...The Regency Grand Hotel Case Study: A Managerial and Socio-cultural Approach ------------------------------------------------- | | | | | | | | | | | | | | | | | | | | | | | | | | | Executive Summary This analysis reviews the case study of The Regency Grand Hotel following a recent change in the upper management and implementation of a new organisational strategy which has led to the performance deterioration and the increase in customer complaints. The problems are analysed in light of a diverse range of theories and scholarly views regarding the impact of potential factors on organisational performance and profitability foresights. Through theoretical and empirical research, the authors have focused on leadership styles, and the cultural and societal values to analyse the problems at The Regency Grand Hotel. The analysis undertaken brought about a wider and clearer image of the situation both as a whole (macro) and in terms of dissected attributes (micro). The macro problem revolves around cultural differences and imposition of a participative leadership style that did not associate with the socio-cultural dimensions of the organisation. In essence, the case study lead to a common platform entitling that cultural backgrounds and societal factors are the most important factors to be considered before enforcing any managerial strategy. Moreover, a certain level of hierarchy is quiet indispensable in organisations...
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...Abstract This case study research report aims at the analysis of the SPC-Ardmona case through the perspectives of motivation. Literature review is provided to gain an insight into the area of motivation, and some of the models in which motivational factors are articulated. From the review, intrinsic motivation is a key to the prolonged development of competitive advantage. Nevertheless, extrinsic motivation acts as a foundational support for the development of such intrinsic motivators. The report investigates the nature of the SPC-Ardmona enterprise agreement in 2012 in relation to its motivational capacity upon employees. Findings suggest that the agreement relies heavily upon extrinsic motivators through financial rewards to motivate employees. Nevertheless, intrinsic motivation is ignored, and thus prevent the ability for the employees to gain motivation. Maslow’s hierarchy of needs and Herzberg’s motivator-hygiene theories are applied in this instance to evaluate the advantages and flaws of such application of extrinsic motivation within the agreement. Furthermore, the report suggests that development of intrinsic empowerment of employees is a key factor in allowing greater productivity and competitive advantage to be developed. Finally, the report concludes that the enterprise agreement is not the ultimate cause of SPC-Ardmona’s performance failure. However, the cause can be attributed to the failure of unions and management in understanding the needs of the...
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...Development & Management Consultancy, Dubai. “More than just a guide to better managing your time - it’s a collection of simple, yet effective, tips and reminders to help keep you on track.” Linda Harlow, Director, Brook Street plc “Contains a wealth of practical tips to help busy managers manage their time better.” Viv Clements, Training Officer, Aylesbury Vale District Council. Published by: Management Pocketbooks Ltd 14 East Street, Alresford, Hants SO24 9EE, U.K. Tel: +44 (0)1962 735573 Fax: +44 (0)1962 733637 E-mail: pocketbks@aol.com Web: www.pocketbook.co.uk MANAGEMENT POCKETBOOKS All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form, or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior permission of the publishers. 1st edition 2nd edition 3rd edition 4th edition 1990 1991 1995 1997 Reprinted 1998, 1999, 2000. © Ian Fleming 1990, 1997 ISBN 1 870471 53 9 British Library Cataloguing-in-Publication Data – A catalogue record for this book is available from the British Library. Printed in U.K. by Ashford Colour Press Ltd, Gosport, Hants. CONTENTS INTRODUCTION 1 MANAGING RELATIONSHIPS Working with your boss, secretary, team, dealing with interruptions, assertiveness 55 MANAGING WORK ACTIVITIES Taking action (for the right reason, at the right time, in the right way) 5 75 MANAGING COMMUNICATIONS Listening, asking questions, speaking, reading, writing...
