Food Crisis
Effective utilization of Natural esources for food Depends on Sound Management Theories

elationship between the world food crisis and the world financial crisis

According to Howard G. Buffett, an organizer of the philanthropic Buffet Foundation, the world food crisis and the world financial crisis coincided at a particularly unfortunate time. Despite the fact that the financial crisis temporarily caused fuel and thus commodity prices to decrease, the majority of the world's consumers were still "spending 70 to 100% of what you make on food, and the balance of what you don't spend on food you may easily spend on transportation or cooking or producing food in small agriculture, those two things are killers. You have an increase in the problem and a reduction of funds. It's the worst possible scenario" ('The worst possible scenario,' 2009, World Food Programme). The devastation of the global economy and reduced availability of credit led…...

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References

Gentleman, Amelia. (2009). Global financial crisis hits world's poor hardest. The Guardian.

Retrieved:   'The worst possible scenario.' (2009). World Food Programme. Retrieved:http://www.guardian.co.uk/politics/2009/mar/27/global-crisis-impact-poor 

 http://www.wfp.org/stories/%E2%80%98-worst-possible-scenario%E2%80%99 

Shattuck, Annie. (2008). The financial crisis and the food crisis: Two sides of the same coin.

fresh student groups enrolling in education, constant evolutions in student affairs systems are needed for meeting the unique requirements of students. Student affairs practitioners are required to make student transition easier through adoption of programs and policies that aid transition. Students face challenges when moving between educational levels. ecent literature has focused greatly on this topic, as transition is apparently related to 'mental health crises' among students (Eisner, 2011). Students unable to deal with such transition find it hard to complete their degrees/diplomas and achieve educational requirements for enjoying civic and economic security (Bonanni, 2015, p. 1-2; Conley, Kirsch, Dickson, & Bryant, 2014; Mattanah, Ayers, Brand, & Brooks, 2010; Eisner, 2011). Generally, educational institutions' environment, culture, expectations, and structure differ across the nation. But implementation of transition initiatives in school can promote student success. College and high school leaders can collaborate and aid student success. Systems and programs have…...

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References

Bonanni, M. (2015). In Transition: Examining Students with Learning Disabilities' Transition from High School to College Through Schlossberg's Transition Theory. Theses and Dissertations.

Brown, K. M., & Anafara, V.A. (2001). Competing perspectives on advisory programs: Mingling or meddling in middle school? Research in Middle Level Education Annual, 24, 1-22.

Cossy, L. S. (2014). Transition and Thriving in University: A Grounded Theory of the Transition Experiences and Conceptions of Thriving of a Selection of Undergraduate Students at Western University. Electronic Thesis and Dissertation Repository. Paper 2531.

Conley, C. S., Kirsch, A. C., Dickson, D. A., & Bryant, F. B. (2014). Negotiating the Transition to College: Developmental Trajectories and Gender Differences in Psychological Functioning, Cognitive-Affective Strategies, and Social Well-Being. Emerging Adulthood, 1-16. doi: 10.1177/2167696814521808

Management, Strategic Management Theories and the Linkage with Organizational Competitive Advantage from the esource-Based View
Accurate comprehension of the article = blue

Critical analysis of the strengths and weakness of the ideas, concepts or theories = yellow

* Provision of specific comments in the form of criticism, disagreement, synthesis, paradox, curiosity or genuine confusion= green

Management, Strategic Management Theories and the Linkage with Organizational Competitive Advantage from the esource-Based View

Using a thorough analysis of management theories and approaches to illustrate how the esource-Based View (BV) of management can deliver greater competitive advantage and more optimized use of internal resources, the authors seek to support this assertion with a comprehensive literature review. The synthesis of the Classical Approach, Human esource Approach, Quantitative Approach, Systems Perspective, Contingency Approach and Information Technology Approach is used as the foundation for showing how the BV approach to management can deliver exceptional results (aduan, Jegak, Haslinda & Alimin, 2009). The…...

