management discussion question I’m working on a management project and need support to help me learn No Plagiarism, No Matching will be acceptable. All answers must be ty
management discussion question
I’m working on a management project and need support to help me learn
No Plagiarism, No Matching will be acceptable.
All answers must be typed using Times New Roman (Size12, Double-space) font.
No pictures containing text will be acceptable and will be considered plagiarism.
proper examples and explanations for each questions.
– No short answer as it’s not acceptable for this assignment
the answer should be sufficient
References are very important to put them under the solution
I want the solution on the same page of the questions that I attached, under the word answer
I want each group’s solution to be on a separate page..
The groups are (MGT424) (MGT324) (MGT421) (MGT422)
Each group should have its own reference and the reference should be in APA format
Requirements: unlimited | .doc file
MGT324
Week 7: Interactive activity
7.1 Learning Outcomes:
Understand?new public management?as an approach to performance management
Understand?new public service?as an approach to performance management
?
?
7.2 Action Required:
Watch the video at the following link
?
?
?
7.3 Test your Knowledge (Question):
Define?new public management?as an approach to performance management
Define?new public service?as an approach to performance management
?
?
7.4 Instructions
Answer both questions in the test your knowledge section.
Post your answer on the discussion board using the discussion link below (Week6:Interactive learning Discussion)
MGT421
Week 7: Interactive Learning Activity
7.1 Learning Outcomes:
Describe how delivering routine messages impacts credibility.
Describe the process for developing routine business messages.
Construct task-oriented routine messages, including requests, expectations, directions, and responses to inquiries, announcements, and claims.
Construct relationship-oriented routine messages, including appreciation, congratulations, apologies, and expressions of sympathy.
Describe the relationship between credibility and persuasion.
Explain the AIM planning process for persuasive messages and the basic components of most persuasive messages.
Explain how the tone and style of persuasive messages impact their influence.
Create compelling internal persuasive messages.
Explain how to influence professionals with various decision-making styles.
Compose influential external persuasive messages.
Construct effective mass sales messages.
Evaluate persuasive messages for effectiveness and fairness
7.2 Action Required:
Chapters 9 & 10 in BUSINESS COMMUNICATION: Developing Leaders for a Networked World, Peter Cardon, 4th Edition? McGraw-Hill Education
Watch the short videos at the following link:
7.3 Test your Knowledge (Question):
In chapter 9, you learn about the different types of routine business messages (task-oriented and relationship-oriented). Pick one and write a sample routine message following the element of the selected type.
7.4 Instructions
Answer the question in the test your knowledge section.
Post your answer in the discussion board using the discussion link below (Week 7:Interactive learning Discussion)
MGT422
7.1 Learning Outcomes:
Upon completion of this weeks activities, you will be able to:
?
Evaluate methods available to an authentic organization for the improvement of its global business ethics processes.
Analyze an ethical dilemma through application of the ethical decision-making model.
?
7.2 Action Required:
?
Watch the short video in the following link and answer the questions that follows:
?
7.3 Test your Knowledge (Question):
?
Think about all of the communication opportunities provided by social media. How could an organization use social media like Facebook, Twitter and the like, to promote ethical behavior and communicate the organizations values? What are the advantages and dangers of those media?
?
7.4 Instructions
?
Answer the question in test your knowledge section.
Post your answer for the question in the discussion board using the discussion link below (Week 7: Interactive learning Discussion)
MGT424
Week 7: Interactive Learning Activity
?
أعلى النموذج
أسفل النموذج
Week 7: Interactive Learning Activity
7.1 Learning Outcomes:
Recognize the importance of quality management theory, principles, and practices
applied in businesses on national and international levels.
State the importance of standardization and quality standards.
?
7.2 Action Required: (Read)
?
Quality in Practice: Toyota Motor Corporation, Ltd.
?
