...volume of trade, and the rate of growth are far greater than in any previous phase’ (Stark, 2005). ‘Inevitably globalization is having a huge impact on the role, nature, and purpose of HRD in organizations of all sizes and sectors across the world’ (2009, David Mankin), Globalization is the characteristic of New Economy, it provide a broader opportunities to new economy development. As an organization, employers must consider a strategic process to compete with other competitors and survive under globalization underground. Organisation need ever-improving performance to survive and prosper in today’s competitive world: individual and organisational performance improvements are the keys to competitive advantages. (Raymond J.Stone 2008). A formal planning procedure and a right position in the competitive arena have been seen as the main strategic concerns of the top management. (Mikko Luoma, 2000). With the time passed from the early days of strategic management, there are some evolution has taken place in strategy (Mikko Luoma, 2000). As David Mankin mentioned in his book ‘strategy is often described as a process involving a series of steps or phases involving: analysis and planning, implementation; review. ‘(David Mankin 2009). As a central source of competitive advantage, HRD was defined as a set of intentional activities that increase a person’s skill, abilities, and/or knowledge, and direct them for a company’s benefit.(Luoma, 2000). A strategic approach to...
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...BUSM 4041 Case Study: IDEO Consulting ‘Culture drives creativity’ Angus Beattie S3365681 Executive summary Most of us are creative however it is often suppressed at an early age. The realisation that we are born creative; can take action to change our current ways of thinking; apply tools and concepts from design thinking to assist us in our quest; and accept that failure is acceptable, should enable most people and organisations to be more creative and therefore more innovative. In today’s hyper-connected and competitive business environment, organisations need to innovate or perish as creativity is today’s competitive advantage. Firms like IDEO have become successful in assisting businesses innovate through harnessing the power of design thinking which centres on empathy, ideation, proto-typing and testing. Creativity and innovation need to be driven at all levels of the organisation and businesses can easily look to adopt some of the practices of design thinking to gain this competitive advantage. The award winning design firm IDEO exemplifies an organisation with a unique culture with a strong bias towards creativity and innovation and presents a role model for businesses wanting to learn how they can become more creative themselves. Contents Executive summary 2 Creativity is competitive advantage 4 IDEO & Design Thinking 5 Culture as a driver of creativity 7 Creativity for all? 9 References 11 Creativity is competitive advantage ...
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...Development of Bain & Company July 2, 2012 Organizational Development of Bain & Company Bain & Co. Inc. (“Bain”) is a consulting corporation, established by Bill Bain and six former professionals from Boston Consulting Group (BCG) in 1973 to develop a strategy implementation that was markedly different from industry norms (Ormiston, 1990). According to Bill Bain, there were four problems he wanted to fix in the traditional consulting process specifically 1) short-term duration of projects with the report seen as the end product; 2) recommendations not supported by relevant data; 3) no follow-through on given recommendations and 4) performance metrics (i.e., Results of the recommendations) were mostly internal (peer reviews) not independent measures (Ormiston, 1990). Bain`s approach was to make a commitment to one company per sector/industry – refusing to work for competitors. In the 1990s, this strategy aided Bain in developing a deeper level of involvement with a limited number of clients. Sometimes, a customer had as many as fifty professionals working on all aspects of the business analysis (Harvard Business School Journal, 1990, pp. 95-96). The company de-emphasized the hype around the ‘report’, focusing instead on helping the client successfully execute policy recommendations. The results of these recommendations are judged by independent matrices such as the growth (or decline) of client`s stock prices when compared to industry indices (Ormiston...
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...company is usually defined keeping business environment and vision in focus. The challenge arises when a company makes a transition to a new business model keeping in view the long term sustainability. The paper explains that there are primarily five major categories of organizational structures, out of which almost all the time one is adopted by a company. We cannot ignore the fact that traditional organizational structures manage the daily activities of running a company well. But with the business getting more and more dynamic, the challenge for a company lies in being flexible and innovative with these conventional structures in place. In this paper we drew inspiration from the award-winning article “Accelerate!” in Harvard Business Review, from global leadership expert John Kotter and came to the conclusion that the existing structures and processed that form the organizations - ” Operating System” need additional elements to overcome the challenges produced by mounting complexity. The solution lies in the implementing a second Operating System with a focus on continuous redefinition of strategy to keep up with market changes. The approach to have second structure emanates out of the idea that an effective organizational structure needs flexibility as essentially as stability. The paper concludes with implementation of the second network like structure. The complete process of implementation is delineated into eight steps called Accelerators. Organizational Structures...
