...Vision and approach Transformational solutions Environment Operating responsibly Responsible supply chain – Our approach We work with our suppliers to help them meet our ethical, health and safety, social and environmental standards and improve their performance through monitoring, assessments and engagement. We spend billions of pounds each year on equipment and services that enable us to operate our network and on products such as mobile phones, SIM cards and other devices that we sell to our customers. We demand high ethical, health and safety, social and environmental standards of all our suppliers. These are set out in our Code of Ethical Purchasing (http://vodafone.com/ content/dam/group/suppliers/downloads/VPC_Supplier Policy_A2_Code_of_ Ethical_Purchasing_(V3.0).pdf) and integrated from the initial qualification process all the way through to managing our suppliers’ performance. We conduct regular site assessments to ensure compliance with the Code and we work directly with our suppliers to help improve their sustainability performance. To target improvements further down the supply chain, we require our suppliers to demand similar standards of their own suppliers and check this through audits and performance management processes. We participate in industry initiatives to raise standards across the sector. Read on to find out more about our approach to this issue. Or go to the Performance section to read about our progress in 2014/15...
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...Outreach on the streets and in shelters is often the first point of contact for people who are not served by traditional sitebased services and is often the first step in engaging homeless people in services. While outreach and engagement are critical components of the response to homelessness, consensus is lacking about the nature and effectiveness of these services. The purpose of this paper is to examine what is known about outreach and engagement for people experiencing homelessness. The authors review quantitative studies that examine outcomes and augment this understanding with information from qualitative studies and non-research literature. The latter provides information about the goals of outreach, assumptions and values, staffing issues, and consumer involvement. The paper concludes with implications for practice, policy, and research. Keywords: Homeless/homelessness, outreach, engagement, review. INTRODUCTION At a recent discussion among outreach workers in Washington, DC, one participant described the reasons for providing outreach to people experiencing homelessness: “Waiting for people to come to us didn’t work…so what we’re doing is going to where people are comfortable, to where they are right now, because that’s probably most effective.” This description...
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...Workplace Research Five Trends that Are Dramatically Changing Work and the Workplace By Joe Aki Ouye, Ph.D. Co-Founder and Partner New Ways of Working, LLC The Changing Nature of Work My wife, a manager at Hewlett-Packard, usually has a two minute commute—a thirty foot walk from the kitchen up to her office. She goes “to the central office” about once every other week, more to keep in touch socially rather than to formally collaborate. Although she only meets face-to-face with her globally-based team members about once per year, she has an audio conference with them weekly. As HP’s work force grows and becomes more global, she is a highly sought after manager. She has learned how to work with her distributed team, setting clear directions, communicating often and clearly, and, most importantly, creating activities to engender team trust and cohesion. Most workers today do not work like my wife; most still commute to and from traditional, centralized offices and work with teams in close proximity. Nevertheless, more and more of us are—or will be—working in both non-traditional ways and places, ranging from relying on adaptable furniture and hoteling desks at the central office, to satellite offices, offshore offices, and telework from home. According to a recent benchmarking study by our research consortium, The New Ways of Working, many organizations are formalizing “Alternative Workplace” programs that combine nontraditional work practices, settings...
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...Knoll Workplace Research Five Trends that Are Dramatically Changing Work and the Workplace By Joe Aki Ouye, Ph.D. Co-Founder and Partner New Ways of Working, LLC The Changing Nature of Work My wife, a manager at Hewlett-Packard, usually has a two minute commute—a thirty foot walk from the kitchen up to her office. She goes “to the central office” about once every other week, more to keep in touch socially rather than to formally collaborate. Although she only meets face-to-face with her globally-based team members about once per year, she has an audio conference with them weekly. As HP’s work force grows and becomes more global, she is a highly sought after manager. She has learned how to work with her distributed team, setting clear directions, communicating often and clearly, and, most importantly, creating activities to engender team trust and cohesion. Most workers today do not work like my wife; most still commute to and from traditional, centralized offices and work with teams in close proximity. Nevertheless, more and more of us are—or will be—working in both non-traditional ways and places, ranging from relying on adaptable furniture and hoteling desks at the central office, to satellite offices, offshore offices, and telework from home. According to a recent benchmarking study by our research consortium, The New Ways of Working, many organizations are formalizing “Alternative Workplace” programs that combine nontraditional work practices, settings and locations.1...
