Managing in a World-Wide Context

Managing in a World-Wide Context 4 Quarter Hours Whether you work in a large or small company, a governmental agency, a nonprofit or community-based organization, or run your own small business, you must function in a new and highly interconnected world-wide context. This course explores this new environment from multiple perspectives. You will examine cultural, environmental, ethical, political, and legal differences across different regions of the world. Attention is focused on how to manage and lead across boundaries to meet the challenges of this new context. Theories of international management, international human resource management, and international finance and accounting are considered as is the role of information technology in creating greater access to the world-wide economy. https://carina.baker.edu/CRSDSC?DLV=G&WSE=Z000056475&DATEE=20100624&TIMEE=92447&DSCCRS=BUS%20%20811&CVER=2007A

Strategies to kick-start a job hunt

You've let January pass by, and you still haven't revised your resume. Don't despair. There's still a long way to go in 2012, and you can still keep your resolution to find a new job. It is true that unemployment remains high, but don't let the idea of competition keep you from looking for different work, particularly if you are in midcareer. Many companies complain about needing to fill positions but getting few qualified applicants. The lack of skilled candidates is a problem even in some parts of the financial industry, which has been hit hard in the past year as banks struggle to recover from the economic meltdown. Applications flow steadily for entry-level positions at Columbus, Ohio-based Huntington Bank, for example. But Jim Young, director of talent acquisition there, said the bank must recruit to fill higher-level spots, because the number of qualified job seekers doesn't meet demand. Whether you're starting out in your career or looking to transition to a new job, here are three tips for a successful search: 1. Focus on your accomplishments Writing a resume that focuses on your responsibilities is a classic mistake. For example, "Led a team of seven staffers responsible for product development," doesn't highlight what you've got to show for your work. Instead, tweak the wording to say something like, "Led a team of seven in developing a new product that brought in $3 million in sales." "You've only got seconds to impress someone that you've got something that other applicants do not have," Young said. 2. Target your application Generic resumes and plain vanilla cover letters won't cut it in today's market. You need to tailor both to make it clear you're the right person for the job and the company you're targeting. Use background research on the company and key words from the job advertisement to highlight your skills and make it clear you've got the skills for the position. For example, if you learn that the company uses a particular type of software that you're an expert with, mentioning that in your application materials can give you an edge. 3. Use all available tools to network Talking with someone about a potential employer can give you important insight into how it operates and whether you would want to work there. If you're able to use that connection as a reference or to pass along your application, you have an even better chance of getting noticed. These days, networking involves not only traditional methods, like professional and social organizations, but also creating an effective online presence. Use social networks, such as LinkedIn, for example, to reach out to employees of a company that interests you to learn about its operations and any openings. Most people will be happy to answer a few questions for a new acquaintance. After you've established a relationship, they may be willing to go the extra mile to help you land a job. But don't rely solely on virtual networking over the old-fashioned face-to-face kind. Nothing beats a tip or a recommendation from someone who really knows you and can vouch for your abilities. Survey your social networks: Are your privacy settings secure on Facebook? Are there photos posted that could sabotage your job hunt or comments that you’d prefer not to show to a prospective employer? Are you presenting yourself as a professional on LinkedIn and utilizing Twitter in a smart manner? Before you dive into a job search, make sure a Google search of your name produces the image you’d like to project. Go back to school: Your college or graduate school career services center is a good place to start a hunt. You’ll find advice for writing resumes and cover letters, interview preparation and other helpful hints on their websites; see Virginia Tech’s. www.career.vt.edu/. Additional services such as job alerts and free or low-cost career counseling also may be available. Fill your time: If you’re out of work, find some way to show companies that you’re keeping your skills up to date. That might mean volunteering with an organization that can use your expertise. Pick a charity you support and ask if it can use your professional skills. If you don’t have a group in mind, take a peek at the service and volunteering page on your local government’s website. Another option is to seek out programs like the Taproot Foundation, www.taprootfoundation.org/, which pairs professionals with marketing, technology and management skills and organizations that need that expertise. Join the Conversation The Detroit News aims to provide a forum that fosters smart, civil discussions on the news and events that we cover. The News will not condone personal attacks, off topic posts or brutish language on our site. If you find a comment that you believe violates these standards, please click the "X" in the upper right corner of the post to report it. http://www.detroitnews.com/article/20120206/BIZ01/202060302/1488/BIZ01/Strategies-kick-start-job-hunt

