Evolution Of Management Theory X And Y, And Theory Z

Evolution of Management Blake Schwengler Tarleton State University Abstract We will examine the evolution of management beginning with the timeframe of the industrial revolution thru today’s management. Management theories included in this time contains the Human Relations/ Behavioral School of Management, Classical School of Management, Contingency Approach, the Scientific Approach, Theory X and Y, and Theory Z. The present style and classical style of management will be compared and contrasted to each other and how they apply to my job. Evolution of Management During the 1900 and into the later 1920’s, the Industrial Revolution sparked one of the first managerial theories introduced to the United States; the Classical school of thought. This theory arose when issues began with factory systems. At the time of the Industrial Revolution, the United States had taken on many non-English speaking immigrants who felt their working conditions were not satisfactory and who also felt they were inadequately and improperly trained for the positions they held. Upper management noticed these issues with their employees and soon took actions to find a solution. Efficiency was the main focus for traditional or classical management which included bureaucratic, scientific and administrative management. Bureaucratic management has a much more structured approach to things; division of labor, set rules and guidelines and hierarchy are a few characteristics of bureaucraticShow MoreRelatedDiscussion Board : Perspective, Theory, And Practice1468 Words   |  6 PagesPERSPECTIVE, THEORY, AND PRACTICE I will be clarifying how reading Theory X, Y, Z and watched the media piece, Theory, affected my definition of theory. 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A Brief Note On Martin Luther King Jr. - 1803 Words

Martin Luther King Jr. once said to an audience of more than a thousand people, Life s most persistent and urgent question is, What are you doing for others?† My main goal in life is to help those around me, and if I am not helping people, I am trying to think of ways of how I can. It is not like I am always trying to figure out what I can do for someone else, but the idea does pop into my head when I see someone in trouble. The world would be a much better place if people actually helped each other instead of walking away. Since I was a child, I have always planned on becoming a nurse. Later on, as a young adult, I found out that my specialty would be a Diabetic Nurse Educator. I want to make a difference in the world, and I feel that†¦show more content†¦Seeing him in pain, hurt me. During those times, all I did was try to encourage him and help him through conquering his own demons; I almost lost my own sense of self in the process. I tried to make his life as comf ortable as possible. To do this I would try to start up positive conversations when he was down or find ways he could improve his eating patterns to help his blood sugar levels. On the other hand, while I was so preoccupied with his well being, I was neglecting my own. For instance, I would stay up on my laptop in my lap during the night with my ears open, listening to his movements until morning, because I would be worried if he would have another diabetic hypoglycemia seizure while he was sleeping. On average, I would sleep a minimum of four hours for the next year. Seeing him struggle through having mental illness and diabetes, I decided I wanted to make my life’s work helping those who were experiencing the same kind of issues. I want to help relieve some pain like I did for my dad, and try to make their lives a tad bit easier to bear in the process. My father would always say because I loved to draw and help people as a child, â€Å"You are either going to become a world renown artist, or a nurse.† I chose the latter because who would not want to become a superhero who helps save civilian lives? Healthcare is a field that has many specialties like a diabetic nurse educator, midwife, or cardiac specialist. I chose diabetic care as my specialty

