...Human Resources Policy Adding Quality to People’s Lives The policies of Georg Fischer specify the values and principles of our Corporation. We act in accordance with them. Our fundamental values The success of Georg Fischer is driven primarily by the Corporation’s employees through their skills, their commitment and their constructive cooperation. This knowledge forms the heart of the Human Resources Policy at Georg Fischer. Our fundamental values illustrate what Georg Fischer regards as particularly important with regard to its employees. They form the basis for cooperation between people at Georg Fischer. They are intended primarily to support the creation of a culture of trust, assist employees in assuming personal responsibility and promote teamwork and cooperation. These values derive from the corporate culture that has grown organically in the history of Georg Fischer, and they will shape this culture in future. These values are not to be taken for granted. They have to be infused with life every day anew. It is the daily work of all employees that brings them to life. In difficult situations in our everyday work, they are signposts for appropriate conduct. Performance Our employees drive the success of our company. To maintain this level of success, each and every individual must contribute and develop his or her skills and accomplishments for the benefit of the company. We want employees who are among the best in their field. This demands quality and reliability...
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...The year was 2002. India was gearing up to usher-in a new era of development by opening doors to the private sector. This was the time when we, at Reliance Energy, took over Bombay Suburban Electric Supply Ltd. (BSES Ltd.) and set this evolution into motion. Today, with our vision, values and perseverance we have grown manifold and this momentum continues to create super efficient energy services throughout the country. In our quest to empower every town and city with electricity, we constantly strive to create and implement ingenious technologies and processes. What sets us apart is our ability to adapt to the dynamic environment and our unfaltering focus on fulfilling our commitments. Come and take a closer look at how we have redefined power distribution in the city that never sleeps, running it uninterrupted 24 x 7, 365 days a year! Non stop power. Non -stop life! Mumbai – a city that is teeming with life round-the-clock. It is also a city that had long been plagued by severe power shortage for decades! But a few years ago, in 2002, everything changed when we took over BSES with a resolution to provide good quality reliable electricity supply to Mumbaikers . Today, we serve a customer base of more than 2.8 million customers in Mumbai, spread over an area of 384 sq.km. Through innovative practices and technological enhancements, we have catalyzed the development of power sector in the country, of which, Mumbai is an outstanding example. United we stand! Our power...
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...1) What are the factors to be kept in mind while taking ethical decisions? Ethicist Rushworth Kidder suggests that nine steps or checkpoints can help bring order to otherwise confusing ethical issues. 1. Recognize that there is a problem. This step is critically important because it forces us to acknowledge that there is an issue that deserves our attention and helps us separate moral questions from disagreements about manners and social conventions. For example, being late for a party may be bad manners and violate cultural expectations. However, this act does not translate into a moral problem involving right or wrong. On the other hand, deciding whether to accept a kickback from a supplier is an ethical dilemma. 2. Determine the actor. Once we’ve determined that there is an ethical issue, we then need to decide who is responsible for addressing the problem. I may be concerned that the owner of a local business treats his employees poorly. Nonetheless, unless I work for the company or buy its products, there is little I can do to address this situation. 3. Gather the relevant facts. Adequate, accurate, and current information is important for making effective decisions of all kinds, including ethical ones. Details do make a difference. In deciding whether it is just to suspend a student for fighting, for instance, a school principal will want to hear from teachers, classmates, and the offender to determine the seriousness of the offense, the student’s reason for fighting...
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...Finding the Leader in You: Self- Assessment/ Johari Window Abstract There have been many studies performed on how personality characteristics have an effect on us as individuals and within are environment. This paper will discuss my personality characteristics and traits and how those characteristics are manifested in my organization. This paper will also explore the development of my personality characteristics and discuss the results of my week one Self-Assessment and the Johari Window, as well the Quick Enneagram Sorting Test (QUEST). The results from these assessments have allowed me to focus in on my leadership style a how I can become a more effective manager. Also I’ll focus on how those attributes have guided my relationships and career choices. Key Words: Characteristics, attributes, assessment, Big Five Personality Dimensions (BFPD), Extrovert, Johari Window Finding the Leader in You: Self-Assessment/ Johari Window In my effort to develop and explain the characteristics that comprise my personality, I determined that there are many personality traits that help to form my personality. In our class discussion, it was addressed how Schermerhorn, Osborn, Uhl-Bien and Hunter (2012) discussed the Big Five Personality Dimensions (BFPD) of Extraversion, Agreeable, Conscientiousness, Emotional Stability and Openness to experience and how they affect our personality positively and negatively. My profile of characteristics include extraversion...
