...the leadership of the new president John Mack and his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. The Capital Markets Services(CMS) division, which has established as an interdisciplinary concern to address the issues of focused client attention and cross-divisional collaboration, required professionals who not only had domain specific industry knowledge but were also skilled at responding to client needs by designing products in collaboration with product specialists within Morgan Stanley. Market coverage professional to be compatible with the staff of other departments, but can't rely entirely on product designers, because they do not understand markets and customers, do not know the customer's needs. It is important to fully understand the market, product, and customer information in three areas and needs. That person must be energetic, aggressive and innovative. It was these requirements that led to the appointment of Rob Parson, a managing director at a smaller firm with connections to some of the players in banking and insurance industries...
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...MBA5608 Managing People for Competitive Advantage in Asia Unit Schedule Meeting | Date* | Topic | Preparation | 1 | April 18 (Sat.) | * What is this unit about? * Whom do you manage? * What is evidence-based management? Why? How? * How to read a Harvard-style case? | Unit GuideBarends et al. (2014) | | | Managing self * What is the difference between a manager and a leader? * What is your personality? * How does personality affect job performance? * How do you influence others? Power, influence and political skills Introduction to Simulation: Judgement in Crisis | Get your Big-Five scores (Berkeley Lab)Case: Thomas Green | 2 | April 21 (Tue.) | Managing self: Individual decision making * Neuroscience and decision making * Heuristics * Cognitive biases * Debriefing to simulation exercise | Guest speaker: Prof. Alexandre Schaefer, Neuroscientist, Monash MalaysiaPress Release for Simulation: Judgement in Crisis (due on April 19, 12 mid-night) | 3 | April 28 (Tue.) | Developing others: Motivation * Needs theories * Process theories | The puzzle of motivation (Video). TedGlobal. http://www.ted.com/talks/dan_pink_on_motivation | 4 | May 5 (Tue.) | Developing others: Motivation * Applied performance practices * High performance work systems * The art of giving feedback | The delicate art of giving feedback (https://hbr.org/2013/03/the-delicate-art-of-giving-fee)Video case: Awkward Performance Review | 5 | May 12 (Tue...
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...September 2012 Managing People and Performance Assignment Student ID#: 82081035 Word Count: 4779 Managing People and Performance Assignment brief Provide a very short introduction to your organisation, and your role, to provide a context for your assignment. Based on your own organisation (or part of the organisation): a) Identify, with justification, a critical issue relating to people that impact on effective performance within the organisation. In justifying your chosen issue, you should analyse the organisational context using the course materials to show how the issue has arisen, and the impact that it has. (40% of the marks) b) Based on your analysis, develop your recommendations and an outline plan to address the issue to improve organisational performance with clear justification for your proposed approach. (20% of the marks) c) Identify the benefits that you expect to achieve from your recommendations and how these might be measured to know if the benefits have been achieved. Include theories and models from the course materials to support your expectations of the potential benefits. Also identify any major risks that might jeopardise the success of your recommendations. (30% of the marks) d) You should finish your assignment with a reflective statement that includes: – how insights from your elective pathway have influenced your choice of issue and impact on your analysis, recommendations and expected outcomes or your thinking about managing people – the value...
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...PERFORMANCE AND PRODUCTIVITY: TEAM PERFORMANCE CRITERIA AND THREATS TO PRODUCTIVITY OVERVIEW This chapter is best discussed following a team exercise or case so that students have an opportunity to reflect on the success of the team. One suggestion is to ask each student to write down a method by which to assess team productivity. The students’ different responses can lead to a discussion of performance measures. Then, the instructor can ask what conditions need to be in place for teams to excel on the performance measures identified by the class. Finally, the instructor can move toward a discussion of how to design teamwork so that threats to performance are minimized. To the extent that students and the instructor can link these concepts to real experiences—a class exercise, a case discussion, or individual student analysis— the concepts will become clearer. lecture outline with Accompanying slides integrated model of successful team performance (EXHIBIT 2-1) 1 Model serves two purposes 1 Description—what to expect in terms of team performance 2 Prescription—ways to improve the functioning of teams 2 Model asserts that team context affects team’s ability to do three essential things 1 Perform effectively 2 Build and sustain motivation 3 Coordinate people [pic] [pic] team context 1 It includes the larger organizational setting within which a team does its work, the design of a team in terms of internal functioning...
