...Keith shoemaker Assignment for Chapter 4, 5, and 6 Module 2 Due Feb. 15th 1. Has this presentation challenged any assumptions I have had about China and the Chinese people? Explain. I have never really given any thought to different cultures being different in the way they do business. I suppose I will have to learn these nuances as time goes on. Because I never really had a clear predetermined idea of what other cultures did compared to mine, it wasn’t very surprising to me about China’s individualistic approach to business. I am surprised that the government accepts Chinas residents strive for individualism. I always thought that Chinese people were told what to do and how to act weather they were doing business or just living their lives. Because of Chinese residents of suppression for many generations I can see how they would be very aggressive with what they want in their personal lives as well as business. The incentive of being wealthy and going after what they need to do to make this happen does in fact surprise me. I assumed that Americans were the most aggressive. I believe this chapter has opened my eyes to other cultures and the way they do business. I liked the notion of Chinese business people don’t deliberate very long before they move ahead on a project. Here in the west we seem to analyze things too much. We study and research ideas and proposals so long that if we just moved ahead with an idea we would get much more accomplished. Another myth...
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...reviews * "Good pay, great management, I felt like the work I was doing was important for the company" in 30 reviews Cons: * "No work life balance, limited career advancement, lack of good benefits of tech companies" in 20 reviews * "Senior management (C-Level) does no communicate down to employees well" in 27 reviews * "Poor management decision making processes - not innovative" in 18 reviews * "Upper management doesn't listen to people lower down that actually know what they're talking about" in 15 reviews * "Many bad/useless middle management built up over the years but the layoff did some clean up" in 13 reviews Reviews Dec 8, 2013 “Loved the company and the people.” Software Development Manager (Former Employee) Rolling Meadows, IL I worked at BlackBerry full-time for more than 5 years Pros – BlackBerry was a great company with great people. I still believe the technology is the best in the industry and is only lagging due to customer lack of appreciation of the importance of Mil grade security. Cons – Executive management failed to grasp the importance and desired feature sets of the typical consumer and was so arrogant as to react too slowly to market demands in the consumer space. Yes, I would...
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...giving usefull advices. These areas are: • Behaviour; • Motivation: o Achievement, o Recognition, o The work itslef, o Responsibility, o Advancement; • Problems. And finally the author talks where to seek solutions. Now I would like to summarize each of the part. At the sector „Behaviour“ there is talking about how manager‘s behaviour can influence employees and them attitude towards the job. The author offers to imagine situation like this: thae manager comes to an employee and says what he is doing wrong and only criticizes him. For sure that makes employee feel diffident and disappointed. Also there can be the opposite situation. If the manager will be too supportive, employees can feel too much independence. And this is not good also. So, the point is that manager’s behavior absolutely affects team’s results. And he also suggests that managers should say to a team that they would like to know all the problems that employees face. And of course react to the problems positively. The other essential thing for business effectiveness is motivation. The main thing for manager is to maintain enthusiasm and commitment from the team. There are some important factors that motivated employees the most. These was undertaken by F. Herzberg in 1950’s when he formulated the “Management-Hygiene” theory. These factors are: o Achievement. If manager set too big target, team will might fail, if too easy – team will feel little. So F. Herzberg thinks that ideally manager should...
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...terrain. • High Risk Activities - investigations involving covert surveillance or filming and/or confrontation of terrorist, serious criminal, extremist or violent political groups. • High Risk Events -riots, civil disturbance or extreme public disorder, terrorist or armed criminal incidents such as hi-jacking or sieges, any event involving chemical, biological or radiological (CBR) substances, extreme climatic events and natural disasters such as hurricanes, severe floods, earthquakes, volcanic eruptions, etc. or outbreaks of serious diseases and pandemics. Travel Advisory Areas are countries that have specific safety or security risks not amounting to a Hostile Environment. Staff who are unfamiliar with the environment should take advice from the High Risk team or local bureau. The High Risk Guidelines apply to: • All BBC and independent productions commissioned by the BBC • All divisions including commercial divisions, World Service, BBC Monitoring and the World Service Trust. • All contracted BBC...
