...THE DEVELOPMENT OF MANAGEMENT THOUGHTS Basic Approaches of Organisational Behavior An Interdisciplinary Approach: It is integrating many disciplines. It integrates social sciences and other disciplines that can contribute to the Organizational Behavior. It draws from these disciplines any ideas that will improve the relationships between people and organization. Its interdisciplinary nature is similar to that of medicine, which applies physical, biological and social science into a workable medical practice. Organizations must have people, and people working toward goals must have organizations, so it is desirable to treat the two as a working unit. Scientific Management Approach: The fundamental concern of the scientific management school was to increase the efficiency of the worker basically through good job design and appropriate training of the workers. Taylor is the father of the scientific management movement and he developed many ides to increase organizational efficiency. Taylor showed that through proper job design, worker selection, employee training and incentives, productivity can be increased. The scientific management school advocated that efficiency can be attainted by finding the right methods to get the job done, through specialization on the job, by planning and scheduling, by using standard operating mechanisms, establishing standard times to do the job, by proper selection and training of personnel and through wage incentives. A Human Resources...
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...Moral Development in Management Hai Dao MGMT-8010-1: Management in Human and Societal Development Dr. Donna Brown Walden University June 29th 2014 Moral Development in Management Today organizations face great challenges in managing their workforces effectively. With the trend of globalization in business, managers are required to update their knowledge and education on how to make the most use of organizational resources, including human and materials. However, humans are probably the most important resources of any organization. They are the ones to operate equipments; handle materials; and produce output. They are also the ones to provide customer service and receive feedback that can be useful for the organization. With that said, management has evolved over the years to adapt to the human development within organizations. Many theories have been applied to help managers manage their workforce more effectively. One of the theories that will be addressed in this paper is Lawrence Kohlberg’s theory of moral development, because one believes that moral development of people is related the success of the organization. Kohlberg’s Theory of Moral Development The main concept of Kohlberg’s theory of moral development is that it “extended Piaget’s theory, proposing that moral development is a continual process that occurs throughout the lifespan” (Cherry, n.d.). Indeed, learning never ends, especially when people are trying to adapt to the changing environment of the workforce...
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...My Passion management model incorporates different managerial styles based on the job at hand and the objectives to be reached The Visionary style has the primary objective of providing long-term direction and vision for employees. Also known as the “firm but fair manager” who sets the vision for the team, clearly and compellingly, then steps back and allow the team to work. The manager steps in from time to time to reiterate the vision if required, motivates by persuasion and feedback on task performance. The Participative style has the primary objective of building commitment and consensus among employees: The “everyone has input” manager, it encourages employee input in decision making and motivates them by rewarding team effort. Employees are encouraged to think for themselves, act on their own behalf and be accountable for their job duties. This promotes autonomy in the workplace, and is conducive to high employee morale and productivity. The Pacesetting style has the primary objective of accomplishing tasks to a high standard of excellence. The “do it myself” manager, the manager performs many tasks personally and expects employees to follow his/her example, by so doing, the manager motivates employees by setting high standards and expects self-direction from employees The Team Work style. In teamwork style of management, tasks are accomplished by constituting teams first, and then dividing the tasks among the teams. It is commonly observed that tasks are accomplished...
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...People management could be defined as a concept that relies on change and flexibility over periods of time. Nowadays in this fast-moving world where new technologies and innovations lay in the foreground of the business, management improvements are inevitable – ‘The nature of work and industrial organisation is truly changing with unnerving speed’ ( Kumar,1991,p201, Bradley, 1999). This perception has been a subject of many discussions and analyses and is still very relevant and popular among the managers worldwide. Therefore considering management development as a crucial part from the giant machine called ‘industrial business’, my chosen organisation is a massive global company with strong history heritage in this current area. In this essay the main topic for discussion will be how Unilever changed its management strategies in terms of its people over the years based on a few management ideologies, and what are the positive and negative outcomes from these alterations. The basic management theories which are going to be used are Systematic management (Taylorism, Fordism), People Management and Environmental Management as well as some additional theories which will support and clarify the made arguments in order to be achieved both depth and breadth of the critical analysis. The main reason why Unilever was chosen to be discussed in this paper is because it is one of the most successful organisations in the fast-moving consumer goods industry today, with strong, built...
