...Management journal homepage: www.elsevier.com/locate/ijhosman Does workplace fun matter? Developing a useable typology of workplace fun in a qualitative study Simon C.H. Chan ∗ Department of Management and Marketing, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong a r t i c l e Keywords: Workplace fun Useable typology Qualitative study Hospitality industry i n f o a b s t r a c t A fun work environment is a positive atmosphere for organizations to attract and retain employees. This study identifies the significant factors of workplace fun and develops a useable typology of workplace fun activities in the hospitality industry. A qualitative case study with grounded theory approach was used by conducting interviews with ten hotel human resource (HR) practitioners in the People’s Republic of China. The results identified four “S”s of workplace fun factors, namely: (1) Staff-oriented workplace fun, (2) Supervisor-oriented workplace fun, (3) Social-oriented workplace fun, and (4) Strategy-oriented workplace fun. This study provides a roadmap to guide future hospitality management research in workplace fun domain. © 2010 Elsevier Ltd. All rights reserved. 1. Introduction As the jargon goes, “Happy Employees Produce Happy Customers.” (Wong and Ko, 2009, p. 196) There is a great challenge for organizations to attract and retain employees, to encourage employee well-being, and for employees to have fun on their job in the hospitality industry (Yu, 1999). Given...
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...SAVONIA UNIVERSITY OF APPLIED SCIENCES UNIT OF BUSINESS AND ADMINISTRATION, KUOPIO THE IMPORTANCE OF STRATEGIC MANAGEMENT A case study of H&M Ding Huiru Business Administration Bachelor’s thesis International Business April 2011 2 SAVONIA UNIVERSITY OF APPLIED SCIENCES SAVONIA BUSINESS Degree Programme, option International Business Author(s) Ding Huiru Title of study The importance of strategic management, Case study of H&M Type of project Date Pages Thesis 27.4.2011 59+12 Supervisor(s) of study 1st Antti Iire 2nd Anneli Juutilainen Executive organization H&M in Kuopio,Finland Abstract Hennes & Mauritz (H&M) is a 100 billion Sweden company, engaged in designing and retailing of fashion apparel and accessories. The company offers a range of apparel, cosmetics, footwear and accessories for men, women, children and teenagers. H&M primarily operates in Europe, North America and Asia, and has a presence in over 38 countries. The company is headquartered in Stockholm, Sweden and employs approximately 87,000 people on a full-time basis. This thesis focused on the strategic management of H&M company. The main research problem was to make an in-depth analysis of its marketing strategy and how to implement it. The main research method was a qualitative research by analyzing their company data, annual reports and making interviews with the manager, staffs and customers in Kuopio shop. The thesis starts with a general introduction...
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...SAVONIA UNIVERSITY OF APPLIED SCIENCES UNIT OF BUSINESS AND ADMINISTRATION, KUOPIO THE IMPORTANCE OF STRATEGIC MANAGEMENT A case study of H&M Ding Huiru Business Administration Bachelor’s thesis International Business April 2011 2 SAVONIA UNIVERSITY OF APPLIED SCIENCES SAVONIA BUSINESS Degree Programme, option International Business Author(s) Ding Huiru Title of study The importance of strategic management, Case study of H&M Type of project Date Pages Thesis 27.4.2011 59+12 Supervisor(s) of study 1st Antti Iire 2nd Anneli Juutilainen Abstract Executive organization H&M in Kuopio,Finland Hennes & Mauritz (H&M) is a 100 billion Sweden company, engaged in designing and retailing of fashion apparel and accessories. The company offers a range of apparel, cosmetics, footwear and accessories for men, women, children and teenagers. H&M primarily operates in Europe, North America and Asia, and has a presence in over 38 countries. The company is headquartered in Stockholm, Sweden and employs approximately 87,000 people on a full-time basis. This thesis focused on the strategic management of H&M company. The main research problem was to make an in-depth analysis of its marketing strategy and how to implement it. The main research method was a qualitative research by analyzing their company data, annual reports and making interviews with the manager, staffs and customers in Kuopio shop. The thesis starts with a general introduction and some background information...
