Define and identify how leadership Attributes And Their Impact On Work-related Attitudes ( Plagiarism checker ) - 1500 words

What are the components of discretionary benefits? Provide two examples for each component of discretionary benefits and identify an organization that effectively includes those benefits in its benefits portfolio.

A business that is known for selling good quality and affordable consumer electronics conducted a market research and came to the conclusion that there is a market for high-quality high-priced premium electronic consumer products. The prospective consumers in this new market are characterized as being tech savvy and affluent; and are aged between 27-35 years old. Based on the information given, create a detailed marketing strategy using the 4Ps.

marketing

In January 2012, Geoff Colvin, a longtime editor at Fortune magazine and a respected commentator on economics and infotech, agreed to play a special game of Jeopardy. The occasion was the annual convention of the National Retail Federation in New York, and Colvin's opponents were a woman named Vicki and an empty podium with the name tag "Watson." Watson's sponsors at IBM wanted to show retailers how smart Watson is. "I wasn't expecting this to go well," recalls Colvin, who knew that Watson had already defeated Jeopardy's two greatest champions. As it turned out, it was even worse than he had expected. "I don't remember the score," says Colvin, "but at the end of our one round I had been shellacked."'

Obviously, Watson isn't your average Jeopardy savant. It's a cognitive computing system that can handle complex problems in which there is ambiguity and uncertainty and draw inferences from data in a way that mimics the human brain. In short, it can deal with the kinds of problems faced by real people. Watson, explains Colvin, "is not connected to the Internet. It's a freestanding machine just like me, relying only on what it knows.... So let's confront reality: Watson is smarter than I am."

Watson is also smarter than anyone who's ever been on Jeopardy, but it's not going to replace human game show contestants any time soon. Watson, however, has quite an impressive skill set beyond its game-playing prowess. For example, it has a lot to offer medical science. At the University of Texas, Watson is employed by the M.D. Anderson Cancer Center's "Moon Shots" program, whose stated goal is the elimination of cancer. This version of Watson, says John Kelly, who oversees the development of IBM's micro-electronics technologies, including Watson, is already "dramatically faster" than the one that was introduced on Jeopardy back in February 2011 (about three times as fast).

Already, reports Kelly, "Watson has ingested a large portion of the world's medical information," and its currently "in the final stages of learning the details of cancer." Then what? "Then Watson has to be trained," explains Kelly. Here's how it works:

Watson is presented with complex healthcare problems where the treatment and outcome are known. So you literally have Watson try to the best diagnosis or therapy and then you look to see whether that was the proper outcome. You do this several times, and the learning engines in Watson begin to make connections between pieces of information. The system learns patterns, it learns outcomes, it learns what sources to trust (emphasis added).

Working with Watson, doctors at the Anderson Center, who are especially interested in leukemia, have made significant headway in their efforts to understand and treat the disease. Watson's role in this process has been twofold:

1. Expanding capacity: It helps to make sense out of so-called big data—the mountain of text, images, and statistics which, according to Kelly, "is so large that traditional databases and query systems can't deal with it." Moreover, says Kelley. big data is "unstructured" and flows "at incredible speeds.... With big data. we're not always looking for precise answers; we're looking for information that will help us make decisions."

2 Increasing speed: Kelley also points out that "Watson can do in seconds what would take people years." The system can, for example, process 500 GB of information—the equivalent of a million books—per second. When it comes to making sense out of the enormous amount of data concerning the genetic factors in cancer, says Kelly; "Watson is like big data on steroids."

Clearly, however, Watson is not replacing "knowledge workers" (doctors) at the Anderson Center. Rather, its being used to facilitate their knowledge work. In this respect, argues Thomas H. Davenport, a widely recognized specialist in knowledge management, Watson is confirming "one of the great cliches of cognitive business technology—that it should be used not to replace knowledge workers, but rather to augment them." On the one hand, even Davenport admits that some jobs have been lost to cognitive technology. In the field of financial services, for instance, "many lower-level" decision makers—loan and insurance-policy originators, credit-fraud detectors—have been replaced by automated systems. At the same time, however, Davenport observes that "experts" typically retain the jobs that call for "reviewing and refining the rules and algorithms [generated byl automated decision systems."

Likewise, human data analysts can create only a few statistical models per week, while machines can churn out a couple of thousand. Even so, observes Davenport, "there are still hundreds of thousands of jobs open for quantitative analysts and big data specialists." Why? "Even though machine learning systems can do a lot of the grunt work," suggests Davenport, "data modeling is complex enough that humans still have to train the systems in the first place and check on them occasionally to see if they're making sense?

