| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "LEADERSHIP PRACTICES INVENTORY LPI": |
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A Leadership Practices Inventory (LPI) Assessment, 2007.
This paper is a case study of the use of an individual's Leadership Practices Inventory (LPI) assessment to create this person's developmental strategies.
1,165 words (approx. 4.7 pages), 1 source, MLA, £ 27.95
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Abstract
This paper explains that, according to the results of the leadership qualities portion of the Leadership Practices Inventory (LPI) assessment, this individual possesses fairly strong interactive people skills in that he is able to involve the people around him in the organization; however he does require development in several categories. The author points out that, within the team development dimension of the LPI wherein co-workers, colleagues and employees are enabled to succeed in a team environment, the subject performs sub-par relative to where contemporary management needs to be in order to meet their productive obligations. The paper states that the focus of his personal development plan is to open up the channels of communication, which are requisite to the establishment of team member trust.
Table of Contents:
Personal Leadership
Team Development
Gap Analysis
Personal Development Plan
Skills for Development
Strategies
From the Paper
"The percentile ranking chart clearly indicates that the greatest gaps rest in the dimension of creating a challenging work environment that ultimately would prove more gratifying to the employee and team as a whole and in the encouragement dimension where the employees and team members sense a clear lack of feedback and motivation. These two components go hand in hand and must be addressed simultaneously in the personal development plan. The personal development plan must introduce the subject to motivational paradigms which create a challenging work environment while not creating barriers between the employee and management."
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?Leadership Practices Inventory? (LPI), 2004.
This paper interprets the results of hypothetical scores on Kouzes and Posner?s ?Leadership Practices Inventory? (LPI).
2,465 words (approx. 9.9 pages), 1 source, MLA, £ 52.95
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Abstract
This paper explains that the ?Leadership Practices Inventory?, an instrument that would help determine leadership practices and capabilities, is based on Kouzes and Posner?s ?The Five Practices?. The author points out that being a good leader starts with two things, being able to provide a vision for your subordinates and making sure that this vision is shared by all your subordinates, which means that they will be able to work together to make that vision possible. The paper relates the author noticed a reticence by the test taker to go for the extreme answers, which means that the individual stayed away from the 'almost never' or 'rarely' statements and from the 'very frequently' and 'almost always' ones, sticking with average answers; this tendency may have influenced his results. Charts
Table of Contents
Model the Way
Inspire a Shared Vision
Challenge the Process
Enable Others to Act
Encourage the Heart
Conclusions
From the Paper
"Let?s first analyze the three statements for which you have scored a 10. First of all, you almost always ?follow through on promises and commitments?. As a leader, this means that your subordinates will always count on your word and will trust you with it. If we have the example of military leaders, when trusting the general was usually equivalent with the differences between life and death, we may have an idea about the importance of trusting that what your team or group leader is saying will prove right. In an organization, where the team leader is often the connection between team members and top management, following through on promises and commitments means that you trust your leader to represent you before the top management team and you trust him or her to take decisions for you there. Further more, you trust that these will be the ones you yourself would have taken."
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Inventory Control Systems, 2005.
This paper discusses inventory control systems as they relate to the overall production for a company.
990 words (approx. 4.0 pages), 3 sources, MLA, £ 24.95
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Abstract
This paper explains that the four factors of production are land, labor, capital, and enterprise. The author points out that the Periodic Inventory System is a physical count inventory, usually made at the end of the accounting period, which does not maintain a detailed record of the actual inventory kept during the accounting period. The paper stresses that persons in charge of controlling the inventories in a business must follow certain steps and perform an accurate inventory control in order to avoid high costs due to overstocking matters.
Table of Contents
Introduction
Production Factors
What Is Inventory
Cost Associated with High Inventories
Inventory Systems
Periodic Inventory System
Perpetual Inventory System
Conclusion
Graph
From the Paper
"Inventory is the value of a firm's current assets that are shown on the balance sheet, generally at cost. Inventory or merchandise inventory is generally applied to goods or materials available on hand that are held by a merchandising firm, either wholesale or retail. It includes raw materials, work in progress, and finished goods that are ready for sale, but has not been sold yet."
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Just-In-Time Inventory Management, 1995.
This paper discusses Just-In-Time (JIT) inventory management: Definition, compared to traditional inventory control, implementation, objectives, quality and costs and benefits.
