...Unit 4003-introducing organisational cultre,vaues and behaviours • Date course was started: • Date of submission: • Total hours spent on this course: • Advisor: • Reasons for taking this course: • Programme: CMI L4Diploma in Management and Leadership • Major/Concentration: Management and Leadership 1.1 Determine a framework for analysing organisational culture To get Achievement in implementing plans or running in right path manager must first understand the values and culture of organisation.Managers should only try to implement the strategies which are favarouble with the organizations culture and value otherwise it is very likely to he may not succeed. As change in culture and value the manager should constantly be up dated with organization current atmosphere. Organizational culture can be better understood by observing the basic day to day life activity of employees within in the office building or within the organisation. Observing activity should include the relationship between employees themselves between higher authority and junior staff. How senior managers treat their junior. Organisational culture can also be understood by knowing how employees behave with their customers and suppliers. And one should also notice that how formally or informally people behave within the organization and weather there is abusing going within the staff from any superior staff to their junior staff. One can also analyse the organization culture by inquiring...
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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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...A Critical evaluation of the impact that organisational culture on both internal corporate Communication and team dynamics: A Case Study Introduction In recent years, cutthroat demands on organisational operational effectiveness and competitive advantage have increasingly pushed managers to adopt skillful ways to strengthen and enhance efficient organisational functions. The effectiveness of an organisation’s employment of its resources as well as their tactical maneuvers must be related to the motivation and quality of the organizations work force (Pettinger, 2006). Carmarthen Building Supplies ltd is teaming with varying elements of communication problems, pre established organisation’s cultural environment and lack of sufficient team work. Given the f knowledge and experience that the new general manager, Gareth Jenkins, has on organisation and management, and its accompanying features on the importance of communication, culture and teamwork, he sets on a path to change the tide. Gareth Jenkins must confront a number of communication, cultural and team work challenges bedeviling the company at the moment. Underlying the influence of organisational culture on a firm’s communication and team dynamics is the fundamental leadership function. The function of a leader within the organisation is to steer the body towards realisation of a cooperative goal, but within a system of social authority and incentive framework (Schein, 2010). Carmarthen Building Supplies ltd, as...
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...bank and equip it for the current, significant change, and also prepare it for future change that you can’t see or imagine?’ How do you transform your business and people to thrive in the new world of change, and how do you do it when not only the public but the staff are cynical of quick fixes? By looking at the journey the bank has taken, you can understand the evolutionary journey the bank has taken, and is still taking to bring a different type of leadership to life. Methodology of inquiry Initially, my focus was on how to build leadership capacity within the bank, focussing on how to equip staff with the skills to deliver rapid innovation and change. However, through the course of my interviews, it became apparent that the very core values offering of the Bank was in a state of flux, that the courses offered in the internal academy were new and many of the skills required were in development. In...
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...ORGANISATIONS EXAM PAPER Bella Beckerman Topic: Investigate the concept of organisational culture, its dimensions, role and importance for organisations. Explain some of the communication practices that are likely to assist in the creation and maintenance of a positive and ethical organisational culture and climate. Organisational culture is ‘what the employees perceive and how this perception creates a pattern of beliefs, values, and expectations’. Shein (2004). Organisational culture consists of levels and dimensions that play an important role within the organisation, along with communication practices including communication audits, and ongoing training that assist in the creation and maintenance of positive and ethical organisational culture and climate that will be explored throughout this paper. According to Edger Schein (2004), ‘culture involves assumptions, adaptations, perceptions, and learning’ and ‘contends that an organisation’s culture… has three layers’ of which include artefacts and creations that are visible but not often interpreted, values or things that are important to people, and basic assumption people make that guide their behaviour. This is called Schein’s Three-Layer Organisational Model. Schein’s Three-Layer Organisational Model broken down show layer one includes visible artefacts such as wall dividers between employees or annual reports. Layer two includes conscious values or desires, and layer three include assumptions of how people think and...
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...Method: Individual Assignment Word count: 1,814 Submission Deadline: 29 July 2014 Date submitted: 29 July 2014 Lecturer: Andrew Saliba Student Name: Judit Matyas Student number: Student Signature ……………… Strategic Change within Organisational Culture at Hay Management Consultants Strategic change is inevitable and essential for a business, in order to adapt to its ever changing market environment and sustain its success within it. While strategic planning of change follows normative models of management, it takes place within the context of the unique social environment and beliefs of the organisation. Therefore the key element found influencing strategic development and management of change is the social and cultural characteristics of the organisation- its organisational culture, defined as the distinctive environment rooted in the set of shared values, visions and norms of employees and managers. The organisational culture, as a set of shared assumptions and values is encompassed within the Cultural Web; a model which portrays the internal characteristics of the company and is used to determine and analyse and all its key elements. Knowing the organisational culture’s significant influence on the adaptation to organisational change, the Cultural Web developed and adapted by Johnson and Scholes (1999) is used in order to find the most appropriate and proficient strategic method for implementing change and new direction. Figure 1: The Cultural Web developed by...
