...QUESTION 1 WHAT DO YOU UNDERSTAND BY STRESS? DISCUSS THE SOURCES OF STRESS FROM THE INDIVIDUAL, GROUP AND ORGANISATIONAL POINTS OF VIEW. Work stress is recognised world-wide as a major challenge to workers health and the healthiness of their organization. Workers who are stressed are also more likely to be unhealthy, poor motivated, less productive and less safe at work. Their organisations are less likely to be successful in a competitive market. Stress can be brought about by pressures at home and at work. Employers cannot usually protect workers from stress arising outside of work, but they can protect them from that which arises from work. Stress may be defined as "a state of psychological and / or physiological imbalance resulting from the disparity between situational demand and the individual's ability and / or motivation to meet those demands." Dr. Hans Selye, one of the leading authorities on the concept of stress, described stress as "the rate of all wear and tear caused by life." Stress in an organisation can also be refer to us the response people or workers may have when presented work work demands and pressures the are not matched to their knowledge and abilities and which challenges their ability to cope Sources of Stress, Factors that cause stress are called "Stressors." The following are the sources or causes of an organisational and non-organisational stress. 1. Causes of an Organisational Stress The main sources or causes of an organisational...
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...Running Head: CUSTOMER CENTRALITY Customer Centrality [Name of the Writer] [Name of the Institution] Table of Content Part A 1 Introduction 1 Discussion 1 Interaction Response Capacity 3 Customer Empowerment 3 Customer Value Management 4 Customer Centricity 5 Evolution of Customer Centricity 7 Path to Customer Centricity 9 Customer Initiated Contacts and Competitive Intensity 14 Conclusion 15 Part B 16 References 20 Customer Centrality Part A Introduction The roots of customer centricity can be traced all the way back to the late 1960s, when a relatively obscure ad agency executive by the name of Lester Wunderman gave birth to the idea that we know today as direct marketing. Many of the concepts you'll read about in this book, including the basic overarching notion that businesses would be well served to know absolutely everything about their best customers, are derived in some way from the ideas of Wunderman, who understood long before anyone else the value of keeping records (frighteningly detailed records, actually) about customer buying habits. What is new, however, is the competitive landscape and the incredibly demanding world in which you and your company are doing business. Today, more than ever before, many companies need customer centricity. They need it to compete in the short term and thrive in the long term. Discussion ...
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...Strategies 21 3.2.4 Career Stages 21 3.3 Conclusion 22 QUESTION FOUR 4.1 Introduction 23 4.2 Performance Management Cycle 24 4.3 360 Degree Feedback 24 4.3.1 The Balance Scorecard 25 4.3.2 The Talent Management Process 26 4.4 Rewards 26 4.5 Importance of Performance Management System at Basil Read 27 4.5.1 Performance Management System at Price Water House Coopers 28 4.6 Conclusion 30 Bibliography 31 Question 1 “Innovation forms the very core of the Basil Read offering.” Discuss how the HR practices at Basil Read are aligned to support the use of technology throughout the organisation. 1.1 Introduction According to Cheng Lin Tan (2011:1), the rapid development of high technology, information and communications technologies have urged many organizations to actively seek for new way, ideas, experimentation, and creative solutions in improving their current product, process, system and...
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...retention, T&D (Training and Development), Vodafone Contents 3 Abstract ......................................................................................................................................3 Acknowledgements .....................................................................................................................8 CHAPTER 1: INTRODUCTION ................................................................................................9 1.1-Introduction .......................................................................................................................9 1.2-Research Background ...................................................................................................... 10 1.3-Organisation Background...
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... training to provide a skilled and motivated workforce; The best practice approach is based upon the concept that there is a set of best humanresource practices, adoption of which will lead to superior organisational performance.Pfeffer, in Competitive Advantage Through People, listed seven human resource practiceswhich he identified as commonly adopted by successful companies:1. Employment security. This means that employees are not quickly made redundant during periods of economic downturns or poor performance of the organisation as awhole. This is a tactic that fits with the concept of high performance management,which, you will recall, involves careful recruitment and selection procedures, extensivetraining, information sharing and delegation. Such practices involve high expenditure and organisations adopting them would expect employees to stay with them for sometime so that the investment can be recouped.2. Selective hiring. This requires the organisation to look to recruit people with the rightattitudes, values and cultural fit (all characteristics that are difficult to change) and totrain people in the behaviours and skills that are easily learned.3. Self-managed teams. This is a key requirement for high performance managementsystems as self-managed teams promote...
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...technique to the student as integral part of PGDM. ACKNOWLEDGEMENT “It is not possible to prepare a project report without the assistance & encouragement of other people. This one is certainly no exception.” On the very outset of this report, I would like to extend my sincere & heartfelt obligation towards all the personages who have helped me in this endeavor. Without their active guidance, help, cooperation & encouragement, I would not have made headway in the project. I am ineffably indebted to Supervisor Name for conscientious guidance and encouragement to accomplish this assignment. I am extremely thankful and pay my gratitude to my faculty guide Guidance Name, College Name for her valuable guidance...