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References

Raduan, C.R., Jegak, U., Haslinda, A., & Alimin, I. (2009). Management, strategic management theories and the linkage with organizational competitive advantage from the resource-based view. European Journal of Social Sciences, 11(3), 402-418.

Since, this one lacks structure means that many employees can become confused about their responsibilities. Once this occurs, it can often lead to employee issues, where this confusion can become an issue of contention between the staff and management. As management is telling them to engage in particular activity, yet they don't understand why they are doing such tasks. Over time, this can cause moral to drop as those employees who do not thrive under such a system, begin to lower the overall positive attitude in the work environment. ("Contingency Theory," 2010)
Despite some of the obvious weaknesses, the contingency theory is effective for those organizations that are small. This is because the in formalized structure allows managers / owners the opportunity to adapt to changes that are occurring in real time. Where, they can use their experience and common sense to adjust to various business conditions. As a result,…...

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Bibliography

Building Emotional Capital. (2004, June 24). Retrieved April 10, 2010, from Executive Education website:  http://executive.education.insead.edu/programme/documents/Nissan_004.pdf 

Contingency Theory. (2010). Retrieved April 9, 2010, from Values-Based Management website:  http://www.valuebasedmanagement.net/methods_contingency_theory.html 

Babineck, M. (2006, March 13). The Enron Trial. Retrieved April 10, 2010 from Chron website:  http://www.chron.com/disp/story.mpl/special/enron/3718892.html 

Bissonette, Z. (2008, August 1). How Does General Motors CEO Rick Wagoner Still Have a Job. Retrieved April 10, 2010 from Blogging Stocks website:  http://www.bloggingstocks.com/2008/08/01/how-does-general-motors-ceo-richard-wagoner-still-have-a-job/

Management Theories
Historical records show that people always organized themselves in order to work together towards a common objective and they coordinated their efforts to achieve this objective (Accel-Team 2004). It was not until the latter part of the 19th century that the concept of scientific management entered history during the Industrial evolution, but management skills existed long before the 19th century. Ancient Egyptians built the pyramids, ancient Chinese erected the Great Wall of China, the Mesopotamians irrigated their lands and walled their cities and the omans of old put up their roads, aqueducts and notably Hadrian's Wall not without established and superb management standards of their leaders (Accel-Team) and massive obedience and coordination among the followers. The pyramids of Egypt, wonders of the world, each measure 75,600 square feet at the base, 480 feet high and consists of more than two million blocks of stone, each weighing 2.5 tons. Its…...

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REFERENCES

1. Accel-Team. (2004). Developments from Ancient History. Accel-Team.com. http://www.accel-team/scientific

2. Allen, G. (1998). Management History. Supervision. http://allie.dcccd.edu.mgnmt1374

3. Geocities. (2004). Human Behavior. sydication/hr.htmlhttp://www.geocities.com/the

4. McNamara, C. (1999). Very Brief History of Management Theories.  http://www.mapnp.org/library/mgmnt/history.htm

In fact I sincerely wanted to help them find positions where they could excel. The lack of trust on their part and the acute resistance to change was so strong that structuring for integration to the point of even defining what conditions needed to be changed to overcome shortcomings and design a new position for them was not possible. As trust was not present and despite my best attempts to earn it through being genuinely concerned about them, all attempts were seen more as patronizing and less about attempting to help them. On the occasion that they did ask for pay increases, I told them they would need to get their cumulative customer satisfaction scores up and also call volumes. Not interested in the position or excelling at it, these employees refused to improve and when let go, saw it as very personal given my continual efforts to help…...