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...BAM461: MARKETING Name: Nam Hoai Nguyen Student ID number: s1128290 Module tutor: Kandis Watson Course: MBA Word count: 2,854 I. According to Bloisi, W., Cook, C.W. and Hunsaker, P.L (2003), consumer market refers to the purchase of goods and services purely for personal consumption. Consumer market and consumer buying behaviour must be studies and understood before an appropriate marketing plan can be developed. In general, organisations and companies need to know and understand the behaviour not only for their own customers but also for all consumers. Multiple roles of Consumers As users of a product, consumers are concerned with product features, thus users define what is needed from a product. Payers are consumers who pay for the product and are primarily concerned with its price and other financial considerations (reasonable life cycle of the product, cost of maintenance, cost of consumables, etc). Buyers focus on the logistics of the products (online, by phone, mail or retail center).In a particular purchase situation, the roles may be filled by a signal individual or by multiple people, for example, a parent may decide on the type of baby food that they wish to purchase but their partner may also beinvolved in the decision making or transaction, while the baby is the ultimate user of the food. The stages of consumer buying process The consumer buying process: Irrespective of the particular role, consumers constantly face a number of choices: -Whether...
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...pressure to incorporate business ethics in order to fulfill expectations of multiple stakeholders. Moreover, the existing research highlights the importance of ethical and Corporate Social Responsibility (CSR) policies and their effects on the organisational outcomes (English, 2008; Koh & Boo, 2004; Peterson, 2003). Therefore, a deeper investigation of the impacts of the ethical considerations on the company`s operation, particularly employment relations, is required. Subsequently, justification of this research is provided by the lack of the research undertaken to create a comprehensive picture regarding the effectiveness of such policies for the existing workplaces. In order to address the research question of “How effective are ethical considerations at building and maintaining employment relations?” this qualitative study seeks to investigate the perceived effects of introducing CSR and ethical policies. Guided by the purpose of this study, this pragmatic management research adopted a case study design with collection of qualitative data through a series of in-depth semi-structured interviews. This methodology was considered as the most appropriate as the aim of this paper was to explore participants` perceptions towards corporate ethical culture (Creswell, 2007). Consequently, the manual open coded method was used to analyse the collected qualitative data. This method allows the researcher to assemble the results into the conceptual categories (Neuman, 2006). Throughout the process...
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...Understanding Organisational Behaviour IB1230 ID: 1323413 Describe how either Taylor or Ford changed organisational management and workplace practices. Critically analyse how they continue to influence contemporary organizational behaviour Student ID: Word count: 1976 Submission Date: 1 1323413 20/01/2014 Understanding Organisational Behaviour IB1230 ID: 1323413 Introduction “In the past the man has been first; in the future the system must be first.” Frederick Winslow Taylor. In the late 19th century, Frederick Winslow Taylor, known to many the forefather of scientific management, sparked the automation revolution, the third great transition in the history of humanity (after the Neolithic Revolution, a result of the development of agriculture around 6,000 B.C and the industrial revolution in the 18th century) (Souza, 1999, p.1). However, it can be argued that Taylor’s greatest contribution to capitalism was not the revolution itself, but how Taylorism brought about the era of competition and syncretism with contrasting or corresponding concepts on organisational management and workplace practices, particularly Fordism, which arguably extended the dynamics of Taylorism centered on the use of assembly line. This essay will examine how Fordism developed organisational management and modified workplace practices by exploring known historical application of its principles and theories. Thereupon, it will further analyse how elements...
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...by theorists over the past century can be seen, albeit refined and developed, in modern people management literature and practises 3 | Page today. Models such as Pfeffer’s set of best practises echo of Taylor’s “One Best Way” and scientific selection of people, and welfare theorists such as Robert Owen and Elton Mayo’s recognition of the need for, and benefits from, improved working conditions and motivation can be seen as the origins of organisational culture and motivation theory. Just as each theory reflected the influencing environment of its time, both internal and external, the political, social, economic and other changes of the past 20 or so years, has evolved people management to where human resources management (HRM) is today. Over this period, the global and local business environment has prospered and suffered, industry and organisations have grown and retrenched, and against these backdrops, ideas on what approach best yields superior employee/organisational performance has evolved, with HRM the widely supported approach in today’s business environment. The popularity of HRM rose from US theorists in the 1980’s such as Storey, whose “ideal type” of HRM pinpointed 27 differences (Appendixes 1) between the personnel management role, “essentially an administrative support function…perceived as being remote from business performance issues” (Storey, 2007, cited in Beardwell and Claydon, 2010, p. 21) to...