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...the current market environment. The rising demand for collaboration software has led to the groupware market expansion. Collaborative software has influenced the expansion of enterprises by improving the effectiveness of a range of tools such as the ability to communicate over long distances. This software had a significant impact on expansion of enterprises and increased efficiency of its work, for example, the communication over long distances. Along with development of technologies, the way workers operate in organisations has completely changed. Monotonous and time consuming tasks can be easily solved using the computer. Consequently, this change led to increase in the number of “knowledge workers”, workers, whose main capital is knowledge (Davenport, Thomas, 2005). Organisations more often require employees, who have the skill and experience of working within a team. Obviously, teamwork has a significantly greater efficiency, especially in solving complex and comprehensive tasks. Workers can pool their knowledge and skills, leveraging the strengths of each employee. Moreover, team members can independently assess work of each other and find errors faster. Collaboration software, or groupware, is a generic term for the information systems that give a group of people an ability to pursue joint activities, for example, to create...
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...China Mobile Organizational Behaviour BUS1020 Professor: Anna Bortolon December 9, 2015 Table of Contents Page Number Executive Summary 2 Statement of Research Questions 3 Company Background 5 Decision Criteria 5 Analysis of Situation 7 Alternatives 9 Recommendation and Conclusion 11 References 12 Executive Summary As the leader in China’s telecommunication industry, China Mobile should meet its consumer needs, however with customer expectations continuing to grow at an astounding rate, they organization has been struck with issues that stem from poor organizational management and behaviour (Hickie, 2012). Customer dissatisfaction and lack of customer loyalty has been a problem experienced by the organization stemming directly from a lack of employee satisfaction. To solve this problem the group has asked, “How can China Mobile increase its customer service satisfaction and in turn increase its customer loyalty?” Using the concepts and principles of organizational behaviour, the research questions have been analyzed resulting in recommendations and alternatives to overcome the issue. Job satisfaction, a reward system, goal setting and a change in organization culture is seen as the effective strategies in which to overcome employee dissatisfaction. Of these concepts, the reward system will best be applied to the organization. Outlined in the following document is our analytical...
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...A CASE STUDY ON THE DIFFICULTIES FACED BY TM POINT KUALA SELANGOR IN OPERATING IT SHOP BACHELOR OF BUSINESS ADMINISTRATION WITH (HONS) OPERATIONS MANAGEMENT FACULTY OF BUSINESS MANAGEMENT NOVEMBER 2009 AbstrAct ABSTRACT This case study will be conducted in TMpoint Kuala Selangor. I would like to identify the difficulties faced by this organization in operating it shop. As this company is a serviceoriented organization, they need to satisfy customer’s needs and wants. Sometimes, they fail to achieve due to some problems or lacking. In this case, I will use the customer’s data of fixed-line termination and monthly statistical data on customer complain to explore the symptoms of low customer satisfaction. I also will conduct some observations in order to gather relevant data. The computer software package which is Statistical Package for Social Science (SPSS student Version 14.0 for Window) will be used to analyze the data that have been gathered, furthermore to identify the major problems faced by this organization. There are some symptoms that has been identified; there are increasing number of customer complain, fixed-line termination, not well-educating the customers and shortage of worker. When the problem has been identified, conclusion and recommendations will suggested to the organization in order to be the best service provider in the world. They need to take corrective action if they want to ensure company’s survilvalness. vii TABLE OF CONTENT...
