Prostate Cancer Annotated Bibliography Example | Topics and Well Written Essays - 1250 words

Prostate Cancer - Annotated Bibliography Example The article goes further to suggest that physical activities are crucial at this point because they improve one’s psychological and physical well being. In addition, a physical activity intervened lifestyle slows or reverses a declined quality of life. This study suggests that no research so far has ever attempted to evaluate an improvement multiple QOL domain intervention in prostate cancer patients under androgen ablation therapy. The study used a randomized control trial design for active life after cancer to evaluate the efficiency of physical activities interventions in the improvement of QOL of patients under this therapy. In addition, a group of lifestyle program of a 6 month behavioral skill training group was compared to a standard care and educational support program. The objective of this study was to present baseline information that would exemplify the QOL of the chosen sample. The findings indicated that married participants were less psychologically distressed a s compared to those who were unmarried. The limitation to the study was that the researchers experienced challenges in recruiting the participants. This study is relevant to the case study presented because Massri needs to perform more physical activities in addition to his golf to improve his health status. He is lucky to be married to Aziza, hence; he is likely to be less psychologically and physically distressed. Hoyt, M.A., Stanton, A.L., Bower, J.E., KaMala S. T., Litwin, M.S., Breen, E.C. & Irwin, M.R. (2013). Inflammatory biomarkers and emotional approach coping in men with prostate cancer. Brain, Behavior and Immunity, 32, 173-179. doi.org/10.1016/j.bbi.2013.04.008 The objective of the above article was to establish whether emotion coping is connected with psychological and physical health outcome improvement. The study was specific to prostate cancer related stressors in comparison with previous research, which was characterized

Art in south afric Research Paper Example | Topics and Well Written Essays - 750 words

Art in south afric - Research Paper Example The art show will be followed by a briefing regarding South African art and the country. Objectives The proposed art show is directed to create awareness and learning in regards to other cultures and perspectives from around the globe. The art show is also expected to enhance the understanding of students taking Africa-related classes as well as students who are researching African art and culture. The audience will also be provided a chance to compare contemporary North American art with art from Africa, bringing out the nuances in culture and belief between both societies. Moreover, the briefing regarding South Africa, its art and culture following the art show is expected to enhance the understanding of the audience in regards to how African art has evolved over the ages. Active feedback will be sought from the audience using comment cards that will be provided to each visitor. Changes deemed necessary by the audience will be incorporated to the proposed art show and will be kept in note for future art shows. It is hoped that a successful art show will convince other universities to follow suit. Context The proposed art show is expected to draw in a varied audience composed of students, teachers and members of staff at Indiana State University. Learning about other cultures, their values and norms is increasingly necessary, given the multi-racial outlook of modern society. The art show presents students with a chance to peer beyond their own cultural traditions so that they may breed tolerance for other cultures. Audiences will be handed out small brochures as guides to the art show. These brochures will include information regarding South Africa and regarding the art pieces on display. Community Connections Volunteers from the community will be required to watch over the show to ensure that the art pieces are not vandalized in any form. In addition, volunteers will be required in order to usher the incoming audiences and to manage the entire art gallery dur ing exhibition time. The volunteers will be expected to open up the gallery and shut it down each day that the exhibition proceeds. Before the start of the art show, volunteers will be needed to set up the pieces of art in the art gallery while making sure that no piece gets damaged. In addition, custodians will clean up once the show is over for one day so that the art gallery is in great condition for the next day’s show. Budget The proposed art show will require funding in order to procure South African art from the parent country and from around the globe. The funding will be spent for two major causes – buying the artwork and then transporting the artwork to Indiana State University. The funding could be derived by holding a fund raiser that could appeal to the students as well as other bodies’ faculty and staff and the community. Moreover, the departments for art and history will be requested to release some funds in order to sponsor the art exhibition. Ou treach and Promotion Proper marketing effort needs to be made to drive people to attend the art show. In order to market the cause, posters will be exhibited all across the campus including the cafeterias and common rooms. Moreover, posters will be placed on notice boards around the campus as well as the entrances of all major buildings. In order to take advantage of social networks, a marketing campaign will target various social networking websites such as Facebook, Twitter, My Space etc. The university’

Evaluation and Case Study of Factors and Implementation of Organization

Evaluation and Case Study of Factors and Implementation of Organization INTRODUCTION Organizational change is a very common idea found among successful companies. In making the business productive it plays a significant role. In the early 1990s due to increased competition in global economy, new technologies, expanding markets results in more rapid change. As a result the management practices had been revived. Normally most people have negative opinion towards change. This is because of their doubts of loosing something. They have the incomplete knowledge of change process and this will affect their job personal life and workload. To overcome these negativity Oliver Recklies gave the idea that management need to keep in mind those negative side-effects of change in order to achieve the expected positive results. All the employees of the organization should participate for the success of project. The process of change is the nonstop implementation of policies and structures to changing external conditions. Change is not the exception but a steady ongoing process. As J ohn Naisbett said that a society in which we are living have been moving from old to the new. And we are still in motion experiencing disorder. The environment of the organization, even socially and politically is always changing. We are always looking for newer and better ways. The globalization and inter-cultural exchange had made us more vulnerable to change than ever before. The organizations need to adopt new technologies and management ideas for betterment. The strategic importance on cost cutting and competitive makes it even more important to be open to change rather to resist it. It is very important to accept the change in any form like functional, structural, operational, or strategic. It is very difficult to define change because every organization has different criteria. Each organization has different challenges. Also each organization has different policies, resources, and culture. The leader of each organization has different aim and objectives. In order to survive in the period of crises each organization should adopt the change without any fear.