...Page » Business and Management Managing People and Organisations Task 1 In: Business and Management Managing People and Organisations Task 1 Outcome covered 1 I have been asked to analyse the case study given on Joy of chocolate, and been given 5 questions and given exhaustive answers on these. A goal is a broad statement of where you want to be as an organisation and what you want to achieve. It is a future expectation of the organisation. The goals of an organisation will determine the nature of its inputs and outputs. An example of a company’s aim would be to increase profits. The inputs in a way of both employees and management. The efforts of both of these will make a big impact on how these goals are met and within the timescale. Suzy’s aim for the company was to create chocolate that would be boost local produce. She wanted the business to be well known for excellent and innovative products. Another aim Suzy set for the company was to create self-help in the communities that were supplying the cocoa. Suzy wanted to create a positive culture in all aspects of the business. Goals of the organisation should be categorised into different types of goals for example, Consumer goals which includes meeting the needs of the consumer, Product Goals which relates to the characteristics of the product, Operational goals relates to the series of activities involved in providing the outputs, operations and the functions of the organisation and lastly secondary goals which...
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...|Unit title |Developing professional practice | |Level |5[1] | |Credit value |4 | |Unit code |5DPP | |Unit review date |Sept. 2011 | Purpose and aim of unit This unit is designed to enable the learner to develop a sound understanding of the knowledge, skills and behaviours required by human resources (HR) professionals, whether in a generalist or specialist role, and as described in the CIPD HR Profession Map (HRPM). The unit embraces the ‘thinking performer’ perspective and covers the competencies needed by the HR professional in a personal capacity, when collaborating and working with others, and when functioning efficiently and effectively in an organisational context. It will enable learners to assess their own strengths and identify a continuing professional development (CPD) plan, based on the capabilities required for ethical, business-focused and interpersonal professional conduct. This unit is suitable for...
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...title Unit 15: Managing Business Activities To Achieve Results Assessor name Loganathan Ramasamy Date issued Completion date Submitted on 13/10/2014 30/01/2015 30/01/2015 Assignment title Managing Business Activities To Achieve Results Learning Outcome Learning outcome Understand the importance of business processes in delivering outcomes based upon business goals and objectives Be able to develop plans for own area of responsibility to implement operational plans Assessme nt Criteria 1.1 1.2 1.3 LO1 In this assessment you will have the opportunity to present evidence that shows you are able to: Evaluate the interrelationship between the different processes and functions of the organisation. Justify the methodology to be used to map processes to the organisation’s goals and objectives. Evaluate the output of the process and the quality gateways. Task Evidence no. (Page no) 2.1 2.2 LO2 2.3 2.4 Design plans which promote goals and objectives for own area of responsibility. Write objectives, which are specific, measurable, achievable, realistic and time based to align people and other resources in an effective and efficient way. Implement appropriate systems to achieve objectives in the most efficient way, on time, to budget and meeting organisational standards of quality. Carry out work activities meeting the operational plan through effective monitoring and control. Version 1.2 LO3 Be able to monitor appropriate systems to improve organisation al performance...
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...Assignment front sheet Qualification | Unit number and title | Pearson BTEC Level 5 HND Diploma Business | Unit 15: Managing Business Activities To Achieve Results | Student name | Assessor name | | Mehedi Alam | Date issued | Completion date | Submitted on | 24th February 2014 | 20th June 2014 | | | | Assignment title | Managing business process to improve effectiveness and efficiency | ------------------------------------------------- Learning Outcome | Learning outcome | Assessment Criteria | In this assessment you will have the opportunity to present evidence that shows you are able to: | Task no. | Evidence(Page no) | LO1 | Understand theimportance of businessprocesses in deliveringoutcomes based uponbusiness goals andobjectives | 1.1 | Evaluate the interrelationship between thedifferent processes and functions of theorganisation. | | | | | 1.2 | Justify the methodology to be used to map processes to the organisation’s goals and objectives. | | | | | 1.3 | Evaluate the output of the process and thequality gateways. | | | LO2 | Be able to developplans for own area ofresponsibility toimplement operationalplans | 2.1 | Design plans which promote goals andobjectives for own area of responsibility. | | | | | 2.2 | Write objectives, which are specific,measurable, achievable, realistic and time based to align people and other resources in an effective and efficient way. | | | | | 2.3 | Implement appropriate systems to achieve...
