...Problems in outsourcing 1. Executive Summary Outsourcing is the way of distributing the work in an organization to the other companies, in case the parent company is not having the expertise in handling the situation. Hence, the companies are entering into different business opportunities, even though they are not having the expertise and thus outsourcing the work in the organization to the other potential companies. The outsourcing may be national or international. Generally the outsourcing will be highly seen in the service industry rather than the manufacturing industry. When the work is being distributed to other companies, there will always be a scope for the cultural variations which will affect the efficiency of the organization. As the service outsourcing deals with the different cultured people involved, it is highly discouraged to tie up the performance of the company with the cross cultural management of the organization. Hence, the companies are adopting the cross cultural management such that the different cultured people, processes and the operations will be run under a same hierarchy which will be monitored by the management of the organization. In this document, the effect of the cross cultural environment will be discussed in the outsourcing department and how they have faced problems in designing a global strategy to handle the outsourcing. The management theories like Trompenaars will be specified in this document to enhance the knowledge of these theories...
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...A brief discussion about 6 organizational characteristics differences: Outcome Orientation: • Etisalat's outcome orientation is low. This is basically because Etisalat does not look for the outcome only (profit), but also for the customers' expectations that will pamper their expectations. And also because Etisalat is newly started in Egypt, therefore it has to exceed customers' expectations and to beat the strong competitors in the same region (Vodafone and Mobinil),which are competing themselves by more offers, discounts and new services to delight their customers.Etisalat also needs more attention from the people in the region to attract people to it, so it makes a lot of advertising and also attractive advertising; to attract customers to Etisalat from all around the areas where its services are able to reach. 3. People Orientation: • People orientation in Etisalat is high. People working in Etisalat, work under one condition which is to achieve the organizational goal (satisfy the customer needs with lowest cost and price possible). Also there are many other factors affecting the people working in Etisalat Company, such as a suitable working environment, which has a big role in making the employees work efficiently and friendly with each other. Also salaries earned by the ope operating staff is a factor of great importance that greatly affects people orientation in the company, because salaries are not suitable, chances of employee's efficiency to decrease is likely...
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...the supervisors and other linemanagers? 1. The Supervisors and line managers of each bank should cooperate witheach other and with the HR unit, so that they have a one goal in solving the problems thatthey are facing. 2. Supervisors and line managers must ensure that all employees work together as a team. They can do this by having group discussions, workshops andencourage everyone to get involved, so that no one feels left out. They must also be ableto handle conflicts between employees and ensure that it does not affect the team spirit. 3.Supervisors and line managers must also keep each individual motivated and make themfeel appreciated by showing interest in their work, communicating and interacting withtheir employees. Another method to keep the morale of the employees high is torecommend them for promotion and nominate them for an award. 4. Supervisors and linemanagers must lead by example and communicate and interact with all employees andencouraging them to do so as well. Better communication with each other will have a positive effect on all employees and the bank’s branches. The problems could have beenidentified and solved sooner if the supervisors had communicated to each other. Assignment 1: Case Study, Jack Nelson’s Problem3. c) What role should the Internet play in the new HR organization? 1. HR informationtechnology and software is essential for any HR organization to help them manage their benefits plans and their employee information. An applicant tracking...
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...From, Cost of Living Allowances (COLA) to Employee Incentives . . . What Have You Done For Me Lately? L`Jada Storm Parker MHR 6751 Labor Relations and Collective Bargaining Abstract The cost of living allowances (COLA), was a portion of benefits, that was at one time, a reactions, to the action of inflation that all U.S. employees felt the impact of, however looked forward to seeing on their pay check stubs, and as part of a benefit to subsidize for the lack of pay raises, as the economy yearly increased on its services and goods to the public. The term cost of living allowances was a yearly incentive to all who were employed, being that prices of all services and goods increased year after year, however the employee paycheck failed to keep up with the rising cost of increased to live. Employers began to become a bit more creative in assisting employees with various offset incentives that were pleasing to employees as the COLA began to phase out. More attractive to the employee was the opportunity to be compensated more often than once a year with an ineffective form of benefit as COLA. In all actually, the COLA was a contradiction to its name and purpose. Cost of living payouts were not equally proportioned with the Cost of living increase. As a result employees began to question the employers with “What have you done for me lately?” As I began to ponder the actions and reactions to the payments of the cost of living allowances (COLA), when compared...