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...Slide 5.1 Chapter 5 Managing the organisation: Managerial function, tasks, processes and competences Watson, Organising and Managing Work, 2nd edition © Pearson Education Limited 2006 Slide 5.2 Moving beyond S-C orthodoxy: OM as a Relational Process • Remember in Chapter 1, we discussed that in OM, the center of concerns is ‘management of work”, NOT ‘management of people’ or ‘management of systems’ • The notion of S-C view in managerial work is control, organising, command and managers work towards organisational goals instead of the manager’s own interest. Watson, Organising and Managing Work, 2nd edition © Pearson Education Limited 2006 Slide 5.3 Table 5.1 A systems-control framing of managerial work Watson, Organising and Managing Work, 2nd edition © Pearson Education Limited 2006 Slide 5.4 Process-Relational View • A sets of work arrangements involving relationships, understandings and process which involve human cooperation and the use of technologies to achieve certain tasks. • Nevertheless the relations and patterns of cooperation do not come naturally, it needs to be shaped or ‘managed’ Watson, Organising and Managing Work, 2nd edition © Pearson Education Limited 2006 Slide 5.5 Process-Relational View • Shaping and reshaping, negotiating and renegotiating, mediating, persuading, exchanging and trading will continually have to occur if the organisation is going to complete the tasks and to continue into the...
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...The Four Functions of Managing Tianna Logan COM/330 21 September 2011 Carolyn Harrison The Four Functions of Managing Management is an aspect of every company. Without management many workplaces may lose control of their business or functions of the job. Since society is every changing and businesses need to adapt, mangers have to acquiesce to these “new way”. They adapt by using the four functions of managing. Planning, organizing, leading and controlling are all used by managers in numerous work environments including my current workplace. The first function of managing is planning. According to Bateman and Snell (2009), “Planning is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals.” (p.12). Planning can include analyzing, determining and one of the most important aspects delegation. “Delegation is the process of giving decision-making authority to lower-level employees.” (Camp and Simmering, 2006, p.1). It uses the “top-down approach” for employees to use their own ideas and help create better advantages within the company, to the customer, etc. (Bateman and Snell, 2009, p.12). In my company, Health Net, Inc., planning is used frequently. We as management often analyze how much revenue we receive and how we could produce more. Delegation is also a staple within the company. Working for health insurance, there are numerous tasks needed to be completed and with the frequent changing of society...
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...“Diversity means understanding how people’s differences and similarities can be mobilized for the benefit of the individual, the organization and society as a whole.” Managing our diversity by ensuring fairness and equality is becoming not just a “good thing”, but an imperative in a changing and complex world. Approaches to managing diversity: There are two different approaches that may help make managing diversity more effectively. 1- Individual Approaches 2- Organizational Approaches 1- Individual Approaches: Individual approaches consist of two interdependent paths. These are important for managing the diversity in organization. I. Learning ii. Empathy I. Learning: Basically it depends upon experience or knowledge of manager. Many managers are often unprepared to deal with diversity, because of their inexperience. Manager must work hard to learn and experience as much as they can about developing appropriate behavior. Manager must openly communicate one by one, regardless of age, gender, ethnicity in order to determine how best to understand and interact with them. In this way manager can learn more about diversity in organization. II. Empathy: Empathy is an ability to put oneself in another place and see things from that person’s point of view. Empathy is particularly important in managing diversity because manager feels that only they can truly understand the challenges or problems. Empathy is an only way by which a manager can understand the problem...
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...Management, 10e (Robbins) Chapter 12 Managing Change and Innovation 1) The change in demand for health care technicians is an example of an economic change. Answer: FALSE Diff: 3 Page Ref: 259 Topic: The Change Process 2) The "calm waters" metaphor of change is consistent with Lewin's concept of unfreezing, changing, and refreezing. Answer: TRUE Diff: 3 Page Ref: 259 Topic: The Change Process 3) In the "white-water rapids" metaphor of change, managers should expect change at any time, and it may last for unspecified lengths of time. Answer: TRUE Diff: 2 Page Ref: 260 Topic: The Change Process 4) Organizational change can be any alterations in people, structure, or technology. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 5) Any manager can be a change agent. Answer: TRUE Diff: 2 Page Ref: 261 Topic: Types of Organizational Change 6) Changing structure includes any change in structural variables such as reporting relationships, coordination mechanisms, employee empowerment, or job redesign. Answer: TRUE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change 7) Computerization is a technological change that replaces people with machines. Answer: FALSE Diff: 2 Page Ref: 262 Topic: Types of Organizational Change Skill: AACSB: Technology 8) Competitive factors or new innovations within an industry often require managers to introduce new equipment, tools...