The Baraza Center for Leadership Development, LLC

The Baraza Center for Leadership Development is a web-based consulting firm that provides leadership and organizational development training in the form of workshops/seminars, coaching, and speaking engagements to individuals and organizations. The Baraza Center for Leadership Development, LLC (TM) is on the cutting edge in terms of leadership and organizational development. Our Mission: To help clients develop their leadership from the bottom-up. Our Vision: Uplift the human condition by teaching individuals and organizations how to lead their existence from the bottom-up. Our Creed: Help develop those who want to develop themselves. Specialties http://youtu.be/hzBCI13rJmA Personal Leadership and Organizational Development, Organizational Change Consulting, Coaching, and Public Speaking

Leading 21st Century Organizations

BUS 810 Leading 21st Century Organizations 4 Quarter Hours Leading in today's complex, world-wide environment necessitates teamwork and collaboration to sustain a competitive advantage. You will examine practices required to lead organizations with highly diverse workforces distributed across international, cultural, and regional boundaries. You will systematically investigate the latest ideas emerging from both the world of practice and leadership research to identify "best practices" in the ever changing and dynamic workplace of the 21st Century. https://carina.baker.edu/CRSDSC?DLV=G&WSE=WEB0011821&DATEE=20080724&TIMEE=14905&DSCCRS=BUS%20%20810&CVER=2007A Kotter’s 8-Steps: Leading Change in the 21st Century Organization April 10, 2010 by sourcepov 1 Votes Is there a good way to attack change in organizations? To influence (and maybe even ‘fix’) the complex org cultures that drive the collective behavior of their members? That’s the focus in the 5th and final post in my series on culture change. John Kotter gave us perhaps the best-circulated approach for change in his HBR paper that turned into the classic: Leading Change (1996). With the caveat that there are no silver bullets I believe Kotter provides a strong, intuitive and timeless approach to grappling with change. Unfortunately, too many have given up along the way. Organization change and, more specifically, changing an organization’s culture, share a common scope and scale. They are, in many ways, intertwined. That means Kotter can take us in the right direction. Let me recap his 8-point outline here, providing some 21st century insight and ‘solution language’ of my own to update his framing. Urgency. Per Kotter, one of the biggest enemies is complacency. Why change? Keeping things the way they are is easier. That may be. But the path to major improvements of any kind will be held hostage with this mindset. Low standards or segmented (silo’d) accountabilities can create a false sense that eveything is okay. Change requires everyone to get beyond that comfort zone, to “step up” for something new, different, and better. Coalition. Inspiring and sponsoring change is the work of leaders, so it’s critical that they engage. That means an oversight group that includes respected leaders is key. Without it, the organization will sense management’s lack of investment and will fail to participate. Vision. The organization needs to know where it is being asked to go. Having a strong, unambiguous statement that frames the future state is the only way for the organization to focus on it. A well-written vision is motivating, inspiring the organization to come together. Communication. Many change efforts fail because they don’t reach far enough into the organization. An effective communication program makes the work of the change initiative part of the organization’s daily affairs, embedding messages in as many artifacts and venues as possible. Think ‘saturation’ and you’ll be on the right track. But it needs to be simple and actionable, to retain people’s attention. Empowerment. Employees often don’t feel they can influence the vision. If they feel disconnected and removed from the issues, they will feel ineffective and powerless, and will not to want to waste their time. The key is to establish a link between how specific employee and departmental actions can realize the vision. Barriers must be removed. And management must start letting go of their unilateral decisions, trusting larger cross-functional teams to work things out. There is less control and predictability in this mode, but empowerment creates the conditions where new ideas can spark and flourish. Momentum. Major change takes time, and there will be detractors. Kotter notes that posting interim gains drives credibility when it is most needed – on the long road toward implementation. Focus here also puts energy to fine tuning the vision, applying lessons learned along the way. Integration. I love Kotter’s quote “resistance always waits to reassert itself,” so ‘consolidating gains’ is important. If change initiatives have structures that sit outside of daily operations, we must weave the new programs, policies, people and structures back in. If change remains outside the mainstream for too long, it can seem foreign to the rest of the organization. Anchoring. The organizations culture must reflect the new changes if they are to survive long-term. Organizations tend to have long memories, and if the leadership changes or the initiative is called into question, there will be many who offer the “old way” as an alternative solution to all the change. That is why bringing the culture forward to align with the change is critical. Kotter says “human beings are emotional creatures, and we ignore that at our peril.” I agree. I put it like this: It is not enough to make the case in facts and figures. People have to believe in the change, own it, and live it. Ensuring organization culture incorporates the change elements is the only way to ensure long-term viability. Again, it would be a mistake to simply follow these steps (or others like them) and expect change to result directly. As we’ve discussed at each post in this series, the many dimensions, structures, and complexities in organizations create challenges at every turn. Leaders recognize this, and adapt their approach over the life of the change effort. At the core of it, is a commitment. They can’t ever lose faith. To lose forward momentum is to accept defeat. We started talking in January on barriers to ’2.0′, with the idea that ‘social media’ integration and, more broadly, ‘innovation’ itself faced many cultural barriers. Leading coordinated change initiatives (vs. traditional ‘change management’) appears to be the only truly viable path forward. It is truly ‘no small task’. But that’s not to say it’s impossible. It’s simply hard work. Call me old fashioned, but the sooner we start, the sooner we’ll be done. I say (again): let’s get going. http://sourcepov.com/2010/04/10/org-culture-intervention/

