...is to present a theoretical framework that helps to conceptualize ethics and to clarify the characteristics and limits of the different ethical theories. In other words, students without philosophical background will find here a synthetic “road map” of ethical approaches. This framework has been previously published in a book in Spain2. In this paper, authors will describe the model and discuss how it has been successfully tested in two different contexts: a University of Catholic Inspiration and a State University. The framework proposed offers sound and solid philosophical foundations, consistent with Catholic social tradition. It allows students to engage with different business ethics traditions, mapping the territory with a critical approach, and showing their limitations. Authors of this paper strongly believe...
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...continuous innovation, deep job satisfaction and customer delight. Radical Managementsm is fundamentally different from the traditional management prevalent in large organizations today. In Radical Leadership, participants discover a whole new sense of personal power and freedom. One can obtain personal mastery by choosing to hold a clear focus and cultivate more of what they want. Radical Leadership has transformed company cultures from “head’s down, hating to go to work” to fully engaged, alive, responsible individuals dedicated to outrageous and sustainable results! Conclusion Ricardo Semler, CEO of Semco group of Sao Paulo, Brazil, considered by many as radical. He breaks all the traditional rules of Leading and managing. He follows a very simple philosophy: Treat people like adults and they’ll respond like adults. Semler gave a management approach “Organizations succeed by allowing employees to apply their creativity and ingenuity in service of whole enterprise, and to make important decisions close to the flow of work. According to his leadership/management approach there are no organization charts, no long term plans, no corporate values, no written rules or policy manuals. Employees themselves decided their work hours, pay levels. At one of the company’s plants as the workers know the organizations objective and they were using common sense to decide for themselves what they should do to hit those goals. Then Ricardo Semler decide that his form of radical leadership...
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...I-Carlos Ghosn’s Management Style Carlos Ghosn, clearly an extraordinary man with an impressive list of accomplishments already under his belt at a relatively young age. But what is it exactly about his management style that makes him stand-out from other leaders, why is it that so much attention has been showered onto him? In the first part of this report that is exactly what we will try to uncover. Ghosn truly does have a unique management style, one that is perfectly suited to today’s global economic reality. In our view the following management practices are the ones that have been integral to the success of not only Ghosn’s turnaround of Nissan but also in his previous accomplishments at Michelin and Renault: Adaptability What really strikes you as you read and learn more and more about Ghosn is that he truly does not have any preconceptions or stereotypes. Whether he is facing a new and unknown country and culture or a situation within a company, Ghosn’s approach is what he calls “a clean sheet of paper.” What Ghosn has been able to do so well is transcend what Peter M. Senge describes as “Mental Models” in his article The Fifth Discipline: The Art & Practice of the Learning Organization. As we have seen in the Senge’s article whenever you limit yourself to your Mental Models you reduce you ability to react effectively to changes in the environment. Senge uses the example of oil companies unable to effectively deal with changes in market conditions...
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...This week’s reading discusses four contemporary management approaches. One of those approaches is the Sociotechnical System. This system approach revolves around the social aspects of people. Quantitative management is a system in which the primary focus is to have specific formulas where the best answers to common management questions can be answered by plugging in information. Organization behavior, which is very common in my workplace, focuses on bettering specific work group safety and performance. Lastly, the System’s Theory is the interdisciplinary study of systems in general with the goal of elucidating principals that can be applied to all types of systems (Bateman, 2013). Sociotechnical, also known as STS, is defined as the social aspects of people and society. This sociotechnical approach is commonly used when managing complex projects. While dealing with complex projects, people tend to let their difference in opinion get in the way and they begin to lose sight of the situation at hand. To successfully use the sociotechnical approach, one must be able to keep a those being manage focused and on track to accomplish the task at hand without downplaying the ideas and suggestions of others. When I think of the Quantitative Management, the first thing that comes to mind is quantity and numbers. As I mentioned earlier, the Quantitative approach is to formulate an answer to managerial questions by plugging in information. Organizational behavior surrounds one’s ability...
