Organizing an Evening Party

Organizing an Evening Party Name: Zhu Chuyan ID: 4546474 Executive Summary The student union of Coventry University decides to organize an evening party to celebrate the coming Art Festival on March 1st. The project is aiming at planning some phases to conduct the evening party in order to reduce the risk and cost to the least. The project will start on January 21st, which will last for one month. The estimated budget is  £2000- £3000. 1, Introduction The project definition phase lays the groundwork for obtaining information about the project and provides a shared understanding about its objectives, sponsorship, costs, benefits, timeframes, resources and mandate. (Toolbox, 2007) With a project, the executors can clearly see what the process they should follow and sum up the most effective and efficient way to achieve their goal. Owing to the coming of Art Festival of Coventry University, the school Student Union decides to start an evening party. The evening party can not only help the teachers and students relax after heavy work and tired study, it can also increase their sense of art. This project is aiming at elaborating the essential steps of organizing the evening party and recording some precautions, which will greatly avoid project failure caused by the lack of proper planning. But this project will not contain where to find or design the item listed in table 1 and will not estimate the income from selling food and drinks. And it will not mention what are the exact days to get the requirements. 2, Project Scope: Project scope is the part of project planning that involves determining and documenting a list of specific project goals,deliverables, tasks, costs and deadlines. (SearchCIO, 2012) It can be defined as everything about a project. This project is going to define objectives, deliverables; plan the resources, schedules and milestones in detail; analyze the stakeholders and risks; and summarize and execute the project. 2.1 Project objectives: The objective of this project is to organize a successful evening party on March 1st 2013 to celebrate the Art Festival. The members of the student union would like to control the budget between  £2000 and  £3000. And they would like to regain most of the money through selling the  £4 entrance tickets and food and drink. 2.2 Project deliverables: Deliverables can be anything. It can be a real object, a service, a piece of software and so on. They are anything the project can deliver to the stakeholders. In this project, the most important aim is to provide an evening party to the teachers, students and other relevant staffs. A stage (with stage lighting and 500 seats), audio equipments and clothes are also needed for the performers (students of University and some from Birmingham University). And decorations are needed to beautify the stage. Moreover, dissemination is necessary. So leaflets and playbills should be delivered to teachers and students before the party begins. The pattern of ticket should be given to the printing plant in time to ensure the tickets can be completed in time and sold one day before the evening party. Last but not the least, there is enough place in the meeting place for the food and drink distributors (who are volunteers of Coventry University) to sell the products. 2.3 Resources: It can be said that every project need resources like labor resources and objects. The estimated resources required for this project are stage, audio equipments, performers, clothes, leaflets, tickets, food and drink, decoration and food and drink suppliers. The budget of performers is zero because they are all students from university, who are voluntary to perform shows in the evening party. But they can enjoy the food and drink freely when they show their staff cards (the cards will be distributed to the performers when they enter the meeting place) and plus credits. As for the clothes, in some of the small-scale musical performances, they can wear their own clothes. So do the students from Birmingham University. That is to say, the cost of their clothes is not included in the budget. Furthermore, the food and drink distributors are students who apply for volunteers. There are a total of 12 people. They will be given  £15 after their work as bonus. They can enjoy t he food and drink freely, too. Table 1 will show the expected budget of each item. (Table 1) Expected income: Each ticket will cost  £4. There are 500 seats. If 400-450 tickets are sold, there will be  £1600- £1800 income. There will be another income from the food and drinks. 