...and subsequently becomes supplanted. To figure out, a characteristic study of 2 fads, old and recent has been conducted that details performance trajectory. MBO – Management by Objective – first outlined by Peter Drucker in his book “The Practice of Management” became popular in the 1970’s and 1980’s. The process outlines setting objectives for the employees so as to get involved in their tasks; achieve targets and deliver the level best performance in a given time frame. MBO received a boost when it was declared to be an integral part of ‘The HP Way’, the widely acclaimed management style of Hewlett-Packard. At every level within Hewlett-Packard, managers had to develop objectives and integrate them with those of other managers and of the company as a whole. This was done by producing written plans showing what people needed to achieve if they were to reach those objectives. The plans were then shared with others in the corporation and coordinated. The widespread adoption and popularity of MBO was because it was antonymous of ‘management by control’ – an autocratic and military style controlled system of management. MBO urged the planning process to be delegated to all the members of the organization instead of the handful of high-level corporate executives. One of the founders of Hewlett-Packard, Bill Packard, credited MBO as the most successful operating policy for the company and expanded the policy to all its other...
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...It is an objective-oriented philosophy, where each constituency can share the same principles and work toward a common goal. The primary values of the HP Way are trust and respect for individuals; high level of achievement and contribution; conducting business with uncompromising integrity; common objectives through teamwork; innovation and flexibility. The company’s founder put focus not only on to make creative products but also to create supportive corporate culture. The Company has many personnel policies and internal structures which support these values and each policy complement and support each other. The activities of HP employees are guided by a comprehensive system of management by objectives (MBO). The greatest advantage of MBO is that objectives are goals, not specific tasks handed out by management. Goals can be achieved in multiple ways and it is expected from employees to find their own best ways to meet these goals. Job autonomy encourages creativity in the workplace and increase the sense of accountability to employees. From the beginning HP instituted participative management style to foster teamwork, trust, openness and cooperation. Teamwork is practiced within divisions between R & D, manufacturing, marketing, and finance. Through participative decision-making HP is able to support the involvement and closeness of all departments through effective cooperation within organizations, even as it has grown into a big enterprise...
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...Introduction Bill Hewlett and Dave Packard graduated in electrical engineering from Stanford University in 1935. The company established by Hewlett and Packard in Packard’s garage with an initial capital investment of US$538 during a fellowship in 1939. Hewlett Packard Company commonly referred as ‘HP’. HP product lines include personal computing devices, enterprise servers, related storage devices and diverse range of printers and imaging products. HP Company has been described as one of the most successful companies of the 20th Century. The reason why this company was so successful over such a long period of time may well lie in the management of its corporate culture ‘The HP Way’. The HP Way reflects the personal core values of Bill Hewlett and David Packard, and the translation of those values into a comprehensive set of operating practices, cultural norms, and business strategies (Collins, 2005). However, since the late 1990s, the company has been experiencing a new and different culture is emerging, ‘The New HP Way’. Today, many companies take the tenets of the HP way almost for granted but when first formulated, they were visionary. This report would briefly outline ‘The HP Way’ and ‘The New HP Way’ organisations which is a balance between profits for the owners and shareholders of the company and the rights, job security and working conditions of its employees. * Organisational Behaviour Effective communication & Leadership Behaviour The HP’s way of communicating...
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...Human Resources at Hewlett-Packard (A) “The HP Way“ was a concept based on the belief and core values of Hewlett and Packard , and, the translation of those values, into a comprehensive set of operating practices ,cultural norms and business strategies.(Jim Collins) The core values of the company indicate its stand, by trusting and respecting its employees. HP followed the “best fit perspective” by ensuring that the people they hire were highly capable, diverse and innovative and that their contributions were recognized. The work culture stimulated innovation and encouraged them to upgrade their skills and capabilities through ongoing training and development processes. The company made them realize that goals could be achieved only by teamwork and cooperation. However, it also ensured that each individual gets proper space to excel in their own areas of operation. For engendering such a culture, HP created a few novel HR policies which were perhaps implemented, for the first time in the industrial world. HP created flexi time, quality cycles, Friday afternoon concept, walk around management, freedom of input and the like. HP emphasized on the way things were done, not only to what was accomplished. The primary values of the company were, trust and respect for individuals, high level of achievement and contribution, achieving common objectives through teamwork, meaningful innovation and uncompromising integrity. Here, we may be intrigued, as to, why a company should initiate...
