...Flexibility is a critical component used largely for workplace effectiveness. Organizations are using it as a tool to improve recruitment and retention, management of workload, and employee diversity. Providing flexibility also shows improvement in employee engagement, job satisfaction, and stress reduction. Employers, who not only encourage but also empower their employees to use flexible work schedules as well as simultaneously affording the opportunity to advance in the company, employees, and employers gain a predisposition to profit. Human Resources are using flexibility as an organizational strategic asset. This provides a considerable competitive advantage to companies who are aware they need to adopt rapidly to market changes. A flexible organization uses a specific or a combination of available scheduling strategies. “In May 1997, more than 27 percent of all full-time wage and salary workers in the United States – about 25 million – had flexible work schedules that allowed them to vary the time they began or ended work. The proportion of workers with such schedules was up sharply from the 15 percent recorded when the data were last collected in May 1991 and from the 12.5 percent tallied in 1985. The increase in flexible work schedules was widespread across demographic groups, occupations, and industries, reports the Bureau of Labor Statistics (BLS) of the U.S. Department of Labor (1998, June 1)”. Flexible work arrangements originally...
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...TABLE OF CONTENT NO. | CONTENT | PAGE | 1. | TASK 1Roles of Formal and Informal Group in The Organisation 1.1. Formal Group 1.2. Informal Group | 2 | 2. | TASK 2 Factors That Llead To An Effective Teamwork | 7 | 3. | TASK 3 Problems and Solution | 10 | 4. | TASK 4Latest Technologies That Can Implement By A Team | 13 | 5. | REFFERENCES | 16 | TASK 1 1.0. Roles of Formal and Informal Group in The Organisation According to the BusinessDictionary.com. group is defines as a collection of individuals who have regular contact and frequent interaction, mutual influence, common feeling of camaraderie, and who work together to achieve a common set of goal. Based on my understanding, group is a group of people that consist two or more people. This group is made have as they have goal that they want to achieve. 2.1. Formal Group Formal group is refer to group that created to achieve a specific organisation objective or goal and really concern about the coordination of the work activities (Pathak). Usually, formal group is created by the formal authority for some purpose. There are two type of formal group which are command group and task group. 2.2.1. Type Of Formal Group 2.2.2.1. Command Group Also known as the functional group which relatively permanent that have decide by the manager. The manager and the subordinates usually meet to discuss general problems and ask for opinion in improve their productivity...
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...Assignment #3 Employer’s Duty of Care Law, Ethics, and Corporate Governance November 13, 2011 1. Explain whether Jake’s actions are in or out of “his scope of employment.” Jake states that he is doing his job thoroughly and perfectly due to law requirements. Jake’s actions are within his scope of employment. Along with changing oil, Jake is inspecting cars for safety issues for the customer. As a service technician Jake is within his scope of employment to actually check cars during service. Inspecting the car as well is part of Jake’s job function as a mechanic. When Jake implied he could be hurt worse than he thought and he might have a workers’ compensation case he was out of his scope of employment. Jake was upset at his long hours and no overtime pay that he was holding his injury over his boss’ head. Jake did not have a right to do this to Herman. 2. Explain whether or not Herman is responsible for Jake’s injury. Herman is responsible for Jake’s injury. Jake was on the job working when his injury occurred. Herman is responsible to ensure Jake’s hand is looked at and treated by a medical professional for a clear diagnosis. If Jake continues to work with an injury he could do more damage to his hand or injure others. By doing more damage to his hand, Jake may not be able to continue to perform his job function. This could be expensive to Herman in the long run because he may need to hire and train a new mechanic while Jake’s hand heals or the possibility...
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...Michelle Artus Organizational Behavior Case Analysis – Beyond Flextime: Trashing the Workweek What influence tactics and power bases are evident in this case? Explain. Research initiated by David Kipnis and his colleagues in 1980, reveals how people influence each other in organizations. The Kipnis methodology involved asking employees how they managed to get their bosses, coworkers or subordinates to do what they wanted them to do. Statistical refinements and replications by other researchers over a 13 year period eventually yielded nine influence tactics which I have indicated below. The first five are considered soft tactics because they are friendlier than and not as coercive as the last four tactics which are considered hard tactics because they involve more overt pressure (Kreitner & Kinicki, 2010, p. 437- 438). NINE TACTICS (Kreitner & Kinicki, 2010, p. 438) * Rational persuasion – trying to convince someone with reason, logic or facts * Inspirational appeals – trying to build enthusiasm by appealing to others emotions, ideas, or values * Consultation – getting others to participate in planning, making decisions, and changes * Ingratiation – getting someone in a good mood prior to making a request; being friendly, helpful and using praise or flattery * Personal appeals – referring to friendship and loyalty when making a request * Exchange – making express or implied promises and trading favors * Coalition...