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...M A N AG E M E N T D EV E LO P M E N T Part 1: Machiavelli, Fayol and Taylor The 20th century was remarkable for the rise of the professional manager – often basing his or her approach to management on a particular theory or favoured guru. MBA students all over the world have investigated these theories and written countless assignments discussing their value. As we progress through the 21st century, are these theories still relevant or have they had their day? This article is the first in a three-part series that looks at ten influential theorists and the influence they still have. The series does not attempt to create a ‘top ten’ or rank contributions in any way (they are presented in chronological order), but aims to provide food for thought and debate. Part 1 looks at Machiavelli, Fayol and Taylor – three famous theorists who have all passed into management mythology, but whose views are sometimes misunderstood. MANAGEMENT THEORISTS In a three-part series, Dilys Robinson looks at ten influential theorists and assesses their influence in business today Thinkers for the 21st century? NICCOLO MACHIAVELLI, 1469–1527 The end justifies the means achiavelli lived in Florence, where he worked for the Florentine state as a secretary, then a diplomat. His best known work, The Prince,1 is based on his observation of Cesare Borgia – a cunning, cruel and self-seeking man. Machiavelli did not regard Cesare Borgia as an ideal person, but thought that, under him, the Florentines...
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...BUSINESS STRATEGY OTHER ECONOMIST BOOKS Guide to Analysing Companies Guide to Business Modelling Guide to Business Planning Guide to Economic Indicators Guide to the European Union Guide to Management Ideas Numbers Guide Style Guide Dictionary of Business Dictionary of Economics International Dictionary of Finance Brands and Branding Business Consulting Business Ethics Business Miscellany China’s Stockmarket Dealing with Financial Risk Future of Technology Globalisation Guide to Financial Markets Headhunters and How to Use Them Successful Mergers The City Wall Street Essential Director Essential Economics Essential Finance Essential Internet Essential Investment Essential Negotiation Pocket World in Figures BUSINESS STRATEGY A Guide to Effective Decision-Making Jeremy Kourdi THE ECONOMIST IN ASSOCIATION WITH PROFILE BOOKS LTD Published by Profile Books Ltd 3a Exmouth House, Pine Street, London ec1r 0jh www.profilebooks.com Copyright © The Economist Newspaper Ltd 2003 Text copyright © Jeremy Kourdi 2003 All rights reserved. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the publisher of this book. The greatest care has been taken in compiling this book. However, no responsibility can...
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...Becoming an effective leader Workbook Contents |ILM Unit specification |Page 3 | |Leadership versus management |Page 5 | |Action centred leadership |Page 6 | |Mintzberg on the role of the manager |Page 8 | |Situational leadership questionnaire |Page 10 | |Six leadership styles |Page 18 | |Overview of authentic leadership |Page 24 | |Developing leaders |Page 25 | |How managers are judged |Page 28 | |Competencies: the pros and cons |Page 30 | ILM UNIT SPECIFICATION |Title: ...
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...aCHAPTER 1 BUSINESS ORGANISATIONS At the end of this Module the student shall be able to: Understand the various types of business organisations that can be established. Appreciate the advantages and disadvantages of each type of business Introduction A business activity is any legal activity that may be owned by one person as a sole proprietor or can be owned jointly by two or more people thereby creating a partnership. The main aim of many business operations is to make a profit either in the short or long term. A business activity is not only trading activities like the popular Kantemba business that have spread along many high ways in cities and towns. A business may be in the form of manufacturing something for sale, buying and selling for profit, providing services etc. Some examples of businesses include banking, insurance, retail trade, producing beer, providing educational services, Shoprite Chain Stores, Game stores, Internet services, tourist lodge or hotel, transport services etc. Element 1.1 Types of Business Enterprises A business may be owned by one person as a sole proprietor or can be owned jointly with another person or partner as a partnership. Another way in which a business could be owned is through the establishment of a limited liability company. A limited liability company can be privately or publicly owned. Another form of business organization could be through a cooperative society. The government may on behalf of the entire citizenry own businesses...
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...Institution for a degree or diploma course. This is my own and original work. Place: NASHIK Sign of student Date: Kavita M. Pawar ACKNOWLEDGEMENT A project can’t be said to be the work of an Individual. A project is a combination of views, ideas, suggestions & contribution of many people. I am extremely thankful to my project guide Prof. Amol Kare who gave me the opportunity to do this project on subject “A Study of Employee Engagement with Special Reference to Ring Plus Aqua Ltd; Sinnar” as a major part of curriculum. I wish to express my sincere gratitude to my Ring Plus Aqua Human Resources & engineering colleagues for providing the valuable information throughout the project. Also I wish to thank my Friends ,Teachers and HOD who motivated & helped me to compile this project report. Kavita Pawar MBA –II...