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...If there are images in this attachment, they will not be displayed. Download the original attachment Page 1 IT and Health Submitted by Lekshmi P Roll no:09810036 MBA 1 ST year Department of Management Studies Indian Institute of Technology Roorkee Page 2 Department of Management Studies,IIT Roorkee Page 2 Abstract This paper tries to present the overview of ICT and the health sector and also tries to identify the key issue and questions in this field .It also mentions the challenges facing the development of ICT implementation in health programmes and activities, and identifies the emerging trends and technologies that will shape ICT tools in the health sector. This paper also tells about the E- health standards existing and the various barriers related to establishing uniform standards. The paper also talks about the New Public Sector Management .And throughout the paper we will discuss some specific cases which will show us exactly how the ICT is changing the face of the health sector in some countries . Page 3 Department of Management Studies,IIT Roorkee Page 3 Contents 1. Introduction ........................................................................................................................................4 2. ICTs and the health-related MDGs (Millennium Development Goals)...............................................5 3. Using ICTs in the Health sector..............................................................................
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...training. The reason why I chose as a topic is to share interesting information in way of hiring and training as though it is a short case study. I don’t know if how and what kinds of process other countries are carrying. I want to tell you current situation in workplace lively. I will describe current situation with a few examples focusing on new employees from my point of view as a work experienced person. I have organized my paper into two main sections. One is providing how to choose new employees and the second one is how to train for employees. I guarantee the following things are real Korean appearances now. Millennial Generation !? Hire like this ! I dreamed I could do significant projects perfectly and quickly in comfortable workplace when I get started my first job after graduation. As everyone knows, the high expectation comes great the disappointment. The companies should not leave as it is. They need to show reality of work environment to new employees. The young have a completely different set of values and expectations. If the companies do leave them, new employees would be frustrated and ready to leave their company. Here is an example. Asante, pests control company in Japan, was having difficult time due to about 40 % turnover of new employees by reason of 3D job. The best way is needed for retaining. At the end of worries, new employees were made to burst their bubble prior to stating. The recruit orientation, called ‘Attention to reality in Asante’, was held...
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...The Effects of a Supported Employment Program on Psychosocial Indicators for Persons with Severe Mental Illness William M.K. Trochim Cornell University Running Head: SUPPORTED EMPLOYMENT [pic] Abstract This paper describes the psychosocial effects of a program of supported employment (SE) for persons with severe mental illness. The SE program involves extended individualized supported employment for clients through a Mobile Job Support Worker (MJSW) who maintains contact with the client after job placement and supports the client in a variety of ways. A 50% simple random sample was taken of all persons who entered the Thresholds Agency between 3/1/93 and 2/28/95 and who met study criteria. The resulting 484 cases were randomly assigned to either the SE condition (treatment group) or the usual protocol (control group) which consisted of life skills training and employment in an in-house sheltered workshop setting. All participants were measured at intake and at 3 months after beginning employment, on two measures of psychological functioning (the BPRS and GAS) and two measures of self esteem (RSE and ESE). Significant treatment effects were found on all four measures, but they were in the opposite direction from what was hypothesized. Instead of functioning better and having more self esteem, persons in SE had lower functioning levels and lower self esteem. The most likely explanation is that people who work in low-paying service jobs in real world settings generally do...
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...The Effects of a Supported Employment Program on Psychosocial Indicators for Persons with Severe Mental Illness Running Head: SUPPORTED EMPLOYMENT Abstract This paper describes the psychosocial effects of a program of supported employment (SE) for persons with severe mental illness. The SE program involves extended individualized supported employment for clients through a Mobile Job Support Worker (MJSW) who maintains contact with the client after job placement and supports the client in a variety of ways. A 50% simple random sample was taken of all persons who entered the Thresholds Agency between 3/1/93 and 2/28/95 and who met study criteria. The resulting 484 cases were randomly assigned to either the SE condition (treatment group) or the usual protocol (control group) which consisted of life skills training and employment in an in-house sheltered workshop setting. All participants were measured at intake and at 3 months after beginning employment, on two measures of psychological functioning (the BPRS and GAS) and two measures of self esteem (RSE and ESE). Significant treatment effects were found on all four measures, but they were in the opposite direction from what was hypothesized. Instead of functioning better and having more self esteem, persons in SE had lower functioning levels and lower self esteem. The most likely explanation is that people who work in low-paying service jobs in real world settings generally do not like them and experience significant...