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...hired the services of a performance management consultant to provide one-day workshop training to their nurse supervisors. A new model of nursing requires the performance appraisals to be conducted to ensure the implementing of this new model. This six month based performance appraisal requires evaluating the nurses and interviewing the nurses to discuss the future improvements. This training program had failed poorly and any positive outcomes from training were next to nothing. I will analyze the short comes of this training and discuss of ways to make it better with the help of various learning and motivation theories. Analyzing this case with Gagne’s learning outcomes can show us what is learned from this training program and what was not learned. Gagne's classified the learning outcomes in five general categories. According to him, training programs are usually focused on one or more of these learning outcomes. In this case, the expected learning outcomes of the training program and what trainees learned are as following: * Verbal Information – declarative knowledge Administration wants to bring in a training program for the nurse supervisors to get the information, knowledge and principles to conduct the performance appraisals bi-annually. * Intellectual Skills – procedural knowledge Procedural knowledge was an essential part of this training as the participants were informed of the concepts, rules and procedures to conduct performance appraisals. For example...
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...Campbell and Bailyn’s Boston Office: Managing the Reorganization Case Study Analysis Principles of Management- July 2012 • Fixed Income Division: International Investment Bank’s Securities Brokerage division facing rapid change • New Products flooding the markets, structural cyclical industry change challenges the limits of firm’s expertise and its traditional form of organization. • Kevin Winston, RSM Manages Boston Office and maintain high level of sales. • Created Key Account Team (KAT) to increase sales of specialized, higher margin products. • Challenges the core values of the organization- such as salesperson’s control of his/her customer base and the appropriateness of product specialization. • RSM struggles in top down management edict which consists of a new performance management system. Objectives • To provide a context to study how changes in the competitive environment of an organization-industry, customers, other firms- can necessitate changes in the design of an organization. • To provide an exercise in which readers can learn to think through and balance the consequences – advantages and disadvantages – of introducing organizational change into a well –established group. • To provide an illustration and grounds for discussion about how changes in one work group require the participation of – and have consequences for – other segments within the hierarchical structure. Objectives • To provide a framework – the one presented through the...
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...competence and careers are built upon their contribution to these projects also their performance throughout the projects are what gives them reputation and makes them wanted for future jobs. Ferris et al. (1990) found that construction firms with higher levels of strategic, including human resource, planning have achieved higher organizational performance, including higher productivity, greater cost effectiveness, and greater overall efficiency. People and people processes are a source of competitive advantage for any company. Their skills and motivations result from an entire portfolio of “people policies, procedures, and processes which serve to train, develop, and retain” Gratton et al. (1999). Currently in the construction industry, there are few structured workforce management programs. There is however a need for a structured workforce management strategy in construction that can be used to effectively manage a workforce regardless of its skill level. Similarly a Project Based Organisation incorporates the dilemma of the conflicting needs of the temporary projects and the permanent organisational setting that defends long-term development as well as routines and interorganisational coordination (Sydow, et al., 2004). Therefore, in the context of a construction organisation a tension or conflict can occur between soft and hard HRM systems and logics. In a construction project, people are employed by the main contractor or developer and not by individual projects. This...
