an entire company's culture and make the many processes synchronized and in unison in making new product introductions more profitable and capable of gaining market share as a result.

eferences

Brian Cocolicchio (2007). Sales and Marketing the Six Sigma Way. Quality Progress, 40(9), 79. Link: http://www.sixsigmaselling.com/six_sigma_selling/2006/07/about_sales_and.html

Fundin, a.P., & Cronemyr, P. (2003). Use…...

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References

Brian Cocolicchio (2007). Sales and Marketing the Six Sigma Way. Quality Progress, 40(9), 79. Link:  http://www.sixsigmaselling.com/six_sigma_selling/2006/07/about_sales_and.html 

Fundin, a.P., & Cronemyr, P. (2003). Use customer feedback to choose six sigma projects. ASQ Six Sigma Forum Magazine, 3(1), 17-21. Retrieved from  http://asq.org/sixsigma/2005/03/use-customer-feedback-to-choose-six-sigma-projects-en.pdf 

Hasan, M., & Kerr, R.M. (2003). The relationship between total quality management practices and organisational performance in service organisations. TQM Journal, 15(4), 286-286.

 http://www.ijbmss-ng.com/vol1no1_ijbmss/ijbmss-ng-vol1-no1-pp113-128.pdf

Management of Work-elated Stress
Who is responsible for the management of work-related stress? While there are those who are convinced that the responsibility of managing work-related stress lies primarily with the management of an organization, others are of the opinion that individual employees have the primary responsibility for managing work-related stress. In this text, I not only state but also substantiate my position on these divergent points-of-view.

The Management of Work elated Stress

In basic terms, "stress is the experience of opportunities or threats that people perceive as important and also perceive they might not be able to handle or deal with effectively" (George & Jones, 2010, p. 245). It is important to note from the onset that although stress related to work is somewhat normal, excessive stress on this front could be counterproductive. This is more so the case in those instances where it affects both the emotional and the physical health…...

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References

George, J.M. & Jones, G.R. (2010). Understanding and Managing Organizational Behavior (6th ed.). New York: PH Professional Business.

Hawkins, L. (Ed.). (2003). Tolley's Guide to Managing Employee Health. Ohio: LexisNexis Group.

This would allow IM to find individuals from other countries and also to take a more global approach to training and staff development. Hire the "best and the brightest" to rapidly reenergize the organization and product line.
Grow existing lines and existing customers -- Instead of trying to grow rapidly, IM could target its current user base and simply solidify their needs by using market research to contact them and find ways to improve and maintain market share while retaining talent in the current geographical model. This model would be more conservative about hiring and wages, and would of course allow for some expansion, but keeping most of the &D in Waterloo, Canada. This would also retain more control over the design and marketing of the product for those in the organization who prefer to manage each instance and aspect of the organization from a Central --( field mentality.

Aggressively target…...

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REFERENCES

Research in Motion: Managing Explosive Growth. (2008). Ivey Management Services. Cited in:

Patel, N. (January 22, 2010). Motorola Asks ITC to Ban Blackberry Imports. Endgaget.

Cited in:  http://www.engadget.com/2010/01/22/motorola-asks-itc-to-ban-blackberry-imports/ 

Sweeney, a. (2009). Blackberry Planet: The Story of Research in Motion and the Little Device

S. DHS "Strategic Plan," 2008, http://www.dhs.gov/xabout/strategicplan/) ealistically acts of terrorism, domestic or foreign are exceedingly rare, though slightly more common than they have been in the past and at least marginally more violent in nature, they occur very, very rarely. (Lewis, 2000, p. 201) Though maintaining serious preparedness the mitigation of natural disasters, most which cannot be avoided is an issue needed to be addressed almost yearly, on both small and large scales, across the nation and is much more likely to directly effect people and resources on an intimate level and should be the Emergency Management system's first and primary concern! Though worst possible case scenarios, regarding the use of WMDs is important it is not where all the resources should go.
(5. In the course, you have been introduced to the various responsibilities of different levels of government in the homeland security effort. What level of government do you…...

