...Business Management – Assessment 2a Essay Comprehensive plan LEARNING OUTCOMES BEING ASSESSED 1. Critically analyse management practices in the Australasian context. 2. Understand organisational behaviour and management theory. 3. Critically analyse the underlying values of these theories. 4. Demonstrate knowledge of management theories and evaluate their impact on practical management decision making in the Australasian context Topic - Job Specialisation uses standardised work procedures to have workers perform repetitive; precisely defined and simplified tasks. Explain why companies use this approach to job design. Using the Job Characteristics model, describe how specialised jobs can be modified to eliminate the boredom and low job satisfaction associated with them. (Chapter 9) Introduction Job specialization reflects the degree to which tasks get broken down and divided into smaller tasks. Benefits include worker proficiency, decreased time between task transfer and the ability to develop specialized equipment for a specific function. Background * Existed in the first half of the century where guidelines laid by people like Adam Smith and Frederick Taylor, who sought to make jobs in organisations as simple as possible. * Ways to move from job specialisation was to introduce job rotation, allowing workers to diversify and relieve boredom (Article 3, Article 1 – good arguments for continual development of job specialisation. Can occur long or short term. Generally...
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...assistance, cash assistance, medical/mental health assistance, childcare assistance, and many other types of assistance. Human Service agencies/workers strive to provide advocacy and referrals to help people meet their basic needs and to help guide them on the road to self-sufficiency. Human Services cover a broad range of specialties/practices, so in this essay we will discuss the goal and history of Human Services, the nature of the generalist practice, common intervention strategies, and ethical considerations. The Goal of Human Services Human Services is a way for individuals and families to be assisted in meeting their basic physical and emotional needs. Various obstacles can keep some from meeting their needs on their own. These obstacles can include lack of education, lack of support, and mental illness to name a few. Some of these obstacles are self-inflicted, though often the reasons people have trouble meeting their basic needs are because of circumstances beyond their control (Martin, 2011). Human service/social service agencies are accessed by these individuals when they bump into these challenges and do not know how to fix them. It is the Human Service worker/advocate who listens, gives information and guides the individuals who need the help to the services they may...
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...Organizational Behavior Date 01/19/2014 Upon completion of my self-assessment, I have developed a profile of my personality characteristics based on assessment results. This essay summarizes my assessment results with analysis of attributes that addresses my career choice as leader in management. My self-assessment also includes learning of the Johari window in my leadership practices. My career choice has been enhanced with understanding of management issues, styles and practices. I have reviewed what it takes to be a twenty first century manager, leadership styles, intuitive ability, conflict management strategies, time management profile, organizational design preference and cultural learning. A twenty First century manager The assessment determines competencies and profile of managers. My PMF score is 7, which means there are areas in management I need to develop. The learnings are managerial skills one can develop to be successful. They include resistance to stress, tolerance of uncertainty, social objectivity, inner work standards, stamina, adaptability, self-confidence, introspection and entrepreneurism. I will continually strengthen these managerial traits in my leadership practices. Leadership style In completing the leadership style questionnaire, I have learned about beliefs and perceptions of leadership that are important. My transformational leadership score is 23 and my transactional leadership style...
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...Chapter 01 Managing Human Resources True / False Questions 1. Managers and economists traditionally have seen human resource management as a source of value to their organizations. True False 2. The concept of "human resource management" implies that employees are interchangeable, easily replaced assets that must be managed like any other physical asset. True False 3. Human resources cannot be imitated. True False 4. No two human resource departments will have precisely the same roles and responsibilities. True False 5. Today, greater concern for innovation and quality has shifted the trend in job design to an increased use of narrowly defined jobs. True False 6. An organization makes selection decisions in order to add employees to its workforce, as well as to transfer existing employees to new positions. True False 7. In the context of performance management, when the person evaluating performance is not familiar with the details of the job, outcomes tend to be easier to evaluate than specific behaviors. True False 8. The pay and benefits that employees earn play an important role in motivating them, except when rewards such as bonuses are linked to the individual's or group's achievements. True False 9. Maintaining positive employee relations includes preparing and distributing employee handbooks that detail company policies and, in large organizations, company...
