...September 2012 Managing People and Performance Assignment Student ID#: 82081035 Word Count: 4779 Managing People and Performance Assignment brief Provide a very short introduction to your organisation, and your role, to provide a context for your assignment. Based on your own organisation (or part of the organisation): a) Identify, with justification, a critical issue relating to people that impact on effective performance within the organisation. In justifying your chosen issue, you should analyse the organisational context using the course materials to show how the issue has arisen, and the impact that it has. (40% of the marks) b) Based on your analysis, develop your recommendations and an outline plan to address the issue to improve organisational performance with clear justification for your proposed approach. (20% of the marks) c) Identify the benefits that you expect to achieve from your recommendations and how these might be measured to know if the benefits have been achieved. Include theories and models from the course materials to support your expectations of the potential benefits. Also identify any major risks that might jeopardise the success of your recommendations. (30% of the marks) d) You should finish your assignment with a reflective statement that includes: – how insights from your elective pathway have influenced your choice of issue and impact on your analysis, recommendations and expected outcomes or your thinking about managing people – the value...
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...Submited By : Guided By: Ashok Tiwari Dr. Deepak Sharma Roll No- 05 PGDM-Ex (2014-15) HR CASE Conflict Management among Employees New Power Company Limited (NPCL), an electric power distribution company for last 20 years. They have a total manpower of 250. When the company started its operation in the year of 1994, they had less than 20 employees and it remained below 60 till four year ago. The majority of current 250 employees i.e. nearly 160 were in operations department which was considered to be most important department of the organization because its business was to provide smooth and quality power supply to the consumers of its licence area. The company was growing at the rate of 17%. This high growth rate was mainly due to urbanization and industrialization of the licence area of the company. So, to ensure good power quality, company need to robust it network and other related activity so that they can meet the demand and achieve maximum consumer satisfaction. Operations department was headed by Mr. Sohom Mukhopadyai. As the Head of Operations, Sohom was responsible for all the operations related activity like maintenance of network, control room, Mains, Loss Control Cell, Transformers, Testing, Metering and all the activity which ensures the quality power supply to their consumers. Thought the maximum workforce was in operations department, it becomes the responsibility of Mr. Sohom to ensure efficiently utilization of workforce. So...
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...Michigan State University University of Wisconsin-Madison ) Cornell University McGraw-Hill Irwin ENT; Preface vi 1 Human Resource Management: Gaining a Competitive Advantage 2 Enter the World of Business: Starbucks: HR Practices Help Focus on the Brew, Weather the Recession, and Prepare for Growth 3 Introduction 4 What Responsibilities and Roles Do HR Departments Perform? 5 Strategic Role of the HRM Function 7 Demonstrating the Strategic Value of HR: HR Analytics and Evidence-Based HR 10 The HRM Profession: Positions, Education, and Competencies 11 Competitive Challenges Influencing Human Resource Management 14 Key Terms 61 Discussion Questions 61 Self-Assessment Exercise 62 Exercising Strategy 62 Managing People Skill Shortages Make It Difficult to Fill Positions and Customer Orders 63 Twitter Focus 64 Notes 64 Parti The Human Resource Environment 69 2 Strategic Human Resource Management 70 The Sustainability Challenge 14 Enter the World of Business: HP's New Strategy 71 Evidence-Based HR 24 Introduction 72 Competing through Sustainability Volunteerism and Going Green Are Reaping Dividends for Employees, Communities, and the Environment 30 What Is a Business Model? 72 GM's Attempt to Survive 73 What Is Strategic Management? 74 Components of the Strategic Management Process 75 Linkage between HRM and the Strategic Management Process 75 The Global Challenge 44 Competing through Globalization Apple Polishes...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory JoinSearchBrowseSaved Papers Home Page » Business and Management Managing People and Organisations Task 1 In: Business and Management Managing People and Organisations Task 1 Outcome covered 1 I have been asked to analyse the case study given on Joy of chocolate, and been given 5 questions and given exhaustive answers on these. A goal is a broad statement of where you want to be as an organisation and what you want to achieve. It is a future expectation of the organisation. The goals of an organisation will determine the nature of its inputs and outputs. An example of a company’s aim would be to increase profits. The inputs in a way of both employees and management. The efforts of both of these will make a big impact on how these goals are met and within the timescale. Suzy’s aim for the company was to create chocolate that would be boost local produce. She wanted the business to be well known for excellent and innovative products. Another aim Suzy set for the company was to create self-help in the communities that were supplying the cocoa. Suzy wanted to create a positive culture in all aspects of the business. Goals of the organisation should be categorised into different types of goals for example, Consumer goals which includes meeting the needs of the consumer, Product Goals which relates to the characteristics of the product, Operational goals relates...