(Supreet Ahluwalia and Vivek Joshi ,2006) Factors influences change There are different factors which influence organizations change. These factors can be external (technology, Government policies, social pressure, cost of raw material etc) or internal (change leadership, decline in profit, union action etc).in this era of globalization the most commonly seen organizational changes are implementation of new technologies, mergers and downsizing. In todays business environment and within its competitive landscape, change management is managing to ensure the business right across the organization and within each of it individual departments is continually embracing change and reviewing and adjusting within itself to do the best it possibly can, to get to the top, to stay on top. Change Management is a firms capability to implement and maintain changes to its strategy, structure and its people that will result in the firm achieving the business results it seeks. Change management is a method of business improvement for organizations. Figure 1: Phases of change If organization is not in a constant phase of change management and continually assessing and adjusting then business may be at best average within its industry. For some organizations this means they may be going backwards and eventually bankrupt. Only those companies can survive which can adapt to changes. This change management model follows all other change management models and theories. Every organization can be summed up to be a combination of these three elements which includes the structure, the people and the strategy. Any change in any area of an organization will affect at least one or all of these elements. Figure 2: Three elements for change The structure is the systems are process with physical resources that support the strategic objectives of the organization. Change management specialists will review complete and properly structured management operating system (MOS). The people involved in this process are stakeholders, resourced people, and management team. All people involved n this process should be well informed and focused on the right things. They should communicate with each other. Figure 3: people involve in change management The strategy is the method for achieving the target of the organizations existence. Change management strategy provides the road map used for directing organization from where it is now to where you want it to go. The Skill of Change Management Managing change in the workplace while ensuring the operations strategy is on the right path. This can be achieved by the support of people and structure elements towards achieving the organizations corporate strategy. Phases of Change Organizational change involves the fear of loss inherent in this process, and this loss is mostly felt by employees. The Kubler Ross Grief Model addresses the emotional issues associated with change. The four emotional states experienced throughout the change process may be expressed by employees in behaviors that are obstacles to the process of change. This model consists of four stages given below: Denial The first emotional state during change is denial. This is the stage in which employees dont believe this is happening to them. They have certain fears and these fears should be addressed during this phase. This fear can be reduced by taking them in confidence. Fear and mistrust need to be replaced by acceptance. Resistances to change The second emotional state is resistance to the change process. Resistance is natural reaction to change. Eric B. Dent and Susan Galloway Goldberg (1999) discuss their research on the origins of this concept and the prevalent idea that managers must overcome this resistance or are doomed to failure. Kurt Lewin, the mid-twentieth-century social psychologist, introduced the term resistance to change as a systems concept affecting managers and employees equally. As we know that people of any organization are generally resistant to change. According to Scott Jaffe resistance is a stage that ends as individuals begin to separate from the past become more confident of their capability. They play their role by their participation to reduce resistance to change. For example, competition might force a business to organize work around processes to improve operating efficiencies. Functional departments involved in these processes would be combined. Employees might not see a need for this chan ge. The reasons for change must be fully explained so that employees understand why it is necessary to embrace the change. Chew (1990) studied the case of Machinists Mutiny. In his study he revealed that due to poor planning and implementation the change is stopped due to employee resistance. This article also includes expert opinions that organization should adopt so they have better implementation of change Once people are convinced that change is necessary, its time to move forward with implementation and consolidation of change. The response to resistance is very important. Forcing compliance may increase resistance. Those affected by the change probably know a lot about what is required to implement something new, and their input is important to the change process. The degree to which employees will support your new initiatives depends on how many of their recommendations are used. Explorations The third emotional state encountered is exploration. employees will search new roles if they are incapable to stop the changes. In this stage both individual role as well as the group role are defined. it is important that unresolved issues that continue to surface be addressed during this stage. One should be ready for the negative reaction of the employee. Those individuals should be warned at the first sign of falling back to old behaviors. This negative reaction can be changed to the positive if trust can be created among groups. Commitments The final emotional state is commitment to the change initiative. Mutual commitment is established for the change effort. Obstacles have been removed and the focus is on successful implementation of the changes. Models of the change process After years of failed change efforts, researchers are saying that knowledge of the change process is critical. To thrive we need to know successful change during and before the change process. There are five most popular models of the change process(Lewins three-step change model, Kotters eight-step plan, Harriss five-phase model, Fullans change themes set, and Greiners six-phase process).But in this report we will discuss only two of them. Lewins Three-Step Change Model Change involves a sequence of organizational processes that occurs over time. Lewin (1951) suggests this three step process. These steps mostly involve reducing the forces acting to keep the organization in its current condition. Unfreezing Moving Refreezing Figure 4: Three step model Unfreezing: This is the first step which is accomplished by introducing new information that