...defined. Children don’t arrive with an instruction book! Parenting is the only job for which there is no required education or training. Couples often have to balance career goals with personal goals. Older children moving back home and intergenerational relationships profoundly affect families. Research points to creating strong relationships as an essential ingredient for happiness and longevity. Effective communication is a foundation for relationships and is challenged by our instant message, sound byte society. Family Structures The following types of families exist today, with some families naturally falling into multiple categories. For example, a single parent family who lives in a larger, extended family. While these types of families are distinct in definition, in practice the lines are less clear. Nuclear Family The nuclear family is the traditional type of family structure. This family type consists of two parents and children. The nuclear family was long held in esteem by society as being the ideal in which to raise children. Children in nuclear families receive strength and stability from the two-parent structure and generally have more opportunities due to the financial ease of two adults. According to U.S. Census data, almost 70 percent of children live in a nuclear family unit. Single Parent Family The single parent family consists of one parent raising one or more children on his own. Often, a single parent family is a mother with her children, although...
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...Ltd ORIGINAL Journal of Ltd 2007performance XXX UK Publishing Management Reviews © Blackwell 1460-8545 International and organizational IJMR Oxford, Blackwell ARTICLES Anne Delarue,1 Geert Van Hootegem, Stephen Procter and Mark Burridge This paper presents a review of recent survey-based research looking at the contribution of teamwork to organizational performance. In particular, it focuses on empirical studies in which both teamwork and performance are directly measured in a quantitative way. The paper begins by identifying four interrelated dimensions of teamwork effectiveness: attitudinal, behavioural, operational and financial. The first two represent transmission mechanisms by which organizational performance can be improved. The latter two provide direct measures of organizational outcomes. The review shows that teamworking has a positive impact on all four dimensions of performance. It also reveals that, when teamwork is combined with structural change, performance can be further enhanced. The paper concludes by highlighting some important research gaps that future studies could address. Introduction Teamwork has emerged in recent years as one of the most important ways in which work is being reorganized (Osterman 1994; Waterson et al. 1997). This idea of delegating responsibilities to work groups has been diffused under a range of different labels. Human resource management (HRM), modern sociotechnical theory, business process re-engineering...
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...self-assessment diagnostic instrument that measures 12 key thinking patterns, or "styles". The LSI promotes performance change and improvement by increasing personal understanding of one's thinking and behavior. By responding to these, individuals learn exactly where they need to focus their development efforts, without ambiguity or guesswork. The results of the self-description are plotted on a circular graph for easy visualization of how the individual thinks and behaves in the 12 LSI styles. This profile acts as a personalized developmental needs assessment, calling attention to the individual's strengths as well as areas needing improvement. PERSONAL THINKING STYLES According to my LSI Profile shows my primary style is “Affiliative”. By definition Affiliative behaviors are behaviors which promote cohesion (friendly/positive) gestures. An Affiliative leader will promote harmony among the followers and helps solve conflict. He builds teams by making sure the followers feel connected to each other. I completely agree that I’m affiliative in nature. In the school days, if any fellow classmate would have difficulty in understanding a particular subject, I would stay back at school and try my best to make him understand the subject or have active discussions with my teacher to make him understand it better. Be at home, I would always participate in family discussions and try my level best to give suggestions to improve the situation. At work place, when a department would undergo reorganization...
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...self-assessment diagnostic instrument that measures 12 key thinking patterns, or "styles". The LSI promotes performance change and improvement by increasing personal understanding of one's thinking and behavior. By responding to these, individuals learn exactly where they need to focus their development efforts, without ambiguity or guesswork. The results of the self-description are plotted on a circular graph for easy visualization of how the individual thinks and behaves in the 12 LSI styles. This profile acts as a personalized developmental needs assessment, calling attention to the individual's strengths as well as areas needing improvement. PERSONAL THINKING STYLES According to my LSI Profile shows my primary style is “Affiliative”. By definition Affiliative behaviors are behaviors which promote cohesion (friendly/positive) gestures. An Affiliative leader will promote harmony among the followers and helps solve conflict. He builds teams by making sure the followers feel connected to each other. I completely agree that I’m affiliative in nature. In the school days, if any fellow classmate would have difficulty in understanding a particular subject, I would stay back at school and try my best to make him understand the subject or have active discussions with my teacher to make him understand it better. Be at home, I would always participate in family discussions and try my level best to give suggestions to improve the situation. At work place, when a department would undergo reorganization...