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...Investors in People Profile The following table sets out the evidence requirements, drawn from the Profile version of the Standard that an assessor would check out with an organisation’s top managers. However, only level 1 needs to be covered to meet the requirements of the Investors in People standard. |Principle 1. Developing strategies to improve the performance of the organisation | | | |Indicator 1. A strategy for improving the performance of the organisation is clearly defined and understood. | |Level |Evidence requirements | |1 |1 Top managers make sure the organisation has a clear purpose and vision supported by a strategy for improving its performance. | | |2 Top managers make sure the organisation has a business plan with measurable performance objectives. ...
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...the leadership of the new president John Mack and his executive team. President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. The Capital Markets Services(CMS) division, which has established as an interdisciplinary concern to address the issues of focused client attention and cross-divisional collaboration, required professionals who not only had domain specific industry knowledge but were also skilled at responding to client needs by designing products in collaboration with product specialists within Morgan Stanley. Market coverage professional to be compatible with the staff of other departments, but can't rely entirely on product designers, because they do not understand markets and customers, do not know the customer's needs. It is important to fully understand the market, product, and customer information in three areas and needs. That person must be energetic, aggressive and innovative. It was these requirements that led to the appointment of Rob Parson, a managing director at a smaller firm with connections to some of the players in banking and insurance industries...
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...Module Code: 56214 Student No. 201112880 Managing in Organizations The University of Hull Business School Module Name: Managing in Organizations Assignment: A Critical Analysis on the Importance of Organizational Culture and its relation with Motivation in XYZ Technologies Co. Ltd. Page 1 of 27 Module Code: 56214 Student No. 201112880 Managing in Organizations The University of Hull Business School Assignment Question “Choose one or two areas covered in the Managing in Organizations module. Critically analyze these areas with the context of an organization in which you have worked or with which you are familiar.” Page 2 of 27 Module Code: 56214 Student No. 201112880 Managing in Organizations The University of Hull Business School Contents S.I. 1 2 3 4 5 6 7 8 9 Introduction XYZ Technologies – Background Theories of Organizational Culture Role Culture Factors of the Culture Theories of Motivation Expectation and Motivation Motivational Factors Conclusion Description Page Nos. 4 5 7 9 12 18 21 24 25 Page 3 of 27 Module Code: 56214 Student No. 201112880 Managing in Organizations The University of Hull Business School Introduction Telecommunication industry is one of the largest industries of 20th century. Competition among the companies is getting tighter day by day. Although more detail or composite investigation is required to prove but there is at least some strong reference that variations in cultural values...
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...Unit 403–Managing Information Systems Welcome to Managing Information Systems – Unit 403 • Managing information systems is a critical skill in today’s fast-paced business environments. Remember that technology underpins almost all business models in what we now call a knowledge era or network economy. As distinct from IT, the field of information systems (IS) transcends the technology in order to make business performance the principle driving factor. 1 May, 2013 Session 1 - MIS Fundamentals 1 • • Unit 403–Managing Information Systems Topic Learning Objectives • Explain why managing information systems is important in today’s business world • Define concepts from the hierarchy of data and IS, as distinct from IT. • Describe the major challenges facing today’s business and IS managers. • Analyse and report on an organisation’s ITinvestment profile. • Describe an organisation’s learning curve when applying IS or IT. 1 May, 2013 Session 1 - MIS Fundamentals 2 Unit 403–Managing Information Systems Who Am I ? Dr Tony Jewels •Bachelor of Business Management (Management Economics) •Certified Member Australian Computer Society (Project Management) •Master of Information Technology (Professional) •PhD (Increasing the chances of project success through sharing knowledge) 1 May, 2013 Session 1 - MIS Fundamentals 3 Unit 403–Managing Information Systems •30 years industry experience •Operated “Inventory Management Services” •Designed and implemented robotic...