points out failure in the current state. Crises often arouse unfreezing. This crisis can be due to increase in employee, demographic shifts, and an unexpected strike. This is not necessary that during unfreezing crisis always occur. For determining problem creating zones in organizations financial data, climate analysis and enrollment projections can be used. Moving: Once the organization is unfrozen, it can be changed by moving. This step generally involves the change in structure, development of new standards, attitudes, and behaviors. Some changes may be minor and involve a few members. Refreezing The final step is refreezing which involves stabilizing the change. In this step mostly the changes in organizations policy, organizational culture, or modification in organizational structure often accomplishes. Kotters Eight-Step Model John Kotter (1996) of Harvard University developed a more detailed approach for managing change which was based on Lewins three-step change model.the steps involved in this model are given below. Establish a sense of urgency: Unfreeze the organization by creating a convincing reason for change Create the guiding coalition: Create a cross-functional, cross-level group of people with enough power to lead the change. Develop a vision and strategy: Create a vision and strategic plan to guide the change process Communicate the change vision: Create and implement a communication strategy that consistently communicates the new vision and strategic plan Empower broad-based action: Eliminate barriers to change, and use target elements of change to transform the organization. Encourage risk taking and creative problem solving. Generate short-term wins: Plan for and create short-term wins or improvements. Recognize and reward people who contribute to the wins Consolidate gains and produce: The guiding coalition uses credibility from short-term wins to create more change. Additional people are brought into the change process as change cascades throughout the organization. Attempts are made to reinvigorate the change process. Anchor new approaches in the culture: Reinforce the changes by highlighting connections between new behaviors and processes and organizational success. Develop methods to ensure leadership development and succession. Types of Change Change can be categorized into four categories, structural change, cost change, process change, and cultural change. Structural change occurs when there is an alteration to the companys organizational structure. This reorganization may occur due to a merger. For instance, an organization that is intent on increasing its innovation may reorganize its traditional functional structure into a more flexible matrix structure that uses small, self-managed teams. Or, an organization that is expanding into new markets may adopt a divisional structure in which different geographic locations operate nearly independently of one another. Cost changes are those that occur when an organization attempts to reduce costs in order to improve efficiency or performance. Major adjustments may be made to departments to cut costs; reducing budgets, laying off employees in redundant positions, and eliminating nonessential activities may all be a result of cost change. Process changes are implemented to improve efficiency or effectiveness of organizational procedures. This may occur in production settings; there may be changes to how a product is created, assembled, packaged, or shipped. Or, in a service organization, there may be changes to the procedures used to accomplish work; new computer systems may create the need to change how paperwork is completed, or a new manager may modify the process used to handle customer complaints. Cultural changes are the least tangible of all the types of change, but they can be the most difficult. An organizations culture is its shared set of assumptions, values, and beliefs. A prototypical culture is the very bureaucratic, top-down style in which stability and standard processes are valued. When such an organization tries to adopt a more participative, involved style, this requires a shift in many organizational activities. Primarily, manager-employee relations are altered with a change in culture. IMPLEMENTING CHANGE Management must take a number of steps for the proper implementation of change. The first step in implementing change involves people of higher management and executives. For instance, in an organization new computer system is to be installed in all its areas. Then they major personal are not only top management but also lower-level managers who supervise the employees for the use of the new technology. A different set of key people would be involved in a cost-cutting change. If the company is reducing its operating budget in a specific division, the managers of that division and also human resources personnel should be involved. The human resource department is involved if there is change to personnel policies or in which demotions, transfers. After key personnel have been identified and properly involved, the second step in implementing change is to develop a plan for effective transformation. The plan should help to define the responsibilities of the key people involved. Also set short-term and long-term objectives for the changes. Because change can be unpredictable, the plan should also be flexible enough to accommodate new occurrences. The third step in implementing change is to support the plan. This involves the management. This key step involves facilitating employees to accept the change. The organization should provide the basic support to the employees like training, reward system etc. if organization does not provide this kind of support there are chance for the failure of the plan Change process is the final step of booming change implementation. Communicating with the employee about the change and its importance will be very helpful through out the process. As we know that change can create fear in employees and to relax them increased communication can help a lot. Managers should carefully listen to all their question and their advises to overcome their fear. Creating opportunities for employee feedback, such as holding meetings or having an open-door management policy may facilitate change more successfully. (Wendy H. Mason ,2003) Abrahamson (2000) gave the view of Change without Pain. The main theme in this article was change must take place, but change does not always have to be disturbing to the organization. The author believes companies should intersperse major change initiatives among carefully paced periods of smaller, organic change, using processes. The author calls this tinkering and kludging. By placing small changes between large changes, companies can manage change through dynamic stability. Dynamic stability is a process of continual but relatively small change efforts that involve the reconfiguration of existing practices and business models rather than create new ones The goal of dynamic stability is to create a change which can be sustained long term, not just in the short term. To achieve dynamic stability the big and small changes must be done at the right time, at the right pace and the organization must tinker and kludge. Tinkering is taking a current process and making small changes to it . This is done at a low cost to the company and the results are often very quick. Kludging, on the other hand, is tinkering but