...Business and Management Containing Human Resource Costs During Economic Challenges In: Business and Management Containing Human Resource Costs During Economic Challenges Abstract Being able to remain or become globally competitive while facing challenges within today's economy is a challenge for all types of companies and organizations. When faced with struggling budgets outsourcing and or downsizing are often seen as the only possible solutions for businesses to stay afloat. Trying to maintain competitiveness while downsizing and or outsourcing brings about additional challenges for human resource management organizations. Containing Human Resource Costs During Economic Challenges The current economy brings challenges to every level of a corporation, including human resource management. Maintaining an effective budget is not always easy and becomes even more difficult with the strains of an economic crisis. While the elimination of unnecessary materials and or processes may help in curtailing costs and spending, it is not always an easy task; and an even more difficult task involves the elimination of actual jobs. As companies are faced with having to cut costs, eliminating jobs is sometimes an unfortunate solution. Human resources management is defined as the process of managing human talent to achieve an organization's objectives (Bohlander & Snell, 2010). Being able to effectively execute the process of human resources management relies on several...
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...Home Page » Business and Management Managing People and Organisations Task 1 In: Business and Management Managing People and Organisations Task 1 Outcome covered 1 I have been asked to analyse the case study given on Joy of chocolate, and been given 5 questions and given exhaustive answers on these. A goal is a broad statement of where you want to be as an organisation and what you want to achieve. It is a future expectation of the organisation. The goals of an organisation will determine the nature of its inputs and outputs. An example of a company’s aim would be to increase profits. The inputs in a way of both employees and management. The efforts of both of these will make a big impact on how these goals are met and within the timescale. Suzy’s aim for the company was to create chocolate that would be boost local produce. She wanted the business to be well known for excellent and innovative products. Another aim Suzy set for the company was to create self-help in the communities that were supplying the cocoa. Suzy wanted to create a positive culture in all aspects of the business. Goals of the organisation should be categorised into different types of goals for example, Consumer goals which includes meeting the needs of the consumer, Product Goals which relates to the characteristics of the product, Operational goals relates to the series of activities involved in providing the outputs, operations and the functions of the organisation and lastly secondary goals...
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...Schuler and Walker define Human Resource Strategy (HRS) as “a set of processes and activities jointly shared by human resources and line managers to solve business-related problems”. I believe this definition assists on tackling the above question. However, Bamberger and Meshoulam “Conceptualise human resource strategy as an outcome: the pattern of decisions regarding the policies and practices associated with the HR system”. In my view, HRS is a set of ‘processes and activities’ that when implemented, result in an outcome. In aim to justify this statement by discussing the topic of human resource strategy in relation to the sub-headings listed above. By examining the reasons or ‘rationale’ for the emergence of human resource strategies in the modern business environment, the value, various strategy approaches, types and the concept of fit, I believe I can underline the importance of a well devised HRS to any overall business strategy or plan. Modern businesses and the economic environments in which they operate are very different from the organizations and economies examined by Chandler in his studies of ‘managerial capitalism’ (late 19th Century through to the 1970s). The development of technology, and the creation of global economies have resulted in a significant increase in efficient and effective competition within all industries operating in market economies. Firms con longer rely on competing aggressively simply on the reliable favorites of achieving economies of...
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...CRITICAL SUCCESS FACTORS FOR BUSINESS INTELLIGENCE SYSTEMS WILLIAM YEOH University of South Australia SA 5095 Australia ANDY KORONIOS University of South Australia SA 5095 Australia The implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet there is a limited authoritative set of critical success factors (CSFs) for management reference because the BI market has been driven mainly by the IT industry and vendors. This research seeks to bridge the gap that exists between academia and practitioners by investigating the CSFs influencing BI systems success. The study followed a two-stage qualitative approach. Firstly, the authors utilised the Delphi method to conduct three rounds of studies. The study develops a CSFs framework crucial for BI systems implementation. Next, the framework and the associated CSFs are delineated through a series of case studies. The empirical findings substantiate the construct and applicability of the framework. More significantly, the research further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results. Keywords: Business intelligence system, Critical success factors, Delphi method, Case study INTRODUCTION Recently Business Intelligence (BI) applications have been dominating the technology priority list of many CIOs [11, 12]. According to Reinschmidt and Francoise [22], a BI system is “an integrated set...
