Nezamudi.com

Archive for July, 2010

Business Management and Change

1.1 The Importance of Effective Management

Essential to the ultimate success of a business ? Coordinate the efforts of employees; allocate informational, physical and financial resources.

Effectiveness- refers to the ability of a management to achieve agreed objectives.

Efficiency- refers to how cost effectively the operations of the organisation are coordinated.

Levels of management

Top- individuals responsible for making business wide decisions and establishing the policies and strategies that affect the entire organisation ? make decisions holistic basis.

Middle- levels of management between top and supervisory management ? provide strategic direction and leadership and are responsible for sections of the business

Supervisory- responsible for implementing the plans of higher management into daily operations

‘Good managers visualize the organisation as a whole’

1.2 Management Roles

Interpersonal

Figurehead- Symbolic head to perform legal or social duties ? signs documents, greets visitors

Leader- Deals with people, motivating, training and staffing ? directs subordinates

Liaison- Foster’s relationships with outside contacts ? responds to clients, external work

Informational

Monitor-Establishes and maintains an informational network ? Reads trade journals, internal reports

Disseminator- Transmits information to members of the organisation ? holds meetings, phone calls

Spokesperson- Transmits information to outsider’s ? holds board meetings, media work

Decisional

Entrepreneur- analyses and exploits opportunities to improve and change ? Organizes strategies, review sessions

Disturbance handler- Responsible for corrective action in periods of crisis ? Develops corrective plans

Resource allocator- Allocates material or human resources to all projects? Staffing, scheduling, budgeting

Negotiator-Represents the organisation in all negotiations ? union wages, contracting

1.3 Skills of Management

1. Technical Skills

Tasks carried out in a certain specialized field e.g. engineering, IT, finance etc.

Give managers the knowledge and proficiency in a particular area, not just to carry out tasks if necessary but to plan and coordinate the tasks of the workers in that area.

2. Interpersonal skills

‘People skills’ how managers interact with people both in and out of the organisation. Managers must understand the needs and motivations of their subordinates. Interpersonal skills are vital to all levels of management.

3. Conceptual Skills

The ability to view and analyze situations at an abstract level ? looking at a situation from outside their normal role and responsibility ? understanding how various parts of the organisation work together and how it is affected by external conditions.

?

Strategic Thinking

Vital to the decision- making process, allowing the formulation of plans and establishment of contingency procedures to limit damages from downturns or crisis.

Vision

Giving others a shared sense of direction allowing them to attain a common goal.

Modern Management Approach

Flexibility and adaptability to change

Ethical

High personal standards

Self Management

Teamwork

Complex problem solving

Decision making

1.4 Responsibility to Stakeholders

Two views as to where the management’s primary loyalty should lie.

1. Management has a primary responsibility to maximize the wealth of owners.

2. Management is responsible to many stakeholders, not just shareholders.

Conflicts between stakeholders

Customers and Shareholders

General public and Shareholders

Owners and Suppliers

Owners and Management

2.1 Management Theory

‘The systematic study of the principles of good management’

Classical-Scientific Management

Aims to select and design the tasks of workers to maximize the business’s productivity.

Objective of maximizing employee productivity through division of labor and training workers in efficient methods.

Division of Labour- each worker performs a specialized task to increase overall productivity.

Differential rate system of pay

‘Rational Man’ ? people are principle motivated by the desire for more money

Management as planning, organizing and controlling

Planning- determining the goals and objectives for the business and the strategies required to achieve its objectives.

Defining goals/objectives
establishing a strategy for achieving the objectives
Developing plans to integrate and coordinate activities

Organizing- Designing a business’ processes and structure in a way that best achieves the business’ objectives.

what tasks are to be done
how the tasks will be allocated and coordinated
how the results and feedback will be reported
who will have authority

Controlling- Checking that what meant to happen did happen, and putting measures in place to do this or fix any variations.

Hierarchical organizational structure based on the division of labour

How different functions and responsibilities are grouped and allocated within a business.

Top

Middle

Supervisory

Based on Division of Labour

Strict Chains of Command

Rigid Lines of communication

Several level of management

Clear lines of authority and communication

Autocratic leadership Style

A manager who tends to centralize decision making, dictate workplace policies and procedures. Employees have minimal participation in decision making. Used in Military, Emergency services. Workers questioning orders in these situations could lead to danger, decisions need to made quickly and be followed without question.