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...values and objectives 3 1.2 Evaluation of leadership and management skills 4 1.3 Assessment of personal leadership and management skills 5 1.4 Personal leadership skills 6 TASK2 7 2.1Assesment of opportunities in relations to developing leadership and management skills 7 2.2 Personal development plan 8 2.3 Personal Development 10 Task3 11 3.1Reviewing personal development plan and main objectives 11 3.2 Evaluation of Leadership, management skills and personal development 13 3.3 Other areas of development 15 Conclusion: 16 REFERENCES 17 Introduction: A Leadership defines the objectives, culture and the values of the organization. The leadership style is what drives the operating power of the organization. The ideal leader would have key knowledge about the organization and would have the correct set of skills to make decisions for the future of the organization. Therefore in this paper we are going to discuss leadership in context and its effects on organizational objectives, values and culture. A section in this paper is also dedicated to personal development. Task 1 1.1 Impact of organizational culture, values and objectives Denison et al(2000) suggests that he culture of the organization is involved within the operational perspective of the organization and gives significant evidence of performance enhancement within the organization. Due to the ubiquity of an organization, management is required to pin point fundamental aspects of the company...
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...UNIVERSITY OF SUNDERLAND ASSESSMENT COVER SHEET / FEEDBACK FORM BA (HONS) BUSINESS MANAGEMENT Student ID: Module Name: Center / College: Assessment Title: Learning Outcomes Assessed: Learning Outcomes Assessed: Feedback relating learning outcomes assessed and assessment criteria given to students: Mark: Student Name: Module Code: Due Date: Hand in Date: Areas for Commendation: Areas for Improvement: General Comments: Assessors Signature: Overall Mark (subject to ratification by the assessment board) Moderators Signature: Students Signature: (you must sign this declaring that it is all your own work and all sources of information have been referenced) University of Sunderland REPORT S I M3 3 7 Contemporary Developments in Business and Management Name: Student number: Hand-In-Date: Eugen Nagel 089 111011 08 January 2010 Abstract This is a management report of 3,500 to 4,000 words on the organisation TUI Aktiengesellschaft (AG = PLC), situated in Germany, which operates globally. This report should assesses the impact of external and internal factors on the organisation and evaluate the organisation responses. (In the case of a large organisation or industry-sector it is permissible to confine your report to part of the organisation or industry-sector.) The report consists of two tasks: The first task is to describe and analyse the primary internal and external influences to which the organisation TUI (Touristik Union International)...
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...Running Head: PERFORMANCE, CAREER MANAGEMENT AND DEVELOPMENT Performance, Career Management and Development at Kudler Fine Foods Introduction Kudler Fine Foods is a food store situated in the San Diego metropolitan area. Its stores are located at different locations of California. The main focus of the store is to have profit maximization by providing quality products at appropriate prices in comparison of the competitors. The company also wants to provide maximum satisfaction to its customers. Through this objective, the store wants to have major growth. The company currently wishes to enlarge its services by attaining perfection in the efficiency of its operations and due to this company’s management wants me to restructure my team by adopting and developing different measures and plans. Here, I will develop a proposal for the company that will entail recommendations and justifications to upper management in concern to the job descriptions and qualifications for five new positions, a training program to introduce and enhance the skills and qualifications of new and current employees, methods for evaluating employee and team performance, including a progressive discipline process, challenges of the team performance evaluation, incentives and benefits packages, strategies for managing employees’ career development, like promotions, educational opportunities, accommodations for diversity and so on and a fair and appropriate compensation plan. Job Descriptions...
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...Assessment #4 Employee Performance Management and Development Strayer University HRM530 Section May 29, 2011 I. The following are factors causing the employee’s dissatisfaction: a. The employee is exhausted and frustrated, because the work seems to be at once too much and too little. b. The employee feels overworked and does not feel any excitement about her work. c. The employee does not feel she is being challenged to learn skills that will help her reach her ultimate goal of owning her own business. II. In regards to the above factors that caused the employee’s dissatisfaction, the following are those that could be addressed with improvements in the way the organization handles development: a. The organization could reassign responsibilities that the employee does not like or that are routine to assist employees who are exhausted and frustrated, because the work seems to be at once too much and too little (p. 394). b. The organization could provide opportunities for employees to cross-train in other roles and responsibilities to increase the feeling of excitement about work (p. 394). c. The organization could expand the job to include new, higher level responsibilities to learn skills that will help the employee reach her goal of owning her own business (p. 394). III. Regarding his employee, Malik should do the following tomorrow: a. The first thing Malik should do is schedule time to meet with his boss. Malik is a new manager and new to his workplace. He...