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...business plan before starting their business. However, small business owners often do not include human resource planning as part of their over-all business plan. They may start out with only a few employees or none at all. Over time, it is important to properly forecast employment needs. Just as failing to address potential threats in the marketplace can jeopardize the viability of your business, failing to anticipate personnel needs can impact on overall business success. The success of a business is directly linked to the performance of those who work for that business. Underachievement can be a result of workplace failures. Because hiring the wrong people or failing to anticipate fluctuations in hiring needs can be costly, it is important that you put effort into human resource planning. Planning for HR needs will help to ensure your employees have the skills and competencies your business needs to succeed. An HR plan works hand in hand with your business plan to determine the resources you need to achieve the business’s goals. It will better prepare you for staff turnover, recruitment, and strategic hiring – and alleviate stress when you have emergency/last-minute hiring needs. This module provides a detailed outline of how small business owners can develop a human resource plan. There is...
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...Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) MCP 2135 – Leading and Managing Change in Organizations MBA in Human Resource Management Semester II – 2010/2012 Course Director : Prof. Sudatta Ranasinghe Professor of Management Name of the Student : Gamini Hettiarachchi Student Registration No. : 110046980 Date Submitted :16.05.2011 Word Count : 1662 words, 5 single side A4 pages Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) Abstract This term paper addresses human resource capacity building as a strategic instrument in leading and managing change in organizations. After describing the process and the basic steps in leading and managing change, the article has taken an effort to identify the role of leaders and the managers to derive a conceptual frame of reference to develop arguments in strategic importance of human resource capacity building in the process of leading and managing change in organization. To meet the challenges, negative as well as positive, HR capacity building is needed in most of the steps and stages in the process of leading and managing change in organizations. Further, developing human capacities has highlighted as one of the major roles and core functionalities of leaders and managers. Viewing human resources as human capital and beyond, the term paper argues that without...
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...the basis of management survey included role of managers and potential benefits. On the one hand when manager started their works, the first thing is make employee very clear their job goals, then they can focus on their personality skills. The purpose of this research is the employee job satisfaction survey can help company have high quality diversity management. The Diversity Management More and more company managing workforce use different tools and program, that’s make sure manager focus on the hygiene factors and motivators. Because of employees have different culture and social behaviors, depends on the different ethnic background and religions the employee have different organizational behaviors. Managers should be bringing people together into a cohesive, normal group and productive unit, managing diversity in the organization is very important for company. About diversity management, there are 5 steps to help managers to managing diversity in a workplace. Step 1: All of employee personnel policies are based on the employee performance. Make sure the tenure, ethnic background, religions and other category have positive influence for management policies. Managing diversity should be begins with high equality policies from company. While those policies are active, the manager can use it throughout the whole group. Step 2: When hiring people, manager should be focus on the candidate’s experience and skills, not age or any other category. Because of the organization...
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...Chapter 12: Managing Diversity in the Workplace The Chancellor's Committee on Diversity defines Diversity as: "The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage,age, gender, sexual orientation, gender identity and other characteristics." So why is it when many people think of diversity, they think first of ethnicity and race, and then gender? Diversity is much broader. Diversity is otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals and groups. It's important to understand how these dimensions affect performance, motivation, success, and interactions with others. Institutional structures and practices that have presented barriers to some dimensions of diversity should be examined, challenged, and removed. A good starting-point for thinking about diversity is to become familiar with UC’s systemwide Non-Discrimination Statement: “It is the policy of the University not to engage in discrimination against or harassment of any person employed or seeking employment with the University of California on the basis of race, color, national origin, religion, sex, gender identity, pregnancy, physical or mental disability, medical condition (cancer-related or genetic characteristics), ancestry, marital status, age, sexual orientation, citizenship, or status as a covered veteran. This policy applies to all employment...