Application of Volatility in Portfolio Construction Applied Mathemati

Question: Explain about the Report on Application of Volatility in Portfolio Construction for Applied Mathematics and Physics? Answer: 1) Bond Yield to maturity Annually Semi annually Face value 1000 1000 Years to maturity 7 7 Annual coupon rate 5.25% 5.25% Effective coupon rate 5.25% 2.63% NPER 7 14 Frequency of payment 1 2 Value of bond 1200 1200 Payment 52.5 26.25 Present value -1200 -1200 Future value 1000 1000 Yield to maturity 17% 9% KUEHN and Schmid (2014) saw that yield from the bond at the time of maturity provides the money in hand of the investors. The different payment timing of the bond may yield different percentage at the maturity of the same. The yield provides the insights of return of the investment, which is very important for the investors for making investment decision. The above example showed that for annual and semi-annual payment of interest rate has changed the yield rate. The relationship of yield rate and payment term of interest is inverse (Becker and Ivashina 2014). 2) The graphs below showed that the return from PHLX index is higher than Dow Jones and so the risk of making investment. The risk-return parity is maintained in this case throughout the period of investment. The volatility of the high yield index is high as in line with the theoretical model of risk-return trade-off (Ha, Liu and Zheng 2015). In this context, the investor is risk averse. Thereby, PHLX index must be avoided for making any investment. However, Dow Jones is suitable for making conservative investment decision. DOW Jones Industrial average PHLX Gold/Silver Sector Index Return 0.05 0.10 Standard Deviation 0.186373263 0.299016301 Weight 0.5 0.5 Correlation -0.001170892 Portfolio Return 0.076752089 Portfolio Variance 0.031003809 Portfolio Risk 0.176078986 In case of separate measurement of the investment return and risk assessment of the investment, we could see that Dow Jones has low volatility compare to PHLX index. The return from the Dow is lower than the PHLX index. The portfolio constructed with an equal investment in both of the index has shown that volatility is low due to merged portfolio constructed by two different entities. Further, the return from the investment through portfolio was medium with a lower risk associated with the investment. The trade-off between risk and return is the basic relationship between the two where the investors may find the return from the risky product much higher. Huang, Zhou and Zhu (2012) observed that trade-off maintains the basic principle of the investors taking more risk to gain more return from their investment. From the below figure, we can see that relationship where for the higher return the measured risk was high too. 3) CAPM return of MSFT 12% CAPM return of Mondelez International 8% With the calculation of CAPM modelling, the return from the investment in Microsoft was seen as 12% while return from Mondelez was 8% only. The risk associated with the shares of MSFT was higher than Mondelez International. The regression model has shown that risk in MSFT is higher than that of the Mendelez. However, the value of beta in both the measurement techniques was not same for both the companies. The regression equation for predicting the theoretical return is as follows: Y(return from MSFT) = .0266 + 0.728 * X (price of share) [0.728 is the risk of investment in the share of MSFT] Y(return from Mendelez) = .086 + 0.362 * X (price of share) [0.362 is the risk of investment in the share of Mendelez] 4) The volatility in the call option has been started with 15% for getting the striking price of the call. The measurement provided us the price of $4.63 for 15% volatility. However, the goal seek application let us know the exact rate of volatility of the call price for $5.8. The value of the implied volatility required for this case is 19%. References Becker, B. and Ivashina, V., 2014. Reaching for yield in the bond market.The Journal of Finance. Ha, M., Liu, G.Z. and Zheng, L., 2015. Application of Volatility in Portfolio Construction.Journal of Applied Mathematics and Physics,3(07), p.808. Huang, X., Zhou, H. and Zhu, H., 2012. Assessing the systemic risk of a heterogeneous portfolio of banks during the recent financial crisis.Journal of Financial Stability,8(3), pp.193-205. KUEHN, L.A. and Schmid, L., 2014. Investment Based Corporate Bond Pricing.The Journal of Finance,69(6), pp.2741-2776.

