The authors have pointed out four gaps of the Waltzian idea of external determinism, namely perception and misperception, the clarity of signals, problems of rationality, and the need to mobilize state resources (pp. 20–24). Pointing out a major shortcoming, the authors have claimed that neither does the international system always show clear signals nor
588 F3d 97 (2d Cir. 2007), the courts were not persuaded by the survey findings, as the findings reflected that 30.5% persons associated the marks and 62% associated the two products but said that it was have a negative impression of a coffee by the name of ‘charbucks’ importantly this argument was brought under actual association and not similarity of marks. Furthermore it is pivotal to note that likelihood of confusion is not considered as a factor for proving dilution. In (Malletier v. Hyundai Motor Am., WL1022247, 8 (S.D.N.Y. March, 22, 2012), 15% of the survey participants held the marks to belong to LV and 62% believed that LV authorized Hyundai to use its mark, hence 77% people believed the marks to be similar.
The aim of stakeholder management is to identify the stakeholders in a project and ensure that they are aware of the change, and the benefits of the change (Baca, 2010). He also states that stakeholders in a project include project managers, project sponsors, team members and the change control board. It is critical that the stakeholders are aware of this throughout the change process. According to Legris and Collerette (2006), the change manager should seek to build a partnership with the stakeholder and be committed to it. In the case given, stakeholder from all these departments should have come together at the beginning of the project so that the needs and expectations of the people in these departments would be identified and any conflicts arising would be resolved.
Member checking may be used as it offers researchers with the ability to ensure accuracy of transcripts used for coding (Creswell & Poth, 2018). Limitations include existing biases and assumptions. The researchers includes diverse participants from two regions broadening the responses to limit their biases. Another limitation is in the methodology. Responses were obtained from a focus group versus individual interviews, limiting the extent of observation during the study.
3.1. Theory A Implementation Procedure in an Organization : Theory A explains a process by which managerial leadership in organizations accomplish task through a series of steps involving the employees influencing to accomplish desirable task efficiently. These eight stages are provided vertically in the following table 1. The steps at each stage are provided horizontally. Table 1 : Framework of implementation of Theory A. S. No.
Stakeholder engagement is about addressing problems by providing strategies, infrastructure and processes. Identifying an entity’s stakeholders is thus important in the risk assessment process. The impact that the decisions made by companies have on stakeholders should be of high priority
As we can see in the chart，there are countries between two kinds of models, which will contribute doubt and puzzle to readers, to some extent. Therefore, I will give my constructive suggestion here as follows. First, we should use statistics to prove the chart and add additional information to improve it. Even if there are not every countries in the middle of two patterns, we still should classify different ranks or extent for each model. The details are that Lewis is supposed to evaluate three models and do some researches for them.
Number of Interfacing Business Processes and Automated systems. The plan set out for the stakeholder group which engage in complicated and overlying business processes within Griffith University will be different from the stakeholders whose processes are more autonomous or separate. It is common for most Stakeholders not to be involved in the project requirement training but if the training is related to their fields they may be more likely to attend or participate. (BABOK, 2009)
The success or failure of a project portfolio is related to stakeholders’ perceptions of the value of the project i.e. the success or failure of a project is strongly influenced by both the expectations and capabilities of stakeholders and the willingness of the project manager to effectively manage these relationships within the organization. By definition, Stakeholders are individuals who either care about or have a vested interest in a 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. Freeman defined stakeholders as “any group of or individual who can affect or is affected by the achievement of the organization’s objectives (Freeman,
By being fully aware of its function and implications is an important aspect of the project manager’s role and responsibility. The triple constraint is meant to be an asset to the project manager’s arsenal and should not be viewed as a hindrance. This assignment has shown about how and the importance of comprehensive evaluation on the Triple Constraint (Time, Cost, Scope) in a project under uncertainty situation. We introduce an index called as Project Reliability. By modeling the quality as a success/failure process, Project Reliability becomes an index of measurement to evaluate the probability of project completion within the time and cost target and passes the entire QC requirements.