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...BTEC HIGHER NATIONAL DIPLOMA ASSIGNMENT Institute Name : City of London College Unit Name : Managing Human Resources Credit Value : 15 credits Assignment Title : Mercer Submission Date : Lecturer : Nadine Gibson Learning Outcomes: LO 1 Understand the different Perspectives of Human Resource Management LO 2 Understand the ways of developing flexibility in the workplace. LO 3 Understand the impact of equal opportunities in the workplace LO4 Understand approaches to human resources practice in organisations Case Study – Mercer Mercer is a medium sized, family run UK manufacturer, located in the Midlands. The company was established in 1980 and focus predominantly on the UK market. The company originally employed 25 staff, most of which were family members. Over the last 30 years the organisation has grown significantly and the company is looking to expand its operations outside of the UK, particularly in Europe. Mercer currently employ 125 workers, 100 of which work on the factory floor including line managers and the reminder accounted for several administrative post including marketing and sales. Traditionally, employee issues such as recruitment and the management of employee disputes were dealt with by on an ad hoc basis by a senior manager. The system has placed signification strain and stress on both the employees and management. The growth of Mercer has led to changes the business structure...
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...EXPLAIN THE IMPORTANCE OF INNOVATION FOR OWN ORGANISATION Innovation is central to the future of the organisation (Trust) effectiveness to operate in the external/internal environment. The organisations culture needs to set the conditions and processes for Innovation and creativity to take place. Innovation can help set the strategic direction and enhances the ability to respond to key factors identified in a PESTEL analysis or organisational SWOT (appendix a). Evaluating key factors identified in the PESTEL analysis highlights why innovation is important to the organisation: Benefit | Factor | SIMILTANEOUSLY IMPROVE QUALITY AND PRODUCTIVITY | Better use of technology aligned to business strategyEnsure assets are fully usedDevelop IT for patient self-service systemsMaintain focus on high standards of practice, documentation and communication with patientsImprove health education use of social mediaProvide employees with stimulating work that creates a sense of personal growth | ECONOMIC GROWTH BECOMING MORE COMPETIVE | Improve business processesIncrease investment in sciences and technologyCreating confidence for external investmentCreate business partnerships | TRANSFORMS PATIENT OUTCOMES | Improved decision makingNew medicines, medical technologiesFocus on treatments in the homeGood informatics | An important consideration when new innovations are being assessed is at what speed in which to implement them. Diagram.1 Below shows Ettlie’s Evolution theory continuum...
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...Assessment - Outcome 1. 1. Human Resource Management is a modernised way of managing people effectively in organisations, using the platform of Personnel Management and developing on its traditional approach of being part of the organisation only to provide a welfare service to workers, but rather to recognise that a company’s workforce are its most valuable asset, and utilising the staff to help the organisation and people prosper and thrive. HRM deals with recruiting, performance managing, benefits, developing and training staff, resolving disputes and grievances, wages and salaries, communicating effectively with staff at any level within an organisation, and making sure laws and legislation are complied with, and are up to date. HRM takes the modern day ‘pro-active’ role as opposed to the outdated ‘reactive’ role adopted by the Personnel Management approach, and this is seen as pivotal to the way Human Resources is now managed. The ‘pro-active’ role looks to anticipate and predict the organisations needs and welcomes innovative ideas that can benefit the organisation as a whole e.g. restructuring organisation to better increase communication between managers and staff, instead of the old fashioned ‘reactive’ role used by Personnel Management which waits for problems to arise – then takes appropriate action. 2. When analysing personnel management and Human Resource Management, and how they differ - four major stages are a looked at, they are: social justice, human...
