..."Name the contemporary HR changes and challenges. Then select one of these changes or challenges and discuss in more detail” The Human Resource managers of today are faced with a multitude of contemporary changes and challenges, these changes and challenge lie within areas of: There are significant changes regarding ‘Industrial Relations’ with specific concerns around reduced job security and the demand for greater labor flexibility (Stone, 2013 p.7). Human Resources face challenges surrounding ‘Globalization’, where there is an increased flow of skilled and unskilled workers coming in and out of Australia and the high demand for skilled foreigners to work in Australia on specific Australian projects (Stone, 2013 p.7). Human resource managers need to be aware of ‘The Changing Work Culture’, which characterizes the push for a fresh corporate culture, which promotes flexibility, increased employee involvement, trust, performance and the attraction and retention of skilled and educated workers (Stone, 2013 p.7). Human resources also face both changes and challenges in the area of ‘Workforce Demographics’, as there is an increase the multigenerational workplace, with the elderly working longer past retirement age, The increasing number of highly skilled female workers and a greater number of females being in professional and managerial positions (Stone, 2013 p.7). Human resources face the contemporary Challenge surrounding the issue of ‘Remuneration’ specifically...
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...transformational, transactional, servant, and charismatic. Each of the four models discusses leadership however; each model very based on ideas and visions. The four models are important because each holds information based on leaders styles and goals a leader may have based on workplace ethics. Focusing on a contemporary leadership is a challenge when using the models for discussing an issue needing to be addressed as a leader. Servant leadership is servant and leader. Wren states “the great leader is seen as servant first” (Wren, 1995, p. 19). The servant model focuses mostly on determining a skillset a follower has and how to accomplish goals for an organization. Servant leaders show a great deal of self-confidence and anticipation aspiration and are goal-oriented. Communication along with listing skills are another ability a servant leader uses and can be found in the model. Giving credit to others who has earned it is another predetermined ability as a servant leader. An example of how servant leadership and the style of servant leadership; Starbucks and how Howard Behar the organizations president believed that providing a service and expensive coffee is worth the challenges and loss at the time. The organization was serving coffee that was too expensive for the public however; Behar was confident worth the organizations product. Behar supported high standards of the product and quality. The company and Behar would not and did not yield to lower prices and partners believe...
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...Introduction Globalisation is a complex contemporary issue posing challenges for international businesses and it is essential for them to respond to the challenges appropriately in order to succeed (Dunning, 1999). This essay will examine the issue of globalisation with a focus on business schools. It will also attempt to analyse how global business education providers have adapted in order to satisfy the requirements of local students. The analysis will further examine the wider connotations of the phenomenon as an important contemporary challenge faced by modern businesses and managers (Andrews) Globalisation- A Paradox Academics have highlighted the debate and development of globalisation and its effect on businesses and education(). Guttal (2006) recognises the discrepancy in the ideology and reality of the effects of globalisation and argues that globalisation may bring prosperity, increased access to knowledge and better living standards, through the creation of positive economic and political convergences there are risks, as it can also be viewed as antagonistic and hegemonic towards local populations and economies. (example) Global Expansion – Opportunities and Challenges Levene (2010) muses that globalisation is a contemporary issue for businesses expanding internationally. It is suggested that rapid changes due to globalisation have an enormous influence on global demand for education().Moreover, it is argued that global sustainability is a key factor in the future...
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...British Airways Case Study [Name of the writer] [Name of the institution] Table of Contents Abstract iii Introduction 1 1.1 HR strategies for an organisation 1 1.2 Assessment of HR strategies and its application 1 British Airways HR strategies 2 2.1 Contemporary issues affecting SHRM 4 2.2 Analysis of contemporary issues affecting SHRM 5 Impact of the merger on SHRM at British Airways 5 Conclusion 6 References 7 Abstract This report is based on the employee relations at British Airways (BA). It includes four main HR strategies which are applicable to British Airways for resolving employee relation issue. Moreover, other HR strategies are also highlighted which are used in the organization. Moreover, merger of BA with Iberia is also discussed and its impact on strategic HRM. Introduction Employee relations with employer have been remained a biggest challenge to British Airways. Due to outsourcing and cost cutting business strategy, BA experienced industrial disputes. Employees go on strikes. It hits the passengers during the peak seasons of New Year or Christmas. Employee relation is a biggest issue. BA employs a diversified workforce, therefore, disputes between employees and employer occurs frequently. There are some HR strategies that are applicable to BA for strengthening relation between employees and employer. 1.1 HR strategies for an organisation There are various HR strategies designed for organization to attract and retain the employees...