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...M.A. Social Work (Previous) FIRST SEMESTER Paper S1: 01 History and Philosophy of Social Work - 50 Paper S1: 02 Psychosocial Dynamics of Human Behavior - 50 Paper S1: 03 Methods of Working with People: Micro-Approaches - 50 Paper S1: 04 Social Welfare Administration - 50 Paper S1: 05 Research Methodology - 50 Paper S1: 06 Man & Society - 50 Paper S1: 07 Concurrent Field work three days in a week - 50 Total - 350 SECOND SEMESTER Paper S2: 01 Approaches and fields of Social Work - 50 Paper S2: 02 Human Growth and Development - 50 Paper S2: 03 Methods of working with People: Macro Approaches - 50 Paper S2: 04 Management of NGO’s and Disaster Relief Services - 50 Paper S2: 05 Statistics and Computer Application - 50 Paper S2: 06 Dynamics of Socio-Political Institutions and Organizations - 50 Paper S2: 07 Concurrent Field work (three days in a week) -50 Total - 350 M.A. in Social Work (Part-I) Preamble: 1. There shall be six theory papers of 50 marks each and field work of 50 marks as paper seventh out of 50 marks, 38 marks shall be devoted to semester paper and 12 marks shall be fixed for class/home assignments. 2. The format of the theory paper shall be the same as it is being following by the university. 3. Evaluation procedure shall be as per university norms. FIRST SEMESTER Paper S1: 01 History and Philosophy of Social Work (50) Unit – I Meaning, objectives and scope of social work; Role...
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...Chapter 01 Human Resource Management: Gaining a Competitive Advantage True / False Questions 1. Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations. True False 2. The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation. True False 3. The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners. True False 4. The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. True False 5. Advances in technology have allowed HR services to be offered more on a self-service basis than in the past. True False 6. HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently. True False 7. Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition. True False 8. Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds. True False ...
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...of Health Services in the United States Introduction The health care delivery system of the United States evolved quite differently from the systems in Europe. American values and the social, political, and economic antecedents on which the US system is based have led to the formation of a unique system of health care delivery, as described in Chapter 1. This chapter discusses how these forces have been instrumental in shaping the current structure of medical services and how they are likely to shape its future. The evolutionary changes discussed here illustrate the American beliefs and values (discussed in Chapter 2) in action, within the context of broad social, political, and economic changes. Because social, political, and economic contexts are not static, their shifting influences lend a certain dynamism to the health care delivery system. Conversely, beliefs and values remain relatively stable over time. Consequently, in the American health care delivery experience, initiatives toward a national health care program have failed to make significant inroads. However, social, political, and economic forces have led to certain compromises, as seen in the creation of Medicare, Medicaid, and other public programs to extend health insurance to certain defined groups of people. Could major social or economic shifts eventually usher in a...
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...Definitional 2. HR metrics must be linked to |a. |statistical analyses. | |b. |industry outcomes. | |c. |business performance. | |d. |employee satisfaction. | ANS: C PTS: 1 DIF: Easy REF: p. 4 OBJ: 1 NAT: AACSB Reflective Thinking LOC: Creation of Value TOP: Conceptual 3. All of the following are types of organizational assets EXCEPT |a. |social. | |b. |human. | |c. |financial....
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...Introduction: This module examines the values and value conflicts inherent in the modern practices of the business world, investigates the major philosophical issues that challenge the conduct of ethics as a rational enterprise, exposes students to major traditions in philosophical normative ethics and applies those traditions to specific value conflicts in the business world. A critical thinking component is included in the course. Specific problems relating to topics such as corporate responsibility, employee rights, and the nature of the free enterprise system, environmental concern and ethical business practices. In deciding how to act, managers reveal their inner values, test their commitment to those values, and ultimately shape their characters. In general, Ethics is both an academic “subject” and a thoughtful way of doing things. Theoretical Ethics is that branch of Philosophy concerned with determining what is right (with regard to principles and actions) and what is good (what ends or ideals are worth pursuing and what values are worth holding). Practical Ethics is the art or techne (know-how) of figuring out how to make things better rather than worse with regard to concrete or actual situations. Business Ethics is a type of applied ethics. As such, it is concerned with principles applied and actions taken in the workplace and the boardroom. At the same time, since business practice is inseparable from the rest of human life, Business Ethics has to take account of the...
