...Managing people in the global enviroment: What to take in to account? ( examples) My first key learning is related to the fact of how stereotypes can make you think that there’s no business opportunities in a country. Before hearing the presentations of Botswana, Georgia and Korea I thought them as countries with no many economic development and stuck in the past century but of course this is a completely wrong assumption. Korea is not only about communism, Botswana It’s more tan tribes and Georgia is one of the fastest growing countries in Eastern Europe. For example, I was really shocked to discover that Gaborone looks like any European or Us capital.This shows that even if I have travelled to many places and somehow I have an international background,stereotypes are always there and its important to get rid of them in order to take advantage of all the opportunities that countries can offer you in the business field. This shows that even if I have travelled to many places and some how I have an international background, sterotypes are always there and its important t get rid of them in order to take advantage to all the opportunities that countries can offer you in the business field. But even if Globalization has made that cultures across countries shared more characteristics, the roots of each one are still there.This means that before any meeting we should ask ourselves: Who are we dealing with? What do we expect and what are they expecting from us? For instance...
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...Managing People Contents Introduction to John Lewis Partnership and HRM Communication and involvement practices Equal Opportunities legislation – Disability Discrimination Recommendations Conclusion References and Bibliography Appendix Introduction John Lewis and HRM Introduction to John Lewis Partnership John Lewis started in 1864 with a small drapers shop on Oxford St in London. John Lewis today is the largest co-owned and democratic company in UK. The John Lewis Partnership's reputation is founded on the uniqueness of its ownership structure and their commercial success. At the time of writing, the John Lewis Partnership has 1 manufacturing company, 1 farm, 26 department shops, 185 Waitrose food shops, John Lewis .com website, and Green Bee online direct services, with more projects in the pipeline. John Lewis plan to open 12 more department stores in 6 years in the UK and want to be at the forefront of major regeneration projects around the country. Their strategy includes moving into areas such as Northern Ireland, Wales and expanding into Scotland and Northern England. Introduction to Human Resource Management (HRM) Definition of Human Resource Management “Human resource management (HRM) involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organisation”. Fisher, C.D., Schoenfeldt, L. F. and Shaw, J. B. Human Resource...
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...Managing People for Organizational Success By Slemo D. Warigon Organizations, whether they be educational, business, industrial, government, military, service, health care, or entertainment focused, are made up of people – women and men. It is people who provide leadership, stewardship, and follower-ship in every organization. People formulate strategies to help organizations achieve their specific objectives. People constantly learn new and innovative ideas to help transform their organizations from mediocrity to greatness. It is people who make things happen in all organizations, even those operated by robots which, after all, were designed by people. To understand the causes of organizational behaviors without an understanding of people is like trying to understand the cause of a moving vehicle without knowing about the engine and driver. In fact, organizations can be defined as the major social units that people have devised for getting things done. People who work spend more of their time at work than at any other single activity. They can't eat for eight hours a day. They can't drink for eight hours a day. They can't make love for eight hours a day. What people can do for eight hours a day is work. And, in the course of those eight working hours, people are going to: • • • • • • • • • • • • • • • • • • • • • • Produce work and sabotage it. Learn something new and forget. Make decisions and procrastinate. Create and conform to rules. Exult in accomplishments, and despair...
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...Environment Political Environment In the legal industry different employment law, policies and regulation are practiced across different countries. In some of the countries the legal professional standards are self-regulated where the qualification and the requirements are defined as per the set standards. There may be some international trade and restrictions within the countries which restrict the foreign lawyers practicing in the countries. The organizations like WTO (World Trade Organization) are formed and designed to regulate the international trade between the countries which also include the legal services. {draw:frame} Social Environment The social factors which affect the legal industry are the people and their culture. As per the case study of Baker & McKenzie (B&M), the legal industry mainly consists of partners, associates and support staff. The culture and life...
