(1)I’ve been a part of many teams in my life, and I’ve had varying experiences with just about all of them. I’ve had teams where each was given his/her task to complete the whole, and it usually ended up with those who finished his/her work first had to help those who weren’t done with theirs. Some would assist graciously, and some would gripe about having to do other’s work. Nevertheless, everyone pulled together to get the job done.I’ve worked on teams where the leader delegated the more labor-intensive parts of the project to others while taking the lighter load, and then, took credit for the finished project. I’ve also been on teams where the leader ended up doing the majority of the work because the team members were unreliable, so the leader took it upon herself to make sure that the task was completed by the deadline.It has been my experience that when working in teams there are usually a few individuals that end up doing the majority of the work (or at least more work than others), but I guess that goes back to the old saying, “there’s no “I” in team.” Though the weight of the workload shifted to me from time to time, most of my experiences in teams were pleasant. Everyone got along with one another, for the most part, and our goals were always met. We kept the lines of communication open and did what was necessary to get the job done. We also learned each other’s strengths and weaknesses which came in handy for other upcoming assignments. Overall, we portrayed the three dimensions of a high-performing team: production output, member satisfaction, and capacity for continued cooperation (Baldwin et al., p. 346). I’ve also been in teams that not only had an unequal workload amongst the members but also had too many members, which caused disarray. Having too many hands in the pot is a common challenge when working in teams and shows that some tasks are better left to fewer people. It was harder to keep up with who was doing what, and things began to fall through the cracks and some things got overwritten. It became an utter mess, and more time was spent analyzing and correcting things than completing them. To prevent this type of problem from happening again, meetings were held to discuss upcoming projects to determine if a team was necessary, and if so, to use the minimum number of team members needed (Baldwin et al., p. 344).ReferencesBaldwin, T. T., Bommer, W. H., & Rubin, R. S. (2013). Managing organizational behavior: What great managers know and do (2nd ed.). New York, NY: McGraw-Hill/Irwin(2)The greatest personal challenge about in teams comes in a number. Everyone may not liking working in teams. There may be lack of communication, lack of participation, and bad leadership and more. First when working with a team, the main purpose is to accomplish a task or goal together. In order to do that everyone needs to be on one accord. Teams must break into different sections and take on different tasks towards accomplishing the goal. The leader of the team must communicate well with the team. Leaders should not have ineffective communication with the team. If there are certain things that each person should be doing let them know. Work together as a team and not as individuals. Another challenge is EVERYONE must participate. For example it is eight people on a team. Six of those eight people are working hard to accomplish the goal and meet company deadline. It would not be fair to those six people if all eight got recognized as a group for their effort. Everyone must participate. Not being creative can be a challenge as well. Everyone may have a different idea or way to bring the company more clients. Also decision making is a big part of working in teams. Some may not like a certain theme or slogan or whatever it is that will stand out for the group. Steps that can be taken to ensure success is communicate effectively with one another, work together as a team and not again each other. Reference Lecture Powerpoint Baldwin Text (3)As a coach, I have been part of many teams in the past – some successful, some less so. For the sake of this discussion, though, and being able to apply the texts well, I’ll use the current leadership team that I’m a part of as my example. I am one of four senior athletic administrators at my institution. The team is made up of our Director of Athletics, the Associate Director of Athletics (and women’s soccer coach), the other Assistant Director of Athletics (and tennis coach), and myself as the Assistant Director of Athletics and Senior Woman Administrator (and volleyball coach). Baldwin, Bommer, and Rubin (2013) discuss the five disciplines of high-performing teams, and I can see those disciplines being true of the team I’m on. The first discipline is being small in size. We know that we have the right number of administrators given the size of our department. If we had any more, it would seem excessive and we wouldn’t be as productive. The second is that there are capable and complementary members. As you could