...brand position as a widely renowned and successful international company. That success has been attributed to many things over the years, including the information decision solutions provided through their core analytics team. With the passionate leadership exhibited by the company’s CEO, Bob McDonald, and the ambitious and visionary efforts of CIO Passerini, P&G was able to secure a clear competitive advantage through the development of their analytics department. In this case discussion, a brief overview of the company’s efforts to transform their IT department as well as specific actions and results will be discussed, in order to identify where the company is positioned now, and where they should be headed. This case explains how the leading soap and candle company, Procter & Gamble, dominated the detergent market by implementing up-to-date analytics into the decision making process in it’s operations. The development team led by Group President and Chief Information Officer Filippo Passerini, helped create a system of tools designed to collect data and aid in statistical forecasts. The data collected gave up-to-date performance information on specific brands, retailers and individual stores. This information became available to all leading executives at the touch of button, compiled into graphs and charts making visual conclusions easier to realize. At a company meeting in 2011, Vice President of Procter & Gamble’s North America Fabric Care division, Alan Torres...
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...few of the approaches of problem-solving, which aid in uncovering a solution are a few of the following, such as unidentified assessment, procedure, technique, and the arrangement of the problem. Problem-solving occurs in every area of life because problems occur in daily life. Insight and creativity in problem-solving allow the person to use imagination, critical thinking skills, and creativity to develop a solution to his or her problem. Therefore, insight and creativity are two important factors in problem-solving. The constraints of a problem depend upon problem representation to uncover ways to solve the problem. In addition, problem representation forces a person to empower his or her cognitive skills to investigate problems. Analyzing the abilities and functions of reasoning, judgment, and decision-making in problem-solving process occurs to determine the existence of new measures in the decision and reasoning approaches in the search for ethical solutions. The ethical solutions in problem-solving guarantee the results are trustworthy and accurate. Therefore, the need for accurate problem-solving skills is a necessity to find solutions to problems people experience. Approaches of Problem-Solving Problem-solving have three significant characteristics. 1) A problem is an unidentified assessment, procedure, technique, arrangement, or belief valuable to finding an answer to. 2) According to Newell and Simon, (1972), for a person to come across the unidentified problem-solving...
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... also known as P&G, is an American multinational consumer goods company headquartered in downtown Cincinnati, Ohio, United States, founded by William Procter and James Gamble. Proctor & Gamble was founded on October 31, 1837. Corporate culture refers to a company's values, beliefs, business principles, traditions, ways of operating, and internal work environment. For over 150 years, Procter & Gamble has worked toward maintaining their standards, which has defined their corporate culture. Procter & Gamble markets everyday products, such as; hair, skin, beauty, home, and fabric care. The corporation is confident in the brands they sell. They maintain Corporate Governance by their principles and values. P&G’s mission is seeking to be the best with the goal to “create and deliver products, packaging and concepts that build winning brand equities.” They accomplish this through being strategically focused and operating “against clearly articulated and aligned objectives and strategies,” as well as only doing work that adds value. (Joseph, 2014) Certainty risk refers to Theoretical condition in which decision making is without risk, because the decision maker has all the information about the exact outcome of the decision, before he or she makes the decision. I believe that P&G is a certainty risk environment because they set out knowing the desired outcome that they want and they work very hard to achieve thus. They make their decision making process know what...
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...–Scientific Management (time/motion Fredrick Taylor Scientific Management (time/motion studies of productivity) (late 1800’s) • Max Weber –(writing on bureaucracy) a leader possessed power by virtue of his position (1922) • Mary Parker Follett – participatory management in power with as opposed to power over (1926) “power with” as opposed to “power over” (1926) Luther Gulick Notes on Organization ‐‐ 1937 • Work of the Executive Work of the Executive • POSDCORB – Planning – Organizing – Staffing – Directing – Coordinating g – Reporting – Budgeting g g Leadership a new definition Leadership – a new definition • Chester Barnard – 1938 new definition of leadership The ability of a superior to influence the behavior of subordinates and persuade them to follow a particular course of action. (Barnard 1938) Power French and Raven (1960) Power – French and Raven (1960) • Legitimate power – comes solely from the position the g p y p superior holds in an organization • Reward power – comes by means of promotion, salary increases and interesting assignments i di t ti i t • Expert power – comes from the leader possessing superior knowledge of the matter under discussion superior knowledge of the matter under discussion • Referent power – comes from the fact that subordinates identify with the leader and respect him/her / • Coercive power – comes from forced actions and potential for punishment potential for punishment Nature of Leadership Nature of Leadership ...