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...Challenges of business leaders and HR managers when managing the 21st century workforce ” A company’s workforce represents one of its most valuable resources: for this reason the way this workforce is managed represents a critical element in enhancing internal effectiveness and improving the organization’s competitiveness” (Rennie 2003)”. Introduction Most HR management systems available in most firms were formed at a time when business and technological practices were completely different. As the world is becoming more economic globalized so is the workforce. The 21st century workforce will consist of multi-generational team and a mix of minorities. With a more diverse and complex workforce, the challenges facing the HR managers also expands. There are several issues faced by contemporary business leaders. First is globalization-which is the present flow of capital, goods, services, ideas, people, and information virtually. Second is talent acquisition and talent management issues- HR Administrations are still struggling with managing their talent efficiently. Most corporate employment and talent meanings are reactive and hardly are they future focused. Third is fruitful human capital administration-the explanation to handling your multi-generational staff. As we move towards 2020 there will be four generations working side by side, how can we accomplish knowledge transfer and maintain good team work when there exists intergenerational problems due to generational differences...
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...ijcrb.webs.com SEPTEMBER 2010 VOL 2, N O 5 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS The Impact of Information Technology (IT) on Decision-Making Process in the Public Sector Dr. Mohamad Noor Al-Jedaiah Assistance Prof. Abstract M.I.S Department Al Ahliyya Amman University This paper aims to identify the impact of information technology on the decision-making process in the public sector. By citing international experiences (The Taxation System in Europe Union) and the Solid Waste Association of North America as case studies, the most important findings were: (a) Public sector has to gather complex information through using technological equipment and software. (b) Public sector organizations can build their own information systems. (c) Information systems provide a significant help to the decision maker, and enable to exchange information with other governments. Keywords: Impact , Information Technology (IT) , Decision-Making Process ,Public Sector 1. Introduction Nowadays, organizations, individuals and the whole society are effected by the information and communication revolution, in their thinking manners, doing things, leadership styles of businesses, and even their life style. Organizations, either in the public sector or private sector are working to achieve their planned objectives through implementing strategies and plans that enable them to achieve these goals efficiently. Information now is available to any user in a wide range;...
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...Fundamentals of Management General Introduction..........................................................................................................3 An Introduction to Management .......................................................................................4 Kinds of Managers ...........................................................................................................4 Levels of Management.............................................................................................................. 4 Areas of Management ......................................................................................................5 Basic Management Functions ..........................................................................................5 Planning and Decision Making ................................................................................................. 5 Organizing............................................................................................................................. 6 Leading ................................................................................................................................. 6 Controlling ............................................................................................................................. 6 Fundamental Management Skills .....................................................................................6 Technical Skills .............................
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...Chapter 1 Learning objectives: 1. Describe the nature of management, define management and managers, and characterize their importance to contemporary organizations. Answer: management is a set of activities including planning and decision making, organizing, leading, and controlling, directed at an organization’s resources(human, financial, physical and information) with the aim of achieving organizational goals in an efficient and effective manner. A manager is someone whose primary responsibility is to carry out the management process within an organization. 2. Identify and briefly explain the four basic management functions in organizations. Answer: planning and decision making (determining courses of action), organizing (coordinating activities and resources), leading (motivating and managing people), controlling (monitoring and evaluating activities). These activities are not performed on a systematic and predictable schedule. 3. Describe the kinds of managers found at different levels and in different areas of the organization. Answer: By level, we can identify top, middle and first-line managers. Kinds of managers by area include marketing, financial, operations, human resource, administrative, and specialized managers. 4. Identify the basic managerial roles that managers play and the skills they need to be successful. Answers: Interpersonal roles (figurehead, leader, and liaison). Informational roles (monitor, disseminator, and spokesperson)...
