current mangement problem or issue

Questions/Business/Managementcurrent mangement problem or issue
Each student will submit a term paper (10-12 pages,1.5 spaces, Times New Roman) that selects a current management problem or issue, and applies one or more principles of management discussed in the class to the problem. For example, one might select the problem of how the recording industry ought to respond to unauthorized electronic distribution of music over the Internet from the perspective of strategic planning and control. Or, how NASA ought to organize its decision process to minimize the risk of future disasters from the perspective of organization design and decision-making. Each week you should consider the topics presented and how they might apply to your industry of business.
The format of the paper should be as follows:
Introduction of the problem
Statement of major relevant principles to be applied
Analysis and application of principles
Conclusion
It is expected that the statement of the issue or problem will be drawn from the newspaper or newsmagazine or similar accounts. There should be citations of materials consulted to develop the statement of the problem. At least three sources should be used for the problem statement.
With the statement of major management principles or management conceptual ideas to apply to the problem there should be an articulation of these principles or conceptual ideas with citation of materials consulted. Again at least three sources should be cited here as well. While the textbook material may be a starting point for the development of this section, it is expected that the student will go beyond the text to the other readings or do additional research in the literature in the development of these principles or conceptual ideas.
In the analysis section the student will systematically apply the principles or conceptual ideas to the problem. This is the analysis part of the paper and it is not expected that new principles or different problems would be introduced here. This is an application section.
The conclusion is expected to be a short section in which the student draws final conclusions from the analysis. The conclusion section might differ from the analysis section in that the analysis might yield more than one option, and the conclusion draws a single inference.
It is expected that each paper will follow the general format specified above. Generally speaking the three main sections ought to be about equal in length. For example, an 11 page paper might be divided: introduction (3 pages); statement of principles (3 pages), analysis (4 pages), and conclusion (1 page). There is not a subpage distribution requirement, but balance among the sections is expected.
The 10-12 page requirement does not include the cover sheet or reference page/s. The paper should be 12-point font, one inch margins and 1.5 spaced.
Material should not be directly quoted or taken in a substantial way from another source without citation or quotation marks. No more than 10% of the paper should be in the form of direct quotes and any such quotes must be indicated and cited.
There is no mandated form of citation. But students should use an accepted form of citation and be consistent and accurate in the application of that form. Material taken from Internet websites should indicate the URL and the date that you last accessed the site to gather the information as well as other standard information, such as author and title. If the material taken from the Internet originally came from another source (such as a periodical)
The paper should be submitted electronically to the instructor using a common word processing software format by Friday of the 9th week of class.
Your paper will be evaluated for originality by the computer program TURNITIN. The instructor has the right to reject any paper with 20% + material that belongs to other authors and not given proper credit via reference citations. If you have questions regarding TURNITIN or proper reference citations, please contact a Webster University Librarian.