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...Petroleum-Gas University of Ploiesti BULLETIN Vol. LXII No. 4/2010 1 - 11 Economic Sciences Series Employee Compensation Practices in Industrial Enterprises of Bangladesh: A Public-Private Sector Comparison Mir Mohammed Nurul Absar*, Zahed Husain Sikder**, Balasundaram Nimalathasan***, Mohammed Moniruzzaman Bhuiyan**** * East Delta University, 1267/A Goshaildanga, Agrabad, Chittagong, Bangladesh e-mail: mmnabsar@yahoo.com ** Department of Management Studies, University of Chittagong, Bangladesh e-mail: zahidsikder@aiub.edu *** Department of Commerce, University of Jaffna, Thirunelveli, Jaffna, Sri Lanka e-mail: bnimalathasan@yahoo.com **** Department of Statistics, University of Chittagong, Bangladesh e-mail: bhuiyan_mz@yahoo.com Abstract Compensation is one the most important functions of human resource management (HRM). The present study aimed at exploring differences between the public and private sector industrial enterprises of Bangladesh with respect to overall status of compensation practices. Data collected from twenty-six public and thirty-four private industrial enterprises shows that the overall status of compensation practices of the private sector industrial enterprises is significantly better than that of the public sector industrial enterprises in Bangladesh. Some implications are also offered for overall improvement of the compensation practices of the public and private sector industrial enterprises of Bangladesh. Key words: compensation...
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...Final Assignment (Term Paper) : Research Focus and Methodologies for Understanding Innovation in Small-Medium Enterprises (SMEs) Course : Qualitative Case Study Research Faculty : Prof. Rajen Gupta, MDI Submitted by : Davinder Singh, EFPM (2011) Research Focus and Methodologies for Understanding Innovation in Small - Medium Enterprises (SMEs) Introduction Innovation is a product, service, or process that is new or perceived as new by its developers and provides increased value to user and organization (Van de Ven, 1986). The ability of an organization to innovate is increasingly being considered as the most important factor for competitive advantage (Tidd et al., 2001). Importance has been laid on building innovative organizations and the management of the innovation process with the organizations. This is increasingly being considered important for small-medium enterprises (SMEs) and has been researched from multiple perspectives. The aim of this paper is to discuss, the areas of innovation in SMEs which are focus of recent studies, and the various research methodologies utilized for these studies. The importance to study innovation in SMEs is discussed in the succeeding section. This is followed with discussion on research studies undertaken in this field in the recent past. The difference in the ontological perspective and the consequent use of different research methodologies has been discussed using construct of ‘knowledge’ as illustration. Innovation...
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...project or client, as recorded in Kerzner (2013). The portions for each specific project are needed from the templates, forms, guidelines, and checklists of the already established framework. Corporate culture is the organizations visions, values, norms, systems, beliefs, and habits. From the case study, creating a Methodology, it was certain that the thought of losing power and control was a huge obstacle blocking the executive staff from creating a project management methodology. Facts with in corporate culture that may have led to this struggle of a PMO and a methodology were the aversion to change within the corporate structure due to the fear involved of losing power and control. However, as stated in the case study, it would be better to lose a little control verses losing your job. Kerzner (2013) stated that people will be less resistant to change if they believe change is possible and that they will benefit from that change. Also according to the text, change management processes follow a pattern of denial, exploration, resistance, and then support. They believed that a good atmosphere includes teamwork, trust, communication, cooperation; that leads to benefits that stretch from employees out to the clients. Yazici (2011), stated that “if an organization is to have a Clan or group culture, projects are more likely to be completed in a timely manner, on budget, and to meet expectations, with greater team satisfaction, and higher business performance.” Project management...
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...project or client, as described in Kerzner (2013). The portions for each specific project are as needed from the templates, forms, guidelines, and checklists of the already established framework. Corporate culture is the organizations visions, values, norms, systems, beliefs, and habits. From the case study, Creating a Methodology, it was clear that the idea of losing power and authority was an obstacle stopping the executive staff from creating a project management methodology. Factors in corporate culture that may have led to this resistance of a PMO and a methodology were the aversion to change within the corporate structure due to the fear involved of losing power and authority. However, as stated in the case study, it would be better to lose a little authority than to lose your job. Kerzner (2013), states that people will be less resistant to change if they believe change is possible and that they will benefit from that change. Also according to Kerzner, the change management process follows a pattern of denial, resistance, exploration, resistance, and then support. He believed that a good culture included teamwork, trust communications, cooperation; thus leading to benefits that stretch from employees out to clients. Yazici (2011), states that “if an organization is inclined to have a Clan or group culture, projects are more likely to be completed on time, on budget, and to meet expectations, with higher team satisfaction, and higher business performance.” Project management...