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...Tutorial Week 7: Case Study – Leaders and Followers Question 1. What are the key components of the relationship between leaders and followers in Pancontinental? Within Pancontinental the key components in respect of the relationship between leaders and followers may be seen as including Emotional Intelligence, Authentic Leadership, Servant Leadership and Participative Followers. Emotional Intelligence is defined as a ‘type of social intelligence that involves the ability to monitor one’s own and other’s emotions, to discriminate among them and to use the information to guide one’s thinking and actions’ (Salovey and Mayer, 1990: 189). According to Goleman (2001), ‘emotional intelligence comprises of 4 key components which are, Self Awareness, Social Awareness, Self Management and Relationship Management.’ When looking at the case study we can see evidence of the use of emotional intelligence throughout. Within self awareness we can see that the MD, Henry Callahan, has had a personal insight into the business and knows what happens in each area. He is seen by his staff as a ‘visionary leader’, always looking for ways to improve in the future. In the case we can see that the positive style he adopts is exceedingly effective in an industry that is usually dogged by disputes, both internally and externally. Indeed he states, ‘I’ve done practically every job in the company....from the bottom up – I know what long hours are and I have empathy for everyone in the organisation’ We...
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...Unit 403–Managing Information Systems Welcome to Managing Information Systems – Unit 403 • Managing information systems is a critical skill in today’s fast-paced business environments. Remember that technology underpins almost all business models in what we now call a knowledge era or network economy. As distinct from IT, the field of information systems (IS) transcends the technology in order to make business performance the principle driving factor. 1 May, 2013 Session 1 - MIS Fundamentals 1 • • Unit 403–Managing Information Systems Topic Learning Objectives • Explain why managing information systems is important in today’s business world • Define concepts from the hierarchy of data and IS, as distinct from IT. • Describe the major challenges facing today’s business and IS managers. • Analyse and report on an organisation’s ITinvestment profile. • Describe an organisation’s learning curve when applying IS or IT. 1 May, 2013 Session 1 - MIS Fundamentals 2 Unit 403–Managing Information Systems Who Am I ? Dr Tony Jewels •Bachelor of Business Management (Management Economics) •Certified Member Australian Computer Society (Project Management) •Master of Information Technology (Professional) •PhD (Increasing the chances of project success through sharing knowledge) 1 May, 2013 Session 1 - MIS Fundamentals 3 Unit 403–Managing Information Systems •30 years industry experience •Operated “Inventory Management Services” •Designed and implemented robotic...
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...INSTITUT TEKNOLOGI BANDUNG MBA Programme GraduateSchool of Business http://www.mba.itb.ac.id INSTITUT TEKNOLOGI BANDUNG MBA Programme GraduateSchool of Business http://www.mba.itb.ac.id MM5002 People in Organization CHEVRON PACIFIC INDONESIA CLASS (X48) FEBRUARY 2013 MASTER OF BUSINESS ADMINISTRATION SCHOOL OF BUSINESS AND MANAGEMENT INSTITUT TEKNOLOGI BANDUNG http://www.sbm.itb.ac.id/mba MASTER OF BUSINESS ADMINISTRATION SCHOOL OF BUSINESS AND MANAGEMENT INSTITUT TEKNOLOGI BANDUNG http://www.sbm.itb.ac.id/mba Contents 1. Vision and Mission of MBA-ITB 2 2. Learning Goals of MBA-ITB 2 3. Learning Outcomes of This Course 3 4. The Course Structure …………………………………………………………………………………………………………………….. 3 5. The Course Plan 5 6. Lecturer Profile 13 7. Grading 14 8. Students Guidance 15 9. References 15 1. Vision and Mission of MBA-ITB Vision: “To be A World Class Program of Master and Business Administration that Creates Ethical and Entrepreneurial Leaders” Mission: * To educate and develop future leaders in business * To develop sustainable education program for building human resource capacity needed for enhancing industry competitiveness in Indonesia 2. Learning Goals of MBA-ITB In General, The MBA-ITB’s learning goal is to develop students to have the following characteristics : * A Strong competence in business and technology-based management as well as decision making capabilities as...