2,700 words (approx. 10.8 pages), 9 sources, £ 66.95
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From the Paper
"Costs associated with inventory make up one of the most critical cost areas within an organization. Whether the company manufactures goods or sells finished products, inventory carrying costs and their component parts can represent a significant portion of the company's cost structure. In addition, having the wrong amount of inventory on hand can result in severe difficulties. Having too much inventory on hand means that extra warehouse space is needed in addition to the costs associated with the inventory itself. In a manufacturing environment, having too little inventory for input goods means that production slows down, or is even halted. In both manufacturing and retail environments, not having enough inventory on hand to meet consumer demand results in lost sales, and lower revenue than would otherwise be realize ... "
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Inventory Management, 2002.
A study into what makes for successful inventory management in a business.
1,640 words (approx. 6.6 pages), 12 sources, MLA, £ 36.95
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Abstract
The paper defines inventory as all goods and materials used in production and distribution including raw materials, component parts, sub-assemblies, finished goods, and the various products and supplies required in the production and distribution process. The author of the paper shows that Inventory can be a liability as well as an asset: excessive, finished (goods) inventory requires larger warehouses and that many times this is the first indication of bad decisions in the production and process stages. The paper shows that improving product-availability and reducing overall working capital investments, without jeopardizing the company performance is a tightrope that most inventory managers have to walk. The paper uses Toyota car manufacturers as an example of successful inventory management.
From the Paper
"Inventory personnel have to constantly track market conditions and price trends. Software has to be designed to input these trends to determine the inventory requirements and the Economic Order Quantity (EOQ) (Business Open Learning Archive, online). The inventory manager has also to be in constant contact with the production and the sales department, in order to ensure that stock outs at the sales end do not occur as a result of material shortage at the production end. Computerized systems have helped simplify the purchasing system and have help improve the efficiency of data recording."
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Just-In-Time Inventory Systems, 2008.
An analysis of the benefits and implications of implementation of the just-in-time (JIT) inventory systems for businesses.
1,056 words (approx. 4.2 pages), 5 sources, APA, £ 25.95
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Abstract
This paper discusses the philosophy behind and the implementation of the just-in-time (JIT) inventory systems for businesses. It looks briefly at the aims and the benefits of the JIT inventory system, particularly in reference to its ability to improve quality. Finally, the paper discusses the implication of the JIT inventory system, particularly in relation to global operations management.
From the Paper
"Therefore, JIT has a series of important positive implications, as it also reduces waste, costs, and time. But this method also has negative implications in certain unusual situations. These negative implications occur not because of JIT method itself, but because of other factors, independent from JIT, the company in cause, or the product that is being manufactured or distributed. These negative implications may emerge due to external factors that cannot be influenced by the company, no matter what strategies it may follow."
"Chrysler had to go through such a situation, when because of the September 11 events, the company's transportation system and the later distribution process was turned upside down. Such situations cannot be anticipated, and therefore, there is no possibility to prevent them from emerging and from negatively affecting the company."
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Inventory Management, 2002.
This paper examines a type of inventory management, just-in-time (JIT).
3,037 words (approx. 12.1 pages), 4 sources, MLA, £ 61.95
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Abstract
The paper looks closely at issues surrounding inventory management and examines the costs and benefits associated with this type of inventory control. The writer then makes a strong claim that the company JIT can be the most cost-efficient and highly effective way for a company to accomplish the complicated task of inventory management, though the use of the ever-growing electronic commerce.
From the Paper
"Reduction of inventories is the main reason that companies have sought alternative inventory management methods. The use of smaller batches leads to the need for less inventory at any particular point in the production process. Cash flow is improved due to less capital investment in inventory. Less inventory on hand leads to savings in other areas as well, such as smaller space requirements, decreased materials handling costs, decreased record keeping costs, decreased insurance and tax obligations, and less scrap and obsolescence (Larson, 1998, p. 44)."
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Inventory Control at 7-Eleven, 2003.
This paper is a research proposal to upgrade existing inventory control technology at 7-Eleven Florida Division by improving employee training.
3,510 words (approx. 14.0 pages), 6 sources, APA, £ 68.95
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Abstract
This paper a research proposal for a study is to evaluate methods of improving inventory shortage at 7-Eleven. The author believes that the most effective and cost efficient manner of improving inventory shortage at 7-Eleven is to revise the current training program. This paper presents the method for collecting and analyzing data through out the project.