on a larger scale. Kludging looks at outside resources for improved parts or processes and looks at the unused resources within the company. Many companies do not realize they have resources not being used because the processes using the resources are to slow to fully utilize the capacity of the resource. CASE STUDY This case study was based on a company called Trail Manufacturing which produces cable crane components. This study was done by Chew(1990).The company was a mid-sized company set up to run high volume jobs on manual equipment. But with todays economy and competition, Trail determined the best money was in low volume jobs. The President of Trail decided to bring in new technology to replace the old machines. He researched the new machines and decided to bring in eight flexible manufacturing cells which would replace twenty-eight old six-spindle screw machines. Since this was new technology and training would be needed a plan was laid out to set up teams, one for each cell, and the company would phase in the new machines. Each team would be trained and then they would construct and run their own cell. Once one cell was on-line a new cell team would start up until all eight cells were on-line. The first five teams went through the process fine, but at team six the company had a problem. Team six consisted of men who had been at the company many years. The team went to the president and told him they refused to switch over to the new machines. They felt the old machines were running fine and the new machines did not show the expected improvements, so they wanted to continue working on three six-spindle screw machines. At this point the president had to determine if he wanted to keep going with the project or alter it to keep some of the old machines. Some management personnel felt that if the new cells were going to work, a clean break had to be made from the old machines. Others felt that since the productivity gains were not being seen yet by the new cells, the possibility of keeping the old machines for a short time might be a good idea. The case ends without a decision being made by the company. Four experts in operations management give their opinions on the situation. Only one out of the four said the company should continue on with the original plan and if t he members of team six leave the company then it is the price to be paid for progress. The other three are quick to point out the president made a wrong assumption in the planning. He assumed that by bringing in new technology productivity would improve. This is a wrong assumption because technology is only as good as the company and how the company works. One of the experts points out truly understanding how the whole system plays together, and not just implementing the latest technique, means bridging the gap between the emotional and the technical. The president did not see that by bringing in new technology it would change the culture of the shop floor. Men who had years of experience on the old machines and were in seniority would be at the same level or lower than the younger more computer literate employees. This would be a big culture change for the employees. Most of the experts suggested slowing down the remainder of the cell startups and specifically addressing the concer ns of the men on team six. If team sixs concerns are not addressed there could be more problems with the rest of the teams. This article showed a good picture of how a company has to go about major changes, especially ones affecting the culture of the company. The expert opinions enhanced the article and I would highly recommend this article because it is an example of a case that is played out in companies all over. CONCLUSION Today change is the necessary of survival and a way of carrying out your business. Every Organization or firms should under go change with the passage of time otherwise will survive. This change along its success also brings fear of employees to come out of their comfort zones to uncomfortable zone.this leads to resistance to change. How effectively and efficiently the top management and leadership within the organization address these issues and how well are they prepare to handle the resistance will decide the faith of the organization and its success in implementing change. The importance of good communication system and the role it plays in make change process smooth and less painful can not be undermined. RECOMMENDATIONS Following are some recommendations. Managers should improve their interpersonal and communication skills so that they could help their staff overcome the pains associated with change. Tell people the truth and give as much information as you can. Keep giving information as soon as possible. Give them time to digest the news. Give them time to vent there might be anger because this is normal reaction. Listen to staff and their concerns dont interrupt them so they can reduce their fear. REFRENCES Abrahamson, E. (2000). Change Without Pain. Harvard Business Review, 75-79. Chew, W. (1990). The Case of the Machinists Mutiny. Harvard Business Review, 4-8.) Dent, Eric B., and Susan Galloway Goldberg. Challenging Resistance to Change.' Journal of Applied Behavioral Science (March 1999): 25. Kotter, J. P. (1996). Leading change. Cambridge, MA: Harvard Business School Press Lewin, K. (1951). Field theory in social science. New York, NY: Harper Row. Oliver Recklies Managing Change Definition und Phases in Change Processes www.themanager.org/strategy/change_phases.htm. (accessed on 12 of November) Supreet Ahluwalia and Vivek Joshi (2008)managing Change in an Organization. http://www.indianmba.com/Faculty_Column/FC707/fc707.html (accessed on 13 of November) Wendy H. Mason (2003) ManagingChangewww.referenceforbusiness.com (accessed on 12 of November)

Privatization of Electricity in Tanzania :: essays research papers fc

Privatization of Electricity in Tanzania The story of Tanzania, from pre-colonialist period to present Tanzania, located in East Africa, is one of the least developed countries in the world. According to the UNDP Human Development Index, Tanzania ranked 162 out of 177 countries in the 2004 survey (UNDP:2004, HDI), with one being the most developed. According to the Poverty Reduction Strategy Paper (PRSP) prepared by Tanzanian officials for the World Bank, half of Tanzanians 36.6 million people are characterized as â€Å"poor† and one-third live in â€Å"abject poverty†(WB: PRSP p.1). Tanzanians have a life expectancy of 43.5 years, a fertility rate of 5.1 births per woman, an HIV prevalence of 8.8%, and a population growth rate of 1.95% (UNDP: 2004). Agriculture makes up half of the country’s GDP, 85% of the exports, and 80% of the labor force (CIA: 2004). Culturally, Tanzanians are made up of 130 different tribes, each speaking their own mother tongue. The official languages of Tanzania are Kiswahili and English, with English being the main language in commerce, administration, and higher education (CIA: 2004). Kiswahili is a mix of Bantu languages, English, and Arabic, and is indicative of the millennia old history of trade with the outside world. Records of trade routes with the Middle East date back to the 1st century AD (govt web: early history). Zanzibar and the coastal town of Bagamoya were the hubs of the East African slave trade, active for well over a thousand years (pilot). While the early slave trade with the Middle East existed only on a small scale, transporting around 100 slaves at a time, the appearance of Europeans in the 17th century ratcheted up the trade to a much larger scale and level of organization, at its height moving 15,000 slaves a year out of East Africa (pilot). Serious efforts to end the slave trade began in the 19th century, though the trade continued through the German occupation of then German East Africa in the latter part of the century. In 1919 after World War I, Britain took over German East Africa, renaming it Tanganyika, and permanently put an end to the slave trade (govt web: colonial period ). Tanganyika attained independence from British rule in 1961 and Zanzibar followed soon after in 1963, ending the existence of the British mandated territory. Tanzania was formed in 1964 by uniting the mainland, Tanganyika, and the islands of Zanzibar. An excerpt from the Tanzanian National Website displays an interesting official interpretation of the lingering effects of centuries of occupation by foreigners (my emphasis):