PUC DBA PROGRAM: STRATEGIES AND ACTION PLANS

PUC DBA PROGRAM: STRATEGIES AND ACTION PLANS I. Introduction The DBA Program of Pannasastra University of Cambodia envision to contribute to the advancement of management profession and to the expansion of knowledge guided by humanistic and ethical values. It’s mission objective is to meet the needs of professional managers and business leaders with emphasis on practitioner-oriented scholar model. II. Facts of the Case A survey was conducted among PUC graduate students last May 11-18, 2004. Sixty students responded to the survey questionnaire. 13 out of 60 are females and 47 out of 60 are males. Eighty percent (80%) of those who responded are presently employed. One of the questions asked is “ Will you take up further study in DBA or Ph.D, program? If yes, what are your reason(s) for taking the course? “ Primary data gathered are as follows: A. Plan to take Doctoral Program (DBA/PhD) Frequency Percent No Yes Not sure 21 32 7 35.0 53.3 11.7 Total 60 100 B. Reasons for taking DBA/PhD Reasons Frequency Percent No response Depending on economic situation If given a chance Business competency Higher learning It’s a dream No time Boring Good life. society & country Be a consultant 19 12 5 1 7 1 5 2 5 3 31.7 20.0 8.3 1.7 11.7 1.7 8.3 3.3 8.3 5.0 Total 60 100 III. Situational Analysis Using the above preliminary information, the MBA senior students of Strategic Management & Electronic Commerce conducted a SWOT analysis considering their experiences in the University and their assessment of the cultural, socio-economic, political and competitive environment of the educational system in Cambodia. A detailed evaluation and matching of external and internal factors of PUC’s strengths, weaknesses, opportunities and threats are conducted. The SWOT matrix is outlined below with twelve (12) strategic options identified. SWOT MATRIX STRENGTHS Good English-based educational program & curriculum Convenient/Good location Qualified 7 quality professors/teachers [Providing] exchange program Providing discount for family [with more than one student enrolled] Have support funds from donors Good management structure WEAKNESSES Too long, time constraint & boring program Small building, [inadequate ] laboratory & small library compared to competitors Poor management of curriculum poor administrative performance High/expensive [tuition fees]/price [Do] not [have] enough professors Poor internal communications OPPORTUNITIES Demand for Business Competency Growing economy [in Cambodia] Support from international community (World Bank & US universities) Demand for international relationship with overseas universities More MBA graduate students[ intend to take DBA], 53.3% on survey SO Strategies [ Using Strengths to take advantage of Opportunities] Continue strengthening English-based education Provide/Develop good DBA/doctoral program & curriculum for business competency Provide high quality standard to meet needs for higher education Pursue linkages with universities abroad for exchange of PUC students WO Strategies [Overcome Weaknesses by taking advantage of Opportunities] 1.Open an evening/weekend classes for higher education for business competency 2. Use high technology to provide online learning 3. Use higher quality of standard to overcome high [tuition fees]/price 4. look for sources of funds from outside organization (WB..) to [partly finance] decrease high fees/price THREATS Political/headed by political party many competitors [are] internationally accredited – BBU, NIM. Government regulations High unemployment Language [barriers] ST Strategies [Use Strengths to avoid Threats] Provide qualified teachers to improve language Build up Human Resources [on teaching profession] WT Strategies [Minimize Weaknesses to avoid Threats] Lower [tuition fees] to minimize competition Improve management of curriculum & administrative performance A. Competitive environment There are about forty-nine (49) private institutions operating in Cambodia today. Twenty-seven (27) are universities and colleges out of thirty six (36) who are registered institutions. The major thrust of PUC is in Business and Economics where 60-70% of its students are enrolled in the MBA program. This bias is in response to market demand for business and economics courses compared to student’s interests in science and technology courses. Limited information are known with regards to DBA program in Cambodia. Only two universities are known actively promoting their DBA programs, Build Bright University(BBU) and National Institute of Management (NIM). The latter, NIM, is reportedly to introduce their DBA Program in partnership with De La Salle Graduate School of Business from the Philippines. The Program is to be partly financed by CIDA of Canada, from reliable source. The successful launch of NIM’s DBA program for this term, starting June 2004, is mainly due to it’s partnership with DLSU-GSB Manila and the grant provided by CIDA. DLSU-GSB Manila will provide initial faculty for the DBA program. An entrance examination and interviews are conducted by representatives of DLSU last May 15-16, 2004 where 30 students mostly faculty of NIM are admitted to the program. The Institute (NIM) provides 50% financial grant to the first batch of DBA students. Comparative information gathered are as follows: BBU AUH* NIM PUC Total Enrollment (as of May 2004) >10,000 >200 <10,000 @4,000 Estimated DBA Enrollment >100 <50 @30 10 (prospects) Tuition Fee ( 2 terms/year) $1,020/year $2000 per program US $5000/program US $1,040/term Total