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...Robert Gordon University Aberdeen Business School Contemporary HRM 1007520 International Tourism Management Year 3 Submission deadline: 3rd May 2013 Lecturers Responsible: Allison Abbott and Kirstine Collins Module Number: BS2104 Word Count: 2179 Executive summary The subject of this report is the ‘war for talent’ phenomenon and its implication on talent management practices. Its first section presents the aim and objectives and the utilised methods of research. In the second chapter called ‘What is talent’, various definitions from different angles are provided for a better understanding of the main topic of the report. The third chapter analyses the ‘war for talent’ concept with both pro and con academic arguments. The fourth section defines talent management as a mandatory ‘toolkit’ to fight the war for talent. In the first subsection a few definitions and talent management approaches are explained. This section is followed by two consecutive ones which define and analyse the notions of performance, and potential in relation with talent management. The fifth and final chapter expands the ‘war for talent’ concept on a global scale with the two subsections discussing the influence of globalisation on the talent war followed by a case study of Poland’s talent management issues in the global ‘war for talent’. In the end a conclusion is drawn followed by afferent references consulted in order to create the report. Table of contents Front cover ...
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...COURSE AND SUBJECT GUIDE POSTGRADUATE MANAGEMENT PROGRAMS 2010 The information contained in this Course and Subject Guide: • • is current only at the date it is published and Melbourne Business School is under no obligation to update the information or correct any inaccuracy which may become apparent at a later date; and is not intended to provide or make recommendation on which you should rely. Melbourne Business School reserves the right to change course content, lecturers, course time, examination procedures and other course details. To the extent permitted by law, Melbourne Business School specifically excludes any liability for any error or inaccuracy in, or omissions from, the information in this Guide and any loss or damage which you or any person may suffer. Last updated: 12 March 2010 1 2 MELBOURNE BUSINESS SCHOOL 2010 ACADEMIC CALENDAR ___________________________________________________________________ TERM 1 Thursday Monday Tuesday 14 January 18 January 26 January Orientation Evening – Weekend Mode and Standard Part Time World of Management Weekend Mode and Part Time (until Friday 22 January) Australia Day Academic School Holiday Carlton Campus on Sunday operations Monday Thursday Friday Monday Thursday Friday Friday Thursday Friday Sunday 9 February 18 February 26 February 8 March 18 March 19 March 2 April 15 April 16 April 25 April Commencement Term 1 Teaching (standard 12-week format subjects) Weekend Mode – Module 1a (until...
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...CHAPTER 2 Strategic human resource management Nicky Golding OBJECTIVES To indicate the significance of the business context in developing an understanding of the meaning and application of SHRM. To analyse the relationship between strategic management and SHRM. To examine the different approaches to SHRM, including: – The best-fit approach to SHRM – The configurational approach to SHRM – The resource-based view of SHRM – The best-practice approach to SHRM. To evaluate the relationship between SHRM and organisational performance. To present a number of activities and case studies that will facilitate readers’ understanding of the nature and complexity of the SHRM debate, and enable them to apply their knowledge and understanding. Introduction to strategic human resouce management This chapter charts the development of strategic human resource management. It assumes a certain familiarity with the evolution of HRM, early HRM models and frameworks and their theoretical underpinning as discussed in Chapter 1. The aim of this chapter is to provide a challenging and critical analysis of the strategic human resource management literature, so that you will be able to understand the synthesis both within and between strategic human resource management and strategic management in its various forms. Since the early 1980s when human resource management arrived on the managerial agenda, there has been considerable debate concerning its nature and its value to organisations. From the...