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...my practice. These issues will be debated and questioned within the framework of leadership and management theory In order that I could use this situation for my reflection the patient will be referred to as “Mrs A”. In this assignment confidentiality will be maintained by the use of pseudonyms, this is to maintain privacy and confidentiality in line with the NMC Code of Professional Conduct (NMC, 2008), “as a registered nurse, midwife or health visitor, you must protect confidential information”, and to “Treat information about patients and clients as confidential and use it only for the purpose for which it was given.” Starting an extended practice placement as a third year nursing student enables the student to develop their knowledge and skills in management and leadership ready for their role as a qualified adult nurse. During my extended practice placement there were many opportunities to develop these skills and manage my own caseload of patients and arrange many complex aspects of their care. During this placement an 88 year old patient,...
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...STUDYING AND ANALYZING THE EFFECT OF ORGANIZATION CULTURE ON THE EMPLOYEE WORK ATTITUDE. by Fathi Abd El-Fatah El-Hashash Supervised by Prof. Dr. Kamel Ali Omran This paper was submitted in partial fulfillment of the requirements for the degree of MASTER OF BUSINESS ADMINISTRATION (MBA) at Maastricht School Of Management, MSM Maastricht, The Netherlands Maastricht School Of Management P.O.Box 1203 6201 BE Maastricht The Netherlands October 2007 COPYRIGHT All copyright reserved t the Regional IT Institute and to be owned by the Institute who reserve all rights to this document. Any copy, reproduction in any form or by any means and / or use of this document or any part of it is prohibited and only allowed after taking written permission from the Regional IT Institute. © Fathi El-Hashash, MsM-RITI-Cairo Outreach Program, 2007 i ACKNOWLEDGMENT With GOD wiliness I managed to finish this thesis after days and months of hard working. I would like to dedicate my thesis to the soul of my father who passed away 11 years ago, but still live in my heart and mind. I wish to tell him that I would never reached what I achieved in my life without your effort and raising, and no matter what I did I would never give you back what you deserve. Father I really do miss you so much my best friend. I would like also to dedicate my thesis to my mother, who suffer a sever illness problem, but gave me the best support I can ever have, I would like to thank my brother Ahmed, my sister...
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...others with the use of effectiveness as well as efficiency. Managers have to be concerned with the efficiency and effectiveness in the work process. Effectiveness is accomplishing tasks that help fulfill organizational objectives such as customer service and satisfaction. Efficiency is getting work done with a minimum of effort, expense or waste. 2. Explain the four functions of management. Managers will serve their company well when they plan, lead, organize and control. Managements who perform these four managerial functions are well more successful. Planning is determining the organizational goals and a desire to achieve them. It is a good way to improve a company’s performance because it encourages people to work hard for extended periods, engage in behaviours directly related to goal accomplishment, and think of better ways to do their jobs. Organizing is deciding where decisions are made, who will do what jobs and tasks, and who will work for whom in the company. Leading involves in inspiring and motivating workers to work hard and try their best to achieve organizational goals. Controlling is monitoring progress toward goal achievement and taking corrective action when needed. The basic control involves in setting standards to achieve goals, comparing actual performance to those standards, and then making changes to performance to those standards. 3. Describe the different kinds of managers. There are different kinds of managers that include top managers...