Employees Roads and Maritime Services †MyAssignmenthelp.com

Question: Discuss about the Employees Roads and Maritime Services. Answer: Introduction This paper focuses on a case of RMS Roads and Maritime Services to outline opportunities that HRD provide to current and future employees. The second section conducts an assessment to the extent to which knowledge about informal learning has succeeded in influencing RMS HRD practices. RMS offers opportunities that make employees take their career to new heights. Management creates generous working conditions where everyone can become a forward-thinking person (RMS, 2018). Such projects make employees learn best ways of contributing towards their communities. Nurturing leaders the company provides an environment for newly recruited employees to nurture their talents of becoming future leaders. It offers on job training, supervision, and assigning roles such as team leadership. Performance planning RMS offers an environment for employees to go through the formal process of discussion, identification, and planning of personal goals. Employees identify their personal goals that require their capability to achieve as well as develop skills for decision-making. Networking RMS organize teamwork where members get to network and know one another. Currently, RMS offers an opportunity where employees work as teams as well as assigning supervisors to every team. Such an environment allows diversified groups of employees from different cultural background to interact with one another. Consequently, it strengthens Knowledge about informal learning at the workplace brings about numerous complexities how managers develop employees. Garrick (2001) outlines that definitional complexities relating to informal learning involve learning from experience, learning from context, strengthening informal and incidental learning, reflecting, and tacit dimensions of knowledge. Such definitions show that employees could go through non-intentional learning practices to acquire knowledge. Stewart, McGoldrick, and Watson (2001) link the knowledge about informal learning to autonomous, self-directed, and independency that occurs without participating in externally instructional programs. The knowledge about informal learning has influenced the organization's HRD practices of RMS managers in terms of how they define, design, and execute comprehensive learning strategies among employees. Managers now form different teams, assist them in planning and establishing. They are now able to maintain communities of practice (CoP) (Bowness and Gram, 2010). RMS finds CoP as the best way of assisting team members share common individual goals. Consequently, members are able to create and share knowledge for personal development. Personnel at the company focus on individual achievements as we as teams. RMS adopts action-learning practices to achieve informal learning for personal development. Bowness and Gram (2010)human resource personnel can implement HRD practices by organizing small teams to work together to solve real workplace tasks and problems. Management supports natural learning processes. The process makes employees to learn themselves by doing and reflecting about their and results from their actions. Consequently, employees are able to make their own needed adjustments at a personal level without following planned programs. Yanchar and Hawkley (2015) explain that informal learning has influenced how managers develop learning action plans. Managers integrate action plans of learning and working by scheduling time for all programmed learning activities to occur simultaneously with other regular job responsivities. Managers at RMS now associate learning activities with timeframes and objectives. Even though HRD practices RMS now adopts a number of informal learning assets beyond classroom programs. Management use organization knowledge to develop digital as well as paper-based tools. Management now relies on formal programs to create templates and small content them feed them to the company website as articles. Employees can now rely on such resources as their assets for informal learning. Their availability on demand depends on how employees go through them as refresher jobs to assist those returning on their jobs. Such materials also assist employees that missed to attend some formal events. Garrick (2001) theorizes the best way that managers could make informal learning become effective in an environment where every human resource personnel prefers planned programs as their instructional manuals. Garrick Suggests that managers can now adopt processes of receiving feedback, encouraging the formation of teamwork for individual learning, creating and posting contents on company websites, networking, and mentoring through team leaders. Conclusion RMS design different HRD programs to restructure and downsize employees to work in teams. Consequently, they design programs that allow employees to gain new skills to solve problems and make decisions. Additionally, employees develop their personal skills for leadership, negotiation, resolution conflict, and listening. However, knowledge about informal learning has influenced HRD practices. References Garrick, J 2001. Informal learning in the workplace: Unmasking human resource development. Taylor and Francis Grieves, J 2003. Strategic human resource development. SAGE RMS Roads and Maritime Services, 2018. Working with us. https://www.rms.nsw.gov.au/about/careers/working-with-us/index.html. Accessed on April 10, 2018 Stewart, J, McGoldrick, J, Watson, S 2001. Understanding human resource development: A research-based approach. Psychology Press Yanchar, SC, Hawkley, MN 2015, 'Instructional Design and Professional Informal Learning: Practices, Tensions, and Ironies', Journal of Educational Technology Society, vol. 18, no. 4, pp. 424-434.

[WEBINAR] Put Your Content to Work!