Course syllabus1. Albert Essay

Course information 1 2.1 Teaching times and Locations Lecture: 8.00 – 11.00 a.m. Venue: 1 2 2.2 Units of Credit This course is worth 3 credits. 2.3 Parallel teaching in the course There is no parallel teaching involved in this course. 2.4 Relationship of this course to others BA023IU–Project Management concentrates on how to manage a project beside discussing issues of project management. The course provides hands-on experience in various stage of the process of project management. The course is independent requiring no prerequisite course. However, the students may find techniques and knowledge from the course of BA164BA–Production and Operations Management useful. Students majoring in International Business, Marketing and Business Management may later take BA171IU–Risk Management and BA149IU–New Product Planning in the following semester, which will complement and foster the skills learned from this course and employ the project management knowledge the students have accumulated here. 2.5 Approach to learning and teaching Employing the interactive learning and problem-based teaching approach, this course emphasizes the interaction between lecturers and students. The lecture materials will be uploaded in Blackboard to help the students to preview the materials and to facilitate discussion during the lecture. This will help students to interact with the lecturer on other matters related to the subject before and after the lecture. The sessions for presentations and discussions comprise company case studies as well as answering some theoretical and conceptual questions, which help the students to see how the concepts are applied in reality. 3. COURSE AIMS AND OUTCOMES 3.1 Course Aims The aim of this course is to provide the students with insights into human behavior, knowledge of organizational issues and skills with quantitative methods for successful project management. Specifically, the course is to provide students with: Understanding on the concepts of project planning and organization, project control and project communications. Decision-making techniques in project selection. Analytical skills for successful project management. Insights into human behavior and people skills for project management. Project scheduling techniques including WBS, PERT, Gantt Charts. Use of Project Management Software Ms Project and Crystal Ball Software. 3.2 Student Learning Outcomes Students completing this course are likely to achieve the following attributes: Systems approach. See a bigger picture when managing a project, holistic perspective regarding all parties involved in the project, and all components that would deliver to make a project completed satisfactorily. People management. Appreciate individual strengths and weaknesses, direct people to achieve project targets. Team player and team leader. Constructively contribute to projects as a team player or leader, having versatility in both human and technical sides, negotiate to get to win-win solutions. Disciplinary and multidisciplinary perspective. Bring disciplinary and multi-disciplinary perspectives in straightening out situations and projecting possible outcomes. Planning, scheduling, logistics literate. Perform satisfactorily the basic tasks of project management. 3.3 Teaching Strategies The learning system in this course consists of lectures and scheduled presentations/discussions. Lectures elaborate the appropriate theoretical content in the textbook and readings. Classes provide a more detailed and refined analysis of both concepts and applied materials. Classes are strongly oriented towards interactive discussion of the text and cases and reading assignments. In order to gain the most from the lectures and class activities, the assigned text/reading should be read before the lecture to participate in the discussions. 4. STUDENT RESPONSIBILITIES AND CONDUCT 4.1 Workload It is expected that the students will spend at least six hours per week studying this course (three hours in class and three at home). This time at home should be made up of reading, research, working on exercises and problems, and attending classes. In periods where they need to complete assignments or prepare for examinations, the workload may be greater. Over-commitment has been a cause of failure for many students. They should take the required workload into account when planning how to balance study  with part-time jobs and recreation and/or other activities. 4.2 Attendance Regular and punctual attendance at lectures is expected in this course. University regulations indicate that if students attend less than eighty per cent of scheduled classes, they may not be considered for final assessment. Exemptions may only be made on medical grounds. It means that if you miss more than two classes, you may fail the class. For any class where you miss, you are obliged to submit your answers to the questions. 4.3 General Conduct and Behaviour The students are expected to conduct themselves with consideration and respect for the needs of the fellow students and teaching staff. Conduct which unduly disrupts or interferes with a class, such as ringing or talking on mobile phones, is not acceptable and students will be asked to leave the class. More information on student conduct is available at the university webpage. 4.4 Keeping informed The students should take note of all announcements made in lectures or on the course’s Blackboard. From time to time, the university will send important announcements to their university e-mail addresses registered with the school without providing a paper copy. The students will be deemed to have received this information. 5. LEARNING ASSESSMENT 5.1 Formal Requirements In order to pass this course, the students must: achieve a composite mark of at least 50; and make a satisfactory attempt at all assessment tasks (see below). 5.2 Assessment Details 5.2. 1 Attendance (5%): In order to get 5% of attendance score, a student must attend all sessions. If a student is absent for more than two sessions, she or he will lose 5% of total course grade and may be prohibited from the  final exam except for cases with medical reasons. 5.2.2 Homework (15%): Each student must submit a project proposal form, with enclosed budget and Ms Project schedule, before Session 8. Details will be announced. 