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...at 3 key HR issues. This paper also address the possible implementation challenges that GM may face so as to mitigate them. However, detailed implementation approaches of these strategies are beyond the scope of this paper. HR Strategies There are growing evidence of positive impact HR strategies have on organisational effectiveness and performance (Boselie, Dietz and Boon 2005; Combs et al. 2006; Guest et al. 2003; Huang 2000). Lee, Lee and Wu (2010) quoted Mondy et al. (2002) on the boundary of HR strategies to include five key functions: staffing, human resource development, compensation and benefits, safety and health, and employee and labour relations. Based on Lee, Lee and Wu (2010)’s own study, which extended Mondy et al. (2002)’s HR strategies to include teamwork, HR planning, performance appraisal and employment security, they concluded that HR strategies do attribute to a company’s performances. The espousals of HR strategies are critical in motivating employees’ commitment towards corporate’s strategic objectives (Buller and McEvoy 2012). GM’s HR Director, Susan Maffat, commented on unclear HR strategy offers an indication of GM’s poor or ineffective/inefficient HR strategies. The following problems currently faced by GM are the manifestation of key HR issues due to deficient HR strategies: GM’s Problems and HR Issues 1. Greater workers’ loyalty towards unions A circumstantial evidence to this situation can be ascertain through Susan’s comment on how GM’s managers...
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...CONTENTS 1.0 Introduction 2.0 Definition of Globalization in Supply Chain Management 3.0 Advantages of Globalization in Supply Chain Management 3.1 Reduced Cycle Time 3.2 Cost Competitive 3.3 Increase Sales, Profits 3.4 New Markets 3.5 Satisfy Shareholders 3.6 Learn From Others 4.0 Disadvantages of Globalization in Supply Chain Management 4.1 Inefficient and Undersized Transportation and Distribution Systems 4.2 Market Instability 5.0 Conclusion 6.0 References 1.0 Introduction Today’s business environment characterized is by faster technological development, shorter product life cycle, and more intense global competition. Having the right product available in the right place, at the right time, enable the company to compete in this volatile market place. This environment forces companies to actively acquire new way to achieve competitive advantage since a firm competitive advantage is now more dependent on operating efficiency and productivity across functional areas of the organization. Companies are going truly globalization in Supply Chain Management. A change in the way of serving and providing customer needs and wants emerge as a result of economy globalization. The role of manufacturing companies has changed from supplying domestic market to supply international market carried out in business network on supply chain. A company can develop a product in Singapore, manufacture in China and its customers throughout the world with globalization...
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...A Process for Changing Organizational Culture Kim Cameron University of Michigan Business School 701 Tappan Street Ann Arbor, Michigan 48109 734-615-5247 kim_cameron@umich.edu To be published in Michael Driver (Ed.) The Handbook of Organizational Development 2004 2 A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are characterized by certain well-defined external conditions. These conditions include having (1) high barriers to entry (e.g., the difficulty of other firms entering the market, so few, if any, competitors exist), (2) nonsubstitutable products (e.g., others cannot duplicate the firm’s product, and no alternatives exist), (3) a large market share (e.g., the firm can capitalize of economies of scale and efficiencies by dominating the market), (4) buyers with low bargaining power (e.g., purchasers of the firm’s products become dependent on the firm because they have no other alternative sources) (5) suppliers with low bargaining power (e.g., suppliers to the firm become dependent because they have no other alternative customers), (6) rivalry among competitors (e.g., incentives to improve are a product of rigorous competition), and (7) rare products or services (e.g., offering something that no other company provides) (Porter, 1980; Barney, 1995). Unquestionably, these are desirable...
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...develop better lesson plans while every students will be able participate and learn at their individual pace. The SMART Board is a digital screen that allows images and applications from a smart notebook computer to be displayed on the screen. You are able to modified the information on the screen itself, using a pen, your fingers or a highlighting tool. Its touch screen feature allows teachers to run programs directly from the screen simply by tapping so the application with her finger and even makes scrolling easy. According to the SMART Technologies Company’s website the SMART Board 885ix2 product has the following features and abilities, “It uses the WXGA (16:10) ultra-short-throw, high-offset SMART UX80 projector and delivers high definition, high performance interactivity that is virtually shadow-free and glare-free. (Smarttech.com) The board is like a giant computer screen which enables multiple users the abilities to interaction with the same material spontaneously. Up to four students will be able to use the SMART Board at one time, which enable group...