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...Journal of Management Development The evolving role of strategic management development Paul Brown Article information: To cite this document: Paul Brown, (2005),"The evolving role of strategic management development", Journal of Management Development, Vol. 24 Iss 3 pp. 209 - 222 Permanent link to this document: http://dx.doi.org/10.1108/02621710510584035 Downloaded by Universitas Pendidikan Indonesia At 20:32 22 February 2015 (PT) Downloaded on: 22 February 2015, At: 20:32 (PT) References: this document contains references to 29 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 9372 times since 2006* Users who downloaded this article also downloaded: David Lamond, Lee D. Parker, Philip Ritson, (2005),"Fads, stereotypes and management gurus: Fayol and Follett today", Management Decision, Vol. 43 Iss 10 pp. 1335-1357 http:// dx.doi.org/10.1108/00251740510634903 Marilyn M. Helms, Judy Nixon, (2010),"Exploring SWOT analysis – where are we now?: A review of academic research from the last decade", Journal of Strategy and Management, Vol. 3 Iss 3 pp. 215-251 http://dx.doi.org/10.1108/17554251011064837 Uma D. Jogulu, (2010),"Culturally-linked leadership styles", Leadership & Organization Development Journal, Vol. 31 Iss 8 pp. 705-719 http://dx.doi.org/10.1108/01437731011094766 Access to this document was granted through an Emerald subscription provided by 601976 [] For Authors If you would like to write...
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...DEVELOPMENT PROCESS AND PROJECT INTEGRATION MANAGEMENT Human Resources Management System Project Master of Science in Information Technology TS5990 – Integrative Project Capella University Prepared by Monica Macedon Presented to Instructor - Professor Sharon Gagnon November 26, 2005 Contents Page Abstract 3 Purpose 4 PROJECT MANAGEMENT 6 Project Scope 6 Project Plan 7 PROJECT COMMUNICATION MANAGEMENT 8 Human Resource Communication 8 PROJECT CONTROLLING 8 Integrated Change Control 8 PROJECT COST MANAGEMENT 9 Costs and Benefits 9 PROJECT QUALITY MANAGEMENT 10 Quality Control 10 PROJECT RISK MANAGEMENT 10 Project Risk Plan 10 PROJECT EXECUTION 10 Executing Processes 10 SYSTEM IMPLEMENTATION 48 Integration Plan 48 Conversion Plan 48 APPENDICES Appendix A: Eastern Carolina Vocational Center Business Statement 14 Appendix B: Project Charter 16 Appendix C: Scope Statement 19 Appendix D: HRMS Work Breakdown Structure 21 Appendix E: Stakeholder Communication Analysis 23 Appendix F: Status...
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...Case Study 3: Risk Management on a Satellite Development Project Machelle L. Green Prof. N. Lattus Human Resource Project Management August 22, 2013 Importance of Having a Risk Plan Risk management involves performing SWOT analysis of Strengths, Weaknesses, Opportunities and Threats relating to details of project planning, financing, construction, operation and transfer (Duff, 2013). The Satellite Development Project developed a risk plan early in the beginning of their project phase. They focused on four core unknowns such as cost, time, scope and resources. If the Development Project had not developed a risk plan that focused closely on avoiding issues with the four core unknowns, there are many risks that could have occur and delayed the project. The first risk involves whether the project has been properly planned, adequately priced and funded (Duff 2013). The cost of a project is an issue that definitely would have developed without the team being preparing for the risk. The cost of carrying out a project is largely dependent on the funding made available to secure the project. The idea of reducing the cost of funding for the project makes the stakeholders happy as well as all involved as it contributes to the success of the project. Time is as important as the plan itself. The Satellite Development Project had a tight time line for production. Often time lines are needed to give each development a chance to produce the final product...
