...1 SWOT Analysis 4 3. DISCUSSION 7 3.1 Problem Summary: 7 4. RECOMMENDATIONS 7 5. SET UP PROGRAMME OFFICE 7 5.1 Programme Office setup 7 5.2 Changes the Organisational Design 8 5.3 Shaping the organisational programme 8 6. STRATEGIC ANALYSIS 10 6.1 Analysis 10 6.1.1 Core competencies 10 6.1.2 Organisational behaviour study 10 6.1.3 Organisational Vision and Mission 11 6.1.4 Balanced Scorecard based strategy implementation 11 6.1.5 Balanced Scorecard value creation perspectives: 12 6.1.6 Building a strategy map 13 6.1.7 Implementing a Balanced Scorecard Programme Management learning organisation structure 14 7. STRATEGIC DEVELOPMENT 15 7.1 SWOT analysis 15 7.2 PESTEL analysis 15 7.3 GAP analysis 16 8. STRATEGY IMPLEMENTATION 16 8.1 Creation of a strategy plan 16 8.2 Strategic Transformation Project Implementation Route 2 (Project route) 17 9. MANAGING ORGANISATIONAL CHANGE 17 10. INNOVATIVE CONTINUOUS IMPROVEMENT PROGRAME 18 11. REFERENCES 20 1. EXECUTIVE SUMMARY: Levis Strauss has been one of the world’s most successful brands in the fashion industry but is now subject to a falling market share and is no longer meeting the demands of its external environment. Levis leadership is ineffective and the approach taken to resolve its problems is futile, capital intensive and does not produce any results. The organisation will have to embark on a radical change strategy to remain profitable in its market. The content of this report outlines the strengths...
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...2 A Shift of Mind 11 4 Recommendations Regarding Transformation and Change to Ensure Effective and Efficient Functioning of the Organisation 12 4.1 Managing Organisational Change 13 4.2 Apply Leadership 14 4.3 Design Effective Organisational Structure 16 4.4 Managing Resistance to Change 17 Bibliography 20 Executive Summary While analysing the case study of the Trophy Project the findings will show the major problems identified and to determine the root cause of the problems. The findings will show how the lack of leadership has resulted in poor or no organisational strategy. Through analysing the lack of behavioural, structural and operational strategy we see the effect it has on the overall organisation and its inadequacies’. It will show the importance of these strategies together with effective leadership and how executing the strategic goals in an integrative manner can lead transformational change, continuous improvement and the building of a learning organisation. The group identified the major problems within the Trophy case as the absence of effective leadership, the dearth in communication, the lack of organisational strategy with the lack of a behavioural strategy have the most negative impact on the organisations growth and success. The organisation needs some radical changes in order to survive within the rapidly changing customer driven economy. The recommended changes will ensure that style of leadership will assist...
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...3. PROBLEM IDENTIFICATION 5 4. SOLUTION 6 4.1. Establish Strategic Transformation Programme Office (Step 1) 9 4.1.1. Leadership Responsibilities 9 4.1.2. Authority, Responsibility and Accountability System 10 4.1.3. Reporting Structures and Communications 12 4.1.4. Strategic Transformation and Change Roles and Responsibilities 12 4.2. Strategic Analysis (Step 2) 13 4.2.1. Core Business and Competency 13 4.2.2. Preferred Culture 13 4.2.3. Create a Value System to Promote a Preferred Organisational Culture 13 4.2.4. Create a Vision and Mission of the Future 14 4.2.5. Create a Strategy Map 14 4.3. Strategic Development (Step 3) 15 4.4. Strategy Implementation (Steps 4 & 5) 16 5. RECOMMENDATIONS 17 6. CONCLUSION 17 7. BIBLIOGRAPHY 18 List of Figures Figure 1: Different steps 7 Figure 2: BSPM learning organisation value chain schematic 8 Figure 3: Shared Authority, Responsibility and Accountability 10 Figure 4: Programme structures for portfolios adapted from Steyn and Schmikl (2010: 130 11 Figure 5: Strategic Transformation Project-Portfolio adapted from Steyn et al. (2010: 79) 11 Figure 6: Establish Programme Office adapted from Steyn et al. (2010: 80) 12 Figure 7: Developing Strategic Options adapted from Steyn et al. (2010: 82) 15 List of Tables Table 1: Problems Identified against performance improvement strategies 5 Table 2: Strategic Transformation Programme Management Process 8 Table 3: Differences between Vision and Mission 14 Table 4: Responsibilities...
