...into how people are likely to behave as this knowledge is essential in controlling these behaviors and ensuring they are befitting to the achievement of organizational objectives. Whenever people interact in an organization many factors come into play and in this write up¸ we would be looking at a lot of factors associated with organizational behavior like culture, motivation, attitude and personalities, leadership and so on. We would be using wings café as our case study in understanding this concept while trying to bring fresh suggestions and ideas on how we think it should be managed and operated. Literature review The introduction of the concept of organizational culture has generally been attributed to several individuals, including Hofstede (1980) and Schein (1985). Although organizational culture has been defined in various ways, the definitions share a common view that “culture consists of some combination of artifacts (also called practices, expressive symbols, or forms), values and beliefs, and underlying assumptions that organizational members share about appropriate behavior” (Detert et al., 2000). Culture, therefore, is an explanatory variable that distinguishes one organization from another (Sathe, 1985). The relationship between an employee’s motivation and job satisfaction is now examined. A number of researchers Heneman et al., (1988) and Igalens and Roussel, (1999) have...
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...Globalization has transformed the world into one unified system through advancements in technology and communication systems. According to the IMF work by Masson (2001), globalisation can be defined as the increased integration of economies, reflected by increases in trade, capital, investment and migration flows. This phenomenon has brought about high economic growth (Dreher, 2003) and improved standard of living. It is thus deduced that globalisation will be able to serve as an effective tool to reduce poverty (Nissanke, Thorbecke, 2005). However, heated debate has arise concerning the unequal outcomes in economic gains created by globalization. Despite a decreasing amount of people living in poverty in China, poverty in areas outside China has increased (Stiglitz, 2006). Along with economic effects, it is also suggested that globalisation has resulted in a global identity where local cultures are homogenized and no longer unique (Friedman, 2007). This essay thus compares and contrasts both favourable and pernicious views on the effects of globalisation from two aspects: economic outcomes and cultures, and concludes that globalisation is more favourable than pernicious. Economists generally have a positive outlook on the effects of globalisation on economy since deregulation and openness to trade will create more jobs for the people. Friedman’s article on the globalized world (2007) supported this perspective as it showed how developing countries such as India have benefited...
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...Table of contents: 1. Introduction………………………………………………………………………………………………………….3 2. Critical review a well managed organization with culture of learning and innovation in international markets…………………………………………………………………….3 2.1 Literature review of a well managed organization with culture of learning and innovation in international markets………………………………..……………………………3 2.2 Examining Wal-Mart’s characteristics to the extent of learning culture and innovation …………………………………………………………………………………………………….4 3. Critical review internationalization theories and the case of Wal-Mart from 1994 onwards……………………………………………………………………………………………………….7 3.1 Theories of internationalization…………………..……………………….……………………...7 3.2 Wal-Mart’s internationalization strategies from 1994 onwards……………..……9 4. Wal-Mart entry Brazilian and Japanese market……………………………………………….10 4.1 Considerable issues of the company………………………………………………………… 11 4.2 Opportunity in those markets……………………………………………………………………13 5. Wal-Mart’s entry modes in international markets - Examining with Brazilian and Japanese markets…………………………………….…………………………………………… ….13 5.1 Mode of entry to Brazil ………………….…..……………………………………………………..13 5.2 Mode of entry to Japan……………………………………………………………………………….14 6. Summary……………………………………………………………………………………………………………15 7. References………………………………………………………………………………………………………….15 8. Appendices…………………………………………………………………………………………………………16 ...
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...Ghosn’s approach to turning Nissan around from his appointment of COO at a very critical time in Nissan’s history. After many years of success, Nissan began facing difficulties in the 90s and Carlos Ghosn was invited to help turn the organization around. Both national and organizational culture was very strong in Nissan and made changes difficult, but Ghosn’s management style enabled him to implement the Nissan revival plan (NRP), which turned the company around to profitability. Background The case revolves around Nissan and its management. The company was established in 1933 under a different name, but quickly changed to Nissan Motor Co. Ltd. Following the Second World War, Nissan expanded its operations around the world and grew steadily. By 1991 Nissan was highly profitable and had four out of the top ten cars in the world. The success didn’t last though. In the years 1993-1999 Nissan had seven consecutive years of losses and credit rating services were threating to lower their status from “investment grade” to “junk”. Part of the problem was the managerial decision to emphasize short-tem market share growth rather than long-term success. Inspired by local Japanese culture and customs, especially keiretsu, Nissan invested heavily in suppliers. This was done to encourage loyalty and cooperation between members of their value chain. Unfortunately, the Asian financial ended up devaluating the yen from 100 to 90 yes = 1 dollar, a 10 % decline in valuation. Obviously...
