...Managing People and Organisations 1. With references to the case study, summarise the relationship between goals, objectives and policy and advice the management of Scotia Airways of the contribution each will make to effective managerial performance. Goals determine the nature of inputs (the employees, management efforts) and outputs (quality of service). Goals also determine the interaction it has with its external environment. It is a future expectation. Goals are generically for an achievement or accomplishment for which certain efforts are put. Objectives are specific targets within the general goal, are time-related to achieve a certain task. The words Goal and Objective are often confused with each other. They both describe things that a person may want to achieve or attain but in relative terms may mean different things. Both are desired outcomes of work done by a person but what sets them apart is the time frame, attributes they are set for and the effect they inflict. Comparison chart | Goal | Objective | Meaning: | The purpose toward which an endeavour is directed. | Something that one's efforts or actions are intended to attain or accomplish; purpose; target. | Action: | Generic action, or better still, an outcome toward which we strive. | Specific action - the objective supports attainment of the associated goal. | Measure: | Goals may not be strictly measurable or tangible. | Must be measurable and tangible. | Time frame: | Longer...
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...others, through understanding the importance of recruiting the right people for the job. So what is this thing of working with others to create something new? To create something which none of us could create on our own? To create something which is often more than the sum of the parts? Surely that’s what organizations do. But somehow I do not see many advertisements for leader of function, general leader, senior leader, corporate leader, leading director, chief executive leader, shop floor leader, finance leader. I do see advertisements for head of function, general manager, senior manager, corporate executive, managing director, chief executive officer, shop floor supervisor, and finance manager. Is it purely semantics? Just words, or is there a meaning behind the words? I think that there is meaning. And I think that there is a different meaning to leader and manager. And that there is a need for different types of leadership in different types of change. This means that there are actually fewer common threads in this chapter. So unlike other chapters, this assignment will separately address the different ways of leading the four main types of change. The aim of this unit is to develop the skills and knowledge needed for working with and leading others, through understanding the importance of recruiting the right people for the job. What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different...
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...Leadership Leadership is a process, by which a person influences, guides, motivates, commands and controls the behavior and work of the subordinates to accomplish the organizational goals. It is an unique combination of some qualities that transforms potentials to reality. Leadership acts as the catalyst that makes all other elements work together. Without leadership, all other resources of a concern remain dormant. Characteristics of Leadership Leaders and leaderships are in every level of an organization. There are some generally known qualities of leaders but some unique characteristics make them great leaders. The characteristics include - Dedication: Dedication means spending whatever time or energy is needed to complete the task in hand to proceed towards the goal. By setting an excellent example, a leader can show the followers that one must do whatever it takes to achieve something great. Flexibility: Not everything goes as per the plans. Sometimes, the competitors change their tactics, the Government may force new regulations on business, inflation may take place. A leader should have the adaptability to take things normally and be flexible to handle situations easily. Communication Skills: A leader should be a great listener and a speaker also. A good leader can communicate with all his subordinates. Great leaders show their strengths and personal character through communication with the employees and empower them. Confidence: A leader must possess confidence...
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...was developed to serve the high volume transaction needs of major stock brokerages on Wall Street. The company proceeded to offer Dealer Services to automotive dealers to handle inventory and accounting transactions. In 1974, ADP extended into the international market with an office in The Netherlands, and later in the decade added Claims Services.1 Today, ADP employs more than 42,000 associates globally providing business solutions for more than 570,000 companies of all sizes – small, mid-market and enterprise. The key to the company’s growth and stability is solid strategy. By focusing on top-notch customer service, financial reliability, and a low-margin, high-volume model, ADP has been able to stay true to its core goal: customer retention. Year after year, clients return to ADP for the handling of the routine, but distracting, tasks of payroll, benefits administration, and human resources, as well as backroom operations for brokerages, auto dealers, and insurance companies. Year after year, ADP happily records the revenue. The company encounters very few surprises, as they write off expenses as soon as they possibly can and tie revenues and costs as closely as possible together. Steady profits are also possible because ADP tries to...
