...Organizational theory NEOCLASSICAL AND MODERN THEORIES OF MANAGEMENT TABLE OF CONTENTS Introduction 3 I Company background II Human Resource Department 2.1. Recruitment and Placement 2.2. Training and Development 2.3. Compensation 2.4. Employee Relations III Evaluation measurement Conclusion 17 Reference 18 Introduction This assignment is an overview of two important areas of management: Neo-classical and Modern theories. It will provide a general description of each of these management theories together with observations on the environment in which these theories were applied and the successes that they achieved. I NEO-CLASSICAL THEORY (1920s-1950s) The Traditional classical theory and its principles are attacked on the ground that they are contradictory, pay little attention to motivation, and make hasty pronouncements on what should be done without examining time assumptions underlying such pronouncements. As such, these principles do not represent the heart of knowledge of management but a small part of the total body of administrative management. As a reaction to schools of classical theory which over-emphasized the mechanical and physiological characters of management, came up the schools of neoclassical theory with a more human-oriented approach and emphasis on time needs, drives, behaviors and attitudes...
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...managers differ from nonmanagerial employees? The answer to this question used to be straightforward, but the line between managerial and nonmanagerial employees has blurred as more employees take on task once reserved for managers. To keep the answer from becoming too complicated, the best way to address this question is to focus on the fact that a manager’s job is about helping others do their work. 2. Is your course instructor a manager? Discuss in terms of managerial functions, managerial roles, and skills. Course instructors (in contrast to individuals who hold positions such as department head) are not usually classified as managers. In most situations, a course instructor does not fall within the definition of a manager when utilizing managerial functions, mainly because students are clients rather than employees. In some cases, an instructor has little input about course content or how it is to be taught. In these instances, the instructor makes few managerial decisions. In terms of managerial roles, course instructors may be involved in some ways in the interpersonal, informational, and decisional roles. For example, a course instructor could be seen as a liaison (interpersonal role), a monitor and disseminator (both informational roles), and a disturbance handler and negotiator (both decisional roles). Regarding managerial skills, course instructors certainly need technical skills—knowledge about the latest research and conceptual developments in a...
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...consider to be one of the great enemies of innovation—Home Depot’s CEO Bob Nardelli—bite the dust. Nardelli is a classic, GE-trained Six Sigma, command-and-control CEO and he imposed his mechanical process on a company that was known for its great fuzzy-front-end, pro-consumer culture. At a time when companies are learning that they are in the business of building tools to empower customers to create their own, personal products and services, Home Depot was literally in that space decades ago. It faltered and brought in a systems guy—trained in 1990s GE—and made the classic mistake that other companies make. Unfortunately, the new guy replacing Nardelli is another GE-alumnus. Let’s hope he’s more like Jeff Immelt than Nardelli. Nardelli came into Home Depot with a managerial style that was already obsolete and being replaced at GE by Immelt with his emphasis on eco-imagination. Autocratic top-down, command and control works great when you focus on process—cost and quality. Six Sigma measures all that stuff wonderfully. Nardelli couldn’t see beyond this. He hired dozens of command-and-control military guys to manage. He shifted Home Depot away from retail to a new contracting business that could more easily be controlled and measured. He was comfortable with this low-margin, wholesale business because it fit into his managerial style. When you live by measurement and numbers, that’s what you build—things you can easily measure—such as whole contracting operations. Nardelli gutted the...