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...Addressing the Future: CURRICULUM INNOVATIONS 1.) LOCAL AND NATIONAL CURRICULAR INNOVATIONS 2.) GLOBAL CURRICULAR INNOVATIONS As man seeks for development, innovations are inevitable. In curriculum, changes and modifications are being introduced to keep with the changing world. • With the emerging theories of learning, instructional delivery and management, learning and teaching styles, modes of living and other societal changes in science and technology led educators to introduce innovations. 1. LOCAL AND NATIONAL CURRICULAR INNOVATIONS a.) 2002 Basic Education Curriculum b.) Third Elementary Education Program (TEEP) c.) Secondary Education Improvement and Development Program (SEDIP) d.)The New Teacher Education Curriculum for BEEd and BSed e.)The Ladderized Curriculum for Bachelor of Technical Teacher Education (BTTE) f.) Instructional and Curricular Excellence in School Leadership and Management – DepEd eXCELS A. 2oo2 Basic Education Curriculum THE VISION, MISSION AND RATIONALE OF THE CURRICULUM VISION: The Department of Education, envisions every learner to be: -FUNCTIONALY LITERATE - EQUIPPED WITH LIFE - APPRECIATIVE OF ARTS AND SPORTS and - IMBUED WITH THE DESIRABLE VALUES OF A PERSON WHO IS MAKABAYAN, MAKATAO, MAKAKALIKASAN AND MAKA-DIYOS MISSION: The DepEd’s MISSION is to PROVIDE QUALITY BASIC EDUCATION that is: - ACCESSIBLE TO ALL - LAYS THE FOUNDATION FOR LIFELONG LEARNING and - SERVICE FOR COMMON GOOD The Basic Education Curriculum developed...
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...Management Theories Are Destroying Good Management Practices SUMANTRA GHOSHAL Advanced Institute of Management Research (AIM), UK and London Business School The corporate scandals in the United States have stimulated a frenzy of activities in business schools around the world. Deans are extolling how much their curricula focus on business ethics. New courses are being developed on corporate social responsibility. Old, highly laudatory cases on Enron and Tyco are being hurriedly rewritten. “What more must we do?”, the faculty are asking themselves in grave seminars and over lunch tables (Bartunek, 2002). Business schools do not need to do a great deal more to help prevent future Enrons; they need only to stop doing a lot they currently do. They do not need to create new courses; they need to simply stop teaching some old ones. But, before doing any of this, we—as business school faculty—need to own up to our own role in creating Enrons. Our theories and ideas have done much to strengthen the management practices that we are all now so loudly condemning. vested interests, which are dangerous for good or evil” Keynes (1953: 306). This is precisely what has happened to management. Obsessed as they are with the “real world” and sceptical as most of them are of all theories, managers are no exception to the intellectual slavery of the “practical men” to which Keynes referred. Many of the worst excesses of recent management practices have their roots in a set of ideas that have emerged...
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...Journal of International Business and Cultural Studies When East and West Meet, Page 1 When East and West Meet: An Essay on the Importance of Cultural Understanding in Global Business Practice and Education S. J. Chang Illinois State University ABSTRACT As today’s business decisions and choices are increasingly influenced by the diverse cultural backgrounds and perspectives of various corporate stakeholders, it is critical for business managers to have multicultural understanding. This motivates us to refine our business perspectives and approaches in global arena as well as our educational philosophies on global business management. Based on casual yet experiential discussions, this essay presents some cohesive points on comparative cultural understanding and business implications thereof between the “West” and the “East,” which is presupposed by the cultural contrasts between America and Korea. It can hopefully serve as a practically meaningful guideline for business practice and education on multiculturalism. Keywords: multiculturalism, global business management, comparative cultural understanding Journal of International Business and Cultural Studies When East and West Meet, Page 2 INTRODUCTION Thanks to the rapid and continuous expansion of large global businesses, today people, capital, information, and technology travel more freely, rapidly, and widely than ever. The everexpanding scope and scale of large global firms over the recent decades have...
