...Managing Change in the Workplace ABSTRACT Change is uncomfortable for many people. It is important, when managing change to take into consideration many different things. As an executive director of a non-for-profit, there may be many different responsibilities that you must take on and/or manage other staff in doing that some other agencies do know recognize or have to deal with. It is important to communicate with staff and other involved of the management style and changes that you plan on implementing. In addition, it is important to have understandings that change in inevitable at some point and it could be your executive director themselves. INTRODUCTION For most people, any type of change is uncomfortable. Therefore, when managing change in the workplace, it is vital to help people see that whatever they've been doing in the past can no longer take place-that neither they, nor the business, will be pertinent without change. Managing change in the workplace is a constant for all leaders. In order to stay significant as a business you must regularly redefine your way of operating, your product and/or service offerings and the impact you have on your customers and expansive community. According to Homes (2013), as you are leading change, big or small, see to it that these four elements are done: build a sense of urgency, create a clear tomorrow, get people involved at the right level and have clear actions and expectations...
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...Leadership: Managing Director of Hayasa In a small team of strangers, like the one thrown together for this module, the Managing Director should be the source of leadership and control over numerous responsibilities and functions of their team. • They should pursue the successful completion project goals. • They should keep the team motivated and happy, • They should ensure that the team is giving sufficient effort to the task. The Managing Director should be the most influential and important member of Hayasa car company. The behaviour of this person directly affects the behaviour of his or hers group members, therefore they must show certain key traits and attributes which will exert their leadership and control into the performance of the team, but also themselves. For Hayasa, the leadership was the key factor which influenced and built the group dynamics, the behaviour and motivation of the members during the practical, but also is what I believe the key problem to our lack of success in three years of trading. “The power and influence perspective focuses on the use of power by effective leaders. Two major themes have been identified: a) social power: how leaders influence followers (b) social exchange: discusses the give-and-take relationship between leaders and followers through which leaders are themselves influenced as they try to influence others” (Bensimon et al., 1989) My questions on the lack of social power our Managing Director would...
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...trust and loyalty were important to the company? The managing director focused on gaining the employees trust and loyalty as he considers these factors were most important to the company. He worked extremely hard on gaining employees/workers trust and loyalty and also expected that they will also remain loyal and trustworthy towards the company. In NCR employees are well educated and also have good knowledge that is related to that particular business. The company encourages its employees to get education and also provides education to them by sponsoring it. The company is more focused on current employees rather than hiring new employees and that’s how employees does not get the feeling of insecurity. This particular issue also enhanced the trust and loyalty issue of them. The managing director communicates and interacts constantly with the employees. They also get the opportunity of presenting innovative thoughts and ideas. The flexible and friendly work environment of NCR helps enthusiastic employees to committed towards their their task. NCR ensures friendly and interactive work environment and also provides open-door policy within the organization to bringing all people together. The managing director is accessible to the employees and he visits the employees whenever he feels and employees can also do the same by visiting him frequently. He goes to shopfloor frequently to meet and communicate with them. The managing director is quite flexible and considerate towards his...
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...hours of rework. It would have a difficult and time consuming task for the people who volunteer for. Rodderick Cage: my workload had doubled since Lou Chan went on paternity leave. Rebecca Spalding: my workload was now the heaviest since the system changed. Phil Bosevic(missed out the recent promotion): I was understaffed and could not take on any new work. Wasim Shan: I had only on the job for weeks and will be transferred in net fortnight. Merilyn Hue: I was going on special leave next week that had been approved. After everyone replied. Chris spoke to Phil pleasantly: I’d appreciate it if you would complete the data for the project and………… Phil suddenly ran out of the room. Scene 2 Managing director’s office Chris rushed down the hall into managing director’s office, slammed the door and glared at Dr Cora Harvey. Chris: none of them would help me! Can you believe it? Chris : I had to direct Phil to do it!. Cora: If I were you Chris…….. Phone rung! Cora signaled to Chris to leave the room, but as Chris walked out, he started to shout: Sort it out chris and get that damn project finished. I do not care how you do it! Just do it! Why do you think we pay you your hefty salary? Chris: if I have to, I will do it myself and the there...
