...Increasing population, booming economies, rapid urbanization and the rise in the community living standards have all greatly accelerated solid waste generation rate in developing countries at the municipal level (Minghua et al, 2009). According to ISWA and UNEP, (2002) “with … limited resources, only basic technologies for treatment and disposal, and deficient enforcement of relevant regulations, serious problems remain for municipal solid waste management of developing countries” (cited in Chen at el, 2010:716). To the United Nations (UN), rapid urban growth throughout the developing world has seriously outstripped the capacity of most cities to provide adequate services to their citizens. The institutional capacity of developing countries at the municipal level is lagging in relation to waste generation trends. As a result, cities of developing countries are environmentally polluted and public health is under threat from widespread waste...
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...A Literature Review on Absorptive Capacity Abstract This paper reviews the developed body of literature on absorptive capacity over the last two decades. It identifies and discusses the main research streams and argues the tensions in the literature originate from the use of expense in R&D as a means of developing AC. Following from that, and building on the recent developments in literature, I argue that research in this area are needed and that the focus of research has to be aligned again to the Cohen and Levinthal’s 1989 and 1990 papers that discuss the general commercial application of acquired knowledge. This study, therefore, contributes to the understanding of absorptive capacity's antecedents and outcomes by offering important recommendations for policy makers and firms’ management. Introduction Nowadays, internal research and development (R&D) are integrated with knowledge sources external to the firm through licensing, company acquisition, R&D outsourcing, or the hiring of qualified researchers with relevant knowledge. This simultaneous internal and external knowledge acquisition activities prompt that these two activities are complementary. This recall the notion of “absorptive capacity”. The motivation on choose the topic of absorptive capacity (AC) is due to the large use of it by researchers to explain various organizational phenomena. In addition, according to the focus of the course on developing and emerging economies, AC can act as a valuable complement...
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...The principle for both politics and power is the extent of an interconnection between individuals. As individuals pursue their own goals in a firm, they must also deal with the interest of others. Managers may see a power gap. The power gap and its associated political dynamics are twofold. One is that power and politics represent a closure of organizational life. Organizations are not equally comprised of individuals with the same power. Some people have a lot more clot than others. There are winners and losers in the battle of resources and rewards. Another is that politics and power are essential means of the organization and used in getting the work completed by managers. Many more organizational members can win when managers isolate the situations in which the individual and interest alike in the organization (Schermerhorn, Hunt, & Osborn, 2008). Compare and Contrast Power and Politics in Organizations. Within each organization a manager's power is in large part determined by his or her position and personal power and by his or her ability to build upon combinations of these sources. An essential source of power accessible to a manager derived only from his or her position in the organization. Specifically, position power derived from roots joined with the position. The essential perspectives of position power: legitimate, representative, information, coercive, reward, and process power. Position power enhances whereas a manager capable of demonstrating to others...
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...STRATEGY FOR IMPROVING HEALTHCARE DELIVERY AND ORGANIZATION PERFORMANCE The present report is focused on identifying strategies for defining, measuring, and improving performance of the healthcare delivery system in any organization. The scope of the report is kept limited to the frontline health service delivery system like hospitals and clinics which directly interacts with patients. The main objective of the report is to identify important determinants of organizational performance in healthcare and to present examples of solutions which can improve its functioning and performance. Identifying present performance: Before formatting future strategy for any organization, it is important to evaluate its present performance. It is important for any organization to deliver healthcare of high quality, high efficiency, easy accessibility, and easy utility; to be considered as a high performance organization. Additionally, the high performance organization must be open to enable learning and to have well planned strategies to access support from different parts of the society to attain sustainability. Thus section discusses the six main outcomes required by high performance organization which are quality, efficiency, utilization, access, learning, and sustainability. 1. Quality: Research on the clinical quality of the healthcare is as old as the healthcare delivery system itself. The researchers identify clinical quality as safe and medically appropriate healthcare. Furthermore...
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...implement relevant strategies to contribute effectively to achieve organizational objectives. Hence a serious concern of every HR manager in order to survive this ‘War for Talent’, is to fight against a limited and diminishing pool of qualified available candidates to replace valuable employees when they leave, dramatically underscoring the difficulty to attract, motivate and retain the best employees in an organization. Our project covers the introduction and importance of talent management. It is followed by the application of talent management in National Bank of Pakistan and recommendations for the bank to retain and improve its talent. LITERATURE REVIEW: A detailed survey of the concerned literature has been carried out based on various journals, reviews concerned magazines and internet and presented below: Any Organization needs to have a vision and a well defined strategy on hiring for the future. We should have the right talent to attract and retain the best available talent for which a number of measures for talent management are required. [KARTHIKEYAN, 2007]. Emphasis has been paid on initiatives that can be put in place to help organization to retain and nurture the talent [PANDIT, 2007]. The fundamental aspects about the definitions of human recourses have been discussed and planning of new models has been discussed. The need to disband the conventional school of thoughts about organizational behavior has been advocated and a new approach has been suggested...