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...of Human Resource Management University of Johannesburg Abstract The Modes of Managing Morality (MMM) model provides a heuristic device to assist business ethics scholars and practitioners to make sense of the differences that exist in the ways in which different organisations manage their ethics. Although it is difficult to demonstrate a clear distinction between ethics advice and whistleblowing, these activities are often fused in organisations and the seeking of ethics advice may of necessity sometimes spill over to a need for whistleblowing. The extent and ways organisations are tolerant to and utilise ethics communication in each of these modes were illustrated in this paper. In particular, the varied prominence of whistleblowing and ethics advice facilities in each of the reactive (some whistleblowing), compliance (ethics advice supplementary to whistleblowing) and integrity (whistleblowing supplementary to ethics advice) modes were indicated. The seamless integration of ethics talk and ethics advice in the TAO-mode makes whistleblowing superfluous in this mode. The necessity for leaders and managers to acquire an ethics management competence that would, among others, allow them to actively engage in and encourage ethics talk, was emphasised. Keywords: Ethics, ethics talk, hotlines, help lines, help desk, whistleblowing, Modes of Managing Morality Model, compliance versus integrity, ethics management. ___________________________________________________________ Leon...
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...Resource-based View Yahya Kamyabi (Corresponding author) Faculty of Business & Accountancy, University of Malaya Lembah Pantai 50603, Kuala Lumpur, Malaysia Tel: 60-17-282-1350 E-mail: ykamyabi344s@yahoo.com Susela Devi Faculty of Business & Accountancy, University of Malaya Lembah Pantai 50603, Kuala Lumpur, Malaysia Received: March 16, 2011 Accepted: May 4, 2011 doi:10.5539/jms.v1n1p43 Abstract This paper aims to identify the factors that affect the decisions of managers of manufacturing sector SMEs in Iran to utilise external accountants’ advisory services and to examine the effect of these advisory services on SME performance using the Resource-Based View (RBV) of the firm as the theoretical lens in the Iranian SME manufacturing sector. A questionnaire survey of 658 Iranian manufacturing SMEs is used. The results of linear regression analysis suggest that the use of external accountants′ advisory services is positively associated with the knowledge of owner/manager, technical competence, competitive intensity and complexity of market decisions. In addition, the study evidences that the use of advisory services has a positive effect on SME performance. Furthermore, after controlling for age and size of the firm, the relationships between four independent variables (knowledge, technical competence, competitive intensity and complexity of market decisions) and utilisation of advisory were remained significant. Keywords: Advisory services, Professional...
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...Place 9th and 10th Floors London WC1E 7HB Tel: +44 020 7679 1843 MyView SiP ROME Redeployment System ResourceLink PAR Other HR Systems Employee Assistance Programme Managing Stress at Work 1 INTRODUCTION University College London (UCL) recognises that its mission to be a world class centre of research and teaching is best achieved through the effective contribution of a motivated and committed workforce. The people who work at UCL contribute most effectively to its success and achieve job satisfaction, if they are healthy and happy at work. UCL aims to promote a culture of trust and co-operation, where all members of the UCL community are treated with dignity and respect. This document aims to establish standards for managers and staff on the prevention of work related stress. It also provides information on sources of support available at UCL to facilitate implementation of these standards and support for those experiencing feelings of stress. 1.2 Work Related Stress The Health & Safety Executive defines stress as ‘the adverse reaction a person has to excessive pressure or other types of demands placed upon them’. This makes a distinction between ‘pressure’, which can be a positive state if managed correctly, and ‘stress’...
