REQUIREMENT

Requirements Applying suitable analytical frameworks

Operations and Functions of Management

Introduction

Managing in today's environment provides many challenges. We constantly find ourselves confronted with situations which challenge the traditional ways organizations have been managed and require new and unique approaches. Two terms we hear more and more often today are diversity and teams. Dealing with the mutual inconsistency these two terms imply is a challenge to most of today's managers and successfully managing the combination of the two terms, a diverse team, requires innovative modifications to many of our traditional tools and techniques.

In 1995 Chevron Products Co. undertook a major project in preparation of converting its antiquated accounting system to a new SAP based system. This project, which required a total of approximately 7000 workdays of effort, was successfully completed by a diverse team on time and underbudget. In accomplishing this goal the teams leadership found that many of their traditional methods had to be modified and enhanced to successfully cope with the new environment. This article has been prepared to document the major lessons the team felt were learned about managing a complex project with tight timelines using a team with diverse skills and backgrounds.

Analysis

The Fixed Asset Verification Project was undertaken in May 1995 by Chevron Products Co. in anticipation of the installation of a new SAP based accounting system in the summer of 1996. The objective of the project was to create an accurate and verified record of fixed assets with significantly more detail than the existing system provided.

What is applied behavior analysis

Applied behavior analysis (ABA) is based on an understanding of the ABC analysis of behaviors. First a particular behavior (B) is isolated using an objective standard of observation. Examples of behaviors would be talking loudly, not talking, visible signs of anger, facial gestures, ect. Next the environmental factors which come before and after the behavior are identified. Antecedents (A) occur before the behavior and influence whether or not the behavior will initially occur. Consequences (C) occur after the behavior and influence whether the behavior will be repeated. As managers, most of our efforts today are focused on antecedents such as training, equipment, job skills and procedures even though antecedents are only about 20 per cent of the reason an individual will repeat a behavior. Consequences, such as feedback from associates, self feedback, tangible and intangible recognition, are by far the most important influence representing about 80 per cent of the reason someone repeats a behavior. In many organizations, consequences of behaviors, particularly those we want repeated, receive minimum attention.

Evaluation and Implementation of Porter's Five Forces

Given the demands of today's competitive and dynamic environment, it is quite challenging to understand strategic issues facing organizations and develop the capability for long term organizational success. This report aims to present a critically analysis of three frameworks across organizations: Porter's Five Forces, Value Chain and Balanced Scorecard. Such critical evaluation includes identifying the benefits and limitations of three frameworks and considering some implementation issues within ...