see in the list, there’s a wide background as far as our coaching skills go. In terms of personality and work style, two of us are type-A, task-oriented, get-the-job-done type workers. The other two are far more relational and skilled at discipleship. Even the fact that I’m the only female on the team allows me to bring a different yet complementary view to the table when we are discussing issues. We’re all capable as we have all achieved high levels of success in our programs and the programs we oversee.The third discipline is that we have a shared purpose and performance objectives. We’re all held accountable to the same mission and visions since we are at the same institution and working in the same department, with the same overall desires for what success should look like for us. The fourth is team development. We’re pretty well established in our roles at this point, but we’ve gone through all of the stages over time. The final one, mutual accountability, is one of our greatest strengths as we are in a position where we can speak truth to each other in biblical love to make sure that we’re all doing our part to steward the department well.ReferencesBaldwin, T., Rubin, R., & Bommer, B. (2013). Managing organizational behavior: What great managers know and do (2nd ed.). New York, NY: McGraw Hill-Irwin. (4)I witnessed a successful team when I worked for the Office of the Attorney General. There was a team of three Special Assistant Attorney Generals and two others that assisted with specialized areas. We were assigned to the Institutions for Higher Learning (IHL), and each month we would receive contracts that had to be approved by the Board of Trustees in addition to contracts and other items that didn’t require board approval. Once the agenda items (contracts) were received, they would be reviewed by the Division Director and equally distributed to the attorneys in our team. Each was responsible for reviewing and requesting changes to ensure the items complied with the law and the policy and procedures of IHL and the individual university.Though each attorney had his/her own assignments, they were always available when one of them reached out to get a second opinion or when they needed to pick each other’s brain. Even when there was a difference of opinion, they were always cordial and open-minded. They also went out of their way to assist the universities and the vendors to get the revisions implemented prior to the deadline for submitting the completed contract packets to the Board. So, it wasn’t only our staff working together as a team, but also us working with the finance staff at IHL who made their own recommendations for the items, the legal team at the university, and the contract contact for the vendor. It consisted of many emails, telephone calls, and revisions, but everyone pulled together every month to get the items ready for approval by the Board.
7 Discussion Reply
With the paper, you may select to write on any topic covered in this class and or clearly related to this course/subject. Your opinion does not determine your grade. Your grade is determined by how well you support your argument utilizing the materials discussed in this course and research and reference material you locate. What I do not want is a regurgitation of what is in the readings. Expand on the readings, do not repeat them. Document your facts utilizing standard APA style. This paper is to be submitted to me as indicated on the Course Schedule and Grading Policy Summary Table. The paper is to be in APA format and the body of the paper is to be between 15 and 20 pages. The body of the paper does not include the title page, abstract, table of contents, images, charts, tables, appendix, “quotes”, or references. This is to be of high quality, free of spelling and grammatical errors, and of original work.
15-20 page research paper
Plagiarism will be dealt with harshly (as a minimum a 0 will be assigned for the paper for any plagiarism and or use of past work).
How does your law enforcement organization’s leadership and performance measure up to the needs of your community and 21st-century law enforcement?
You have two Quiz,
The Weekly Assignment for Chapter 3 is a quiz being administered online. You may use your text, but you should use no other resources (internet, colleagues, etc.) when taking this quiz. You can begin the exam on Tuesday September 17. Once you begin the weekly assignment you will have up to sixty minutes to complete the quiz. All quizzes will close on Monday September 23 by 10 pm regardless of start time, so begin the quiz early to provide yourself with enough time to finish all questions.
You have to be available at Sep 26 0930-1045 (PDT) For taking the quiz.
Hospitality Human Resource Management – MOST high score, Two Quiz, make sure you are available at Sep 26 0930-1045 (PDT) For taking on of the quiz
UMGC Canadian Bacon Inc Financial Statements Operating Cycle Problem
UMGC Canadian Bacon Inc Financial Statements Operating Cycle Problem.