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...Institute of Finance and International Ma 418 Global Marketing and Challenges for Future: Franchising in Banks K. Ravichandran, Gandhigram Rural University, drkravichandran@yahoo.co.in R. Muruganandham, Sudharsana Raamanujan, R, P. Nandakumar, M. Sasi Siddharth Thiagarajar College of Engineering, vr_muruganandham@hotmail.com, siddharth_mss@sify.com raamanujan@gmail.com, nandacivil@gmail.com The global economic scenario is undergoing a major innovative metamorphosis at a rate never experienced before. All organizations have their brands to face the global marketing challenges to secure a role of leader in this state of economic revolution. Our paper identifies the current marketing challenges and global economic threats for service industries. Besides our paper also explores the management strategies to overcome these challenges in the liberalized economy. The banking service is considered, where the franchising marketing strategies, introduction of new products and delightful customer service by new private sector banks and foreign banks pose a serious threat to the existence and survival of public sector banks profitwise. Hence our paper deeply discusses the benefits of e-banking with a view to minimize transaction cost cum operating expenses thereby increasing the overall net profit to enable for successful survival by overcoming the threats posed by foreign banks. 455 Ball Bouncing Exercise Jayanta K. Nandi, ICFAI Business School, Jaipur, jknandi@rediffmail...
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...Student Handbook 2012 WELCOME TO WAIKATO Welcome to the University of Waikato. I hope you make the most of your time here and the opportunities that will present themselves during the course of your study. You have come to an excellent university that is ranked top in 10 subjects under the Government’s Performance Based Research Fund. We are also internationally connected; we have research connections and student exchanges with some of the world’s top universities. I urge you to consider taking part in these while you are with us. Here at the University of Waikato, you will be taught by lecturers who are leaders in their fields of research and who win national teaching awards. We are proud of our academic quality and the fact that we turn out sought-after graduates who go on to take up important roles in all parts of the world. You will already have noticed our beautiful campus which is set in 68 hectares of gardens, green space and lakes. At the heart of it all is the new Student Centre, which was completed in 2011. With its accessible areas, Library services and multitude of facilities, it is a place for students to study or just gather together and we are very proud of this building. In 2011 we celebrated 10 years of another important building, the Gallagher Academy of Performing Arts. This world-class facility was the vision of a group of driven Waikato people. It quickly became a focal point in the campus and continues to be an important venue for the performing...
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...Human Resource Management IIBM INSTITUTE OF BUSINESS MANAGEMENT DISTANCE LEARNING PROGRAM HUMAN RESOURCE MANAGEMENT ( IIBM - B102 ) www.iibmindia.in www.iibmonline.com Author: VSP Rao Copyright © 2010, VSP Rao All Rights Reserved Produced and Printed by EXCEL BOOKS PRIVATE LIMITED A-45, Naraina, Phase-I, New Delhi-110 028 For IIBM Institute of Business Management Meerut - 250002 Distance Learning Education, IIBM Institute of Business Management The ultimate vision of this Institute is to ensure that all working executives and each young manager must possess the requisite research-oriented-business-acumen and the competitive managerial excellence in successfully tackling the new emerging management-related-problems of the country in the changing global scenario. Individuals who look upon education as a continuing activity and wish to enhance their knowledge in an existing discipline or acquire proficiency in a new area are sure to benefit from the offered Programs. Distance Education is an attempt to make education accessible beyond the close confines of a classroom and to make it available to those who aspire and endeavor. The pedagogy used is interactive with cutting-edge techniques and innovation. This has gone long way to strengthen skills and expertise students to meet much-needed requirement of management students; in industry or society. The Institute pioneered and offers more than 40 programs in the field of Management, Computer, Six Sigma and SAP Training...
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...SAGE India website gets a makeover! Global Products Enhanced Succinct Intuitive THE Improved Interactive Smart Layout User-friendly Easy Eye-catching LEADING WORld’s LEADING Independent Professional Stay tuned in to upcoming Events and Conferences Search Navigation Feature-rich Get to know our Authors and Editors Why Publish with SAGE ? World’s LEADING Publisher and home and editors Societies authors Professional Academic LEADING Publisher Natural World’s Societies THE and LEADING Publisher Natural authors Societies Independent home editors THE Professional Natural Societies Independent authors Societies and Societies editors THE LEADING home editors Natural editors Professional Independent Academic and authors Academic Independent Publisher Academic Societies and authors Academic THE World’s THE editors Academic THE Natural LEADING THE Natural LEADING home Natural authors Natural editors authors home World’s authors THE editors authors LEADING Publisher World’s LEADING authors World’s Natural Academic editors World’s home Natural and Independent authors World’s Publisher authors World’s home Natural home LEADING Academic Academic LEADING editors Natural and Publisher editors World’s authors home Academic Professional authors Independent home LEADING Academic World’s and authors home and Academic Professionalauthors World’s editors THE LEADING Publisher authors Independent home editors Natural...