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...UNIT 6: “Identify three key HRM activities of an identified organisation. Justify how the objectives of these were achieved by effective management of human resources and refer to at least two HRM models”. Introduction This report will identify and discuss the outcomes of three human resource management (HRM) activities. Using HRM models the outcomes will be discussed and analysed as to their effectiveness. “Human Resource Management is a strategic and coherent approach to the management of an organisation’s most valued assets: the people working there who individually and collectively contribute to the achievement of its objectives”. Armstrong, (2003: 3+4). Or “Human Resource Management is a strategic approach to employment relations which emphasises that leveraging people’s capabilities is critical to achieving sustainable competitive advantage, this being achieved through a distinctive set of integrated employment policies, programmes and practices”. Bratton & Gold, (2003: 3). Recruitment & Selection An organisations talent needs, originally, to be gained from somewhere. How do we obtain the Human Resources the organisation requires? Many things need to be considered such as the organisations goals, knowledge, skills and objectives etc. Employees that have the ability to adapt and adjust to the organisations long term future are required. Bass and Barratt (1981) conjoined to come up with a theoretical model of personnel selection for organisations...
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... 2012 Theories of Management The Classical approach was based on the belief that the employees only have emotional and physical needs and the need for job satisfaction either do not exist or were unimportant. To me, they were more focused on hierarchy along with: Task, Systems and Machines and went by hear say or personal beliefs when it came to their employees. Unlike the Classical approach, the Behavioral approach was implemented in for the need to understand the needs of employees in the work place; they found what motivates them, help them out with any conflicts they may have been having pretty much offered a more comfortable feeling at work. The Systems approach focused on interdependence and interactive nature of elements, which is something I felt was lacking in both the classical approach and the behavioral approach. The system approach states that “No one job is more important than another” I feel that is important for all employees to know because everyone is there in the establishment “to achieve one common goal” and that can only be done if everyone works together which is why I believe the Systems approach was created. The Contingency approach is based on the idea that there is no one best way to manage and that to be effective, planning, organizing, leading, and controlling must be tailored to the particular circumstances faced by an organization. All four of these approaches are quite different from one another but to get management where it’s at today...
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...STRATEGY OF THE FIRM: A discussion of the central arguments F. Amesse, A. Avadikyan, P. Cohendet Introduction: In 1994, Wernerfelt received an award for the best paper of the decade in Strategic Management Review (A resource-based view of the firm, 1984). Considering the fortune of the article among practicing managers (Wernerfelt, 1995), he admitted that such a fortune had been leveraged by the 1990 article of Prahalad and Hamel in Harvard Business Review (“The Core Competence of the Corporation”). Directly addressed to people in management and strategy, this article was clearly prescriptive as to the best way to set winning strategies for the firm, especially as to diversification and the abusive use of SBUs (Strategic Business Units) in highly decentralized profit centres. “In the 1990s, top executives will be judged on their ability to identify, cultivate, and exploit the core competencies that make growth possible”. Since the 1990s, the resource based view (RBV) and the core competence approach (CCA) became very attractive for many researchers and consultants. Such interest was well supported by what seemed to be a clear and superior way of setting strategies by large Japanese groups which frequently served as a benchmark case of core competence management. The strong and pervasive trends for continuous technological innovation and for technological alliances created also a rich context for the use of RBV and CCA to strategy. Analysis and theory were tempted to...
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...“Classical approach of management professes the body of management thought based on the belief that employees have only economical and physical needs that the social needs and need for job satisfaction either does not exist or are unimportant. Accordingly, it advocates high specialization of labor, centralized decision making and profit maximization”. It is the oldest formal school of thought which began in the late 1800s and continued through the 1950s. its main focus is on “efficiency” and includes bureaucratic, scientific, and administrative management. "Henri Fayol, Mary Parker Follett, Henry Gantt, and Max Weber are theorists who believed in structured management approaches, and that money motivates employees" (Dunn 26). "Fayol, the author of General and Industrial Management (1916), is the founder of the classical school of management, which emphasizes “command and control” (Robinson 2005). “He identified five functions of management: planning, organizing, commanding, coordinating, and controlling. He further categorized the features of management into 14 principles: “division of work/labor through specialization, authority and responsibility, discipline, unity of command, unity of direction, subordination of individual interests to the organization’s needs, employee compensation (Hoffman 2005, 107), centralization, scalar chain (line of authority), order, equity, personnel stability, initiative, and esprit de corps (shared devotion to a common cause)” (Dunn 27) Henri...