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...I will be conducting a critique of the assigned reading articles in Module Five. I will begin by explaining the relationship between organizational behavior and human behaviors. I will then analyze how specific organizational designs can elicit predictable attitudes and motivations. Lastly, I will propose an answer to whether it is possible to generalize and say that a certain structure is better than others. Defining the Issue An organization’s structure plays a large role in how things will get accomplished by employees within the structure. “The process of design must be complementary with the objectives. This means the design and implementation process is critical.” (Smith, n.d.) If you want flexibility, responsibility, etc. then these elements must be involved in the design of the organization’s structure. “We do not get participative highly effective organizations by fiat.” (Smith, n.d.) There are many positive and negative effects that a structure can have depending on how it is implemented in an organization. “Task and organization design has to be oriented toward improving both the technical and the human components of the organization. The process of design must address the need for variation and meaning in work. It has to take into account the needs for continuous learning, involvement in decision-making, help and support between colleagues, and meaningful relationship between work and outside society, a desirable future.” (Smith, n.d.) The key to any...
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...Organizational Change HP founders put value not only on making creative products but also on creating a friendly corporate culture. These beliefs became the foundation of the "HP Way." The "HP Way" is to earn the trust and loyalty of others; give respect for individuals and their responsibilities; and create an environment that both celebrates individualism and supports teamwork. From the managers, it required sharing corporate objectives and helping the employees to understand their roles and responsibilities. The employees were taught to pursue corporate goals through open communication. The HP Way is an objective-oriented philosophy, in which each constituency can share the same values and work toward same goal. First and foremost, the HP way inspires entrepreneurship among the employees. They are encouraged to challenge themselves and be innovative. Second, the company shares the profit and employees get rewarded according to their performance. Third, communication and teamwork are the core values of the company. Fourth, the management trusts employees and fosters a cooperative organizational culture. In this respect, one of the most important characteristics of the HP Way is the trust in the organization. Even if trust is an intangible asset for company, it would be the strongest competitiveness compared to other company’s which can be differentiated from other company’s since trust is based on personal affection. The HP Way is clearly different from typical western management...
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...Quality function deployment Quality function deployment (QFD) is a “method to transform user demands into design quality, to deploy the functions forming quality, and to deploy methods for achieving the design quality into subsystems and component parts, and ultimately to specific elements of the manufacturing process.”,as described by Dr. Yoji Akao, who originally developed QFD in Japan in 1966, when the author combined his work in quality assurance and quality control points with function deployment used in value engineering. QFD is designed to help planners focus on characteristics of a new or existing product or service from the viewpoints of market segments, company, or technology-development needs. The technique yields charts and matrices. QFD helps transform customer needs (the voice of the customer [VOC]) into engineering characteristics (and appropriate test methods) for a product or service, prioritizing each product or service characteristic while simultaneously setting development targets for product or service. Areas of application QFD is applied in a wide variety of services, consumer products, military needs , and emerging technology products. The technique is also used to identify and document competitive marketing strategies and tactics (see example QFD House of Quality for Enterprise Product Development, at right). QFD is considered a key practice of Design for Six Sigma (DFSS - as seen in the referenced roadmap). It is also included in the new ISO 9000:2000...
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...Every organization has its own unique culture and it distinguishes the organization from other organizations. The organizational culture is changed, managed or manipulated based on the values and vision of the top management or the core people who build and/or control that organization. The founders hire those who share the same vision as them and the new comers learn the norms and values of the organization. It is possible that, in due course of time, the members of the organization, particularly the top management, will attempt to modify and influence the organizational culture to fit their own values and needs or changing marketplace conditions. This can lead to changes in the decision-making processes and management styles. Hewlett Packard Hewlett-Packard’s growth and success over the years has been due in large part to its organizational culture. HP has always worked hard to ensure that its corporate culture is imbibed in all the employees of the company through special training efforts and extensive communication. HP’s organizational culture or ‘The HP Way’ emphasizes upon respect for others, a sense of community, and plain hard work.[1] According to Bill and Dave, the owners of HP, it is important to communicate the objectives clearly to the employees and give them flexibility to achieve their goals in their own way. This is in sync with the...