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...» THE HIGH-PERFORMANCE ORGANIZATION 64 HARVARD BUSINESS REVIEW Companies typically realize only about 60% of their strategies' potential value because of defects and breakdowns in planning and execution. By strictly following seven simple rules, you can get a lot more than that. TURNING GREAT STRATEGY INTO GREAT PERFORMANCE by Michael C. Mankins and Richard Steele hree years ago, the leadership team at a major man- ufacturer spent months developing a new strategy for its European business. Over the prior half-decade, six new competitors had entered the market, each deploying the latest in low-cost manufacturing technology and slashing prices to gain market share. The performance of the European unit - once the crown jewel of the company's portfolio-had deteriorated to the point that top management was seriously considering divesting it. To turn around the operation, the unit's leadership team had recommended a hold new "solutions strategy"-one that would leverage the business's installed base to fuel growth in after-market services and equipment financing. The financial forecasts were exciting-the strategy promised to restore the business's industry-leading returns and growth. Impressed, top management quickly approved JULY-AUGUST 2005 65 » THE HIGH-PERFORMANCE ORGANIZATION Chemical, 3M, and Roche, to name a few-develop realistic plans that are solidly grounded in the underlying economics of their markets and then use the plans to drive execution...
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...http://www.easy-strategy.com/strategy-gurus.html Home Sitemap Contact Us Articles Speaker Seminars Consulting Negotiation War Room Osama El-Kadi Easy Strategy Videos Stories Gurus 36 Strategies Art of War News Build a Site My Books History Management & Strategy Gurus and Masters The complete A to Z Guide ABCDEFGHIJKLMNOPQRSTUVWXYZ A point of clarification before you start your journey with the gurus and masters: a Guru is a person who is very knowledgeable and teaches a particular strategy. A Master is a practitioner of the art of strategy in life and in business. Management & Strategy Gurus Main Guru's Index ABCDEFGHIJKLMNOPQRSTUVWXYZ 1 of 41 9/21/2014 3:38 PM http://www.easy-strategy.com/strategy-gurus.html Military Gurus Blog Ask me! Newsletter Clients Privacy Policy Motivational [?]Subscribe To This Site A Igor Ansoff Igor Ansoff The father of Strategic management Igor Ansoff (1918-July 14, 2002) was an applied mathematician and business manager. He is known as the father of Strategic management. He was a distinguished professor at United States International University (now Alliant International University) for 17 years, where several institutes continue his work in strategic management research. Igor was recognized worldwide as the Pioneer and Father of Strategic Management. He was the first management strategy guru to recognize the need for strategic planning for firms operating in the increasingly complex and turbulent environment. ...
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...Recommendation 10 4.1 Accept redeployment 10 4.2 Accept secondment 10 4.3 Accept flexible working 11 Reference List 13 Appendix 15 1. Introduction Standfast Insurance is to encounter a 25 million pounds budget deficit in the coming 5 years as a result of diminished market share. Apart from the budget deficit, the company is to encounter other challenges including the need to address rises in demand from customers. Therefore, in order to tackle the external and other influences, Standfast Insurance needs to come up with appropriate strategies. The company intends to improve quality and concurrently evade redundancy using a variety of strategies including redeployment, secondment and flexible working. This paper will start with literature review on redeployment, secondment and flexible working, after that it will give recommendations accompanied by examples of other companies. 2. Different measures of analysis and comparison 2.1 Redeployment The company will also conduct employee redeployment, an activity whereby workers are moved from one working environment to another. The reasons for reassignment will be to increase efficiency, to reduce costs or for the purposes of trainings to build...
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...Module Booklet Course:EDEXCEL BTEC Group: Ed excel HND Group Module:Unit 23 –Human Resources Development Module type: Optional Module Code:J/601/1269 Module Credit: 15 Teaching Period: (15+6 weeks) QCF Level: 5 Contact Hours: (21*3 = 63) Lecturers: 15 weeks Assignment Support: 3 week Feedback and assessment: 3 weeks Module leader: Mr Peter Emelone Lecturer: Magdalena Wronska Start date:29/09/14 Day: Tuesday / Thursday Time: 10.00-13.00 / 14.00-17.00 Term:Spring Term CONTENTS 1. INTRODUCTION, AIMS AND OBJECTIVES 2. MODULE OUTLINE AND TEACHING METHODS 3. READING AND COURSE PREPRATION 4. LECTURE WITH DETAILED COURSE PROGRAMME AND OBJECTIVES 5. ASSESSMENT DETAILS 6. INTRODUCTION Human resource development contributes to the overall success of an organisation through providing learning, development and training opportunities to improve individual, team and organisational performance. Training and development affects everyone in the organisation and it is appropriate at every level from office junior to senior executive. Learning is complex and this unit explores the related theories and their contribution to the process of transferring learning to the workplace. It is important; therefore, for learners to appreciate that all staff should be encouraged to develop their skills and knowledge to achieve their potential and. in doing so, enable the organisation to meet its strategic objectives. Learners need to appreciate that successful organisations...