Strengths and Weaknesses of theory

Strengths-

High productivity ? division of labour, workers desire for more pay

Promoting efficiency and eliminating waste

Managers carefully select and train workers

Performance related pay

Weaknesses-

Lead to overspecialized jobs? boredom and resentment by workers? poor work quality, sickies, high worker turnover.

Results in layoffs

Workers doing more than being paid for

Too heavy focus on financial incentives instead of workers more social needs.

2.2 Behavioral management theory

The school of management theory that focuses on a workers satisfaction, moral and social interaction as the key influences on productivity.

‘Social man’ workers behaviour is affected by their social context and by their interpersonal relationships.

1. Paying attention to workers’ needs improves their satisfaction and morale this in turn increases their productivity

3. Worker motivation and productivity depend on social relations with other workers

Psychological and social forces are just as important to workers productivity as managerial control over the technical and economic factors emphasized in the classical theory.

Lessons for management

More humane management work practices
Recognize the importance of people skills and management style
Create a partnership between managers and workers
Remove rigid hierarchical structures.

Management as Leading, motivating and communicating

Leadership- ability to influence a group towards the achievement of goals. A manager must direct, motivate and communicate with people and resolve conflicts.

Motivating- encouraging people to meet goals of the organisation

Communication- Managers must keep all workers aware of relevant information and communicate their goals for the business in order to create a shared vision and common drive amongst workers.

Flat organizational structure and teams

Workers don’t require strict supervision or frequent instructions; maximum productivity can be achieved by providing workers with appropriate motivation and work environment conducive to collaboration, communication and creativity.

Removing levels of Middle Management or flattening the management structure

Thus giving managers a wider span of control.

Multi-Skilling- training workers in a range of skills which enable them to perform all tasks in their unit ? workers perform a variety of functions, gives a broader understanding of the operations of the business.

Teamwork-

Creates and promotes cooperation and improve employee morale
Allows management to think strategically
Increases flexibility
takes advantage of workplace diversity
increases performance

Participative/ democratic leadership style

Workers should be involved in the decision making process and have some degree of control over how their job is performed.

Manager involves subordinates in decision making

Subordinates have the authority to make some decisions

participation is encouraged in deciding work methods and goals

Feedback is used as an opportunity for coaching subordinates.

Strengths and Weaknesses of theory

Strengths-

Focuses on group dynamics

Understanding source of workers motivation

Managers need good interpersonal skill as well as technical skills

Provides counterbalance to classical

Weaknesses-

Vague and simplistic

Link between job satisfaction and morale and productivity

2.4 Political management theory

The philosophy that seeks to understand the nature and source of power in a business, the theory describes how politics in the workplace influence business management.

Political management theory is concerned with how manages can use their power and influence to manage on organisation and the problems can arise.

· Acknowledges that managers may disagree over goals of the business or the priority of different goals. Encourages formation of coalitions to promote different view points.

· Emphasizes the concept of power recognizing that real power does not always come from position in a formal hierarchy. Focuses on how power should be exercised.

· Recognizes that manager’s self-interest may conflict with interests of business.

The concept of power

“Power is the capacity of one party to influence another to do something they would not other wise do”

Power is the potential to influence
Power is the function of dependency
Those who are subjected to power do not necessarily accept it as right or fair
‘Parties’ can be individuals, groups, departments, associations, institutions or countries.
Subordinates can have power over their managers.
No official rules of hierarchies

Politics

Organizational characteristics that encourage political behaviour-

intense competition over resources

unclear rules regarding employee policies and rules

performance evaluation processes

culture ? low trust, pressure to perform well

Use of power and influence

Coercive- The threat of punishment for undesirable behaviour

Reward- The promise of rewards for desirable behaviour

Legitimate- A formal position in the hierarchy

Expert- Having special expertise, skill, knowledge or talent

Referent- The respect and admiration of others

Management as negotiating and bargaining

Power can be held by non-management parties

E.g. unions or employees

Thus managers must be able to negotiate and bargain effectively so best outcome achieved. Reaching compromises between parties who hold different power and objectives.

Structure as coalitions

Alliances of individuals united by shared goals and formed with a view to command greater power.

Often a single key group ? Dominate coalition. Different groups all vie for this position at different times this may lead to instability
Dominate coalitions try to cling to power even after they have outlived their usefulness
Support of coalition needed to agree on decision and implementation. this requires political obeying and negotiating and barraging

Politics create intense competition which helps stimulate new ideas although it leads to low level employee satisfaction and workers may be distracted by engaging in political infighting.

