...Robert Gordon University Aberdeen Business School Contemporary HRM 1007520 International Tourism Management Year 3 Submission deadline: 3rd May 2013 Lecturers Responsible: Allison Abbott and Kirstine Collins Module Number: BS2104 Word Count: 2179 Executive summary The subject of this report is the ‘war for talent’ phenomenon and its implication on talent management practices. Its first section presents the aim and objectives and the utilised methods of research. In the second chapter called ‘What is talent’, various definitions from different angles are provided for a better understanding of the main topic of the report. The third chapter analyses the ‘war for talent’ concept with both pro and con academic arguments. The fourth section defines talent management as a mandatory ‘toolkit’ to fight the war for talent. In the first subsection a few definitions and talent management approaches are explained. This section is followed by two consecutive ones which define and analyse the notions of performance, and potential in relation with talent management. The fifth and final chapter expands the ‘war for talent’ concept on a global scale with the two subsections discussing the influence of globalisation on the talent war followed by a case study of Poland’s talent management issues in the global ‘war for talent’. In the end a conclusion is drawn followed by afferent references consulted in order to create the report. Table of contents Front cover ...
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...MBA GD Topics • Is India moving away from a secularist state? • Education in India - or the lack of it • What ails Indian sports? • The Age of Information • Is Philosophy just an armchair theory? • Success is all about human relations • Borderless worlds - Dream or reality? • Quality is a myth in India. • Education and success - Is there a correlation? • We don't learn from history, we repeat it • Do we need a global policeman • Indian villages - our strength or our weakness? • Agrarian Economy in India - boon or bane • if there were no armies in the world...... • Indian customs - are we in a time warp? • "How green was my valley........". Is nature paying the price ? • Management Education - Is it necessary to succeed in business • The role of NGOs in economics and politics • NGOs - Do they serve peoples interests or are they pressure groups? • Death of Socialism • Role of women in development • Kids today are not what they used to be • Casteless India - A pipe dream • Should Trade Unionism be banned in India • Repeated elections - Should taxpayers pay for it? • Indian bureaucracy - foundation strengths or colonial hangovers? • In India, the whole is less than the parts - Do we lack in team spirit? • Generation X - Drivers of our future or are they our lost souls? • Do we need a cut in the defence budget? • "Dot.com" companies...
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...MBA-525-MBOL2 Professional Development Dr. Bruce Hammond June 17, 2012 Abstract The managerial smorgasbord is riddled with a number of skill sets that could be deemed essential to effective management. The research suggests that the modern manger must be an effective communicator capable of delivering a clear and concise message to its intended recipient free of distortion. In addition, to effective communication, a good manager must be a strong motivator. Motivation demands that an effective manager has the skill to move an employee from point A to point B free of coercion or fear. These skill sets must be aligned within a framework of flexibility which is necessary to address a changing workforce demographics and and an adaptive workforce paradigm which is always shifting. Paper The general consensus is that effective managers must possess a series of skills that are fundamental to managerial successes and depending on applications; these skills will also determine a good manager from a not so successful candidate. The smorgasbord of skills set necessary for a successful manager is not universally agreed upon. For example, many observers of management practices gives heavy weight to technical expertise while detractors of this belief often points to the role of the Presidency of the United States as the ultimate managerial job that promotes on the job training above technical expertise. For the sake of this discussion...
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...-------- (m) Owing to the strong influences of family traditions, there is a tendency for Korean corporate leaders, especially founders, to manage on the basis of principles governing the family or clan system. In the traditional Korean family, the father is the unquestioned and respected head. He has almost absolute power to wield if he so wishes. The traditional Korean father also has full responsibility to feed the family and to decide the future of his children. One legacy of such a family tradition for business leadership in Korean companies is the strong authoritarian style of superiors in the managerial process. A top-down decision-making style is fairly typical among Korean companies. Usually, 80% of the authority lies in the upper management level, with middle or lower management having very limited authority. Authoritarian leadership has been a well-accepted managerial norm under the centralized structure of Korean companies. The passive attitude of the subordinates is further conducive to the authoritarian style. The traditional decision-making pummi style (proposal submitted for deliberations) was used more to diffuse responsibility than to reach consensus. Nevertheless, the authoritarian style is not despotic. Corporate leadership in Korean companies is also heavily influenced by a key value of Korean behavior, inhwa, which is defined as harmony. Inhwa emphasizes harmony in rank, power and prestige. Korean managers cherish good interpersonal relationships with...