5.2.3 Teamwork(10%): On Session 1, groups of maximum 5 students are formed and they will work on their group project throughout the course. Each team must present their analysis to a textbook case by answering the case questions (see the course calendar). Team members should read all the cases before class for discussion in class. Each class I will choose any team for case presentation which will be marked. 5.2.3 Mid-term Exam (30%): The midterm exam will be one and half hours in length and will be in the form of multiple choices and open questions/problems. This is open book test. Content of the Course Contents for Assessment Level of Cognitive Domain Understanding and Analytical Applying Multiple-choice Questions (MCQ) Written Questions (Problems) Introduction to Project Management Characteristics of a project, roles of project manager, project organization forms, Conflicts and Negotiation 10 MCQ 1 problem Project Selection/Planning Project Selection, Project Cost Estimation and Budgeting 10 MCQ 3 problems SCORE 40 60 5.2.4 Final Exam (40%): The final exam will be 2 hours in length during Final Exam Period and will be in the form of multiple choices and open questions/problems. This is open book test. Content of the Course Contents for Assessment Level of Cognitive Domain Understanding and Analytical Applying Multiple-choice Questions (MCQ) Written Questions (Problems) Project Planning Scheduling , CPM/PERT, Gantt Chart, Issues in Planning 10 MCQ 2 problems Project Implementation, Monitoring and Evaluation Project Crashing, Resources Allocation, Information Systems, Tools for Project Control, Project Evaluation/Audit 15 MCQ 2 problems SCORE 30 70 5.5 Special Consideration: Request for special consideration (for final examination only) must be made to the Office of Academic Affairs within one week after the examination. General policy and information on special consideration can be found at the Office of Academic Affairs. 6. ACADEMIC HONESTY AND PLAGIARISM Plagiarism is the presentation of the thoughts or work of another as one’s own (definition proposed by the University of Newcastle). Students are also reminded that careful time management is an important part of study and one of the identified causes of plagiarism is poor time management. Students should allow sufficient time for research, drafting, and the proper referencing of sources in preparing all assessment items. The university regards plagiarism as a form of academic misconduct, and has very strict rules regarding plagiarism.1 7. STUDENT RESOURCES 7.1 Course Resources Please note that it is very important to gain familiarity with the subject matter in the readings and cases prior to attendance in classes. Textbook: Meredith, J. and Mantel Jr, S. (2012), Project Management: A Managerial Approach, 8th Edition, Wiley. Reference Books: A Guide to the Project Management Body of Knowledge, 3rd Edition (PMBOK Guide), Project Management Institute, November 2004. Additional materials provided in Blackboard The lecturer will attempt to make lecture notes and additional reading available on Blackboard. However this is not an automatic entitlement for students doing this subject. Note that this is not a distance learning course, and you are expected to attend lectures and take notes. This way, you will get the additional benefit of class interaction and demonstration. Recommended Internet sites PMI (Project Management Institute) IPMA (International Project Management Association) APM (Association for Project Management) The Project Management Podcast Visitask Startwright Recommended Journals The Achiever Newsletter Project Management Books ePMTutor International Journal of Project Management PROJECT Magazine Project Manager Today Project Management Publications Project Times Project Management World Today PROJECTMagazine 7.2 Other Resources, Support and Information 1 2 Additional learning assistance is available for students in this course and will be made available in Blackboard. Academic journal articles are available through connections via the VNU – Central Library. Recommended articles will be duly informed to the students. 8. COURSE SCHEDULE Session Topic Learning materials and activities 1 Introduction – Basics of Project Management Context Definition of ‘project’ and other terminologies Rationale of project management approach Project life cycle Project objectives Risk associated with projects Textbook, Chapter 1 Forming Study groups Allocation of Group Tasks How to prepare for case study presentation Discussion: Bloomfield Transport, Inc. Reading: Lessons for an accidental profession 2 The Project Manager Introduction to Project Manager The roles of project managers The responsibilities of project managers Requirements of project managers Project manager’s qualifications Environmental and cultural issues Textbook, Chapter 3 Case: The National Jazz Hall of Fame Reading: What it takes to be a good project manager? 3 Project in the Organizational Structure Project and other superior organizations Project in its purest form Matrix Mixed Selecting the right project organization Project teams and other functions Textbook, Chapter 5 Case: Dizplaze Reading: The virtual project – Managing tomorrow’s team today 4 Conflict and Negotiation Categories of conflicts Conflicts and project life cycle Uncertainty and conflicts Negotiation defined Methods of negotiation Quiz (30 min) Textbook, Chapter 4 Case: Pelican landing –Bender Corporation. Reading: Methods of resolving interpersonal conflict 5 Project Selection and Planning Project selection models Qualitative and quantitative approaches Risk considered Project coordination plan Project action plan Work breakdown structure Integration management Textbook, Chapters 2 &6 Case: Pan Europa Food S.A. Reading: Planning for crises in project management 6 Budgeting Project budget estimation Methods of project estimation Issues in estimation Techniques for improving estimation Case discussion Textbook, Chapter 7 Case: Gujarat Auto Reading: Three perceptions of project costs MID-TERM 7 Project Scheduling PERT and CPM Gantt charts Risk analysis Extensions of tasks and project Practice of scheduling Textbook, Chapter 8 Case: Topline Arena Tutorial: Ms Project Software and Crystall Ball Software 8 Allocation of Resources CPM and crash Problems with resource allocation Loading and leveling Allocation under constraints Multi-project scheduling and allocation Practice of allocation of resources Textbook, Chapter 9 Case: D.U. Singer Hospital Product Corp. 9 Monitoring and Control Cycle of planning-monitoring-control Report process The concept of earned value Purposes and types of control Practice of project control Textbook, Chapters 10&11 Discussion: Earned value at CERN Case: Kroon Chemische Febriek Reading: Survey of project management tools 10 Project Control Designing control systems Control as a management function Balance in control Control of creative projects Control of change and creep Textbook, Chapter 11 Case: Peerless Laser Processors Reading: Controlling projects according to plan 11 Project Audit and Termination Purposes of evaluation Project audit Audit and project life cycle Design and use of audit report Issues of Measurement Termination basics Types of termination Process of termination Report of termination Textbook, Chapters 12&13 Case: Theatre High Altitude Area Defense (THAAD): Five Failures and Counting Team Project Presentations 12 Course Review Basic concepts Basic process The human side in project management Calculations, techniques and maths Q&A Drills Team Project Presentations