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...–Scientific Management (time/motion Fredrick Taylor Scientific Management (time/motion studies of productivity) (late 1800’s) • Max Weber –(writing on bureaucracy) a leader possessed power by virtue of his position (1922) • Mary Parker Follett – participatory management in power with as opposed to power over (1926) “power with” as opposed to “power over” (1926) Luther Gulick Notes on Organization ‐‐ 1937 • Work of the Executive Work of the Executive • POSDCORB – Planning – Organizing – Staffing – Directing – Coordinating g – Reporting – Budgeting g g Leadership a new definition Leadership – a new definition • Chester Barnard – 1938 new definition of leadership The ability of a superior to influence the behavior of subordinates and persuade them to follow a particular course of action. (Barnard 1938) Power French and Raven (1960) Power – French and Raven (1960) • Legitimate power – comes solely from the position the g p y p superior holds in an organization • Reward power – comes by means of promotion, salary increases and interesting assignments i di t ti i t • Expert power – comes from the leader possessing superior knowledge of the matter under discussion superior knowledge of the matter under discussion • Referent power – comes from the fact that subordinates identify with the leader and respect him/her / • Coercive power – comes from forced actions and potential for punishment potential for punishment Nature of Leadership Nature of Leadership ...
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...INDEX Sr. No. 1 1.1 1.2 1.3 2 2.1 2.2 3 3.1 3.2 4 4.1 PARTICULARS CHAPTER 1: INTRODUCTION TO HRP OBJECTIVES, NEED & IMPORTANCE OF HRP EVOLUTION OF HRP CONTEMPORARY APPROACH TO HRP CHAPTER 2: HRP PROCESS DEVELOPING A HR PLAN ADVANTAGES AND DISDVANTAGES OF HRP CHAPTER 3: INTERNAL FACTORS AFFECTING HRP EXTERNAL FACTORS AFFECTING HRP IMPACT OF TECHNOLOGY ON HRP CHAPTER 4: A SCOTTISH POWER CASE STUDYINTRODUCTION FACTORS AFFECTING WORKFORCE PLANNING AT SCOTTISH POWER 4.2 SCOTTISH POWER’S RESPONSE TO WORKFORCE CHALLENGES 4.3 4.4 EMPLOYEE CASE STUDY CONCLUSION CONCLUSION BIBLIOGRAPHY 37 39 40 41 34 Page No. 1 4 7 8 11 15 17 21 26 29 31 33 CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE PLANNING Human resource planning (HRP) is the first step in the Human Resource Management (HRM) process. The real HRM process starts with the number and kind of people required by the organization for the coming period. HRP is also known by other names such as “Manpower planning”, “Employment planning”, “Labor Planning”, “Personnel Planning” etc. HRP is a sub-system in the total organizational planning. In other words, HRP is derived from the organizational planning just like production planning, sales planning, material planning etc. Planning the right man for right job and developing him into effective team member is an important function of every manager. It is because HR is an important corporate asset and performance of organizations depends upon the way it is put in use. HRP is a deliberate strategy...
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...Kyle Thompson – 05970640 Management of discharge Management skills in adult nursing UZTR6D4-40-2 05970640 The NMC Code (2008) charges nurses to protect confidential information, and to only use it for the purposes given – for their treatment. Therefore all patients and events mentioned in this essay are inspired by real patients and events, but names, locations, dates and other details have been altered or obscured to make identification impossible. Following the introduction of the knowledge and skills framework (DH 2004a) and emphasis on quality of health care and patient centred, interprofessional, health and social care (DH 2000; Leathard 2003; Thompson et al. 2002) health care professionals and students will need to be able to demonstrate the quality of our care and team working abilities. There is a connection between practice and thinking about practice – action and reflection are interdependent; they need one another. Reflection may be triggered by an awareness of a gap between theory and practice, a difference between what ‘should be’ and ‘what is’ (Sullivan & Decker 2005). Our actions and the quality of our care are improved by reflection-on-action, by making sense of what we have experienced, and thinking about how we might act differently in the future (Lillyman & Ghaye 2000). Reflection has a rôle in maintaining one's personal portfolio and maintaining competency and continuing professional development. Support and supervision from managers, who already have a responsibility...