Quality content is the key ingredient of a successful digital marketing strategy, and every brand wants to leverage it for maximum results. But many businesses are still struggling to get it right. If you’re not 100% satisfied with the results of your content marketing strategy, you’re not alone. The difficulties we see small to medium sized business owners constantly struggling with are often related to content marketing. How do you optimize your content strategy, even when you’re on a tight budget? Which content formats should you focus on to engage potential customers and generate better leads? These questions and more will be addressed in our first exclusive webinar of 2015: â€Å"Put Your Content to Work! How to Get the Most from Your Content Strategy† Date: Thursday, July 23rd at 10AM PST/1PM EST To produce quality content on a consistent basis, you need more than luck; you need a winning content strategy. Learn how to maximize your content marketing strategy now and for years to come. Topics we will cover: – What is content marketing and why is it important to your business? – The essential elements of every successful content marketing strategy – Concrete examples of how to build your own content strategy on any budget Reserve Your Seat Here Constant Content Teams Up With Qzzr We’ll be teaming up with Qzzr – an awesome, dynamic young company that has created the world’s simplest, most beautiful and mobile-friendly quiz creation tool. Put simply, they make it easy for anyone to create shareable quizzes that can be embedded on websites and used on social media to drive social traffic and generate qualified leads. Speakers: Chris Reid, Web Content Specialist – Constant Content Chris works with numerous clients to build content strategies that both engage customers and increase search engine rankings. He constantly finds unique ways to enhance his clients’ content strategy and helps match them with the perfect Constant Content writers. Eric Hoppe, eCommerce Manager – Constant Content During his five years with the company, Eric has helped hundreds of clients develop content and execute content marketing plans, as well as navigate the ever-changing content marketing landscape. He’s seen various content marketing tactics rise and fall in popularity and adjusted to more Google algorithm and policy updates than he can count. Owen Fuller, Chief Qwizard – Qzzr Owen Fuller is the Chief Qwizard at Qzzr where he works with top publishers, brands, and agencies, including Yahoo!, NBC, LinkedIn, Ogilvy and Marketo. Qzzr makes it easy to create, embed and share quizzes with the world. Prior to Qzzr, Owen built and sold Fit Marketing, an inbound marketing agency that rode 100%+ annual growth over five years to recognition as one of Utah’s fastest growing companies. Who Should Attend Whether you’re a small business owner, marketer, publisher, social media manager, blogger, or writer you’ll learn how to improve your content strategy for the long term, with tips and tricks from experienced content marketing professionals. The webinar will last about 45 minutes because we want to devote time afterwards to a QA session. This means you can ask us anything about our business, your business, content marketing, or whatever you can think of. So start jotting down some questions now and remember to book your place. Register here to reserve a seat:Reserve Your Seat We look forward to seeing you there!

How Putonghua Is Used in Mainland China

How Putonghua Is Used in Mainland China Mandarin Chinese is known by many names. In the United Nations, it is known simply as Chinese. In Taiwan, it is called Ã¥Å"‹è ªÅ¾ / å› ½Ã¨ ¯ ­ (guà ³ yÇ”), which means national language. In Singapore, it is known as è  ¯Ã¨ ªÅ¾ / Ã¥ Å½Ã¨ ¯ ­ (hu yÇ”), which means Chinese language. And in China, it is called æ™ ®Ã©â‚¬Å¡Ã¨ © ± / æ™ ®Ã©â‚¬Å¡Ã¨ ¯  (pÇ” tÃ… ng hu), which translates to common language.   Different Names Over Time Historically, Mandarin Chinese was called Ã¥ ®ËœÃ¨ © ±/Ã¥ ®ËœÃ¨ ¯  (guÄ n hu), meaning speech of officials, by the Chinese people. The English word mandarin meaning bureaucrat, is derived from Portuguese. The Portuguese word for bureaucratic official was mandarim, so they referred to Ã¥ ®ËœÃ¨ © ±/Ã¥ ®ËœÃ¨ ¯  (guÄ n hu) as the language of the mandarims, or mandarim for short. The final m was converted to an n in the English version of this name. Under the Qing Dynasty (æ ¸â€¦Ã¦Å"  - QÄ «ng Cho), Mandarin was the official language of the Imperial Court and was known as Ã¥Å"‹è ªÅ¾ / å› ½Ã¨ ¯ ­ (guà ³ yÇ”). Since Beijing was the capital of the Qing Dynasty, Mandarin pronunciations are based on the Beijing dialect. After the fall of the Qing Dynasty in 1912, the new Peoples Republic of China (Mainland China) became more strict about having a standardized common language to improve communication and literacy across rural and urban areas. Thus, the name of Chinas official language was rebranded. Instead of calling it national language, Mandarin was now called common language, or æ™ ®Ã©â‚¬Å¡Ã¨ © ± / æ™ ®Ã©â‚¬Å¡Ã¨ ¯  (pÇ” tÃ… ng hu), starting in 1955. Putonghua as Common Speech PÇ” tÃ… ng hu is the official language of The Peoples Republic of China (Mainland China). But pÇ” tÃ… ng hu is not the only language spoken in China. There are five major language families with a total of up to 250 distinct languages or dialects. This wide divergence intensifies the need for a unifying language that is understood by all Chinese people. Historically, the written language was the unifying source of many of the Chinese languages, since Chinese characters have the same meaning wherever they are used, even though they may be pronounced differently in different regions. The use of a commonly spoken language has been promoted since the rise of the Peoples Republic of China, which established pÇ” tÃ… ng hu as the language of education throughout the Chinese territory. Putonghua in Hong Kong Macau Cantonese is the official language of both Hong Kong and Macau and is the language spoken by the majority of the population. Since the ceding of these territories (Hong Kong from Britain and Macau from Portugal) to the Peoples Republic of China, pÇ” tÃ… ng hu has been used as the language of communication between the territories and the PRC. The PRC is promoting greater use of pÇ”tÃ… nghu in Hong Kong and Macau by training teachers and other officials. Putonghua in Taiwan The outcome of the Chinese Civil War (1927-1950) saw the Kuomintang (KMT or Chinese Nationalist Party) retreat from Mainland China to the nearby island of Taiwan. Mainland China, under the Maos Peoples Republic of China, saw changes in language policy. Such changes included the introduction of simplified Chinese characters and the official use of the name pÇ” tÃ… ng hu. Meanwhile, the KMT in Taiwan retained the use of traditional Chinese characters, and the name guà ³ yÇ” continued to be used for the official language. Both practices continue up to the present time. Traditional Chinese characters are also used in Hong Kong, Macau, and many overseas Chinese communities. Putonghua Features PÇ”tÃ… nghu has four distinct tones which are used to differentiate homophones. For example, the syllable ma can have four distinct meanings depending on the tone. The grammar of pÇ” tÃ… ng hu is relatively simple when compared with many European languages. There are no tenses or verb agreements, and the basic sentence structure is subject-verb-object. The use of untranslated particles for clarification and a temporal location is one of the features that make pÇ” tÃ… ng hu challenging for second-language learners.

