...P3- How businesses are organised. and P4- How the style of organisation helps to fulfil their purposes. My two organisations are H&M (profit-making) and MAA (non-for-profit), as researched in Task 1. The purpose of having an organisational Structure: Division of work: * Division of work is essential in any type of organisation, big or small, everything has to be organised and carried out with care. H&M is a very large international business, therefore a lot needs to be completed and managed, as any ‘slip-up’ could cost the business a lot of money. Dividing up the work between the departments will mean that all the tasks that need to be completed, are done so with great detail and to a good standard in required time to keep the business at the peak of its success. An example in H&M would be, that every department has a deadline by which they have to have done their part of year report for the Annual Report, so all the departments are doing different tasks and writing about their year, but in the end it’s put into one big annual report to be used as progress check and presented to some of the stakeholders such as the shareholders and the head office. MAA is described as a medium sized business; yet the work is still divided between the departments so that all tasks are completed on time and up to a good standard, the difference is that there is much less staff in each department and some staff have more than one type of responsibility within the business...
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...Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Managing Change in the NHS Organisational Change A REVIEW FOR HEALTH CARE MANAGERS, PROFESSIONALS AND RESEARCHERS Valerie Iles and Kim Sutherland Contents Purpose and Acknowledgements Foreword 5 7 8 Introduction Part 1 The literature on change management Part 2 Tools, models and approaches: a selective review 1.1 1.2 1.3 1.4 Where does the literature come from? What kind of evidence does it provide? What is meant by ‘change’? Organisational change in the NHS 12 13 14 18 2.1 How to access the models 2.2 How can we understand complexity, interdependence and fragmentation? Weisbord’s Six-Box Organisational Model 7S Model PESTELI Five Whys Content, Context and Process Model Soft Systems Methodology Process modelling Process flow Influence diagram Theory of Constraints (TOC) 22 25 25 27 29 30 32 34 36 37 38 39 40 40 42 43 45 46 47 48 48 50 54 54 55 56 56 58 2.3 Why do we need to change? SWOT analysis 2.4 Who and what can change? Force field analysis ‘Sources and potency of forces’ ‘Readiness and capability’ Commitment, enrolment and compliance Organisation-level change interventions Total Quality Management (TQM) Business Process Reengineering (BPR) Group-level change interventions Parallel learning structures Self-managed teams Individual-level change interventions Innovation research...
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...Corporate Partners Research Programme Harnessing creativity and innovation Kelly Drewery H A R N E S S I N G C R E AT I V I T Y A N D I N N O VAT I O N Contents 1. Harnessing ‘creativity and innovation’: why the interest? 2. Harnessing creativity: sharing and generating ideas 2.1 Creativity in the organisation 2.2 Looking outside the organisation for creative ideas 2.3 Supportive and obstructive features for harnessing creativity 2.4 Work processes 2.5 Assessing creativity ‘wealth’ 3. Harnessing innovation: options for implementation 3.1 Innovation in the organisation 3.2 Strategic partnerships or outsourcing 3.3 Takeover of another company for their product/service 4. What can organisations do now? Bibliography 2 3 3 4 5 11 11 15 15 18 20 21 23 © The Work Foundation Registered as a charity no: 290003 First printed July 2003 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording and/or otherwise without the prior written permission of the publishers. This publication may not be lent, resold, hired out or otherwise disposed of by way of trade in any form, binding or cover other than that in which is is published, without the prior consent of the publishers. H A R N E S S I N G C R E AT I V I T Y A N D I N N O VAT I O N 1. Harnessing ‘creativity and innovation’: why the interest...
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...School of Business Human Resource Management Managing Performance Module Introduction: This Human Resource Management Pathway Module seeks to explore the Performance Management aspect of the HR Managers role – detail, depth and complexity: 1. Holistically – as a strategy which relates to every activity of the organisation set in the context of its human resources policies, culture, style and communications systems, 2. As a process that contributes to the effective management of individuals and teams to achieve high levels of organisation performance, 3. As a system through which organisations set work goals, determine performance standards, assign and evaluate work, provide performance feedback, determine training and development needs and distribute rewards. The essential content covers: * Performance Development Planning - the purpose and processes of Performance Appraisal and Performance Management. * Performance Management - the drive towards competitive advantage and the place of HRM – behavioural, performance and other outcomes. * Performance and Development – goal setting, measurement, appraisal, feedback. * Trust, Manageability and Control - Motivation, Rewards and Incentives. * HR and Line Managers – Business Strategy, Commitment, Improvement Flexibility and Quality. * International, Environmental, Ethical and Sustainability issues. LECTURE SCHEDULE: 1. Introduction –...
