...Self-Fulfilling Prophecy was coined by Robert Merton in 1948, describing it as how (1) an expectation may evoke a behaviour of an individual therefore increasing the chances of it becoming true. Merton concluded that (2) a belief eventually leads to a result as it influences the individual to change their behaviours to match your initial expectations. Example: My coach expects me to do well and he spends more time with me preparing for my competition. I performed well and got a gold medal. 2. Introduction More often that not, the outcomes of events that occur in a person’s life is the product of the concept of self-fulfilling prophecy. In this article, we will address these questions as follow. First, we present the definition of the self-fulfilling prophecies. Second, we will look at the process of the self-fulfilling prophecy and how it is applied in our everyday life. We subsequently identify the effects of the self-fulfilling prophecy. Fourth, we will discuss the relation of self-fulfilling prophecy to stereotypes. Finally, we will conclude by weighing up the pros and cons of the self-fulfilling prophecy and how it can be fully utilised in an organisation. 3. Applications of Self-Fulfilling Prophecies Three steps are involved in the self-fulfilling prophecy process (McShane, Olekalns & Travaglione, 2012). Process begins when Stage (1) * Defining attitudes, and beliefs of its members * Employer interacts with employee who present highly...
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...motivated, less productive and less safe at work. Their organisations are less likely to be successful in a competitive market. Stress can be brought about by pressures at home and at work. Employers cannot usually protect workers from stress arising outside of work, but they can protect them from that which arises from work. Stress may be defined as "a state of psychological and / or physiological imbalance resulting from the disparity between situational demand and the individual's ability and / or motivation to meet those demands." Dr. Hans Selye, one of the leading authorities on the concept of stress, described stress as "the rate of all wear and tear caused by life." Stress in an organisation can also be refer to us the response people or workers may have when presented work work demands and pressures the are not matched to their knowledge and abilities and which challenges their ability to cope Sources of Stress, Factors that cause stress are called "Stressors." The following are the sources or causes of an organisational and non-organisational stress. 1. Causes of an Organisational Stress The main sources or causes of an organisational stress are:- Career Concern : If an employee feels that he is very much behind in corporate ladder, then he may experience stress and if he feels that there are no opportunities for self-growth he may experience stress. Hence unfulfilled career expectations are a major source of stress. Role Ambiguity: It occurs...
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...adds a new dimension to multinational operations because it involves the distinction environments, social, political and economic. Therefore, communication and control becomes more difficult. The global economic, increasing racial and ethnic diversity in the workplace, and advances in technology are major driving forces creating and shaping changes on organisational behaviour field today. These factors were equally important and can affect the performance and the company's workforce. Changes in an organization will involve "3P" test performance, productivity and profitability of the organization. Generally people are difficult to accept any changes and more reactive and not responsive. Callan(1992) says that during the time of great change in strategy and organization structure, employees can experience high levels of stress affecting their work and the scope of their responsibilities. They will act to provide individual and organizational strategies that may be effective in reducing employee stress and problems related. Therefore, before the implementation of this strategy, organizations need to empower employees to take the role of change and encourage them to take action to solve the problems that concern them. OB challenges in a rapidly...
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...between change management, knowledge management and people management, the author believes you can look at, assess, and analyse organisational readiness and responsiveness to change. This will done through the narrative cyclical approach (FIGURE XX). All of this works together to answer the research question of, “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”. Organisational readiness and organisational responsiveness are addressed throughout this literature review. The determinants and impediments of change in each branch of change management have been considered and addressed. Some elements fall outside the scope of the literature review and research. The literature review is structured in such a way that echoes this integration as illustrated in the following diagram (Figure XX). Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. Figure XX: Areas within and outside the research boundaries leading to organisational responsiveness to change. People Management Leadership Organisational Context. Culture. Organisational Learning. Knowledge Management. Change Management. Change Management Change Management is neither an art nor a science; it is an individual process relying solely on the organisation, individuals within the organisation (employees), leadership style and management of the organisation (middle...