Promotional Campaign Olympenergy the energy drink Research Proposal

Promotional Campaign Olympenergy the energy drink - Research Proposal Example The health and energy drinks sector is the most promising, profitable and growing segment in the UK (Reuters, 2008). Accordingly Unilever plans to launch its new energy drink during the London 2012 Olympics which would give the brand a good start. This product will be labeled Olympenergy and would be an energy drink, basically a sports drink without artificial sugar. This sport drink would also be beneficial for the older generation as it would reduce muscles and joint aches. It would help the viewers of the Olympics by providing cognitive support. The energy drinks market in the UK has very high potential. This is evident from a report which says that an energy drink with an Asian ant as its principal agent made a successful entry in the UKs stimulant drinks market (Functional Ingredients, 2002). This drink raises the energy level, fights ageing, and enhances sexual vigour apart from fortifying the different systems in the body. Moreover, the energy and sport drink market is thrivin g in the UK with 484 million litres drunk in 2008 (Williams, 2011). Energy drink producers are generally targeting the young and active consumers. The campaign for plan to leverage the maximum promotional benefits is presented below. 2. Marketing strategy The marketing strategy of consumer goods has undergone a change due to internationalization and globalization. Marketing is not just restricted to adjusting the elements of the marketing mix. Today products marketing demands services being extended to the consumers, and services have extended elements of marketing mix. The marketing campaigning would include several tasks such as taking into account the issues of standardization and adaptation. 2.1 Standardization and... Unilever markets its products in all markets including the developed and the developing countries. Standardization means that the same marketing strategy is applied in all markets without considering the local factors. Standardization means identical product lines at identical prices through identical distribution systems with identical promotional programmes. Standardization can bring about significant benefits but this can be feasible if the markets and the consumer behavior are homogenous. Markets are supposed to be homogenized because of advanced technology in communication and information systems but heterogeneous cultures, political systems and economic conditions across borders makes this task difficult. Standardization is a product-oriented approach and not a customer-oriented approach to marketing. Product focus can blind the company to the consumer needs and wants. Standardization ignores the customer needs and the focus is on reducing the product variables. Cultural differ ences and competitor strategy are also important factors in devising the marketing strategy of such products. Thus, local adaptation becomes essential in devising the market plans.