Von Nell Baggett by VonNell Baggett

Module One - What is management

n00449772 — 2014-04-10 00:35:33 UTC

One of the most valuable truths I gleaned from this class is that " leading is not the same as managing" Certo&Certo, ch.5) Managing is the ability to work with people and resource to accomplish organizational goals. The role of a manager consists of Planning, Organizing, Influencing and Controlling. The skill with which one can effectively manage can be observed in their ability to work with and through people. Personally, I view management as a skill-set that can be learned. However, when an individual in management has leadership qualities, team synergy is created. My artifacts for this module speak of managers who influence and lead.

Module One

n00449772 — 2014-04-10 00:55:04 UTC

Gary Hamel is one of the world’s most influential business thinker, and Fortune magazine has called him “the world’s leading expert on business strategy.” In this youtube clip, Gary Hamel gives a powerful speech, " How Management MUST be Reinvented.

Module One- Management for the 21st. Century - BusinessWeek - Peter Drucker, contributor

n00449772 — 2014-04-10 01:12:50 UTC

In this article published by Harper Business and displayed in BusinessWeek, Peter Drucker presents smart principles for all individuals and organizations. One of these principles is that an organization has to be transparent so people know the organization structure they work within. Transparency cultivates respect and trust. This is a great read.

Module One - Management transparency is the top factor when determining employee engagement.

n00449772 — 2014-04-10 01:18:08 UTC

This article is in Psychology Today. Writer, Victor Lipman discusses what works and what doesn't work - The mind of a manager. I can identify with this article. I honestly believe, nothing great is accomplished without a team working together.

Module 2 - Ethics in Business

n00449772 — 2014-04-10 01:23:46 UTC

People vary in their attitudes toward corporations. Waves of company downsizing has cultivated an atmosphere of cynicism and distrust. My artifacts for this module will focus on employees who worked for companies that weathered the 2008 recession and continued to demonstrate a loyalty to the internal customer - the employee. The first artifact is an article that discusses the value Marriott places on their employee base. On an interesting note - customer loyalty was a by-product of Marriott's ethical treatment of its employees.

Module 2 Starbucks - Organizations today struggle to build a workplace based on trust and values such as honesty, integrity and respect. Starbucks is a company that has succeeded because it has stayed true to its core values. This article shares the Starbucks story from the view of its employee.

n00449772 — 2014-04-10 01:36:10 UTC

Module 2 - Costco helped its employees weather the recession. When the economic crisis hit and other retailers laid off workers, Costco's CEO approved a $1.50-an-hour wage increase for many hourly employees, spread out over three years. This is a company with an 85% employee retention rate! Huffinton Post Business ran this article discussing Cosco employee's loyalty to this company.

n00449772 — 2014-04-10 01:39:56 UTC

Module 3 - Management Within a Global Organization - Many global companies have difficulty crossing the language barrier. For example, when Coca-Cola market Coke in China for the first time, created Chinese characters that, when pronounced, sounded like the product name. Unfortunately, the characters actually translated as , "bite the wax tadpole". : ) This video is of the top 10 miscommunication marketing blunders that cost millions. It reminds me that even the greatest......get it wrong now and then!

n00449772 — 2014-04-10 01:47:19 UTC

Module 3 - Strong global management skills, intercultural competence, and a sensitivity to cultural issues are necessities for global managers. This article

n00449772 — 2014-04-10 02:00:34 UTC

Module 3 -Strong global management skills, intercultural competence, and a sensitivity to cultural issues are necessities for global managers. This article makes some key points to consider when managing a global market.

n00449772 — 2014-04-10 02:04:53 UTC

Module 3 The Global Arena

n00449772 — 2014-04-10 02:07:14 UTC

As Jonathan Becher points out in his inspiring piece in Forbes Magazine, “Diversity of the seen and unseen – culture,
thought, style, skills, education, workplace flexibility, and perspectives –
ensures that every member of the team is represented and valued” (Becher, 2010). There
is compelling evidence that diversity unlocks innovation and drive market
growth. A recent study mentioned in Harvard
Business Review, cited 40 case
studies correlating diversity in leadership with positive market outcomes
(Hewlett, Marshall & Sherbin, 2013). From reading both articles, I believe
that diversity inclusion is a “deliberate” action for many corporations who
must comply with Federal and State law mandates. While this article does discuss at length the
positive contributions diversity could bring to innovation, I would pose this
question. For leaders, is having the
capacity to leverage diversity an inherit quality or is it something that must
be acquired through exposure? What positive contribution, if any, does
diversity in leadership make, when increasing global market capital? In other
words, can the benefits of diversity in leadership be quantified?

