...Resource Management. Namely the “hard” and “soft” HRM practices identified by Storey (1989). One of the aspects from which the HRM practices will be valued is employer’s attitude towards employees. As those practices are completely different in nature, the way how management treats their workers distinguishes a lot. Therefore, comparative analysis will identify the contrast between the styles. Another aspect from which the HRM practices are going to be assessed is a pay scheme followed in each type of management. Introduction Human Research Management as a practice and tool to manage employees in the organization evolved quite recently. The predecessor of HRM is personnel management, which came into formation due to industrial development around the world. Since the beginning of 20th century many organizations opened personnel departments, which had many responsibilities such as managing payroll, hiring and firing employees. Further tasks of this department in the organizations were to introduce new law requirements, implementation of different social and workplace safety rules. According to Guest (1998) transformation of PM into human resource management began in the end of 20th century. The main reason for development of HRM was shift of western economies towards the services economy. Therefore, quality of services became the competitive advantage for many organizations. As Storey (1995) states, human resource management remains highly controversial. Practices implemented...
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...HR PRACTICES AND KNOWLEDGE MANAGEMENT: According to Edvardsson (2008) knowledge-oriented human recourse practices can improve firms’ knowledge sharing processes through two different ways. First, firms can use such human resource management (HRM) practices which can provide a foundation for acquiring and encouraging firms’ employees. Second, firms can use such sorts of HRM practices for building an organizational culture that support the knowledge capture, transfer, and use. Chen and Huang (2011) stated that HRM practices and policies are the key sources by which organizations can influence on the individuals’ behaviors, attitudes, and skills. In this fast-growing environment, where flow of information resources or knowledge transfer processes...
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...Running head: LEADERSHIP STYLE AND TODAY'S NURSING LEADERS Leadership Style and Today's Nursing Leaders Trends and Issues NRS 440V Leadership Style and Today's Nursing Leaders Nursing leadership in health care today is a fast-paced, demanding and very challenging with shifting and competing priorities. Nursing leaders are receiving more scrutiny than ever as the performance expectations continue to rise at all levels of leadership in an effort to move health care organizations forward. Moreover, a managers’ success will largely depend upon their ability compare and contrast leadership styles, identify a leadership style that best fits their philosophy, in addition to that of the organization represented. Although there are at least fifteen different defined management styles, ranging from the very classic to the very creative, it has been determined that no one style is neither right nor wrong, only that different styles are needed for different situations (Marquis & Huston, 2008). The classic styles of management include autocratic, bureaucratic, laissez-faire and democratic. These are often considered the most basic of leadership styles. The article featured in Nursing Management focuses on Transformational leadership. Transformational leadership is a more creative, non-traditional management style (Raup, 2008) fits the writers leadership style and philosophy. The article further describes transformational leadership as a dynamic...
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...Running head: LEADERSHIP STYLE AND TODAY'S NURSING LEADERS Leadership Style and Today's Nursing Leaders Trends and Issues NRS 440V Kowanda Robinson Leadership Style and Today's Nursing Leaders Nursing leadership in health care today is a fast-paced, demanding and very challenging with shifting and competing priorities. Nursing leaders are receiving more scrutiny than ever as the performance expectations continue to rise at all levels of leadership in an effort to move health care organizations forward. Moreover, a managers’ success will largely depend upon their ability compare and contrast leadership styles, identify a leadership style that best fits their philosophy, in addition to that of the organization represented. Although there are at least fifteen different defined management styles, ranging from the very classic to the very creative, it has been determined that no one style is neither right nor wrong, only that different styles are needed for different situations (Marquis & Huston, 2008). The classic styles of management include autocratic, bureaucratic, laissez-faire and democratic. These are often considered the most basic of leadership styles. The article featured in Nursing Management focuses on Transformational leadership. Transformational leadership is a more creative, non-traditional management style (Raup, 2008) fits the writers leadership style and philosophy. The article further describes transformational leadership...
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...International Review of Management and Marketing Vol. 2, No. 1, 2012, pp.52-58 ISSN: 2146-4405 www.econjournals.com Human Resource Management Practices and Employees’ Satisfaction Towards Private Banking Sector in Bangladesh Md. Tofael Hossain Majumder Department of Accounting and Information Systems, Comilla University, Comilla, Bangladesh. Phone: +8801816436176. Email: tofael_cou@yahoo.com ABSTRACT: Dramatic advances of Information and Communication Technology (ICT), changing mix and personal values of the workforce, emergence of the knowledge economy and increasing global competition have created enormous challenges on organizations. To cope with the challenges efficiently, human resource has been considered as one of the most important factors in today’s hypercompetitive market place. The focus of this study is to gain an insight into the current HRM practices and its impact on employee’s satisfaction on the private banking sector in Bangladesh. For conducting this research, 100 bank employees are selected from the chosen banks and out of this 88 employees responses properly, the response rate is 88 percent. The questionnaire consists of different questions on nine HRM dimensions such as recruitment and selection systems, compensation package, job security, career growth, training and development, management style, job design and responsibilities, reward and motivation and working environment. The questionnaire was developed by using a five point Likert scale. In this study...