I’m working on a other question and need guidance to help me understand better.
a) Canadian Bacon Inc. financial statements are presented in the table below.Based on the information in the table, and using a 365-day year, calculate operating cycle. Round the answers to two decimal placesBalance Sheet December 31, 2014Cash and marketable securities$132,000Accounts payable $399,000Accounts receivable$311,000Notes payable$98,500Inventories$512,000Accrued expenses$89,300Prepaid expenses$11,300Total current liabilities$586,800Total current assets$966,300Long-term debt$799,400Gross fixed assets$2,104,000Par value and paid-in-capital$298,000Less: accumulated depreciation$398,000Retained Earnings$988,100Net fixed assets $1,706,000Common Equity1,286,100Total assets$2,672,300Total liabilities and owner’s equity$2,672,300Income Statement, Year of 2014Net sales (all credit)$4,276,600.00Less: Cost of goods sold$3,292,982.00Selling and administrative expenses$349,000.00Depreciation expense$148,000.00EBIT$486,618.00Interest expense$49,600.00Earnings before taxes$437,018.00Income taxes$174,807.20Net income $262,210.80
UMGC Canadian Bacon Inc Financial Statements Operating Cycle Problem
Entrepreneurial Marketing And Marketing In Small Firms
order essay cheap Entrepreneurial Marketing And Marketing In Small Firms. Introduction: Researchers widely agree that marketing in small firms differ from that of their larger counterparts (e.g. Fillis, 2002; Gilmore et al., 2001; Hill, 2001a; Coviello et al., 2000.) Stokes (2000) adds that in small firms, marketing is used for the needs of the moment and only little attention is paid to plans, strategies and analysis. They are close to their markets, have great flexibility which they value (Evans and Moutinho, 1999), have the capacity to operate on slim margins, and can instigate decisions quickly (Rogers, 1990). The marketing function in SMEs is hindered by constraints such as poor cash flow, lack of marketing expertise, business size, tactical customer-related problems, and strategic customer-related problems (Doole et al., 2006; Chaston, 1998; Carson, 1985). Yet, despite such restrictions, SME’s successfully use marketing to generate sales (Guersen, 1997; Romano and Ratnatunga, 1995). Motwani, Jiang and Kumar (1998) highlight the differing operational priorities of small firms, (as compared with larger organisations), and synopsise small firm characteristics as follows: “On the one hand, small firms are believed to have an edge over larger firms in flexibility, innovation, and overhead costs, while on the other, they are limited by the amount of market power, capital and managerial resources. Despite the differences, it has been noted that the basic marketing concepts, such as segmentation, customer orientation, targeting, positioning and seeking for competitive advantage apply to small as well as to large enterprises (Hogarth-Scott et al., 1996). Scholars note that both marketing theories and entrepreneurship theory privilege the notion of value creation, that is, the notion that elements are combined in a manner that results in the provision of value to the user (Morris et al., 2002). Marketing has much to offer the study of entrepreneurship (Murray 1981; Hills 1987) and likewise entrepreneurship can look to marketing as the key function within the firm, which can encompass innovation and creativity. Omura et al. (1993) perceive the interface between the two disciplines as having distinct areas of both difference and overlap. The differences are between traditional marketing, which operates in a consistent environment, where marketing conditions are continuous. And the firm is satisfying clearly perceived customer needs and pure entrepreneurship, which operates in an uncertain environment, where market conditions are discontinuous and the needs of market are as yet unclear. The overlap exists in two areas; one where market conditions are continuous and entrepreneurship aids the process of identifying as yet unperceived needs and secondly in a discontinuous market where entrepreneurship guides marketing strategy to develop existing needs in a new environment. Elaine Collinson and Eleanor Shaw (2001) marketing and entrepreneurship have three key areas of interface; they are both change focused, opportunistic in nature and innovative in their approach to management. Conceptual Framework: During the last 60 years marketing thought has experienced several changes. It has evolved from production and sales centered into customer and relationship focused marketing. Instead of short-term individual transactions marketers have started to value long-lasting relationships. Interaction has proven to be more efficient than one-way communication and it has been realised that marketing is not a task of just marketing department but the whole organisation (See Gro¨nroos, 2006.) There is no clear or unifying definition or theory of marketing in SMEs. (Simpson et al., 2006.). Motwani, Jiang and Kumar (1998) highlight the differing operational priorities of small firms, (as compared with larger organisations), and