Number of Units on the DBA Program (# of years to finish) N/A N/A 36 units (3 years) 54 units (4 years) * Lost court case in Hawaii; students demanded refund of tuition fees. The above table confirmed major weakness of PUCs doctoral programs – “High/expensive (tuition fees)/price.” At $1,040 per term, the DBA program of PUC costs $8,320 to finish compared to NIM’s $5000, BBU’s $3,060 and AUH’s $2000. the high cost of education and low barrier to entry of “mushroom universities” are disadvantageous to PUC competitively. All of the above institutions provide English-based DBA program, hence, no distinct competitive advantage on the part of PUC-DBA program. B. Competitive Strategies and Strategic Options Theoretical framework based on the “Generic Strategy Model” of Michael Porter showed that PUC can very well adopt any two combination of the three available strategies for PUC’s entry in the DBA market to be competitive. The framework has the following strategic options: Option 1. Cost leadership [If there is broad market, price as determinant factor, competitive pricing] Option 2. Differentiation [If there is distinct characteristic, unique selling proposition that competitor cannot match] Option 3. Focus [identified market niche] Initially FOCUS on our graduate students and faculty and be a COST LEADER , through fellowship and discounting without necessarily reducing current published tuition fee of $1,040 per term, best fit PUC’s DBA Program in its introductory stage. C. Strategic Options ( From the SWOT Matrix) The following strategic options are the perceptions of PUC’s MBA graduating students based on their situational analysis of PUC’s academic programs. Option 1. Continue strengthening English-based education Option 2. Provide and develop good DBA doctoral program Option 3. Provide high quality standard of education Option 4. Provide qualified teachers to improve language Option 5. Build human resources on teaching profession Option 6. Open evening/weekend classes for higher learning Option 7. Use high tech for online learning Option 8. Use higher quality of standards to offset high price Option 9. Look for source of funds Option 10. Lower tuition fees to minimize competition Option 11. Improve management of curriculum Option 12. Pursue linkages with universities abroad for exchange Options 1 to 6 are being addressed by PUC management ( that students may not be aware of). Opening weekend classes are well taken and maybe considered for DBA Program. BBU is offering Saturdays and Sundays classes for their doctorate program. Options 7 to 12 are given consideration in this report with recommended actions/programs outlined below. IV. Recommendations A. Short Term Plan ( 1-2 years) 1. TO ADDRESS ISSUES ON HIGH TUITION FEES AND COMPETITIVE PRICING, ADOPT THE LOW COST, FOCUS STRATEGY TARGETING OUR OWN FACULTY AND STUDENTS. THE PUBLISHED TUITION FEES ( $1,040 PER TERM) SHALL BE MAINTAINED, HOWEVER, AS PIONEERS IN THE DBA PROGRAM, THE FOLLOWING EXEMPTIONS ARE RECOMMENDED: a. Provide Graduate Fellowship ** b. Provide 50% discount to PUC faculty c. Provide 20% discount to PUC MBA/MA graduates who passed the qualifying exam (AVAILABLE ONLY FOR THE FIRST TERM) ** This Graduate Fellowship (GF) is an opportunity for very promising graduate students to pursue full-time studies in the university to accelerate their graduate education. It allows a grantee at least more units every term and to engage in teaching assistantship or research assistantship as specified by the Faculty of Graduate Studies. [Policy to be drafted to include How can student avail of the GF?; What are the benefits of a graduate fellow?; What are expected from a graduate fellow?] 2. ON MARKETING AND PROMOTIONAL ACTIVITIES: Considering that a focused market is identified, mass market strategies like the traditional Print and Media advertisements are deemed less effective and expensive. Non-traditional marketing approaches are recommended such as: a. Direct marketing or mail campaign using brochures/flyers b. The DBA Program Office to conduct free seminars on Research Design Methodologies for CEOs and/or Strategic Management/Corporate Planning Seminars for Top Level Executives c. Three (3) streamers announcing exclusively the offering of the DBA Program (distribution limited to the three PUC campuses only) d. Sustaining advertisement (taking advantage of the ongoing quarterly advertisement of school undertakings in “The Cambodia Daily” B. Medium Term Plan ( 3-4 years) 1. EXPLORE STUDY GRANTS FROM INTERNATIONAL INSTITUTION LIKE CIDA TO FUND DBA PROGRAM, ESPECIALLY FOR THE SALARIES OF FACULTY AND RESEARCH AND DEVELOPMENT. 2. The DBA Program Office to initiate publication of research studies conducted by thesis and non-thesis graduate students. All publications must be reviewed and refereed by a “ Committee of Faculty Members “ handling DBA courses. 3. CONTINUE LINKAGES PROGRAM TO INCLUDE EXCHANGE WITH FUTURE DBA STUDENTS OF PUC. C. Long Term Plan ( 4-5 years) 1. EXPLORE ONLINE PHD/DBA ACCREDITATION PROGRAM IN CONJUNCTION WITH PRESTIGIOUS INTERNATIONAL UNIVERSITIES IN USA AND/OR EUROPE . Example: The American City University USA), Schillers University (London) and Sydney University have ongoing online MBA/DBA/Ph.D program with an institution in Manila. ` 2. PUC TO TAKE THE LEAD IN THE ORGANIZATION OF “MANAGEMENT ASSOCIATION OF CAMBODIA”, A PRIVATE-ACADEME FORUM FOR BUSINESS MANAGEMENT PRACTITIONERS IN CAMBODIA. V. Timetable Implementation Date: July 1st, 2004. http://puc.edu.kh/weekend%20program_%20DBA/DBA%20Study%20&%20Recommendation.htm