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...International Review of Management and Marketing Vol. 2, No. 1, 2012, pp.52-58 ISSN: 2146-4405 www.econjournals.com Human Resource Management Practices and Employees’ Satisfaction Towards Private Banking Sector in Bangladesh Md. Tofael Hossain Majumder Department of Accounting and Information Systems, Comilla University, Comilla, Bangladesh. Phone: +8801816436176. Email: tofael_cou@yahoo.com ABSTRACT: Dramatic advances of Information and Communication Technology (ICT), changing mix and personal values of the workforce, emergence of the knowledge economy and increasing global competition have created enormous challenges on organizations. To cope with the challenges efficiently, human resource has been considered as one of the most important factors in today’s hypercompetitive market place. The focus of this study is to gain an insight into the current HRM practices and its impact on employee’s satisfaction on the private banking sector in Bangladesh. For conducting this research, 100 bank employees are selected from the chosen banks and out of this 88 employees responses properly, the response rate is 88 percent. The questionnaire consists of different questions on nine HRM dimensions such as recruitment and selection systems, compensation package, job security, career growth, training and development, management style, job design and responsibilities, reward and motivation and working environment. The questionnaire was developed by using a five point Likert scale. In...
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...THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP HND Business Level 5 21rd June 2012 THE ROLE OF DIFFERENT APPROACHES TO MANAGEMENT AND LEADERSHIP AC2.1: Leadership Styles Introduction Concisely, leadership refers to the process through which a person manages to influence others in a coherent and cohesive manner so that they can accomplish a certain objective. Leadership practice depends on four factors namely leader, followers, communication, and situation. To a certain extent, leadership practice is closely related to management but there are certain differences that set the two organisational necessities apart. In the traditional thinking present in all organisations, leadership separates the roles of a manager from those of a leader. The rationale behind this is that managers are people who operate under control; they administer through focusing on already existing structures and systems. However, there must be a balance between both management and leadership demands for the optimal survival of any organisation. Both leaders and managers are vital for the positive performance and success of an organisation. Leadership skills model a way forward while management skills enable arriving at a set target. This means that striking a balance between leadership and management demands in an organisation requires an effective leader to carry good management skills and similarly, an effective...
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... | | | CONTENTS Terms of references 3 Methods of investigation 3 Findings 3 Conclusions 17 Recommendations 17 Reference 18 Bibliography 18 Words: 3517 1.0 Terms of reference In order to complete International HRM unit task, a formal report has been requested. The task is to carry out an investigation and undertake a role of Management Consultant to look into the issues influencing movement of new plant to other locations and consider HR strategy for Haelec. Following subjects: cultural differences, implementing practices within different cultures, explanation what are the difference between integration and differentiation, managing people in international context and clarification of comparative and international HRM concepts....
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...1. EXECUUITIVE SUMMARY Cultural influences on organizational cultures and practices have become a very important research topic in the field of management and organization since the last decades of the 20th century. National culture has been seen as one of the most influential situational factors, which determine organizational phenomena. More recently, after the collapse of socialism, the role of national culture in organizational practices in countries that are in transition is becoming a widely recognized and studied topic. However, empirical studies about cultural influences on organizational subcultures and leadership styles in Ethiopian organizations are not very frequent in contemporary literature. In fact, there are almost no relevant attempts to examine these phenomena. Nevertheless, after democratic political changes in May 1991, we can observe a growing interest in understanding national culture and leadership practices in Ethiopian organizations, as well as in the whole Ethiopian society. Therefore, the main purpose of this assignment paper is to investigate the influence of national culture on organizational culture and practices (subcultures and leadership styles) in Ethiopian organizations. Widely known Geert Hofstede’s value/belief theory of culture (Hofstede, 2001) with its theoretical and methodological premises has been used as a starting point of this assignment. 1 2. 2.1. LITRATURE REVIEW DEFINITION OF CULTURE We must first define...
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...Running head: Leadership Styles Leadership Styles Kellie Napper Grand Canyon University LDR 600 Leadership Styles and Development September 18, 2012 Leadership Styles Leaders have many different styles and approaches they take when evolving to becoming a great leader. It takes many years of practice to perfect a craft within certain individuals. Some crafts are more defined than others; never the less these skills are done to win over individuals in work environments and major league football teams. According to Katz (1955) there are three basic administrative needs that should be present for managers to be effective which are conceptual, human, and technical. Coach K’s approach contained both conceptual and human skills. Coach K was able to come up with an approach that was comfortable for both him and the team. He did not want to come with a lot of rules that no one would follow. Growing up Coach K spent a lot of time with his family. As he became an adult his wife and children were very important to him. This is the typed of approach he took with his team. Coach K lacked in my opinion in the technical area. He was not all about a lot of drills and long practices. Coach Knight’s approach contained conceptual and technical skills. Coach Knight had very little room for error. He drilled step by step plays into his players. He believed in practicing long hours and if you could not follow the rules you would be kicked out of practice. Coach Knight taught a...