2.4 Stakeholder analysis: Stakeholders are individuals who either care about or have a vested interest in your project. They are the people who are actively involved with the work of the project or have something to either gain or lose as a result of the project. (Connecxion 2009) In this project, the stakeholders are: à ¢Ã¢â‚¬ËœÃ‚   Principal of Coventry University à ¢Ã¢â‚¬ËœÃ‚ ¡ Financial departments of Coventry University à ¢Ã¢â‚¬ËœÃ‚ ¢ Customer – end users à ¢Ã¢â‚¬ËœÃ‚ £ Project team – planners and organizers à ¢Ã¢â‚¬ËœÃ‚ ¤ Food and drink suppliers à ¢Ã¢â‚¬ËœÃ‚ ¥ Printing plant à ¢Ã¢â‚¬ËœÃ‚ ¦ Stage supplier Stakeholder Management Grid: (Table 2) 2.5 Communication plan: à ¢Ã¢â‚¬ËœÃ‚   Principal of Coventry University Book a day to see the principal and ask for the consent to organize the party. Problem: The principal may not be in the office on the expected days. Solution: The student union should quickly find another day to get the permission. à ¢Ã¢â‚¬ËœÃ‚ ¡ Financial departments of Coventry University Book a day to see the staff of the financial departments and discuss the proper budget. Problem: The staff may not be in the office on the expected days. And he/she may give the student union budget which is not expected. Solution: The student union should quickly find another day to get the permission. As for the budget, the student union should correctly use the budget and reduce unnecessary cost. à ¢Ã¢â‚¬ËœÃ‚ ¢ Customer – end users Student union can send e-mails through the school mail to inform the teachers and students before the leaflets come out. And then distribute the leaflets to students and teachers from Feb 22nd-28th. Problem: Not every teachers or students who have been informed of the evening party will certainly go there. Owing to the weather problem, they may not be willing to go, too. Solution: The student union can intensify propaganda and try to catch people’s attention to the evening party. à ¢Ã¢â‚¬ËœÃ‚ £ Project team – planners and organizers They are the members of student union. So they can directly talk to each other. Or sometimes they can contact by phone or e-mail. Problem: Planners and organizers get sick, which result in the delay of the project. Solution: Find other student union member to take place of them to carry on the work. à ¢Ã¢â‚¬ËœÃ‚ ¤ Food and drink suppliers Contact them through telephone. If the factories are near the school, the members can walk to the factories and talk to the suppliers directly. Problem: The food and drink can not be distributed to Coventry University on expected day. Solution: Keep calling the suppliers every 2 or 3 days and ask the process rate. à ¢Ã¢â‚¬ËœÃ‚ ¥ Printing plant Contact them through telephone. If the factories are near the school, the members can walk to the factories and talk to the suppliers directly. Problem: The tickets and leaflets can not arrive in the student union on the expected day. Solution: Keep calling the printing plant every 2 or 3 days and ask the progress rate. à ¢Ã¢â‚¬ËœÃ‚ ¦ Stage supplier Go to the meeting place directly. After finding a suitable stage, then talk to the supplier directly. If he is not here, then contact him by telephone. Problem: Someone else has booked the stage before the Coventry student union. Solution: Student union should have found the stage as early as possible. If it is still too late, find another stage. 2.6 Risk analysis: (Table 3) 2.7 Scheduling: The chart below shows the steps of organizing the evening party. (Table 4) 2.8 Milestones: Milestones are essential to manage and control a project, but there is no task associated with it (although preparing a milestone can involve significant work). Usually a milestone is used as a project checkpoint to validate how a project is progressing and revalidate the work. (Hub Pages, 2008) The following milestones are showing the completion of every phases of the project. (Table 5) 2.9 Constraints: The only constraint or deadline is the evening party opening day, scheduled to occur on March 1st, 2013. The entrance tickets should be sent to the student union on February 27th, 2013. And the leaflets should be sent to the student union no later than February 22nd, 2013. 3, Conclusion This project is aiming at conduct an evening party on March 1st, 2013 in order to celebrate the Art Festival. It mainly covers the project scope like project deliverables, project objects, resources, stakeholder analysis and so on. A Gantt chat will be used below to set up a timeline of the project. Conducting an evening party is not an easy task. It requires the organizers and planners to have good understanding of every issues of a project. They should also pay attention to the details in order to minimum the problems. They can have conclusion after the evening party and learn a lesson from it. In the future, they can improve the quality of next project. References: (1) Toolbox (2007) Project Definition Why, What, Who, When and How? [online], available at http://it.toolbox.com/blogs/lpuleo/project-definition-why-what-who-when-and-how-20530 [November 15, 2007] (2) SearchCIO (2012) Project Scope [online], available at http://searchcio.techtarget.com/definition/project-scope [July 2012] (3) Connecxion (2009) Project Stakeholders [online], available at http://cnx.org/content/m31209/latest/ [Sep 24, 2009] (4) Hub Pages (2008) Project Milestones [online], available at http://aramyus.hubpages.com/hub/Project_milestones [July 26, 2008] Appendix (Gantt Chart)

The Seven Principles For Making a Marriage Work :: essays research papers