Colvin, however, isn't sure that these trends will hold true for much longer. Two years after he competed against Watson, Colvin reported that "Watson is (now] 240 percent faster. I am not He adds that by 2034—when Watson will probably bean antiquated curiosity—its successors will be another 32 times more powerful. "For over two centuries," says Colvin, "practically every advance in technology has sparked worries that it would destroy jobs, and it did.... But it also created even more new jobs, and the improved technology made those jobs more productive and higher paying.... Technology has lifted living standards spectacularly."

Today, however, Colvin is among many experts who question the assumption that the newest generations of technologies will conform to the same pattern. "Until a few years ago: acknowledges former Treasury Secretary Larry Summers, "I didn't think (technological job loss) was a very complicated subject. I'm not so completely certain now." Microsoft founder Bill Gates, on the other hand, is not quite so ambivalent: "Twenty years from now," predicts Gates. "labor demand for lots of skill sets will be substantially lower. I don't think people have that in their mental model."

According to Colvin, today's technology already reflects a different pattern in job displacement: It's "advancing steadily into both ends of the spectrum" occupied by knowledge workers, replacing both low-and high-level positions and "threatening workers who thought they didn't have to worry." Take lawyers, for instance. In the legal-discovery process of gathering information for a trial, computers are already performing the document-sortirg process that can otherwise require smai armies of attorneys. They can scan legal literature for precedents much more thoroughly and will soon be able to identify relevant mat-ters of law without human help. Before long, says Colvin, they "will move nearer to the heart of what lawyers do" by offering better advice on such critical decisions as whether to sue or settle or go to trial.

So what appears to be the long-term fate of high-end knowledge workers? Davenport thinks that the picture is "still unclear," but he suggests that, in order to be on the safe side, would-be knowledge workers should consider reversing the cliché about technology as a means of augmenting human activity: "If there is any overall lesson" to be learned from current trends "it is to make sure you are capable of augmenting an automated system. If the decisions and actions that you make at work are remarkably similar to those made by a computer. that computer will probably be taking your paycheck before long."

Questions:

I. These clays. according to more and more experts. "every worker is a knowledge worker? Consider the definition of knowledge workers in the text: "workers whose contributions to an organization are based on what they know." In what sense might just about any employee qualify as a "knowledge worker"? For example, what qualifies as "knowledge" in an organization's operational activities (that is, in the work of creating its products and services)? What's the advantage to an organization of regarding all employees as knowledge workers?

2. Why are computers, especially cognitive computing systems, so effective in assisting the decision-making process? In particular, how can they increase the likelihood of good decisions under conditions of risk and uncertainty?

3. "The overwhelming message," says Geoff Colvin, seems lo be that no one is safe. "Technological unemployment may finally be here. But even if that's true... it will also be true that, as always, technology is making some skills more valuable and others less so.... Which skills will be the winners?" Colvin supplies one at least one answer to his own question: "it just seems common sense that the skills that computers cant acquire—forming emotional bonds, making human judgments—will be valuable." Thomas Davenport agrees: "It's probably not a bad idea," he suggests. "to improve your human-relationship skills."

Think of a few jobs in which the application of "human-relationship skills" is important—even absolutely necessary. Explain why these jobs require more than just decision-making skills. How about you? Does the job that you want require good human-relationship skills? Do your human-relationship skills need sonic improvement? What sorts of things can you do to improve them?

4. Science journalist Patrick J. Eiger reports that students of the future are likely to have it a lot easier because digital textbooks equipped with artificial intelligence capabilities will guide them along with the patience and perceptiveness of their favorite kindly professors. Take the newly developed Inquire intelligent biology textbook for the iPad. It allows students to stop and type in a question like "What does a protein do? and then presents them with a page full of information specific to whatever concept they're stuck on."

Using "What does a protein do as a model, think of three questions that you would like to ask this book about topics in this chapter. Explain why you chose the questions that you did and what sort of information you'd find helpful in response to each of your questions.

Why is it so difficult to raise the capital needed to start, operate, or expand their ventures?

can we say China is rather selective to integrate itself into the international rules and norms in the area of human rights?

write 500 words

Evaluate relevant HR theories enabling effective recruitment and HR in IKEA, including interviewing techniques?

You are the Supply Chain Director for a global company. You recently received questions from the following divisions:

• A new division in India want to order 50 tons of live lobster from Nova Scotia, and shipping it to Mumbai.
• A well-established business division in contract manufacturing in Indonesia, working closely with a network of 3PLs, need to ship 100,000 pairs of sports shoes from Jakarta to customers in New York.