Table of Contents
Introduction
Problem Statement
Purpose
Description of Community
Description of Work Setting
Research Team?s Role
Study of the Problem
Problem Description
Problem Documentation
Literature Review
Causative Analysis
Expected Outcomes
Goals and Expectations
Expected Outcomes
Measurement of Outcomes
Analysis of Survey Results
Solution Strategy
Statement of Problem
Discussion
Selected Solutions
Project Timeline
Summary of Recommendations
Conclusions
Recommendations
Evaluation
Appendices Figures Tables
From the Paper
"Data will be recorded and analyzed during the implementation stages of this research project. The research team will analyze the data using statistical analysis. This analysis will determine what method is best in reducing inventory shortage at 7-Eleven. Modifications and changes will be made along the way as needed. The research team will record and log all data in a journal and make necessary changes. The team will also monitor the pilot stores and record what effect the revised training program is having on inventory loss. This data will be gathered, analyzed, and presented in graphs and charts to the Market Manager, and Division Vice President. The proof of this plans success will be in the reduction of not only inventory shortage, but also decreased labor dollars, and an overall reduction in turnover. This training program will be a great success."
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The Modern Inventory Control Process, 2002.
Examines what constitutes a contemporary inventory control process in the industrial world.
3,122 words (approx. 12.5 pages), 11 sources, MLA, £ 62.95
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Abstract
Specialization, standardization, and centralization characterize the present industrial paradigm. These situations also exist alongside other changes such as downsizing, organizational restructuring and budget cuts. Despite the upheaval and uncertainty that these situations bring, they force an organization to sit back and reevaluate the significance of the ramifications of the culture, customs and regulations, i.e., it forces the company to change. The paper shows that with markets getting smaller and more interlinked, many companies choose to acquire companies that they feel will help them expand and/or help gain capital for future expansion. This strategy ensures that these companies have a larger market bargaining power and clientele for their products. The paper shows, however, that many of these organizations are fighting a losing battle with their inventory, work in progress and raw material supplies. The paper also looks at the future of inventory management.
From the Paper
"Plant operations get more complicated by issues such as manufacturing and operational lead times, replenishment cycles, unexpected surges in demand of a product, safety stock requirements for critical part, review frequency and the failure of establishing realistic target service levels. James D. Tarr, in the article ?Seven Ways To Reduce Your Inventory,? discusses some general operating practices that can be followed by all managers and companies to help keep inventory cost down (Tarr, 2001). He advocates that accurate data information is required and screening out erratic and unreliable vendors is also important for implementing a good inventory program. An important reality check should also be made with regards to realistic sales rather that on the inflated projections made by the sales department."
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Vendor Managed Inventory, 2008.
An analysis of the growth of vendor managed inventory (VMI) within organizations.
1,045 words (approx. 4.2 pages), 0 sources, MLA, £ 25.95
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Abstract
This paper discusses whether vendor managed inventory (VMI) is a stop-gap measure or is a permanent strategy on the part of suppliers, supply chain intermediaries and customers. It discusses the factors that have enabled the growth of VMI, particularly with regards to globalization trends. The paper also looks briefly at how to streamline and increase the level of visibility throughout supply chains.
Table of Contents:
Summary
Automating the Vendor Managed Inventory (VMI) Process
Conclusion
From the Paper
"In addressing the question of whether Vendor Managed Inventory (VMI) is a stop-gap measure or is a permanent strategy on the part of suppliers, supply chain intermediaries and customers, it's critical to look beyond the cyclicality and recessionary conditions that were in effect when Scouras (1) wrote his article on VMI performance. Since 2002 when the article was written, VMI has become a mainstay of supply chain visibility, performance, and become integral to the development of distributed order management systems globally. The rapid globalization of supply chains and with it, the growth of multi-site manufacturing, sourcing, supply chain, and services locations globally all have been enabling factors of the growth of VMI. In response to these globalization trends there is also a major focus on how to streamline and increase the level of visibility throughout supply chains as well."
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Vendor Managed Inventory, 2002.
Examining the benefits and problems encountered when attempting to change the nature of supply change management to a vendor managed inventory.