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...Post Graduate Certificate for Wm Morrisons Supermarkets PLC Managing People Assignment (MAN4248M) "Identify an issue or problem relating to the management of people in your part of Morrisons. Evaluate and analyse this using theory to suggest possible outcomes, solutions and recommendations to resolve the issue." (3540 words) 5th June 2013 Tutor: Dr Alf Crossman By: Simon Libovitz UB:12031915 Identifying the problem: At the end of 2006, Morrisons conducted its first colleague attitude survey (Climate Survey) which showed that whilst the business had strengths in a number of areas, it could still improve. In 2007, it set out on a programme of activity designed to support the business optimisation and growth agenda, focused on four areas: Values, Leadership, Talent and Performance. Morrisons recognised that its colleagues are their most valuable asset and their success relies on them delivering great service to its customers everyday. To do that it must ,attract, motivate and develop skilled colleagues to ensure Morrisons achieves its business objectives, grows and has long term success. Engaged and involved employees are vital to the success of the business as a whole but also individually to a specific site, whether it be in manufacturing, depot or store. A target of 82% colleague engagement index (CEI) was set by the business as benchmark for all sites to achieve, thus ensuring their colleagues are motivated and satisfied in their jobs...
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...BUSM 1162 Management 1- Managing People Assignment 2 Individual Report Analysis and Critical Discussion of Competencies Based on CVF Framework Student ID: 3472503 Student Name: Xiaoli Sun Lecturer: Dr. Margaret Heffernan, O. A. M Tutor: Ashkan Khalili Due Date: 7th June 2015 Executive Summary As the Competing Values Framework (CVF) has been considered as an important construct for management in a business, managers use CVF to guide and examine employees’ performance. This report will take advantage of three tools: First, CVF Instrument, to examine current competencies like communicating and leading teams and competencies require further development like setting goals; the next two are Communication Styles Survey and Situational Leadership Style Questionnaire to find out strong skills like driver style and delegating style, and weak style like amiable style and coaching style. Then, related theories and concepts will be applied and interpreted to analyse the examined current competencies and skills and how to develop them further based on academic researches and articles. In this report, face negotiation theory, transformational theory and goal-setting theory are mainly used to have a detailed explanation about the competencies. Finally, a personal action plan will be made aimed to...
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...Kiwi Institue of Training and Education | Managing People | Assessment 02 | | Submitted by:- Prashant Sindhav | 11/26/2014 | Theories and models relating to ability, motivation and reward systems in a diverse range of business settings. | Table of Contents Part 1 Job Ability 4 1.1 Store managers job description 4 Scope 4 Roles and Responsibilities: 4 Knowledge 4 Skills 5 Personal attributes 5 1.2 Why is it practical to specify standards and procedure in the body of job description? 5 1.3 How should Jennifer go about collecting the information required for the standard procedures and job description? 5 1.4 What in your opinion, should the store manager’s job description look like and contain? 6 Skills 6 Knowledge 6 Title 6 Job Summary 7 Working conditions 7 Department 7 Part 2- Motivation 7 2.1 Three theories of motivation which can be used to motivate employees at the cleaning company. 7 Needs 7 Behavior 7 Satisfaction 7 a) Two factor theory 8 Hygiene factor 8 Motivators 8 b) Cognitive Evaluation Theory 8 Extrinsic motivation 8 Intrinsic motivation 8 c) Equity theory 8 2.3 Causes of De-motivation amongst employees in the company 9 Micromanagement 9 Lack of Progress or not sufficient training 9 Not explaining your actions 9 PArt 3 Rewards System 10 3.1 Should this plan be extended to other pressers in the stores? 10 3.2 Should other employees be put on the same plan? 10 3.3 Another incentive...
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...AMBA 620: Managing People and Groups in the Global Workplace Week 3 Individual Paper January 24, 2009 Abstract This paper will focus on how job satisfaction, job stress, and motivation can impact performance and commitment in the workplace. I will outline my specific experience as a young professional in Washington, DC. After I finished my undergraduate studies and while in my first graduate program, I had the fortunate opportunity of working with a public health accreditation agency. In my position as Director of Training Programs, I had the opportunity to oversee all of the educational programs being developed and administered by the agency. Because it was a small agency there was a large dependency for each other as colleagues. Most of what I did on a daily basis was reliant on others and vice versa. The organization was led by an inexperienced executive director that had very little leadership experience and no management experience. As a result, the staff were overworked, underpaid, and in some cases rewarded for unprofessional behaviors. On one occasion, I was verbally disrespected by a colleague, and my leadership (the executive director) did nothing because of the intimidation with the staff that did the disrespecting. Ultimately the individual was never reprimanded and he was allowed to continue to speak to others in a crude manner. As a result of the organizational behavior assessment that I took online, I also explained in detail the results of that...