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...Work-life balance: definitions and key terms Work-life balance is the term used in the literature to refer to policies that strive to achieve a greater complementarity and balance between work and home responsibilities. These policies apply to all workers, not just working parents, and their presence or absence in an organisation may have an effect on those facing a crisis pregnancy, particularly in judging their own ability to combine both work and family life. Some of the terms used in the literature on work-life balance are not commonly used or may be unfamiliar, thus explanations and definitions are given below: WLB: Work-life Balance, also referred to as family friendly work arrangements (FFWA), and, in international literature, as alternative work arrangements (AWA). V-Time: this is voluntary overtime to meet production needs; extra hours are 'banked' and taken as time off or as extra pay. It differs from flexitime where starting and finishing times are staggered, and can mean reduced or increased weekly working hours over a period of time. Work-life balance, workplace culture and maternity/childcare issues - A literature review Zero hours contract: this is a flexible contract that does not specify the amount of time a worker will spend per year on their employment, leaving it open to meet demand. E-working: the term used to describe flexible working that can be done from any location using technologies such as laptops, wireless internet connection...
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...ase Analysis:Mama Bear Viewpoint:Mylene, Antonette, Mary Rose and Alalyn Time Context: I. Problem Statement What is the best thing to do in their current business situation? II. Objective To determine whether they should expand, sell or maintain their business as it is III. Areas of Consideration Strengths: 1. Continuous growth of operations 2. Growing number of potential customers 3. They have a lot of institutional partners which are big and stable 4. They have a tie-up with the most reputable and well-known companies in the Philippines 5. Each of the partners are hardworking and frugal and has a positive attitude 6. Has referrals from satisfied clients by word of mouth 7. Advanced and quality childcare services that meet parent’s needs Weaknesses: 1. Qualified employees leave the company after gaining experience and training 2. Employees left behind by resigned employees need to be teach again 3. Criticized by public commentator/media due to non-giving of overtime pay and meal allowances to their employees rendering overtime 4. Doesn’t have as much bargaining power with customers and suppliers as a big player do 5. Different viewpoint and conflicting opinions of all partners Opportunities: 1. Opportunity to earn higher income if they will continue to expand and add another market segment 2. Opportunity to become a larger organization and have greater bargaining power with customers and suppliers as their other competitors have 3. Opportunity...
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...Organizational Behavior Beyond Flextime: Trashing the Workweek J.A. Counter’s ROWE program includes influence tactics as well as a couple of power bases. The influence tactics prevalent in this case are soft tactics because they are worker friendly and not coercive at all. Inspirational appeals are present in this case because the decision to incorporate ROWE into the work environment at J.A. Counter is a direct approach to appealing to all employees. They are no longer bound by set days and times to be present at their jobs but rather given the motivation to complete their tasks by a certain time but at their own pace, hours chosen, and days preferred. This tactic is used to appeal to the employee’s. Consultation is another influence tactic evident in J.A. Counter’s ROWE Program. Employees now voluntarily set up different people to perform different tasks when the normal employee responsible for the given task is not present. The employee’s have learned to participate in planning (for the absence of another employee), make decisions (together), and roll with the changes. In alternating performing various tasks, there is slight evidence of the exchange influence tactic at work in this case also. The most prominent base of power evident in J.A. Counter’s work environment is the managers reward power. Although the freedom to come and go whenever and without notice or permission, has not been stated a reward, to the employee’s (given the increase in productivity), view...
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...Flexible Work Schedule Survey Kasey Taylor LeTourneau University BUSI 4623OL: Business Research Methods October 25, 2012 Abstract The purpose of this survey was to determine whether or not flexible work schedules have a positive impact on productivity in the workplace. The survey was given to all employees at the end of a training class and turned into the instructor to give to the human resource department. The written survey consisted of 10 questions ranging from demographics to personal needs. We found employees with spouses and or children under the age of 18 were in favor of flexible work schedule having a positive impact for them personally on their productivity. The survey also revealed the need for individuals to feel they have some control and flexibility in their work schedules, which leads to a balanced personal and business life. Flexible Work Schedule The purpose of this survey was to determine whether or not flexible work schedules have a positive impact on productivity in the workplace. “Flexible work schedules” refer to choices pertaining to the location and/or time that work is conducted, whether it is formal or informal. Formal being policy from HR department that is written. Informal meaning the immediate supervisor has approved this flexible arrangement. The survey was emailed to 2,000 employees and 526 participants completed the survey. The survey consisted of several questions ranging from the use of flexible work arrangements to their level...