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...Business and Management December, 2008 An Analysis of Business Challenges Faced by Foreign Multinationals Operating the Chinese Market Jianlian Wu International Management, University of Nottingham Ningbo 315100, China E-Mail: zlixcwj1@nottingham.edu.cn, qqnamei@163.com Abstract China’s rapid economic growth has presented numerous opportunities and challenges for foreign firms there. Many large corporations have established a China centre to coordinate and control their operations in the country. As firms have increased their presence in China, their concerns are increasingly focused on implementing successful management practices and strategies. This article describes the challenges and difficulties that multinational companies faced in Chinese market. It analyses roles played by the human resource function in these China, culture differences, social environment and other factors. Keywords: Challenge, Multinationals, Chinese market 1. Introduction Over the last few decades, the process of globalization has created unprecedented opportunities for global business investment and trade. Many multinational companies are attempting to expand their business international by many entry strategies such as joint venture and subsidiary. While China, with over 1.3 billion population and 9.6 million square kilometers (China Popin, 2008) has become a valuable land for foreign multinational companies. They try to enter the Chinese market by using many different strategies. For example...
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...Business and Management December, 2008 An Analysis of Business Challenges Faced by Foreign Multinationals Operating the Chinese Market Jianlian Wu International Management, University of Nottingham Ningbo 315100, China E-Mail: zlixcwj1@nottingham.edu.cn, qqnamei@163.com Abstract China’s rapid economic growth has presented numerous opportunities and challenges for foreign firms there. Many large corporations have established a China centre to coordinate and control their operations in the country. As firms have increased their presence in China, their concerns are increasingly focused on implementing successful management practices and strategies. This article describes the challenges and difficulties that multinational companies faced in Chinese market. It analyses roles played by the human resource function in these China, culture differences, social environment and other factors. Keywords: Challenge, Multinationals, Chinese market 1. Introduction Over the last few decades, the process of globalization has created unprecedented opportunities for global business investment and trade. Many multinational companies are attempting to expand their business international by many entry strategies such as joint venture and subsidiary. While China, with over 1.3 billion population and 9.6 million square kilometers (China Popin, 2008) has become a valuable land for foreign multinational companies. They try to enter the Chinese market by using many different strategies. For example...
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...TABLE OF CONTENTS Section Introduction: A Guide to Writing Your Management Report Contact Information What is a Management Report? How do you Choose a Topic For Your Report? Getting Started with your Project Background and Setting the Scene Literature Review Methodology Research Approach Planning Your Management Report Structure of the Management Report Presenting Your Management Report Writing Tips for Your Management Report Engaging with the Supervision Process APPENDICES Appendix 1: Management Report Marking Criteria Table Appendix 2: Writing Tips - Transition Signals Appendix 3: Literature Review Summary Appendix 4: Referencing Guide Appendix 5: Supervision Meeting Logs Appendix 6: Useful Readings Page 3 4 5 5 7 8 9 13 14 16 17 24 26 27 29 33 35 36 46 49 MSc Management Report Handbook 3 Contact Information Module Convenor Dr Andrew St George ews@aber.ac.uk Programme Leaders Dr John Follett (jaf7@aber.ac.uk) Dr Tiffany Low (til1@aber.ac.uk) MSc International Business Management MSc Management and Digital Business (eff. from 2013/2014) MSc Management and Marketing MSc Management and Tourism Management (eff. from 2013/2014) MSc Management and Finance MSc Enterprise and Innovation MSc Management and Corporate Leadership MSc Management and Project Management - Mr Wyn Morris (dmm@aber.ac.uk) - Other Contacts in the School of Management and Business Mr Ian Thomas (ivt@aber.ac.uk) Ms Sarah Norrington-Davies (sgh@aber.ac.uk) Ms Carys Lennon (cyl@aber...
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