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...HI 6005: Management and Organisations in a Global Environment Henry Foyal’s contribution to the management Presented by Archan Dhakal | FIR2632 | Surya Pokrel | POK2032 | Pariyar Binaya | TIA2125 | Fahad Iqbal | BCM2092 | Purvika Fofindiwala | PCC2292 | Executive Summary Henri Fayol, the father of the school of Systematic Management, was motivated to create a theoretical foundation for a managerial educational program based on his experience as a successful managing director of a mining company. In his day, managers had no formal training and he observed that the increasing complexity of organizations would require more professional management. Fayol's legacy is his generic Principles of Management. Of Fayol's six generic activities for industrial undertakings (technical, commercial, financial, security, accounting, managerial), the most important were The Five Functions of Management that focused on the key relationships between personnel and its management. Planning was referred as drawing up plans of actions that combine unity, continuity, flexibility and precision given the organization’s resources, type and significance of work and future trends. Creating a plan of action is the most difficult of the five tasks and requires the active participation of the entire organization. Planning must be coordinated on different levels and with different time horizons where as organizing was providing capital, personnel and raw materials for the day-to-day running...
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...Causes of Organizational Conflict by George N. Root III, Demand Media Managerial Expectations It is the job of an employee to meet the expectations of his manager, but if those expectations are misunderstood, conflict can arise. Managers need to spend time clearly communicating their goals to employees and then confirming those goals in writing. A manager should also encourage her employees to ask questions about their goals, and hold regular meetings to discuss the goals and how best to reach them. Breakdown in Communication If a department requires information from another department in order to do its job, and the second department does not respond to the request for information, a conflict can arise. Some interdepartmental disagreements might trigger a nonresponsive attitude that can quickly become an internal conflict. Another way of creating this sort of conflict is by giving a circular response such as an issue being perpetually "under review." When people or departments are late in responding to information requests, or they are withholding information on purpose, it is best to address the situation immediately with a personal meeting with both sides to resolve the situation. Related Reading: Organizational Structure & Conflict of Interest Misunderstanding the Information According to mediation expert Robert D. Benjamin, writing on Mediate.com, internal conflict can sometimes arise as the result of a simple misunderstanding. One person may misunderstand information...
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...Lovely Professional University,Punjab Format For Instruction Plan [for Courses with Lectures and Tutorials ] Course No. ECO111 Course Title: MICRO ECONOMICS L: 4 T: 1 P: 0 Cr: 5 Course Planner :- 13612 :: Chander Shekhar Dogra TextBook 1. Geetika, Ghosh Piyali, Purba Roy Choudhury, Managerial Economics, Tata McGraw Hill, New Delhi, 2008 Other Specific Books 2. 3. 4. Other Readings Ahuja, H.L,”Modern Microeconomics Theory and Applications,” Sultan Chand, 2008 Misra and Puri, Economic Environment of Business, 4th Edition, 2007. Samuelson, P.A. and W.D. Nordhaus (1998), Economics, Tata McGraw Hill, New Delhi 2008 Dominick Salvatore, Managerial Economics, Oxford University Press, Sixth Edition Sr. No. Jouranls atricles as compulsary readings (specific articles, Complete reference) 5 6 7 8 Competition and the cartel crusade, Alan Moran. Review - Institute of Public Affairs. Melbourne:Jan 2008. Vol. 59, Iss. 4, p. 57-59 Supply and Demand Irena Asmundson. Finance & Development. Washington:Jun 2010. Vol. 47, Iss. 2, p. 48-49 Impact of Anti dumping measures on Indian Industry by Swati Jain, Sudhir K. Jain, Decision, Vol 35, No 1, January-June, 2008, p 3. The New Global Opportunity by Michael Elliot, Fortune, July 5, 2010, Vol 162, No 1, Relevant Websites Sr. No. Web adress (only if relevant to the courses) Salient Features 9 10 11 www.ecommerce-guide.com www.bloomberg.co.uk www.mit.edu Excellent source of reference...