International Business Case Study Essay

Q. 1 (Chapter 2) Describe Ugandan cultural attributes that might affect the operations of a foreign company doing business there. Uganda is a country of 25 million people. The official language is English. A significant portion of the population spoke the indigenous language. Two-thirds of Ugandans are Christians (Roman Catholics and Anglicans). Muslim and animist communities are found in urban areas. Uganda has a history of violence and corruption. The dictatorship of General Idi Amin had left thousands dead in the countryside. A large number of Ugandan refugees fled to neighboring countries of Rwanda, Zaire, and Sudan. Nepotism may also be considered a norm in government. Indeed, the Ugandan government is considered to be the most corrupt in the world. For HG to complete its power plant project, it must consider the following facts: 1) government transactions are usually impersonal and familial in nature, 2) any foreign company which plan to invest in the country must observe its traditionalist stance on financial issues, 3) hiring is usually conducted by word of mouth, and 4) some business practices in Uganda are unethical in the United States, and 5) the Ugandan government is prone to bribery and violence (a foreign company operating in Uganda must face the prospect of bribery and extra-government negotiations). Q. 2 Who was right, Green or Martin, about Martin’s more controversial actions in facilitating the project? How might things have turned out if Martin had not been a member of the project team? Green is right about two things. First, it would be irresponsible on the part of Martin to isolate himself from his colleagues. For example, Martin could certainly afford to live in one of the upscale neighborhoods that were home to most foreign managers working in the country’s capital. Martin, defying corporate ‘rule of thumb’ preferred a middle-class Ugandan neighborhood and declined to frequent the places where fellow expatriates typically gathered. Martin’s actions may lead to a conflict in the coordination process, as far as the project is concerned. Second, much of the problem lies with Martin’s hiring practices. Martin had developed the practice of personally mentioning job openings to local people. The practice is beneficial in some respects. For example, ‘hiring the niece of a high-ranking customs officer couldn’t hurt when it came to getting import clearances’ (case, 4). The problem with this practice is that, if word reached ‘the higher echelons of the Ugandan government, HG would find itself dealing with people in a position to demand large payments for such services as, say, not finding the excuse to delay the project’ (case, 4). If the international business community found that HG is engaging in unethical business behavior, then it will damage the image of the company. In retrospect, Martin’s ‘adaptation’ strategy seems to be ‘out of bounds’ and excessive. Indeed, it will be beneficial for the company to replace Martin with a more pragmatic successor to complete the project. Note that the time lag between project completion and phasing is the same whether or not Martin is in the position of project director. Indeed, if Martin is retained as project director, he will still face the difficulty of completing the project on time due to cultural and political constraints (opposition from tribes and the prospect of politicking). Q. 1 (Chapter 11) What is eBay’s core competency? How does it relate to its chosen strategy?  The company’s core competency depends on its long-term objectives: supporting interaction in the eBay community by providing an online framework to valued buyers and clients, upholding the principles of trust and safety, insuring low fraud losses and protection to community members, and focusing on market efficiency in the delivery of products. The company’s distribution system demands little supervision. Most sellers pay eBay for the design, production, restructuring, and monitoring of products and auction prices. In practical terms, eBay has been the primary source of income for many sellers. Indeed, this is part of the company’s competency program – to extend its market niche and ensure financial continuity within a broad consumer base. Q. 5 What are the implications to the challenges identified in the case regarding eBay’s strategy – today and in the future? The company claims that it can transform the international business marketplace in ways that will create more jobs and opportunities for exporters and importers. It also claims that it can help impoverished nations and improve efficiency in the global market. The point of the company’s claims is: the virtual market is the future of economic development. The claims are not only absurd but totally out of view. At present, it is the manufacturing and service sectors which comprise the core of the global economy. If the company’s framework is the future of economic development, then it must be restructured to suit these conditions. Indeed, it is irresponsible on the part of the company to assume that its developmental framework is the ‘rule of thumb’ of the global corporate world (a fallacy indeed).

Harriet Tubman on the Twenty Dollar Bill

Harriet Tubman on the Twenty Dollar Bill Harriet Tubman was an amazing woman - she escaped slavery, freed hundreds of others, and even worked as a spy during the Civil War. Now she’s going to grace the front of the twenty dollar bill. But is this move progress or pandering? The Current State of Currency The faces of United States currency have a few things in common. They feature prominent figures in American history. Figures such as George Washington, Abraham Lincoln, and Benjamin Franklin have been pictured on our paper money, and some of our coins, for decades. These individuals were prominent in the founding and/or leadership of the nation. Not surprising, money is sometimes referred to colloquially as â€Å"dead presidents,† despite the fact that some figures on the money, such as Alexander Hamilton and Benjamin Franklin, were never presidents. In some ways, that fact does not matter much to the public. Hamilton, Franklin, and the others are larger than life figures in the history of the founding of the nation. It makes sense that the currency would feature them. However, what Washington, Lincoln, Hamilton, and Franklin also have in common is that they are prominent white men. Indeed, very few women, and fewer people of color more generally, have been featured on U.S. currency. For example, prominent women’s suffragist Susan B. Anthony was featured on a United States dollar coin minted from 1979 to 1981; however, the series was halted due to poor public reception, only to be reissued again for a short period in 1999. The following year another dollar coin, this time featuring the Native American guide and interpreter from the Shoshone nation, Sacagewa, who led Lewis and Clark on their expedition. Like the Susan B. Anthony coin, the golden dollar coin featuring Sacagewa was unpopular with the public and is of primary interest to collectors. But it looks like things are about to change. Now several women, including Harriet Tubman, Sojourner Truth, Susan B. Anthony, Lucretia Mott, Elizabeth Cady Stanton, Marian Anderson, and Alice Paul will be gracing other denominations of paper money in the next upcoming years. How Did It