The Toyota brand name has earned an international reputation for quality. The roots of Toyota Motor Corporation, founded in 1937, stem from the Toyoda Automatic Loom Works. Sakichi Toyoda invented a loom with an automatic stopping function; whenever a thread broke or the machine ran out of thread, it stopped automatically. This approach was built into automotive assembly lines to improve quality and productivity and led to the development of the Toyota Production System,? which has commonly become known as lean production. A significant feature of lean production is the practice of continuous improvement by every worker, demanding the questioning of every process and testing of all assumptions. Errors and defects are viewed as learning opportunities to remove waste and improve efficiency. In 1951, Eiji Toyoda instituted a system of creative suggestions based on the motto Good Thinking, Good Products,? which is prominently displayed in every production facility. One example is the Rakuraku seat, a comfortable work chair mounted on the tip of an arm that allows a line worker to easily get into and out of cramped car-body interiors. In 2000, more than 650,000 suggestions were submitted?almost 12 per employee?and 99 percent were adopted. At Toyota, everybody helps whenever they can. Even top and middle managers are well known for getting their hands dirty? by helping workers on the production line when necessary.
?
Toyota uses games, competitions, and cultural events to promote its 3 Cs: creativity, challenge, and courage. It trains workers extensively, not only in job skills, but also in personal development that focuses on positive attitudes and a sense of responsibility. Toyotas education system includes formal education, on-the-job training, and informal education.
?
Toyota is implementing a direct monitoring system that supports quality. For example, its?French plant is connected by a broadband system to the head office, enabling it to transmit video, audio, and facility performance data. Engineers in Japan can monitor the data of the plants operation in real time, check machinery utilization rates, diagnose malfunctions, and provide ideas for improvement. Information technology and e-commerce are also used to expand relationships with suppliers and customers. For example, customers may request quotes and gather information that previously was only available to dealers.
?
Shotaro Kamiya, first president of Toyota Motor Sales, stated, The priority in receiving?benefits from automobile sales should be in the order of the customer, then the car dealer, and?lastly the maker. This attitude is the best approach in winning the trust of customers and dealers and ultimately brings growth to the manufacturer.? The guiding principles of Toyota are as follows:
1. Honor the language and spirit of the law of every nation and undertake open and fair?corporate activities to be a good corporate citizen of the world.
2. Respect the culture and customs of every nation and contribute to economic and social?development through corporate activities in the communities.
3. Dedicate ourselves to providing clean and safe products and to enhancing the quality of?life everywhere through all our activities.
4. Create and develop advanced technologies and provide outstanding products and services?that fulfill the needs of customers worldwide.
5. Foster a corporate culture that enhances individual creativity and teamwork value, while?honoring mutual trust and respect between labor and management.
6. Pursue growth in harmony with the global community through innovative management.
7. Work with business partners in research and creation to achieve stable, long-term growth?and mutual benefits, while keeping ourselves open to new partnerships.
?
Toyota has approximately 40 production facilities in more than 20 countries and regions?outside Japan. When Toyota began expanding outside of Japan, many believed that the culture could not be copied or applied to foreign cultures, especially in the United States. With a focus of incorporating the best elements of Japanese and local traditions, while avoiding the weaknesses of both, Toyota as proven that its approaches and culture can work everywhere.
?
One popular phrase at Toyota is change or die.? The company continually seeks to redefine itself to adapt to changes in society and the business environment. Toyotas recent vision is captured by the phrase harmonious growth?a harmony between man, society, and the environment.
?
We wish to make Toyota not only strong but a universally admired company, winning the
trust and respect of the world. We must be a company that is accepted wholeheartedly by
people around the world, who would think it natural if Toyota became No. 1 in size, since
we provide attractive products that excel in environmental protection and in safety and
thus contribute immensely to local communities. That is the goal of Harmonious
Growth? and what I regard as corporate virtue. – Hiroshi Okuda, Chairman
?
?
7.3 Test your Knowledge (Question):
1. What do Toyotas guiding principles mean for its management system? In particular, how?do they reflect the principles of total quality?