The Scholar Practitioner

A deep connection exists between your role as a learner and your role as a practitioner. At the heart of the DBA program is the belief that ideas will improve your professional practice and reflection on your professional practice will create new ideas. These relationships are explored in the course. You will use readings, assessment tools, experiential exercises, and reflection on your past and current experiences to develop a deeper understanding of the extent of your knowledge of business and management, your learning styles and skills, and your professional strengths and weaknesses. You will also explore the nature of scholarly inquiry and scientific method. You will explore connections between theory and practice and the importance of these considerations in doing applied research. The course also provides practical guidance on how to critically read scholarly artciles, how to formulate researchable questions, and how to ensure scholarly integrity and avoid plagiarism. You will learn to properly present and publish research findings including the use of APA formatting. As the first course in the DBA curriculum, you will be asked to reflect on your reasons to seek a doctorate and to develop an Autobiographical Learning Plan, which will include your professional and academic action plans for the program. https://carina.baker.edu/CRSDSC?DLV=G&WSE=Z000056475&DATEE=20100624&TIMEE=92447&DSCCRS=BUS%20%20801&CVER=2007A

Doctoral Seminar in Information Proficiency

BUS 800 Doctoral Seminar in Information Proficiency 2 Quarter Hours Being a doctoral student requires proficiency at identifying the need for information, finding it, and evaluating its accuracy, significance, and relevance to your research. In this course, you will be introduced to the information resources available to you as a doctoral student at Baker College and will develop proficiency at using them. Library services such as remote access to resources, supply materials, and search strategies are explored. You will also become familiar with the My eLibrary module available in each doctoral seminar. https://carina.baker.edu/CRSDSC?DLV=G&WSE=WEB0001360&DATEE=20080802&TIMEE=11726&DSCCRS=BUS%20%20800&CVER=2007A