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...Collaborate with Your Competitors—and Win 20/11/14 1:07 pm Welcome to the new HBR.org. Here’s what’s new. Here’s an FAQ. COMPETITION Collaborate with Your Competitors—and Win by Gary Hamel, Yves Doz, and C.K. Prahalad FROM THE JANUARY 1989 ISSUE C ollaboration between competitors is in fashion. General Motors and Toyota assemble automobiles, Siemens and Philips develop semiconductors, Canon supplies photocopiers to Kodak, France’s Thomson and Japan’s JVC manufacture videocassette recorders. But the spread of what we call “competitive collaboration”—joint ventures, outsourcing agreements, product licensings, cooperative research—has triggered unease about the long-term consequences. A strategic alliance can strengthen both companies against outsiders even as it weakens one partner vis-à-vis the other. In particular, alliances between Asian companies and Western rivals seem to work against the Western partner. Cooperation becomes a low-cost route for new competitors to gain technology and market access.1 Yet the case for collaboration is stronger than ever. It takes so much money to develop new products and to penetrate new markets that few companies can go it alone in every situation. ICL, the British computer company, could not have developed its current generation of mainframes without Fujitsu. Motorola needs Toshiba’s distribution capacity to break into the Japanese semiconductor market. Time is another critical factor. Alliances can provide...
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...Abstract Literature relating to business culture focuses on a regional view rather than a situational one. Business habits are considered to be driven by local culture. The researcher was motivated to question this assumption by considering the attitudes of business managers in starkly different environments but similar business constraints. Does a mid-sized business in USA think very differently from a mid-sized business in a developing country? Are the process and human resource management orientations similar or different? Developing countries are rife with low infrastructure capability, lack of government support and competitive market while developed countries can lobby for support in their bid to capture large markets. A democratic business owner in a fundamental environment will bow down to local needs at the time of recruitment but allow freedom within the workplace for ideas to flow. By the same token, a highly democratic country may have businesses that demand blind faith in the management among the employees. The researcher proceeded to conduct a survey of similar sized firms operating in USA and Iran. One country stands for freedom of expression while the other is known for religious fundamental beliefs. A survey of managers was carried out in a bid to understand attitudes with respect to strategy, communication, technology and human resource management. The finding was that while local culture creates a certain competitive environment, the running...
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...around the world. The paper is studied with respect to the most important related departments of a business marketing finction: services, human resources and finance. Furthermore, the case study of another retail business giant apple is studies to conclude about the research and findings. The structure of report includes discussion about the problem in martketing and analysis. The proposed solutions to the research post findings is also included in the thesis. Previous study for marketing research about Apple is also include in the report to conclude the research. Table of Contents Chapter 1. Introduction 1 1.1. Background 2 1.2. Research Question 4 Chapter 2 Case Brief 5 2.1. Resume of the case 5 2.2. Relevance of the case 6 Chapter 3 Research insight 7 3.1. Problem statement and plan of analysis 7 3.2. Literature review 8 3. 3. Research discussion 12 3.3. 1. Research plan 12 3.3.2. Research design 12 3.3.3. Research methodology 13 3.3. 4. Data...
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...Internship Report: HRMP in Standard Chartered Bank Abstract According to the universalistic perspective, organizations from different sectors, across industries, and through different time periods should use a series of select human resource management practices (HRMP). The main principle of this paper is to investgate whether i there is any relationship between HRMPs and organizational performance, regarding Standard Chartered Bank in Bangladesh. This study aims to investigate the relationship of training, employee participation, and selection with perceived organiz ational performance in the context of Standard Chartered Bank in Bangladesh. This study is co -relational in nature and it will examine the correlation among these variables. A single set of sample will be considered for this study and that will be the employees of Standard Chartered Bank. A set of structured questionnaire will be distributed among 200 respondents. Regression analysis will be conducted for the purpose of data analysis. -1- Internship Report: HRMP in Standard Chartered Bank Origin of the Report The BBA internship program is a mandatory requirement for the students who are graduating from the BBA program under the School of Business of North South University, Bangladesh. In the internship program, I was attached to a host organization named µStandard Chartered Bank¶ for 12 weeks. During this period I learned how the host organization works with the help of the internal supervisor....