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References

Alexander, Kenneth O. "Worker Ownership and Participation in the Context of Social Change: Progress Is Slow and Difficult, but it Need Not Wait upon Massive Redistribution of Wealth. " the American Journal of Economics and Sociology 44.3 (1985): 337. ABI/INFORM Global. ProQuest. 25 Oct. 2008

Timothy Bartram, Gian Casimir. "The relationship between leadership and follower in-role performance and satisfaction with the leader:the mediating effects of empowerment and trust in the leader. " Leadership & Organization Development Journal 28.1 (2007): 4-19. ABI/INFORM Global. ProQuest. 24 Oct. 2008

Douglas Brownlie, Paul Hewer, Beverly Wagner, Gran Svensson. "Management theory and practice: bridging the gap through multidisciplinary lenses. " European Business Review 20.6 (2008): 461-470. ABI/INFORM Global. ProQuest. 24 Oct. 2008

Huei-Fang Chen, Yi-Ching Chen. "The Impact of Work Redesign and Psychological Empowerment on Organizational Commitment in a Changing Environment: An Example From Taiwan's State-Owned Enterprises. " Public Personnel Management 37.3 (2008): 279-302. ABI/INFORM Global. ProQuest 27 Oct. 2008

As in the model of Likert, progressively the concern for people increases as we move down the line from 'Exploitative authoritarian' to 'Benevolent authoritarian' to 'Consultative' to finally 'Participative', similarly in the Blake's Managerial Grid the mapping of high concern for people and low concern for production is seen as the score comes to be 1,9. On the other hand a close comparison of G2 stage of the Vroom-Yetton model and the Participative management of Likert model it is seen that both of them bear similarities. In G2 stage of Vroom-Yetton model, the leader shares the crisis and difficulties with the subordinates of his group and based on a consensus all the parties build and evaluate alternatives and try to arrive at a consensus on a solution.
oughly the same idea is conveyed in the Participative model of Likert wherein the management looks forward to build groups of employees who…...

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References

Conger, Jay a; Kanungo, Rabindra N. (1988) "Charismatic Leadership: The Elusive Factor in Organizational Effectiveness." Jossey-Bass Publishers. Retrieved at   Accessed on 10 February, 2005 del Val, Manuela Pardo; Rodr'guez, Sonia Das'; "Participative management and organizational culture." Retrieved at  http://www.sses.com/public/events/euram/complete_tracks/managing_cultures_identities/pardo-del-val_perez_rodriguez.pdf . Accessed on 10 February, 2005http://www.coastwiseconsulting.com/Charismatic%20Leadership%20-%20OCRed.pdf .

Inman, Mark Lee. (01 Jun 2000) "The relevance of traditional management theories to the 21st Century" Retrieved at   on 10 February, 2005http://www.accaglobal.com/publications/studentaccountant/32495Accessed 

Leadership Model and Theories" Retrieved at Accessed on 10 February, 2005http://www.cda-acd.forces.gc.ca/CFLI/engraph/research/pdf/12.pdf.

Likert's leadership styles" Retrieved at   Accessed on 10 February, 2005http://changingminds.org/disciplines/leadership/styles/likert_style.htm .

Management Theory and Associated Urinary Tract Infections
Infection of the urinary tract constitutes a great share of all infections acquired in hospitals (Klevens, Edwards, & ichards, 2007); of these, most cases are of CAUTI or catheter-associated urinary tract infection, which is "reasonably preventable," according to the CMS (Centers for Medicare and Medicaid Services). CMS doesn't reimburse medical facilities for this disease any more. Of the best strategies to reduce CAUTI is ensuring never to employ urinary catheters unless one perceives an appropriate symptom.

Several research works, some even dating back many decades, can be found, of ways to decrease or prevent the development of CAUTI. Over the years, a few of the recommendations have reformed; for instance, at one time, routine catheter irrigation was recommended; however, presently, the medical profession deems it as a practice that must be avoided. Therefore, it is imperative for healthcare organizations to make sure their methods, educational…...

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References

Barnard, C.I. (1952). Leadership and the law. New York University Law Review, 27(1), 112-116

Fanning, M., & Oakes, D. (2006). A tool for quantifying organizational support for evidence-based practice change. Journal of Nursing Care Quality, 21(2), 110-113.