2. Many health care organizations have learned from manufacturing companies in their?quality journey. What can nonmanufacturing companies learn and apply from Toyotas?philosophy and practices? Suggest specific things that education and government might learn.
?
7.4 Instructions
Read?Case?study and answer the questions.
Post your answer in the discussion board using the discussion link below
??????????? (Week 6: Interactive Learning Discussion)
MGT324
Week 7: Interactive activity
7.1 Learning Outcomes:
Understand?new public management?as an approach to performance management
Understand?new public service?as an approach to performance management
?
?
7.2 Action Required:
Watch the video at the following link
?
?
?
7.3 Test your Knowledge (Question):
Define?new public management?as an approach to performance management
Define?new public service?as an approach to performance management
?
?
7.4 Instructions
Answer both questions in the test your knowledge section.
Post your answer on the discussion board using the discussion link below (Week6:Interactive learning Discussion)
MGT421
Week 7: Interactive Learning Activity
7.1 Learning Outcomes:
Describe how delivering routine messages impacts credibility.
Describe the process for developing routine business messages.
Construct task-oriented routine messages, including requests, expectations, directions, and responses to inquiries, announcements, and claims.
Construct relationship-oriented routine messages, including appreciation, congratulations, apologies, and expressions of sympathy.
Describe the relationship between credibility and persuasion.
Explain the AIM planning process for persuasive messages and the basic components of most persuasive messages.
Explain how the tone and style of persuasive messages impact their influence.
Create compelling internal persuasive messages.
Explain how to influence professionals with various decision-making styles.
Compose influential external persuasive messages.
Construct effective mass sales messages.
Evaluate persuasive messages for effectiveness and fairness
7.2 Action Required:
Chapters 9 & 10 in BUSINESS COMMUNICATION: Developing Leaders for a Networked World, Peter Cardon, 4th Edition? McGraw-Hill Education
Watch the short videos at the following link:
7.3 Test your Knowledge (Question):
In chapter 9, you learn about the different types of routine business messages (task-oriented and relationship-oriented). Pick one and write a sample routine message following the element of the selected type.
7.4 Instructions
Answer the question in the test your knowledge section.
Post your answer in the discussion board using the discussion link below (Week 7:Interactive learning Discussion)
MGT422
7.1 Learning Outcomes:
Upon completion of this weeks activities, you will be able to:
?
Evaluate methods available to an authentic organization for the improvement of its global business ethics processes.
Analyze an ethical dilemma through application of the ethical decision-making model.
?
7.2 Action Required:
?
Watch the short video in the following link and answer the questions that follows:
?
7.3 Test your Knowledge (Question):
?
Think about all of the communication opportunities provided by social media. How could an organization use social media like Facebook, Twitter and the like, to promote ethical behavior and communicate the organizations values? What are the advantages and dangers of those media?
?
7.4 Instructions
?
Answer the question in test your knowledge section.
Post your answer for the question in the discussion board using the discussion link below (Week 7: Interactive learning Discussion)
MGT424
Week 7: Interactive Learning Activity
?
أعلى النموذج
أسفل النموذج
Week 7: Interactive Learning Activity
7.1 Learning Outcomes:
Recognize the importance of quality management theory, principles, and practices
applied in businesses on national and international levels.
State the importance of standardization and quality standards.
?
7.2 Action Required: (Read)
?
Quality in Practice: Toyota Motor Corporation, Ltd.
?