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...Bullying and harassment in Kuwait airways Numbers, factors, effects and solutions Word Count: 6159 CONTENTS Executive summarry iii I- iNTRODUCTION 1 II- lITERATURE REVIEW 3 1- DEFINITION OF WORKPLACE BULLYING 4 2- aNTECEDENTC OF BULLYING 7 3- CONSEQUENCES OF BULLYING 9 4- AVAILABLE SOLUTIONS 11 III- rESEARCH DESIGN 14 1- mEASURING iNSTRUMENTS 17 2- sAMPLING TECHNIQUES 19 IV- lIMITATIONS 21 V- fINDINGS ...
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...hours (and by appointment): Tuesday 12:00-13:30 (Grivitei - 4213) – - once every two week (starting with 6th of October) Tuesday 15:00-16:30 (Grivitei - 4213) – every week Any change will be announced. ← Course description: Human resource must be properly managed in order to be the progress outstanding factor of the organization. Basically, the organization’s success, performance and competitiveness lean on the content and quality of human resource management. Consequently, many of the difficulties faced by organizations also arise from here. The idiom according to which the human resource is the most valuable asset of an organization could not be more true. The predicament is what kind of assets do we need and for what kind of tasks? Intelligent people? Creative people? With certain skills or only good potential for the activity in case? Nowadays, the hiring process tends to be done without clearly differentiating between creative, intelligent and expert people, the coherence of the HR strategy being encumbered by the multitasking challenge of each organization and the more difficult achievement of a comfortable market position. However, above all the general requirements of an employer (formation, knowledge, experience, skills, attitudes, behaviors and human type, features that are seldom simultaneously met), it still remains the organization's necessity of understanding its employees, taking care of them and developing their...
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...Name: MURIITHI, MARY WATETU Signature………………………. Date: ……………………………… Table of contents I. Title……………………………………………………………………. 1 II. Declaration ……………………………………………………………. 2 III. Table of Contents……………………………………………………… 3 IV. List of Tables…………………………………………………………… 4 V. Symbols and Abbreviations…………………………………………… 5 IV Abstract…………..…………………………………………………. 6 1. Introduction…………………………………………………………….. 8 1. Background…………………………………………………….. 8 2. Statement Of The Problem……………………………………… 8 3. Purpose of the study………………………………………...…… 8 4. Specific Objectives……………………………………………… 8 5. Research Questions……………………………………………… 8 6. Justification Of The Study……………………………………… 8 7. Limitations of the study………………………………………… 11 2. Literature review…………………………………………………… ….. 12 1. Conceptual framework……………………………………….. 14 3. Methodology…………………………………………………………….. 15 1. Materials used………………………………………………… 15 2. Study design………………………………………………….. 15 3. Study areas……………………………………………………. 15 4. Sampling methods and size…………………………………… 15 5. Data collection methods……………………………………….. 16 6. Data analysis………………………………………………….. 16 4. Findings and analysis……………………………………………….. 17 5. Recommendations and conclusions………………………...
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...This case study focuses on a predicament of an increased turnover .high standards are set in the organization regarding production and functioning , yet they could not retain employees. The chain of command in the organization sets the line foremen in charge of monitoring the hourly workers. The lost elements of authority and respect between the two different positions forms a tense work environment .Bellingham mentioned ( as cited in Skinner, W.& Beckham, H (2008) ) " they feel that their contributions are undervalued and their concerns ignored "(P.4,para.7). Problem: The employed line foremen are not experienced enough nor trained sufficiently to monitor and supervise .The general advisor Herb Adams stated ( as cited in Skinner, W.& Beckham, H (2008) ) "They have to keep their eyes open for trouble makers and let them know who is boss"(P.5,para.4). Which clarifies the lack of required skills. Opportunity: Employees will know where they stand and what is expected from them . As cited in Skinner, W.& Beckham, H (2008),Bellingham stated that there are the two factors used by supervisors to judge the employees " their ability to meet or exceed forecasts, and how they manage and train their hourly workers"(p.6,para2). Recommendation: further training may not be effective immediately , yet their skills stretch to an extent that fulfills the requirements of the job in some time (Ekaterini Galanou, 2009). The trainee program will boost their knowledge, and will show...