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...previously submitted for any other unit/module or course, and that I have not copied in part or whole or otherwise plagiarised the work of another student and/or persons. I have read the ACAP Student Plagiarism and Academic Misconduct Policy and understand its implications. I also declare, if this is a practical skills assessment, that a Client/Interviewee Consent Form has been read and signed by both parties, and where applicable parental consent has been obtained. Introduction This essay will look at Clothing Company Pty Ltd, an organisation that has undergone change since its inception. The culture of the organisation will be examined, as will the leadership style. This essay will also examine the relationship between motivation and performance with the Clothing Company (CC Inc.). This essay will examine how the management style impacts on an organisation undergoing change. CC Inc. was formed by 2 Australians in the 1970’s, both keen to earn a living while living at the beach (Waddell, Cummings, Worley (2007). Beginning as a home-based business, the pair designed and manufactured beach wear which suited their own requirement. Attracting attention from both Australia and overseas, the business grew to become a workable enterprise. By the mid 1970’s the founders sold licenses for the CC brand. By the late 1980’s the USA arm of the business had become dominant and CC Inc. was floated on the New...
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...PEARSON BETEC – LEVEL-5 HIGHER NATIONAL DIPLOMA IN BUSINESS – MANAGEMENT/ HUMAN RESOURCE MANGMENT (organisations and behavior) On (Unit 03 & organization and behavior) by ISMATH SAMANUL FARIS Human Resource Management Institute 23, Vijaya Kumararathunga Mawatha ( polhengoda Rd) ,Colombo 5 Sri Lanka SUBMITTED ON 24.01.2016 LO1 Understand the relationship between organizational structure and culture. Introduction What is an organization? A social unit of people that is structured and managed to meet a need to pursue collective goals. All organizations have a management structure that determines relationships between the different activities and the members, and subdivides and assigns roles, responsibilities...
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...MANAGEMENT PRINCIPLES AND PRACTICE Unit I Management: Science, Theory and Practice - The Evolution of Management Thought and the Patterns of Management Analysis - Management and Society: The External environment, Social Responsibility and Ethics - Global and Comparative Management - The Basis of Global Management. Unit II The Nature and Purpose of Planning - Objectives - Strategies, Policies and Planning Premises - Decision Making - Global Planning. Unit III The Nature of Organizing and Entrepreneuring - Organizational Structure: Departmentation - Line/Staff Authority and Decentralization - Effective Organizing and Organizational Culture -Global Organizing. Unit IV Co-ordination functions in Organization - Human Factors and Motivation - Leadership - Committees and group Decision Making - Communication - Global Leading. Unit V The System and Process of Controlling - Control Techniques and Information Technology - Productivity and Operations Management - Overall Control and toward the Future through Preventive Control - Global Controlling and Global Challenges. References : 1. Koontz &Weirich, Essentials of Management, Tata McGraw Hill. 2. VSP Rao, V Hari Krishna – Management: Text and Cases, Excel Books, I Edition, 2004 3. Stoner &Wankai, Management, PHI. 4. Robert Krcitner, Management, ATTBS. 5. Weirich& Koontz, Management - A Global perspective, McGraw Hill. 6. Helliregarl, Management, Thomson Learning, 2002. 7. Robbins.S...
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...PUBLISHING FOR ONE WORLD NEW AGE INTERNATIONAL (P) LIMITED, PUBLISHERS 4835/24, Ansari Road, Daryaganj, New Delhi - 110002 Visit us at www.newagepublishers.com CONTENTS xvii Dedicated to My Parents Shri Gopalrao and Gayabai Kondalkar This page intentionally left blank Preface Globalisation, technology advancement, open market system and desire of human beings to excel in the field one works has increased competitiveness and resultant work stress. Management of human behaviour and chanalizing it into correct direction has become important. Application of motivational theories, art of leadership and skill of redesigning jobs and modification to organisational structure is an on going process that facilitates positive work environment leading to increased job satisfaction of employees, greater productivity and organizational growth. Due to scientific advancement managing human resources is more challenging. It has been observed that everybody wants to catch up with next higher strata of life style. Social obligations have increased and so has increased the purchasing power, thanks to financial institutions who are doing a tremendous business of financing individuals. This situation has led to designing an appropriate situational model of managing human behaviour in varying conditions. There is no specific model for...