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References

Daniels, R.S. (2007). Revitalizing Emergency Management after Katrina: A Recent Survey of Emergency Managers Urges Improved Response, Planning, and Leadership and a Reinvigorated FEMA -- the Federal Government Has Responded by Making Most of the Recommended Changes. The Public Manager, 36(3), 16.

Department of Homeland Security Website www.dhs.gov

Depoorter, B. (2006). Horizontal Political Externalities: The Supply and Demand of Disaster Management. Duke Law Journal, 56(1), 101.

Hulnick, a.S. (2004). Keeping Us Safe: Secret Intelligence and Homeland Security. Westport, CT: Praeger.

Management Approach That Offers the Best Outcomes
for Knowledge Development

Understanding business, and what that process contains, is extremely complex. It takes years of study and focus to gain even a rudimentary idea of all a company has to do to remain viable. A company has to have employees who understand their jobs, clear work goals for all concerned in the business, accounting practices that tell the actual financial workings of the company and keep government agencies happy, along with many other processes among the strata. Threads run through all of the working practices of an organization which tend to bind it together. These can be tangible communication channels (email, phone lines, other forms of information technology), or they can be intangible. These intangible communication lines are another layer of complexity which the organizations managers have to control and mold. How people deal with one another is the way an organization actually…...

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Works Cited

Cohen, Debra J. "Knowledge Development -- Future Focus: Emerging Issues -- in Human Resource Management." HR Magazine (2003). Web.

de Dreu, Carsten K.W., and Evert van de Vliert. Using Conflict in Organizations. New York: Sage Publications, 1997. Print.

Fischler, Michael L. "From Crisis to Growth…Race, Culture, Ethnicity, Conflict and Change." Education 124.2 (2003): 396-398. Print.

"Knowledge." Merriam-Webster Online Dictionary. 2011.

Management
Joseph

Leadership styles: Switching from authoritarian to participatory leadership

Leadership styles: Switching from authoritarian to participatory leadership

There is no singular style of leadership that is appropriate for all situations. The type of leadership that is required to command soldiers in the field of battle is very different than the type of leadership demanded at an advertising agency. The latter situation requires soliciting creative input from all employees, not reflexive obedience like a wartime scenario. At the organization in question, the manager is deploying an authoritarian style of leadership at a company where individuals believe they can make a positive contribution to the organization's growth and development. ather than effectively keeping people in line, the manager's style is merely causing anger and resentment. Also, through manipulating the staff, the manager is 'playing' certain staff members 'off' against one another, rather than creating an effective and united team dynamic. This merely bolsters the manager's…...

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References

Bartle, Phil. (2007, May 17). Participatory management. CMC (Community Empowerment

Collective). Retrieved December 23, 2010 at  http://www.scn.org/cmp/modules/pm-pm.htm

Should the outcomes perform well against the goals, then the performance appraisal process must undergo a re-evaluation. Theories about the underperformance of key outcomes can be matched against feedback from the appraisers and the employees. From that point, a course of action can be developed that will alter the appraisal process to better align it with its objectives. The final step in the control mechanism is the adjustment process. The new ideas must be incorporated into the existing appraisal system. These new ideas must then be tested to determine if they have been as effective as intended, or if they have even moved the outcomes further from the objectives. At this point, the manager is engaged in a feedback loop that exists to continuously improve the performance appraisal process.

Conclusion

Performance appraisals are often conducted poorly, and this has led to considerable criticism of the tool. There are three fundamental functions a…...

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Works Cited

Heskett, Jim (2006). What's to be Done About Performance Reviews? Harvard Business School. Retrieved November 26, 2008 at  http://hbswk.hbs.edu/item/5563.html 

No author. (2008). Performance Reviews. Carnegie Mellon University. Retrieved November 26, 2008 at  http://www.cmu.edu/hr/hr_services/performance/reviews.html 

Culbert, Samuel a. (2008) Get Rid of the Performance Review! MIT Sloan Management Review. Retrieved November 26, 2008 at  http://sloanreview.mit.edu/wsj/insight/hr/2008/10/20/ 

No author. (2004) Performance Appraisal Handbook. United States Department of the Interior. Retrieved November 26, 2008 at  http://www.doi.gov/hrm/guidance/370dm430hndbk.pdf