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...APPLICATION OF SOCIO-TECHNICAL APPROACH FOR MANAGING INFORMATION OVERLOAD Social-Technical Perspective: A solution for Managing Information Overload tzfinest Trident University International APPLICATION OF SOCIO-TECHNICAL APPROACH IN MANAGING INFORMATION OVERLOAD Abstract This paper argues for the relevance and utility of socio-technical theory for designing solutions to the challenges we face from managing the impact of information overload. A consequence of information overload can cause serious damage to an organization performance. Socio-technical systems theory defines systems as a collection of messy, complex, problem-solving components. This approach suggests a balance between the social and technical systems which together make up an organization. The paper suggests that socio-technical approach, purport that in order for organizations to create and store their knowledge they must consider the balance between the social and technical systems which make up an organization. Effective knowledge management is a combination of the appropriate use of technology in each stage with the humanistic use of people within the organizations. A socio-technical framework...
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... Context Task 1 a. Approaches taken to support people in a team environment As a manager, it is your responsibility to ensure that people understand their roles and responsibilities. My approach to supporting people in a team environment includes the use of coaching, mentoring and giving feedback. My approach of mentoring and coaching includes working with teams to identity the strengths and weaknesses and enhancing current skills or acquiring new skills because I think this will reduce the possibly of conflicts in the workplace and ensures that the team is equipped for new changes. Giving feedback to staff and coaches was also used as part of supporting people in a team environment by having a meeting regularly, sending emails once a week, and giving feedback on a personal level positive and negative on areas where improvement is needed and using performance metrics to assess the performance of the organization. The outcome of these approaches would be having an effective team in the organization. b. * Table 1. Relevant Policies and Legislation that might impact on supporting the staff Relevant Legislation | Impact on managing performance | Anti – discrimination and harassment * Age * Race * Gender * Sexual preference * Religion | Ensures that no practice disadvantages a person or group because of a personal characteristic which is irrelevant to the performance of work. * Providing prayer room or for other religion purposes...
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...Business Essay Example - People Management Note: The essay examples we publish on UK Essays have been submitted to us by students. The essays are the student's work and are not examples of our expert essay writers' work. We never publish the work produced by our expert writers as their work is unique to the customer that ordered it. Thank you to all the students that have submitted essays to us. Please use the essay below to inspire and help you with your own studies, but please ensure you reference the essay if you quote it in your own work. As a prospective employee of an organisation, evaluate the usefulness of the knowledge of managing people and organisations in helping you to do your work better. Information for many businesses means both increased profits and increased efficiency within the operations of a company. In this respect then it is reasonable to conclude that information and knowledge related to managing people and organisations would be one of the more critical aspects of this informational system. However while information and knowledge may be of good, and in itself, they are the processes through which we apply this knowledge which often has a vital bearing on the effectiveness of such knowledge. This problem then may be seen as a fundamental one in the continuing success of an organisation in terms of it goals and strategic objectives. Understanding Organisations and People All organisations exist within an environment which displays...