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...and evaluate the approach taken to measurement “recommended” by the BBC. Key Success Factors Identify and Measure the organisation {SWOT&PEST) Key Performance Indicators Balance Scorecard Appraisal & Review of Business Policy Measurement 4 4 5 6 7 9 3 How should the senior team in BBC Broadcasting & Presentation develop their thinking to sustain the momentum of total quality/business excellence? Pillars and Dimensions of Total Quality Management Customer Focus Continuous Improvement Employee Investment and Empowerment Systems Thinking Plan-Do-Check-Act Cycle Leadership Customer Focus through Customer Relationship Management (CRM) European Forum for Quality Management (EFQM) Balance Scorecard Programme Management Process (BSPM) Establishment and set up of Programme Office Strategic Analysis Strategic Development Strategic Implementation Strategic Implementation: Measure and Appraise 10 11 11 12 14 14 15 16 16 17 19 19 21 22 22 23 4 Conclusion 24 5 Bibliography 25 Executive Summary BBC Broadcasting & Presentation began their quality journey when their mission statement was emerged out of a lengthy process. They develop objectives that connected to their mission. To deliver their mission they had critical success factors and key performance indicators than linked to the critical success factors. They also assigned owners to each critical process and total quality measures were...
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...i FACTORS LIMITING EFFECTIVE IMPLEMENTATION OF TRAINING PROGRAMMES IN PARASTATAL ORGANIZATIONS IN TANZANIA: A CASE STUDY OF TANZANIA ELECTRIC SUPPLY COMPANY LIMITED, DAR-ES-SALAAM AND COAST ZONE IGNATIUS SHENGENA MNDEME A DISSERTATION SUBMITED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION (HUMAN RESOURCES MANAGEMENT) OF THE OPEN UNIVERSITY OF TANZANIA 2011 CERTIFICATION I, the undersigned certify that I have read and hereby recommend for acceptance by the Open University of Tanzania a dissertation entitled, “Factors limiting implementation of Training Programmes in Parastatal Organizations in Tanzania: A case study of Tanzania Electric Supply Company Limited, Dar-es-salaam and Coastal Zone”. In partial fulfillment for the requirements for the Degree of Master of Business Administration (Human Resource Management). Supervisor…………………………………… Dr. Chacha Matoka Date………………………………………….. iii COPYRIGHT No part of this dissertation may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the author or the Open University of Tanzania in that behalf. iv DECLARATION I, Ignatius Shengena Mndeme, declare that this dissertation is my own original work and has not been submitted for a similar degree at any other University. Signature ……………………………. Date ………………………… v ...
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...ASSIGNMENT ON: TRAINING AND EDUCATION IN HEALTHCARE SIHS MBA-HHM 1st YEAR 24-Aug-12 HUMAN RESOURCE MANAGEMENT THAKUR HARSH DEVENDRA PRN-12040141044 Table of Contents IMPORTANCE OF EDUCATION IN HEALTHCARE INDUSTRY 2 IMPORTANCE OF MEASURING COMPETENCE 4 THE PROCESS OF EVALUATING TRAINING EFFECTIVENESS 6 REFERENCES 10 IMPORTANCE OF EDUCATION IN HEALTHCARE INDUSTRY Education is very important to both your personal and professional life, in a number of significant ways! Depending on the level of success you’re seeking to achieve, the level of education may be relative, but the bottom line is, an education of some sort is often paramount to future success. Completing increasingly advanced levels of education shows that you have a drive and commitment to learn and apply information, ideas, theories, and formulas to achieve a variety of tasks and goals. Subject Matters: Probably the most obvious reason education is important is to acquire the subject matter and basic knowledge needed to get by in everyday life. For example: * English and language skills: English and language skills will help you to communicate your ideas more clearly. Communication skills are essential in any role – whether you’re dealing with co-workers, patients, customers, or supervisors, you will need to effectively convey your plans, ideas, goals, and such. * Math and science skills: Although calculators and computers are readily accessible, you still need to learn how to do basic computations and calculations...
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...Hotel Shah Alam 1 16 & 17 July 2001) The Using of Model Context. Input, Process and Products (CIPP) In Learning Programs Assessment. AZIZI HJ. YAHAYA Ph.D Jabatan Pendidikan Asas Fakulti Pendidikan Universiti Teknologi Malaysia Skudai, Johor. ABSTACT: Assessment is one process to determine problem, choose relevant information, and collect and analyze information to report useful summary to decision maker. Evaluation model discussed in this topic was CIPP Stufflebeam’s model. CIPP assessment's model selected because his effectiveness to get revenue formative and summative and to find decision and problem-solving ability. CIPP assessment's model may be made assessment whether before, during or after the project conducted. This very different with Stake's approach assume that researcher may make level current study implementation or during the programme running. CIPP assessment's model also be formed to satisfy programme mastermind and administration not just filling individual ' wish. Lastly CIPP is not designed to prove a decision but act as to improve where information derivative later can be made as a guide to planning something programme. Introduction Assessment is one continuous process to determine method proposed applies in lesson by teachers and at the same time supervisor can give guidance and guide to them to overcome the shortage that exists. The assessment questionnaire and interview also should be used so that the feedback is total and real. This feedback result might...