You are required to provide recommendations and explanations on:

1. Mode of transportation, and
2. Incoterms

Entry to the AI, robotics and blockchain: Make use of value chain management theories and discuss how the rural poor can gain access to the technology or 5G (fifth generation cellular network technology)? Note: please consider the role of Independent Communications Authority of South Africa (ICASA)

Topic 10c: Cultural Issues

Describe a specific aspect of the culture of your organization (e.g., communications, HR policies, etc.) that you think is a positive or negative contributor to the overall performance of the organization. Explain your selection.

Topic 10a: Organizational Culture

Bauer and Erdogan (Lardbucket Books, 2012a) present a typology of organizational culture dimensions - values that might be used to describe an organization’s culture. Their typology is an extension of an existing typology – the organizational culture profile (OCP), which contains seven organizational culture dimensions: (1) innovative culture; (2) aggressive culture; (3) outcome-oriented culture; (4) stable culture; (5) people-oriented culture; (6) team-oriented culture; and (7) detail-oriented culture. The authors add three more dimensions: (8) service culture; (9) safety culture; and (10) strong culture. Which one (or more) of these descriptors fit your organization? Explain your selection(s) and describe how these dimensions impact, either positively or negatively, project performance.

Topic 10b: Project Management Maturity Models

de Souza & Gomes (2015) briefly discuss five project management maturity models. Select and research one model (other than the Kerzner model). Briefly describe the maturity stages associated with the model, assess where your organization fits in the hierarchy and explain why. Describe what cultural changes would have to occur for the organization to reach the next level.  

1. The law provides exceptions to false imprisonment liability where involuntarily hospitalized patients pose harm to themselves or others. (T or F)
2. A tort is a civil wrong. (T or F)
3. Liability refers to a legal obligation or responsibility (T or F)
4. Intentional infliction of emotional distress is a tort that results in extreme emotional distress to the plaintiff (T or F)
5. Assault is an intentional tort that involves nonconsensual contact with the plaintiff (T or F)
6. The standard of care is what and individual is expected to do or not do in a particular situation (T or F)
7. Misfeasance is the failure to act per ones duty or according to the way a reasonably prudent person would act (T or F)
8. The two types of causation are actual and proximate. (T or F)
9. Punitive damages punish the wrongdoer for tortious conduct that was committed. (T or F)
10. Negligence is the second most common basls for medical malpractice lawsuits, following intentional torts. (T or F)
11. The affidavit of merit allows a greater number of personal injury lawsuits to be filed (T or F)
12. A statute of limitations is one that has been delayed or suspended. (T or F)
13. Toiled statute of limitations is one that has been delayed or suspended. (T or F)
14. Wrongful acts committed in the healthcare environment can lead only to civil liability. (T or F)
15. Collateral source payments are payments received by the plaintiff from sources other than the defendant. (T or F)

Name three different types of stock and identify the benefits of holding ownership in them; what are hallmarks that define a share of stock according to the court in United Housing Foundation v. Forman?

IT Investment at North American Financial1 Caroline Weese checked her makeup and then glanced at her watch for the tenth time. Almost 10:45. Showtime. As North American Financial’s (NAF) first female CIO, she knew she had to be better than good when she met with the company’s senior executives for the first time to justify her IT budget. They had shown their faith in her three months ago by giving her this position, when NAF’s long-serving senior vice president of IT had had to retire early due to ill health. But women were just beginning to crack the “glass ceiling” at the bank, and she knew there was a lot more riding on this presentation than just this budget.

That said, the budget situation wasn’t great. As she well knew from her earlier experience in more subordinate roles, the CIO had the unenviable task of justifying the company’s $500M budget to a group of executives who only saw the expense of IT, not its value. This was especially frustrating because NAF’s IT management was excellent, when looked at by any standard. NAF’s IT group consisted of almost 7,000 professionals who followed all the recommended standards, such as CMM, CMMI, ISO9001, and ITIL, to ensure that its IT processes were efficient, cost effective, and on par with, if not higher than, industry standards. It had been certified at a minimum Level 3 CMMI and was an industry leader in delivering projects on time, on budget, and in scope. But in the past few years, NAF executives had implemented rigorous cost containment measures for IT, leaving the CIO to struggle to be all things to all people.