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...Frederick Taylor is often called the” father of scientific management” .Taylor believed that any organizations should study tasks and develop precise procedures. The classical scientific management branch arose because of the need to increase productivity and efficiency. Henry gantt, an associate of Taylor’s, developed the Gantt chart. This was a bar graph that measured, planned and finished work along each stage of the production. This was based on time instead of volume, weight or quantity. This visual display chart is an extensively used control and planning tool and has been utilised since its development in early nineteenth century. “Taylor’s scientific management principles and practices have had a profound impact on management ,industrial engineering and ,to a lesser extent ,industrial psychology .Many of Taylor’s foundational principles will continue to be valuable for centuries to come” (Taneja et al .2011) The central thesis of the paper ‘The Ideas of Frederick W. Taylor: An Evaluation’ refers to the idea of scientific management, also known as ‘Taylorism’. This theory can be defined as “an approach that involves using scientific methods to define the “one best way” for a job to be done” (management 6th edition,p46)...
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...Introduction of the relationship between leadership and ethics. First, leadership is a process that is not specifically a function of the person in charge. Leadership is a function of individual wills and individual needs, and the result of the dynamics of collective will organized to meet those various needs. Second, leadership is a process of adaption and of evolution; it is a process of dynamic exchange and the interchanges of value. Leadership is deviation from convention. Third, leadership is a process of energy, not structure. In this way, leadership is different from management-managers pursue stability, while leadership is all about change (Barker 2001, p.491). In organizational terms, as in life in general, ethics are beliefs about what is right or wrong, they provide a basis for judging the appropriateness of behavior and they guide people in their dealings with other individuals, groups and organizations, managers are witnessing to those right and wrongs. (Khar, Praveen & Aggarwal,2011; Hansen, 2011). As Wines (2008, p.484) commented: ‘At bedrock, those who profess ethics believe that human beings are autonomous moral actors capable of making meaningful choices’. 6Approaches to ethics tend to fall into one of two philosophical camps: the consequentialist (teleological) and the non-consequentialist (deontological) (Pettit2003; Harper et al, 1996). Consequentialists argue that ethical values are meaningless unless they are actively promoted. For consequentialists...
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...2. Men's Language (Excerpted from The Men's Bibliography: A comprehensive bibliography of writing on men, masculinities, gender, and sexualities, compiled by Michael Flood. 19th edition, 2008. Home URL: http://mensbiblio.xyonline.net/) a) Men and Language Note: Works on boys, literacy and language in education are listed under "Growing up Male" above. Coates, Jennifer. (2003). Men Talk: Stories in the making of masculinities. Malden, MA: Blackwell Publishers. 1. ‘We was Playing Naked Football the Other Night’: Introduction. 2. ‘Good Story!’: The Formal Characteristics of Male Narrative. 3. ‘So I Thought ‘Bollocks to it’: Men, Stories and Masculinities. 4. ‘Bad as My Mate’: Stories in Sequence. 5. ‘She’d Made Sardines in Aspic’: Women’s Stories, Men’s Stories and the Construction of Gender. 6. ‘I’m Quite Good at Mexican Food’: Men’s Narratives in Mixed Conversation. 7. ‘Still in Shock Weren’t You Darling’: Masculinity and the Heterosexual Couple. 8. ‘There are Problems’: Men’s Talk and Contemporary Masculinities. Cowburn, Malcolm. (2004). Men, masculinities and what men do: the relationship of critique and change (invited review essay). Sexualities, 7, 4 497-501. Edley, N. (2001a). Analysing masculinity: Interpretative repertoires, ideological dilemmas and subject positions. In M. Wetherell, S. Taylor & S. Yates. (eds.), Discourse as data: a guide for analysis (pp. 189-229). London: Sage Publications. Edley, N. (2001b). I. Conversation analysis, discursive psychology...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/1754-243X.htm Corporate governance theorising: limits, critics and alternatives Stephen Letza and James Kirkbride Liverpool John Moores University, Liverpool, UK Corporate governance theorising 17 Xiuping Sun Leeds Business School, Leeds Metropolitan University, Leeds, UK, and Clive Smallman Commerce Division, Lincoln University, Canterbury, New Zealand Abstract Purpose – This paper seeks to examine the mainstream theories of corporate governance in an attempt to suggest that their underlying assumptions and ideologies are misplaced and ought to give way to an emerging pluralistic view of the governing process in order to understand any governance contribution to the dynamics of the business environment. Design/methodology/approach – The paper engages with the traditional literature and views on governance models from law, business and organisational studies perspectives. It then considers the environment and changes in the environment and how those challenge the relevance of the traditional approach, drawing upon the impacts on the fluidity of management and governance perspectives and practices in the global economy. Findings – The reflections and analysis confirm the view that the underlying assumptions of existing models and regulatory frameworks for governance are misplaced and it is suggested, with reason, that a pluralistic view and framework are better than...