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...How Marketing Strategies Impact on Buying Behavior of Customers, A Case Study of TESCO Table of Contents Chapter 1; Introduction to Topic Introduction Introduction to Tesco Aim of the Study Importance of the Study Research Questions Research Objectives Research Strategy Chapter 2; Background Literature Review Chapter 3; Methodology Research Design Research Approach Research Methodology Reason for Methodology Selection Data Collection Tools for Data Collection Sampling Methods Data Presentation Sample Size Data Analysis Validity Reliability Ethics of Research Limitations of the Research Chapter 4; Data Analysis Introduction Tesco Marketing Strategies of a retail Business Consumer Behavior Determinants Marketing Strategies to Affect Consumer Psychology Potential Fail Points of Retail Marketing Effect of Marketing Strategies on Consumer Behavior Chapter 5: Conclusion Introduction Retail Marketing Strategies Determinants of Consumer Behavior Consumer Psychology based Marketing Strategies Retail Marketing Fail Points Marketing Effects on Consumer Behavior Conclusion References CHAPTER 1: INTRODUCTION TO TOPIC 1.1. INTRODUCTION The world today is subjected to globalization that has affected every part of the business. Business strategies have changed; customer is more aware of what he actually needs, multiple options are available much conveniently then were ever before. This over competitive environment has increased the pressure...
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...Assignment Name : HND BUSINESS ENVIRONMENT Student Name : IGOR ORLOV Student ID : SC 4074 Semester : CONTENTS PAGE Introduction 02 A Brief Overview of Toyota Motor Corporation 02 A Brief History 02 Section LO1 - Organisation Purposes 03 Purposes of different type of Organisation 03 Stakeholders expectation and Organisational strategies 04 Responsibilities of Organisation and strategies to meet them 05 Section LO2 - Nature of the natural environment 07 Economic system and resources 07 Fiscal and monetary policies effect on Organisation activities 09 Competitor strategy 09 Section LO3 - Organisational Behaviour in market environment 11 Pricing and output decision 11 Market forces and effects for an Organisation 11 Business and cultural environment 11 Section LO4 - Significance of global factors affecting a business 13 International trade 13 Global factors influence on a business 13 Summary and conclusion 14 Credits and references 14 INTRODUCTION My aim in writing this assignment is to delve into the subject of Business Environment and describe its key functions. I have chosen to research and submit my findings based on the company Toyota Motor Corporation, and look into ways in which the subjects covered in this assignment apply to this corporation. A BREIF OVERVIEW OF TOYOTA MOTOR CORPORATION Toyota Motor Corporation commonly known simply as Toyota and abbreviated as TMC, is a Japanese multinational...
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... Submitted by -: Himanshu Sharan P.Id -: 12BTCSE052 Stream -: B.Tech CSE 6th Sem. * Group Dynamics with example Kurt Lewin a social psychologist and change management expert, is credited with coining the term "group dynamics" in the early 1940s. He noted that people often take on distinct roles and behaviours when they work in a group. "Group dynamics" describes the effects of these roles and behaviours on other group members, and on the group as a whole. The phrase "Group Dynamics" contains two words -: I. Group- a social unit of two or more individuals who have in common a set of beliefs and values, follow the same norms and work for an establishable common aim. The members of the group share a set of common purpose, tasks or goals. II. Dynamics- the flow of, coherent activities which as envisaged, will lead the group towards the establishment of its set goals. Group dynamics deals with the attitudes and behavioural patterns of a group. Group dynamics concern how groups are formed, what is their structure and which processes are followed in their functioning. Thus, it is concerned with the interactions and forces operating between groups. Group dynamics are relevant in both formal and informal groups of all types. In an organizational setting, groups are...