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...Managing Diverse Workforce Name Institution Introduction The concept of workplace diversity refers to the differences that exist within an organization based on the employees working together in a team (Sonnenschein, 2009). It is imperative to note that the modern working environment calls for the need to manage the diverse workforce. As such, the management shoulders the responsibility of ensuring that they effectively manage diverse employees within their organization. It would sound simple to think that managing such team does not require tact and knowledge. However, it is pertinent to note that the aspect of diversity encompasses many fields like ethnic background, race, and age of individuals, gender, educational level, and the personality type of people. Additionally, diversity involves how the individuals perceive themselves and others of the different background than theirs. Hence, the perceptions will interfere with how they interact with others and the manner in which the organization will operate (Blunt, 2009). Therefore, for various assortments of employees to be in a position to function effectively within an organization, the human resource personnel must effectively deal with a broad range of issues. For instance, they must address change within the organization, communication aspect, and adaptability to the working environment. Furthermore, the issue of diversity will significantly increase in the future hence the need...
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...the manager’s job changing? Rewards and Challenges of Being a Manager Summary WHO ARE MANAGERS? Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals Coordinating the work of a departmental group / supervising a single person Coordinating the work activities of a team composed of people from several different departments People outside the organization such as temporary employees or employees who work for the organization's suppliers. Levels of Management WHAT IS MANAGEMENT ? The process of coordinating work activities so that they are completed efficiently and effectively with and through other people. The process represents the ongoing functions or primary activities engaged in by managers. These functions are typically labeled planning, organizing, leading, and controlling. (POLCA) EFFICIENCY AND EFFECTIVENESS Efficiency refers to getting the most output from the least amount of inputs. Effectiveness is described as "doing the right things" Efficiency (Means) Resource Usage Low Waste Effectiveness (Ends) Goal Attainment High Attainment Management Strives for ; Low Resource Waste (high efficiency) High Goal Attainment (high effectiveness) WHAT DO MANAGER DO? What managers do in terms of functions and process, roles, skills, managing systems, and situational analysis. MANAGEMENT FUNCTIONS AND PROCESS Henri Fayol proposed that all managers perform five management...
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...Managing Workplace Diversity & The Relationship with Human Resource Management and How Effective It Is Course: Business & Management Submission Date: 03/05/2012 Submitted to Leeds Metropolitan University Word Count:2989 Contents Contents Contents 2 Introduction 3 Diversity 4 Diversity in the Workplace 4 Emergence of Diversity 5 Legislation and Problems they Solve 6 Emergence of Managing Diversity 7 HRM 8 Relationship with Managing Diversity 9 HRM in the UK vs. USA 10 Reasons Supporting HRM 11 Critical Arguments Posed to HRM 11 Recommendations 11 Conclusion 11 References 11 Introduction In this report I will be investigating managing diversity and taking a look at how it has developed and how it has had an impact on everything in life. I will mainly focus on how this has had an effect in the workplace and look at key arguments that support diversity and look at arguments against diversity in the workplace and why this may be considered a negative or a hindrance and most importantly I will look at how successful this has been at helping companies maximise their assets and key areas that I have identified that need to be improved. In the second part of my report I will examine the close links of managing diversity and human resource management (HRM). I will look at factors that support it and arguments that need to be considered when looking at HRM. Diversity Diversity in people can be described as the subtle differences...
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...The Truth: About Managing People . . . and Nothing but the Truth Stephen P. Robbins, Ph.D. PEARSON EDUCATION, INC. “If someone wants to unleash the truth of people management, read this book. Author Robbins addresses the most critical challenges organizations face today in a concise and entertaining way.” — SUBIR CHOWDHURY Executive Vice President, American Supplier Institute Author of the best-selling The Power of Six Sigma and The Talent Era: Achieving a High Return On Talent “Stephen Robbins does it again! A prolific scholar and writer, he cuts through the research and theory to deliver immediately useful and essential insights for the effective management of people. I have never seen anything quite like The Truth. Excellent for all of us who don’t take the time to keep up with leading edge thinking and practice in the field of management.” — ERIC G. STEPHAN, Professor Organizational Leadership & Strategy Marriott School of Management, Brigham Young University “This is a clever book. Stephen Robbins has put together a book I wish I had written. It’s a quick reference written for practicing managers, social scientists, and anyone interested in managing people. Robbins’‘best of ’ approach, as well as the reference materials each section draws on, make this book a ‘must have’ for practical, reliable, and valid information on the important leadership/management/people topics of the day.” — RANDALL P WHITE, PH.D. . Principal, The Executive Development Group LLC Co-author...
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