...system and recommend strategies for the improvement, which will strengthen the company’s overall effectiveness for serving its objectives. Scope: The scope of the term project was limited to analyze the performance appraisal system at Pragati Life Insurance Ltd. and recommend restructuring measures for improvement of the system. Limitation: The limited time given for the term project was a major limitation. The company set the condition that they would not provide some confidential information. The lower level employees of the company were not available for interviews while doing the research. Methodology: Primarily interview of employees of Pragati Life Insurance Limited was conducted to know the system Secondary data was analyzed to gain further understanding of the performance appraisal system of Pragati Life Insurance Ltd. Service rule was extensively used through out the term project since it provided both validity and credibility. Sources of information: Sources of primary data: interviews with different Top and Mid level managers at Pragati Life Insurance Ltd. Sources of secondary data: service rule and other documents of the organization, industry...
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...efficient in terms of using as little resource as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of materials, labor and energy) into outputs (in the form of goods and services). Operations traditionally refer to the production of goods and services separately, although the distinction between these two main types of operations is increasingly difficult to make as manufacturers tend to merge product and service offerings. More generally, Operations Management aims to increase the content of value-added activities in any given process. Fundamentally, these value-adding creative activities should be aligned with market opportunity (see Marketing) for optimal enterprise performance. According to the U.S. Department of Education, Operations Management is the field concerned with managing and directing the physical and/or technical functions of a firm or organization, particularly those relating to development, production, and manufacturing. Operations Management programs typically include instruction in principles of general management, manufacturing and production systems, plant management, equipment maintenance management, production control, industrial labor relations and skilled trades supervision, strategic manufacturing policy, systems analysis, productivity analysis and cost control, and materials planning. Origins The origins of operations management can be traced back through...
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...to two fundamental and opposing requirements: The division of labor into various tasks to be performed, and the coordination of these tasks to accomplish the activity". Organisational behaviour focuses on the study of the people behaviour within the organisation (Luthans, 1995). The Organisational Behaviour commonly known as the study and understanding of individual and group behaviour, and the path of structure towards improvement of organizational performance and effectiveness (Robbins, 1998). Another term of Organisational behaviour is a major discipline towards description, understanding, and prediction of human behaviour within formal organisation. Organisational behaviour as discipline is the clear recognition that organisations make internal settings that influence the behaviour of people within it and to some point the internal condition of an organisation is influenced by the large components such as economic, politic, social, and technology which support the organisation (Owen, 1987). Based on these definitions we can see that organisation consists of many elements which built it. From the people, the system, and the goals, these 3 elements have to be integrated towards the organisation improvement and better performance. This paper will discuss about the two theories about management. The comparison, the nature, and the origin of these...
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...have a healthy impact because it energizes people toward higher performance. Whenever people work together in teams, some conflict is inevitable. Bringing conflicts out into the open and effectively resolving them is one of the team leader’s most challenging jobs. Conflict in corporate teams is fine as long as team immediately works toward a solution. The role of conflict in work teams is determined by the manner in which it is managed. Conflict is a driving force of change that can result in improved decision-making processes and progressive team development. However, teams must learn to be confrontational without destroying the team process. Teams are able to handle conflict and perform at a high level by following a framework of communication needed for managing conflict constructively and capable to mediate their own conflicts, improve both productivity and member relationships. Teams are typically made up of a diverse group of individuals, each member possessing different capabilities and skills. This element is what makes the use of teams so advantageous; however, diversity can also create conflict. Therefore, it is important for teams to understand the dynamics of conflict and to regulate its natural flow. Whether they are leader-driven teams or self-directed teams, the hope is that productivity, creativity, and results will be greater in a team environment. While this is a proven approach, any time you bring together people from differing backgrounds and...
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... Executive abstract This assignment will introduce the history of Pepsi Oman (Oman refreshment company) which ids responsible for providing soft drink and beverages under Pepsi brand .this company tries to position its products in the top of beverages industry. Second point which we are going to discuss environmental background .this point will concentrate on two main points external and internal environment and how these environments affect on operation ,strategies and decision making conducted by Pepsi Oman. Third point will be about organizational analysis .this will concentrate on type of technology that Pepsi Oman uses ,inputs and manufacturing process that this company uses in managing its activities and the importance of activities that Pepsi Oman do such as capacity planning ,manpower planning ,acquisition ,control ,scheduling ,managing for quality. Cost control, material control and so on. Pepsi Oman have certain and specific plans to achieve all previous activities properly. So their planning and management has helped the company to stay in the market and sustain its business .forth point will discuss the major problems that faces the company and we are going to provide and propose solution .even though the company success in its field ,it has faced some problems and...