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...MODULE 3 Organisational Quality and Performance Management (M3) CASE STUDY BBC Broadcasting & Presentation CASE: BBC BROADCASTING & PRESENTATION EXECUTIVE SUMMARY 4 QUESTION 1 – DISCUSS THE ISSUES OF MEASUREMENT IN AN ORGANISATION SUCH AS THIS ONE, AND EVALUATE THE APPROACH TAKEN TO MEASUREMENT ‘RECOMMENDED’ BY THE BBC. 6 • MISSION STATEMENT 6 • MEASURABLE OBJECTIVES 7 • CRITICAL SUCCESS FACTORS & KEY PERFORMANCE INDICATORS 7 QUESTION 2 – HOW SHOULD THE SENIOR TEAM IN BBC BROADCASTING & PRESENTATION DEVELOP THEIR THINKING TO SUSTAIN THE MOMENTUM OF TOTAL QUALITY/BUSINESS EXCELLENCE? 8 Conclusion: 13 Bibliography 14 EXECUTIVE SUMMARY The document provided is based on the case study of “BBC Broadcasting & Presentation” and the associated questions pertaining to the paper and reflects an in-depth study of the organisation and integrated application related to “Organisational Quality and Performance Management (M3)” and would include comments or suggestions for / or within the context of the description of the case. It is summarised as follows: Broadcasting & Presentation is the department responsible for the promotion and on-air branding for all the BBC’s channels, which includes commercial channels and public service. Currently there are almost 600 staff employed and 25% of the department’s income derives from new business – launching of new commercial and public service channels. As a result a need arose to understand how the department...
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...Andreasen defined CRM as “any effort by a corporation to increase its own sales by contributing to the objectives of one or more nonprofit organizations” (Kotler and Andreasen, 1996: 304). Two years later, Business in the Community, an organization which develops CRM programmes in the UK, stated that CRM programmes were a commercial activity in which companies were linked to social causes for mutual benefit (Business in the Community, 1998). And one year after, in 1999, Pringle and Thompson stated that CRM was “a strategic positioning and marketing tool which links a company or brand to a relevant social cause or issue, for mutual benefit” (Pringle and Thompson, 1999: 3). This statement widened the contributions made until that date, stating for the very first time that CRM was a strategic marketing tool and therefore a long-term strategy. What was more, and according to these authors, “the distinctive characteristic of the true Cause Related Marketing is longevity. Charity promotions are by definition shorttermist both in the actual period during which they occur and also in the attitude that underlines them. […]. The Cause Related Marketing campaign is looking for a fundamental and long-term change both in brand image and in the approach to the tackling of an issue or a cause: it is strategic not tactical” (Pringle and Thompson, 1999: 102). By that time, Sue Adkins had made similar contributions, stating that CRM was “a strategy that...
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...COUNSELLING (NTI KAD.) MEMBER ASSOCIATION OF NIGERIAN EDUCATORS (MANE) ADDRESS: C/O DEPARTMENT OF ACCOUNTANCY, HASSAN USMAN KATSINA POLYTECHNIC, KATSINA. Abstract Human capital development is aimed at equipping the work force for efficiency and effectiveness in productivity. This paper ‘Human Capital Development: A tool for Organizational Effectiveness and Efficiency’ Observes that human person is the most important production resources so if the human Capital is developed, it will equally develop all facets of the organization hence investment in human is a wise investment that will put the organization on the path to increase productivity which is the focus of most organizations. Moreover, the objectives of this paper is to find out the attitude of modern organizations in handling human resources. The method employed by the writer in collection data is purely secondary method of data collection; were by literatures of other authors on the topic under discussion were reviewed. The writer recommends on the job training (in service training) and other means of training as the strategies for improving workers abilities, skills and competencies which in turn will leads to realization, actualization and attainment of an organization designed goals or objectives. Introduction 1.1 The human element is the most valuable single asset of any business organization. And the development of this human resources form the bases for consistent national development...