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...Organizational change management (OCM) is a framework for managing the effect of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of change management A systematic approach to OCM is beneficial when change requires people throughout an organization to learn new behaviors and skills. By formally setting expectations, employing tools to improve communication and proactively seeking ways to reduce misinformation, stakeholders are more likely to buy into a change initially and remain committed to the change throughout any discomfort associated with it. What is organizational change management? Economic and social forces such as globalization, social/culture, political/legal, competition, technology, liberalization, deregulation, unstable financial market and advancement in information technology have made the business environment dynamic in all operating aspects. Change management is a structured approach to transitioning individuals, teams, and organization from a current state to a desired future state. It is an organizational process aimed at empowering the employees to accept and embrace changes in their current business environment Visualizing the need for change early enough and' pooling together the resources required such as human, financial, technological and information on implementation of change helps the company to survive the onslaught of a changing environment. -------------------------------------------------...
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...to clarify the situation, ‘‘mapping the territory’’ by classifying the main CSR theories and related approaches in four groups: (1) instrumental theories, in which the corporation is seen as only an instrument for wealth creation, and its social activities are only a means to achieve economic results; (2) political theories, which concern themselves with the power of corporations in society and a responsible use of this power in the political arena; (3) integrative theories, in which the corporation is focused on the satisfaction of social demands; and (4) ethical theories, based on ethical responsibilities of corporations to society. In practice, each CSR theory presents four dimensions related to Elisabet Garriga is a PhD student in Management at IESE Business School, University of Navarra, Spain. She holds a degree in Philosophy and another in Economics from the University of Barcelona, Spain. She has taught Business Ethics at the University Pompeu Fabra, Barcelona, for the International Education of Students (IES), a consortium comprised of more than 120 leading US colleges and universities. Her current research focuses on the concept and implementation of Corporate Social Responsibilities. She also has interest in organizational learning, entrepreneurship and innovation. ` ´ Domenec Mele is Professor and Director of the Department of Business Ethics at IESE Business School, University of Navarra, Spain and chairs the bi-annual ‘‘International Symposium on Ethics, Business...
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...A Summary of the Key Thought Leaders of the Classical School of Management Beth J. Beal Mary Baldwin College BUAD200L WA SP2014 Principles of Management A Summary of the Key Thought Leaders of the Classical School of Management Introduction According to Daft (2009) "Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources." The classical school of management often referred to as the "Classical School of Thought" was born in the early 1900s out of a need to run organizations efficiently, and it is so named because it comprises the first works and contributions that make up the core of modern management theory. Classical theorists viewed workers as a production instrument and were interested in finding ways to use people efficiently or in "one best way" through the application of science (Lindsey, 1998). It was also during this period of development that the five basic functions of management were identified: planning, organizing, command, coordination, and controlling (Wren, 1994). These five functions are often referred to as "the management process" (Wren, 1994). The classical viewpoint sought to find ways to manage work and run the organization in the most efficient manner, and is made up of the following three major approaches. The scientific management approach represented by the work of Frederick W. Taylor and supporting efforts of Frank and Lillian...
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...clear that effective business communication is critical to the successful operation of modern enterprise. Every business person needs to understand the fundamentals of effective communication. Companies are working toward the realization of total quality management. Effective communication is the most critical component of total quality management. The manner in which individuals perceive and talk to each other at work about different issues is a major determinant of the business success. It has proven that poor communication reduces quality, weakens productivity, and eventually leads to anger and a lack of trust among individuals within the organization. The communication process is the guide toward realizing effective communication. It is through the communication process that the sharing of a common meaning between the sender and the receiver takes place. Individuals that follow the communication process will have the opportunity to become more productive in every aspect of their profession. Effective communication leads to understanding. The communication process is made up of six? key components. Those components include message, feedback, channel, sender/receiver, encoding/decoding, and noise. Question # 2:- Which approach- “getting the word out” or “getting buy-in”- best characterizes the communication process? Why? Getting “buy in” represents 90% of the effort needed to...