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...for employees to perform at a high level, be innovative, and work together. People are affected by not only what they think and feel about their work and who they work for, but how they behave at work can also be affected. The values or the thoughts and feelings people have about their jobs and their work environment can determine their job satisfaction. Some are not concerned with the aspects of a job but mostly with the meaning of the work itself. Work motivation is the motivation within work and careers. It is generally the motivation to perform; however, when it comes to work it can mean other things as well. The motivation to stay and work, commit to a project or even quit a work group or organization is all examples of work motivation. The motivation to cooperate; work with others, share knowledge and to follow a leader is all aspects of work motivation. Motivation is important because it explains why employees behave as they do. One of the first steps to developing a motivational program is the managers. Since the downsizing, the workloads of most employees have been increased by about 30%. The managers need to see and know their employees’ values. Our text explains that “the employee’s motivation can be driven by making their work more interesting, giving them more freedom to make their own decisions, or expanding the number of activities they perform” (George, J., & Jones, G....
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...In business, it’s not about the last decade. It’s about the last 2-3 years. In the past few years, the rate of change in regards to technology has increased drastically. Businesses processes have evolved and made organizations far more efficient than they ever were. Along with that technology has opened lines of communication, enabling businesses to communicate and collaborate beyond limitations and boundaries. Collaboration and cooperation is going to be the future of business competitiveness, with companies becoming more innovative, more connected to people, and overall proactive in the "flattened" marketplace of today's high tech economy. IT has additionally produced incredible benefits. Automation in manufacturing has sharply decreased price and lead periods as rising quality. Militaries of paper-shuffling clerks have been released to present higher value-adding hobbies (or have been fired) by the placement of technologies such as workflow as airlines, financial services, and telecos are wholly dependent on IT for their core deal processing functions. On a more humble scale, individual users or company departments have utilized a collection of productivity instruments to enhance and enrich their presentations and working environments. Technology is transforming change at its core, permitting firms to examine new thoughts at speeds and costs that were unimaginable even a decade ago. They can stick features on Web pages and notify in hours how clients respond. They can discern...
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...BISE – RESEARCH PAPER Analysis of Informal Communication Networks – A Case Study It is becoming more and more important for knowledge workers to increase their productivity. However, there is a general lack of (semi-)automated, IT-supported data collection and evaluation approaches that allow insights into the processes and structures of an enterprise’s internal networks and the activities of its knowledge workers. The article presents a prototype of an IT-supported instrument (“Social Badges”) that supports automatic collection of informal, personal interaction between (knowledge) workers within an enterprise. The authors’ aim is to introduce a novel approach which improves data quality over legacy methods. The approach uses Social Network Analysis (SNA) to make it easier for executives to analyze and manage informal communications networks. Its practical applicability is demonstrated by a case study. DOI 10.1007/s12599-008-0018-z The Authors Dr. Kai Fischbach Prof. Dr. Detlef Schoder Seminar for Business Informatics and Information Management University of Cologne Pohligstr. 1 50969 Cologne Germany {fischbach | schoder}@ wim.uni-koeln.de 1 Introduction If the formal organization is the skeleton of a company, the informal is the central nervous system driving the collective thought processes, actions, and reactions of its business units. (Krackhardt and Hanson 1993, p. 104) Both the volume and importance of knowledge workers are growing as industrialized countries...