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...Project Management Chapter-3 Organization Structure & Culture 1 Chapter-3 Organization Structure and Culture How will approved projects be implemented? • Three different project management structures to choose from: 1. Functional organization 2. Projectized or dedicated teams 3. Matrix structure 2 Chapter-3 Organization Structure and Culture How will approved projects be implemented? • Functional Organization 1. Even though top management decides to implement the project, implementation and coordination is managed by functional management. 2. One functional area plays a dominate role or has a dominate interest in the success of the project 3. While several functional organizations may have a role in the project the overall project will be managed within the normal hierarchy. 4. The project will be part of the working agenda of top management. 3 Chapter-3 Organization Structure and Culture How will approved projects be implemented? • Functional Organization Advantages 1. No change. Projects are managed within the functional structure of the organization to administer and complete project. No radical change in the operations of the parent company; status quo. Flexibility: Specialists in different functional units can temporarily work on the project then return to their normal work. In-Depth Expertise: The functional unit is assigned primary responsibility and in-depth experts within the unit can concentrate on the most crucial aspects of the project...
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...Introduction 2. Communication 3. Teamworking and Culture 4. Change Management 5. Conclusions 6. Recommendations 1. Background and Introduction This report is a result of a request from the Senior Management Team at Amica Solutions. It will consider the companies recent move to remote working. Twelve staff have been moved from their office base in Newport to remote working, and are now spread across South Wales. The report is sectioned into three key themes, communication, teamworking and change management. It was felt the existing office premises were too small for the expanding business, and that thanks to advances in technology, remote working would be a viable option. However, some staff have expressed concerns about the new way of working, and feel there was little consultation. Remote working is becoming an increasingly popular method of working. Essentially, it is working from home, connecting with the business through the internet and telephones. 2. Communication There are a number of advantages and disadvantages to remote working, and the effects it has on communication within the organisation. Advantages for the company include savings on office costs. Disadvantages can include staff taking advantage of their freedom to do as little work as possible, or their morale decreasing being left primarily alone. Similarly there are advantages and disadvantages for the workers themselves. Advantages can include being able to create their own work-life...
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...STRATEGIC LEADERSHIP Managers provide leadership to an organisation. Organisational leaders influence the behaviour of subordinates so that they willingly and enthusiastically work towards the achievement of organisational objectives. Strategic leaders manage the strategic management process that is designed to help the organisation achieve its objectives. Strategic leadership is the ability to lead an organisation towards the achievement of its objectives. The tasks involved in exercising strategic leadership are typically to anticipate, envision, maintain flexibility and empower others to create strategic change as and when necessary. Strategic leaders are the lynchpin in the strategic management process. Among the strategic leaders, we have managers operating at different levels of an organisation: corporate-level, business-level, functional-level and operational-level. • Corporate-level managers include the chief executive officer (CEO), senior executives and the corporate staff. The corporate-level managers manage the strategic management process for the whole organisation. These managers may carry designations such as CEO, managing director, executive director or president. • Business-level managers are the strategic leaders at the business, division or SBU levels. These managers manage the strategic management process at the business-level. These may carry designations such as the general manager or vice-president. • Functional-level managers are the strategic leaders...
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...Proposal Template 1. Title “A situational analysis of shared leadership in a self-managing team” 2. Background Team leadership merits continued attention because leaders have an impact on how the team develops and performs. Team processes are explored within self-managed teams that develop different leadership styles. In particular, two leadership styles are compared: shared leadership and single leadership. The results of the study suggest that teams with shared leadership have motivational and cognitive advantages over teams that took the traditional approach of relying on a single leader. The two main concepts in organisational studies can be search in this leadership and teams. Moreover, this represents the analysis of leadership styles and team processes within self-managed teams. Self-managed teams have the autonomy to make important decisions concerning their team processes. A key team process is leadership and without leadership, team members are unlikely to identify with team objectives. The self-managed teams need more leadership than conventional teams around both task related issues and team development issues. As far as I concerned, I believe in team and teamwork. Furthermore, the business can only be successful only when the decisions are team leaders with their excellent leadership skills. The teams with shared leadership have motivational and cognitive advantages over teams that took the traditional approach of relying on a single leader. 3. Research...
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...change-corporate diversity strategy”. The lack of a “planned change-corporate diversity strategy” is quite likely to inhibit managing diversity from becoming systemic to an organization’s culture and its way of doing business, thus tending to disallow the potential benefits of diversity to be maximized diversity is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001; Stark, 2001; Williams and O’Reilly, 1997). In this paper, diversity refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is different from another individual (Williams and O’Reilly, 1997). Some widely accepted differentiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender diversity tend to receive the majority of the attention in the organizational diversity literature (Stark, 2001; Williams and O’Reilly, 1997), this definition allows for the frameworks offered to be applied to any type of organizational diversity salient to members. Diversity programs have been implemented in many multinational organizations, primarily, in an effort to improve working relationships if diversity can be effectively managed in an organization, some potential benefits to the organization include greater creativity and innovation, and improved decision-making (Cox, 1991). Conversely, if diversity...