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...longer need technical skills in subjects such as economics and accounting to succeed. B. Managers need to understand human behavior if they are to be effective. C. These skills enable managers to effectively lead human resources departments. D. A manager with good interpersonal skills can help create a pleasant workplace 3) Which of the following is best defined as a consciously coordinated social unit, composed of two or more people, which functions on a relatively continuous basis to achieve a common goal or set of goals? A. Party B. Unit C. Community D. Organization 4) Which of the following is not one of the four primary management functions? A) controlling B) planning C) staffing D) organizing E) leading 5) Determining how tasks are to be grouped is part of which management function? A. Leading B. Planning C. Controlling D. Organizing E. Contemplating 6) Which of the following is least likely to be considered a manager? A. A lieutenant leading an infantry platoon B. An administrator in charge of fund-raising activities in a nonprofit organization C. A doctor who acts as head of the physiotherapy department at a public hospital D. The mayor of a large city E. An IT technician who enables communication between all of a company’s Employees 7) Which of the following is a reason that the study of organizational behavior is useful? A. Human...
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...JOCM 11,4 282 Foreign companies and Chinese workers: employee motivation in the People’s Republic of China Terence Jackson Centre for Cross Cultural Management Research, EAP European School of Management, Oxford, UK and Mette Bak BASF, Shanghai, China Introduction: the challenge of motivating Chinese employees At the end of 1978, during its “third plenum”, the Chinese Communist Part Central Committee gave economic reform top-level priority. Following the Second Session of the Fifth National People’s Congress on 1 July 1979, foreigners were permitted by law “to establish equity joint ventures together with Chinese companies, enterprises or other economic organizations … within the territory of the People’s Republic of China, on the principle of equity and mutual benefit” (PRC, 1987). Since the beginning of these economic reforms in 1979 the Chinese economy has exploded, with an average annual growth rate in GNP of 10 per cent over the last decade, with the attainment of 20 per cent in the coastal areas designated “special economic zones” (EIU, 1994). Foreign direct investment more than doubled between 1987 and 1990 (Kelley and Shenkar, 1993), despite a slow-down after the Tiananmen Square incident, with an estimate of more than 150,000 joint ventures in China. Much of this investment comes from Hong Kong (68.2 per cent in 1992) and other countries of Eastern Asia, with European countries, and even the USA (with 4.6 per cent in 1992) badly represented. Despite this...
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...IB 2-4 Tasks 1-2 Week 1 Jones: Chapter 2 – Basic Challenges of Organizational Design Differentiation - differentiation = process by which an organization allocates people and resources to organizational tasks and establishes the task and authority relationships that allow the organization to achieve its goals à process of establishing and controlling the division of labor/the degree of specialization o necessary because of increased complexity with growth Organizational roles - - organizational role = set of task-related behaviors required of a person by his or her position in an organization à identifiable tasks and responsibilities allow for accountability o organization structure is based on interlocking roles authority = power to hold people accountable for their actions and to make decisions concerning the use of organizational resources à results from differentiation into individual organizational roles control = ability to coordinate and motivate people to work in the organization’s interests Subunits: Functions and Divisions - - function = subunit composed of a group of people, working together, who possess similar skills or use the same kind of knowledge, tools or techniques to perform their jobs à as organizations grow, they differentiate into 5 different kinds of functions: o support functions – facilitate control of relations with environment and stakeholders (purchasing, sales & marketing, public relations, legal affairs) ...