The Seven Principles For Making a Marriage Work   Ã‚  Ã‚  Ã‚  Ã‚  In The Seven Principles For Making Marriage Work there are seven myths and seven real truths about marriage. The first myth is that neuroses or personality problems will ruin a marriage. The truth about that myth is that we all have our crazy buttons or issues we’re not totally rational about, but they don't necessarily interfere with marriage. The key to a happy marriage isn't having a "normal" personality, but finding someone with whom you get along with. The second myth is that common interests keep you together. The truth is that it is a plus to have common interests with someone, but is all depends on how you interact with the other person while pursuing those interests. The third myth is the saying "You scratch my back and .....". The real truth about this myth is that it is only a truly unhappy marriage where this quid pro quo operates, where each partner feels the need to tally up things the other partner did. Married couples should just do things f or one another because it feels positive to them and their spouse. If you keep score in marriage it shows there is an area of tension in your marriage.   Ã‚  Ã‚  Ã‚  Ã‚  Another myth that is shown to us in this book would be that avoiding conflict in a relationship will ruin your marriage. The truth about this myth is that couples simply have different styles of conflict. Some avoid fighting with their spouses at all costs, some couples fight a lot, and some can find a compromise with out ever having to raise their voices. No one of these styles is better for the other it's just a matter of which style works for both spouses. The fifth myth that is portrayed is that affairs are the root cause of divorce. The truth is that problems in marriage which send couples on a path to divorce also tends to lead to one or both of the partners resort to an intimate relationship outside of marriage. Eighty percent of divorced men and women said their marriage broke up because they gradually grew apart and lost a sense of closeness, or because they did not feel loved or appreciated. The sixth myth that is talked about is that men are not biologi cally "built" for marriage. The truth is that among humans the frequency of extramarital affairs does not depend on the gender so much as the opportunity.

Performance management & Performance appraisal Essay

Nowadays, every company has their human resources department that plays a large part of an organizations and a key to affect business succeeds or not. There are two core threads of human resources department are individual and organizational learning, individual and organizational performance. Human resource management should possess a good management systems and framework; ensure human ability is all used to achieve organization goals. Include strategic human resources management, equal employment opportunity, staffing, talent management and development, total rewards, risk management and worker protection, employee and labor relations. The best organizations understand that managing human resources effectively involves more than focusing only on current employees. It requires a long-term perspective that is responsive to the concerns of current employees; potential future employees and recent employees no longer work for. At the same time, the organizations strive to manage employees effectually, face to many challenges, for instance manning teams, the multicultural workforce, globalization, ethics and corporate social responsibility and metros. Human resources department responsible to provide effectual performance management and system to assist the company is going smooth. Performance management The purpose of performance management is one of the most important and positive developments, achievement of high performance by the organization, managing the business. This is the process of identifying, measuring, managing and developing the performance in an organization. There are showing how well employees perform and finally improve performance level. The further explain that create strategic, integrated process, develop a culture of constantly success to organizations by improving the performance of the people who work in them and by developing the capabilities of individual contributors and teams (Cardy & Leonard , 2011). The development of individuals with competence and commitment, working towards to shared meaningful objectives within an organization that supports the achievement. When the direction is correctly, performance management is a systematic analysis and measurement of workers performance. Also it is a critical and necessary component for individual and organizational effectiveness. When manage a group of workers or others, report the feedback to boss. It must be a process needed for improvement to occur. In performance management, it is getting the right workers into the production line or suitable staff into the system in a very important part of the overall process (Bergstedt, 2010). Performance appraisal Performance appraisal are part of a performance management system, it is ongoing process of evaluating and reviews of employee performance over time. Provide an opportunity for formal communication between management and the employees, concerning each employee what performing on organization. Create two-way interaction between people. It is a good opportunity and let employee express what their comment to bosses is. Open lines of communication throughout the year help to make effective working relationships. Allow management to make decisions about employees within the organization from this communication. Appraisals to make evaluative decisions concerning the workforce including pay raises, promotions, demotions, training, and development and so on. It