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...International Journal of Business and Social Science Vol. 3 No. 16 [Special Issue – August 2012] Strategic Role of Leadership in Strategy Implementation in Zimbabwe's State Owned Enterprises Denver Mapetere Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Severino Mavhiki Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Tonderai Nyamwanza Chairperson Department of Entrepreneurship Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Shingirai Sikomwe Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Christopher Mhonde Lecturer Department of Business Management Faculty of Commerce, Midlands State University Senga Rd Gweru, Zimbabwe Abstract The study aimed to explore the link between active leadership involvement and strategy implementation success in State Owned Enterprises in Zimbabwe. The study was conducted between July and October 2010 with a total of 188 respondents randomly selected from four State Owned Enterprises. The data was gathered through an interview and a self-administered open ended questionnaire. The study revealed a relatively low leadership involvement in strategy implementation leading to partial strategy success. Leadership has been failing to role model the ideal behaviour necessary for successful strategy implementation. The absence of a...
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...CHAPTER – IV LEADERSHIP LEADERS ARE BORN & MADE…. Leadership is the ability to articulate a vision, embrace the values of the vision and nurture an environment where everyone can reach the organizations goal and their own personal needs. Leadership is an indescribable ability based on concrete principles and a tool that anyone can learn that helps guides an organization or group of people in a beneficial direction or to a valuable destination. The ability to get work done with and through others, while at the same time winning their confidence respect, loyalty and willing cooperation. Before we get started, let’s define leadership. Leadership is a complex process by which a person influences others to accomplish a mission, task, or objective and directs the organization in a way that makes it more cohesive and coherent. A person carries out this process by applying her leadership attributes (belief, values, ethics, character, knowledge, and skills). The complete definition highlights the difference between simply managing and being a leader. Good leaders are made not born. If you have the desire and will power, you can become an effective leader; Good leaders develop through a never-ending process of self-study, education, training and experience. There is very little evidence that the so-called “naturally born’ leader really exists. Continuing and ongoing studies are showing that the concept of a “natural born” leader has little merit. One reason for...
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...Leadership Scholar Digest David McClelland is a world renowned academic, scholar, and author of psychological behavior and motivation theory with over a dozen books and articles to his credit. This essay will make no attempt at enumerating or discussing all of Dr. McClelland’s contributions to the scientific community; rather my intent is to present a critique of his conceptualization of leadership, outline his theoretical grounding, and discuss the key features of his theories. Contributions McClelland’s contributions to leadership are centered on human motivation and how these motivations affect people in the managerial context. In 1961, he published “The Achieving Society” in which he identified three motivators that were common to everyone in varying degrees: 1) Achievement 2) Power 3) Affiliation (McClelland, 1977) According to McClelland, each of these motivators exists to varying degrees in each of us, and are learned, or socially developed. Individual action is to a significant degree driven by the combination of these attributes. In “The Achieve Society”, McClelland point out that in most cases people aren’t normally aware of what drives them, despite the fact that the combination of these motivators significantly impacts how they work with others and the types of roles that best suites them (McClelland, 1961). Achievement Achievement oriented people are driven to master complex challenges, to overcome goals, find solutions, and they enjoy positive...
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...WEST BENGAL UNIVERSITY OF TECHNOLOGY [pic] Summer Project Report On ANALYSIS OF PERFORMANCE MANAGEMENT SYSTEM At Reliance Communications New Delhi By Itisha Sharma [pic] WBUT REGN. NO. : 111360710034 WBUT ROLL NO. : 13600911034 CONTENTS ➢ Certificate from Guides ➢ Acknowledgement ➢ Executive Summary ➢ Chapter I : The Company 1.1 Company Profile ➢ Chapter II : The Project 2.1 Project Profile 2.2 Purpose & Scope of study 2.3 Limitation 2.4 Methodology ➢ Chapter III : Collection & Analysis of data 3.1 Data collection 3.2 Data Analysis ➢ Chapter IV : Finding & Recommendations 4.1 Findings 4.2 Recommendations 4.3 Conclusion ➢ Reference Matter 5.1 Bibliography GUIDANCE -cum- COMPLETION CERTIFICATE This is to certify that Ms.Itisha Sharma, WBUT Registration Number of 20011-13, WBUT Roll Number had undertaken the project titled “ANALYSIS OF PERFORMANCE MANAGEMENT SYSTEM AT RELIANCE COMMUNICATION, New Delhi” under our guidance from 18th June, 2012 to 31st July, 2012 at Reliance Communications, New delhi and has completed the said project successfully. External Guide’s Full Signature [Organisation Seal] Internal Guide’s Full Signature ...