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... 1993; Nielsen and Rasmussen, 2011). Especially, in recent 20 years, the interest and importance of knowledge in organisations has been increased remarkably in both theoretically and practically (Cheema, 2010; Knight and Howes, 2003; Rasmussen and Nielsen, 2011). The reason is revealed by Migdadi (2009) and Politis (2005), in the new economy, the intangible resource, knowledge has become the foundation of organisational competitiveness compared to tangible assets. In other words, the traditional driving factors of production, including, land, labour and capital have turned into the secondary resources as knowledge become the primary source of power in production within the contemporary economy. The work of Rasmussen and Nielsen (2011) reveal that intangible resource is regarded as a typical feature of knowledge, which can build capabilities for both organisations and individuals, consequently, in this new economy, also can be called knowledge-based economy made knowledge become strategically important to provide sustain competitive advantage for enterprises, especially in high technology and bioengineering sectors (Niu, 2010). Knowledge therefore has emerged as a main source of power as well as core competency in today’s emerging economies. However, new possibilities and threads are constantly taken place to challenge the power of knowledge when organisations are under pressure to operate their business globally. As the result, with rapid and constant changed environment...
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...Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares what the most successful HR professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range of organisations and HR professionals are...
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... 1993; Nielsen and Rasmussen, 2011). Especially, in recent 20 years, the interest and importance of knowledge in organisations has been increased remarkably in both theoretically and practically (Cheema, 2010; Knight and Howes, 2003; Rasmussen and Nielsen, 2011). The reason is revealed by Migdadi (2009) and Politis (2005), in the new economy, the intangible resource, knowledge has become the foundation of organisational competitiveness compared to tangible assets. In other words, the traditional driving factors of production, including, land, labour and capital have turned into the secondary resources as knowledge become the primary source of power in production within the contemporary economy. The work of Rasmussen and Nielsen (2011) reveal that intangible resource is regarded as a typical feature of knowledge, which can build capabilities for both organisations and individuals, consequently, in this new economy, also can be called knowledge-based economy made knowledge become strategically important to provide sustain competitive advantage for enterprises, especially in high technology and bioengineering sectors (Niu, 2010). Knowledge therefore has emerged as a main source of power as well as core competency in today’s emerging economies. However, new possibilities and threads are constantly taken place to challenge the power of knowledge when organisations are under pressure to operate their business globally. As the result, with rapid and constant changed environment...
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...Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares what the most successful HR professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range of organisations and HR professionals are now using the CIPD’s Profession Map to benchmark...
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...����������������7 Compensation 2013�����������������������������������������������������������������������������������������13 Experience of a Diversity Manager���������������������������������������������������������������� 14 Diversity and Inclusion in Organisation Today��������������������������������������������� 16 Outlook������������������������������������������������������������������������������������������������������������21 About the Survey Partners�����������������������������������������������������������������������������25 2 Introduction In April 2013, Korn/Ferry and Futurestep, in association with Diversity Council Australia (DCA), conducted a study of Diversity Managers and Human Resource leaders. The survey, the first of its kind conducted in Australia and New Zealand, aims to provide insight into the profile of the diversity function within organisations; on the professionals leading diversity within business and to look forward at the priorities for business in the next 12 to 24 months. In conducting the survey, the survey partners received responses from 103 respondents, representing a 25% response rate. From across industry almost all respondents were from organisations with more than 100 employees, the regulatory threshold for the Workplace Gender Equity Act 2012, 69% have 1000+...
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...and Leadership: a Uni®ed Model of Dynamic Knowledge Creation Ikujiro Nonaka, Ryoko Toyama and Noboru Konno Despite the widely recognised importance of knowledge as a vital source of competitive advantage, there is little understanding of how organisations actually create and manage knowledge dynamically. Nonaka, Toyama and Konno start from the view of an organisation as an entity that creates knowledge continuously, and their goal in this article is to understand the dynamic process in which an organisation creates, maintains and exploits knowledge. They propose a model of knowledge creation consisting of three elements: (i) the SECI process, knowledge creation through the conversion of tacit and explicit knowledge; (ii) `ba', the shared context for knowledge creation; and (iii) knowledge assets, the inputs, outputs and moderators of the knowledge-creating process. The knowledge creation process is a spiral that grows out of these three elements; the key to leading it is dialectical thinking. The role of top management in articulating the organisation's knowledge vision is emphasised, as is the important role of middle management (`knowledge producers') in energising ba. In summary, using existing knowledge assets, an organisation creates new knowledge through the SECI process that takes place in ba, where new knowledge, once created, becomes in turn the basis for a new spiral of knowledge creation. = 2000 Elsevier Science Ltd. All rights reserved. As Alvin Tof¯er said, we...