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...Manager’s Job in Context Contents Introduction……………………………………………………………………………………3 The organization……………………………………………………………………………… 3 Job Description of a manager in an organization......................................................................4 Organizational Structure...........................................................................................................6 Internal and external interactions of Managers.........................................................................8 Recommendation......................................................................................................................9 Conclusion...............................................................................................................................10 References...............................................................................................................................10 Introduction Organizations can be considered as a system which consists of a numerous number of people who coordinate and work together to achieve the common goal. Organizational behavior is the set of actions performed by the individuals or the attitudes of the individuals in a particular organization. For a manager it is very essential to study and understand the organizational behavior as it will assist him to identify and correct problems, establish necessary changes etc. Management or managers plays a vital role in organizational behavior and in achieving...
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...1 ANNUAL REPORT 2014 Table of contents ABOUT THE COMPANY Letter of Transmittal Corporate Information Milestones Board of Directors and Management Brand Values Products 3 4 5 6 -8 9 10 OPERATING RESULTS Summary of Key Operating & Financial Data 11-12 AGM & COMPANY PERFORMANCE Notice of 35th Annual General Meeting Chairman’s Message to Shareholders Report of the Board of Directors 13 14 ANNUAL REPORT 2014 15 - 19 1 Table of contents COMPLIANCE REPORT Corporate Governance Compliance Report 20 - 38 FINANCIAL RESULTS Auditors’ Report to the Shareholders Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Shareholders’ Equity Statement of Cash Flows Notes to the Financial Statements Unit-wise Working Result Schedule of Non- Current Assets Certificate on Review of financial statements PROXY FORM 39 - 40 41 - 42 43 - 44 45 46 - 47 48 - 80 81 - 82 83 - 84 85 ANNUAL REPORT 2014 2 Letter of Transmittal December 6, 2014 Esteemed Shareholders Bangladesh Securities and Exchange Commission Dhaka Stock Exchange Limited Chittagong Stock Exchange Limited Registrar of Joint Stock Companies and Firms Dear Sir or Madam, Subject: Annual Report for the year ended June 30, 2014 It is our pleasure to inform you that the 35th Annual General Meeting of Olympic Industries Limited will be held on Wednesday, December 24, 2014 at 10:00 AM at our 2nd biscuit factory premises at Lolati, P.S. Sonargaon, District...
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...professionals, it is unquestionable that the company wants to retain him. Promotion seems a natural choice to reward his achievements and encourage him to contribute more to the company. However, an immediate promotion may also put some negative impacts on the company’s culture and the effectiveness of the review process. After weighting the cons and pros, we decided that he should be given another year as a principal, to improve his communication and interpersonal skills, and then given another chance at the Managing Director promotion. It is well known that a strong and unified culture is one of the key values of Morgan Stanley, they are not willing to maximize the business at the expense of their culture, teamwork and the integrity of the process. Once Nasr promotes Rob at this time, it will deliver a wrong signal to his fellow colleagues that aggressive and crude attitude, or other problems he has are acceptable and could be compromised if it means getting the job done. Managing Directors are at the top of the pyramid and as such have to be the “standard bearers” for all of the junior staff. In the review process, Rob does show acknowledgement of this weakness, which is the first step towards improvement and demonstrates a work ethic in line with company policies. But this acknowledgement may be not specific; he has to receive detailed, benchmark-driven suggestions to improve his behavior by his direct supervisor. He should be given monthly guidelines and benchmarks to document...
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...OLDTOWN BERHAD (797771-M) OLDTOWN BERHAD (797771-M) (Incorporated in Malaysia) (Incorporated in Malaysia) The Board of Directors (“the Board”) of Oldtown Berhad (“the Company”) recognises the value of good governance and believes that a high standard of corporate governance will deliver long-term sustainable shareholder value. The Board is committed to ensure good corporate governance practices are applied throughout the Company and its subsidiaries (“the Group”). This Statement sets out the key aspects of how the Company has applied the Principles and Recommendations of the Malaysian Code on Corporate Governance 2012 (“MCCG 2012”) during the financial year ended 31 March 2014 and any non-observation of the Recommendations of MCCG 2012, including the reasons thereof, has been included in this Statement. Principle 1 – Establish Clear Roles and Responsibilities 1.1 Clear Functions of The Board and Management The Board leads the Group and plays a strategic role in overseeing the Group’s corporate objectives, directions and long term goals of the business. The Board is responsible for oversight and overall management of the Group. The Board Committees are established to assist the Board in discharging its responsibilities. The Board delegates specific responsibilities to three (3) principal Committees, namely the Audit Committee, the Nomination Committee and the Remuneration Committee. All committees have written terms of references and operating...