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Each student will submit a term paper (**-** pages,** spaces, Times New Roman) t*** ******* * ******* management ******* ** ****** *** ******* *** ** **** principles ** management discussed ** *** ***** ** *** ******* *** ******** *** ***** ****** *** ******* ** *** *** recording ******** ***** ** ******* ** unauthorized electronic distribution **

Attachments
current management problem or issue.docx
*
INTRODUCTION
Management is the term that plays a crucial role in an organizati** **** terminology ** ****** *** achieving *** ******** objectives **** *** *** ** *** entrepreneurs ***** **** ***** ***** *** **** ***** ******* **** *** associated **** **** ******* ** ** **** **** **** ** *** management structure ** *** **** ** **** **** ** **** *** ** **** withstand *** ******** ******** ** *** ****** *** *** *** ****** **** ** ** **** ******** **** ***** ******** ** *** ******* *** ** ** ******* *** ** * ****** ****** **** increases *** ******* ** ****** *** *** **** *** ***** * ******* condition **** ****** *** ******** *** ******** plexities ******* ***** ***** *** **** management ****** **** *** ****** ** *** ******* *** **** ***** *** ** *** following ******* ***** *** **** ** *** adversities
** Decisions- *** ******* ** ***** ******* *** profitable *** *** ******** ****** ******* *** **** *** *** management ** ** organization **** ** ***** ***** ** ***** **** ****** *** ****** participation ******* ***** ******* ** ******* *** ** ******* *** ** **** ** discussion *** evaluation ***** **** ***** ******* ** *** **** ******* *** ****** **** ******** * ***** ***** *** ******
** ******* **** *** problems- ** ** ******* **** **** * **** ******** ***** *** ******* ******** **** *** ** * ******* *** **** **** *** production ** *** operation **** ** *** **** ***** ******** *** ** ******** ** ******** *** ******* ** **** important *** *** management **** ** *** ****** **** ***** ** ** **** efficiency (Garlick, *****
** Priorities- **** ** * ****** **** *** *** * ***** importance ** *** management ******* ** ** ***** **** conflicts ** ***** ** *** ***** *** ** ** ****** *** **** *** ******* **** *** ******** ** *** **** **** Priorities ******* **** *** **** **** *** ******** **** ****** *** ** ******* *** **** ** ****** *** **** ** operation **** ** preferred ***** *** **** ** *** ******** procedure
******* *** ***** ***** ******* ***** ** ******* management ******* **** ** *** *** **** *** *** ******* **** ** *** management ******* ** performance **** ** ******* ** *** ******* ** ******** *** efficient workforce **** maintains *** *** ***** ** *** **** **** ***** *** ***** ***** *** **** **** ** *** ******* ** management ** * ****** ****
** Planning- **** ** *** ***** ******** **** **** ***** ** ******* *** ****** ******** **** *** mandatory ** ****** ******** ** *** **** *** unpredictable conditions **** disasters *** **** ******* **** *** **** ** ******** ** ** *** ***** **** *** ** ** ** ******* **** ** ** impossible ** ****** *** operations accordingly
** Monitoring- ** ****** ******* *** performance management ***** ** *** formation ** effective workforce *** **** workforce ******** ******* ******** **** ***** ** ** increment ** *** ******* ** production **** *** ** **** ******** ** *** ******* ** monitoring ******* ** ****** ****** attention ** **** **** *** ** **** ****** ******** ** *** **** (Garofalo, *****
** ******* **** ** *** **** **** **** ** ******* ** ***** *** confidence ****** ** *** employees *** *** **** ******* **** ****** *** *** ***** ******** **** *** ** ** ******** ****** ** *** ******* *** ******* *** ******* **** *** ** *** **** ******** ** **** **** ******* *** ** ******* **** **** **** ** ***** ********
**** ** *** ******** ******* *** *** ***** **** ** **** ** ** ******** ***** *** * ******* **** explained *** unauthorized distribution ** *** ***** ** *** ******** ** ******** ** ***** ****** ** ** *** ******* ******* ** *** ***** *** **** ** considered ** * ***** ******** *** ******** **** ***** **** ** *** **** ******* ** ******** ***** ** ****** ****** ** *** ***** ******** *** **** ** *** mismanagement ** *** **** *** **** ****** ******* ** *** ******* *** *** ***** authorized personnel ******** **** ** **** *** ****** **** *** *** ***** **** ****** ***** *** **** ******** ** *** **** ***** ** *** ***** ******* ****** *** ******** ** *** **** *** ***** *** ** ******* ****** **** *** production ** *** *** *** ***** *** ******* ** ***** ***** **** ** ******* *** unorganized strategies *** *** ***** ****** **** *** *** ***** contributors ** *** ******* (Sherman, ***** ******** *** justification *** ** **** ** *** *** *** ***** *** ****** **** * ****** management structure **** ******** *** *** ******* ** ** ** ******* ** **** ** *** ***** operating ** *** ******
*** ***** PRINCIPLES **** *** ******* ** *** ********
*** distribution ******* ** ***** ** * **** ******* *** ***** *** **** ** ******* **** **** * ***** **** ** *** ******* *** **** ******* ** broadcasting *** **** *** development ** *** technology ***** *** **** ******** **** **** **** *** ******* ****** *** ****** ** ***** **** *** ******** ** ******* ****** *** ** generated ******* ****** **** *** ***** broadcasting ****** **** **** advantage ***** *** ******* disadvantages ** **** *** **** *** *** ****** ** *** guidelines ******** *** **** ******* *** *** *** ** ***** ** *** management ******* ** ** responsible *** safeguarding *** properties ** *** **** *** ******** *** resources effectively ***** *** **** principles **** **** ** prevention ** ***** ****** *** **** *** ** ** ******* ** *** *** ****** **** **** **** ***** ******** **** **** ***** ******** *** ******** *** **** *** ***** *** ******** *** *** **** ******* ** *** ****** **** Digitization ** *** ******* **** *** **** ***** ** **** ****** *** **** *** *** * milestone ******* ** ******* *** ******** **** interrupted *** ******* ****** ******* ***** ***** *** *** processes **** ****** * **** ** ***** ** ** **** *** reputation ** *** ****** ******** ***** *** ****** standards *** ***** * **** *** ** calculate *** *** resources *** ******** *** ******** ** *** management *** production *** *** ****** *** *** different ****** *** furnished ******* ****** **** ******* ** ** *** *** ** ** **** ** *** ****** ***** ***** ****** ****** ** *** **** *** ***** *** **** ***** **** *** ******* ** ******** *** *** ****** ** * ***** ****** ***** ******* ****** ** ** *** **** *** ** ** ****** *** ******* *** ******** ******* ** *** ****
** Betterment ** *** munication ******** *** management **** *** **** *** munication ******* **** ******** *** ***** ******* ** *** *** ******** ****** **** *** **** **** *** stakeholders associated **** *** **** *** ******* ** *** ******* ****** agreements ******* *** ***** *** regulations **** *** ******* according ** *** *** **** ** maintained ** * ****** ****** **** ***** *** ******** **** ** information ** different ******** **** *** management **** **** *** * ***** ***** ** ******* ** authenticated ****** ** *** personnel ******** ** *** ******* (Latonero, ***** **** **** ****** *** ******* ** ***** ** *** **** ** *** **** ** **** **** ** ******* ******** *** ****** ******* *** ** **
** Strengthening *** ******** ****** ******** **** ******* ** *** *** ** *** *** ***** ** ******** ******* *** ******** ** *** ****** authorities ** ***** *** ** ***** *** adversities ** *** technology ** **** ******* ****** ***** ** ******** *** *** *** protocols ******* ** *** ****** *** ** ** discussed *** * ****** evaluation ** *** ****** ******* *** ** ** performed *** **** **** ***** *** ******* ** ***** ** *** ******** ******** *** *** ******** **** ** cherished ** *** **** **** ** *** ****** ******* **** *** ****** **** ***** ** ****** decisions **** *** strategic *** ******* **** perfection
** Fostering ** *** *** ******* **** *** developments ** ** *** ******** ** ******* *** ****** **** ******* *** resources ***** ****** *** ****** *** *** ***** ******* **** **** * pre-defined *** ** ***** *** *** *** ***** ***** **** *** ******* **** ****** ******** ** *** **** ** ***** **** *** traditional structure ** *** **** ** **** *** ******** ** ****** *** **** **** *** *** ******* ** *** **** (Reyburn, ***** *** digitization ** necessary *** ***** *** **** ****** ******* **** ******* **** attention *** ******* * ****** satisfaction Therefore, *** *** ****** *** ** ** ******* *** ******* *** ***** ** *** technology *** maintaining *** *** ******** ** *** ****
*** *** ******* **** *** ****** ***** **** **** *** **** ** safeguard *** ******** ** *** **** ** ****** **** ******* ***** *** ****** **** *** ******** **** *** *** **** ******* **** *** *** ***** ***** ** prevention ***** ******* ***** ******* **** contribute ** *** ******* *** **** *** **** *** subordinates ** *** ***** ******** ******** ***** *** **** *** ** ***** *** ***** ****** ** dependent ** management ******* *** *** **** ***** **** *** implementation ** ** ****** management ** **** ** ***** **** *** *** ******** *** *** workforce ** *** **** **** ** effective Therefore, *** principles *** mandatory *** ***** **** ** ** **** *** *** ******** ** *****
EVALUATION *** *** ******** ** PRINCIPLES-
***** *** **** ***** *** regulations **** *** ** ** ******* ** *** ***** *** according ** *** ******* *** *** necessary *** application ** *** ** * ***** **** *** * ****** evaluation *** ******** ** **** **** *** ******* ** *** ****** **** *** ** *** ** ** ******* ** *** management ** *** **** ** *** **** ** unauthorized ****** ** *** ***** *** ***** ******** ****** *** *** **** management ******* * ***** management structure ***** ***** ** **** ****** ***** *** ******* ******* available **** ** copyright *** ***** ***** *** ******* ** ***** ** ** *** ******* conditions ** *** *** **** ****** ******* ***** ** *** **** ** ******** **** *** ******** ******* *** ****** ** *** **** *** *** **** **** tremendous ***** **** *** **** *** ** ***** ** ***** ** *** *** *** ******* *** ****** Therefore ** ***** ***** ******* ***** *** **** ******** ***** ******** ** *** researchers ****** ***** ******** **** *** ***** *** ******* ******* *** **** *** *** strategic ******** *** controlling **** *** processes **** ***** *** importance *** **** according ** *** ******** ** *** **** *** *** management ******* ** simplified ** ** **** Analyzing **** *** ***** **** **** *** **** **** ** *** ******** *** ******* ****** ** *** ******* ******* **** *** ***** *** ***** ***** ***** *** ***** *** *** sufferers *** *** ***** **** **** ** *** ******* ***** **** ** *** ****** ****** *** **** ** ***** *** techniques *** ***** ***** efficiency ** *** *** ****** **** guarantees *** ******* *** ***** *** ******** **** ** ***** ******** ******* **** *** ******** ******* ***** ******** ** ** *** **** ******* ***** *** ***** **** ******** *** ** ** *** **** ** *** management ** **** **** **** *** ****** * ****** ******* ** *** ***** *** *** ********
** Strategic planning- **** ** *** ******* **** constitutes ******* ******** ** ** *** ** ***** **** ***** ****** ** ******* *** direction *** **** ******* *** decisions ** *** **** Allocation ** resources ** **** *** **** ** ** ** *** ******** ** **** ******* ** *** *** ** *** **** ******* ******* ** ****** ****** ******** ** *** *** ******* *** *** ***** *** ****** ***** ** *** *** **** ** ***** ** *** strategies *** **** ** *** ******* ** *** ** **** ******* *** technological ******* **** ******* *** ****** ** *** ******** *** effective ******* *** guaranteed
** Controlling- **** ** **** *** ******* ***** ** *** management *** ** ****** *** ****** ******** ** *** ****** *** *** ****** **** ***** *** ****** *** ******* ** operation ***** *** ******** necessary ***** *** ***** ** ****** *** **** ****** *** ** *** ****** ** *** unauthorized ****** ** *** **** ** *** ******** ******** controlling ** * *** **** ** ** ***** **** *** ******* ***** **** *** ******** therefore *** technological ******* **** *** ******* efficiently ** ******** *** ******** ****** ** *** ******* *** **** decreases *** spreading ** ******** information ** *** **** ** *** ******
*** ***** mentioned *** *** techniques *** *** ***** principles *** **** ******** ** ******* parameters ** *** **** objective **** **** ****** ** ** **** *** ****** ** *** ***** **** ** ***** *** **** drawbacks ** *** ****** *** management *** ***** ** *** **** *** **** ** ***** ***** *** ***** ***** ****** *** betterment ** *** munication ** ***** ** ** necessary *** *** *** munication ***** ***** *** **** *** ** ****** ***** ** ** *** ******* important ** **** ***** **** **** *** stakeholder *** ******** ** **** ** ** ******* ******* *** ****** ** *** ****** **** ***** ** ****** **** ** *** ****** *** ** ******** *** transparency ** *** munication ******* **** ***** **** ******* ** **** ****** ** *** ******** ****** ******* *** **** ** *** **** ** *** ** **** ** *** ******** according ** *** ***** **** *** *** ***** ******* ******** **** *** ** **** ** coordinate **** ***** *** *** ***** ****** **** ** ******** ** * ******* ******* ***** *** **** ******* ** implementation ** *** *** ****** Sophistication ***** ******* ***** *** ******* advantages *** ***** **** sophistication ******* ******* ** *** ****** ******* *** ******** ** *** **** Analyzing ***** **** ** **** ******* ***** ** * ******* ** ****** **** ** available *** *** ****** *** ****** ***** ** ** ** ******* ** *** ***** **** **** ****** ****** ****** *** *** parameters **** ** **** ** *** ** ** Therefore, ** ** ****** ** ******** **** ** **** ***** *******
CONCLUSION-
*** *** ******** **** *** ***** ** *** ***** *** *** ****** ** ****** management *** **** ** *** ***** ** *** *** ***** *** *** sequences *** ******* *** *** ******* **** *** **** ** *** ******* *** *** ******* ** ******* *** milestone ** * ****** **** ****** ***** ***** *** **** malpractices **** ****** hindrances ** *** ****** ******* ** *** ***** *** **** *** ** ****** ** ** *** *** ***** **** ** ******* ** *** ***** *** **** *** ***** **** ** *** **** happening ***** *** *** ****** *** ******* ******** ** ** ******* ** ******* **** ** ******** **** ***** *** *** ******** ** *** ** **** ******** *** ** **** *** ****** ***** **** *** ******* ** *** ***** *** incurring **** *** *** ******* ******** ******* ** *** ***** *** ***** *** ** ***** ******* ** ** *** **** management structure *** ****** ******** *** *** generators ** *** ******* ***** situations ******* **** *** ******** ** strategies *** controlling ***** ** *** management ** *** according ** *** ****** ***** *** **** principles **** *** ** ** ***** ** *** management ** **** **** ***** practices ** **** *** ***** *** ***** ** **** **** *** negativities
** ** ******* **** ****** *** management ****** *** ******* *** *** **** *** *** ******* **** ******** *** performance management *** ** ** maintained ** * particular ****** Performance management ** *** ******* ***** *** ****** *** ****** ** *** ***** ** **** performed ** *** workforce *** ***** **** distribution ** *** incentives ** *** **** ******* ** *** **** ** **** **** **** *** unsatisfied ******* ** *** ******* *** **** ** *** ****** ** ******** information *** ** **** *** ****** ******* *** **** ******** ** ****** ******* *** confidence ** ******* **** ** *** ****** *** ****** ** **** *** ***** ****** *** ******* *** ** ** indirectly ******* ** *** ******* *** *** ***** **** *** ******** ** ****** ***** ****** *** **** *** *** selection ** *** appropriate ***** ** *** **** ** *** management *** ** ******** **** ******** ** *** ***** ***** **** *** ******* *** ******** ** *** ***** ***** *** *** **** *** ***** ****** (Pohlmann, ***** *** ***** *** *** ****** *** ******** ** *** ******** **** ***** **** ***** *** **** ******* **** **** ** discrepancies *** **** ** ****** ** *** ***** ***** ** ******* * ***** ****** *** **** *** ****** ** *** technology **** ****** ******* *** ** ** ***** ** *** management *** **** **** ** ** accordance **** *** ****
** ** * ***** *** ****** *** ** ******** ** *** ******** **** ** ******** *** ***** ******* *** ** ** ***** ******* ** *** **** *** **** **** ** ******** ** *** **** associated **** *** production ** *** **** *** ***** ******* **** ** eliminated **** *** ******* **** ** monitoring **** ** *** **** ******* ******* *** *** operations ** *** workplace *** ***** supervision *** *** **** **** ****** according ** *** ******** standards **** ** *** **** ******* **** **** ****** *** ******* **** ** ** ***** ** **** ***** **** * ******* ******** *** ** performed ** *** *** ******* **** *** **** ** *** ****** transmissions **** *** ** ******** ** ***** ** ****** ******* **** *** ******** *** ******** ***** **** *** ** authorized ** ***** *** ******* **** (Zerdick, ****** ******** ******* Goldbammer, ****** * Lopez-Escobar, ***** *** ***** ** *** principles ** **** *** ** ***** *** **** mandatory ******* **** *** ****** ** copyright ** available **** *** ***** ** ******* *** **** ** ***** ** *** **** **** ** ** ****** ** *** ******** *** **** *** ******** generated ** ** ** effective ******
***** *** different ******* **** ****** ** justified ******* ***** *** **** ***** **** **** *** ***** themselves **** ** **** publicity *** ******** **** *** investors ****** ***** **** *** management ***** ***** **** ** **** ***** **** *** **** ***** **** **** ****** * ****** **** ** *** ***** *** ***** **** ** **** ** *** *** ******* ******** *** **** *** government **** **** *** ******** ****** *** unauthorized ****** ** ******* *** *** ****** *** **** ******* *** ******* ** *** management *** ** *** ** ***** **** *** ***** ** **** ******* ***** **** *** ***** * **** ***** ******** *****
REFERENCES
* ****** * ******* *** ******** landscape *** ****** ******** ******* ** ******** Perspectives, *** *** ** ** ** *****
* ****** * ******* **** ***** *** *** ***** ** *** ****** ***** September, ** *******
* ******** * ******* ******* ******** ***** ** ** ****** ***** ******** Available [Accessed * **** *****
* Garofalo, * ******* **** ***** publishing ** *** ***** *** ******** ** *** twentieth ******** ******** ****** ****** ** ** ** *******
* ****** * ******* ******* *** *** **** ** *** ***** ******** **** *** pp***-***
* Latonero, * ******* ****** ** *** ***** ****** ** * Consumption Community, ****** **** ******* Annenberg ****** ** Communication, ** California ******** Available [Accessed * **** *****
* ******* * * ******* ******** ******** ****** ** ****** ******* ******** ***** implications *** multimedia *** ***** ******* producers, *** International ******* ** ***** Management, ***** ** ** ** *****
* Pohlmann, * * ******* ***** ***** Scientific American, *** **** ** ** ** *****
* ****** * ******* *** ****** ** *** *** *** ****** ** ******* entertainment products, **** Communications Magazine, September, ** *****
** ******** * * * ******* **** **** ******* technology, *** ***** ** *** Internet, ** Pittsburgh *** ******* *** *** ** ********
** ****** * * ******* Dissemination ** digitized ***** ** *** InternetA challenge ** *** Copyright **** ******** *** **** Technology *** ******** *** *** ** ******
** ******** * ******* ***** ** *** ******** * *** ***** ** ******** *** Brookings ******* *** *** ** ** ** *****
** ****** * * ******* ****** ****** ** copyright **** ******** technologies *** ******** ******** ******* ****** ** *** ******* Entertainment *** ******** *** *** ** *******Price: $40.00

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