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...willingly than industry prospective. Analysis says that, marketing is conducts which are guarded in their implementation to reach objective and collective performance of the company. Recently P&G has introduced an extra $1bn for the purpose of advertising and making total spend was $8.6bn (£5.4bn), that is equal of around 11% of whole sales. Chief executive of P&G Mr. Bob McDonald P&G says: “They are carrying out on all three width of expansion strategy - touching and recovering extra consumers' lives, in new parts of the world and more absolutely."They have made investments in modernization, support of marketing and value of consumer. These have provided go faster unit volume that might increase the profitable market share growth in the near future. Those are very obvious sign in their strategy is operating." (http://www.mad.co.uk/) Marketing planning process strategy for the expansion The P&G has implemented a supply chain innovation and MR. Jake Barr is in charge of this. He is responsible to form out the techniques to obtain the customer commodities like giant's detergents, soaps and personal care products etc. for the people of 5 billion customers in 170 countries more efficiently including USA. This could generate $50 billion for the company that have boasts 13 brands and making more than $1 billion worth of revenue every year. In order to make the equal of a 14th billion-dollar brand—by stocking shelves in stores in the US market additional precisely by replying improved...
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...and outputs. Two propositions are identified; the first is Organizational ideology, politics, strategy and structure have significant impacts on the NGO’s strategy formulation and implementation and the second is NGO context affects approaches to strategy formulation and implementation as well as organizational structure and relationships. Introduction: NGOs- Part of the Social Service Sector: Management science attributed the study of organization to Max Weber, whose sociological agenda justified organizations as extensions of society, their organizational formats derived from religious beliefs, power and status-- organizations whose functionalism is rooted in the practical, functional disciplines that seek ways of controlling and making more efficient the organization‘s production of goods and services (Robbins 1990). Seeking the third way between government and private enterprise, the mandates of the third sector are...
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...According to Paul & Edler, “Critical thinking is the art of analyzing and evaluating thinking with a view to improving” (p. 4). Retaining employees who use critical thinking skills in the workplace is vital for an organization to be successful. Critical thinking helps to improve the decision making process that occurs in the workplace. When staff use critical thinking skills they are better equipped to rationalize the situation presented and deal with it accordingly. When a person can identify, analyze, and evaluate a problem before creating a solution they are thinking critically. This paper will explore critical thinking in the workplace and how thinking challenges can obscure the process of critical thinking. Most people process their thinking based on how and where they were raised, their religious beliefs, values, and ethics. Critical thinking involves analyzing and evaluating ones thoughts while eliminating all the biases one may have acquired overtime. When critical thinking skills are practiced in the workplace mistakes are normally at a minimal. Critical thinking allows employees to make decisions in a clear and concise manner. In the workplace today, most organizations are successful as a result of employing personnel who possess critical thinking skills or by training staff on these skills. Employees who think critically and make good decisions are those who avoid the common thinking challenges. Misthinking, enculturation, and self concept are just a few of the...
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...Skills and Style Approaches to Leadership Introduction The skills approach emphasizes skills that can be learned, thus representing a shift away from the perspective that people are born into/with leadership. In addition to exploring the skills approach, this module will provide a discussion of the style approach which provides a focus upon the behavior manifest in effective leaders. The Skills Approach Katz's Three Basic Administrative Skills Katz (1955) suggests that three basic administrative needs must be present for managers to be effective: technical, human, and conceptual. This skills model of organizational leadership was based on the development of the bases of competencies and was part of a long-term research project entitled Making the Match between University Graduates and Corporate Employers (Evers & Rush, 1996). Using a survey-based analysis, four distinct bases of key competencies of a leader emerged: 1. Mobilizing Innovation and Change: the leader's ability to conceptualize, use creativity/innovation/change, take risks, and engage in visioning for the future. 2. Managing People and Tasks: involves coordinating, decision making, leadership/influence, managing conflict, and planning, leading, controlling, and organizing. 3. Communicating: the leader uses interpersonal, listening, oral, and written communication skills to communicate the organization's goals and the leader's vision. 4. Managing Self: the important keys to success are...