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...compete with the changing market circumstances. You are required to identify the need for change in any department or area in your chosen organization and you have to state why there is a need for change and how will you plan and implement it effectively. Task 1 Understand the background to organisational strategic change 1.1 Discuss models of strategic change and their differences (AC 1.1). 1.2 Evaluate the relevance of models of strategic change to your chosen organisations in the current Economy (as of the current situation which is the best suitable model) (AC 1.2). 1.3 Assess the value of using strategic intervention techniques in your chosen organisations (AC 1.3). Task 2 Understanding the issues related to strategic change in an organisation 2.1 Examine the need for strategic change in the chosen organisation (explain where or which part of the organization you intend to bring change) (A.C 2.1). 2.2 Assess the factors that are driving the need for strategic change in your chosen organisation. (A.C 2.2) 2.3 Assess the...
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...| |EVIDENCE | |LEARNING OUTCOME | | | | | |Learning Outcome 1 |Understand the relationship between organisational structure and culture |Report | |AC 1.1 |Compare and contrast different organisational structures and cultures | | |AC 1.2 |Explain how the relationship between an organisation’s structure and culture| | | |can impact on the performance of the business. | | |AC 1.3 |Discuss the factors which influence individual behaviour at work. | | | | | | | | | | | | |Learning Outcome 2 ...
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...Modelling for Change: An Information Systems Perspective on Change Management Models Robert D. Macredie, Carl Sandom and Ray J. Paul Department of Information Systems and Computing, Brunel University, Uxbridge, Middlesex, UB8 3PH Tel: +44 1895 203374; Fax: +44 1895 203391 E-mail: Ray.Paul@brunel.ac.uk; Robert.Macredie@brunel.ac.uk Abstract This paper will focus on the topic of organisational change and its management from an information systems perspective. The paper will examine the issues raised during a review of the change management literature – looking at the major approaches to change management, namely, the planned, emergent and contingency approaches – as background to the issues raised in other papers in this theme of the book. As in the Management In The 90s (MIT90s) study, a very broad definition of the term IT is used to include: computers of all types, hardware, software, communications networks and the integration of computing and communications technologies. The paper will then examine change management within the context of Information Systems (IS) theory and practice. This will lead to a discussion of an emerging model by Orlikowski and Hofman which will be briefly reviewed to provide insight into the types of models which are likely to provide a focus for research in the area in the near future. The model also provides a strong and interesting framework against which to view some of the papers that follow in this theme of the book. 1. Introduction As...
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...Managing Innovation and Change At some point all organisations will face change. These changes may be moderately small, or they may impact significantly across the organisation. They may be as a result of internal developments example of this can be expanding their work staff or changes can be through external developments which can be through the environment or the economy changing which leads the organisations to react to it. The quote stated by (Senior and Fleming) “While the primary stimulus for change in organisations remains those forces in the external environment, the primary motivator for how change is accomplished resides with the people in the organisation” (Senior and Fleming, 2006, p.348). This explains both factors internally and externally are important to consider if you want to manage change effectively in an organisation. There are different types of changes such as 'Grundys' which consists of smooth incremental, bumpy incremental and discontinuous. Grundy’s different types of changes which shows different pattern of lines on a graph showing what type of change is occurring is a useful tool for the organisations to asses and can decide whether it should change or not. The smooth incremental line the organisations are able to predict where it is heading due to the slow pace and not much movement as mostly its heading the same direction. The bumpy incremental line which is relative equilibrium interspersed with accelerated pace of change. The final line which...
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...of possible supply chain outcomes, their likelihood, and their subjective values" (March & Shapira, 1987, p. 1404). However, this definition has since been expanded upon to account for all the different departments and functions that operate within a supply chain. This leads to an overall definition of supply chain risk as "any risks for the information, material and product flows from original supplier to the delivery of the final product for the end user" (Juttner, et al., 2003, p. 202). Simply put, supply chain risk refers to the probability of a risk event occurring the supply line and when the product goes on sale. Furthermore, risk sources are the predominant causes of risk events, which are "the environmental, organisational or supply-chain variables which cannot be predicted with certainty and which impact on the supply chain outcome variables" (Juttner, et al., 2003). Identifying Supply Chain Risk There are a variety different approaches that a company can take in order to identify risk in their supply chain. Steele and Court (1996) proposed a conceptual framework for identifying the potential risk in an organisations supply chain. This process was comprised of three key steps: Search " Essay Writing Service ! ○ Dissertation Writing Service ○ Assignment Writing Service ○ Marking & Proofreading ○ All Services ○ ORDER A CUSTOM ESSAY WRITTEN BY AN EXPERT, 100% ORIGINAL & PLAGIARISM FREE. (/ORDER/) About UK Essays ...
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