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...Assessment Activity BSBWOR501A Manage personal work priorities and professional development Assessment 76 Student ID: Question # Question Type: Assignment Name: Duration/Due: 1 week Marks 1 10 SKILLS THAT WEREN’T EVEN INVENTED A FEW YEARS AGO ARE ESSENTIAL FOR THE NEAR FUTURE By looking at new positions that are emerging in the workplace, supervisors can get some idea of some of the skills they will have to develop in the future. There are three areas that seem to be emerging in a way that will have a major impact on the workplace: information, etiquette and life-work balance. Information is coming at us at an increasing rate. We have now stepped into what is known as the knowledge age, where information (converted to knowledge) is what will provide the competitive edge for organisations. Information and knowledge are fast replacing capital equipment as the key asset for conducting business. Administrative assistants will become information co-ordinators, managing the vast amounts of information to ensure that everyone has access to and is aware of the existence of information that will help them better perform their jobs. The supervisor will also have to manage larger amounts of information, ensuring their staff have access to information that is important to their job. Life-balance is a term appearing in more and more magazines and management books. Many workers have been thrust into the position of caring for ageing parents while also caring for their...
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...For grievance procedures to be effective, both parties should view them as a positive force that facilitates the open discussion of issues. In some cases, the settling of grievances becomes a sort of scorecard that reinforces an "us versus them" mentality between labor and management. Therefore, management will provide counter-proposals until an agreement is reached. According to Walter Johnson, “The National Labor Relations Act and other laws forbid management from interfering with the formation of a union or other organization to demand improvements in working conditions or wages, so long as this does not interfere with production.” When an employee or non-exempt employee filled for overtime grievance; several information pertaining to the employee or non-exempt employee must be submitted for review. Often, the request includes information going back several years. That information may or should contain the following information:- a. Listing of all overtime earned by each unit employee including the date/pay period in which the overtime was worked, the amount of overtime pay received, the employee’s payday number, job series, grade, step and FLSA status. b. Copies of all standardized forms used for any purpose relating to requesting or approving overtime, compensatory time for non-exempt employees. c. Copies of any regulations, instructions, or guidelines provided to supervisors regarding approval or denial of request s for overtime, compensatory time for non-exempt employees...
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...Questionnaire STRESS AND WORKLIFE BALANCE AMONG INDIAN WORKING WOMEN WITH RESPECT TO I.T AND BANKING INDUSTRY. I am Tasnim S. Vohra, doing MBA at S. K Patel Institute of Management studies. As a part of my curriculum, I am doing a project on Stress and Work Life Balance among Indian working women with respect to I.T and Banking industry. For the completion of my project, I would like to gather some information from you. I would be obliged if you co-operate me in filling the questionnaire. Since the questionnaire is being used for academic purpose, the information gathered will be strictly confidential. Personal Information A. Name of company: ________________________________________ B. Age: 20 - 25 yrs [ ] 25-40 yrs [ ] 40 – 60yrs [ ] C. Education: _____________________ D. Marital Status: I) Married ii) Unmarried iii) Widow IV) Divorcee E. If married, Do you have children? Yes / No F. If Yes, Number of children: ______ G. Family type: Joint / Nuclear H. Professional information 1. Number of years of work experience: _________yrs 2. Number of years in present organization: _________yrs I. Level in Management: Junior level ( ) Middle level ( ) Senior level ( ) Please read the following statements and give any one of the scores mentioned below: 1...