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...Central Bank of Kenya, Nairobi - Kenya ______________________________________________________________________________________________________________ Abstract Developing an effective human resource system that is compatible with organizational strategy is critical for the functioning and success of an organization in the competitive business arena. The main objectives of the study were to establish the extent of adoption of strategic human resource management practices among commercial banks in Kenya; and to determine the factors that influence adoption of strategic human resource management practices by commercial banks in Kenya. The research questions were systematically generated from the objectives. In the data analysis, descriptive statistics and factor analysis were used to help draw comparisons and conclusions based on the results. It was assumed in the data analysis that the results obtained were quite representative for the general population considering the sampled size. The conclusions of the study are based on the research questions leading to the main purpose of the study. First, a number of human resource practices can be used as strategic weapons for organization to remain...
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...The case study of Nokia Table of content Acronyms 2 Executive summary 2 1.0 Case background 3 2.0 Method 3 3.0 Large scale organizational change 3 4.0 Body of analysis 3 4.1 Background to this change 3 4.2 Key pressures 4 4.2.1Environmental pressures 5 4.2.1.1 Market decline pressure 5 4.2.1.2 Hyper competition Pressures 6 4.2.1.3 Reputation and Credibility Pressures 6 4.2.2 Organizational pressure 7 4.3 Relevant management models 7 4.3.1 SWOT analysis 8 4.3.1.1 Strength and weakness 8 4.3.1.2 Opportunity and threats 8 4.3.2 Scenario Planning Model 9 4.4 Organizational change unfolded over time 10 4.5 Overall evaluation of the change 11 5.0 Conclusion 12 6.0 References 13 7.0 Appendices 13 Acronyms ...
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...www.sciedu.ca/jms Journal of Management and Strategy Vol. 1, No. 1; December 2010 Managing Justly Across Cultures: The Problem of Fairness in International Business Rolf D. Dixon (Corresponding author) Weber State University 3802 University Circle, Ogden, Utah 84408, USA Tel: +1-(801)-626-7542 E-mail: rddixon@weber.edu Cam Caldwell University of Georgia G-2 Brooks Hall, Athens, GA 30602-6256, USA Tel: +1-(318)-446-0129 E-mail: camcaldw@uga.edu Apichai Chatchutimakorn College of Business, McNeese State University Kayla Gradney College of Business, McNeese State University Kochakan Rattanametangkul McNeese State University katekochakan@yahoo.com Received: September 14, 2010 Abstract The aim of this paper is to examine the relationships between organizational justice and the factors that characterize cultural differences. This paper begins by briefly summarizing the nature of organizational justice and by identifying how justice is perceived. Hofstede’s five factors of cultural dimension model, which he developed in his seminal 1980 research on national cultures, is utilized to present characteristics of cultural differences. Ten propositions are then offered which relate to organizational justice and differences in cultural perspectives. These propositions suggest specific management approaches that organizational leaders can adopt to be more effective in dealing with employees from respective cultures. This paper concludes by identifying the importance of understanding...
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...Faculty of Business and Management Studies BTEC HNC IN BUSINESS Assignment Organisation and Behaviour Tutor: Dr N Ahmed Submitted by: Imran Sohail Student ID: 152 Content List: Page No 1- Task Type of Culture & Structure 03 2- Task Relationship Between Culture & Structure 10 3- Task Behaviour & Various Factors 13 4- Task Management & Leadership 15 5- Task Different Approaches to Management & Leadership 19 6- Task Identify Various Motivation theories 20 7- Task Benefits and application of motivation theories 22 8- Task Team & Group 24 9- Task Various Factor of Team ...