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...lowest call rates |2-3 US cents | |2 |the fastest growth in the number of subscribers |15.31 million in 4 months | |3 |the fastest sale of million mobile phones |in a week | |4 |the world's cheapest mobile handset |US$ 17.2 | |5 |the world's most affordable color phone |US$ 27.42 | |6 |largest sale of mobile handsets |in the third quarter | Segment-wise growth Wireless segment has emerged as the preferred mode of telephone service by the consumers, reflected in the rising share of mobile phone connections to total connections. 1. The share of mobile phones has increased from 71.69 per cent at the end of March 2006 to 87.68 per cent at the end of May 2008. 2. While total mobile subscriber base was 277.92 million, wire line subscriber base was 39.05 million. 3....
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...cannot be underestimated. As a result, equipping these unique assets through effective training becomes imperative in order to maximize the job performance. Also position them to take on the challenges of the today’s competitive business climate. Although extensive research has been conducted in the area of Human Research Management, the same cannot be said on employee training especially as it concerns developing countries. The purpose of this thesis was to evaluate the effects of training on employee performance, using the telecommunication industry in Uganda as case study. In order to understand the study aim, four goals were developed and these focused particularly on identifying the training programs’ existing in the industry, the objective of the training offered, the methods employed and finally the effects of training and development on employee performance. The study was based on three case studies of the biggest telecommunication companies operating in Uganda. A qualitative research approach of the data collection was adopted using a questionnaire comprising of 18 questions distributed to 120 respondents. Based on this sample the results obtained indicate that training have a clear effect on the performance of employees. The findings can prove useful to Human resource managers, Human resource policy decicision makers, as well as...
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...VODAFONE Vodafone is a world leading mobile telecommunications company. Vodafone provides a wide range of communication services, including voice calls, SMS text messaging, MMS picture and video messaging, internet access and other data services. The group has 221 million direct customers including private consumers and corporate customers in diverse markets around the world. Governance Overall responsibility for corporate responsibility (CR)/sustainability lies with Vodafone’s Group Executive Committee (ExCo). The ExCo is chaired by the Chief Executive Officer (CEO) and consists of two CEOs from Vodafone’s operating business units – Europe and Emerging Markets (Asia-Pacific, America, Eastern Europe and Africa), as well as the Group Corporate Affairs Director, CFO, Chief Technology Director, Group Strategy and New Business Director, Group General Counsel and Corporate Secretary, Chief Executive of Global Business Development, Chief Marketing Officer and Group HR Director. CR performance is regularly discussed at ExCo and once a year at Vodafone's main Board. The Group Corporate Affairs Director is the ExCo member with responsibility for CR, and Vodafone’s Group Corporate Responsibility Director reports to the Group Corporate Affairs Director, as well as leading the Group CR team. The Group CR team works with local operating companies and Group operational functions to develop policies on CR issues. Additional Group resources are also dedicated to key issues, such as radio frequency...
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...Introduction: Crowdsourcing: Crowdsourcing emerges as a new paradigm of organization used by companies to reach out to distributed talent in the context of a globally interconnected society (Villarroel et al 2007, 2011a, 2011b). Although the term “crowdsourcing” is relatively new (Howe 2006), and it has only received theoretical attention by management academics in recent years (Geerts, 2009) (Malone, et al., 2010), crowdsourcing initiatives led by companies have over two decades of existence, finding roots in the software industry (von Hippel & von Krog, 2003). Crowdsourcing offers a new business model that allows companies to gather faster and at a lower cost, the knowledge distributed among the population, specific to each one of us, the knowledge of time and place. (Hayek, 1945) (Schenk & Guittard, 2011)(Villarroel 2008, 2011c; Villarroel & Taylor 2007). (Malone, et al., 2010) Even though crowdsourcing is emerging recently to the understanding of a wider audience, it has stuck the eye of a few lecturers as early as 1998, whilst Thomas Malone and Robert Laubacher, noticed the organizational changes in motion and expected long term consequences (Malone & Laubacher, 1998). The Linux case has highlighted these new flexible businesses which might be assembled at some point of the initiatives and then are dissolved once the venture is done so staff can then seek for long term projects to paintings on. (Malone & Laubacher, 1998) This new style revolutionizes the organizational construction...
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