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...Vol 4. No. 1 Mar 2009 Journal of Cambridge Studies 6 Why Do Change Management Strategies Fail? ---Illustrations with case studies Xiongwei SONG∗ Department of Politics, University of Sheffield ABSTRACT: Change management is crucial to the survival and development of organizations, the more effectively you deal with change, the more likely you are to thrive. However there are a large number of failures of change management. Organizational change itself is a considerably complex activity; any tiny mistake in change management could lead to the failure of organizational change. Consequently this paper is impossible to encompass all factors that could result in the failure of change management. This paper attempts to explain why change management strategies fail from four perspectives (leadership, culture, people issues and quick response) that are major factors to determine whether change management is successful or not. INTRODUCTION Change for organizations both large and small, whether in the private, public or voluntary sectors has been inevitable for the past decades or so. Such trends of organizational change are increasing in frequency, pace, complexity and turbulence under current situation, and there appears to be no sign of abatement. The concrete purposes of change management for different organizations are probably not the same, but the ethos of change management is the same, that is, making the organizations more effective, efficient, and responsive...
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...Using Case Studies in Real Estate and Finance Courses By Su Han Chan Department of Real Estate The Preliminaries Setting expectations Focus is on decision making Requires judgment No “right” answers Setting ground rules The student contract (4Ps) Knowing your participants Selecting cases and readings Using a mix of short (“breather”) and long cases Assigning a term project Case seminar series_Su H Chan A Short Case Phuket Beach Hotel: Valuing Mutually Exclusive Capital Projects* (4 pages) Synopsis Phuket Beach Hotel has an opportunity to lease its underutilized space to a karaoke pub and earn a rental income. Alternatively, the hotel could develop the unused space and create its own pub. The general manager of the hotel must decide which of the two capital projects to recommend to the hotel owners. This case presents sufficient information to build cash flow forecasts for each project and to rank the mutually exclusive projects using various evaluation criteria. *The case is available from HBSP.com Case seminar series_Su H Chan Using the case Undergraduate, graduate, and executive levels Exposes students to a wide range of capital budgeting issues Questions built into the case Student group presentations (2 teams presenting the same case) Class members evaluate team presentations Instructor debriefs case Lessons learned Evaluator__Please write your name on the back__________________ Group ___________________________ Grading Checklist for...
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...either goods, services, or both; and the “resources” could be either material, people, money, information, or any combination of the four. In the first part of this course, we will focus on process design and improvement issues by studying the relationships between key process parameters such as capacity and throughput, and by analyzing processes in order to identify and eliminate bottlenecks. And, in the second part of the course, we will focus on process coordination issues by studying methods for the efficient planning and controlling of critical resources. Specific objectives are: To describe an operating system or a business process and how it can be used as a competitive weapon in a variety of manufacturing and service organizations....
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... S.R. and Dunkerley, D. (1980) Organization, Class and Control. London: Routledge & Kegan Paul. Daft, R. L. (2003) Management, (6th edition), Thomson South-Western. Grey C & Willmott, H. (2005) (Eds) Critical management studies, Oxford: Oxford University Press. Grint, K. (1991) The Sociology of Work: an introduction. Cambridge: Polity Press. Handel, M.J. (2003) The Sociology of Organizations: Class, Contemporary and Critical Readings. Thousand Oaks: Sage. Mullins, L. (2011) Management and Organisational Behaviour, 9th ed. Harlow: Prentice Hall. Pugh, D. (1990) Organization Theory, 3rd ed. London: Penguin Books. Other editions available. Pugh, D. and Hickson, D. (1996) Writers on Organizations, 5th ed. London: Penguin Books. Other editions available. Thompson, P. and McHugh, D. (2009) Work Organisations: A Critical Approach, 4th ed. Basingstoke: Palgrave Macmillan. Watson, T. (2011) Sociology, Work and Industry, 6th ed. London and New York: Routledge. Some Relevant Journals in Bangor University 1. Academy of Management Review (AM) 2. Business History Review (Cambridge University Press) 3. British Journal of Industrial Relations (Wiley-Blackwell) 4. British Journal of Management (Wiley-Blackwell) 5. British Journal of Sociology (Wiley-Blackwell) 6. Human Relations (Sage) 7. Human Resource Management Journal (Wiley-Blackwell) 8. International Journal of Human Resource Management (Routledge) 9. Journal of Management Studies (Wiley-Blackwell) 10. New Technology...
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