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...1). Key aspects of legislation, regulatory requirements and codes of Practice. Safeguarding children is based on understanding the legislations and regulations. My position as a trainer is to ensure that each delegate develops knowledge and understanding to deliver ethical conduct. I teach relevant legislation and regulations which integrate into working practice to protect the rights of clients and individuals. Training aim is to create safe environments. By introducing knowledge and understand of law. (Health and Safety). Deliver Company objective to minimise the complications of legal court cases. The compliance to the codes of conduct in my opinion results in the commitment of quality assurance standards of each organisation. Delivering good practice by approved training to all staff members relevant to working practice. Research indicates why ethical codes are important. Values and principles evaluate through collaborative working to set bench marks for human rights and minimum risks. David B Resnik (May 1st 2011). * unit 510 [Document Subtitle] Yvonne Lake Lead and Manage a Team within a Health and Social Care or Children and Young People’s Setting 1.1 Explain the features of effective team performance Social Care requires carefully appointed staff. A professional group of people that work together are called a team. Main aim to offer care focused service for the individual and families. The manager/team leader implements the role by...
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...influences to the attitudes and behaviour of individuals. It is defined as a collective mental programming of the people in an environment. It evolves from an instinctive behaviour to learn. Patterns of this behaviour may be acquired and transmitted from one generation to another, and finally developed into a system of things and events (Hofstede, 1980). Leadership is seen as 'the ability to influence people and get them to do what the leader has envisioned' (Abdullah ,2003). An effective leadership theory which is practiced in one region might not be effective in another different region. The differences in the value systems might lead to differences in the preference for leadership styles among Malaysian managers. Therefore, leaders could better understand the way they should lead by learning the style that their followers from different cultural...
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...Task Two: Leadership Practices analysis Task Two: Leadership Practices analysis C200 Managing Organizations and Leading People C200 Managing Organizations and Leading People Table of Contents Section A1 | Leadership Style and Practices | | A1 A1a | Seven Habits Profile Seven Habits Profile and Reflection | | Section A2 | Evaluation of Leadership Practices | | A2a A2b A2c A2d | Leadership Strengths Leadership Weaknesses Theory Based Changes to Maximize Success SMART Goals | | Section B | Works Cited | | B1 | Reference Page | | February 5th 2016 Managing Organizations and Leading People TASK TWO: LEADERSHIPAND PRACTICES ANALYSIS A1. Leadership Style and Practices – Seven Habits Profile A1a. Seven Habits Profile Reflection In this paper I will reflect on my own leadership practices, starting with the results of my Seven Habits profile. Upon first viewing the results of the seven habits profile, the lowest scores caught my attention first. I saw that section 5, putting things first, was the lowest score at 10 points. I agree with the the seven habits profile, this is my biggest weakness when evaluated on the seven habits criteria. I can admit that sometimes I get lost in my work and forget about the things that really matter and the bigger picture. An article in People Management says that people who follow this habit well “recognize that not doing everything is okay. Evaluate...
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...Literature review essay - McGregor’s Theory X and Theory Y styles of management The Human Side of Enterprise (1960) introduced Douglas McGregor’s groundbreaking theories of management and social styles in the workplace. Whilst Theory X and Theory Y were initially suggested in the early 60s they are still reflected in many organisations today. Theory X suggests that humans are generally disinterested and unenthused in relation to work and are unable to accomplish self direction and behavior based on initiative (Kopelman, RE, Prottas, DJ & Davis, AL 2008). In stark contrast Theory Y is based around the principals that workers are not fundamentally lazy but are in fact capable of self control and direction in conjunction with the contribution of innovative ideas and creative input within an organisation. Today McGregor’s theories may still be observed in many workplaces, but in the majority of cases, a healthy combination of both is applied, as discussed in further paragraphs, along with the contrast of the theories and the basics of the theories themselves (Fisher, EA 2009). Theory X states that humans have a loathing for general work practices and do not have to ability to act responsibly and in a trustworthy manor. Theory X suggests that a persons reasons for working are based on their economic self interests alone. Managers in this situation rely on rewards to motivate and punishments to discourage undesirable behaviors. Managers are also often looking for mistakes in...
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.......Page Introduction.........................................................................................................................3 1.1. Different organisational structure and culture..............................................................3 1.2. Relationship between organisational structure and culture..........................................4 1.3. Factors influencing individual behaviour at work........................................................5 2.1. Organisation theory and management practice.............................................................6 2.2. Different approaches to management used by Peacocks and Primark..........................6 3.1. Leadership styles and their effectiveness......................................................................7 3.2. Application of different motivational theories in workplace........................................8 3.3. Relationship between motivation theory and the practice of management..................10 4.1. Nature of groups and group behaviour.........................................................................11 4.2. Factors lead to effective teamwork and threaten the success......................................12 4.3. The impact of technology on team functioning............................................................13 References...........................................................................................................................14 Introduction: ...
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