...Human Service Manager Exercise Paper Managing people is almost as old as the history of mankind, since it appeared simultaneously with the appearance of the first forms of human organizations, tribes, communities, clans. As economic development and the emergence of large organizations, personnel management has become a special control function that requires specialized knowledge and skills, the organizations have established special units composed of people with the knowledge and skills – human resources departments. With the development of scientific and technological progress and increasing complexity of organizations in the second half of the twentieth century, the functions of these departments have expanded – administration of benefits and maintenance of relations with trade unions, supplemented by recruitment, training and staff development, the establishment of compensation systems, career development, communication, and significantly increased their importance for organization. Specific responsibility for the overall management of human resources in large organizations is usually entrusted to workers from trained personnel department, usually consisting of staff services. In order for such specialists to be actively promoting the purposes of cooperation and success, they need not only knowledge and expertise in their particular field, but information that satisfies the needs of lower-level managers. However, if lower level managers do not understand the specifics of...
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...1. Define organizational culture and discuss its three layers. Organizational culture represents the shared assumptions that a group holds. It influences employees' perceptions and behavior at work. The three layers of organizational culture include observable artifacts, espoused values, and basic assumptions. Artifacts are the physical manifestations of an organization's culture. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Basic underlying assumptions are unobservable and represent the core of organizational culture. 2. Discuss the difference between espoused and enacted values. Espoused values represent the explicitly stated values and norms that are preferred by an organization. Enacted values, in contrast, reflect the values and norms that actually are exhibited or converted into employee behavior. Employees become cynical when management espouses one set of values and norms and then behaves in an inconsistent fashion. Chapter Scan Corporate cultures provide identifying characteristics and values for organizational members to appreciate and learn. Cultures are distinguished by artifacts, values, and basic assumptions. The socialization process is the entry stage in an organization that provides clues about its culture. Cultures are difficult to change, yet change is necessary in some instances for survival. Organizations need an adaptive culture in order to respond effectively to the...
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...pain. Vroom suggested that the relationship between people's behavior at work and their goals was not as simple as was first imagined by other scientists. Vroom realized that an employee's performance is based on individual’s factors such as personality, skills, knowledge, experience and abilities. The expectancy theory says that individuals have different sets of goals and can be motivated if they believe that: There is a positive correlation between efforts and performance. Favorable performance will result in a desirable reward. The reward will satisfy and important need. The desire to satisfy the need is strong enough to make the effort worthwhile. Vroom’s Expectancy Theory is based upon the following three beliefs. First is Valance refers to the emotional orientations people hold with respect to outcomes (rewards). Management must discover what employee’s value. Second are Expectancy employees having different expectations and levels of confidence about what they are capable of doing? Management must discover what resources, training or supervision employees need. Third is...
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...participating in clean-up events, promoting recycling, retooling manufacturing processes to minimize waste and pollution, and generally reevaluating the effects of their products on the natural environment. b) Green marketing refers to the specific development, pricing, promotion, and distribution of products that do not harm the natural environment. c) Although demand for economic, legal, and ethical solutions to environmental problems is widespread, the environmental movement in marketing includes many different groups, whose values and goals often conflict. d) Some environmentalists and marketers believe that companies should work to protect and preserve the natural environment by implementing the following goals: (1) Eliminate the concept of waste (2) Reinvent the concept of a product (3) Make prices reflect products’ true cost (4) Make environmentalism profitable 2. Consumerism a) Consumerism refers to the efforts of independent individuals, groups, and organizations working to protect the rights of consumers. b) A number of interest groups and individuals have taken action against companies they consider irresponsible by lobbying government officials and agencies, engaging in letter-writing campaigns and boycotts, and making public service announcements. c) Of great importance to the consumer movement are four basic rights spelled out by President John F. Kennedy. These rights include the following: (1) The right to safety means that marketers have an...
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...stresses in my life right now? • Are these stresses caused by people or things? • How have you attempted to manage these stresses? By avoiding them? By confronting them? • Using substances? • Have you ever given any thought to developing several, positive methods for stress management that could be effectively and safely used when the need arises? What is Stress? Stress is commonplace in the lives of college students. Learning to deal with stress means learning to understand what stress is, identifying common sources, and then practicing some method of stress reduction on a regular basis. Everyone has some method(s) for dealing with stress. Sometimes the methods we use for dealing with stress are productive: meditation, exercise, and listening to our favorite music would be examples. But sometimes the methods we choose are not so positive: alcohol abuse, smoking and overeating would be examples. Though these negative stress management tools to tend to work in the short term, in the long term they will have other negative health effects. It is best to find stress management tools that will have beneficial, positive health effects in...