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...How social media marketing can influence the profitability of an online company from a consumer point of view. Chan Jenn Ming Center of SNHU Programs HELP Collage of Art and Technology Kuala Lumpur, Malaysia Devinchan33@gmail.com Rashad Yazdanifard Center of SNHU Programs HELP College of Arts and Technology Kuala Lumpur, Malaysia rashadyazdanifard@yahoo.com Abstract In this fast-paced society, the social network has become one of the major channels for a company to engage with its customers. Social networking provides the platform for organizations to engage and find like-minded consumers. Therefore, social marketing is extremely important for an organization to influence their consumers’ behavior in order to increase its profitability. This marketing approach is often applied especially for online companies. Besides, the perspective of consumer to the company becomes the major reason to keep them loyal to a particular company. In this research paper, I will analyze how social media marketing can influence the profitability of an online company from a consumer point of view. Keywords: Social Media Marketing, Profitability, Online Company, Consumer point of view 1. Introduction With the development of the internet, everything can be done by just a simple click. Many successful companies which rely on the internet have been created, for example Facebook, Twitter, and Instagram. Internet provides the users accessibility to many services, from entertainment...
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...its Article 2, Recalling the provisions of the Convention, Being guided by Article 3 of the Convention, Pursuant to the Berlin Mandate adopted by decision 1/CP.1 of the Conference of the Parties to the Convention at its first session, Have agreed as follows: Article 1 For the purposes of this Protocol, the definitions contained in Article 1 of the Convention shall apply. In addition: 1. “Conference of the Parties” means the Conference of the Parties to the Convention. 2. “Convention” means the United Nations Framework Convention on Climate Change, adopted in New York on 9 May 1992. 3. “Intergovernmental Panel on Climate Change” means the Intergovernmental Panel on Climate Change established in 1988 jointly by the World Meteorological Organization and the United Nations Environment Programme. 4. “Montreal Protocol” means the Montreal Protocol on Substances that Deplete the Ozone Layer, adopted in Montreal on 16 September 1987 and as subsequently adjusted and amended. 5. vote. 6. “Parties present and voting” means Parties present and casting an affirmative or negative “Party” means, unless the context otherwise indicates, a Party to this Protocol. 7. “Party included in Annex I” means a Party included in Annex I to the Convention, as may be amended, or a Party which has made a notification under Article 4, paragraph 2 (g), of the Convention. Article 2 1. Each Party included in Annex I, in achieving its quantified emission limitation and reduction commitments under Article...
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...that disrupts the mission, process, or orderly functions of the University will be deemed misconduct and shall be subject to appropriate disciplinary action. Misconduct for which students are subject to disciplinary action includes, but is not limited to, the following enumerated violations: Actions, oral statements, and written statements which threaten or violate the personal safety of any member of the faculty, staff, or other students. Harassment, sexual or otherwise, that has the effect of creating a hostile or offensive educational environment for any student, faculty, or staff member. Stalking, persistently pursuing another person that has the effect of imposing unwelcomed contact and/or communication. Disruptive behavior that hinders or interferes with the educational process. Violation of any applicable professional codes of ethics or conduct. Failure to promptly comply with any reasonable directive from faculty or University officials. Failure to cooperate in a University investigation. Carrying of weapons on campus, at campus-sanctioned events, or when meeting with campus personnel. (This policy is not applicable to students who are law enforcement officers required by law to carry firearms at all times). Using, dealing in, or being under the influence of alcohol or illegal drugs while in class, at campus-sanctioned events, or when meeting with campus personnel. Failure to maintain confidentiality and respect the privacy of personal or...
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...internal and external of Marks and Spencer plc (M&S), to evaluate the reasons why it has gone wrong ever since 1997 and to identify how the changes of human resources management could help M&S sharpen its competitive edge. This paper is divided into four parts. The first part focuses on the background M&S has been facing ever since 1997 that the company is suffering from a great crisis. The current situation is analyzed in the second part by using the SWOT model to examine the positions and environment of M&S. The third part emphasizes on discussing the human resources management policies that M&S used to respond the weakness discussion during the SWOT analysis. The final part aims to evaluate the HRM responds policy and illustrate the good effects and drawbacks the changes has made. 2.The Situation 2.1 Background of M&S Ever since its establishment in 1884, M&S has gradually transformed from a small booth to a worldwide retail enterprise with multiple channels. M&S focuses on selling fashionable, high-end clothes, household supplies and fine...
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