Archive for category: Management File 9

Quiz 2 – The Toulmin Proposal 9.0/ 30.0 Points Question 1 of 3
0.0/ 10.0 Points
Please post your proposed one-sentence thesis statement for this topic. Remember, this single sentence thesis statement has a clear stance and is never a question. Question 2 of 3
9.0/ 10.0 Points
List a peer-reviewed source (for peer-reviewed sources see the “Advanced Search” link just below the Search box on the Library Welcome page) that you plan to use in this essay.
You must include either a short quotation and/or paraphrase with the in-text citation and a works cited entry for this source in MLA form. *Note: To receive credit for this question, the source must be peer-reviewed and correctly cited (a hanging indent is not required to receive credit). Question 3 of 3
0.0/ 10.0 Points
Give a tentative outline for your essay. Remember, your essay must have the following components: introduction, background, support for your claim, opposing views, rebuttals, and a conclusion. Clarify these components in your outline. Your outline may be a topic or sentence outline but must be somewhat concrete. Example: I Introduction and thesis
II Background Info
a. First example
b. Second etc. III Support for Claim
a. First example
b. Second example, etc. IV Opposing View Discussion
a. First possible opposition to claim
b. Second, etc. V. Your rebuttal to all the points in IV VI. Conclusion .

-Introduction about productivity and production in a hospital food system

-discuss how productivity is measured

-find a common problem in a hospital food system such as, Low productivity levels of labor; provide 1 or 2 reference (evidence) that it is a problem

– provide reasons for why it is a problem

– use The decision making process Identification of the problem Development of decision criteria or statements describing the environment after the problem is solved. Identification of alternatives Selection one of a model to use in evaluating the alternatives that will solve the problem. Models with differing levels of complexity include: Verbal models, a spoken or written tool that expresses the relationships between variables. Schematic models show a pictorial relationship between or among variables. An example is a plan of a building or department. Iconic models are scaled physical replicas of objects or processes. An airplane model being tested in a wind tunnel is an example. Mathematical modelsshow functionalrelationships among variables. A math equation using variables x, y, and z is a mathematical model. Examples of each type of model will be given in class. Data collection to be used for each alternative’s evaluation. , seeking information concerning each alternative. Evaluation of the data using the model selected. At this step, we put all the alternatives together and look at the results in terms of the original decision criteria established at the beginning. Final selection of the alternative is made at this point and implemented. We hope that this solves the problem, to be sure we go to the final step, and that is Evaluation of the selected alternative. After a time, we go back and evaluate. Is the problem truly solved or have we just taken care of a symptom?

A restaurant paid $9,120 cash in advance for liability and casualty insurance for two years of coverage.

a. Journalize the transaction for the payment.

b. What is the amount of insurance expense for one year and for one month?

c. Record the journal entry for six months of insurance expense

 

make sure you post your initial response to the Discussion Area by 12/9/17.
To support your work, use your course and text readings and also use outside sources.
Keki Dadiseth, retired Unilever business executive, followed some basic rules that can trigger change (Goleman, Boyatzis, & McKee, 2002). They are described below:
Focus people’s attention of the underlying issues and solutions to create a common ground and understanding about what needs to be changed and why.
Focus on the ideal, combining resonance-building leadership styles to get people talking about their hopes for the future and tap into the dedication people feel for the organization.
Move from talk to action.
Helping people realize the reason or need for change is one of the strategies that leaders should use to overcome resistance to change. A related concept in organizational literature is readiness for change.
Dadiseth’s rules, as stated above can be understood within the context of creating readiness for change. Based on these rules, what steps can leaders take to prepare followers for change? How exactly does readiness for change impacts resistance for change and the likely success of change initiatives?
Jack Welch, former CEO of General Electric, said, “We’ve long believed that when the rate of change inside an institution becomes slower than the rate of change outside, the end is in sight. The only question is when” (GE Annual Report, 2000).
What did Mr. Welch mean by this statement?
What are some ways in which leaders can overcome change?
Have you ever as a leader demonstrated this kind of leadership? What happened? What did you do? How did your actions affect the followers? What lessons did you learn?
References:
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Learning to lead with emotional intelligence. Boston, MA: Harvard Business School.
GE Annual Report (2000). Letter to share owners. Retrieved from https://www.ge.com/annual00/letter/page2.html

How are you different today from the person you were at 6 years old? What about at 16 years old?How are you the same as the person you were at those ages?