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...communication and decision making process the company has deployed satellite communication system, CEMEXNET, • The company uses its capital to acquire other companies ➢ Acquiring, building or buying terminal facilities in other markets and buy other companies in order to facilitate global expansion • This company exert effort to create common culture and common processes ➢ Standardized of business processes, technology, and organizational structure across all countries while simultaneously granting countries certain operational flexibility b) Illustrate how CEMEX has managed to attain a high level of operational efficiency throughout its distributed operations without a complex organizational structure. • Developed core competencies • Learning through the process of acquisition and integration • Innovative marketing and operations • Standardization of best practices, technology and organizational structure • Disposal of non-related businesses and non-core assets by management • Implement key information and internet based technology • Successful acquisition and short integration process(Successful Implementation of post-merger integration (PMI) process)...
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...of existing cost and performance measurement systems Three major change in new theory & practices that influence management accounting practices: Activity Based Costing Management Operational Control Systems Performance Measurement: The Balanced Scorecard Activity Based Cost (ABC) Management Traditional cost allocation system that is identical to overhead allocation and direct costing were acknowledged to be obsolete. New cost system shifts the paradigm of how to allocate cost, to the paradigm of how to identify the cost flows from organizational spending to supply resources that create the capability to perform activities. New cost system is valuable for the following reasons: Enhance accuracy of manufacturing overhead cost analysis that influencing product design decisions Accurately assign the organizational cost throughout a company’s value chain to their underlying causes: products, customers, channels and organizational units. Trace resource expenses to the activities performed by the resources. The activity cost could then be traced to individual products, customers, and services as cost objects. Activity Based Cost (ABC) Management Breakthrough for ABC systems came from 2 theoretical developments: Hierarchy for Activity Cost Drivers of indirect and support expenses: Unit–level activities: costs that incur inline with activities that are performed for every unit of product or service produced. The quantity is proportional to production and sales volumes...
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...1 Teamwork: Developing High Impact Teams1 Tony Lingham, Ph.D. Bonnie A. Richley, Ph.D. December 2013 Organizations are increasingly done through projects involving teams across all levels as they offer greater flexibility, better outcomes and better innovation than individuals. As such, teams permeate all levels in local, national and global organizations. Such a design means that people often have membership in multiple teams resulting in outcomes that are frequently suboptimal and fraught with frustration and inefficiencies. The demand for increased teamwork has created a need for a way to help teams succeed yet most training programs do not take into account the full experience of team life in development efforts. In this entry the authors propose a conceptual framework to develop High Impact Teams. A High Impact Team is one that is: 1. Aware and has the ability to align actual and desired interaction (quality of team interaction); and 2. Has the knowledge and ability to harness the innovative and executional capacities of their team within its embedded organizational or educational contexts. This entry posits that meaningful team development programs must incorporate assessments of both the quality of a team’s interaction (function) and its capacity to innovate and execute (performance). The authors provide a structured methodology involving measures of interaction and capacities together with engaging in well-developed team coaching process so that teams will be able to develop...
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...[pic] | |peter senge and the learning organization | | | |Peter Senge’s vision of a learning organization as a group of people who are | | | | |continually enhancing their capabilities to create what they want to create has been | | | | |deeply influential. We discuss the five disciplines he sees as central to learning | | | | |organizations and some issues and questions concerning the theory and practice of | | | | |learning organizations. | | | | | | | | |contents: introduction | peter senge | the learning organization | systems thinking – the cornerstone of the | | | |learning organization | the core disciplines | leading the learning organization | issues and problems | | | | |conclusion | further reading and references | links | | | |Peter M. Senge (1947- ) was named a ‘Strategist of the Century’ by the Journal of Business...
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...Introduction Organizational behavior as a concept is broad and refers to the study of individual and group activities which take place in an organization setting and reflect the nature of that organization. The subject is becoming more and more popular as people with diverse backgrounds and cultural values have to work together effectively and efficiently. Organizational behavior seeks to emphasize the understanding of behavior competencies in order to have an insight into how people are likely to behave as this knowledge is essential in controlling these behaviors and ensuring they are befitting to the achievement of organizational objectives. Whenever people interact in an organization many factors come into play and in this write up¸ we would be looking at a lot of factors associated with organizational behavior like culture, motivation, attitude and personalities, leadership and so on. We would be using wings café as our case study in understanding this concept while trying to bring fresh suggestions and ideas on how we think it should be managed and operated. Literature review The introduction of the concept of organizational culture has generally been attributed to several individuals, including Hofstede (1980) and Schein (1985). Although organizational culture has been defined in various ways, the definitions share a common view that “culture consists of some combination of artifacts (also called practices, expressive symbols, or forms), values and beliefs, and underlying...