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...CULTURE Talking about the work culture of the FMCG sector is that the culture is dynamic which is something hard to develop and easy to lose. Five organizations namely Hindustan Liver, Colgate, Palmolive,P&G,Nestle and Britannia is often stratified as having a good culture. The mode of communication is informal and in fact the dress code is also informal for work and formal for meetings. If we talk about the weak points of the sector, then probably it would be the work load that the employees have to bear with in terms of the work pressure, timings, regular performance and the exhaustive field work and the excess work pressure at times results in creating a lot of stress for the people,but as they say there is no substitute for hard work. Talking about the general insight is that people value colleagues as individuals and believe in maintaining relationships with each other. The important aspects of the FMCG Sector culture are: 1. The way an employee approaches his office every morning 2. The kind of relationships developed amongst employees 3. The level of performance from each of the employees Talking about HUL as an organization: High ethical standards in terms of people and environment are maintained Informal behavior and dressing is functional Equal opportunities are given The basic underlying Moto is: “Doing well by doing good” P&G They have flexible working hours so it is basically performance oriented. Around 40 hrs a week Creativity and passion...
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...A successful Bangladeshi entrepreneur Prepared for: Mr. Shahriar Kabir (SK) Course Instructor, Entrepreneurship Development BUS513 (Spring 2014) Prepared by Saniul Islam ID: 201103107 IBA, Jahangirnagar University Date: February 8, 2014 Table of Contents Introduction 3 Profile 3 Company Profile 3 How did he set up REVE Systems 4 Specialization of REVE Systems 4 Target customers 4 Competition in the industry 4 Choosing IT Sector 4 History of his company 5 Working environment in REVE Systems 5 M Rezaul Hassan advice to the budding entrepreneurs in Bangladesh 5 References 6 Introduction M Rezaul Hassan is the founder CEO of REVE Systems. Under his leadership, REVE Systems has become the leading software and solutions provider in IP communications domain. REVE Systems was awarded with the Red Herring’s Top 100 Global Company in 2012. REVE Systems is headquartered in Singapore, has software development facilities in Dhaka and New Delhi and offices in the UK and the USA. Right now, REVE Systems has 2000 plus carriers from more than 75 countries as their customer. Profile Mr Rezaul Hassan is the CEO of REVE Systems. He founded this company in 2003 after working in the IT/ Telecom industry for many years. As the founding CEO, Hassan, along with a dedicated team of colleagues, has helped to build REVE Systems into a major solution...
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...What you do 1. I'm a / an (+ job). e.g. a nurse / an accountant / a builder 2. I work in (+ place or general area). e.g. a hospital / an office marketing / social 3. I work for (+ name / place of the company). e.g. Union Bank / IBM / Fiat / an international bank What your job involves 4. I'm in charge of e.g. a big company 5. I'm responsible for e.g. some workers in that department 6. I have to deal with e.g. any complaints / overseas clients, mainly 7. I run e.g. the company / a restaurant 8. I manage e.g. a shop in downtown Daily duties / routines 9. I have to go / attend (formal) e.g. (to) a lot of meetings / conferences 10. I visit / see / meet e.g. patients / clients 11. I advise e.g. people / clients and give them help... 12. It involves e.g. writing letters / filling in forms / doing a lot of paperwork / using computers a lot of the time Getting a job 13. It's not easy to get / find work e.g. in big cities / round these parts 14. I'd love to do e.g. marketing / this kind of work 15. It's difficult to make a living as a / an e.g. freelance writer 16. I've been offered a job e.g. in that company / in London 17. I've applied for a job e.g. in a local company / in the accounts department Working hours 18. I have a nine-to-five job / I work nine-to-five (regular working hours in Britain) 19. I do / work shift work. (nights one week, days next) 20. I am on flexi time. (flexible working hours) 21. I have to do / work overtime...
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...SALES DEVELOPMENT REPRESENTATIVE Why GetResponse? We’re a successful Polish company that has been supplying software to companies all over the world since 1998. Our product is used globally by more than 350 thousand customers — and counting. We have offices in the USA, Canada, and Europe, and our headquarters are based in Gdansk, Poland. Currently, we have more than 250 employees and would like to expand our team by adding one more creative, energetic member for the position of Sales Development Representative. Main responsibilities: * actively building a GetResponse sales pipeline on global markets (US, EU, Asia & Pacific), through identifying potential clients and by gaining information about them * generating SQOs (Sales Qualified Opportunities) thru LinkedIn, industry websites, cold calling, cold emailing, etc. * qualification of incoming leads * daily work with the CRM system in order to optimize sales funnel * direct responsibility for lead generation for an assigned market * regular reporting of current tasks and their status * consulting in relation to current best practices in email marketing What do we expect: If you are someone who is communicative, you have no problem talking on the phone, and you are great at convincing people to buy into your vision, this job is for you. Our requirements are as follows: * basic experience in sales * fluent English * researching skills * great knowledge and ability in surfing the...
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