Strengths and Weaknesses of theory

Strengths-

Realistic view on how management decisions take place

Emphasizes that rationality does not always take place and variety of other forces can came into play.

Importance of power

Explains power plays of managers

Weaknesses-

Acts as more as description rather than a theory.

Offers little practical advice to managers

Does not revel if political activity is a good or bad thing for the performance of the organisation.

2.6 Adapting management theory to circumstances

Systems approach

Views the business as a working system and studies how its components interact.

The whole is greater than the sum of its parts ? synergy

internal activities in a business are interdependent
business is interdependent with its outside environment

Contingency approach

Aims to determine which techniques of management are appropriate in different circumstances. Acknowledges that what may work well in one situation my not be effective in another? management style must be contingent on particular circumstances.

Identifying the situation in which each theory applies.

3.1 Nature and source of changes in business

External influences

Changing nature of markets ? globalization

Economic

Financial

Geographic

Social

Legal

Political

Technological

One-off abnormal circumstances

Internal influences

Effects of accelerating technology ? e-commerce

New Systems or procedures

New business cultures

Structural responses to change

Outsourcing ? the purchase of services, from a third party rather than the business performing the service itself.

· save on labour costs or floor space rent

· Enable business to fulfill a temporary or fluctuating demand for a particular service.

· provide a better quality service

Flat organisation structures

Strategic alliances and networks ? two or more business join together to achieve particular goals.

Sharing technology
expanding into new geographical markets
increase business customer bas by drawing on partners product base
Transferring customers between related businesses e.g. hotel and rental car company.

3.2. Reasons for resistance to change

Financial costs-

· Purchasing new equipment

· redundancy payouts

· retraining

· reorganizing plant layout

Inertia of managers and owners

The lack of desire to change and the tendency to remain in a state of inactivity

“If it ain’t broken why fix it” approach.

Business can miss out on opportunities to increase market share, introduce new products etc Business will also go unnoticed.

Change agents must be introduced “creative individuals who can anticipate the need for change and have the analytical skills to know how to implement change.

Cultural incompatibility in mergers takeovers

Job losses
restructuring
new work groups formed
new management
new procedures
different or clashing business cultures

Staffing

De-skilling
acquiring new skills
loss of career prospects/ promotional opportunities

3.3 Managing change effectively

Identifying the need for change

· Anticipation

· Intuition

· Imagination

· Experience

Setting achievable goals

· Specific

· Measurable

· Achievable

· Realistic

· Timed

Creating Culture of Change

Business accepts change as a continual state and is constantly looking for ways to reinvent itself or improve effectiveness/efficiency.

identify areas of organisation that require or are resistant to change
communicate to staff why change needs to happen
Promote managers who can implement change effectively
reorganize
lead by example in adopting new cultural values/principles
implement evaluation and reward system

Change agents

Teamwork approach

3.4 Change models

Force-field analysis

Change as a state of imbalance between driving forces and restraining forces. Looking at nature and source of change ? reasons for resistance to change.

Driving forces and restraining forces are in equilibrium if they are of equal strength ? unchanging state.

Find a way to disturb the equilibrium, either by increasing the driving forces of weakening the restraining forces or both.

Unfreeze/Change/Refreeze Model

1. Persuade staff to be receptive to possibility of change ? highlight and address areas of concern

2. Once managers/workers desire change then solution is forwarded and acted upon ? must be done as soon as possible before resistance builds up again.

3. To ensure change is permanent new procedures must be formalized ? structure, technology, employees. Freeze behaviour.

3.5. Change and social responsibility

Ecological sustainability

Quality of working life

Technology

Globalization and managing cultural diversity

E-commerce

Everyone should have their files backed up. Web file storage is a great way to do it. Other ways of course include external hard drives and usb drives etc.. This way though is great if you don’t want to pay any money but would still like to have free storage backup. You can even use it as an online music storage place for all your own backed up music.

It’s one of the best kept secrets I think. Once you download this software and go through the setup procedures of setting it up you may need to restart your computer for it to be in your system ready for use. Once this is complete you will then be able to see a “gmail drive” under your “my computer” icon.

Click on the gmail drive to log onto your new free data storage space. When you do you will be prompted for a user name and password. This will be the user name and password that you typed in to sign up for the gmail account. When you type that information in you will be logged into your free storage space online.