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...MANCHESTER COLLEGE OF HIGHER EDUCATION AND MEDIA TECHNOLOGY Strategic Business Management and Planning INTRODUCTION STRATEGIC BUSINESS MANAMGEMEMT The way that a strateg ic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization, expertise of planners, etc. For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more of a technique than model). PROFIT AND NON PROFIT ORGANISATION (L O1) When an organization tries to realize better its central mission, it is often important to maintain both line and staff units' integration with the central mission while flexibly and innovatively responding to evolving and changing external markets and environments. Small non profits and small for-profits tend to conduct somewhat similar planning activities that are different from those conducted in large organizations. On the other hand, large non profits and large for-profits tend to conduct somewhat similar planning activities that are different from those conducted in small organizations. The scheduling for the strategic planning process depends on the nature and needs of the organization and the its immediate external environment. For example, planning should be carried out frequently in an organization whose products...
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...communications, Marketing theory, Case studies, Literature review Abstract Internal marketing has been of interest to practitioners and academics, in marketing and other disciplines of management, for some years, and published papers focus on definitions, the role of internal marketing in organisations, and various empirical investigations. Discusses the elements of a broadened concept on internal marketing, which emerges from: a systematic review and examination of the existing literature; case study material; ``expert'' opinion from leading academics; and interviews with managers. Richard J. Varey Barbara R. Lewis European Journal of Marketing, Vol. 33 No. 9/10, 1999, pp. 926-944. # MCB University Press, 0309-0566 Introduction Explicit discussion of the marketing concept in use in the internal operations of the organisation entered the marketing and service management literature in the late 1970s. However, this concept has origins in published discussions of the organisation of marketing systems from the early years of the twentieth century. It would seem that the essence of internal marketing is not a phenomenon of the post-industrial era, since there is some evidence of associated attitudes and methods in the early marketing management literature, indicating that programmes to generate commitment amongst employees to company goals are not new. For example, Frederick Taylor stressed an internal focus, which bears an obvious resemblance to the...
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...WHAT DO WE MEAN BY ‘EFFECTIVE CUSTOMER SERVICE’? ‘Quality’ is the customer’s overall view of the relative superiority/inferiority of a service or product. Customer satisfaction depends on experience of individual service transactions and feelings about the overall service received - a customer’s previous experience can significantly add to or diminish their level of expectation. We have an opportunity to 'add value' through the way we provide customer care. Factors influencing Service Quality and Customer Satisfaction: responsiveness attentiveness/helpfulness care friendliness These factors, though largely intangible, are critical. Customers look for ‘value for money’ – this is not the same as the cheapest option. Responsiveness respond quickly to customers respond appropriately if they have had a negative experience (for example if they have been kept waiting) - ‘I’m very sorry you were kept waiting, how can I help?’ under promise and over deliver respect the customer’s need for information and control (ie a need to feel that they have an impact on what happens) build your knowledge of your service/product, organisation and communication channels – the customer’s perception of the organisation will be improved through your informed approach successfully managing a customer transaction requires personal communication skills including active listening and effective questioning The Importance of Courtesy, Helpfulness...
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...practice approach is based upon the concept that there is a set of best humanresource practices, adoption of which will lead to superior organisational performance.Pfeffer, in Competitive Advantage Through People, listed seven human resource practiceswhich he identified as commonly adopted by successful companies:1. Employment security. This means that employees are not quickly made redundant during periods of economic downturns or poor performance of the organisation as awhole. This is a tactic that fits with the concept of high performance management,which, you will recall, involves careful recruitment and selection procedures, extensivetraining, information sharing and delegation. Such practices involve high expenditure and organisations adopting them would expect employees to stay with them for sometime so that the investment can be recouped.2. Selective hiring. This requires the organisation to look to recruit people with the rightattitudes, values and cultural fit (all characteristics that are difficult to change) and totrain people in the behaviours and skills that are easily learned.3. Self-managed teams. This is a key requirement for high performance managementsystems as self-managed teams promote...