They want innovation, they need reliability and stability, and we’re required by law to meet ever more stringent government regulations, but they’re still nickel-and-diming us, Caroline thought indignantly. She envied the bank’s business units that could clearly show profit-and-loss statements, and their ability to make strategic decisions about what to do with the excess capital they often had. In her world, business strategies changed regularly and thus IT’s goals had to as well. But strategies were not linked to budgets, which were typically set six to nine months in advance. As a result, IT was always struggling to keep up and find the resources to be flexible.

She squared her shoulders, took a deep breath, pasted a smile on her face, and pushed open the door to the executive conference room to face her colleagues and her future. The room was full of “suits”—a few females here and there, but mostly tough, middleage males who expected answers and action. Following a few pleasantries about how she was adjusting to her new role, they got down to business. “The thing we’re most concerned about, Caroline,” said Bill Harris, NAF’s CEO, “is we simply don’t see where we’re getting value from our IT investments. There’s no proof in the bottom line.” Matt Harper, NAF’s CFO added, “Every year we approve hundreds of millions of dollars for IT projects, which are supposedly based on sound cost–benefit analyses, but the benefits never materialize.” Heads around the room began nodding.

Caroline’s mind was whirling. What did they really want from her? Pulling her thoughts together quickly, she responded. “If you’re looking for IT to tell you which projects will deliver the most business value, or if you want me to monitor the business units after the projects they asked for are implemented to see if they are delivering value, you’re asking me to do something that’s well beyond IT’s scope of expertise. We’re not the experts in your business case, and it shouldn’t be up to us to monitor how you use the technology we give you. I’ll take full responsibility for the quality of our work, its timely delivery, and its cost, but we really have to work together to ensure we’re investing in the right projects and delivering benefits.”

“What do you recommend then?” asked Sam Patel, head of Retail Banking. “I think we need an IT Investment Committee that I would co-lead jointly with you, Matt,” Caroline said while looking pointedly at the CFO. “We need a strong partnership to explore what can be done and who should be responsible for doing it. Finance is the only place where all the money comes together in this organization. Although I have to pull together an IT budget every year, it’s really contingent on what each business unit wants to spend. We don’t really have an enterprise IT budgeting process that looks across our business silos to see if what we’re spending is good for NAF as a whole.” Matt looked thoughtful. “You could be on to something here, Caroline. Let’s see if we can figure this out together.”

The rest of the meeting passed in a blur, and before Caroline knew it, she and Matt were trying to identify who they should assign to help them look at their IT investment challenges. These were significant. First, there was inconsistent alignment of the total IT development budget with enterprise strategies. “We have enterprise strategies but no way of linking them to enterprise spending,” Caroline pointed out. IT budgets were allocated according to the size of the business unit. Smaller lines of business had smaller IT budgets than larger ones. “For some small business units like ours, government mandatory projects eat up our entire IT budget,” complained Cathy Benson, senior vice president of Business Banking Product Management. This made it extremely difficult to allocate IT resources strategically—say, for example, to grow a smaller business unit into a larger one.

Second, project approvals were made by business units without addressing cross-unit synergies. Looking at the projects IT had underway revealed that the company had eighteen separate projects in different parts of the business to comply with anti–money laundering regulations. “We’ve got to be reinventing the wheel with some of these,” complained Ian Ha, senior director of NAF’s Risk and Compliance department. Third, although business cases were required for all major projects, their formats were inconsistent, and the data provided to justify the costs lacked rigor. “There seems to be a lot of gaming going on here,” observed Michael Cranston, director of Financial Strategy. “A lot of these numbers don’t make sense. How come we’ve never asked the business sponsors of these projects to take ownership for the business benefits they claim when they ask for the money in the first place?”

Fourth, once a project was approved, everyone focused on on-time, on-budget delivery. No one ever asked whether a project was still necessary or was still on track to deliver the benefits anticipated. Do we ever stop projects once they’ve started or review the business case ‘in-flight’? mused Matt. Finally, no one appeared to be accountable for delivering these benefits once an IT project was developed and implemented; rather, everyone just heaved a great sigh of relief and moved on to the next project.

Because the total IT budget for new development work was allocated by business unit, the result was a prioritization process that worked reasonably well at the business unit level but not for NAF as a whole. Enterprise executives created enterprise strategies, but they didn’t get involved in implementing them in the business units, which left the business unit heads to prioritize initiatives within their own silo. In prioritization meetings, leaders would argue passionately for their own particular cause, focusing on their own needs, not on NAF’s overall strategies. “We really need to align this process with our enterprise priorities,” said Caroline. Matt agreed. “There’s got to be a process to bring all our investment decisions for new projects together so we can compare them across business units and adjust our resourcing accordingly.”

