PROJECT MANAGEMENT PROGRAM Project Management THIS DEGREE IS NOT FINANCIAL AID ELIGIBLE BACHELOR of APPLIED SCIENCE (BAS) REQUIRED CREDITS: 121 DEGREE CODE: PMGT-BAS
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Organizational Behavior Management in Health Care: Applications for Large-Scale Improvements in Patient Safety
Organizational Behavior Management in Health Care: Applications for Large-Scale Improvements in Patient Safety Thomas R. Cunningham, MS, and E. Scott Geller, PhD Abstract Medical errors continue to be a major public health issue. This paper attempts to bridge a possible disconnect between behavioral science and the management of medical care. Epidemiologic data on patient safety and a sampling of current efforts aimed at patient safety improvement are provided to inform relevant applications of organizational behavior management (OBM). The basic principles of OBM are presented, along with recent innovations in the field that are relevant to improving patient safety. Safety-related applications of behavior- based interventions from both the behavioral and medical literature are critically reviewed. Potential OBM targets in health care settings are integrated within a framework of those OBM techniques with the greatest possibility of improving patient safety on a large scale. Introduction Organizational behavior management (OBM) focuses on what people do, analyzes why they do it, and then applies an evidence-based intervention strategy to improve what people do. The relevance of OBM to improving health care is obvious. While poorly designed systems contribute to most medical errors, OBM provides a practical approach for addressing a critical component of every imperfect health care system—behavior. Behavior is influenced by the system in which it occurs, yet it can be treated as a unique contributor to many medical errors, and certain changes in behavior can prevent medical error. This paper reviews the principles and procedures of OBM as they relate to reducing medical error and improving health care. -
Project Management © Adrienne Watt
Project Management © Adrienne Watt This work is licensed under a Creative Commons-ShareAlike 4.0 International License Original source: The Saylor Foundation http://open.bccampus.ca/find-open-textbooks/?uuid=8678fbae-6724-454c-a796-3c666 7d826be&contributor=&keyword=&subject= Contents Introduction ...................................................................................................................1 Preface ............................................................................................................................2 About the Book ..............................................................................................................3 Chapter 1 Project Management: Past and Present ....................................................5 1.1 Careers Using Project Management Skills ......................................................................5 1.2 Business Owners ...............................................................................................................5 Example: Restaurant Owner/Manager ..........................................................................6 1.2.1 Outsourcing Services ..............................................................................................7 Example: Construction Managers ..........................................................................8 1.3 Creative Services ................................................................................................................9 Example: Graphic Artists ...............................................................................................10 -
Computer Organization and Architecture Designing for Performance Ninth Edition
COMPUTER ORGANIZATION AND ARCHITECTURE DESIGNING FOR PERFORMANCE NINTH EDITION William Stallings Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montréal Toronto Delhi Mexico City São Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Marcia Horton Designer: Bruce Kenselaar Executive Editor: Tracy Dunkelberger Manager, Visual Research: Karen Sanatar Associate Editor: Carole Snyder Manager, Rights and Permissions: Mike Joyce Director of Marketing: Patrice Jones Text Permission Coordinator: Jen Roach Marketing Manager: Yez Alayan Cover Art: Charles Bowman/Robert Harding Marketing Coordinator: Kathryn Ferranti Lead Media Project Manager: Daniel Sandin Marketing Assistant: Emma Snider Full-Service Project Management: Shiny Rajesh/ Director of Production: Vince O’Brien Integra Software Services Pvt. Ltd. Managing Editor: Jeff Holcomb Composition: Integra Software Services Pvt. Ltd. Production Project Manager: Kayla Smith-Tarbox Printer/Binder: Edward Brothers Production Editor: Pat Brown Cover Printer: Lehigh-Phoenix Color/Hagerstown Manufacturing Buyer: Pat Brown Text Font: Times Ten-Roman Creative Director: Jayne Conte Credits: Figure 2.14: reprinted with permission from The Computer Language Company, Inc. Figure 17.10: Buyya, Rajkumar, High-Performance Cluster Computing: Architectures and Systems, Vol I, 1st edition, ©1999. Reprinted and Electronically reproduced by permission of Pearson Education, Inc. Upper Saddle River, New Jersey, Figure 17.11: Reprinted with permission from Ethernet Alliance. Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on the appropriate page within text. Copyright © 2013, 2010, 2006 by Pearson Education, Inc., publishing as Prentice Hall. All rights reserved. Manufactured in the United States of America. -