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...Job Description | School/Department: | Human Resources | Post Title: | Human Resources Advisor | Posts Responsible to (and Level): | HR Manager | Posts Responsible for (and Level): | HR Assistant | Job Purpose: Working within the HR team providing professional and qualified advice to all stakeholders of the business on all Human Resources matters, including but not limited to recruitment, retention, and employee engagement and employee performance. As well as responsibility for contractual and recruitment administration and management of HR Assistants contributions to the team. | Responsibilities of the role: To provide high quality HR Advice including: * Recruitment Administration * Asylum & Immigration Documentation checks for New Starters/Re-Joiners/Lifecycle of Employee/ Extensions/Annual Right to Work checks * General HR Administration * Absence management * Preparation and issue of contractual documentation * Administration support providing letters for grading of posts * Probation administration * Maternity/Paternity administration * Recruitment and selection * Equality and Diversity * Staff achievement payments * Administration of performance management and improvement systems * Termination of employment (all categories) * User acceptance testing * Upkeep of electronically stored personal records * Carry out regular HR Audit checks to ensure integrity of data is maintained * Compliance...
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...Sellers, by Jon L. Pierce and John W. Newstrom, it discussed management theories such as the notion that "if it ain't broke, don't fix it". Various managers are now rejecting this type of notion and experimenting with different organizational management approaches. A number of managers are aggressively exploring the possibilities of adopting sound "best practices" from their competitors success to increase business performance. "Flawed Advice and the Management Trap" readings, by Chris Argyris discusses model two behavior strategies and sharing reasonable responsibility/power with competent employees. Model 1 theory is that unskilled employees accept advice which is flawed and counterproductive...
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...merchandise and making sure that it is constantly rotated to minimize expired products on the shelves. When she began her new position at Target she walked into a department that had been scored red, according to Target food safety regulations, and quickly turned into a green scored department. She has been working for Target for a little over 4 years and was given that salary-based position as an entry-level manager after she graduated from college. She graduated from California State University of Los Angeles with a Bachelor’s in Business Administration with a concentration of Management. What common mistakes will new managers make? After asking Maggie the first question, she did not hesitate to respond and immediately answered that poor communication was one of the most common mistakes new managers made. I asked her to elaborate on her response, and she said that new managers do not take the time, or simply do not know how, to establish a foundation or relationships with their new teams. She used herself as an example and stated that when she started as a new manager back in 2011, she was busy trying to learn all of the functions of Target and how they operated at the store that she forgot to establish a relationship and introduce herself properly to her team. She stated that it was several months after her start, that she started to interact more with her team, and...
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...Introduction The purpose of the report is to gain new insight, first hand, by doing an interview with a health care manager who is currently working in the human resources field. Students were instructed to conduct an interview with someone of their choice, with a few stipulations. The human resource manager had to be currently working in the field of human resources, had to be in person and could not be someone at your current place of employment. This was an opportunity for students to reach out and network with someone that will give a different perspective for them. The interview was conducted at Greenwood Pediatrics with Gery Lee. The report goes into detail about Gery’s educational background, Gery’s managerial style, advice, and more. This is important because it really exemplifies real world application about what the Human Resource Management in Health Care course is all about. Background on Interviewee Gery Lee completed his undergrad degree at UNC Greeley in Sociology. He started off by working for nine years in medical billing management. He...
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...of care and non-care workers, managers and specialist personnel. In every work place there should be policies set in place. These policies come from the law and make reference to the standard that is legally required in a health and social care setting. These include Fire Escape plans, Health and Safety policies and Infection Control policies. It is the managers responsibility to provide relevant policies to the workplace such as the ones listed above, update these policies regularly, and make these policies accessible to staff. The procedures set in place are a step by step guide which shows the staff exactly what should be done. For example disposal of sharps and a fire procedure which is pictured below. It is all of the staff’s responsibility to know where the policies are, understand them and be able to follow the procedures. It is also necessary for all staff to follow basic hygiene rules such as washing hands appropriately and regularly using the 6 step hand washing technique which is pictured below. It is also the Care staff, for example nurses’ duty to report to their manager and inform other staff under RIDDOR if a situation with a communicable disease arises. The Nurses must also use appropriate PPE for example specialised facemasks. If isolation of the patient is necessary they must do this and inform other of this decision. Finally they must monitor the patient regularly and report the condition of the patient. The Manager has to...