IHCI. (2011). How-to guide: Prevent catheter-associated urinary tract infections. Cambrige, MA. Retrieved from  http://www.mnreducinghais.org/documents/CAUTI_How_to_Guide.pdf 

Klevens, R. M., Edwards, J. R., & Richards, C. L. (2007). Estimating health care-associated infections and deaths in U.S. hospitals, 2002. Public Health Rep, 122(2), 160-166.

Total Quality Management Theory
Total Quality Management Development

How Total Quality Management (TQM) Theory can be applied to improve the airport passenger handling

Total Quality Management (TQM) specifically deals with work process and people. Implementation of TQM calls for team work and employee involvement. All operations, suppliers, and customers have to be involved. Besides, it also calls for performance measurement. TQM is normally implemented by business organizations to satisfy its customers. It improves organizational performance (Asher, 1996).

Work processes have to be coordinated for continuous improvement in business units to be realized. The underlying reason behind this is meeting customer expectations. TQM endeavors a scenario where quality is enhanced in all facets of an organization while costs are kept at bare minimum. Any organization irrespective of its size can implement TQM especially if it wants to meet the demands of the customers. A major setback has however been the non-compliance of these organizations with…...

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References List

Alamdari, F. (1999). Airline In-flight Entertainment: The Passengers' Perspective. Journal of Air

Transport Management, 5(4).

Andrle, J. (1994). Total Quality Management in Public Transportation. Research Result Digest,

3, 1-33.

In addition to this, the event chain methodology is used in counteracting the effects of different biases. This model also requires the use of Gantt charts.
The thermostat model is a model of management control that is based on performance standards, performance measured at the output, and the difference between standards and measured values is used for correcting the process in order to reach the established standards (Koskela & Howell, 2002). The management as planning theory is represented by the operational level management referring to creation, revision, and implementation of plans. This theory focuses on the relationship between the project's actions and the objectives of the company. The dispatching model refers to the fact that the activities and tasks planned in project management can be performed based on the project manager's approval.

The PINCE 2 theory is a project management approach based on different methodologies developed by IBM. The objective of…...

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Reference list:

1. Koskela, L. & Howell, G. (2002). The Theory of project

Performance Management Theories and Practices
Performance management is a continuous process by which an organization identifies, measures, and develops the performance of individuals. It aligns their performance, the resources and systems with the strategic goals of the organization. According to Leeuw and Berg (2011), companies that apply performance management practices generally perform better than those that do not.

The course has covered important performance management theories and practices. One key lesson learnt, for instance, is that for performance management practices to be effective, there must be constant communication between the management team and the employees; and it is imperative for the goals of the individual to be aligned with those of the organization (Pulakos, 2009). The performance management cycle also provided insight on how performance management systems should be implemented in the organization. The elements of this cycle include: setting the objectives; measuring the performance of individuals; providing feedback on the performance;…...

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References

Leeuw, S. & Berg, P (2011). Improving Operational Performance by Influencing Shopfloor Behavior via Performance Management Practices. Journal of Operations Management, Vol. (29) 3, 224-233. Retrieved from http://search.proquest.com.proxy-campuslibrary.rockies.edu/docview/866083571/50E9B56B076C4E25PQ/1?accountid=39364

Pulakos, E.D. (2009). Performance Management: A New Approach for Driving Business Results. (1st Ed.). West Sussex, United Kingdom: Wiley-Blackwell Publishers.

1940 Kurt Lewin
The theory outlines three stages including the unfreeze, make changes and refreeze stages (Levasseur, 2001). In the unfreezing stage, the current processes are unearthed to examine how matters are undertaken. This implies examining each phase and human interrelation for prospective improvements. The second phase encompasses the deployment of the changes and providing guidance to the team as they adapt. In this stage, aspects such as constant communication, training and support are pivotal in order to restrict any for, of challenges in the transition. It also includes a change in the organization’s policies, norms, and policies. The final phase of refreezing is aimed to stabilize the new change to safeguard it from regressing. Frequent reviews need to be undertaken to ascertain that the new approaches are being adhered to (Hossan, 2015). In the first phase, the staff becomes cognizant of and acknowledges the need for a change. The second phase…...