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...3122-prelims.qxd 10/29/03 2:20 PM Page i International Human Resource Management 3122-prelims.qxd 10/29/03 2:20 PM Page ii 3122-prelims.qxd 10/29/03 2:20 PM Page iii second edition International Human Resource Management edited by A n n e - Wi l H a r z i n g J o r i s Va n R u y s s e v e l d t SAGE Publications London l Thousand Oaks l New Delhi 3122-prelims.qxd 10/29/03 2:20 PM Page iv © Anne-Wil Harzing and Joris van Ruysseveldt, 2004 First published 2004 Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act, 1988, this publication may be reproduced, stored or transmitted in any form, or by any means, only with the prior permission in writing of the publishers, or in the case of reprographic reproduction, in accordance with the terms of licences issued by the Copyright Licensing Agency. Enquiries concerning reproduction outside those terms should be sent to the publishers. SAGE Publications Ltd 1 Olivers Yard London EC1Y 1SP SAGE Publications Inc 2455 Teller Road Thousand Oaks, California 91320 SAGE Publications India Pvt Ltd B-42, Panchsheel Enclave Post Box 4109 New Delhi 100 017 British Library Cataloguing in Publication data A catalogue record for this book is available from the British Library ISBN 0 7619 4039 1 ISBN 0 7619 4040 5 (pbk) Library of Congress Control Number...
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..._____________________________________________________________________ M. Mokhtaripour _________________________________________________________________ R. Hoveida _____________________________________________________________________ 8 8 8 8 Quality: From Where to Where? ___________________________________________ 12 Alan Brown ___________________________________________________________________ 12 The Impact of Educational Quality Models on Schools’ Performance in Dubai ________ 20 Kalthoom Al Balooshi ____________________________________________________________ 20 Wafi Dawood __________________________________________________________________ 20 Management Education and Development in the United Kingdom _________________ 25 Daniel O' Hare _________________________________________________________________ 25 Global Quality Management Systems and the Impact on Service Quality and Brand ___ 35 Jonathan M. A. Ward ____________________________________________________________ 35 Resilience: From Product to Corporate Strategy _______________________________ 42 Mehran Sepehri...
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...Analysis : Basic Steps 7. Business Research Problem 8. Primary Business Information 9. Research Proposal ( also in Unit2) 10. Research Methods versus Methodology 11. Types of Research 12. Functions of Business Research 13. Relevance of Business Research to Managers 14. Need to perform Business Research 15. Managerial Effectiveness and Research 16. Management Consultant 17. The Building Blocks of Science in Research 18. Induction & Deduction in Business Research 19. The Case Study as a Research Method 20. Case Study to Assess Business Situations 21. Difference between the case method and a case study? 22. Business Research Topics 23. Business Research in the 21st Century Definition of Research Research in common parlance refers to a search for knowledge. Once can also define research as a scientific and systematic search for pertinent information on a specific topic. In fact, research is an art of scientific investigation. The Advanced Learner’s Dictionary of Current English lays down the meaning of research as “a careful investigation or inquiry specially through search for new facts in any branch of knowledge.”1 Redman and Mory define research as a “systematized effort to gain new knowledge.”2 Some people consider research as a movement, a movement from the known to the unknown. It is actually a voyage of discovery. We all possess the vital instinct of inquisitiveness for, when...
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...Contemporary Developments in Business and Management Kenneth Fee The University of Sunderland © 2013 The University of Sunderland First published September 2013 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK. Contents Introduction vii Unit 1 The contemporary world of business and management Introduction 1.1 1.2 The global business environment The importance of developments in the global environment Case Study 1.3 Organisational decision making and performance vii 1 3 10 14 17 19 19 20 Self-assessment questions Feedback on self-assessment questions Summary Unit 2 Globalisation Introduction 2...
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