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...International Islamic University Malaysia Abstract Consumers’ decision making on purchase is a type of analytical process and frequently they undergo a similar psychological process in deciding what products and brand to buy. Product price and brand are several factors that affect customer’s spending behavior in satisfying their needs and hence, it is important for manufacturer and retailers to know what factors that encourage customers to buy a product. The purpose of the present paper therefore, is to investigate the influence of product price and brand among students who represent adolescents, on their spending behavior. Questionnaires were distributed among students from Kuliyyah Economics and Management Sciences of International Islamic University Malaysia (IIUM) to view their judgment about this issue. The results then propose that most of the students valued product price more than brand name of products in selecting things to purchase. Table of content Page Introduction 4 Literature Review 7 Methodology 10 Findings/Discussion 12 Conclusion 17 References 19 Appendix A 21 Introduction Background of Study As technology is rapidly growing these days, most consumers now are well-informed about the products in the market...
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...Managing Human Resources HRD, Performance and Reward Management The current Coles regional store manager is currently underperforming in the role the company has assigned for them. As this position of regional store manager plays a key role in Coles achieving its organisational objectives through inspiring, engaging and leading a team of staff to embrace and demonstrate the above values. (Nanverkis, Baird, Coffey, & Shields, 2014) Suggest that human resources should review an organisations strategic direction before selecting recruits. All positions should be reviewed and aligned with the corporate strategy to ensure corporate goals are achieved. Human resource management is one of the most essential departments of an organisations success. The overall goal of this management team is to make sure that the organisations relations with their employees are satisfied. This includes attracting, developing and maintaining a quality workforce and developing performance objectives (Schermerhorn, et al., 2014). The human resource department is investigating one of the current regional manager’s performances. Reports have indicated that the regional manager is underperforming. Underperforming employee’s need to be addressed and handled by the organisation. Detailing several issues will help realign the employee with the organisations goals. The issues being addressed will actively engage and offer recommendations in assisting the regional store manager to effectively perform...
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...DSSL1014 Life Skills Curriculum Development and Management Division COURSE TITLE LIFE SKILLS (Kemahiran Hidup) COURSE CODE DSSL1014 CREDIT 6 PREREQUISITE/S N/A SYNOPSIS This course is designed to introduce the students to learn and adopt several comprehensive life skills in helping them develop skills for daily living which cover a wide array from surviving or developing coping skills in forestry and aquatic, stress management, anger management, communication skills, leadership and social skills. (Kursus ini direka bentuk untuk memperkenalkan pelajar mempelajari dan mengamalkan beberapa kemahiran hidup yang komprehensif dalam membantu mereka membangunkan kemahiran untuk kehidupan seharian yang meliputi berbagai sudut dari kemahiran mempertahankan diri atau mengembangkan kemahiran menangani masalah dalam bidang perhutanan dan air, pengurusan tekanan, pengurusan kemarahan dan pengurusan wang, komunikasi kemahiran, kepimpinan dan kemahiran sosial) LEARNING By the end of this course, students will be able to: OUTCOMES o Recognize knowledge of forestry and aquatic in the region. [C1, CS, CT, TS, LL, EM] o Select suitable evacuation strategies and manage the setup of logistics when dealing with natural and man-made disasters. [CS, CT, TS, LL, EM] ...
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...Management accounting is not new in any sense of the world. The origins of modern management accounting can be traced to the emergence of managed, hierarchical enterprises in the early nineteenth century (Johnson and Kaplan, 1987) [2]. The Industrial Revolution in the early nineteenth century resulted in the emergence of a factory system that dramatically changed the production process (Ashton, D., Hopper, T. and Scapens, R.W. 1991) [3]. This has created a new demand for accounting information. Market information, which had automatically provided details of materials and piecework labor costs incurred in meeting each customer’s order, was no longer available. In particular, information was required to determine the cost of the internal operations and also to measure the efficiency of converting materials leading to the finished product (Parker, 2002) [4]. Johnson and Kaplan (1987) [2] suggest that, notwithstanding the impact of the Industrial Revolution, the emergence and rapid growth of railways in the mid-nineteenth century was the major driving force in the development of management accounting systems. New measures such as cost per ton-mile, cost per passenger mile and the ratio of operating expenses to revenues were created and reported on a segmental and regional basis. Many of the innovative management accounting measures developed by railway companies were subsequently absorbed and developed by the other business sectors. During the nineteenth century the development...
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