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...White Paper The Strategic Management of Projects The concept of Managing projects describes the organisation’s ability to select, nurture and deliver projects and programs effectively. The strategic capability to manage projects1 expands this general concept to include the direction of the organisation’s overall Project Delivery Capability (PDC) towards the achievement of its strategic objectives. The strategic management of projects includes all of the aspects of project delivery discussed in our white paper PDC Taxonomy2 (outlined below) focused on realising strategic value for the organisation. In many organisations, implementing an effective and rigorous PDC structure will require a major organisational change effort and will challenge existing cultures, particularly the tendency of executives to focus on project failure rather than organisational failure when their organisation fails to adequately support the management of its projects. 2 The PDC Architecture outlined in WP1074 – PDC Taxonomy 1 Strategic project management has many different terms for the same general set of management capabilities required to support the efficient delivery of the ‘right’ projects and programs. Some options include: - The Management of Projects: Prof. Peter Morris’ concept - Enterprize Project Management: tends to be used for the supporting software tools - Enterprise Project Governance: (used in a book by Paul Dinsmore & Luiz Rocha) focused on How to Manage Projects...
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...aboutThis Unit is about managing business processes to make sure the organisation delivers outputs that meet customers’ needs and stakeholders’ needs, and organisational and legal requirements.Who is the Unit for?The Unit is recommended for middle managers.Links to other UnitsThis Unit is linked to Unit B1. Develop and implement operational plans for your area of responsibility and E17. Outsource business processes in the overall suite of National Occupational Standards for Management and Leadership. | M&LF3 Manage business processes Skills | Listed below are the main generic ‘skills’ that need to be applied in managing business processes. These skills are explicit/implicit in the detailed content of the Unit and are listed here as additional information. * Communicating * Information management * Analysing * Assessing * Presenting information * Influencing * Persuading * Negotiating * Problem-solving * Prioritising * Thinking systematically * Thinking creatively * Reviewing | M&LF3 Manage business processes Performance CriteriaYou must be able to: | 1 Design processes that deliver outcomes based on organisational goals and aims. 2 Ensure processes and resources are sustainable and effective in their use. 3 Identify and provide the resources you need. 4 Take account of influences that may affect and shape how processes work. 5 Link processes so that they interact across the organisation to form a complete system...
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...PA R T 1 The role of human resource management Part contents 1 Introduction to human resource management 2 Human resource planning and resourcing 3 Work and job design 1 41 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management evaluate ‘hard’ and ‘soft’ approaches to HRM understand how diversity is an issue in HR practice consider the HRM as an international issue. The opening vignette gives a somewhat pessimistic view of the role of people in the workplace. Often it is the job of the human resource manager to develop policies and practices that serve the organisation, but she or he also needs to think about the people. If the people are nurtured then the organisation can develop. As can be seen below, this was not the case with Enron. Enron: something’s got to give Human beings are not governed purely by their own self-interest, so our management and HR systems should not assume they are. For more than a year, Andrew Fastow – the erstwhile chief financial officer of Enron and the key architect of the off-balance-sheet entities that caused Enron’s sudden death – ran rings around the prosecutors investigating the collapse of the energy giant. 3 4 CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT Suddenly, he...
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...PA R T 1 The role of human resource management Part contents 1 Introduction to human resource management 1 2 Human resource planning and resourcing 41 3 Work and job design 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management evaluate ‘hard’ and ‘soft’ approaches to HRM understand how diversity is an issue in HR practice consider the HRM as an international issue. The opening vignette gives a somewhat pessimistic view of the role of people in the workplace. Often it is the job of the human resource manager to develop policies and practices that serve the organisation, but she or he also needs to think about the people. If the people are nurtured then the organisation can develop. As can be seen below, this was not the case with Enron. Enron: something’s got to give Human beings are not governed purely by their own self-interest, so our management and HR systems should not assume they are. For more than a year, Andrew Fastow – the erstwhile chief financial officer of Enron and the key architect of the off-balance-sheet entities that caused Enron’s sudden death – ran rings around the prosecutors investigating the collapse of the energy giant. 3 4 CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE...