Exploring the Conceptual Expansion Within the Field of Organizational Behavior: Organizational Climate and Organizational Culture
Exploring the conceptual expansion within the field of organizational behavior: Organizational climate and organizational culture. Willem Verbeke, Marco Volgering, and Marco Hessels Erasmus University Rotterdam Abstract Developments within social and exact sciences take place because scientists engage in scientific practices that allow them to further expand and refine the scientific concepts within their scientific disciplines. There is disagreement among scientists as to what the essential practices are that allow scientific concepts within a scientific discipline to expand and evolve. One group looks at conceptual expansion as something that is being constrained by rational practices. Another group however suggests that conceptual expansion proceeds along the lines of ‘everything goes.’The goal of this paper is to test whether scientific concepts expand in a rational way within the field of organizational behavior. We will use organizational climate and culture as examples. The essence of this study consists of two core concepts: one within organizational climate and one within organizational culture. It appears that several conceptual variations are added around these core concepts. The variations are constrained by rational scientific practices. In other terms, there is evidence that the field of organizational behavior develops rationally. 1. Introduction In every scientific discipline scholars come to ask what the researchers in their field have been doing, what the focus of research should be and/or where their research field is or should be heading to. These kind of questions are also being asked in the field of organizational behavior by scholars like Schneider (1985), Dunnette (1991) and O'Reilly (1991). From a theoretical point of view, these scholars question what and how scientific concepts--like emotions, organizational environment, performance etc.--could be used in order to answer the more fundamental question within their discipline: “i.e. -
Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty
Customer Relationship Management, Customer Satisfaction and Its Impact on Customer Loyalty Sulaiman, Said Musnadi Faculty of Economic and Business, University of Syiah Kuala, Banda Aceh, Indonesia Keywords: Customer Relationship Management, Satisfaction, Customer Loyalty. Abstract: This study aims to determine the effect of Customer Relationship Management (CRM) on Customer Satisfaction and its impact on Customer Loyalty of Islamic Bank in Aceh’s Province. The study population is all customers in in the Islamic Bank. This study uses convinience random sampling with a sample size of 250 respondents. The analytical method used is structural equation modeling (SEM). The results showed that the Customer Relationship Management significantly influences both on satisfaction and its customer loyalty. Furthermore, satisfaction also affects its customer loyalty. Customer satisfaction plays a role as partially mediator between the influences of Customer Relationship Management on its Customer Loyalty. The implications of this research, the management of Islamic Bank needs to improve its Customer Relationship Management program that can increase its customer loyalty. 1 INTRODUCTION small number of studies on customer loyalty in the bank, as a result of understanding about the loyalty 1.1 Background and satisfaction of Islamic bank’s customers is still confusing, and there is a very limited clarification The phenomenon underlying this study is the low about Customer Relationship Management (CRM) as a good influence on customer satisfaction and its -
An Exploration of Organizational Buying Behavior in the Public Sector
University of Kentucky UKnowledge Theses and Dissertations--Marketing and Supply Chain Marketing & Supply Chain 2018 AN EXPLORATION OF ORGANIZATIONAL BUYING BEHAVIOR IN THE PUBLIC SECTOR Kevin S. Chase University of Kentucky, [email protected] Digital Object Identifier: https://doi.org/10.13023/ETD.2018.119 Right click to open a feedback form in a new tab to let us know how this document benefits ou.y Recommended Citation Chase, Kevin S., "AN EXPLORATION OF ORGANIZATIONAL BUYING BEHAVIOR IN THE PUBLIC SECTOR" (2018). Theses and Dissertations--Marketing and Supply Chain. 7. https://uknowledge.uky.edu/marketing_etds/7 This Doctoral Dissertation is brought to you for free and open access by the Marketing & Supply Chain at UKnowledge. It has been accepted for inclusion in Theses and Dissertations--Marketing and Supply Chain by an authorized administrator of UKnowledge. For more information, please contact [email protected]. STUDENT AGREEMENT: I represent that my thesis or dissertation and abstract are my original work. Proper attribution has been given to all outside sources. I understand that I am solely responsible for obtaining any needed copyright permissions. I have obtained needed written permission statement(s) from the owner(s) of each third-party copyrighted matter to be included in my work, allowing electronic distribution (if such use is not permitted by the fair use doctrine) which will be submitted to UKnowledge as Additional File. I hereby grant to The University of Kentucky and its agents the irrevocable, non-exclusive, and royalty-free license to archive and make accessible my work in whole or in part in all forms of media, now or hereafter known. -
BGMT 640.50: Organizational Behavior Jennifer D