cans measures skills and realization with reasonable accuracy and uniformity. The management can depend on this reliable information for making strategic planning, may enhance productivity for the firm as well. It provides a way to help identify areas for performance enhancement and to help promote professional growth. Each employee is entitled to a thoughtful and careful appraisal (Harzing, Pinnington, 2011, p.20-28). The success of the process depends on the supervisor’s willingness to complete a constructive and objective appraisal and on the employee’s willingness to respond to constructive suggestions and to work with the supervisor to reach future goals. Difference between performance management and performance appraisal Performance management focus is on performance management, identifies measures, manages, and develops the performance of people in the organization. It is designed to improve worker performance over time. Emphasis is on performance improvements of individuals, teams and the organization. It will continue process with periodical performance review discussions and then performance planning, analysis, review, development and improvements. Defining and setting performance standards are an integral part and designed by the human resources department but monitored under the each departments. Developmental needs are identified in the beginning of the year on the basis of the competency requirements for the coming year. There is review via mechanisms. However performance appraisal focus is on performance appraisal and ratings. It is just a part of the performance management process. Identifies measures, evaluates the employee’s performance, and then discusses that performance with the employee. Normally it is an annual exercise though periodic evaluations are made. The main functions are on ratings and evaluation. The most important component is rewards and recognition of good performance of staff. Designed and monitored by the human resource department. Developmental needs are identified at the end of the year on the basis of the appraisal of competency gaps. There are review mechanisms to ensure objectivity in ratings. (Fraser, 2007) Characteristics of an unsuccessful performance management system Normally, the good performance possesses ability, motivation and opportunity. It should make use of employee skills and have adequate incentives to urge them willingness to do the job. Provide work in an environment with support and way for expression. Unfortunately, driven by the some situational constraints including physical environment, working conditions, use of outcome of appraisal complexity of job, interdependence and lack of financial or human resources to make performance management system be an unsuccessful (Armstrong & Baron, 2005, p. 78-85). Causes of Failure of a performance management system have legislation affirmative action, lack of raters, less training, rating inflation or deflation, unclear purpose, without or ignore feedback, unfair reward system, appraisal instruments, performance Standards, rating accuracy, accountability of raters, management Commitment, no trust and participation and acceptance. ( Luecke & Hall,2006, p.93-98) Characteristics of a successful performance management system Successful performance management system can manage performance over time to ensure that remain productive, and hopefully become even more capable, as progress in their careers. Designing an effective performance management system should including mirror the corporate culture, clear definition and communications of what good performance ensure all senior management support and understand the level of performance. It may train managers in this performance management. To set a clear expectation for employee, acknowledging that people are doing a good job and recognizing them for a job well done. To set a clear manifest that performance in the company is differentiated and that differences in performance are recognized through the reward system. Differentiate performance fairly and effectively; through actions to show poor performance is being address, high performance will have a great rewards. Set an expectations or employee development, adjust the system if needed. Even compete performance management have a well strategic, developmental and administrative, also need line managers and senior management behave in a same way and support. That would be accomplished to achieve the organization goals. (Roberts Alan, 2012) An unsuccessful versus a successful performance management system When an unsuccessful compare a successful performance management system, if under unsuccessful performance management system. Without any clear objective, goals and fair rules in this organization. The whole company will face to employee leave, low morale and not belong to the company. Without employee support and the bad relationship between company. The business must be going worst. On the contrary, if company has a good performance management system with a clear fairly and effectively goals, the employee and management will all support and try the best to achieve goals. The business will be getting better for each part under a pleased environment. (Bhattacharyya, 2011, p.47-52) Some common errors and eliminated The common errors including