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...Please find enclosed Case Study One – Designing a Reward System for “The Fit Stop”, for your review. Using point form, write a brief description of the organization, its employees, and its challenges. What is the organization's domain? (10 points needed) Organization: * The Fit Stop is a new franchise opening in four months. * The Fit Stop will sell all types of training, fitness conditioning and exercise equipment to the general public * The Fit Stop plans to specialize beyond equipment to provide customers with personalized advice geared to customer’s specific training/conditioning needs * It will be starting out with stores in major cities in Ontario and in four western provinces – with plans of expanding to Quebec and the Atlantic provinces * Stores will be located in shopping malls, operating 7 days a week: 9am – 9pm weekdays, Saturdays: 9am – 6pm, and Sundays noon – 6pm. Employees: Employees will range from highly educated (degrees) to high school educated * total employees per store will be 11 to 15 fulltime employees * each store will employ physiotherapist and a person with a Bachelor’s Degree in Kinesiology. * each store will have a Manager with a Bachelor of Commerce Degree * each store will employ sales staff with a minimum high school diploma (8 to 12 per store) Challenges The Fit Stop knows that even though their competitors will sell their equipment at a lower price, none will have the range of equipment that they...
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...32 Asia Pacific Journal of Human Resources 2004 42(1) Human resource management strategies in practice: Case-study findings in multinational firms Irene K.H. Chew* Nanyang Technological University, Singapore Frank M. Horwitz* University of Cape Town, South Africa, and Nanyang Technological University, Singapore Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective of HRM requires the firm to identify and adopt human capital initiatives likely to enhance competitiveness and shareholder value. A key question considered here is the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries to address these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally. Keywords: convergent/divergent practices, human resource strategy, multinational firms There is a paucity of empirical, especially case-study research on human resource management (HRM) strategies of multinational...
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... Allocate resources for future activities • Research & development: to improve products and processes. Innovation and strategy is more important than price. • Diversification, related & unrelated: - Unrelated diversification: when managers acquire businesses in which they have few if any organizational capabilities to give them a competitive edge (ignore logic of managerial enterprise) This leads to: • Separation of top vs middle managers: - Top managers have little knowledge of or experience with the technological processes and markets of the new acquisitions - Overload in decision making at the corporate office • Stock market pressures: loose profits and market share if: - Entrepreneurial enterprises fail to become managerial enterprises - Managerial enterprises fail to maintain their competitive capabilities • Short‐term thinking: making a quick buck and trying to gain competitive edge through unrelated diversification Chandler’s major claims • Logic of Managerial Enterprise:...
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...Involvement, Locus of Control and Managerial Performance Journal: Manuscript ID: Manuscript Type: 23rd Annual Australian and New Zealand Academy of Management Conference draft Paper just-in-time < 15. Technology, Innovation and Supply Chain Management, manufacturing technology < 15. Technology, Innovation and Supply Chain Management, operations management < 15. Technology, Innovation and Supply Chain Management, performance measurement < 15. Technology, Innovation and Supply Chain Management Keywords (Select the keywords for the Track(s) which you have selected on the previous step): Page 1 of 25 ANZAM 2009 Manager’s Degree of JIT Involvement, Locus of Control and Managerial Performance ABSTRACT The competitive global environment has lead many firms into adopting practices that focus on eliminating inefficiencies across the enterprise and its supply chain. The Just-in-Time philosophy is one such practice, however, research has predominantly focused on its technical features and on organisational variables, with surprising little research at the individual level. This paper examines JIT at an individual level and argues that the manager’s locus of control orientation would interact with their degree of JIT involvement to affect managerial performance. The results of a survey of 60 managers employing JIT, demonstrate that an increased degree of JIT involvement leads to a more positive effect on managerial performance for internal locus of control managers than for...
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...situation. Rank your answers from 1-4 with #1 being the most appropriate leadership response and #4 the least appropriate leadership response. 1. You serve as the Project Director in your department and have been assigned responsibility to design and implement a new initiative. You have hired/recruited a Project Team that is eager to begin work with you in developing and implementing the new initiative. You have scheduled a series of planning meetings with your Team. At these first meetings of the Team, YOU WOULD. . . _____ a) Make sure that you define the responsibilities of the team, present an overview of the design process you are going to use, direct the work of the team in developing the new project, and closely monitor progress in implementing the project. _____ b) Direct the work of the team in designing and implementing the new project and encourage team members to work together by recommending ideas, making decisions on the final design, and implementing the project. _____ c) Facilitate the work of the team by encouraging cooperation and involvement of all team members as they design and implement the new project. _____ d) Allow the team to design and implement the project on their own with your support and with the resources that you have given them. 2. The Team that you coordinate as Project Director has been working well together over the past year to design and implement the organization’s plans and projects with your input and ...