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...Toyota Organizational Structure In Toyota, the importance decisions have to come from Toyota Motor Corporation in Japan. From Chart-1 we can see that TMC has a three-tier executive system with executive vice president, chief officer (senior managing director) and managing officers responsible for group of affair(2) It's a design that put key decision making in the hands of executive in Japan and ultimately impaired its ability to prevent the now-burgeoning safety problems before they reached the crisis state(3) We can explain Toyota Organization as follow; 1) Centralization is a degree to which decision makings take place at upper levels of the organization. In Toyota, the executives at the top of the hierarchy retain the authority to make importance decision 2) Departmentalization Toyota uses many kind of departmentalization to group the job tasks. There are - Functional Departmentalization Grouping activities by functions performed such as in the TMC Structure, there are accounting, purchasing, corporate planning and quality department, etc. - Product Departmentalization Focuses attention on major product areas in the corporation. In TMC Structure, there are the Motor Sports Department, Lexus and Scion. - Geographic Departmentalization Grouping activities on the basis of geography or territory. Such as Japan Sales department and overseas department in Toyota. - Cross-functional teams are the team made up of various departments and that cross traditional department...
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...The proposal was duly considered important as Juices Ltd operated an apple and pear juice producing business and owned ore hands around Australia and the juice container manufacturing business can provide Juice Ltd’s juice containers to the customer who already falls under Juice Ltd’s target market. In order to broaden the domain of its business the proposal was put forward by Chen who is a non executive director of the company though all the board members were suppose to be present in the board meeting else one of the non executive director could non- attend the meeting as on the same day and time she met with an accident and broke her arms and unable to receive treatment from the emergency department of the local hospital. The company managing director Uma was authorized the chairman Jack to acquisition within 10 minutes. Though the company’s chief financial officers Isaacs financial report was presented on the impact of the acquisition but unfortunately he was forbidden to participate in the board meeting and gain or deliver any views in regards to the business proposals. Though it was decided in the meeting to approve the acquisition and signing up of the contract by Uma to look took over the business on behalf of Juice’s lacking was detected in wrong financial analysis of $48 million purchase price which was an improper and over channelization of company’s fund. Moreover it was also revealed that the board of directors was not aware of the fact that most of the shares newly...
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...Introduction Rob Thomas works for The Braid group as Managing Director for their Chicago office. He has been sensitive to the lack of diversity at the Braid group. As managing director he believes he should work towards remedying this situation. He is sure that he will be successful in garnering support from most of the senior partners in accomplishing this objective. However there are some other senior partners who, he believes, will be unwilling to support this change. Moreover the partners do not wish to dilute the criterion for selection process to the firm. Despite the fact that his company had done well under him but so far he had been unsuccessful in furthering his goals. The primary reason behind this appears to be the fact that Rob Thomas is over protective about his image in public and does not appear to be willing to compromise the same, even to attain his personal goal of bringing diversity to The Braid Group workforce. Objective • To access Rob Thomas’ leadership effectiveness. • To analyze whether or not it is possible to maintain one’s image and at the same time pursue one’s personal goals. Case Analysis Rob Thomas is a managing director at The Braid Group and heads their Chicago office. He is personally committed to the issue of workforce diversification and firmly believes that bringing workforce diversity at The Braid Group could be a possible way of attracting non-traditional clients. From the time he was appointed as head of the Chicago office...
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...Morgan Stanley: The 360 Performance Evaluation Process ▪ 1993: Morgan Stanley (MS) implements firmwide 360-degree evaluation process for over 2,000 professional employees at cost of over $1.5M. ▪ MS’s HR department is called Office of Development; Chief Development Officer is Tom DeLong The New System: ▪ Guiding Principle: 360-degree feedback solicited from: o Superiors o Peers o Subordinates o “Internal Clients” ▪ The Process: ▪ Professional Employees identify folks in Firm with whom they regularly interact. ▪ List of Prospective Evaluators (Evaluation Request Form or ERF) is reviewed by evaluatee’s manager. ▪ ERF submitted to Office of Development ▪ Office of Development distributes eval forms to the people on the ERF, collects complete evaluations and processes them into Year-end Packet for each evaluatee. ▪ Concurrently, each professional completes a self-evaluation ▪ Evaluation Criteria: ▪ A big challenge was deciding on criteria. 4 broad categories won out: • Market/Professional Skills (analytical skills, market knowledge) • Management and Leadership ...