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...| | | | | Impressive remarks The author points out thirteen practices for managing people in order to achieve a competitive advantage. I am impressed by the way the author points out the importance of the workforce and how it is managed. The importance: As other sources of competitive success have become less important, what remains as a crucial, differentiating factor is the organization, its employees, and how they work. The author quotes Southwest Airlines as an example, which achieved competitive advantage from its very productive, very motivated, and by the way, unionized workforce. The author clearly points out, Culture, how people are managed, and the effects of this on their behavior and skills are sometimes seen as the “soft” side of business, occasionally dismissed. Even when they are not dismissed, it is often hard to comprehend the dynamics of a particular company and how it operates because the way people are managed often fits together in a system. Success, such as that achieved at Southwest, can be sustained and cannot readily be imitated by competitors. It is easy to copy one thing but much more difficult to copy numerous things. This is because the change needs to be more comprehensive and also because the ability to understand the system of management practices is hindered by its very extensiveness. It is really interesting to see how...
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...different cultures is becoming the norm. Although this brings many rewards it also introduces challenges for both workers and management alike. All managers know that motivating their staff is the key to a successful business. To do this, they must understand what drives their staff. But what if their staff, seem to think and behave in unexpected ways? This can happen when people from very different cultures work together. Organizations are beginning to realize the importance of training their managers to become intercultural competent in order to ensure their staff continue to be motivated and productive. 1. Managing culture / making culture work for you An understanding of culture in organizations can offer insights into individual and group behavior, and leadership. It can help to explain not...
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...fluctuate from day to day. The pegged exchange rate is usually used to stabilize the value of a currency against the currency it is pegged to which makes trade and investments between the two currency areas easier and more predictable. Pegged exchange rate system can also be used as a means to control inflation. The difference between a free/clean float, a managed float and fixed exchange rate systems of exchange rate is that: Clean/free float In the clean/free float also known as a pure exchange rate the value of a currency, which is the exchange rate is determined purely by market forces of supply and demand. Clean floats can only exist where there is no government interference, as would be the case in a purely capitalistic economy. Therefore, clean floats are a result of Laissez-Faire or free market economies. Managed float In a managed float also known as “dirty float” the government or the country's central bank occasionally intervenes to change the direction of the value of the country's currency. In most instances, the intervention aspect of a dirty float system is meant to act as a buffer against an external economic shock before its effects become truly disruptive to the domestic economy. Therefore, with a managed or dirty float the government doesn’t peg the currency, but tries from time to time to influence the rate by buying or selling in the currency markets. Fixed exchange rate In a fixed exchange rate which is sometimes called a pegged exchange rate, the country’s...
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...The “Top Managers” Evidence Requirements in the Investors in People Profile The following table sets out the evidence requirements, drawn from the Profile version of the Standard that an assessor would check out with an organisation’s top managers. However, only level 1 needs to be covered to meet the requirements of the Investors in People standard. |Principle 1. Developing strategies to improve the performance of the organisation | | | |Indicator 1. A strategy for improving the performance of the organisation is clearly defined and understood. | |Level |Evidence requirements | |1 |1 Top managers make sure the organisation has a clear purpose and vision supported by a strategy for improving its performance. | | |2 Top managers make sure the organisation has a business...
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...The Electronic Library Records management and Information Culture: Tackling the People Problem Isabel Schellnack-Kelly Article information: Downloaded by Universiti Teknologi MARA At 09:40 21 June 2016 (PT) To cite this document: Isabel Schellnack-Kelly , (2016),"Records management and Information Culture: Tackling the People Problem", The Electronic Library, Vol. 34 Iss 3 pp. 548 - 549 Permanent link to this document: http://dx.doi.org/10.1108/EL-09-2015-0167 Downloaded on: 21 June 2016, At: 09:39 (PT) References: this document contains references to 0 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 30 times since 2016* Users who downloaded this article also downloaded: (2016),"The Accidental IndexerThe Accidental Indexer Information Today Medford, NJ 2015 222 pp. US$ 39.50 soft cover ISBN 978-1-57387-514-1", The Electronic Library, Vol. 34 Iss 3 pp. 549-550 http://dx.doi.org/10.1108/EL-10-2015-0194 (2016),"Digital literacy and digital content supports learning: The impact of blogs on teaching English as a foreign language", The Electronic Library, Vol. 34 Iss 3 pp. 522-547 http://dx.doi.org/10.1108/ EL-05-2015-0076 (2016),"Effects of gender in library and information science research: A case study of The Electronic Library", The Electronic Library, Vol. 34 Iss 3 pp. 488-503 http://dx.doi.org/10.1108/EL-08-2014-0126 Access to this document was granted through an Emerald subscription...
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...costs of running prisons and managing offenders is over £5 billion, which combined with £11 billion costs of re-offending as estimated by Social Exclusion Unit (in 2002), amount to an annual total of £16 billion. Relating statistics to your statements, I agree with you, “Total Quality is a myth” but I add “because people in charge fail to commit to it” Although not directly related to our business, I want to use these statistics as a means to show the impact of Total Quality culture as compared to traditional management style of prisons. A critical analysis instead, leads to the conclusion that prisons management and the correctional system is stuck in a closed cycle between overcrowding and failure to rehabilitate. This is part of a traditional prison management where more of the same, brings in turn more of the same, resulting in long term progressive loss, both financial and human. How does this relate to Total Quality? How does this relate to your management style? A Total Quality culture is first about change. As a private business contracted for prison management, our performance is measured in many dimensions. We must abide to government set regulations and standards in order to meet prison safety and security standards and generate cost savings...
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