Looking deeper into these matters revealed that there was more to IT spending than simply prioritizing projects, however. Almost 60 percent of the bank’s IT budget was spent not on strategic new development projects but on maintaining existing systems, interfaces, and data. Another 20 percent was work that had to be done to meet the demands of government legislation or the bank’s regulators. “How is this possible?” asked Sam. “No wonder we’re not getting much ‘bang for our buck,’” Caroline exclaimed. “Every time we develop or acquire a new system without getting rid of something else, we add to our ‘application clutter.’ When we continually add new systems while holding IT budgets and head counts relatively flat, more and more of our resources have to be devoted to supporting these systems.” New systems meant new interfaces between and among existing systems, additional data and dependencies, and increasing risk that something could go wrong. “We’ve tried to get the business units interested in sponsoring an initiative to reduce duplication and simplify our applications portfolio, but they’re not interested in what they call ‘IT housekeeping.’ They don’t see how dealing with this will help them in the long run. I guess we haven’t explained it to them very well.”

Brenda Liu, senior director of IT Infrastructure, added, “We also have to keep our IT environment up to date. Vendors are continually making upgrades to software, and there are also license fees to consider. And, as you know, we have to build in extra reliability and redundancy for our critical systems and data, as well as privacy protection for our banking customers. It’s an expensive process.” “I get all this,” said Cathy, “but why can’t you explain it to us properly? How can you just expect us to accept that 80 percent of your budget is a ‘black box’ that doesn’t need justification? Although every dime you spend may be critical to this company, the fact remains that IT’s lack of transparency is damaging its internal credibility with the business.”

Round and round the issues they went. Over the next two months, Caroline, Matt, and their team hammered away trying to solve them. Eventually, they came up with a set of five principles on which their new IT investment process would be based:

1. 1. Alignment of the IT development portfolio with enterprise strategies;

2. 2. Rigor and common standards around IT planning and business casing;

3. 3. Accountability in both business and IT for delivering value;

4. 4. Transparency at all levels and stages of development;

5. 5. Collaboration and cross-group synergies in all IT work.

In their team update to the bank’s executive committee, Caroline and Matt wrote, “Our vision is for a holistic view of our IT spending that will allow us to direct our resources where they will have the greatest impact. We propose to increase rigor and discipline in business casing and benefits tracking so NAF can invest with confidence in IT. The result will be strategic partnerships between IT and business units based on trust, leading us to surprise and delight our customers and employees and amaze our competitors.”

With the executive committee’s blessing, the IT Investment Office was created to design and implement a detailed investment optimization process that could be implemented throughout the bank in time for the next budget cycle. Cathy Benson was named its new director, reporting to Matt. Speaking to her staff after the announcement, Caroline stated, “I really believe that getting this work out of IT and into the business will be critical for this process. We need to make the decision-making process clearer and more collaborative. This will help us learn how to jointly make better decisions for the enterprise.”

With the hand-off from IT officially in place, Cathy and Matt knew they had to move quickly. “We’ve got three months before the next budget cycle begins,” said Matt. “You’ve got to make it real by then. I’ll back you all the way, but you’re going to have to find some way to deal with the business unit heads. They’re not going to like having their autonomy for decision-making taken away from them. And you have to remember they need some flexibility to do work that’s important to them.” Cathy nodded. She had already heard some of the negative rumors about the process and knew she was going to have to be tough if it was going to be successful and not torpedoed during its implementation.

Calling her project team together for its first meeting, she summarized their challenge. “We have to design and implement three interrelated practices: a thorough and rigorous method of project categorization and prioritization, comprehensive and holistic governance of IT spending and benefits delivery at all levels, and an annual IT planning process that provides transparency and accountability for all types of IT spending and which creates an integrated and strategically aligned development portfolio. Then we have to roll it out across the organization. The change management is going to be massive. Now, who has any ideas about what to do next?”

Discussion Questions

Cathy Benson, the director of the newly created IT Investment Office, is tasked with the “design and implementation of a detailed investment optimization process to be implemented throughout the bank in time for the next budget cycle.” She has three months to do this and it must be in accordance with the five established principles to guide the bank’s IT investment process.

Your task is to design and implement the following:

1. 1. A thorough and rigorous method of project categorization and prioritization;

2. 2. A comprehensive and holistic governance of IT spending and benefits delivery at all levels;

3. 3. An annual IT planning process that provides transparency and accountability for all types of IT spending and that creates an integrated and strategically aligned development portfolio.