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...November 2009 From: Jed Hatton Reference: BTEC Group B Subject: How managing the resources of the organisation and effective budgetary control can improve the performance of a business. Introduction: In this report I will be speaking about how managing the resources of an organisation and effective budgetary control can lead to improved performance of a business. Findings/ Main Body: As I have talked about with you before, managing the resources of an organisation and looking closely at its budgetary control is absolutely vital in business. It improves performance over every department and gives the business management team a clear view on where they can expand and develop in the future. Every public limited company that allows people to buy shares within their business must publish their accounts so that investors can see how well they are doing and judge whether or not to buy their shares on the stock exchange. All the top dog companies have a clear view on their resources and budgets; this is evident from Tesco who have lists of all their resources and a clear cash flow all on one financial statement. They made profits of over £2 billion in 2005 and this tells us that managing budgets and resources well really does improve businesses performance. Managing resources of an organisation improves performance as it gives more cash flow, providing you cut back on unnecessary resources; this gives more to re-invest or to pay...
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... President Mack was looking for people to “shake up the culture.” With heavy resistance, he recruited Paul Nasr to be the Senior Managing Director in Capital Market Services. Paul was a highly regarded banker with over twenty (20) years of experience. He knew that one of Morgan Stanley’s weak areas was Capital Market Services, an area where he had been successful in the past. Paul also knew that it would take more than a traditional corporate banker to penetrate this market. That person must be energetic, aggressive and innovative. That’s why he recruited Rob Parson. Rob developed relationships with the important players in the banking and insurance industries and a strong reputation. Rob is not easily discouraged or intimidated and knows what it takes to get the job done. His drive and ambition allows him to connect with his clients but sometimes distances him from his co-workers. The position that Paul needed to fill was difficult to perform and had a very high turnover rate. He thought that Rob was the perfect person to fill that billet. Rob accepted the position with the understanding that there was a potential for growth because the effort was in need of repair and that the Morgan Stanley had done very little business in Capital Markets. Paul implicitly promised Rob a promotion to managing director during recruitment. Rob never thought that he would have to tip-toe on egg shells when dealing with co-workers. The new president wanted people who could shake things up and Rob...
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...The Truth: About Managing People . . . and Nothing but the Truth Stephen P. Robbins, Ph.D. PEARSON EDUCATION, INC. “If someone wants to unleash the truth of people management, read this book. Author Robbins addresses the most critical challenges organizations face today in a concise and entertaining way.” — SUBIR CHOWDHURY Executive Vice President, American Supplier Institute Author of the best-selling The Power of Six Sigma and The Talent Era: Achieving a High Return On Talent “Stephen Robbins does it again! A prolific scholar and writer, he cuts through the research and theory to deliver immediately useful and essential insights for the effective management of people. I have never seen anything quite like The Truth. Excellent for all of us who don’t take the time to keep up with leading edge thinking and practice in the field of management.” — ERIC G. STEPHAN, Professor Organizational Leadership & Strategy Marriott School of Management, Brigham Young University “This is a clever book. Stephen Robbins has put together a book I wish I had written. It’s a quick reference written for practicing managers, social scientists, and anyone interested in managing people. Robbins’‘best of ’ approach, as well as the reference materials each section draws on, make this book a ‘must have’ for practical, reliable, and valid information on the important leadership/management/people topics of the day.” — RANDALL P WHITE, PH.D. . Principal, The Executive Development Group LLC Co-author...
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...competence and careers are built upon their contribution to these projects also their performance throughout the projects are what gives them reputation and makes them wanted for future jobs. Ferris et al. (1990) found that construction firms with higher levels of strategic, including human resource, planning have achieved higher organizational performance, including higher productivity, greater cost effectiveness, and greater overall efficiency. People and people processes are a source of competitive advantage for any company. Their skills and motivations result from an entire portfolio of “people policies, procedures, and processes which serve to train, develop, and retain” Gratton et al. (1999). Currently in the construction industry, there are few structured workforce management programs. There is however a need for a structured workforce management strategy in construction that can be used to effectively manage a workforce regardless of its skill level. Similarly a Project Based Organisation incorporates the dilemma of the conflicting needs of the temporary projects and the permanent organisational setting that defends long-term development as well as routines and interorganisational coordination (Sydow, et al., 2004). Therefore, in the context of a construction organisation a tension or conflict can occur between soft and hard HRM systems and logics. In a construction project, people are employed by the main contractor or developer and not by individual projects. This...
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