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...includes debate by practitioners and academicians on a contemporary topic Leadership Development in Organizations in India: The Why and How of It (Part II) Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*, S Ramesh Shankar, Santrupt Misra, Shabari Madappa*, Sudhakar B, Swasthika Ramamurthy*, Twisha Anand, Vasanthi Srinivasan, Vikas Rai Bhatnagar, Vishwanath P*, Vivek Subramanian* and Neharika Vohra and Deepti Bhatnagar (Coordinators) INTRODUCTION KEY WORDS Integrated Leadership Model Training Coaching Self Development Systemic Development Talent Acquisition Organizational Climate Survey Effort Reviews Capability Building Employee Life Cycle Management Pharmaceuticals 360 Degree Feedback Human Development Third Party Audit H R Processes Global H R Mission Performance Management Processes Upward Feedback Clasroom Learning On-the-Job Development Superordination Leadership Pipeline * The contribution of these authors have appeared in Part I of the Colloquium in the July-September, 2011 issue of Vikalpa. The names of authors appear in alphabetical order. Neharika Vohra and Deepti Bhatnagar T he Colloquium on Leadership Development was planned to put together the experiences of various companies...
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...INTEGRATING THE CONCEPT OF SELF RELIANCE IN LIBRARY AND INFORMATION SCIENCE EDUCATION IN NIGERIA: ISSUES AND PROSPECTS Isibor Andrew, BLS Kashim Ibrahim Library, A. B. U., Zaria. GSM: 08032785145 Email: isibor_andy@yahoo.com Umar Ibrahim, BLS, MLS, PhD Department of Library & Information Science A. B. U., Zaria. GSM: 08037022011 Email: umarahim2003@yahoo.com Abstract This paper examines the preponderance of unemployment and the dynamic role Library and Information Science educators and accrediting bodies are expected to play in ensuring that Library and Information Science graduates are well informed and adequately prepared for career opportunities. There are numerous career opportunities for Library and Information Science professionals in the information industry as long as they come up with strategies to reach out to members of the communities. Young graduates are increasingly shouldering the adverse consequences of the lack of economic reforms and the growing inability of the state to create jobs. By initiating, mobilizing and galvanizing their own resources in the quest for improving their standard of living, graduates can avoid the precarious dependence on government for white-collar jobs. The paper highlights how integrating the concept of self reliance into Library and Information Science education can enhance the career opportunities of Library and Information Science graduates. The paper recommends the creation of the Young Entrepreneur Association to...
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...1. | Question : | (TCO 2) Almost always listed as important for leadership success is/are ____. | | | Student Answer: | | Basic intelligence | | | | Clear and strong values | | | | High level of personal energy | | | | All of the above | | | | Training | | Instructor Explanation: | p. 16 | | | | Points Received: | 3 of 3 | | Comments: | | | | 2. | Question : | (TCO 2) Vince Lombardi had a _____ personality; his followers' goal was to be equal to their understanding of his ____. | | | Student Answer: | | Schizophrenic; needs | | | | Mercurial; orders | | | | Stoic; desires | | | | Charismatic; values and goals | | | | Difficult; deficiencies | | Instructor Explanation: | p. 27 | | | | Points Received: | 3 of 3 | | Comments: | | | | 3. | Question : | (TCO 2) Regarding the importance of enthusiasm for leadership effectiveness, _____ said, "Good work is never done in cold blood; heat is needed to forge anything. Every great achievement is the story of a flaming heart." | | | Student Answer: | | Martin Luther King | | | | George Patton | | | | Harry Truman | | | | Colin Powell | | | | Eleanor Roosevelt | | Instructor Explanation: | p. 31 | | | | Points Received: | 3 of 3 | | Comments: | | | | 4. | Question : | (TCO 2) ____, ____, and _____ are traits found in charismatic leaders. | | | Student Answer:...