The Toyota brand name has earned an international reputation for quality. The roots of Toyota Motor Corporation, founded in 1937, stem from the Toyoda Automatic Loom Works. Sakichi Toyoda invented a loom with an automatic stopping function; whenever a thread broke or the machine ran out of thread, it stopped automatically. This approach was built into automotive assembly lines to improve quality and productivity and led to the development of the Toyota Production System,? which has commonly become known as lean production. A significant feature of lean production is the practice of continuous improvement by every worker, demanding the questioning of every process and testing of all assumptions. Errors and defects are viewed as learning opportunities to remove waste and improve efficiency. In 1951, Eiji Toyoda instituted a system of creative suggestions based on the motto Good Thinking, Good Products,? which is prominently displayed in every production facility. One example is the Rakuraku seat, a comfortable work chair mounted on the tip of an arm that allows a line worker to easily get into and out of cramped car-body interiors. In 2000, more than 650,000 suggestions were submitted?almost 12 per employee?and 99 percent were adopted. At Toyota, everybody helps whenever they can. Even top and middle managers are well known for getting their hands dirty? by helping workers on the production line when necessary.
?
Toyota uses games, competitions, and cultural events to promote its 3 Cs: creativity, challenge, and courage. It trains workers extensively, not only in job skills, but also in personal development that focuses on positive attitudes and a sense of responsibility. Toyotas education system includes formal education, on-the-job training, and informal education.
?
Toyota is implementing a direct monitoring system that supports quality. For example, its?French plant is connected by a broadband system to the head office, enabling it to transmit video, audio, and facility performance data. Engineers in Japan can monitor the data of the plants operation in real time, check machinery utilization rates, diagnose malfunctions, and provide ideas for improvement. Information technology and e-commerce are also used to expand relationships with suppliers and customers. For example, customers may request quotes and gather information that previously was only available to dealers.
?
Shotaro Kamiya, first president of Toyota Motor Sales, stated, The priority in receiving?benefits from automobile sales should be in the order of the customer, then the car dealer, and?lastly the maker. This attitude is the best approach in winning the trust of customers and dealers and ultimately brings growth to the manufacturer.? The guiding principles of Toyota are as follows:
1. Honor the language and spirit of the law of every nation and undertake open and fair?corporate activities to be a good corporate citizen of the world.
2. Respect the culture and customs of every nation and contribute to economic and social?development through corporate activities in the communities.
3. Dedicate ourselves to providing clean and safe products and to enhancing the quality of?life everywhere through all our activities.
4. Create and develop advanced technologies and provide outstanding products and services?that fulfill the needs of customers worldwide.
5. Foster a corporate culture that enhances individual creativity and teamwork value, while?honoring mutual trust and respect between labor and management.
6. Pursue growth in harmony with the global community through innovative management.
7. Work with business partners in research and creation to achieve stable, long-term growth?and mutual benefits, while keeping ourselves open to new partnerships.
?
Toyota has approximately 40 production facilities in more than 20 countries and regions?outside Japan. When Toyota began expanding outside of Japan, many believed that the culture could not be copied or applied to foreign cultures, especially in the United States. With a focus of incorporating the best elements of Japanese and local traditions, while avoiding the weaknesses of both, Toyota as proven that its approaches and culture can work everywhere.
?
One popular phrase at Toyota is change or die.? The company continually seeks to redefine itself to adapt to changes in society and the business environment. Toyotas recent vision is captured by the phrase harmonious growth?a harmony between man, society, and the environment.
?
We wish to make Toyota not only strong but a universally admired company, winning the
trust and respect of the world. We must be a company that is accepted wholeheartedly by
people around the world, who would think it natural if Toyota became No. 1 in size, since
we provide attractive products that excel in environmental protection and in safety and
thus contribute immensely to local communities. That is the goal of Harmonious
Growth? and what I regard as corporate virtue. – Hiroshi Okuda, Chairman
?
?
7.3 Test your Knowledge (Question):
1. What do Toyotas guiding principles mean for its management system? In particular, how?do they reflect the principles of total quality?
2. Many health care organizations have learned from manufacturing companies in their?quality journey. What can nonmanufacturing companies learn and apply from Toyotas?philosophy and practices? Suggest specific things that education and government might learn.
?
7.4 Instructions
Read?Case?study and answer the questions.
Post your answer in the discussion board using the discussion link below
??????????? (Week 6: Interactive Learning Discussion)
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