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...Q.No.1: What Factors lead car manufacturing companies to bring changes in their manufacturing plants at the start of twentieth century? This case study looks at how Jaguar, one of the world's most prestigious car manufacturers, has been involved in a culture change programme to create new ways of working for the twenty-first century. Corporate culture reflects the personality of an organisation. It includes the shared beliefs and the policies and procedures that determine the ways in which the organisation and its people behave and solve business problems. You can quickly get a feel for the culture of an organisation just by looking around and talking to the people who work for it. For example, some organisations are very dynamic and their people are encouraged to take risks. Others are backward looking and rarely take risks. The culture of the organisation provides the meaning, direction and clarity (the human glue) that drives the business to achieve its goals. From time to time it becomes necessary to change the culture of an organisation to make sure that it fits the environment in which the organisation operates. Changes in the car industry The car industry has changed dramatically. At the start of the twentieth century, the industry was dominated by the achievements of Henry Ford who created a manufacturing system that was known as Fordism. In Fordist organisations, the manufacturing system was geared towards creating standardised products such as the Model T Ford ...
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...from 10 management development programmesInternational Journal of Training and Development International Journal of Training and Development 10:4 ISSN 1360-3736 Transfer of learning from management development programmes: testing the Holton model Cyril Kirwan and David Birchall Transfer of learning from management development programmes has been described as the effective and continuing application back at work of the knowledge and skills gained on those programmes. It is a very important issue for organizations today, given the large amounts of investment in these programmes and the small amounts of that investment that actually translates into an improved individual and organizational performance. This paper describes the testing of the Holton model of learning transfer and suggests amendments to the model where appropriate. A sample of participants on a management development programme within the Irish health service completed the Learning Transfer System Inventory based on the Holton model. The data obtained were analysed using multiple regression and partial correlation techniques. Results indicate that the model does adequately represent the effects of its factors, although a slightly revised model is presented. Important relationships between factors are identified, and the central role of the learners’ personal capacity for transfer (hitherto unreported in the literature) and their motivation to transfer in facilitating transfer is highlighted. In practical terms...
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...1.0 INTRODUCTION 1.1 Background to the Study The effect of training and manpower development on employee’s productivity and organization performance has attracted considerable interest in the analytical and empirical literature. On the whole, human resources management theory has paid considerable attention to this debate; however, the theoretical predictions are ambiguous. Depending on their underlying assumptions, some approaches predict that the performance of an organization is necessarily based on innovative labour force, technology, quality management, and customer satisfaction; while others see training as a tool in the hands of human resources managers to activate and empower the productive base of an organization (Dhamodharan, 2010). Barron and Hagerty (2001) asserted that employee training and manpower development is very vital to job productivity and organization performance, since the formal educational system does not adequately provide specific job skills for a position in a particular organization. While, few individuals may have the requisite skills, knowledge, abilities and competencies needed to fit into a specific job function, some others may require extensive training to acquire the necessary skills to be able to fit in a specific job function and also make significant contribution to the organization’s performance. Guest (2007) asserted that human capital theory provides evidence which indicates that training and education raises the productivity of workers...
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...strategic change when the strategy and its desired outcomes are both incompatible with the culture of the organization. How should managers deal with these challenges? How should such cultural appreciations be brought in to the discussion to develop and implement the business strategy? Cultural change is strategic change It is important to understand cultural change as also involving strategic change. Strategy can be considered as a cultural production that may involve cultural adaptation, or transformation, or both. This conceptualization is particularly useful if the organization is “betwixt and between” cultures and organizational identities i.e. a local authority department aspiring to become a commercially driven company. I will use a case study of such an organization that was changing from a council department into a Limited Liability Partnership to flesh out some ideas that illuminate the relationship between strategic development and organizational culture. Culture is not like a skin that an organization can discard as it selects a new organizational culture that is perceived to have strategic fit with its commercial strategy. In my view culture is the organization. Therefore, when an organization faces considerable market forces to change its strategy it can not simply change its culture at will to avoid cultural and strategic incompatibility. The organization has to recognize the miss match between its culture and its strategy and factor the cultural change process...
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...External Micro- Environment Micro environment includes those players whose decisions and actions have a direct impact on the company. Production and selling of commodities are the two important aspects of modern business. Accordingly, the micro environment of business can be divided. The various constituents of micro environment are as under: Suppliers of inputs: An important factor in the external micro environment of a firm is the supplier of its inputs such as raw materials and components. Normally, most firms do not depend on a single supplier of inputs. To reduce risk and uncertainty business firms prefer to keep multiple suppliers of inputs. Customers: The people who buy and use a firm’s product and services are an important part of external micro environment. Since sales of a product or service is critical for a firm's survival and growth, it is necessary to keep the customers satisfied. A concern for customers’ satisfaction is essential for the success of a business firms. Besides, a business firm has to compete with rival firms to attract customers and thereby increase the demand and market for its product. Marketing intermediaries: In the firm's external micro environment, marketing intermediaries play an essential role of selling and distributing its products to the final customers. Marketing provides an important link between a business firm and its ultimate customers. Competitors: Different firms in an industry compete with each other for sale...
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