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...Problems in developing small scale enterprises in Bangladesh There are a huge number of problems in the question of developing small scale enterprises in Bangladesh, which are discussed below: Individuality: Maximum small scale enterprises are owned by the individuals and an individual has obviously some limitation. Lower Per Capita Income: Per capita income of our people is low and for this reason our people are not being able to generate adequate capital to run the business efficiently. Unskilled Human Resources: Human resources of our country are not skilled this is a problem with developing small scale enterprises in Bangladesh. The economic environment of our country is not hundred percent suitable for operating the business another cause of the restrictions. Excessive import of foreign product: Excessive import of foreign product in our country is another reason cause when the people of the country will be mainly dependent on the imported product then the entrepreneurs will loose their interest to develop small scale enterprises. Political instability: Political instability of our country is another reason for developing the small scale enterprises rate slow. Political environment of our country is not suitable enough to run the efficient business in our society. Deterioration of Morality: Public moral is getting down means most of our people are loosing their moral and for this reason developing small scale enterprises in Bangladesh is not so easy like the other...
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...Case Study – The Virgin Group: Structure, leadership and motivation This essay analyses organizational structuring of the Virgin Group, with a view to understanding the dynamics that have helped create a global conglomerate. A critical assessment is undertaken on three areas: the hierarchical form of the company, the style of leadership exhibited by Sir Richard Branson, and the approach adopted by management to motivate employees. Firstly, a comparative argument is made on whether the Virgin Group can be classified as a centralised or decentralised organization. These terms refer to division of power, capital, technical procedures and control in various units of a business. A centralised organization allows for minimal delegation to managers, with the chief executive retaining power over majority of the decisions. On the other end, a decentralised organization makes it possible for managers to exercise control without ownership oversight at each stage, provided goals and targets are met (Buchanan & Huczynski, 2007). Secondly, the essay aims to determine the leadership style practiced by Sir Richard Branson, Virgin Group’s chief executive officer (CEO). Two styles of leadership are used as reference point: transactional and transformational. According to Bass & Bass (2009), transactional leaders work within the organizational culture as it exists, with an awareness of the link between effort and reward. They motivate their employees by setting goals, and enforce control through...
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...20 Self-Reflection As they are intervening in complex human systems, capacity-development practitioners need to be flexible, adaptable and willing to learn from what they do. An important source of learning in real time is the processes and results of monitoring and evaluation (M&E). Bruce Britton explains M&E activities as they are commonly pursued and explores creative ways in which practitioners can use them for personal learning and selfreflection. He also provides suggestions on how this can be done under non-conducive organizational conditions. Monitoring and Evaluation for Personal Learning Bruce Britton By three methods we may learn wisdom: first, by reflection, which is noblest; second, by imitation, which is easiest; and third by experience, which is the bitterest. (Confucius) Introduction Capacity development practitioners collaborate in efforts to improve the capabilities of complex human systems that operate and connect at different levels. First and foremost, capacity development is a process based on the assumption that better understanding and knowledge will bring about change. Also, the planning for capacity development interventions typically rely on variations of the Logical Framework Approach (LFA), which encourage careful thinking about expected outcomes and impacts. By its very nature LFA assumes that intended results of an initiative can be established in advance because the path that a capacity development process will take can be adequately...
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...Leadership Development at 3M: New Process, New Techniques, New Growth Margaret Alldredge, Cindy Johnson, Jack Stoltzfus, 3M; Al Vicere, Smeal Coiiege of Business,The Pennsylvania State University; and the 3M ALDP Design Team rom the moment she first shook his hand in a receiving line after his arrival at 3M, Margaret Alldredge, staff vice president, Leadership Development and Learning, knew Jim McNemey was passionate about developing leaders. McNemey was fresh from an enormously successful career at GE. He talked of implementing Six Sigma (a rigorous process designed to improve productivity, increase profits, and enhance customer service) and shared his view that Six Sigma was not only about process improvement but aiso a way to develop leaders rapidly. He also suggested that 3M might be ripe for the establishment of its own "Crotonville," GE's vaunted center for cultivating leadership talent. That first meeting set into motion the creation of a new, intense, and exciting approach to developing 3M's leaders. F HUMAN RESOURCE PLANNING 45 One of Jim McNemey's first questions after arriving at 3M Company as its new CEO was, "What are we doing here to develop leaders?" The response from the 3M leadership development team convinced him ihe company could do more to develop high-potential talent. Almost immediately, he challenged the team to craft an intensive leadership development strategy that would rival that of his prior employer, GE. This article chronicles our...
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