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...City Link are providing specialist logistic and delivery solutions to the public and commercial customers Citi, since 1969. They are one of the leading courier services, sending 76,000,000 items per annum via an ever growing fleet of over 2,500 vehicles. “City Link’s annual revenues exceeds £320m, however the company has notoriously been making losses despite its high sales, with £25 million of losses reported in just nine months 2011, and £26 million in the year of 2012. In the response of this, Rentokil Initial ,who acquired the company in 2006,sold the business in 2013 to Better Capital, a private equity group, who are now investing in the company in the hope of seeing growth” www.track-parcel.co.uk/citylink The company offer a large packet of services to their costumes: standard delivery services, UK next day delivery, international air express, international road express and opportunity to add insurance cover for fragile or valuable items, or to use online booking system where people can send the occasional parcel without opening any kind of account or having a formal arrangement with the company. “The national network is supported by dedicated account management and costumer services team, which benefits our customers by working with a partner who provides a reliable, secure and flexible services. The company vision is to maintain our position as the expert within the UK parcel market” LO1 Understand the different perspectives of human resources management. ...
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...Research Paper about Online Addiction Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i Acknowledgement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii Chapter I: The Problem and its Background Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Statement of the Problem . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Statement of the Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Statement of Significance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Conceptual Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Scope and Delimitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Chapter II: Review of Related Literature and Studies Foreign Literature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Local Literature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Foreign studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Local studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Chapter III: Methodology Chapter IV: Interview Chapter V: Conclusion and...
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...A Process for Changing Organizational Culture Kim Cameron Ross School of Business University of Michigan 701 Tappan Street Ann Arbor, Michigan 48109 734-615-5247 kim_cameron@umich.edu In Thomas G. Cummings (Ed.) Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage Publishing. A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are characterized by certain well-defined external conditions. These conditions include having (1) high barriers to entry (e.g., the difficulty of other firms entering the market, so few, if any, competitors exist), (2) non-substitutable products (e.g., others cannot duplicate the firm’s product, and few, if any, alternatives exist), (3) a large market share (e.g., the firm can capitalize on economies of scale and efficiencies by dominating the market), (4) buyers with low bargaining power (e.g., purchasers of the firm’s products become dependent on the firm because they have no other alternative sources) (5) suppliers with low bargaining power (e.g., suppliers to the firm become dependent because they have no other alternative customers), (6) rivalry among competitors (e.g., incentives to improve are a product of rigorous competition), and (7) rare products or services (e.g., offering...
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...A Process for Changing Organizational Culture Kim Cameron Ross School of Business University of Michigan 701 Tappan Street Ann Arbor, Michigan 48109 734-615-5247 kim_cameron@umich.edu In Thomas G. Cummings (Ed.) Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage Publishing. A Process for Changing Organizational Culture Kim Cameron University of Michigan Much of the current scholarly literature argues that successful companies--those with sustained profitability and above-normal financial returns--are characterized by certain well-defined external conditions. These conditions include having (1) high barriers to entry (e.g., the difficulty of other firms entering the market, so few, if any, competitors exist), (2) non-substitutable products (e.g., others cannot duplicate the firm’s product, and few, if any, alternatives exist), (3) a large market share (e.g., the firm can capitalize on economies of scale and efficiencies by dominating the market), (4) buyers with low bargaining power (e.g., purchasers of the firm’s products become dependent on the firm because they have no other alternative sources) (5) suppliers with low bargaining power (e.g., suppliers to the firm become dependent because they have no other alternative customers), (6) rivalry among competitors (e.g., incentives to improve are a product of rigorous competition), and (7) rare products or services (e.g., offering...
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