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...Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Contents Purpose and Acknowledgements Foreword 5 7 8 Introduction Part 1 The literature on change management Part 2 Tools, models and approaches: a selective review 1.1 1.2 1.3 1.4 Where does the literature come from? What kind of evidence does it provide? What is meant by ‘change’? Organisational change in the NHS 12 13 14 18 2.1 How to access the models 2.2 How can we understand complexity, interdependence and fragmentation? Weisbord’s Six-Box Organisational Model 7S Model PESTELI Five Whys Content, Context and Process Model Soft Systems Methodology Process modelling Process flow Influence diagram Theory of Constraints (TOC) 22 25 25 27 29 30 32 34 36 37 38 39 40 40 42 43 45 46 47 48 48 50 54 54 55 56 56 58 2.3 Why do we need to change? SWOT analysis 2.4 Who and what can change? Force field analysis ‘Sources and potency of forces’ ‘Readiness and capability’ Commitment, enrolment and compliance Organisation-level change interventions Total Quality Management (TQM) Business Process Reengineering (BPR) Group-level change interventions Parallel learning structures Self-managed teams Individual-level change interventions Innovation research...
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...|Distribution date |Submission deadline | |W/C – 22/09/14 |7th December 2014 | | | | |Assignment title |Operations Management in Business | |Learning Outcome | |Assessment Criteria |In this assessment you will have the opportunity to present |Task no. | | | |Learning outcome | |evidence that shows you are able to: | |Evidence | | | | |...
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...Table of Contents Executive Summary 2 1 The Major Problems in the Case 3 1.1 Problem Analysis 3 1.2 Lack of Organisational Strategy 3 1.3 Poor Leadership 4 1.4 Lack of Learning 5 1.5 Lack of Systems 6 1.6 Poor Communication 6 2 Leadership at the Top and Functional Management Levels of the Organisation 7 3 Reichart’s Leadership and Managerial Abilities 10 3.1 There is no blame 11 3.2 A Shift of Mind 11 4 Recommendations Regarding Transformation and Change to Ensure Effective and Efficient Functioning of the Organisation 12 4.1 Managing Organisational Change 13 4.2 Apply Leadership 14 4.3 Design Effective Organisational Structure 16 4.4 Managing Resistance to Change 17 Bibliography 20 Executive Summary While analysing the case study of the Trophy Project the findings will show the major problems identified and to determine the root cause of the problems. The findings will show how the lack of leadership has resulted in poor or no organisational strategy. Through analysing the lack of behavioural, structural and operational strategy we see the effect it has on the overall organisation and its inadequacies’. It will show the importance of these strategies together with effective leadership and how executing the strategic goals in an integrative manner can lead transformational change, continuous improvement and the building of a learning organisation. The group identified the major problems within the Trophy case as the...
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...Human Resource Management Revision week 1 HRM encompasses -Policies - Practices and systems (Influence employees behaviour, attitudes and performance) - 1945-1979 HR focus was on Personnel Management - making sure employees comply with law…conditions - 1980-1990s HR focus was on management of human capital Strategic Human Resource Management (SHRM) - Plans activities for organisations to achieve its goals - To receive ultimate employee performance, they need to be linked to organisational goals and strategy - Achieved by consistently influencing employee attitudes and behaviours - HRM policies are linked towards organisational goals, HRM contribute to them in a meaningful way. Theoretical bases for HRM Behavioural view - HRM controls employee attitudes and behaviours to suit the situation - Suggesting HR focuses on behaviour rather than skills / knowledge of the job Resource Based view - HR are seen as a resource which give an upper hand for the reason they keep employees in right mind of frame for the goals set Political – influence view HR act as a Political leader through - Social communication through one and another - there to prevent negative social influences and maintain positive environment Harvard framework for HRM -HR take raw influences in business - Tune them providing an organisation that has positive, individual wellbeing, effectiveness and social wellbeing. Roles for HR professionals - Strategic...
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