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...services Founded 1996 Headquarters New York City, United States Key people Euan Rellie, Senior Managing Director Charles Maynard, Senior Managing Director Products Investment Banking Employees 70 (2012) Website www.bdallc.com Business Development Asia LLC, or BDA, is an investment banking firm that advises on cross-border M&A (mergers and acquisitions), distressed situations, private placements, capital raising, valuations and financial restructurings. The company provides advisory services on crossborder transactions involving Asia, including the Middle East, typically with transaction values between $20 million and $1 billion. The company is headquartered in New York with offices in Tokyo, Seoul, Shanghai, Beijing, Hong Kong, Mumbai, Bahrain, and London. BDA has seven partners and 70 full-time professional staff across its nine offices, supplemented by a team of senior advisors around the world. BDA advertises itself as the "leading independent pan-Asian M&A advisory firm". Contents [hide] 1 History 2 Awards and Recognition 3 Sector experience 4 References [edit]History BDA was founded by Euan Rellie and Charles Maynard in 1996. Andrew Huntley joined BDA as its third partner in 1998. The three of them still run the firm. BDA is headquartered in New York City, with eight further offices in Hong Kong, London, Mumbai, Seoul, Beijing, Shanghai, Tokyo and Bahrain. Managing Directors include Paul DiGiacomo, Jeffrey Wang, Mark Webster, and Jeff Acton. Each of these bankers...
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...CSP HOLDING BHD 9426-T MINUTES OF BOARD OF DIRECTORS’ MEETING Minutes of the CSP Holding Bhd meeting held at Bilik Seminar Bunga Raya, Level 10, Office Tower, No.3,Jalan Nagasari (Off Jalan Raja Chulan), 50200 Kuala Lumpur on Monday, 5th May 2014 at 9.00 a.m. Present : Y. Bhg. Tan Sri Wahid Jalil (Chairman) Y. Bhg. Dato’ Zahir Ahmad (Managing Director) Mr. Yeoh Wai Siaw (Non-independent Executive Director) Y. Bhg. Tan Sri Dato’ William Lim (Independent Non-Executive Director) Y. Bhg. Dato’ Hardi Yusof (Independent Non-Executive Director) Mr Heah Sieu Low (Independent Non-Executive Director) Dato Aisyah Syed (General Manager of CSP Fasteners’) Mr Azim Rahmat (General Manager of Maya CSP Sdn Bhd) Wong Kar Chun (Auditor) Ms Loh Ai Lin (Secretary) Apologies : Mr George Siong Chee Sook (Independent Non-Executive Director) CHAIRMAN FOR THE MEETING Tan Sri Wahid Jalil took his place and declares the meeting duly convened once the requisite quorum was present. DIRECTORS REPORT, AUDIT REPORT AND CONSIDERATION OF ANNUAL REPORT That the Audited report of the Company for the year ended 31 December 2013 together with the Reports of the Directors and Auditors thereon be hereby received and noted. DECLERATION OF DIVIDEND That there is no final dividend for year 2013 as recommended by the director is hereby approved. ELECTION OF DIRECTORS IN PLACE OF THOSE RETIRING It was resolved...
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...Lec 6: Ch 10 (the role of company directors and other officers and the means by which they are appointed and removed); main focus is on the directors * ‘officer’ and ‘director’ definition- s9, p200 (Morley v ASIC). * ‘director’- a) appointed director regardless of the name given to their position; b) not validly appointed director but acts in position or; c) not validly appointed but the directors of the company are accustomed to act in accordance with the person’s instructions and wishes; person in a) OR b) is de facto director, within c) is a shadow director * Statutory duties, including the duty to act with reasonable care and diligence and the duty to act in the best interests of the company * Statutory requirement for all companies to have at least one director; PTY company must have at least one, with one ordinarily residing in Australia (s201A(1)); public companies must have at least 3, with at least 2 in Aus (s201A(2)) * Directors’ role: manage or supervise the management; for companies that rely on the replaceable rules as their internal governance rules, s198A provides that “the business of a company is to be managed by or under the direction of the directors’” * Company secretary: public companies must have at least one company secretary (s204A(2)) be 18yo and have at least one residing in Aus; PTY company may have one but is not required to appoint one (s204A(1)); secretary is appointed by directors; responsibilities include record-keeping...
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