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...A STUDY ON THE EMPLOYABILITY AND ATTITUDE OF EMPLOYERS, TOWARDS EMPLOYING EX-PRISONERS AND EX-OFFENDERS AS PERCEIVED BY HUMAN RESOURCE MANAGERS IN ORTIGAS PASIG CITY Prepared By: Ms. Marilyn Dimaculangan CHAPTER I THE PROBLEM AND ITS BACKGROUND INTRODUCTION It is well known that employment is an important need of most individuals; it provides income, social connection, and feelings of societal contribution and self worth. What may be less well known are the barriers to employment faced by those with criminal record, the challenges faced by employers in hiring ex-offenders and what can be done to facilitate employment opportunities as record numbers of people transition from incarceration to the community. A great number of employers are reluctant to hire individuals with a criminal past citing lack of skills and work history, untrustworthiness, and fear of liability for negligent hiring, among other things. Employers use of criminal history background checks over the past decades and they are less willing to hire ex-offenders that any other advantaged group. Their willingness to hire ex-prisoners varies according to the industry and position, the type and severity of offense committed by applicant and work experience since release. Employers are not always consistent in what they say versus what they do when it comes to hiring former offenders and prisoners Jail is a synonym for prison, especially when the facility is of a similar size as a prison. As with prisons...
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...The irrational side of change management 101 Organization Practice The irrational side of change management Most change programs fail, but the odds of success can be greatly improved by taking into account these counterintuitive insights about how employees interpret their environment and choose to act. Carolyn Aiken and Scott Keller In 1996, John Kotter published Leading Change. Considered by many to be the seminal work in the field of change management, Kotter’s research revealed that only 30 percent of change programs succeed. Since the book’s release, literally thousands of books and journal articles have been published on the topic, and courses dedicated to managing change are now part of many major MBA programs. Yet in 2008, a McKinsey survey of 3,199 executives around the world found, as Kotter did, that only one transformation in three succeeds. Other studies over the past ten years reveal remarkably similar results. It seems that, despite prolific output, the field of change management hasn’t led to more successful change programs. It also hasn’t helped that most academics and practitioners now agree on the building blocks for influencing employee attitudes and management behavior. McKinsey’s Emily Lawson and Colin Price provided a holistic perspective in “The psychology of change management,”1 which suggests that four basic conditions are necessary before employees will change their behavior: a) a compelling story, because employees must see the point...
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...MAPP Message- what you want your audience to know (information), make it clear, make the message simple; break it down. You want people to believe, sell people on an idea. Audience- think of your audience first then think about how you are going to portray your message. Purpose- what do you want your audience to do and you are doing it. Presentation- is almost always a physical thing. What is public relations? Public Relations- is the management function that identifies, established and maintains mutually beneficial relationships between an organization and the various publics on whom its success or failure depends. * Communication can be external and internal. Keywords: Deliberate Planned Performance Public Interest Two-way Management function Challenges * PR is multifaceted Global * An estimated 3 million people practice public relations world wide Definitions * A number of definitions; often defined as publicity in a newspaper, television interview, or red carpet events Learning the ROPES Research-identifying and learning the client, what their problem is, and what there is. Objectives- Setting objectives to solve your problem. Programming- Planning out how you’re going to do the project. Evaluation- how you adjust and making sure you are addressing the objectives. Stewardship- Making sure it all flows together. Areas of public relations: Counseling Research Media relations Publicity Employee/member relations Community...
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...The IUCN Anti-Fraud Policy February 2008 – Version 1.0 Office of the Director General The World Conservation Union Rue Mauverney 28 1196 Gland, Switzerland Tel: +41 22 999 0296 Fax: +41 22 999 0029 www.iucn.org Policy Version Control and Document History: The IUCN Anti-Fraud Policy Title Version Source language Published in French under the title Published in Spanish under the title Responsible Unit Developed by Subject (Taxonomy) Date approved Approved by Applicable to Purpose IUCN Anti – Fraud Policy 1.0 released February 2008 English Politique de l’UICN de lutte contre la fraude Política para la Prevención de Fraudes de la UICN Office of the Director General IUCN Oversight Unit Fraud, Internal Control, Risk Management November 2007 Director General and Global Management Team All IUCN Staff Members world-wide The aim of the IUCN Anti-Fraud Policy is to safeguard the reputation and financial viability of IUCN through improved management of fraud risk. It sets out explicit steps to be taken in response to reported or suspected fraud, as well as measures that will be taken to prevent or minimize the risk of fraud. IUCN Internal Control Policy Framework COSO Standards IUCN Code of Conduct and Professional Ethics for the Secretariat Sent to all staff members world-wide, available on the IUCN Knowledge Network (intranet), provided for information to all partner organizations and suppliers with contracts with IUCN, and available publicly on request. Is part of Conforms...
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...Organizational dynamics and employee attitude | An Indian IT industry Perspective | | | | | | | Contents | Page No. | Introduction | 2 | Organizational design and change in employee outlooks | 3 | Motivation Impact | 5 | Reward system as a driver | 7 | Diversity of Groups & teams | 9 | Stress | 12 | Bibliography | 15 | Introduction Organisational design is the alignment of structure, process, rewards, metrics and talent with the strategy of the business. Companies must assess the competencies needed and the established collaborative structures linking the organization together, and must devise a system for stimulating the demand for solutions, with informed expectations. Organizational dynamics refers to the interaction of different factors that define the organization and how it reacts to changes at a broad level . Employee attitude is dependent on the changes that keep taking place in an organization. The perception of the employees about an organization is ever changing and thus an amiable atmosphere needs to be created for people to work and contribute in the best possible way . This study is focussed on the impact of organizational behaviour in context of the Indian IT industry. We as a group have chosen this topic because all of us have prior work experience in the IT sector and we could easily relate it to the concepts that we studied. Organisational Design and change in employee attitude Organisational design is the alignment...