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...design to ensure the creation of an affordable contemporary household goods (not just the furniture with 5-10% sales in each country with Ikea stores) for the middle-class. This uniqueness of its corporate DNA is the main reason why the Ikea is so successful globally. The frugality of the founder of the Ikea with his desire to create “better life for many”, these two tenets are deeply embedded into Ikea’s corporate DNA. The frugality combining with the obsession with design forming a unique brand that became a global cult brand. As a global brand Ikea stands for 1) Unique household products with contemporary design, affordable prices that will inspire consumers 2) A gathering place the global tribes that are sensible in cost, design, and green environment. 3) Egalitarianism. The Ikea as a corporation is very flat, the executives performs first-line employees’ job in an “Anti-bureaucracy Week” 4) High Competitive. Constantly dropping the price (2-3% annually) to provide the best values for customers (consumers). What is the relationship between Ikea’s brand and design? As described in the Ikea’s corporate DNA, that the Ikea’s stands for “affordable contemporary design household goods”. “If it was’t for Ikea, most people would have n access to affordable contemporary design” stated in a British design magazine. The design, but not just design but a contemporary design with affordable prices. As a known facts good contemporary design of...
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...Ashley Schenk Liberty University BUSI 642 3 June 2012 Case Study 3 Building Assets to Ensure That the Lowest-Level Employees Are Not Left Behind According to the case study, managers are undoubtedly conscious of the convincing indication that authorizes that companies stand to increase when they distribute their profits with personnel. Furthermore, the article demonstrates how managers are mindful of the disagreement that to interest favorably experienced workers, companies must offer bonuses like higher salaries and stock options. This study detonates the misunderstanding that fiscal incentives function too inversely across the corporate scale to be exchangeable to low-level employees. Through widespread examination of asset building throughout all stages of the business, this study determines how one company decreased their turnover rates in half and reduced accident rates as well as training and recruitment expenses. There are several challenges of designing an asset-building program presented in this case study. Managers have a responsibility to cultivate a work atmosphere where the employee meets the requirements of the organization, and the organization meets the necessities of the employee. How to choose the right incentives so the profit sharing plan will motivate the employees is a difficult decision for any organization. In this case study, profit at the bottom of the ladder, building assets, linking asset building programs to improved performance are thoroughly...
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...Chapter 18 Managers as Leaders Leaders in organizations make things happen. But what makes leaders different from nonleaders? What’s the most appropriate style of leadership? What can you do to be seen as a leader? Those are just a few of the questions we’ll try to answer in this chapter. Focus on the following learning outcomes as you read and study this chapter. LEARNING OUTCOMES 18.1 Define leader and leadership. 18.2 Compare and contrast early theories of leadership. 18.3 Describe the three major contingency theories of leadership. 18.4 Describe contemporary views of leadership. 18.5 Discuss contemporary issues affecting leadership. SPOTLIGHT: Manager at Work What is the difference between being a manager and being a leader? Are these terms synonymous? Management guru Peter F. Drucker once said, “Management is doing things right; leadership is doing the right things.” You might begin the study of Chapter 18 by asking your students for their perspectives on these questions and the quotation from Dr. Drucker. This chapter’s Spotlight: Manager at Work, looks at the legacy of Steve Jobs. In many ways, Jobs epitomizes the leader of a high tech company. How he was extremely charismatic and extremely compelling in getting people to join with him and believe in his vision. But also how he was despotic, tyrannical, abrasive, uncompromising, and a perfectionist. Jobs broke the rules of management and remade them to fit his vision. Students...