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...Ethical Organization Profile MGT/216 Larry Henry Phoenix Toys is a toy manufacturer that strives to provide the consumer with superior customer service and merchandise for the entire family. In a workplace, there are several moral and ethical issues that may arise and it is responsibility of management to outline and enforce a code of ethics for employers to follow. Phoenix Toys will ensure that moral, ethical and social issues adhere to the applicable state and federal laws. Phoenix Toys refuses to tolerate discrimination, harassment, and bribery. Each employee should be knowledgeable of these issues and take steps to ensure that such issues do not occur. Phoenix Toys monitoring system is in place and the human resources department will make sure that ethical standards are upheld. The enforcement of the ethical standards will be fair and just. Modern-day toy manufacturers differ from those often portrayed in classic movies with wooden benches and hand-painted dolls. Safety regulations considers the controlling of the types of paint, metal, plastic, size of parts, and removability of parts determining the safety of a toy. Phoenix Toys is under pressure to produce a quality toy, for an affordable price, with top safety standards. If an employee is aware that a violation of the ethical agreement has occurred, the employee must notify a supervisor. Establishing a mandate for employees to enforce the ethical guidelines assures the company that those who are aware...
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...Chapter One: Introduction to Organizational Behavior Chapter Synopsis This chapter launches the students' study of organizational behavior by providing an overview of management history and the OB field, and by identifying forces that promise to reshape the nature of management. It exposes the how, what, why, and when of organizational behavior, as viewed and practiced by managers. It also identifies the skills and competencies that leaders will need to create the ideal 21st century work atmosphere, such as intelligence, passion, a strong work ethic, a team orientation, and a genuine concern for people. Learning Objectives After completing this chapter, students should be able to: 1. Define in applied terms organizational behavior. 2. Describe the disciplines that have contributed to the field of organizational behavior. 3. Discuss the importance of understanding behavior in organizations. 4. Explain the time dimension model of measuring effectiveness. 5. Explain the relationship between quality and organizational effectiveness. Key Terms power of human resources—The ability to get things done in the way one wants them to be done. globalism—The interdependency of transportation, distribution, communication, and economic networks across international borders. cultural diversity—The vast array of differences created by cultural phenomena such as history, economic conditions, personality characteristics, language...
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... • CONCLUSION Prepared by : YONG SIEK WOON ( JENY) ID: 128 INTRODUCTION Human Resources Management is a strategy that maximizes return on investment in the organization’s human capital and minimizes financial risk. This organize framework introduce to an organization the process of implementing and completing the functions of planning, organizing, staffing, directing and controlling in an efficient and effective manner to achieve the organization goals and objective. The main role of the Human Resource Department in The Little Star Kindergarten is to source and hire the qualified, experience, responsible teachers; to provide training and development; to motivate the employees; to prepare payroll and to maintain the optimum work force. COMPANY PROFILES The Little Star Kindergarten (TLSK) was established in Kajang in January 2011. The goal of the establishment of TLSK is to provide an overall early childhood educational programme that covers all the knowledge, skills, norms, values, cultural elements and beliefs that a child needs to help them to achieve the full development of their physical, mental and emotional growth. VISION To be the leading kindergarten in Malaysia meeting international standard. MISSION • To prepare kindergarten children to cope with real school environment, curriculums and get use with the systematic learning schedule. • To educate and train children to endure the lifelong learning attitude. • To exploit...
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...business activity in an orderly manner. It is a vital function concerned with all aspects of working of an enterprise. Definitions of Management 1. According to George R. Terry, "Management is a distinct process consisting of planning, organising, actuating and controlling, performed to determine and accomplish stated objectives by the use of human beings and other resources". 2. According to Henry Fayol, "To manage is to forecast and to plan, to organise, to command, to coordinate and to control". 3. According to Peter Drucker, "Management is a multi-purpose organ that manages business and manages managers and manages workers and work". 4. According to Harold Koontz, "Management is the art of getting things done through and with people in formally organized...
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...041-531499 Tel.(Mobile): 077454019 Fax: 041-534181 E-Mail: yolum@ss.mak.ac.ug Being a paper presented at the 15th East African Central Banking Course, held on 12th July 2004, at Kenya School of Monetary Studies. 0 MODERN MANAGEMENT THEORIES AND PRACTICES: A CRITICAL OVERVIEW Introduction Managing is one of the most important human activities. From the time human beings began forming social organizations to accomplish aims and objectives they could not accomplish as individuals, managing has been essential to ensure the coordination of individual efforts. As society continuously relied on group effort, and as many organized groups have become large, the task of managers has been increasing in importance and complexity. Henceforth, managerial theory has become crucial in the way managers manage complex organizations. The central thesis of this paper is that although some managers in different parts of the world could have achieved managerial success without having basic theoretical knowledge in management, it has to be unequivocally emphasized that those managers who have mixed management theory in their day-to-day practice, have had better chances of managing their organizations more efficiently and effectively to achieve both individual and organizational objectives. Therefore, managers of contemporary organizations ought to appreciate the important role they play in their respective organizations if they are to achieve set goals. Secondly, there is...