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...1 LESSON NO. 1 ORGANISATION BEHAVIOUR INTRODUCTION Org. Behaviour (in short called as OB) is concerned with the study of the behaviour and interaction of people in restricted or organised settings. It involves understanding people and predicting their behaviour, and knowledge of the means by which their behaviour is influenced and shaped. Organisations are bodies or entities created for a stated purpose They may consist of one or more people. In the case of a sole trader or single operator, he needs to build relationships with suppliers, contractors, customers, clients, and the community. For those that consist of more than one person, internal as well as external relationships have to be created and maintained. Organisations therefore consist of individuals, groups, and relationships. Objectives, structures, systems and processes are then created to give direction and order to activities and interactions. OB is thus of great concern to anyone who organises, creates, orders, directs, manages, or supervises the activities of others. It is also of concern to those who build relationships between individuals, groups of people, different parts of organisation between different organisation, for all these activities are founded on human interactions. OB is therefore concerned with:1. The purposes for which organisations are created 2. The behaviour of individuals, and an understanding of the pressures and influences that cause them to act and react in particular ways. 3. The qualities...
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...------------------------------------------------- Organisations & bEhaviour UNDERSTANDING WAYS OF USING MOTIVATIONAL THEORIES AND THE MECHANISMS FOR DEVELOPING TEAMWORK IN ORGANISATIONS Contents Terms of reference 2 Procedure of method 2 Identify ways of improving motivation 2 Identify ways of developing effective teamwork 4 Identify and discuss factors that may promote or inhibit effective teamwork 6 Links between culture, management style and organisational objectives and the impact of the organisations structure, culture and leadership style have on the performance at Tesco. 9 References 11 Identify ways of improving motivation Tesco recognises that employee motivation is important for the continued growth of the company. Tesco could get employees do a survey every yearly which would give them the chance to express their views and opinions on almost every aspect of their job. The results from the survey could help Tesco make sure it is offering the right things to its staff to keep them motivated. Employees at Tesco want to be recognised when they are doing some well. This will help motivate them and they will also feel appreciated. It could be something as little as employers saying ‘Thank you’. BPP Learning Media, (2010)” Motivation is the process by which the behaviour of an individual is influenced by others, through their power to offer or withhold satisfaction of the individual’s needs and goals.” George n, root I (2012) states “Workplace...
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...What are the different forms of organisational learning and how can these concepts be useful? Organisations today are faced with a constant change and very turbulent economic environment. Due to fast growing economies and need to survive in such a “hostile” environment organizations are enforced to continuously seek for different approaches on how to achieve sustainable competitive advantage. As Senge (1990) remarks: "The rate at which organizations learn may become the only sustainable source of competitive advantage." Continuous learning in organisations was presented as a requirement and advocated by Argyris and Schon in 1978. “Organisational learning has been viewed as a source of competitive advantage that helps organisations respond to changes in their institutional environments via adopting and diffusing innovations that will contribute towards improving their performance”. (Sisaye and Birnberg, xiii) Pressures from globalization, technology developments, mergers and acquisitions are testing organisations and forcing them to learn how to anticipate and respond to these rapid changes, complexities and most importantly uncertainties that are hard to predict. Schein (1983) argues that there are three levels of organizational learning culture, cognitive, behavioral and artifactual, where: 1. Behavioral learning deals with the capacity of organizational processes, structures and systems to support learning. 1. Cognitive learning opposite to behavioral...
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...be an HR Professional with using the CIPD HR Professional Map (HRPM) as the basis for the evaluation. A - Briefly explain how the CIPD HR Professional map defines the HR profession, including gthe professional areas, the bands and the behaviours. B – Evaluate how the 2 core professional areas, and any 2 selected behaviours uphold the concept of ‘HR professionalism’ give examples from the knowledge and activities @ band C- Explain with related examples, why the HR professional needs to be able to manage themselves, manage groups or teams, manage upwards and manage across the organisation CIPD Professional Map – The CIPD HR Profession Map (HRPM) is an accurate tool that guides an HR practitioner’s learning and development through becoming an effective HR professional. HR professionals can use the map for many reasons such as identifying skills and team capability, building role profiles and identify areas that need development (HRPM, CIPD, 2012). Professionalism is defined as a continuous development of outcomes anticipated through appropriate behaviors and conduct that are needed in order to have beneficial business relationships (Gian Fiero, 2008). The principles of professionalism among others commit professionals to have some values such as be customer focused, have proper ethical standards, accountability and reliability, be proactive, responsive and have the willingness to learn and study continuously (CHS, 2012). The HRPM has four bands, ten professional areas...
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...people who work in the organization. HRM can be performed by line senior managers. A senior manager is responsible for overseeing and leading the work of a group of people. To the journal ‘Personnel Today’ who commissioning a series of articles introducing principles of Human Resource Management (HRM) I would like to contribute an article which related to senior managers and from other functional management areas trough success a business. The article entitled “To ensure the success of your business through effective human resource strategies”, and knowing how to help your staff to 'go green'. And the article is cover: 1. The definitions and comparison models of strategic HR management. 2. Second the importance of HRM. 3. The analysis of the framework. 4. How the strategies are developed. 5. The assessment of roles in HRM. A manager, who is generally the head of a department or functional area within an organization, has specific responsibilities depending on the needs of his or her organization. Human Resource Management Ensure the success of your business through effective Human Resource strategies To understand the role and importance of human resource management in achieving organisational effectiveness to define strategic human resource management and knowing the importance of human resource management in organisations by analyse the framework of strategic human resource management and to the journal ‘Personnel Today’ the article...
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