University of Montana ScholarWorks at University of Montana Syllabi Course Syllabi 9-2013 BGMT 640.50: Organizational Behavior Jennifer D. Smith University of Montana - Missoula, [email protected] Let us know how access to this document benefits ouy . Follow this and additional works at: https://scholarworks.umt.edu/syllabi Recommended Citation Smith, Jennifer D., "BGMT 640.50: Organizational Behavior" (2013). Syllabi. 1753. https://scholarworks.umt.edu/syllabi/1753 This Syllabus is brought to you for free and open access by the Course Syllabi at ScholarWorks at University of Montana. It has been accepted for inclusion in Syllabi by an authorized administrator of ScholarWorks at University of Montana. For more information, please contact [email protected]. University of Montana - Missoula School of Business Administration Organizational Behavior- BGMT 640 Weeks 1-10, Fall Semester 2013 (I) Tues/Thurs 12:40-2:00 (II) Wednesday 6:10-9:00 Professor: Jennifer Smith Office Hours: By appointment or contact [email protected] email Telephone: (406) 493-4509 COURSE DESCRIPTION The ability to understand, predict, and improve the performance of employees and organizations is key in today’s business environment. This course focuses on some of the “soft skills” that are necessary to manage human actions in organizations. We will studyindividual the aspects related to organizational behavior (including self-awareness, personalities, individual differences, motivation, and perspectives) as well as delving intogroup the and organizational aspects, (including conflict, communication, networks, culture, and organizational structure). A particular focus will be on interpersonal skills and the development of personal strategies. Students are required to review the theories involved in the study of organizations and the people within (through readings and research) so that the focus of the course can be on learning to apply those theories and concepts to real situations (through observations, in-class discussions, and exercises/activities). -
Implementing Concurrent Engineering and QFD Method to Achieve Realization of Sustainable Project
sustainability Article Implementing Concurrent Engineering and QFD Method to Achieve Realization of Sustainable Project Lidija Rihar and Janez Kušar * Faculty of Mechanical Engineering, University of Ljubljana, SI-1000 Ljubljana, Slovenia; [email protected] * Correspondence: [email protected] Abstract: In this paper, we present the impact of concurrent engineering strategies, methods, and tools on product sustainability. Concurrent engineering can be used to achieve the primary goals of a product realization project: lower costs, shorter times, high quality, and increasing value. Currently, it is important that new products also meet product sustainability goals, such as economic, environmental, and social goals. The sustainability of a product can be influenced the most in the early stages of product development, so in this paper, we present a customized quality function deployment (QFD) method called the house of sustainability, which translates sustainability requirements into technical solutions for a product. A seven-step process for implementing a sustainable product realization project is also proposed, in which the house of sustainability is one of the most important tools. The proposed process is illustrated with an example of a concurrent product realization project in engineering to order production. Keywords: concurrent engineering; product sustainability; production sustainability; new product development; QFD Citation: Rihar, L.; Kušar, J. 1. Introduction Implementing Concurrent Sustainability has lately become one of the key features of new products. Sustainabil- Engineering and QFD Method to ity implies product properties that characterize it from the idea, through development, Achieve Realization of Sustainable production, use, and maintenance, to the end of the life of the product (disposal). -
MGT-Management
Course Descriptions MGT-Management MGT300 - Principles of Management This course provides background and insight into the human factors involved in the day-to-day and long-term operations of an organization. It is built on the management functions necessary for success in any type (profit or nonprofit) organization. The course focuses on major issues that affect today's managers, such as global environment, corporate social responsibilities and ethics, organizational culture, employee empowerment, and employee diversity. It also explores how external environments affect the operations of organizations. MGT301 - Organizational Behavior This course is designed to provide students with a multidisciplinary view of the study of behavior in organizations to better understand and manage people at work. It focuses on describing and explaining the core concepts and foundation principles that are fundamental to understanding behavior in organizations. Emphasis is placed on topics that affect individual behavior, team and group behavior and behavior of the organization itself. Behavioral questionnaires and self-assessment instruments are used to help students gain self-insights and further develop the competencies needed to be effective employees and successful managers/leaders. MGT303 - Entrepreneurship I: Small Business Fundamentals This is a management course designed to address the steps in the entrepreneurial process to establish a new business or to launch a new product line in an established organization. This course is a study of how to successfully analyze opportunities for a new venture. The contents provide the complete analytical process for establishing a new and successful operation. The new venture decision provides a compelling reason for success. This course leads up to the establishment of a complete Business Plan. -