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...Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments.[1] It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders. Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field of Organization Studies. In the field of business administration it is useful to talk about "strategic alignment" between the organization and its environment or "strategic consistency." According to Arieu (2007), "there is strategic consistency when the actions of an organization are consistent with the expectations of management, and these in turn are with the market and the context." Strategic management includes not only the management team but can...
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...Organizational Development Q1. Define OD and enlist its important characteristics. Ans. The literature contains several definitions of OD, to quote a few: • OD is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organization so they can better adopt new technologies, markets and challenges, and the dizzying rate of change itself ( Bennis, 1969). • OD is planned process of change in an organization’s culture through the utilization of behavioral science, technology, research and theory. ( Burke 1982) • Organizational Development is an effort (1)planned,(2) organizational wide, (3) managed from the top, (4) to increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge. (Beckhard,1969) Let us examine this definition: 1. It is a planned change effort. An OD program involves a systematic diagnosis of the organization, the development of strategic plan for improvement, and the mobilization of resources to carry out the effort. 2. It involves the total system. An organization development effort is related to a total organization change in the culture and the reward system or the total managerial strategy. 3. It is managed from the top. In an OD effort the top management of the system has personal investment in the program and it’s outcomes. They actively participates in the management...
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...Organizational Development Q1. Define OD and enlist its important characteristics. Ans. The literature contains several definitions of OD, to quote a few: • OD is a response to change, a complex educational strategy intended to change the beliefs, attitudes, values and structure of organization so they can better adopt new technologies, markets and challenges, and the dizzying rate of change itself ( Bennis, 1969). • OD is planned process of change in an organization’s culture through the utilization of behavioral science, technology, research and theory. ( Burke 1982) • Organizational Development is an effort (1)planned,(2) organizational wide, (3) managed from the top, (4) to increase organization effectiveness and health through (5) planned interventions in the organization’s processes, using behavioral science knowledge. (Beckhard,1969) Let us examine this definition: 1. It is a planned change effort. An OD program involves a systematic diagnosis of the organization, the development of strategic plan for improvement, and the mobilization of resources to carry out the effort. 2. It involves the total system. An organization development effort is related to a total organization change in the culture and the reward system or the total managerial strategy. 3. It is managed from the top. In an OD effort the top management of the system has personal investment in the program and it’s outcomes. They actively participates...
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...Yin – Yang: How Management and Leadership Styles impact Business Innovation April 2013 Houston, TX Lin Giralt • Introduction: Our conceptual framework • Engage: Review of Management Theories and Leadership Styles • Energize: How Companies Innovate • Empower: Some Ideas and How to Apply Them Lambda International Consultants.LLC + York Career Development, Inc. Agenda 2 OUR CONCEPTUAL FRAMEWORK Lambda International Consultants.LLC + York Career Development, Inc. Introduction 3 YIN YANG AND TAOIST THOUGHT 4 Lambda International Consultants.LLC + York Career Development, Inc. • Taoist concept, two complementary forces that make up all aspects and phenomena of life • Yin is a symbol of earth, femaleness, darkness, passivity/reflection and absorption • Yang is conceived of as heaven, maleness, light, activity, and penetration • There are a series of five elements that form the cosmos according to Taoist philosophy Lambda International Consultants.LLC + York Career Development, Inc. Yin – Yang: the concept 5 http://www.britannica.com/EBchecked/topic/653297/yinyang • Business Cycle – Dynamic Situation – Innovation is key to survival and growth • Complementary properties are important in evaluating innovations • Competition – Checks and Balances; new products vs. old • Broad spectrum of competing alternatives when selecting candidates for Innovation • When to be guided by one concept, the other, or...