Module 4 - Quality Management

n00449772 — 2014-04-10 02:09:16 UTC

Making a decision on the best course of action to meet the objectives can only be done when, systematically, you review all the information presented. My first artifact is an article that discusses the principles of planning.

Module 4 - Quality Management - Stephen Covey, in this video discusses quality management and leadership. I found his thought to be quite moving.

n00449772 — 2014-04-10 02:13:48 UTC

Module 4 - Our SWOT assignment was one of my favorite assignments. Walking through the process of addressing Strengths, Weaknesses, Opportunities and Threats allowed me to capture the importance of quality management.

n00449772 — 2014-04-10 02:20:08 UTC

Module 5 Organizational Structure and Processes

n00449772 — 2014-04-10 02:24:27 UTC

Organizational structure and processes are the bones and blood vessels of the company. When you understand the hierarchy and what role you play in the system, clear vision and purpose are established As well, specifically what your responsibilities are and how they fit in the process. My artifacts will deal with my employer. The purpose of counsel is to provide counsel and representation in the litigation process. The General Counsel that serves my employer offers these services:

The Office of General Counsel (OGC) provides legal counsel, representation, research and opinions to the District Board of Trustees, College President, Cabinet and all other areas of the College as appropriate. This includes management of all litigation matters brought by or against the College. The office is also responsible for maintaining Collegewide standards for contract administration and regulatory compliance. In addition to assisting the College President with matters related to the operation and actions of the District Board of Trustees, the General Counsel (GC) provides the following specific services:

Represent the College, when necessary and appropriate, before external agencies concerning compliance and regulatory reviews and complaints;
Draft, negotiate and approve College contracts and agreements prior to execution;
Manage and monitor litigation and supervise outside counsel retained by the College in all matters brought by or against the College;
Establish and monitor standard contract administration procedures and policies;
Interpret and apply relevant federal, state and local legislative and regulatory laws and regulations pertaining to College initiatives;
Provide legal opinions and advice on specialized matters including intellectual property, copyright, civil rights, real estate, construction and development, telecommunications, aviation and federal and state regulatory compliance;
Provide counsel and opinion regarding matters involving the Florida ethics laws;
Offer assistance and advice in ensuring compliance with applicable federal, state and local regulations such as those relating to procurement, discrimination, employment and collective bargaining matters, as needed;
Provide legal counsel and support to Florida State College at Jacksonville Foundation, Inc. and related organizations;
Provide counsel and guidance for insurance related and risk management matters;
Maintain legal records of the College including, but not limited to, District Board of Trustees agreements, resolutions and real estate documents;
Develop and maintain standard College policies and procedures;
Coordinate responses to subpoenas/court orders, public records and other requests.

Module 5

n00449772 — 2014-04-10 08:55:38 UTC

Board Agendas and Minutes are publically posted and delivered via e-mail to every employee. This policy is healthy. The message it sends is one of transparency and inclusiveness. Below is an example

Attached are the
actions taken at the April 8, 2014, District Board of Trustees
meeting.

The full agenda as
well as any updated agenda items may be viewed within the Artemis Employee
Portal https://artemis.fscj.edu/employee/. Sign in to Artemis,
select “College,” select “District Board of Trustees,” under “Name” select
“April 8, 2014, DBOT Meeting - Board Agenda” and/or “Updated Board Agenda Items
– April 8, 2014.”

Should you have any
questions or concerns, please let me know.

Thank you.

Module 5 - Departmental Agenda

n00449772 — 2014-04-10 09:04:55 UTC

The department I serve in meets weekly. Everyone is given an agenda which addresses events, processes and purpose. I am an advocate of an agenda. I believe much more is accomplished when staff or board meet with an agenda in hand. This is a sample of my departments weekly staff meeting agenda.
Attachments:
‎(2)‎Download all attachments

ACC-DWC Agenda 4-3-2014.docx‎ (21
KB‎)‎[Open as Web Page‎]; ACC Manager Minutes 4-1-14.docx‎
(22 KB‎)‎[Open as Web
Page‎]

Categories:

Thursday, April 03, 2014 4:11 PM

Module 5 - Career Employee Council

n00449772 — 2014-04-10 09:13:06 UTC

As a career employee, collectively, we are represented in the decision making process through an elected counsel. This artifact is an example of the mode of communication used for career employees.
2014-15 Operating Calendar

Career Employees'
Council

To:
All Career
Employees

Attachments:

Good afternoon fellow Career employees:

I hope everyone is enjoying their day. I have received
numerous inquiries regarding Spring Break and the 36-hour work-week not being on
the District Board of Trustees Agenda for March 11th. During yesterday’s
meeting, the Board members approved the Academic Calendar (2014-15). The
Academic Calendar does not indicate the college will be closed for Spring Break,
nor does it refer to the 36-hour work week. However, the Operating Calendar for
2014-15 (see attached), located in your Employee Portal, does show that the
college will be closed for Spring Break and our 36-hour work week will begin on
May 11, 2015.

