The work has not been graded but I like the output that was submitted to me. Is it possible for the same prof to do the next assignment I will be submitting? If possible, I will greatly appreciate it.
Read the attached case “Management at Work”.
Answer Questions 1, 3 and 4.
Total word count should be about 300 to 500
62 PART 1 introducing Management goalwand will be responsible for all of the team’s outcomes.The team will also be empowered to identity "impediments"to its progress, cven when thcy issue from Ã¢â‚¬Å“managementactions or the organization’s policies and practices,Ã¢â‚¬Â and itshould be able to count on management to "take action toremoveÃ¢â‚¬Â those impediments. "Everybody and everything Case OucsÃ¯Â¬Âons 1. In general, what sorts DfoltiClSlÃ¢â‚¬ËœlÃ¢â‚¬ËœtS would Donning levelat the behavioral management perspective? At the quanti-tative management perspective? to lt your school announced that it was thinking almutadopting the management goal of delighting customers,what changes in its current luanagerrient practiceswould you recommend? What sort of [reasonable] prac-tices would "delight" rather than merely satiaÃ¯Â¬Â’you? w . Corisider the following perspectives on managementpractice: the quantitative perspective, the systems per-spective, and the contingency perspective. letÃ¢â‚¬â„¢s say thatyouÃ¢â‚¬Ëœre asked to develop a plan for shifting your compsÃ¢â‚¬â€rlyÃ¢â‚¬â„¢s management model from one of these models toone in which the company’s goal is delighting customÃ¢â‚¬â€ Case References Italah I’IÃ¢â‚¬Ëœounalai, Ã¢â‚¬ËœWells Fargo: The Bani; That Works," Portion-om.January 25. EDIE, wwwforbescoln. on June It]. 20H; Stove Denning,"Does tit-Ã¢â‚¬Å“ell! Fargo practice Radical Management?" lÃ¢â‚¬Ëœhriwatwn. Ianuary’51]. 2014-: uwwt’orbe-stom, on lune l1, 20H; Deming, "Ur-hat Is RadicalManagement?" StewUmmiugter CZUUÃ¢â‚¬ËœJII. unwate’i’edennuLg.cu:|n, onlune 9. 2.014; Draining. Ã¢â‚¬Å“The DeathÃ¢â‚¬â€arid Reim’entionÃ¢â‚¬â€of hÃ¢â‚¬Ëœlarragernent:Part l." The trader’s Guide to Hattie-at i’t-tarragemerrt, November [7. BillÃ¢â‚¬Â, lil’tp:f."stevederilririgt’vpeparhcnni, on June Ã¢â‚¬Ëœil, 2Ã¢â‚¬Å“ H; Burning, Ã¢â‚¬Âthe Dumbest Idcn in the W’orlrl: Maximiuing Shareholder Ã¢â‚¬Å“ulna." l’iariiemminl NinÃ¢â‚¬Ëœcnihcr in the organization,Ã¢â‚¬Â says Denning, must bc committed toproviding more value to clients sooner. All work [coins andunits must have a clear linc ofsight as to what they are ac-coinplishing in terms of delighting clients. All systcms andprocesses in thc organization must be focused on enhancingclient delight. ers. What re cornrriendations for change would you prob-ably make, given the nature of your companyÃ¢â‚¬â„¢s currentmanagement practices? Ã¢â‚¬ËœWhich current practices mightbe good springboards for making the shift? Which mightbe probable impediments to making the shiFt? Ã¢â‚¬ËœlÃ¢â‚¬â„¢. Dunning likens a manager who manages in the interestof shareholder value to a football coach who coachcs toheat the point spread instead of winning the game. Ex-plain the analog in more detail. In particular, Denningclaims that "in such a world, it is hardly surprising thatthe corporate world is plagued by scandals." Why mightthe management practice of maximizing shareholdervaiue lead to questionable ethical [and even illegal}behavior among top managers? 23, EUÃ¢â‚¬Å“. wnnti’orhesctnn, on lune ll. 3011; Banning, "When CmssÃ¢â‚¬â€Functional Teams Aren’t: High-End Knowledge Wink" StewDeiiniiigcnin[EUUHÃ¢â‚¬ËœL wwwslrveclennirigcmn, on lune I2, lLtIÃ¢â‚¬Ëœl, Dennirig. "Ito-inventingManagement Part 4-.- Ceordiaation; From Bureaucracy to DynamicLinking," The Leader’s (Said: to Radical Management. Iarliiary 23. EU] 1.llttp:tiniest-dc]:ningtypcpadronl, or] June 12. 2014′. Dunning, "Reinveulingti-Iauagenmtt: l’u’rt 2: How 1):: You Delight the Client?" the Leader’s Guideto Haciical’iÃ¢â‚¬Ëœvlonogernent January 15, 2t.Ã¢â‚¬Â 1, httpn’isteredeluiingtypepadcnrn,nu him: It. ZlJl-t. YOU MAKE THE CALL 1. How might an integrating framework he used to en-hance a sustainability strategy in a company whosemanagement perspective is primarily quantitative? inone that depends primarily on a contingency perspecÃ¢â‚¬â€tive? Conversely, how might a quantitative perspectivelend itself to the development and deployment of asustainability strategy? [low about a contingencyperspective? 2. WisconsiIIÃ¢â‚¬â€lmsed (huntersen Health System partnerswith its local solid waste department to pump enoughlandÃ¯Â¬Âll gas to run a 35U.U’lJlt-sr|uare-foot facility. it runsa dairyÃ¢â‚¬â€digestÃ¢â‚¬Â system [including lilllll cows) at threelocal farms in order to produce its own electricity, andbecause it now produces more electricity than it needs.it sells the surplus to local utilities. In 2014. ISundorsen The Lighter Side of Sustainability became the nation’s first circrg}-‘-i|1depe11dciit healthsystem, producing more fossil fuel than it consumes.Gundcrsen thus depends on a certain systems-basedstrategy discussed in the text. V911 at is it? Why isn’t it thestrategy ol’choicc for more healthcarc systems? Howmight your school take advantage of this strategy? 3. According to the Northwest Energy EfÃ¯Â¬Âciency Alliance(NEEA) report on "The Business Imperative forSustainability," Ã¯Â¬Âaiiure to pursue sustainable business practices hasmorai, ethical, and business consequences in theface of dire and imminent climate change.U itimatetr, mÃ¯Â¬Âaimbility nieces sun-ind for ergmri-zations, tire human race, and the planet. Comm zultt’meammniim. All Rim: ltswnÃ¢â‚¬Ëœod. Mao not be ropiodJunm-d. til-duplicated. In Meteor in part. Uuemdmmuic riann. aortic third. elm-1mm maybe manned item the ctr-not: amentimrm review Marleen-ed that my mppreasart cmrrenl liner inrltlllatirel’iall5l altar! tile Mulll lumiurg experience. [Engage [.erlmiugrem L’ne righrmremrwe Hhiitinrulanuentzl any time it mllsteqllenz rights rut
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