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...began to take its current usage by Europeans in eighteenth- and nineteenth-century (having had earlier antecedents elsewhere), it connoted a process of cultivation or improvement, as in agriculture or horticulture. In the nineteenth century, it came to refer first to the betterment or refinement of the individual, especially through education, and then to the fulfillment of national aspirations or ideals. In the mid-nineteenth century, some scientists used the term "culture" to refer to a universal human capacity. For the German nonpositivist sociologist Georg Simmel, culture referred to "the cultivation of individuals through the agency of external forms which have been objectified in the course of history". In the twentieth century, "culture" emerged as a concept central to anthropology, encompassing all human phenomena that are not purely results of human genetics. Specifically, the term "culture" in American anthropology had two meanings: (1) the evolved human capacity to classify and represent experiences with symbols, and to act imaginatively and creatively; and (2) the distinct ways that people living in different parts of the world classified and represented their experiences, and acted creatively. A distinction is current between the physical artifacts created by a society, its so-called material culture and everything else, the intangibles such as language, customs, etc. that are the main referent of the term "culture". Etymology The etymology of the modern...
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...Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) MCP 2135 – Leading and Managing Change in Organizations MBA in Human Resource Management Semester II – 2010/2012 Course Director : Prof. Sudatta Ranasinghe Professor of Management Name of the Student : Gamini Hettiarachchi Student Registration No. : 110046980 Date Submitted :16.05.2011 Word Count : 1662 words, 5 single side A4 pages Leading and managing change in organizations: Importance of human resource capacity building Term Paper (Individual Assignment) Abstract This term paper addresses human resource capacity building as a strategic instrument in leading and managing change in organizations. After describing the process and the basic steps in leading and managing change, the article has taken an effort to identify the role of leaders and the managers to derive a conceptual frame of reference to develop arguments in strategic importance of human resource capacity building in the process of leading and managing change in organization. To meet the challenges, negative as well as positive, HR capacity building is needed in most of the steps and stages in the process of leading and managing change in organizations. Further, developing human capacities has highlighted as one of the major roles and core functionalities of leaders and managers. Viewing human resources as human capital and beyond, the term paper argues that without...
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...The Power of Leadership Strayer University Antwon Speller Professor Largaespada 322 Organizational Behavior August 24, 2014 Introduction Through the existing and emergent global challenges that are placing even greater demands on the leadership of today. In order to meet these challenges more effectively, there are a number of growing needs for leaders to overcome the limitations of existing ways of thinking and operating as a leader. For the most part, the external world becomes more complex and uncertain as leaders must become more conscious of the nature of their own interior world, including the varieties of performance management, experiences and resources available to them to meet the difficulties, and often ambiguous demands in more of the balanced and integrated ways. Leadership capabilities will be a key differential in the future, and this will require a new and different emphasis on the leader’s capacity for development. A first term of interpersonal recognizes that each of us as individuals is made up of a multiplicity of selves or states. Therefore, we show up to situations in different ways depending on the context. The second phase to the term of interpersonal references are the principles of collaboration between diverse disciplines across an array of fields, leading towards more integrated and complex levels of understanding among individuals, groups and organizations (Nick Ross 2013). Interpersonal leadership identifies diversity of thought...
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...however, and there is little consensus about how organisations achieve both change and growth simultaneously. This paper attempts to expand the simplistic idea that organisational learning is an adaptive approach supported by individualized and stand-alone strategies of learning. The paper demonstrates how various conventions of learning can be understood as integrated learning cycles from which organisations can chart new paradigms of learning in practice. Current theories of organizational learning are imbued with their own sense of history making, clever manifestos that support a workshop or case study approach, and questionable rather than empirical validations of internally consistent phenomenon. Existing theories of learning however are valuable to the extent that they collectively represent a community of practice from which scholars and practitioners benefit. New conceptual approaches are needed however to link current practices and empirical observation so that individualized approaches to organizational learning can be integrated. PURPOSE OF THE PAPER This paper explores several new learning concepts such as unbounded learning and demonstrates how an integrated learning cycle can be developed to assist firms address the conceptual and practical issues of...
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...Self-Reflection As they are intervening in complex human systems, capacity-development practitioners need to be flexible, adaptable and willing to learn from what they do. An important source of learning in real time is the processes and results of monitoring and evaluation (M&E). Bruce Britton explains M&E activities as they are commonly pursued and explores creative ways in which practitioners can use them for personal learning and selfreflection. He also provides suggestions on how this can be done under non-conducive organizational conditions. Monitoring and Evaluation for Personal Learning Bruce Britton By three methods we may learn wisdom: first, by reflection, which is noblest; second, by imitation, which is easiest; and third by experience, which is the bitterest. (Confucius) Introduction Capacity development practitioners collaborate in efforts to improve the capabilities of complex human systems that operate and connect at different levels. First and foremost, capacity development is a process based on the assumption that better understanding and knowledge will bring about change. Also, the planning for capacity development interventions typically rely on variations of the Logical Framework Approach (LFA), which encourage careful thinking about expected outcomes and impacts. By its very nature LFA assumes that intended results of an initiative can be established in advance because the path that a capacity development process will take can be adequately assured, which...
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