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...Section One Roles and Duties of Managers The definition of management is the process of working with and through people and other resources to accomplish organisational goals efficiently and effectively. The nature of management is through doing things efficiently and effectively to maintaining and improving productivity, and thereby better organisational performance. If organisations could have a balance between effectiveness, efficiency, and equity, it proved successful management. The role of managers can be described as following: liaison, resource allocator, and monitor. • Liaison Liaison is one of the interpersonal roles, which responsible for maintaining self developed network of outside contacts and informers who provide favors and information. In the Tang’s expansion stage, Brian Tang as a liaison must effectively promote communicate with outside, such as doing financing work to increase company’s funding and that have to communicate with investors. • Resource allocator Resource allocator is one of the decisional roles, which responsible for the allocation of organisational resources in all aspect and making or approving all significant organizational decisions. Brian Tang as the founder and the current chairman allocate resources on his own, for instance when company got a government loan, it introduce a series of branded products which satisfied the market demand; when company expand its scale, it structured into 7 departments in order to better management. All...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory JoinSearchBrowseSaved Papers Home 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...
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... President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty (20) years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. That person must be energetic, aggressive and innovative. That’s why he recruited Rob Parson. Rob developed relationships with the important players in the banking and insurance industries and a strong reputation. Rob is not easily discouraged or intimidated and knows what it takes to get the job done. His drive and ambition allows him to connect with his clients but sometimes distances him from his co-workers. The position that Paul needed to fill was difficult to perform and had a very high turnover rate. He thought that Rob was the perfect person to fill that billet. Rob accepted the position with the understanding that there was a potential for growth because the effort was in need of repair and that the Morgan Stanley had done very little business in Capital Markets. Paul implicitly promised Rob a promotion to managing director during recruitment. Rob never thought that he would have to tip-toe on egg shells when dealing with co-workers. The new president wanted people who could shake things up and Rob...
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...Unit 16: Human Resource Management in Business Unit code: K/502/5445 QCF Level 3: BTEC National Credit value: 10 Guided learning hours: 60 Aim and purpose The aim of this unit is to introduce learners to methods of managing human resources in the workplace. Learners will use their knowledge of relevant human resources management theory and link it with current human resource management practices in organisations. Unit introduction Human resource management is a dynamic activity in any organisation as it takes place against a changing economic, technical, legal and social background. It is important for learners to appreciate that effective human resource management means getting the best out of the people who work for an organisation in order to ensure the organisation fulfils its purposes, whether it is a football club winning the premiership, or a hospital increasing the success rates for medical operations. Many organisations say that their employees are their most valuable resource because of their skills, knowledge and attitudes. As labour is both an expensive and valuable resource, it is important to ensure it is planned and that the best value is obtained from employees contributions. Human resource managers have to plan their human resource requirements against a background of internal and external factors which are dynamic and constantly changing. The first part of this unit introduces learners to the factors that influence human...
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...ADDRESSING THE DISCOVERED TOY WHISTLE PROBLEM (A, 1) PERFORMANCE APPRAISAL: It is very pivotal that we address this concern urgently by applying the process that has been proven to work and one of the is performance appraisal which is an evaluation of an employee’s work over a period of time, rather than for a specific project. Performance appraisals, often delivered during an annual review, focus on comparing the expectations a business has for a particular job and the performance of the person holding it. The 3 possible useful alternative under this aforesaid appraisal are as follow: (1) Identifying performance to be measured: (2) Measuring the identified performance: (3) Managing the cause of a problem. To appraise effectively, you must also spot performance problems, provide constructive feedback, and take action to improve performance. Measuring and managing performance are two of the most difficult issues a manager faces. (A,2) Identifying performance to be measured: As we know the large shipment worth $100,000 that suppose to go out to an 7 year old elementary school children in South America did not pass testing due to small quantity of lead in the whistle. This shipment is been recalled based on the law of ethical, moral and legal principal involved. We should therefore identify the course of this problem. Within the performance appraisal process, measuring means determining the level of performance by judging the quality, quantity, timeliness, and/or cost...
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