3,748 words (approx. 15.0 pages), 7 sources, MLA, £ 71.95
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Abstract
This paper begins by defining supply chain and operations managements as an essential component to the smooth running of any operation or business. It then looks at the changing nature of supply chain management and how the practice is to move to Vendor Managed Inventory (VMI) method. VMI refers to a relatively new supply chain management method in which consuming party or buyer?s inventory is maintained and monitored by the supplier. It explains how VMI works and its benefits for suppliers and buyers. The paper concludes by analyzing the implementation challenges of VMI.
From the Paper
"Supply chain management is a major concerned of all large and small firms in today?s highly unpredictable business environment. While the buyers or distributors are worried about timely deliveries of products and efficiency of products, manufacturers are more concerned about how their customers judge demand and place orders. This is because unpredictable changes in demand can force the customers to place orders for products whose production level has not yet been increased. For this reason, supply chain management has become a major issue."
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Ethics Awareness Inventory Analysis, 2007.
This paper presents a personal ethics awareness inventory analysis of Mr. Dave Anderson.
735 words (approx. 2.9 pages), 3 sources, APA, £ 18.95
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Abstract
The paper's ethics analysis shows how Mr. Anderson's ethical perspective is very results oriented and demands that the appearance of ethical standards and decision-making be substantiated by actual ethical conduct. The paper maintains that by utilizing the full arsenal of ethical training such as ethics awareness inventory analyses, ethics can be elevated to a business level competency that should influence business strategy.
Outline:
Abstract
Interpretation
Education & Ethical Thinking
Ethical Decision-Making
Conclusion
From the Paper
"The results of the ethical awareness inventory analysis indicate that I view ethics more project-oriented rather than process-oriented (Anderson, 2006). That is, while many others may debate the nature and character of ethics and the mechanism that goes into defining them, I view ethics as being largely results oriented or based on the outcome of actions regardless of the ethical debate antedating any action. According to the results, I am most concerned about achieving the greatest good for the greatest number of individuals possible. Yet, these results reveal a considerable amount of friction regarding my ethical perspective."
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Problem Inventory Analysis, 2005.
This paper discusses problem inventory analysis using the hotel industry as the problem area.
675 words (approx. 2.7 pages), 1 source, £ 18.95
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Abstract
This paper is a proposal of problems that could potential be used in a problem inventory analysis. The author suggests what the potential entrepreneur could learn by analyzing these problems. This paper relates that this method allows a person to foresee problems before they occur.
From the Paper
"The following is a list of problems associated with the hotel industry that could conceivably be used by individuals in a problem inventory analysis. The problems themselves would just be the starting point, though - because of the form that problem inventory analysis takes, proposed solutions to these problems would also be subjected to the analysis to come up with a more comprehensive solution and assessment of the current situation and eventual action to be taken. The problems listed below consist, in part, of problems that I have encountered in my professional capacity as a sales manager for a large hotel chain, but others are problems I foresee and that I have observed with regard to some of our competitors."
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Just-in-time Inventory Control, 1999.
Examines the re-supply method and its impact on accounting. Discusses benefits, valuation of inventory, efficiency, the role of management and retailing.
2,700 words (approx. 10.8 pages), 8 sources, £ 66.95
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Abstract
The Japanese system of inventory control has been variously called the "Toyota system," the "just-in-time system," and the "Kanban system" (Johnson, 1993, 52). Just-in-time means, quite literally, that an assembler on a line receives his consignment of parts "just in time" to use them (Bacharach, Bamberger, & Mundell, 1995, 11). The system is based on an ideal situation in which a part arrives just in time to be used, even though that optimal level of usage is never actually reached. As such, the system operates on the strength of very small lot quantities of replacement parts.
From the Paper
"THE IMPACT OF JIT INVENTORY CONTROL ON ACCOUNTING
Introduction
The Japanese system of inventory control has been variously called the "Toyota system," the "just-in-time system," and the "Kanban system" (Johnson, 1993, 52). Just-in-time means, quite literally, that an assembler on a line receives his consignment of parts "just in time" to use them (Bacharach, Bamberger, & Mundell, 1995, 11). The system is based on an ideal situation in which a part arrives just in time to be used, even though that optimal level of usage is never actually reached. As such, the system operates on the strength of very small lot quantities of replacement parts.
On a typical assembly line, any particular worker might..."
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