Simply drag and drop any of your files from your local computer into this external storage space. There is a limit to how large the file can be but it can handle the majority of what you need stored for backup purposes including the average music file size. I don’t think it would be the ideal storage for video however due to its limited storage transfer capacity. This is a great free storage device just awaiting you to set it up. As a side note, gmail allows you to store over 7 gigs of info so you should have plenty of storage for your usage.

This is even a great way to access files when away from home. Simply logging on from any location will allow you access your files. You won’t need to download the gmailfs software on the “away-computer” either. Just log onto your gmail account as per normal and you will see your files there attached to your emails that were created when you transferred your data.

Old server: Windows Server 2000 box
New server: Windows Server 2008 box

1. Verify that Windows 2000 SP4 have been installed on the old server and
Windows Server 2008 SP1 have been installed on the new server

Note: the domain functional level should be in Windows 2000 native mode for
the Windows 2000 domain.

2. Upgrade the Windows 2000 forest schema by running “adprep /forestprep”
command on old server

Note: you can copy the adprep folder from the Windows Server 2008
installation disc to the old server to run “adprep /forestprep”.
The location is \source\adprep on the installation disc.

3. Upgrade the Windows 2000 domain schema by running “adprep /domainprep”
command on old server

4. Verify the new server’s TCP/IP configuration has been pointed to
existing DNS server.

5. Add new server to existing Windows 2000 domain as a member server.

6. Run dcpromo on new server to promote it as an additional domain
controller in existing Windows 2000 domain, afterwards you may verify the
installation of Active Directory.

7. Enable Global Catalog on new server and manually Check Replication
Topology and afterwards manually trigger replication to synchronize Active
Directory database between 2 replica.

8. Disable Global Catalog on old server.

9. Use NTDSUTIL utility to transfer all the 5 FSMO roles from old server to
new server. You’d better transfer FSMO roles via GUI method instead of
using NTDSUTIL.

10. Install DNS component on new server and configure it as a new DNS
Server(Active Directory Integrated-Zone is preferred)

Note: all the DNS configuration need to be transferred from the existing
DNS Server.

11. Migrate DHCP service from Windows Server 2000 to Windows Server 2008

Please refer to:
How to move a DHCP database from a computer that is running Windows NT
Server 4.0, Windows 2000, or Windows Server 2003 to a computer that is
running Windows Server 2003

Choose the blackberry phone that is right for you and stay connected were ever you go with wiffi and 3G support on the blackberry smartphone.Taken over the business world and transforming the way we do business , the blackberry curve is the leading phone amoud the busines world. Blackberry curve
The BlackBerry Curve 3G 9330 for Verizon Wireless is a new and streamlined smartphone in BlackBerry’s lineup of smartphones. Chat with friends, email colleagues, share pictures, and listen to your favorite tunes – it’s all within reach. Featuring WiFi technology, a 2 megapixel camera, BlackBerry push technology, VZ Navigator, Visual Voice Mail, V CAST Music with Rhapsody and V CAST Video on Demand, Mobile Broadband Connect and support for popular apps like Facebook, MySpace, and Flickr, this smartphone gives you the power to do more of the things that matter in your life. Take your life with you, almost anywhere you go with the new BlackBerry Curve 3G smartphone.

Highlights

2 Megapixel Camera/ Camcorder Is Great For Recording Memorable Moments On-the-go
BlackBerry Media Player Supports V CAST Video on Demand and V CAST Music With Rhapsody
Control Your Home’s FrontPoint Security System From This Phone
Dedicated Media Keys On Top For Easy Access To Music and Video Controls
Go Anywhere With GPS and VZ Navigator Capability
New Mirror Finish On Front and Soft Touch On Back Of The BlackBerry Curve 3G
Surf The Internet At Broadband-like Speeds With A WiFi Hotspot Or 3G Data Connection
Touch-sensitive Optical Trackpad Technology For Navigation
Visual Voicemail Lets You Organize and Listen To Your Voicemail Without Dialing In
Voice Call, Text, Email, Social Networking Apps, Picture Messaging, IM, and More

Compatible Rate Plans

Device Supports Voice Plans – Yes

Device Supports Add-on Line Plans – Yes

Device Supports Add-on Line Upgrade Plans – Yes

Device Supports Blackberry Plans – Yes

Available For Purchase Without Service Plan – Yes

Compatible Features

Verizon Wireless V CAST Videos On Demand Options – Yes

Verizon Wireless BlackBerry Plan Options – Yes

Verizon Wireless Rhapsody Options – Yes

Verizon Wireless Tethering Plan Options – Yes

Verizon Wireless TXT+PIX+FLIX Plan Options – Yes

Verizon Wireless Visual Voicemail Compatible – Yes

Verizon Wireless Voice Plan Options – Yes

What’s In The Box

Additional Items Included – Battery, Charger, USB Cable, Quick Reference Guide, Documentation Kit, BlackBerry User Tools CD