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...The Effective Managerial Leadership Style that Sustains Middle Management Job Satisfaction and Job Retention for Organizational Success Vivienne Huang Author Note Correspondence concerning this article should be addressed to Vivienne Huang, E-mail: Vivienne.huang@gmail.com Abstract Managerial leadership styles greatly determine how organizations deal with challenges and capitalize opportunities in the hospitality industry, especially for organizations with multi-level operational structures and numerous geographic locations. Changes of managerial leadership style of senior corporate management can significantly impact job satisfaction and retention of middle managers which ultimately affect a firm’s ability to maintain customer satisfaction, enhance competitive advantage in the marketplace, and sustain profitability. While traditional management approaches supply standards and processes, direct and control people, work in the system to deal with status-quo, effective managerial leadership provides leaders the integrating capacity to significantly impact on the life of their followers and the future of the organization. Interactions between top management and middle management are critical for meeting organizational objectives and executing strategic development. Top executives must carefully examine and determine the most appropriate managerial leadership style that inspire, motivate, guide and support middle managers to achieve higher performance, commitment, trust and...
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...Module 2 – Activity 2.4 Group Project Group 1 Members: Adam Gunter Jon Bagley Trisha Harris Joseph Wengerd – Non Participant a. Group Dynamics Hofstede’s Cultural Dimensions | Adam Gunter | Jon Bagley | Trisha Harris | Group Average | Power Distance | High | High | Moderate | High | Individualism | Low | High | High | High/Mod | Masculinity | High | High | High | High | Uncertainty Avoidance | High | Low | High | High/Mod | Hofstede’s Cultural Dimensions | Adam Gunter | Jon Bagley | Trisha Harris | United States Born | X | X | X | Different Nationality | | | | Lived Abroad | X | | | Traveled Abroad | X | X | X | b. Question Responses * To what extent are the ratings derived from your group consistent with each other or with Hofstede’s results? Individualism is the highest ranking in Hofstede’s Analysis. With a group of 3, Masculinity is our highest-ranking dimension. Everyone in the group ranked High with masculinity, which means that the U.S. experiences a higher degree of gender differentiation of roles. Males dominate many roles, though women are more competitive. The results for power distance are not consistent with Hofstede as the 2nd ranking among our group. This means that societal levels from governments, families and businesses are more equal and allows for cooperation and a more stable cultural environment. 2/3 of the group showed a high individualism dimension. This data provides that being from the...
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...Do Effective Managers Also Need To Be Good Leaders? Remember the difference between a boss and a leader: A boss says, "Go!" a leader says, "Let's go!" - E.M. Kelly In order to answer the above question, we first need to define managers and leaders. Each of who have their roles defined. Then, we should compare the differences and similarities between the two, and determine if effective managers need to be good leaders. A manager is one who gets things done through other people, in order to achieve stated organizational objectives . Thus, an effective manager is one who efficiently and successfully can achieve the objectives of the organization. Managerial work can also be summarized as clarification of objects, planning, organizing, directing and controlling. ‘Effective Manager' can thus be defined in the terms of the quantity and quality of standards of performance, and the satisfaction and commitment of subordinates. Leadership is often linked with reference to one person leading. Leadership is a self-motivated and involves four components. First, to lead involves influencing others. Second, where there are leaders there are followers. Third, leaders seem to come to the forefront when there is a crisis or special problem. In other words, they often become visible when a ground-breaking response is needed. Fourth, leaders are people who have a clear idea of what they want to achieve and why. Thus, leaders are people who are able to think and act creatively in non-routine...