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...HUMAN RESOURCE DEVELOPMENT PRACTICES: ENHANCING EMPLOYEES’ SATISFACTION ETHIOPIAN A CASE STUDY OF ETHIOPIAN ELECTRIC POWER CORPORATION A PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS AND PUBIC ADMINSTRATION OF ADDIS ABABA UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ART IN BUSINESS ADMINISTRATION By DESALEGN AMLAKU ADVISOR ATO TESHOME BEKELE ADDIS ABABA UNIVERSITY SCHOOL OF BUSINESS AND PUBLIC ADMINISTRATION MBAMBA-PROGRAM June 2010 ADDIS ABABA UNIVERSITY SCHOOL OF BUSINESS AND PUBLIC ADMINISTRATION MBAMBA-PROGRAM TO A PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS AND PUBIC ADMINSTRATION OF ADDIS ABABA UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER OF ADMINISTRATION ART IN BUSINESS ADMINISTRATION By DESALEGN AMLAKU GUGISSA GSR /1996/01 ADVISOR ATO TESHOME BEKELE June 2010 ADDIS ABABA UNIVERSITY SCHOOL OF BUSINESS AND PUBLIC ADMISTRATION MBAMBA- PROGRAM HUMAN RESOURCE DEVELOPMENT PRACTICES: ENHANCING EMPLOYEES’ SATISFACTION STU TUDY CORPORATION A CASE STUDY OF ETHIOPIAN ELECTRIC POWER CORPORATION (EEPCo) By Desalegn Amlaku Gugissa GSR/ 1996/01 Approved by the Board of Examiners: ______________________ ___________________ __________________ Advisor Signature Date ______________________ ___________________ __________________ Examiner Signature Date ______________________ ___________________ __________________ Examiner Signature Date Declaration I hereby declare that this project is my original work...
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...CONTENTS 1 Introduction to Southwest Airlines 3 1.1 Overview 3 1.1.1 History 3 1.1.2 Southwest Airlines’ offerings 4 1.2 Reasons for choosing Southwest Airlines as a case study on HR practices 5 2 Literature review 5 2.1 HR strategies 5 2.2 Training and development 7 2.3 Compensation 8 2.3.1 Financial compensation 8 2.3.2 Non-financial compensation 10 3 Human resource practices in Southwest Airlines 11 3.1 Human resource strategies in Southwest Airlines 11 3.1.1 Southwest Airlines Strategies 11 3.1.2 Role of HR Strategies in implementing Southwest Airlines’ strategies 12 3.1.3 Southwest Airlines human resources strategies and tactics 14 3.2 Training and development in Southwest Airlines 20 3.2.1 Southwest offer the employees the freedom to learn and grow 20 3.2.2 Safety and security training and outreach 21 3.2.3 Environmental and sustainability training 22 3.2.4 Diversity and inclusion education and outreach 23 3.2.5 University for people - leadership 23 3.3 Southwest Airlines’ Compensation and Benefits for People 27 3.3.1 The Freedom to Travel 28 3.3.2 The Freedom to create Financial Security 29 3.3.3 The Freedom to pursue Great Health 30 3.3.4 The Freedom to Learn and Grow 32 3.3.5 The Freedom to Work and Have Fun 33 3.3.6 Employee Recognition Programs 34 3.3.7 Distributed Leadership 35 CONCLUSION 37 REFERENCE 38 Introduction to Southwest Airlines Overview History Southwest Air...
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...Fundamentals of human resource management African Studies Centre / University of Groningen / Mzumbe University African Public Administration and Management series, vol. 2 Fundamentals of human resource management Emerging experiences from Africa Josephat Stephen Itika Published by: African Studies Centre P.O. Box 9555 2300 RB Leiden asc@ascleiden.nl www.ascleiden.nl Cover design: Heike Slingerland Photos: Evans Mathias Kautipe Printed by Ipskamp Drukkers, Enschede ISSN 2211-8284 ISBN 978-90-5448-108-9 © University of Groningen / Mzumbe University, 2011 To all those who believe that African countries, organisations and people have a contribution to make in the meaningful adaptation and application of Eurocentric concepts, theories, assumptions, principles, techniques and practices and in anticipation that such contributions will liberate African managers from mismanagement and inefficiencies. Preface This book is not just one of the many introductions to Human Resource Management that are published, year after year, for use in HRM classes. Authors of those introductions face many challenges, such as the need to produce something that is both theoretically sound and practically valuable, or to find a way to integrate discussions on a variety of topics into one comprehensible teaching tool. The author of this book took up those challenges by, on the one hand, closely following the conventions that HRM scholars all over the world adhere to with regards to the demarcation...
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