Happen? A group called Women on 20s has been advocating to replace former president Andrew Jackson on the twenty dollar bill. The non-profit, grassroots organization had one major goal: to convince President Obama that now is the time to put a woman’s face on America’s paper currency. Women on 20s used an online election format with two rounds of voting that let the public choose a nominee from an original slate of 15 inspiring women from American history, women such as Wilma Mankiller, Rosa Parks, Eleanor Roosevelt, Margaret Sanger, Harriet Tubman and others. Over the course of 10 weeks, more than half a million people cast votes, with Harriet Tubman ultimately emerging as the winner. On May 12, 2015, Women On 20s presented a petition to President Obama with the election results. The group also encouraged him to instruct Secretary of the Treasury Jacob Lew to use his authority to make this currency change in time to have a new bill in circulation before the 100th anniversary of women’s suffrage in 2020. And, after a year of public polls, discussion, and agitation, Harriet Tubman was chosen to be the face of the new twenty dollar bill. Why the $20 Bill? It’s all about the centennial of the 19th amendment, which granted (most but not all) women the right to vote. 2020 marks the 100th anniversary of the passage of the 19th Amendment and Women on 20s sees having women on the currency as the most appropriate way commemorate that milestone, arguing that â€Å"Let’s make the names of female ‘disrupters’- the ones who led the way and dared to think differently as well-known as their male counterparts. In the process, maybe it will get a little easier to see the way to full political, social and economic equality for women. And hopefully, it wont take another century to realize the motto inscribed on our money: E pluribus unum, or ‘Out of many, one.’† The move to replace Jackson makes sense. While he has been hailed throughout history because of his lowly beginnings and rise to the White House and his conservative views on spending, he was also an unabashed racist who engineered the removal of indigenous people from the southeast - also known as the infamous Trail of Tears  - to make way for white settlers and the expansion of slavery because of his belief in Manifest Destiny. He is responsible for some of the darkest chapters in American history. The group’s focus on putting women on paper money is a key one. Women had been featured on coins and not the frequently used ones such as the quarter yet those coins have been unpopular and have gone out of circulation quickly. Putting women on more frequently used paper money means that millions will use this currency. It means that women’s faces will be staring back at us while we buy groceries or tip servers or make it rain at the strip club. And instead of it being â€Å"all about the Benjamins,† it may be all about the Tubmans. Who Is Harriet Tubman? Harriet Tubman  was a slave, a conductor on the Underground Railroad, a nurse, a spy, and a suffragist. She was born into slavery in the 1820s in Dorchester, Maryland and named Araminta by her family. Tubman’s family was fractured by slavery and her own life was marred by violence and pain. For example, when she was 13, she received a blow to her from her master that resulted in a lifetime of illness, including headaches, narcolepsy, and seizures. In her 20s, she decided to take the ultimate risk: fleeing slavery. To call Tubman brave is an understatement. She not only made the perilous escape from slavery herself, she also returned South dozens of times to free hundreds of others. She used disguises to evade and outwit slave catchers and never lost a single person on the flight to freedom. During the Civil War, Tubman worked as a nurse, cook, scout, and spy. In fact, in 1863, she led an armed raid that freed 700 slaves in South Carolina on the Combahee River. Harriet Tubman has the great distinction of being the first woman ever to lead a military expedition in American history. After the civil war, Tubman was an avid suffragist who worked with high profile women’s rights advocates such as Susan B. Anthony and Elizabeth Cady Stanton, lecturing on the right to vote. Later in life, after retiring to a farm outside of Auburn, New York, and after a long and arduous process of appeals, she secured a pension for herself of $20 per month for her Civil War efforts which makes it all the more ironic that she will now grace the front of the $20.   Is This Progress or Pandering? Harriet Tubman is undoubtedly a great American hero. She fought for the oppressed and put her own life and body on the line numerous times for others. As a Black woman freedom fighter, her life is a primary example of what it means to fight intersectionally  - taking into account various intersecting oppressions. She represents some of the most marginalized in our history and her name and memory should be on the lips of schoolchildren everywhere. But should she be on the $20? Many have hailed the decision to replace Andrew Jackson with Harriet Tubman, citing the move as evidence of the great progress our nation has made. Indeed, during part of her life Tubman was legally recognized as chattel - that is, movable property like a candlestick, or a chair, or cattle. She could have been legally bought or sold with U.S. currency. Therefore, goes the argument, the fact that she will now be the face of money shows how far we have come. Others have remarked that this same irony is why Tubman should not be on the $20. The argument is that a woman who risked her life countless times in order to free others, and who spent her years advocating for social change should not be associated with something as debased as money. Also, some argue that the fact that she was considered property for much of her life makes her inclusion on the twenty dollar bill hypocritical and distasteful. Still more insist that Tubman on the $20 simply pays lip service to issues of racism and inequality. In a moment where activists are trying to make the claim that Black Lives Matter and when systemic oppression has still left Blacks on the bottom of the social totem pole, some wonder about how useful it is to have Harriet Tubman on the $20. Others have argued that paper currency should only be reserved for government officials and presidents.   This is a particularly interesting moment to place Harriet Tubman on the $20. On the one hand, the U.S. has seen an amazing amount of social change in the past few decades. From having a Black president to the passage of gay marriage to the rapidly shifting racial demographics of the country, the U.S. is transforming to a new nation. However, some of the nation’s old guard is not going down with a fight. The increasing popularity of ultra-right wing conservatism, white supremacy groups, and even the troubling rise of Donald Trump speaks to much of the uneasiness a substantial part of the country has with the social sea of change going on. Some of the vitriolic reactions to the news of Tubman on the twenty dollar bill underscore that racism and sexism are far from obsolete. Interestingly, while Women on 20s did gain a victory for their campaign by getting Harriet Tubman on the $20, Andrew Jackson is not really going anywhere: he will still be on the back of the note. Perhaps in the case of women gracing U.S. paper currency, it is a situation where the more things change, the more things stay the same.