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...Managing people as demonstrated in A successful Chinese company By 11220400 201021021042 Submitted to Phil Shellhaas and Pam Whitehouse Date: 7, December, 2012 Managing people Year 2 Harper Adams University College Word count: 2977 Content 1. Summary........................................................................................................................2 2. Introduction................................................................................................................4 3. Management approach of people 5 3.1 The development of management approach in COFCO 5 3.2 6S management system 6 3.3 The five steps combination theory 6 4. The style of leadership 7 4.1 Transformational leadership 7 4.2 Human are the first 8 5. COFCO appraisal system 8 5.1 KAAPP evaluation system 9 5.2 Performance evaluation crisscross 9 5.3 Scientific evaluate operating procedures. 10 6. Rewarding performance 12 6.1 Adjustment based on appraisal results 11 6.2 COFCO salry system........................................................................................11 7. Employee involvement 12 7.1 Employees involved in the management 12 7.2 Enterprise activities 13 8. Learning, training and developing............................................................................13 8.1 COFCO special training method 13 8.1.1 “Enterprise zhongliang” magezine 14 8.1.2 COFCO academy 14 8...
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...Managing people Introduction The aim of this report is to analyze and comment on the selection practices based on the movie “Charlie and the Chocolate Factory”. According to Scott (2005), “Charlie and the Chocolate Factory” was filmed in 2005 based on children’s book by Roald Dahl. The movie reveals a story about poor young boy – Charlie, who lives in town, where located chocolate factory owned by famous confectioner - Willy Wonka. Soon, Willy Wonka decides to allow 5 children to visit his factory and distributes five Golden tickets hidden in the five chocolate’s bars to the unknown locations. The one who will find golden ticket will be allowed to visit chocolate factory. Moreover last child left will win the main prize. Thus, five children found, who found Golden tickets are: Augusutus Gloop – rude and glutton guy, who lives only for food; Veruca Salt – spoilt child, who demands whatever she wants from her parents by screaming at them; Violet Beauregarde – impudent girl, whom mind completely taken by gum chewing; Mike Teavee – bot, who addicted to television; and Charlie Bucket – very polite and shy boy, who is protagonist in this movie. Throughout all movie, mr.Wonka will apply selection processes, because he needs to identify one child, who fits his demands and choose him as a heritor of the factory(Billsberry and Gilbert, 2007) . Thereby, he observes each child behavior, when they are taking a tour through his factory and eliminate those, who failed his perceptions about...
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...Page 9 4.1. 4.2. The Behavioural Approach. The Results Approach. 3. Job Knowledge. Page 7 3.1. 5. Definition of Motivation and Evaluation of Edith’s Motivation. Page 11 6. People Management and Planning and Allocating Work Activities. Page 12 7. Conclusion. 8. Bibliography. 9. Appendices. 2 Terms of Reference. This report will identify a range of performance problems in the St Jessica’s Urban Medical Center Emergency Room case study and suggests solutions to improve performance management, analyse techniques used for planning and allocating work activities to improve performance. 3 1. Introduction. This report will examine the theory of performance management and identify performance and behavioural issues in the St Jessica’s Urban Medical Center Emergency Room case study. It will analyse task and contextual performance and declarative and procedural knowledge and identify approaches that could be used by the management team to measure and improve performance including the traits, behavioural and results approaches. It will explain the benefits of effective performance management with reference to theory and evaluate techniques for planning and allocation of work activities to improve performance. 4 2. Performance. It is essential for any successful organisation to employ people that perform to a satisfactory level. That level is determined by the goals of the business and all employees...