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...Organizational Behavior - MGT502 VU MGT - 502 ORGANIZATIONAL BEHAVIOR Lesson 1 OVERVIEW OF COURSE This subject/course is designed to teach the basic language of organizational behavior to diverse audience/students, including those who are studying this as a supporting subject for their bachelor degree program. This course is designed to provide you the foundations of organizational behavior whether you intend to work in any field of interest. Organizational behavior offers both challenges and opportunities for managers. It recognizes differences and helps managers to see the value of workforce diversity and practices that may need to be changed when managing in different countries. It can help improve quality and employee productivity by showing managers how to empower their people as well as how to design and implement change programs. It offers specific insights to improve a manager’s people skills. In times of rapid and ongoing change, faced by most managers today, OB can help managers cope in a world of “temporariness” and learn ways to stimulate innovation. Finally, OB can offer managers guidance in creating an ethically healthy work climate. Managers need to develop their interpersonal or people skills if they are going to be effective in their jobs. Organizational behavior (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization, and then applies that knowledge to make organizations work...
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...company. The company chairman and CEO is Andrea Jung who was promoted to the position in the year 1999. She is so far in the position of CEO for twelve years as is considered to be the longest termed female CEO among five hundred companies. Avon was primarily directed for female customers; however the company expanded its products line and now offers varieties of products including male, toys and home products. The company is largely under control of women and serving under the goal of women empowerment and continues to help women by providing fund for education purposes and researches such as for breast cancer. 1) Evaluate Avon’s Strategic International Human Resources practices in global market regarding development of a global management cadre, HCNs and building company associates and independent representatives in host countries. Avon Strategic International Human Resources practices in global markets: Businesses are no longer limited by national boundaries. The majority of the world’s large corporations performs a significant portion of their activities now outside their home countries and thereby...
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...MANAGEMENT OF CHANGE School of Business Kenyatta University – 43844 Nairobi TABLE CONTENT Page 1. Change Management ………………………….……….……….. 1 2. Leadership ………………………………………...……….……. 52 3. Inter Group Behavior and Conflict ……………….………….… 124 4. Power and Organizational Politics...……………….……….…… 161 Table and Figure Contents 1. Acronym Tropics Test …………….……………………………... 7 2. Self-esteem, Performance and Stress …………………………….. 16 3. Self-esteem, Performance and Change ……………………….….. 16 4. Stability Zones …………………..……………………………….. 18 5. The Coping Cycle ……………..…………………………………. 21 6. Quality Management …………………………………………….. 26 7. Forces of Change ………………………………………. ..……... 32 8. Kinds of Organizational Change …………………………....……. 37 9. Dealing with Resistance to Change ……….………….……..…… 41 10. Methods of Overcoming Resistance to Change …………………. 43 11. Comparison Between Leadership and Management …………….. 57 12. Three Leadership Patterns, their Location in the Organization and Their Skill Requirements ……………………………….…… 61 13. Hersy and Blanchard’s Situational Leadership Model: Defining Maturity and Four Leadership Styles…………….…..… 65 14. Relationships in the LPC Contingency Mode ……………………. 69 15. Casual Relationship for Supportive Leadership on Subordinate Effort ……………………………………………………………... 74 16. Casual Relationship of Effects of Directive Leadership Behaviour on Subordinate Effort ……………………………………………. 76 17. Path-Goal...
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...factor that determine the success of an organization in a competitive environment. This is especially true for service organizations that rely heavily on their good behavioural employees to provide friendly and courteous services to their customers in this competitive environment. Job satisfaction refers to “a collection of attitudes that workers have about their jobs”. These attitudes may derive from a facet of satisfaction or as an overall aspect of the job; however, the focus of the study is on job satisfaction in the most general term. It is very important to study whether employees are satisfied, because it is intuitively believed that workers who are more satisfied will likely exhibit more positive feelings, thoughts, and actions toward their job. Similarly, studying about whether employees are committed to the organization that they work for is important. By definition, organizational commitment refers to “an attitude that reflects the strength of the linkage between an employee and an organization” The purpose of this study is to analyse the job satisfaction. The study was conducted on Uday Samudra Leisure Beach Hotel Kovalam. Employee’s productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Altogether, fifty employees were surveyed for the study. From the survey it is clear that majority of the employees are fully satisfied with their job. CHAPTER 1 INTRODUCTION ...
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