Identifying and Defining Relationships: Techniques for Improving Student Systemic Thinking
AC 2011-897: IDENTIFYING AND DEFINING RELATIONSHIPS: TECH- NIQUES FOR IMPROVING STUDENT SYSTEMIC THINKING Cecelia M. Wigal, University of Tennessee, Chattanooga Cecelia M. Wigal received her Ph.D. in 1998 from Northwestern University and is presently a Professor of Engineering and Assistant Dean of the College of Engineering and Computer Science at the University of Tennessee at Chattanooga (UTC). Her primary areas of interest and expertise include complex process and system analysis, process improvement analysis, and information system analysis with respect to usability and effectiveness. Dr. Wigal is also interested in engineering education reform to address present and future student and national and international needs. c American Society for Engineering Education, 2011 Identifying and Defining Relationships: Techniques for Improving Student Systemic Thinking Abstract ABET, Inc. is looking for graduating undergraduate engineering students who are systems thinkers. However, genuine systems thinking is contrary to the traditional practice of using linear thinking to help solve design problems often used by students and many practitioners. Linear thinking has a tendency to compartmentalize solution options and minimize recognition of relationships between solutions and their elements. Systems thinking, however, has the ability to define the whole system, including its environment, objectives, and parts (subsystems), both static and dynamic, by their relationships. The work discussed here describes two means of introducing freshman engineering students to thinking systemically or holistically when understanding and defining problems. Specifically, the modeling techniques of Rich Pictures and an instructor generated modified IDEF0 model are discussed. These techniques have roles in many applications. In this case they are discussed in regards to their application to the design process. -
1 Organizational Behavior in Innovation, Marketing, And
1 Organizational Behavior in Innovation, Marketing, and Purchasing in Business Service Contexts—An Agenda for Academic Inquiry Maria Holmlund (corresponding author)*, Christian Kowalkowski*,** and Sergio Biggemann*** * Department of Marketing, CERS – Centre for Relationship Marketing and Service Management, Hanken School of Economics, Helsinki, PO Box 479, FI-00101 Helsinki, Finland. Tel +358 40 35 21 396, [email protected] ** Department of Management and Engineering, Linköping University, SE-581 83 Linköping, Sweden. *** Marketing Department, School of Business, University of Otago, PO Box 56, Dunedin 9054, New Zealand. Original Publication: Holmlund, M., Kowalkowski, C. and Biggemann, S. (2016), “Organizational Behavior in Innovation, Marketing, and Purchasing in Business Service Contexts—An Agenda for Academic Inquiry”, Journal of Business Research, Vol. 69. http://dx.doi.org/10.1016/j.jbusres.2016.02.014 Copyright: Elsevier http://www.elsevier.com 2 Abstract Many businesses today recognize the increased significance of service and the transition toward service orientation. Nonetheless, organizational practitioners frequently encounter problems managing this shift and seizing service-related business opportunities. This practical relevance, together with many still-unanswered service research questions, have inspired the preparation of this special section. We discuss the significance of business services from an academic and practitioner perspective. We find ample opportunities for conducting research combining managerial -
Pm4dev, 2016 –Management for Development Series ©
pm4dev, 2016 –management for development series © Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development projects for international humanitarian assistance and relief organizations © PM4DEV 2016 Our eBook is provided free of charge on the condition that it is not copied, modified, published, sold, re-branded, hired out or otherwise distributed for commercial purposes. Please give appropriate citation credit to the authors and to PM4DEV. Feel free to distribute this eBook to any one you like, including peers, managers and organizations to assist in their project management activities. www.pm4dev.com Project Quality Management PROJECT QUALITY MANAGEMENT Quality management is the process for ensuring that all project activities necessary to design, plan and implement a project are effective and efficient with respect to the purpose of the objective and its performance. Project quality management (QM) is not a separate, independent process that occurs at the end of an activity to measure the level of quality of the output. It is not purchasing the most expensive material or services available on the market. Quality and grade are not the same, grade are characteristics of a material or service such as additional features. A product may be of good quality (no defects) and be of low grade (few or no extra features). Quality management is a continuous process that starts and ends with the project. It is more about preventing and avoiding than measuring and fixing poor quality outputs. It is part of every project management processes from the moment the project initiates to the final steps in the project closure phase.