synopsise small firm characteristics as follows (p. 8): “On the one hand, small firms are believed to have an edge over larger firms in flexibility, innovation, and overhead costs, while on the other, they are limited by the amount of market power, capital and managerial resources”. Small firms typically have limited impact in their given markets, and limited network access (Me Gaughey, 1998). Barnes (2001) identified several drivers that enhance closeness between the small firm and the customer. These drivers include: knowing the customer personally, feeling of locality, easy accessibility, lack of bureaucracy and concentration on long-term profitability. In the context of small firms, customer orientation is a concept, which comprises customer understanding orientation and customer satisfaction focus. It seems that adoption of customer orientation may enhance the performance of small firms. It is argued small firms with higher degree of customer orientation are likely to be more profitable than their less customer-oriented counterparts. (Appiah-Adu and Singh, 1998.) Marketing in SMEs continues to evolve throughout the life-cycle of the enterprise in response to new product and market demands, while satisfying customer requirements, taking into consideration the inherent characteristics and behaviours of the owner/manager, and the size and life-cycle stage of the firm (Gilmore et al., 2001; Carson, 1993). In small enterprises, the entrepreneurs have pivotal roles in marketing. The marketing practices seem to rely on their personal contacts and are often driven by the certain way they do business (Simpson et al., 2006). They depend also on owner-manager’s attitude to, experience of and expertise in marketing (McCartan-Quinn and Carson, 2003). Traditionally some marketing approaches concentrate on the marketing mix. However, instead of focusing on the traditional marketing paradigm of the 4Ps (product, price, place and promotion), or the 7Ps adopted by service marketing (product, price, place, promotion, people, process and physical evidence), entrepreneurs stress the importance of promotion and word-of-mouth, and have identi¬ed one of the unique selling points of their business as the nature of their personal contact with customers and their focus on the four Is (Information, Identi¬cation, Innovation and Interaction) (Stokes, 2000). Typically small firms will have higher levels of creditors relative to stocks and total assets and lower levels of retained profit than larger organisations (Chittenden and Bragg, 1997). Bird (1992) and Burns (1996) offer an insight into the differing perspectives of the small business owner/manager and the bank manager. “This is the situation in which, in order to obtain additional funding from the bank, the businessman agrees to provide regularly to the bank manager cash-flow forecasts, lists of outstanding debtors/ creditors and other means to evaluate assets and liabilities. The result is that valuable time must be spent with the bank manager (who probably has no hands-on experience of running a business like yours) while he tells you what you can and cannot do” (Bird, 1992, p. 4). “The bank manager gains little from the success of the business but stands to lose a lot if it fails” (Burns, 1996, p. 186). Small business success is dependent not only on the presence of products and markets, but also on the efficacious marketing of those products within those markets (Smith, 1990). While the underlying principles of mar- keting are equally applicable to large and small firms alike, a lack of sophisticated marketing is perceived to be problematic for smaller firms (Cromie, 1991). Within the small firm, the boundary between marketing and selling becomes very blurred, as most small firms’ marketing takes place during the selling process (Oakey, 1991) and for many small firm owner/ managers the perception is that selling is marketing. Kuratka (1995), entrepreneurship is an area which is relevant to both small and large firms the reason why it is so often associated with small and medium enterprises is that, firstly entrepreneurial activity is often more visible in the smaller firm an secondly, when firms experience growth it can be difficult to sustain an entrepreneurial focus in a multi layered management structure. In addition to organizational structure, the entrepreneurial personality has direct effect on the way in which management is undertaken (Chell, 1986). Entrepreneurs, by their nature, will focus on various opportunities at once and are not easily convinced by the sequential, structured approach to management, which is the focus of most management/ marketing texts (O’Brien and Hart, 1999). A lack of capital is frequently the main deterrent to the prospective entrepreneur (Karger, 1981) with undercapitalisation recognised as a major weakness of many new and small firms (Barber and Manger, 1997), often leading to their demise (Job, 1983). Growth issues and the subsequent impact on resources and skill requirements is a key area of current research in entrepreneurial marketing activity (Collinson and Quinn, 1999). Hills et al. (2008) recently investigated the evolution and development of this scholarship and found that indeed, marketing among entrepreneurs deviates from mainstream marketing. Carson (1993, p. 12) describes EM as the “experience, knowledge, communication abilities and judgment of the owner-manager, key competencies on which marketing effectiveness depends,” while Zontanos and Anderson (2004) offer the four P’s: person, process, purpose, and practices, as a better frame for understanding marketing in entrepreneurial firms. Less formal organisational structures, such as those within SMEs, have been identified as being conducive to innovation, as they encourage a corporate culture which enables participation, networking, inclusion, and experimentation throughout the organisation (Johne and Davies, 2000; Carroll, 2002). Moreover, the environmental uncertainties and challenges faced by SMEs may prompt an innovative response to establish competitive advantage (Ashford and Towers, 2001; McAdam et al., 2000). Burns and Harrison (1996) reiterate that the reason for starting the business is the key differentiator between the small business owner/manager and the entrepreneur, a view which is compatible with Burns (1996), who distinguishes between two different kinds of small businesses; the “life-style” business set up to provide an adequate level of income for the founder; and the “entrepreneurial” business which is founded to grow. O’Shea (1998) distinguishes between entrepreneurial and non-entrepreneurial small businesses from the perspective of their likely impact on economic equilibrium, with entrepreneurial firms exerting a “spontaneous, discontinuous and a qualitative influence”, and non-entrepreneurial ones representing “a static, inert and quantitative influence”. Research Questions: This research aims at identifying the differences between marketing by small firmsEntrepreneurial Marketing And Marketing In Small Firms
Emerging Adulthood Principles: India and the U.S. Essay
In traditional eastern cultures, adulthood is more clear and prestigious than in the US. The present paper aims at comparing how the principles of emerging adulthood are applied to the traditional culture of India and the modern US culture. India is the second-most populous country in the world, with a population of over 1.3 billion people (Satpathy, 2015). It is home to one of the world’s oldest religions that are based on the Sanskrit scripts (Satpathy, 2015). India still has the caste system, which is one of the world’s oldest social stratifications, and family is of extreme importance to society (Satpathy, 2015). India is situated in Asia near China, Thailand, and Pakistan. The country is formally a democracy; however, the folk and tribal traditions have remained consistently vibrant (Satpathy, 2015). The US culture does not have such a long history; therefore, the influence of traditional customs is weak (Mitra
Computer Science homework help
Computer Science homework help. Imagine you are living in Europe in 1750 and you are asked to describe how your life changed as a result of the Scientific Revolution and the Enlightenment. Be sure to address how knowledge, politics, and society changed. In addition, discuss the relationship between the Scientific Revolution and the Enlightenment.,Imagine you are living in Europe in 1750 and you are,Scientific Revolution and the Enlightenment, Imagine you are living in Europe in 1750 and you are ask ed to describe how your life change d as a result of the Scientific Revolution and the Enlightenment. Be sure to address how knowledge, politics, and society changed. In addition, discuss the ,relationship, between the Scientific Revolution and the Enlightenment.,Further, be as specific as possible and be HISTORICALLY ACCURATE,Also, please only use sources from the textbook Western Civilization tenth edition from Jackson J. Spielvogel, and the two power points provided!,More details;,The Impact of Enlightenment in Europe,The ,AGE OF REASON,, as it was called, was spreading rapidly across Europe. In the late 17th century, scientists like ,ISAAC NEWTON, and writers like ,JOHN LOCKE, were challenging the old order. Newton’s laws of gravity and motion described the world in terms of natural laws beyond any spiritual force. In the wake of political turmoil in England, Locke asserted the right of a people to change a government that did not protect natural rights of life, liberty and property. People were beginning to doubt the existence of a God who could predestine human beings to eternal damnation and also empower a tyrant for a king.,In America, intellectuals were reading these ideas as well. On their side of the Atlantic, Enlightened ideas of liberty and progress had a chance to flourish without the shackles of Old Europe. Religious leaders began to change their old dogmatic positions. They began to emphasize the similarities between the Anglican Church and the Puritan Congregationalists rather than the differences.,Attachments,Click Here To Download,Computer Science homework help