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...EMPLOYEE MPLOYEE INVOLVEMENT NVOLVEMENT Report produced for the EC funded project INNOREGIO: dissemination of innovation and knowledge management techniques by Apostolos Apostolou D. of Production Engineering & Management Technical University of Crete J A N U A R Y 2 0 0 0 EMPLOYEE INVOLVEMENT 1 Contents 1 1.1 1.2 1.3 1.4 1.5 1.6 2 2.1 2.2 2.3 2.4 3 3.1 3.2 4 Description What is Employee Involvement and Empowerment Objectives Methodology Alternative techniques Expected Results / Benefits Characteristics of firms and service providers Application Where the technique has been applied Types of firms / organizations concerned Duration and Implementation cost European Organizations Supporting the implementation of the method Implementation Procedures Steps / Phases A few obstacles and recommended solutions Bibliographic References Annex INNOREGIO project A. Apostolou Technical University of Crete EMPLOYEE INVOLVEMENT 2 1 DESCRIPTION When an organization truly wants to create a positive work environment that is based on high trust, exceptional customer service, collaborative teamwork, operational excellence, and creative problem solving, then the leadership team must begin to understand, invest in, and be responsive to the needs of the group that represents the organization’s most valuable assets, and is also one of its most important customers, the employees. The return on such nominal investments will come in the form of higher...
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...US) Early Developments of Management Theory Elar Killumets Email: elar.killumets@ut.ee 10.02.2014 • In order to understand a theory, one needs to understand the theory that preceded it, and in order to understand that theory, one needs to understand the theory that preceded it • A theory is an answer to a question. To understand a theory, one must first understand the question that it answers On theories and common sense (Stuart A. Umpleby, George Washington University, US) A theory should not be evaluated in relation to common sense for three reasons – Different people have different conceptions of common sense – Common sense changes in time – Common sense is not well-formulated and clearly stated Adam Smith 1723 – 1790 Father of modern economics The industrial revolution altered working conditions and created large organizations. Focus was on improving processes. 1759 – first work The Theory of Moral Sentiments. The main idea of the book was to explain formation of moral judgments, despite of man’s natural inclination to behave according to self-interest 1776 – The Wealth of Nations - invisible hand “when an individual pursues his self-interest, he indirectly promotes the good of society” - Deepening the division of labor – (under competition) it leads to lowered prices and extended markets IMPORTANT – although capitalism as we know it largely quotes Adam Smith’s “The Wealth of Nations” and his ideas of self-interest leading to common good and division of labor...
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...approaches to human resource management. The 'best fit' perspective claims that HR strategy become more and more efficient when it is linked to its environment of the business. It explores the close link between strategic management and HRM by assessing the extend to which there is a vertical integration between an organisation business strategy and its HRM policies and practices. 'Best practice' school claims that certain 'best' human resource practices would result in enhanced organisational performance, manifested in improved employee attitude, lower level of absenteeism and turnover, higher level of skills for higher productivity, enhanced quality and efficiency. That is why the 'best practice' model is also referred as high commitment models. These two concepts are generally described within the literature but it is sometimes difficult to stretch the specifications of each approach. This essay will attempt to fill that gap. Section two compares these concepts according to human resource studies. It will highlight areas of agreement between each approach. Section three therefore stretches the differences between 'best fit' and 'best practice' approaches. We now try to discuss in section four the approach taken in this debate by the CIPD. Concluding elements are found in section five. The terms 'best fit' and 'best practice' are used in strategic human resource management literature. The 'best fit' approach to strategic human resource management (HRM) explores the close...
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