The Garbage Can Model in Greater Detail

In theory, the GCM views the entire universe of organizational problems and solutions to those problems as a garbage can in which all problems and all possible solutions are tossed (Daft, 2005). The GCM also views the garbage can as containing solutions to some problems that might not have even manifested themselves yet in the organization but which might become useful in connection with some of those problems that materialize after solutions have already been devised generally (Daft, 2005).

There are four principal parameters that Cohen and March described in relation to the organizational problems encountered in anarchistic situations are: (1) Problems, defined as issues requiring change to the existing situation; (2) Solutions, defined as ideas proposed to address problems; (3) Participants, defined as employees who may come and go from the organization; and (4) Choice Opportunities, defined as situations requiring decisions (Daft, 2005).

In principle,…...

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References

Daft, R. (2005) Management 7th Edition. Mason: Thomson South Western.

Select a problem or issue in the healthcare industry that you know needs changing or improvement.One area within the healthcare industry that required change and improvement are costs. Costs relative to other developed nations is very high, without the corresponding benefits of such costs. Currently the Untied States spends roughly 18% of GDP on healthcare related expenditures. Many experts believe that healthcare expenditures as a percentage of GDP will rise to nearly 20% by the year 2030. This will equate to roughly $4 trillion dollars being spent on healthcare related expenditures. This however is in stark contrast to actual healthcare outcomes which are not manifesting in the manner commensurate with the increase in costs. Currently, the United States is ranked last out of the 11 wealthiest nations of earth as it relates to healthcare outcomes. As a result, the United States is spending more than any other country but has…...

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References 1. Badham, R, Mead, A, Antonacopoulou, A (2012) Performing change: A dramaturgical approach to the practice of managing change. In: Boje, DM, Burnes, B, Hassard, J (eds) Routledge Companion to Organizational Change. London: Routledge, 187–205.2. Beck, RN (1987) Visions, values, and strategies: Changing attitudes and culture. The Academy of Management Executive 1(1): 33–413. Brotman, R (1958) Review of The Dynamics of Planned Change by Ronald Lippitt, Jeanne Watson and Bruce Westley. American Sociological Review 23(3): 341–342

Theory vs. Creativity in Design
Leaders have a task of moving the organization forward in a fashion that is supported by all stakeholders. After allocating resources to bolster organizational success, leaders must primarily assess and accept the risks related innovation. Innovation includes accepting new management theories to replace the outdated philosophies widely incorporated into an organization's procedures and policies over time (American Evaluation Association, 2004). This study aims to identify, discuss, and recommend strategies to create tension between existing management theories and management's ability to create new business paradigms. The study will also identify and discuss stakeholder attitudes towards innovation, ethics, and inclusion as primary drivers of a successful organization. While focusing on innovation and ethics, the study will suggest ways in which organizational leadership can prepare a company for the future and current environmental changes.

How leaders integrate innovative principles while adhering to industry and market mandates

Integrity and honesty: Organizations must…...

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References

American Evaluation Association. (2004). American evaluators association guiding principles for evaluators. American Evaluation Association. Retrieved from  http://www.eval.org/p/cm/ld/fid=51 

Bogan, C.E., & English, M.J. (2010). Benchmarking for best practices: Winning through innovative adaptation. New York [u.a.: McGraw-Hill.

Burton, R.M. (2008). Designing organizations: 21st century approaches. New York: Springer.

DiMaggio, P. (2011). The twenty-first-century firm: Changing economic organization in international perspective. Princeton, NJ [u.a.: Princeton Univ. Press.