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...Report Cover Page ACERA Project 2006 Round 1, Project 09 Title Stakeholder mapping for effective risk assessment and communication Author(s) / Address (es) Jane Gilmour and Ruth Beilin, University of Melbourne Material Type and Status (Internal draft, Final Technical or Project report, Manuscript, Manual, Software) Project final report Summary The aim of the report was to review and evaluate methods for stakeholder mapping. The report intended to explore applications in biosecurity risk management, and to recommend potentially fruitful direction for testing methods that might improve the efficiency of stakeholder interactions. The report reviews a range of options and outlines in detail the definition and identification of stakeholders, and procedures for mapping influence and interest. It uses a workshop run by ACERA on volume of trade to illustrate the basic features of these methods. The report concludes by discussing the merits and weaknesses of the mapping approaches. It recommends their use to improve the efficiency of interactions and to improve transparency of process. ACERA Use only ACERA Use only ACERA Use only Received By: ACERA / AMSI SAC Approval: ACERA / AMSI SAC Approval: Date: Date: Date: Australian Centre of Excellence for Risk Analysis Page 1 of 55 Stakeholder mapping for effective risk assessment and communication; ACERA Project 06/09 Dr Jane Gilmour; ACERA Associate Professor Ruth Beilin, University of Melbourne Review; April...
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...Leading innovation and change 1. Explain the importance of innovation for own organisation 1. Explain the importance of innovation for own organization I work in an authority responsible to implement the EU legislation in our country. One of the aims of the organization is to draft policies and to attend meetings concerning the EU policies. EU regulations are directly applicable to each Member State, while directives need to be transposed by the responsible officials. Before any decisions are taken consultations are carried out with the industry, the general public and any interested stakeholders. When a legal tool is in place there is always a transition in which the regulation is implemented hence the industry and the public will have ample time to the new regulations. During this time awareness and publicity is necessary so that we reach as many concerned people as possible. Innovation is important within my organization since there is the need to find new ways to increase publicity of the organization and at the same time we need to educate the public. We are not very reactive to the outside environment hence we need to become more innovative and inherently more adaptable to the external environment. This will allow us to be proactive and more effectively to capture opportunities. Innovation within my organization is needed, mainly in the following aspects: • Service innovation – where new and better service offerings to customers should be provided...
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...This assignment is designed to develop learners’ ability to evaluate the elements of the macro environment and its relation to an organisation. Select an organisation which you are familiar with. Explain the elements of its macro environment and discuss how these element(s) affect your selected organisation. Recommend improvements that can be made by the organisation in managing the macro environment effectively. Criteria Description on the selected organisation Description on the general macro environment elements Identification and discussion on element(s) of macro environment that affects the selected organisation Recommendations to improve management of the macro environment in the selected organization 1.0 Introduction A macro environment comprises the external factors that can significantly impact its performance and ability to compete in its marketplace. These factors are often out of the control or management ability of a company. Factors typically include economic, demographic, political, and technological forces in business. Business owners and managers often spend copious amount of time and effort to assess the overall economic environment in order to determine the number and strength of each factor. Strategies and performance reviews can help owners and managers use the macro environment factors to create a competitive advantage for their respective companies. For companies with a global foot-print, their exposure to macro environment elements...
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...Google and apple Leadership styles There are a number of different approaches, or 'styles' to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others. * Charismatic Leadership * Participative Leadership * Situational Leadership * Transactional Leadership * Transformational Leadership * The Quiet Leader * Servant Leadership Charismatic Leadership Disciplines > Leadership > Leadership styles > Charismatic Leadership Assumptions | Style | Discussion | See also Assumptions Charm and grace are all that is needed to create followers. Self-belief is a fundamental need of leaders. People follow others that they personally admire. Style The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority. The searchlight of attention It is interesting to watch a Charismatic Leader 'working the room' as they move from person to person. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world. Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and...
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