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...and differing perspectives of the Officer’s trinity. INTRODUCTION There is a plethora of literature on leadership, management and command. In the civilian (business) market, there are – literally – thousands of books on leadership; management; and leadership and management as a ‘dual’ concept. However, there are no books in the business market on what the military call ‘command’.[i] In contrast, in the military domain, there are an equal amount of books on leadership; command; and leadership and command together. However, very little has been written – to date – about military management; this represents a very serious limitation. New business practices and performance management systems now require capable senior managers and leaders and private sector organizations have found clear strategic benefit in providing a structured approach to the developmental needs of senior executives. Although it is recognized that leadership, management and command are closely related (especially in the military environment), comparatively little has been written on the nature and practice on the 3 subjects as ‘a state of being three’. This view has also been recognised in the recent Defence Training Review Report where it states: “The pressures of limited resources and increased accountability have placed new demands on Ministry of Defence leaders, as has the challenge of leading a more diverse workforce…in parallel, our studies showed that we must do more to prepare...
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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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...Attribution-Share Alike 3.0 License (http://creativecommons.org/licenses/by-sa/3.0/) Chapter 5 “Emerson said that if you build a better mousetrap the world will beat a path to your door, and that may have been true then … but it’s not true now. No one will come. You have to package and promote that mousetrap. Then they will come.” — King C. Gillette Gillette Razors O verview: Marketing is the process of planning and executing a strategy to get goods and services to customers. The components of marketing can be described as the “four P’s” or the marketing mix. Product consists of the products and services that your social enterprise furnishes; it is characterized by quality, assortment, packaging, and guarantees. Price is the amount you will charge customers for the products or services. Promotion is how you will create awareness of your products or services in the marketplace; advertising, publicity, and sales are aspects of promotion. Place (distribution) is how you will bring your products or services to your customers; distriMarketing Synergies bution comprises wholesalers, retailers, multilevel marketers, and “The most effective and efficient marketing plans are sales representatives. The marthose that maximize the synergy between products, distriketing mix is a set of tools and bution channels, price, and promotion. A unified promotechniques social enterprises use tional strategy across an entire product line saves money to achieve their marketing objec- and presents...
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...present in every continent Welcome to BPP Learning Media At BPP Learning Media, we seek to inspire, enthuse and guide people from all walks of life on every step of their educational journey. We have a passion for imparting knowledge and improving lives through education. The fact you are reading our publications catalogue tells us you share that passion. Together, we can work to improve life and career aspirations across the world. The trusted publishing partner From our beginnings over 35 years ago, BPP Learning Media has become the benchmark for quality in professional education study materials. Today, tutors and students in more than 188 countries worldwide look to us as an essential support for success in accountancy, tax, financial services, business, management, marketing and medical exams. So trusted are our materials that...
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...HUMAN RESOURCES MANUAL CONTENTS SECTION 1. INTRODUCTION 1-1 1-2 2. EMPLOYMENT 2-1 2-2 2-3 2-4 2-5 2-6 2-7 2-8 3. Hours of Work Rest Days Public Holidays Typhoon Arrangements Rainstorm Warning Arrangements REMUNERATION 4-1 4-2 4-3 5. Employment Policy Manpower Plan & Control Recruitment Probationary Period Transfer Promotion Termination Retirement WORK SCHEDULE 3-1 3-2 3-3 3-4 3-5 4. Purpose of the Manual Human Resources Philosophy Salary Policy Pay Review Job Related Payments & Reimbursements BENEFITS 5-1 5-2 5-3 5-4 5-5 5-6 5-7 5-8 Leave Provident Fund Group Medical Insurance Scheme Group Dental Insurance Scheme Group Life & Personal Accident Insurance Schemes Employees' Compensation Insurance Scheme Business Travel Insurance Scheme Medical Check-up 6. PERFORMANCE DEVELOPMENT 7. TRAINING & DEVELOPMENT 7-1 7-2 7-3 Training & Development Guidelines Examination Fee Reimbursement Professional Membership Fee Reimbursement HUMAN RESOURCES MANUAL CONTENTS SECTION 8. STAFF RELATIONS & COMMUNICATION 8-1 8-2 8-3 9. SAFETY & HEALTH 9-1 9-2 10. 10-2 10-3 10-4 10-5 Purpose Staff Record Staff Card Company Property Use of Personal Computer Use of Telephone Employment of Family Members Contact with the Media Delivery of Speeches or Lectures Arrangement of Honorarium Rewarded for Delivery of Speeches or Lectures Behaviour in Public Attire ...
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