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...1. Objective All the technologies are easily available from IT vendors but what distinguishes the companies which leverage these technologies is how management is able to fit the technology into their strategies. This needs an understanding of the roles of managers in the use of MIS. 3. MIS Framework 4.1 Strategic Planning for IT Application Critical Success Factors * Competitor: Steel industry is growing at a rapid face. Tata Steel, JSW, Essar and Jindal Steel and Power are more than doubling their capacity. They are bringing in new technology which makes their product of the best quality. Backward integration in raw material by most of the new plants has has snatched the low cost advantage of SAIL. * Buyer: Customer has become choosy and quality conscious not only in the product but its timely delivery as well. Need to expand to all corners of country with dedicated network. * Substitute: Low quality and low cost steel by china and erstwhile CIS countries have acted as a substitute because of its low price. Aluminium and plastic corrugated sheets acted as a viable substitute to steel. Generic Competitive Strategies Competitive Positioning: SAIL has been market leader in semi finished steel business like Blooms, Billets, slabs, CR and HR coils etc. In the last few years it has focused on value addition and gone ahead with “made to order” products. The share of value added products in the last FY was 36%. It should aim to further...
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...SAN MARCOS POLICE DEPARTMENT The San Marcos Police Department is the primary general service law enforcement agency of San Marcos, Texas. The department is currently comprised of 95 sworn officers and 35 full time administrative staff members. On the law enforcement front, it is here at the local level that the major advances against the problems of crime and order maintenance goes on. This paper will serve to explain several key administrative concepts related to the operations of the San Marcos Police Department. In particular, this paper will examine the organizational structure within the department, in addition to, motivation and leadership components. STRUCTURE The accepted patterns of police organizations follow closely those to be found in military service (Leonard, 1969). This appears to be a very logical development since a police organization is semi-military in character. Police departments tend to be organized with rank structures, utilize the usage of uniforms and incorporate many of the various artillery of the armed forces, designed in large measure to set cops apart from civilians and signal obvious membership in an organization that exerts the immediate force of the government (Crowper, 2000). Furthermore, within an organizational dimension, police departments fall under the classification of mechanistic organizations (Stojkovic, Kalinch & Klofas, 2008). This type of organization is commonly regarded by its traditional bureaucratic foundation, characterized...
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...that are studied by scholars. However, consumption has a narrative nature in itself and consumers are also storytellers. YouTube is a new context in which subjects tell stories to an audience through self-made videos and re-edited TV programs. After defining the pros and cons of different approaches to the study of YouTube, narrative analysis is presented as a possible means of understanding YouTube. Findings – Some preliminary evidence is presented by discussing several YouTube videos. These indicate that YouTube content can be better understood as stories, rather than example of other approaches, such as visual analysis, media studies, videography, and others. Research limitations/implications – From the analysis conducted, preliminary managerial implications can be drawn. It seems unlikely that normal TV broadcasters will be substituted by YouTube videos. For the most part, YouTube content draws its sense and shared meaning from the major TV shows and series. The discursive nature of YouTube is also an indication of how to deal with this new medium as a company or researcher. Originality/value – The paper is an attempt to open up new applications of interpretive market research in the form of narrative analysis. It explores a new context that is gaining relevance in both the marketing literature and...
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...570 Academy of Management Journal September THE RELATION OF GROUP PERFORMANCE TO THE AGE OF MEMBERS IN HOMOGENEOUS GROUPS ROSS A. WEBBER University of Pennsylvania Comparison of individual and group problem solving has a long history. From early works (24, 29) to later reviews (4, 20), group performance is seen to possess certain advantages over individual performance. Many researchers have explored the conditions (1, 7), tasks (5, 6), and group composition (11, 12, 13, 16, 18, 22, 23, 26) affecting these advantages. Others have pointed out the disadvantages and dangers (2, 9, 10, 20, 25, 27). Focus of This Research This project was designed to examine an unexplored aspect of group performance: the effect of the age of members of homogeneous groups. Origins of this study lie in two popular observations on current young people: First, they are less competitive and more cooperative than earlier generations ( 3 ) ; second, business students particularly are group oriented— perhaps too much so to suit some employers (14). Several studies and reports (8, 15) suggest that cooperative behavior in groups is associated with more effective performance. Homogeneous groups composed of persons of different ages, however, may exhibit different performance. Four hundred individuals and 80 five-person groups completed two 25item vocabulary synonym exercises. The individuals were drawn frofn management development programs and university classes and were balanced as follows: 1. 2. 3....
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