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... Table of Contents Brief History and Background of the Organization: 3 Structure of the Organization: 6 Structural Dimensions of the Organization: 7 Goals, Strategies and Effectiveness: 10 P&G Goals and Objectives: 10 P&G Company Strategies: 13 Organizational Strategies: 14 The External Environment Analysis: 16 Technology: 17 Life Cycle Assessments: 20 Innovation and Change: 21 Conflict, Power and Politics: 25 Procter and Gamble Brief History and Background of the Organization: Procter & Gamble is the largest consumer goods company in the world and sells products under more than 80 brand names. The Procter and Gamble Company is today more familiarly known as P&G, and it has grown from its humble roots as a Cincinnati soap maker to one of the 20 largest multinational corporations in the world (based on sales). P&G took a long time to become the wonder brand they are today. The path to success took a lot of creativity and innovation. P&G invented branding in the 19th century; since then it has acquired products and companies like wildfire, from Cover Girl to Pepto Bismol. Here's how the little soap and candle shop transformed itself into a global giant. 1837: Two Ohio brother-in-laws start soap and candle company: P&G was founded in 1837 by William Procter and James Gamble, working-class immigrants from England and Ireland, respectively. William Procter was a candle-maker and businessman by...
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...Managing Change in Organizations Assignment MANAGING CHANGE IN ORGANIZATIONS Case Study of Procter and Gamble (P&G) Introduction The world of business is facing different changes in the environment which create opportunities and threats. As a result, businesses make changes in different processes that are related to work place more abruptly and often compare before. This is because these changes can influence the speed and quality of the performance of companies including:acquisitions, merging, innovation, restructuring and downsizing which can result to the growth of climate of uncertainty (FEAP n.d.). Currently, the business world is facing different changes that are related to technology, regulation and competition and economic condition which affect theperceptions and behavior of the customers and other stakeholders of the company. Due to this, change is considered as inevitable in the world of business, because change constitute growth and development. According to Peter Drucker, any change in any organizational culture and management is considered as normal and healthy (cited in Dulebohn 2006, p. 37). It will be impossible for any business to grow and improve without improving any changes in order to cope with the changes happenings in the environment it’s operating. Any change to be done inside and outside the organization can help the entire organization to adjust to the current situation of the market and industry, by improving...
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...1 LEADERSHIP IDENTITY DEVELOPMENT: THE INFLUENCE OF FRATERNITY OR SORORITY MEMBERSHIP ON COLLEGE STUDENTS LEADERS by Kharla Mae D. Brillo Feleycyl Joy Cruzada Angelo Jaiko Del Rosario Roevel Paul Quirao Jett P. Pastrana In partial fulfillment of the course requirements in Psychology 118 (Field Methods) Submitted to Mr. JOHNREV B. GUILARAN Division of Social Sciences College of Arts and Sciences University of the Philippines Visayas October 9, 2012 2 Leadership Identity Development: The Influence of Fraternity or Sorority Membership on College Student Leaders Fraternities and sororities began more than a century ago as relationship building organizations in which leadership development could be cultivated (Cory, 2011) but until recently, research found that fraternity and sorority membership may hinder student development and negatively impact the wellbeing of college students (Maisel, 1990; Wechsler, 1996). According to Kelly (2008) benefits of membership are realized by fraternity and sorority student leaders but struggled to refocus on their espoused values and mission: scholarship, service, leadership and relationships over the last several decades (Cory, 2011). Conversely, incidents of hazing, alcohol abuse, sexual assault, and substandard performance in the classroom, often overshadow the benefits of membership (Cory, 2011) suggesting that fraternal organizations have strayed from their traditional and founding values (Garret, n.d.; Maisel, 1990)...
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...Case 1 1. What are the business benefits of Business Sufficiency, Business Sphere, and Decision Cockpits? The business benefits of Business Sufficiency are that it can tell you about the market share and other performances metrics six to twelve months into the future. It is based on a series of analytic models showing what occurring in business right now, such as, shipment, sales, and market shares why it’s happening and what actions P&G can take. Business Sphere is interactive and can reveal insight, trends, and opportunities for P&G’s leaders and prompt them to ask focused business actions that can be addressed with data on the spot. Thousands of algorithms and analytical models aggregate data, organizing it by country, territory, products line, store level, and other categories, and monitor the trends like response to advertising and consumer consumption within individual regions and countries. This program is only used by upper P&G managers and executives. Decision Cockpits are dashboards that display easy to read charts illustrating business status and trends. It has started to give more employees access to the same common data sources. It’s the same principle as Business Sphere, but is extended across the business. These cockpits feature automated alerts when important events occur. One of the major goals on the cockpit was to eliminate time spent by the employees debating the validity of competing versions of data found in emails, spreadsheets, letters...
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