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...A Blueprint for Corporate Governance Fred R. Kaen AMACOM AMERICAN MANAGEMENT ASSOCIATION A Blueprint for Corporate Governance This Page Intentionally Left Blank A Blueprint for Corporate Governance Strategy, Accountability, and the Preservation of Shareholder Value Fred R. Kaen American Management Association New York • Atlanta • Brussels • Buenos Aires • Chicago • London • Mexico City San Francisco • Shanghai • Tokyo • Toronto • Washington, D. C. Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Kaen, Fred R. A blueprint for corporate governance : strategy, accountability, and the preservation of shareholder value / Fred R. Kaen. p. cm. Includes bibliographical references and index. ISBN 0-8144-0586-X 1. Corporate governance. 2. Corporate governance—United...
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...SCHOOL OF ACCOUNTANCY COLLEGE OF BUSINESS BKAM3033 ADVANCED MANAGEMENT ACCOUNTING SECOND SEMESTER 2014/2015 (A142) GROUP E GROUP PROJECT TITLE: HUMAN RESOURCE ACTIVITIES IN UNIUTAMA PROPERTY SDN BHD (UPSB) PREPARED FOR: DR HASNAN AHMED PREPARED BY: NAME | MATRIC NO. | MOHAMAD AMIRUL BIN AHMAD ROSLAN | 222191 | SUBITHA VELAYUTHAM | 225322 | LEONG CHAI HUA | 226152 | YEOH CHOOI CHYI | 226156 | POOGANESWARY KESAVAN | 226298 | SUBMISSION DATE: 5TH MAY 2015 Table of Contents 1.0 Introduction 1 2.0 Literature Review 2 2.1 Gaining Competitive Advantage Through Human Resources Management Practice 2 2.2 Human Resources Development: Performance Is The Key 4 2.3 An Intellectual Capital Perspective of Human Resource Strategies and Practices 5 2.4 Influence of Supervisory Feedback on Goal Orientation of Employees 8 2.5 Human Resources Now More Than Personnel 10 2.6 New Developments in Employee Training 12 2.7 Managing Human Capital in a Privately Owned Public Hotel Chain 14 2.8 Strategic Human Resources Management: Where Do We Go From Here? 16 2.9 Motivation of the Human Resources for a Sustainable Organizational Development 18 2.10 The Effect of Human Resource Management Practice on Corporate Perfomance: A study of Graphic Communications Group Limited 19 3.0 Objective of the Study 20 4.0 Methodology 21 5.0 Findings 22 5.1 Recruitment 22 5.2 Job Training 24 5.3 Privileges and Rewards 26 5.4 Employee...
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...INDIAN INSTITUTE OF BUSINESS MANAGEMENT A Project report on Implementation for Supply Chain Management & Improvement on Pro-connect Supply Chain Limited SUBMITTED BY KULAMANI ROUT REGNO- 521148659 A PROJECT REPORT SUBMITTED FOR PATRTIAL FULFILLMENT OF AWARD OF DEGREE OF MBA TO SIKKIM MANIPAL UNIVERSITY [pic] INDIAN INSTITUTE OF BUSINESS MANAGEMENT OF HEALTH, MEDICAL & TECHNOLOGICAL SIENCES Distance Education Wing Syndicate House, Manipal – 576 119 [pic] CERTIFICATE Office of the CENTER-HEAD Ref. No: GB/SCM-214B-LN-09 It is to certify that KULAMANI ROUT a student of Sikkim-Manipal University has completed the project entitled A PROJECT REPORT ON SUPPLY CHAIN MANAGEMENT & IMPLEMENTATION OF REDINGTON INDIA LIMITED as project work for Final Semester towards the partial fulfilment of the Requirement for the award of the MBA during Jul-2013. During his project work he has sincere and hardworking. In my opinion this work fulfils the requirement for which it has been submitted. I wish him best wishes for the better future in management. Surendra Kumar Sahoo Place: Bhubaneswar CENTER-HEAD Date: 22.05.2013 ...
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