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...PRINCIPLES OF MANAGEMENT Business Principles of Toyota Motor Corporation Toyota follows certain well-defined business principles guiding its functioning. These are: 1. Honour the language and spirit of law of every nation and undertake open and fair corporate activities to be a good corporate citizen around the world. 2. Respect the culture and customs of every nation and contribute to economic and social development through corporate activities in local communities. 3. To provide clean and safe products and to enhance the quality of life everywhere. 4. Create and develop advanced technologies and provide outstanding products and services that fulfil the needs of customers worldwide. 5. Foster a corporate culture that enhances individual creativity and teamwork value, while honouring mutual trust and respect between management and labour. 6. Pursue growth and harmony with global community through innovative management. 7. Work with business partners in research and creativity to achieve stable, long-term growth and mutual benefits and be open to new partnerships. These principles, will guide the company in its global vision 2010. This global vision envisages continuous innovations in future, use of environment friendly technologies, respecting and working with different sections of society and establishing an interactive relationship with society. Based on www.toyota.co.jp/en/enviornmental_rep/03 /rinen.html on 17.10.2006 CHAPTER L E A R N I N G OBJECTIVES 2 After...
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...merger of the size like HP-Compaq has implications for the workforce of these companies across the globe. Although the merging entities give a great deal of importance to financial matters and the outcomes, HR issues are the most neglected ones. Ironically studies show that most of the mergers fail to bring out the desired outcomes due to people related issues. The uncertainty brought out by poorly managed HR issues in mergers and acquisitions have been the major reason for these failures. The human resource issues in the mergers and acquisitions (M&A) can be classified in two phases the pre-merger phase and the post merger phase. Literature provides ample evidence of difference in between the human resource activities in the two stages: the pre-acquisition and post acquisition period. Due diligence is important in the first phase while integration issues take the front seat in the later. The pre acquisition period involves an assessment of the cultural and organizational differences, which will include the organizational cultures, role of leaders in the organization, life cycle of the organization, and the management styles. The mergers often prove to be traumatic for the employees of acquired firms; the impact can range from anger to depression. The usual impact is high turnover, decrease in the morale, motivation, productivity leading to merger failure. The other issues in the M&A activity are the changes in the HR policies, downsizing, layoffs, survivor syndromes, stress on the...
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...merger of the size like HP-Compaq has implications for the workforce of these companies across the globe. Although the merging entities give a great deal of importance to financial matters and the outcomes, HR issues are the most neglected ones. Ironically studies show that most of the mergers fail to bring out the desired outcomes due to people related issues. The uncertainty brought out by poorly managed HR issues in mergers and acquisitions have been the major reason for these failures. The human resource issues in the mergers and acquisitions (M&A) can be classified in two phases the pre-merger phase and the post merger phase. Literature provides ample evidence of difference in between the human resource activities in the two stages: the pre-acquisition and post acquisition period. Due diligence is important in the first phase while integration issues take the front seat in the later. The pre acquisition period involves an assessment of the cultural and organizational differences, which will include the organizational cultures, role of leaders in the organization, life cycle of the organization, and the management styles. The mergers often prove to be traumatic for the employees of acquired firms; the impact can range from anger to depression. The usual impact is high turnover, decrease in the morale, motivation, productivity leading to merger failure. The other issues in the M&A activity are the changes in the HR policies, downsizing, layoffs, survivor syndromes, stress on the...
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...TABLE OF CONTENTS 1. INTRODUCTION 2 2. TOPIC 1 – UNDERSTANDING INDIVIDUALS 3 2.1 PERSONAL VALUES ANALYSIS 3 2.2 ALIGNING PERSONAL VALUES WITH THE VALUES OF ACNIELSEN 4 2.3 ACNIELSEN BUSINESS EFFECTIVE SURVEY – TAKING PULSE OF OUR STAFF 5 2.4 MOTIVATION & JOB SATISFACTION 6 2.5 PROMOTING ORGANIZATIONAL COMMITMENT 8 3. TOPIC 2 – DEVELOPING MANAGERIAL SKILLS & PRACTICES 9 3.1 THE IMPORTANCE OF INTERPERSONAL BEHAVIOR 9 3.2 BUILDING A CULTURE OF TRUST 9 3.3 PROMOTING ORGANIZATIONAL CITIZENSHIP BEHAVIOR – A PASSION FOR PERFORMANCE 10 3.4 CAREER DEVELOPMENT 10 3.5 ORGANIZATIONAL COMMUNICATION 11 3.6 TEAMWORK 13 4. TOPIC 3 – DEVELOPING LEADERSHIP SKILLS (C.11-14) 14 4.1 ORGANIZATIONAL LEADERSHIP 14 4.2 CULTURE, CREATIVITY, AND INNOVATION 14 4.3 DESIGNING EFFECTIVE ORGANIZATION 14 4.4 MANAGING ORGANIZATIONAL CHANGE 14 5. SUMMARY 14 1. INTRODUCTION Organizational Behavior has so far been among my most interesting courses during this MBA program. It has provided me with a new perspective as well as a more systematic approach in dealing with my daily managerial issues at work. For me, it is like a journey up the mountain. This course helps me realize an important wisdom that what I see at the bottom of the mountain is not what I see at the top. Without this wisdom, I could have closed my mind to all that I cannot view from my position and, therefore, limit my capacity to grow and improve. Such wisdom helps open my mind to improvement, and teaches me to respect...
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