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...than art and science Managing is working with and through people to accomplish the objectives of both the organization & its members. * It means art or skills of directing human activities and physical resources in the attainment of predetermined goals. * According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, to coordinate, and control”. * According to Louis Allen, “Management is what managers does in the organisations”. * Is the process of using what you have { RESOURCES }, to do what you want to do …. {GOALS} 6 categories of resources: * People, Money, Time, Work Procedures, Materials, Equipment GOALS * Profit Levels or Maximum cost levels ,Maintenance or growth of financial strength, Quality standards, Management concerns, Professional obligations, Societal concerns WHAT IS MANAGEMENT? Management involves coordinating and overseeing the work activities of others so that their activities are completed efficiently and effectively. Coordinating and overseeing the work of others is what distinguishes a managerial position from a non-managerial one. However, this doesn’t mean that managers can do what they want anytime or in any way. Instead, management involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them. Manager -is a person who is responsible for coordinating and overseeing the work of other people so that organizational goals can be realized...
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...Human Nature And Managerial Behaviour Management Essay A managerial style this is also to guide me along the way and take a picture to draw won my attention to difference bits of knowledge. If I have a good managerial style then I can take with me on my journey to becoming a better manager. And also manager need to some master basic skills and we have to find out what is management is the vital skills involved the most important tasks that I have to carry out and how I am become to be a good manager. 1. About human nature and managerial behaviour: Human nature is the common qualities of all human being people behave according to certain principles of human nature. Human needs are an important part of human nature. Values, beliefs, and custom, differ from country to country and even within group to group, but in general, all people have a few basic needs. As a manager or leader we must understand these needs because they can be powerful motivations. The models which make suppositions about human nature and behaviour at work: Our sense of self worth of significant is related to our social human nature behaviour. But it is not only an image presently by oneself or attributed to us by others. It is also depends with expectation and obligation about how to behave. Assumption: the theory X managers believes that people have an inherent dislike to work, wish to avoid responsibility, and must be coerced, controlled, directed, and threatened with punishment in order to achieve...
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...Assessment Brief Qualification Higher National Diploma in Business Module code and title B403: Organisations and Behaviour Level and credit value Level 4, 15 credits Issue date 14/10/2014 Hand in deadline Midday, 6th January 2016 Presentation/Viva Date (if applicable) n/a Examiner name Ritchie Mehta Assessment overview As part of this assignment students are required to produce a 4,000 – 5,000 word report for the board, specifically focussing on the following four sections Section 1: Culture at FacileAvion Section 2: Management and leadership at FacileAvion Section 3: Motivation at FacileAvion Section 4: Effective teamwork Scenario/Vocational Context The assignment for the Organisation Behaviour module is project based on the following scenario: You work for FacileAvion the largest low cost airline operating in Europe. There has recently been a change of management at the board level and they are looking at how they can improve employee engagement over the next few years. The new Board have noticed that employee satisfaction feedback scores have consistently been decreasing over the last year and would like you to carry out an analysis as to the reasons and provide recommendations. Task 1 (this task provides evidence for LO 1.1, 1.2, 1.3) Section 1: Culture at FacileAvion Discuss the role of culture by focussing on the following areas: Compare and contrast different organizational cultures and structures (1.1) Explain how the relationship between organisation...
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...MANAGEMENT PROGRAM TYPES: * Individual based performance. * Performance reviews are conducted at least annually. * Performance reviews are based on individual job related requirement. * A standard form or approach is used. * Performance standard are used. * The review includes a review of past performance. * The reviews include a discussion of how performance may be improved or how an employee’s skill may be developed. * Team based performance. * Performance reviews are conducted at least annually. * Performance reviews are based on overall team performance and how the employee functions as a part of a team. * The emphases of the program s on improving the quality of product constantly improving systems and process and on preventing problems and eliminating them. * The program provides guidance for the education, training and self improvement of the employee. EMPLOYEE INVOLMENT: Performance...
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