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...ijcrb.webs.com OCTOBER 2010 VOL 2, N O 6 INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Management Control System Hamed Armesh Faculty of Management ,MMU,Malaysia Listed in ULRICH S Dr. Habibollah Salarzehi , Dr.Baqer Kord Faculty of Management, University of Sistan and Baluchestan Abstract A management control systems (MCS) is a system which gathers and uses information to evaluate the performance of different organizational resources like human, physical, financial and also the organization as a whole considering the organizational strategies. Finally, MCS influences the behaviour of organizational resources to implement organizational strategies. Keywords: Management , Control , Systems 1. Introduction To introduce this topic and understanding the importance of management control system we know that In the present globalised world, organisations need to use management control systems that go beyond the strategies that focus on acquisition of technology and logistics which are not sufficient to give the organisation sustained long-term competitive edge over its competitors. Management Control Systems (MCS) as defined by Anthony (cited by LangfieldSmith, 1997) is the process by which managers ensure that resources are obtained and used effectively and efficiently in the accomplishment of the organization s objectives . MCS is a system used in an organization which collects and uses information to evaluate the performance of the organizational resources...
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...introduced. Robbins, DeCenzo, Coulter and Woods (2012) define organisational culture as “the shared values, principles, traditions and ways of doing things that influence the way organisational members act”. Strategy needs to be supported by the organisations culture, so that strong power is held on individual’s motivation and that employees are committed to meet the organisations goals. Furthermore organisation design challenges are met by contemporary managers in society today as development of an organisation occurs. Challenges faced by organisations in the contemporary business environment include keeping employees connected, managing global structural issues and building a learning organisation. Managers seek organisation designs that will be best suit and assist employees producing their work both efficiently and effectively. An organisation’s culture value is maintained through the vision or mission of the organisations founders (Chatman, Jehn 1994). The case study on “BHP Billiton” is an example of how contemporary companies overcome challenges (Robbins, DeCenzo, Coulter and Woods 2012). BHP Billiton functions within the mining, metal, gas, steel and oil area. The current chief executive office is Marius Kloppers. The company employs approximately 100 000 people internationally. The BHP Billiton charter establishes the vision for...
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...MGMT101 Introduction to Management The Contemporary Workplace Week 01 – Lecture 01 Last Sessions … Any Questions about the Course Outline … Any Questions about the Course in General … 2 Course Announcements: 1. Tutorials Next Week – Attend Your Tutorial Slots … 2. … 3. … 4. … 5. … 6. … 7. … 8. … 3 The contemporary workplace Learning objectives: • What are the challenges in the contemporary workplace? • What are organisations like in the contemporary workplace? • Who are managers and what do they do? • What is the management process? • How do you learn the essential managerial skills and competencies? 4 Working in today’s economy • A new workplace. ‒ Organisations changing, nature of work changing; work-life balance; ‒ Learning new skills required; high performance expectations • Today’s economy is a networked economy (Internet) • The new economy is a global economy. National economies are becoming increasingly interdependent. • Organisations are expected to continuously excel on performance criteria (Innovation, Employee development; social responsibility; profitability and investment value) • For individuals, there are no guarantees of long-term employment (Initiative and continuous learning needed to stay in charge of your own career) 5 Intellectual capital • Employees represent the firm’s intellectual capital. The challenge is to combine the talents of many people, sometimes thousands, to achieve unique and significant results...
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...| Qualification | ATHE level 6 Diploma in Management (QCF) | Unit title/name | Unit 6.14 Leadership and Management | Learner’s name | | Learner’s ID | | Deadline for Assignment submission | Wednesday 5:00pm | Tutor | Miss Olusambo Akanbi and Mr Kevin Frazer | Assignment distribution date | 01/12/2013 | Assignment submission date | 15/01/2014 | Feedback date | TBC | | Student’s declarationI certify that the work submitted for this assignment is my own. Where the work of other has been used to supplement my work, this has been acknowledged and referenced.Student’s Signature: _____________________ Date: _____________ | Office Use Only: Date received: Received by: Assessed by: Result: Date recorded and dispatched to student: Table of Content: Task 1…………………………………………………………………………………………………….…..5 Understanding the role and importance of human resource management in achieving organizational effectiveness 1.1 Define strategic human resource management ……………………………………………..............5 1.2 Explain the importance of human resource management in organizations..................................6 1.3 Analyse the framework of strategic human resource management..............................................7 Task 2……………………………………………………………………………………………………...….9 Understanding the formulation and implementation of human resource strategies 2.1 Analyse the strategic human resource process…………………………………………………...
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