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...Introduction In today’s business world, the most important asset in any business is its people –businesses need to know how to best manage, motivate, retain and get the very best from their staff in these turbulent times. Without people, a company ceases to exist completely, but without the ‘right’ people in the right positions, a company can cease to function properly as staff performance is critical to the on-going success of any business. While poor employee performance can have a significant impact on a business, poor people management can cost the business in terms of low morale, low productivity and high staff turnover. Companies must understand people's basic needs and behaviour in the workplace, which should enable them to get the best out of the people that work for them. Gaining commitment and ensuring that people are motivated and productive requires open communication and trust between managers and staff. This is why ‘Organisational Behaviour’ has become such an important element within the modern workplace. Organisational Behaviour (OB) is defined quite simply as “the study of human behaviour in the work-place” Ellis et al (2003, p4). It is the study of individuals, groups or ‘people’ and organisations and the impact they can have, both on human behaviour and on the organisation achieving its objectives. Organisations can vary greatly, from hospitals to rail companies, for example. All organisations have some kind of structure, defined by Child (1984, p4) as “all...
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...Executive Summary This report will look to give WGYC’s Board of directors a lucid and comprehensive evaluation of the telesales sector, including current trends and public opinion of the sector. Recommendations will be made on appropriate reward package schemes that will centralize around their current mission statement which is ‘to provide an outstanding call centre service that is monitored regularly to ensure the highest level of excellence to energy suppliers internationally, allowing our customers to reduce costs, drive revenue, increase cash-flow and concentrate on their core competencies.’ This reports recommendations will strive to improve WGYC’s employee retention and customer service, impacting team members that will be more motivated to succeed through employee of the month schemes with more freedom over their work through working at home. Workers’ well being will be given more consideration through the introduction of flexi-time, and team leaders will act as motivators rather than supervisors ensuring teams are working together in a high-intensity but friendly environment. Approximate costs of implementation will be £2,000,000 highlighting the high costs of an employee-orientated approach for this sector. Context The telesales sector is still a hugely profitable sector in the UK, with total revenues of £2billion. However, between 2010-2015 the sector has seen a decline in annual growth by -1.1% due to an increase in offshore competition and the financial...
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...Accreditation Audit AFT2 Task 1. Herman Big Mawanda Western Governors University Contents COMPLIANCE STATUS. 3 PLANS OF COMPLIANCE 7 JUSTIFICATION 8 BIBLIOGRAPHY 10 Nightingale Community Hospital provides leadership in quality health services. Its core values focus on safety, community, teamwork and accountability with a vision of being a hospital of choice for all and a mission to create a healing environment with a passionate commitment to health care excellence. This executive summary of the accreditation audit is presented to the senior leadership to outline the compliance, plan of compliance and institution of the hospital under the reviewed focus area of Information Management as per the Joint Commission Standards. COMPLIANCE STATUS. The Joint Commission Standard IM 02.02.01 requires that the hospital effectively manages the collection of health information. Nightingale Community Hospital is in compliance with this standard under its patient care policy which specifies prohibited abbreviations. Its policy states that the use of abbreviations and symbols in the medical record is discouraged to prevent errors; as these can be associated with misinterpretation resulting in medical errors, and patient harm. In case the intended meaning of the abbreviation or symbol in the context of a specific order is not clear, the ordering practitioner must be contacted for clarification. This procedure demands that the elements of performance under IM 02.02.01 of the...
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...1 ORGANISING PRINCIPLES 1.1 Background to Assessment Centres An assessment centre (AC) ‘is a process by which an individual, or group, is assessed by a team of judges using a comprehensive and integrative set of techniques’ (Feltham, 1989). The design and implementation of the AC must be carefully planned with contemporary literature in mind to derive a clear and unbiased assessment of the participants and their ability to meet agreed competencies. Marchington (2000) outlined several principles of AC design, that were applied throughout the design process: • Sensitivity • Validity • Reliability • Sufficiency • Cross-referenced • Currency • Ownership • Cost Effectiveness The application of these principles will be adhered to as far as relevant, to guarantee the success of the assessment centre. 1.2 Competency-based Assessment The recognition and application of competencies facilitate the assessment centre. A competency can be defined as ‘the ability to perform in a range of work-related activities with the knowledge and understanding required for performance’ (Rogers, 1973). The fundamental driver of a successful AC is in the designer’s ability to draw out the necessary competencies from the job description and person specification to apply them to the task design. 2 ASSESSMENT CENTRE DESIGN 2.1 Job Description 2.2 Person Specification 2.3 Developing Competencies 2.3.1 Stage One: Brainstorming Several...
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