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...CONCEPT PAPERONREGULATIONOF INVESTMENTADVISORS 1. Background 1.1 Section 11 (2)(b) of SEBI Act empowers SEBI to register and regulate working of Investment Advisors and such other intermediaries who may be associated with securitiesmarketin any othermanner. 1.2 As decided by SEBI Board in its meeting dated March 22, 2007, SEBI had posted a consultative paper on the “Regulation of Investment Advisors” on its website inviting public comments. Based on public commentsreceived on the consultative paper as also the USAID (Fire Project), a memorandum was placed before the SEBI Board proposing a regulatory approach forInvestment Advisors. It was proposed that the Regulationsshall be implemented through an SRO. As Investment Advisors offer products across asset classes, it wasfelt that the respective regulators may take a view and formulate similar norms and code of conduct. Accordingly a reference was made to the HLCC on Financial and Capital Markets. 1.3 HLCCFM in its meeting held on December 22, 2008 set up the D. Swarup Committee to re‐examine the issue. The committee submitted its report to government in December 2009 which was discussed in the HLCCFM meeting in March 2010. Subsequently, regulatory issuesrelating to Wealth Management and / Private Banking undertaken by banks were discussed by the FSDC Sub‐Committee in itsmeeting on March 4, 2011. 1.4 In this background, SEBI has developed a framework for regulation of investment advisorsthrough the SROroute. ...
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...stakeholders fairly. They accept responsibility for managing the legal dimen- sions of business and recognize that it is the job of the gen- eral manager, not the lawyer, to decide which allocation of Every legal dispute is a business problem requiring a resources and rewards makes the most business sense. At business solution. Legally astute managers take responsi- 3 6 the end of the day, as long as counsel has not advised that a bility for managing their disputes and do not hand them off particular course of action is illegal, it is up to the manage- to their lawyers with a “you-take-care-of-it” approach. ment team to determine whether a particular risk is worth taking or a particular opportunity is worth pursuing. CONTEXTUAL KNOWLEDGE OF THE LAW AND LEGAL TOOLS PROACTIVE APPROACH Legally astute managers have content-specific knowledge Legally astute managers include legal considerations at each of the law and the application of legal tools. Managers who stage of strategy development and implementation. They can harness the creative power of legal language are more bring counsel in early and do not wait until a deal has been adept at seeing and shaping the legal structure of their world. struck or a problem has arisen to seek legal advice. They They are also better equipped to communicate effectively demand legal advice that is business oriented and expect with their lawyers. their lawyers to help them address business opportunities The law offers a variety...
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...Advice for Young Business Professionals This report provides specific advice to help young business professionals establish themselves in professional world. The advice was provided through interviewing Terry Everett, manager of a million dollar store. The advice focuses on three key areas: * Get to know people * Be brave, world is yours * Respect comes with hard work Terry Everett has been a manager for 22 years. Throughout his career Everett has worked for many companies including government owned, for the past 6 years Everett is a manager of a million dollar shoe store. Get to know people. Establish relationships with colleagues. When entering a new job, remember that you enter already established community with its own rules. The environment is unique to every company. A new comer is often rejected, people don’t like changes. Everett says that throughout his career he had to switch work 5 times. Every time was as a fresh start. Don’t hesitate and wait till people will come to you, this will never happen. Make a first step; don’t be afraid to start a conversation with coworkers even if they are from a different department. Treat each person like a blank piece of paper and then slowly add on to it until you get a perfect image. Meanwhile, let people know about yourself, fear comes from unknown. Open up to others, let coworkers remember you. Tell them funny stories; don’t be afraid to make fun of yourself Be brave, world is yours Don’t be afraid, express your...
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