Messaging Features

Email Client – Yes, Manage Up To 10 Supported Personal Or Work Email Accounts

HTML Web Browsing – Yes, Surf The Web On The Full HTML Web Browser

Instant Messenger – Yes, Chat From Just About Anywhere With Windows Live, Yahoo, Google Talk, AIM, or ICQ

Multimedia Messaging – Yes, Send and Receive Picture and Video Messages

Text Messaging (SMS) – Yes, Send and Receive Text Messages

Entertainment

Custom Ringtones – Yes, Downloadable Via BlackBerry App World

Customizable Graphics – Yes, Downloadable Via BlackBerry App World

Facebook – Yes, Supports Facebook App

Games – Yes, Downloadable Via BlackBerry App World

App Store – Yes, Supports BlackBerry App World

MP3 Player – Yes

MP3 Ringtones – Yes, Downloadable Via BlackBerry App World

MySpace – Yes, Supports MySpace App

Photo Apps – Yes, Upload Your Pictures and Videos To Facebook and Flickr

Picture Caller ID – Yes

Polyphonic Ringtones – Yes, Downloadable Via BlackBerry App World

Ringer Profiles – Yes

Twitter – Yes, Supports Twitter App Or Via Text Message

V CAST Enabled – Yes

V CAST Music Player – Yes
Digital Camera
Camera – Yes, 2.0MP Camera With 5x Digital Zoom and Video Capture

Camera Megapixels – 2.0MP

Dedicated Camera Key – Yes

Video Capture / Camcorder – Yes, 2.0MP Camera Captures Video

Zoom – Yes, 5x Digital Zoom

Advanced Features

Device Supports FrontPoint Security Systems – Yes, Control Your Home Security System From This Phone

GPS Services Support – Yes, Integrated GPS Provides Support For Location-based Services Like VZ Navigator

Attachment Viewing (Word, Excel, PowerPoint) – Yes

Attachment Viewing and Editing (Word, Excel) – Yes

PC Synchronization – Yes, PC Sync Via USB Cable

QWERTY Keyboard – Yes, Full QWERTY Keyboard

Bluetooth Stereo Headset (A2DP) – Yes, Listen To Music Wirelessly With Stereo Bluetooth Capable Headset (Not Included)

Upgradeable – Yes

Use This Phone As A Modem – Yes, Connect To The Internet Using Your BlackBerry Curve 3G As A Tethered Modem

Bluetooth Wireless Technology – Yes, Connect Wirelessly To Other Devices Including Car Kits, Headsets, and More

Visual Voicemail – Yes, Listen To Your Voicemail Messages In Any Order and Easily Manage Your Inbox Without Calling In

Core Features

Color – Fuchsia

Color Main Display – 2.5?, 320 x 240 Pixels, 65,000 Colors, TFT Display

Alarm – Yes

Languages Supported – English, French, and Spanish

Style – Candy Bar

Speakerphone – Yes

To-Do List – Yes

Vibrate – Yes

Voice Memo – Yes

Voice-activated Dialing – Yes

Calculator – Yes

Calendar – Yes

Battery

Battery Type – Li-Ion

Standby Time – Up To 10.5 Days

Talk Time – Up To 4.5 Hours

Technical Specifications

3G Data Speeds – Yes, Where Available

Compatible Carrier – Verizon Wireless

Data Download Speed – 1xEV-DO Rev. A

Dimensions – 4.3? x 2.4? x 0.6?

Expandable Memory Capacity – Up To 32GB microSD

Hearing Aid Compatible – Yes, M4/T4

Manufacturer Model Name – 9330

Micro-USB Port – Yes

Multiple Numbers Per Name – Yes

Network Compatibility – CDMA 800/1900

Phonebook Capacity – Dependent On Available Memory

Predictive Text Entry – Yes

RAM – 512MB RAM

Ringtone Types Supported – MP3 and Polyphonic

Standard 3.5mm Stereo Headset Jack – Yes

Weight – 3.7 Ounces

WiFi – Yes, WiFi Capable

Built-In Memory – 512MBsmartphone