Please do not hesitate to submit any other questions/concerns
to your campus representatives.

Sincerely,

Matt Wetzel

Module 6 - Managing Human Resources and Communication

n00449772 — 2014-04-10 09:20:29 UTC

Human Resources represents and serves in behalf of the employer's best interest. HR, specifically, is the conduit that filters and selects possible candidates for particular job opportunities within a corporation. HR performs the job analysis and then determines which candidate submissions have experience which qualifies them to candidate for that particular position. As well, HR will send representatives to recruit outside of the organization. This article explains The role and purpose of HR within a corporation.

Module 6 - Human Resource and Outside Recruitment

n00449772 — 2014-04-10 09:29:48 UTC

More than 87% of the Fortune 500 turn to CEB to tackle emerging and recurring business challenges. Hear Barbara Koontz, VP of Human Resources & Learning, Xerox Corporation describe how CEB helps optimize talent investments, create new sources of efficiency, reduce risk, and accelerate growth. CEB is the world's leading member-based advisory company. We have a unique view into what matters — and what works — when capitalizing on drivers of business performance. This video is an interview with one of Xerox's top executives.

Module 6 Human Resource in the Global Market

n00449772 — 2014-04-10 09:39:27 UTC

Module 6 Human Resource in the Global Market - My thoughts

n00449772 — 2014-04-10 09:44:47 UTC

Each country has its own folkways, norms and taboos. Companies must understand how culture affects the world market. The article below discusses human resource in the global market.

Module 6 Human Resource and Employee Satisfaction

n00449772 — 2014-04-10 09:47:37 UTC

Employee exit surveys provide a window where an employer can view the corporation through the eye in an internal customer. Below is an example of an employee exit survey.

Module 7 Leadership and Motivation

n00449772 — 2014-04-10 09:51:16 UTC

This module was the one I enjoyed most. Motivation is an intrinsic desire to accomplish a particular task with excellence. Employee motivation directly effects corporate community and production. I enjoyed this article which describes how an employer can encourage motivation.

Module 7 - Motivation - What is it and how does one generate intrinsic motivation?

n00449772 — 2014-04-10 09:56:11 UTC

Intrinsic motivation and self-determination collate in those who personally set and meet goals. This article discusses how to build motivation.

Module 7 Quotes and Food for Thought

n00449772 — 2014-04-10 10:03:21 UTC

For two years I've receive a Quote for the Day...I've shared this site with so many people. I appreciate the "food for thought" this website provides. Each day, you are sent a quote and some information about its author. You can sign up and receive a "quote of the day" delivered, via email.

Module 7 Leadership and Motivation

n00449772 — 2014-04-10 23:31:58 UTC

Often, leaders are identified as possessing a remarkable quality that sets them apart from others. It causes others to be attracted to them and enables them to achieve remarkable outcomes. That quality has most frequently been labeled “charisma,” a term that comes from the Greek word meaning “gift.” In ancient times people believed this quality was a divine gift bestowed upon some and not others. This article discusses different theories of leadership and motivation.

Module 8 - Controlling Performance -

n00449772 — 2014-04-10 23:35:17 UTC

Quality planning is the key to control. We plan the plan, plan the work, plan the project process, plan the team, plan the management, and plan leadership. Nothing is left to chance. Next, we plan, estimate, schedule, and establish control metrics for the work. Then we oversee the project looking for hiccups, variation, slow decisions, or other issues limiting performance. The sooner these are recognized, the better the response. This is Bob Davids discussing the rarest commodity of leadership which is ego. Take a listen...

Module 8 -

n00449772 — 2014-04-11 00:01:46 UTC

“Self-regulation” has become an increasingly important word for managers, not as a goal in itself, but as a great way of achieving great performance. People don't want to be managed. They want something else. This article discusses " The End of The Management Era" as we know it.

Module 8

n00449772 — 2014-04-11 00:12:32 UTC

Trust is gained through integrity. Respect is gained through excellence. Loyalty is gained through service . I am convince that influence effects performance and production. This article points to some interesting facts about management and influence.

Module 8

n00449772 — 2014-04-11 00:19:25 UTC

No. 1 Reason People Quit Their Jobs

More than 1 million employees can't be wrong, so bosses take heed of this. A Gallup poll of more 1 million employed U.S. workers concluded that the No. 1 reason people quit their jobs is a bad boss or immediate supervisor.