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...RENAISSANCE LEADERSHIP Transforming Leadership for the 21st Century J. Martin Hays and Choule Youn Kim THE AUSTRALIAN NATIONAL UNIVERSITY Key Words: |Leadership |Management Education |Future Trends | |Leadership Development |The New Millennium |Leadership Competencies | ABSTRACT Conventional leaders and leadership of the past are insufficient to meet the demands of the 21st Century. As we enter the new millennium, our world is characterised by unprecedented complexity, paradox, and unpredictability. Change is rapid and relentless. Today’s leaders face demands unlike any ever before faced. Standard leadership approaches that have served us well throughout much of history are quickly becoming liabilities. Conventional wisdom regarding leadership and many of its habits must be unlearned. The strong, decisive, charismatic, and independent leader and leadership we have idealised, strived to be, depended upon, and longed for may prove counter-productive in the new millennium and undermine a sustainable future. The challenges and opportunities of the 21st Century call for a new type of leader and leadership, indeed an entirely new and different way of thinking about leadership and of developing future leaders. This paper explores the nature of the nascent millennium and the leader and leadership qualities and capabilities...
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...es acculpa dolecae. Re nes eum nescimos inci dolum venihilitem ius, aut earchic ideriss equam, omnim nonet voles est quaere reptas am fugiatiis et rempelibus alibus. Ommost od et ulpa quid et mo blaut odi testios et, officia sitaqua sperum ipid qui blandaecus aperum dit vidis vollenda nimporr ovitatem nonet accusdaeris et aut earchilique porent. Itat odis nulpa se proreni sinciae. Ent eatur, coria voluptation ex et estionet remporporum quid ma culpa quate mincil moloria ndaestrunt. Minctas mi, tesciis delesti stiorrorest modipic iusdaniata nobit et lamet eum fuga. At rerspid itempor as quunt ationet omniendipis vendios con nulluptur, si deles pos magnam incid quos delique essequam nes dendis sae poremqui dit occabora in est, nimuscitiore di omnimodit quatum voluptas acerupit invenim inienimet volorecabo. Nam, ni omnis min res experio. Et omnimil lestruptate in est, ium volupis delest lique lab illoritatus. Henihit atiorestia dolor sit perspel endignis quo mod mincit quist fugit inci qui rehenis repero mo voles management in practice Riassi dentiumquam, officiis aligenihita nossimint. For Certificate IV BSB41013 and Diploma BSB50613 ly volorrum rehent officabo. Corio maiore ni ullore quis et quaecepremo et on Lisimaxi magnihicit esciendit que eratem. Non eos ipsam quo to maximagnam human resource management in practice e ese ped eveliquis il mi, ommolup tatinis etur sequiscienis autaque earibus. pl alitior estrund emquodiatur...
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...maximizes shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality, process speed, and invested capital. [Lean Six Sigma Institute] http://www.army.mil/aeioo/rc/terms.htm Army rallies troops behind Lean Six Sigma program (Author: RP news wires – February 11, 2006) The Army’s growing Lean Six Sigma program has its roots in a corporate method of eliminating wasted time, money and material. Lean Six Sigma integrates two independently developed improvement tools: Lean and Six Sigma. Lean is an outgrowth of the Toyota production system, and focuses on increasing efficiency and reducing cycle time by the elimination of waste. Six Sigma was developed by Motorola beginning in the 1970s as an approach to improving quality and effectiveness through statistical control. Its roots go back more than 150 years to a Prussian mathematician who introduced the concept of the normal curve. Together, Lean and Six Sigma are powerful tools in transforming organizations, Army Materiel Command officials said. They said Lean Six Sigma enables a culture of innovation that continuously listens to customers, questions the status quo, and improves results through fact-based decisions…. http://www.sixsigmainstitute.com/news/leansixsigma/2006/02/army-rallies-troops-behind-lean-six.html Books * *NOTE: The books listed below are but a sample of materials available on this subject. A call number will be included if located at the Armor...
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...Executive Summary: The report of the plant manager for RIO BRAVO IV, a subsidiary of Packed Electrical a division of General Motors identifies mistakes made by top management. These mistakes clearly indicate top management failure to use project management principles in starting up a new manufacturing branch. It also points out the learning outcomes when good efforts are placed at the right places and with the right human talent employed. In the new economy organizations have to focus on the customer, environment and its resources and change their approach in doing business (paradigm shift). Senior management has to give clear goals and utilize the Total Quality Management (TQM) philosophy. Failure by top managed clearly state the objective of the project meant that it had no master plan and schedule. When the project was initiated the objective was to gain worldwide respect not to satisfy a customer and let the respect follow as an outcome. Top management failure is more evident through lack of proper feasibility study on the location and the customer getting customer Users Requirements Specifications (URS). There was no plan in place as such the project team did not exist at all. The machines were hastily installed; lay out set as per other factories not designed to cater for this customer. The location was never considered as what effect it might cause to the customer. Top management did not address the diversity issue an as a result communication was hampered by language...
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