distributional errors occur in three forms, severity or strictness, central tendency and leniency. There are based on a standard normal distribution. In severity or strictness error, the rater evaluates everyone or nearly everyone. Similarity error occurs when raters evaluate subordinates that judge or consider more similar as better employees. All have a tendency to feel more comfortable with people who feel are more similar. The similarity is based on demographic characteristics such as race. Allow this feeling of comfort with similar individuals to be reflected in the performance appraisal process. It can avoid similarity error by embracing diversity and objectively evaluating individual employees based on their actual performance. Contrast error is the rater compares and contrasts performance between two employees, rather than using absolute measures of performance to measure each employee. For example, the rater may contrast a good performer with an outstanding performer, and as a result of the significant contrast. This would be a contrast error. It can avoid contrast error by objectively evaluating individual employees based on actual performance. Management must use the ranking method correctly; each individual based on the items on the assessment form then rank the individuals based on their assessments. Halo and horn occurs when the evaluator has a generally positive or negative impression of an individual, and the evaluator then artificially extends that general impression to many individual categories of performance to create an overall evaluation of the individual that is either positive or negative In other words, if employees are judged by their supervisor to be generally good employees, and the supervisor then evaluates each of the areas of their performance as good, regardless of any behaviors or results to the contrary, the supervisor is guilty of halo error. It can avoid halo error by remembering that employees are often strong in some areas and weaker in others, and need to objectively evaluate individual employees based on actual performance for each and every item of assessment. Appraisal politics is refers to evaluators purposefully contorting a rating to achieve personal or organization goals. Factors other than performance affect the performance appraisal. These factors are internal in the appraisal system and the organization system. It is occur when raters are accountable to the employee and rated, it appear competing rating goals and direct linking current between performance appraisal and most desirable rewards. In order to lessen this matter, managers should keep in mind and pay attention a fair appraisal system. Central tendency error occurs when raters evaluate everyone under the control as average nobody is either really good or really bad. Proximity error states that similar marks may be given to items that are near each other on the performance appraisal form, regardless of differences in performance on those measures. Regency error occurs when raters use only the last few weeks or month of a rating period as evidence of their ratings of others. Attribution error. In simplified terms, attribution is a process where an individual assumes reasons or motivations such as attitudes, values, or beliefs for an observed behavior. Reducing rater errors is offer reeducating rating errors. Rater training undertaken to make managers aware of rating errors and helps develop strategies for minimizing those errors. This is consisting of the participants view vignettes designed to elicit rating errors, for example contrast. Rater Error Training called frame-of-reference training as well, emphasize the multidimensional nature of performance and raters with the actual content of various performance dimensions. Moreover, accuracy training seems can increasing accuracy and provided the training allows raters to practice making ratings and training feedback. Create a fair system should include train raters on the appropriate use of the process as discussed previously, build top management support for the appraisal system and actively discourage distortion, give raters some latitude to customer performance objectives and criteria for their rates, recognize employee accomplishments that are not self-promoted, make sure constraints for example a budget. Also make sure that appraisal processes are consistent across the company and foster a climate of openness to encourage employees to be honest the weakness. (Salaman, Storey & Billsberry, 2005, p.19-27) Conclusion In conclusion, this essay is proving that good performance management is one of the most important positions in the company. Seeing that it can help employee and management together to achievement the goals under high performance. At the same time, human resources department is a very chief role to develop perfect performance management system and need to avoid some common error. Thus, that’s why human resources are a big part in the organization and influence the whole company. Word count: 2013 Reference Armstrong Michael & Baron Angela (2005): Managing Performance: Performance Management in Action, Chartered Institute of Personnel and Development, CIPD House London, p. 78-85 Bergstedt Martin, (2010) [online] Available at: http://chenected.aiche.org/tools-techniques/the-performance-appraisal-system-part-2-of-effective-employee-performance-management [Accessed October 27, 2012]. Bhattacharyya Dipak Kumar, (2011): Performance Management Systems and Strategies, Dorling Kindersley India Pvt Ltd, licensees of Pearson Education in South Asia p.47-52 Cardy Robert L & Leonard Brian, (2011): Performance Management: Concepts, Skills, and Exercises Second Edition, M.E.Sharpe, Inc New York, p.134-156 Fraser Ross, (2007) [online] Available at: [Accessed July 5 2007]. Harzing Anne-Wil, Pinnington Ashly, (2011): International Human Resources Management Third Edition, SAGE Publications Asia-Pacific Ltd Singapore p.20-28 Luecke Richard, Hall Brian J, (2006): Performance Management: Measure and Improve the Effectiveness of Your Employees, Harvard Business School Press p.93-98 Roberts Alan, (2012) [online] Available at: [Accessed June 25, 2012]. Salaman Graeme, Storey John, Billsberry Jon, (2005): Strategic Human Resource Management: Theory and Practice Second Edition, Published in association with The Open University p.19-27

Organizational behavior of HK Disneyland - 4893 Words

Organizational Behavior in Hong Kong Disneyland Agenda Introduction 3 Motivation 4 Theory X and Theory Y 4 Herzberg’s two-factor theory 6 Maslow s Hierarchy of Need 8 Learning 11 Organizational Learning in Disneyland 11 Current situation of learning aspects in Hong Kong Disneyland 12 Problems of Disney Learning Style 13 Suggestion 14 Conclusion 18 Introduction Hong Kong Disneyland, opened to visitors in 2005, is one of the two largest theme parks in Hong Kong. It successfully brings magical experience of Walt Disney to all the visitors just like other Disneyland around the world. Hong Kong Disneyland has created a culture for their employees with open communication with their managers†¦show more content†¦has issued a new policy banning employees from texting while driving on the job. The ban applies to all of the Burbank, Calif.-based entertainment giant s worldwide employees — including its roughly 60,000 workers at Walt Disney World. The policy, which recently took effect, also prohibits employees from making or receiving phone calls while driving on the job unless they use a single earpiece. It applies to workers who are either driving company vehicles or using their own vehicles while on the job. Disney punishments for workers caught violating the driving policy will be decided on case-by-case basis. The policy does not apply to employees during their drives to or from work. In short, the evidences above status that the management of theory X style, use to set up regulations and punishments to motivate their ‘‘actors’’. On the other hand, here comes to the theory Y. On the contrary, it based on positive assumptions, and also more positive view of workers and the possibilities that create. For instance, they assumed that employees are ambitious, self-motivated and anxious to accept greater responsibility. Employees exercise self-control, self-direction, autonomy and empowerment, also exercise creativity and become forward looking. So, once the managers are adopted this theory, they believes that people want to do well at work, have a pool of unused creativity and that the satisfaction of doing a jobShow MoreRelatedHong Kong Disneyland Case Study Essay2073 Words   |  9 PagesEXECUTIVE SUMMERY This paper will analyze Hong Kong Disneyland that was built y Disney in conjunction with the Hong Kong government. The local culture of the people of Hong Kong and how it is related to the operation of business especially the tourism industry, which Disneyland will fall under, will be closely examined. The author chose Hong Kong Disneyland, a theme park built and operated by a new-joint venture, between the Government of Hong Kong and the Walt Disney Company. In thisRead MoreHongkong Disneyland5985 Words   |  24 PagesAnalysis 3 2.1 PEST 3 2.2 PEST Analysis Overview 6 3. Internal Analysis 7 3.1 SWOT Analysis 7 3.2 Implications of Assessment 9 4. Industrial Analysis 10 4.1 Perceptual Map of Disneyland Hong Kong amp; its competitors 10 4.2 Porter’s 5 Forces 11 4.3 Porter’s 5 Forces Overview 14 5. Objectives 15 6. Strategy 15 6.1 Ansoff Growth Matrix 16 6.2 Position 17 6.3 Reposition Read Morepaul hoang answers72561 Words   |  291 Pagesqualification Definition of organizational culture, which affects management behaviour and management styles. Influences on recruitment include: †¢ †¢ †¢ †¢ The candidate must ‘fit’ into the organization and adapt to its culture (â€Å"one of us† approach) Internal or external promotion – what is the norm? The person specification will be important to ensure that teams are united with a common purpose, e.g. a culture of hard working and motivated teachers. Organizational culture will also have someRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 PagesManagement Course: MBA−10 General Management California College for Health Sciences MBA Program McGraw-Hill/Irwin abc McGraw−Hill Primis ISBN: 0−390−58539−4 Text: Effective Behavior in Organizations, Seventh Edition Cohen Harvard Business Review Finance Articles The Power of Management Capital Feigenbaum−Feigenbaum International Management, Sixth Edition Hodgetts−Luthans−Doh Contemporary Management, Fourth Edition Jones−George Driving Shareholder Value Morin−Jarrell Leadership