...concentrate on accessible evidence that would make the process effective and efficient. Change is considered a multi-level phenomenon. There is a gap on the literature regarding to management change in administration perceptive. Management literatures provide a number of cases of sectorial and organisational in the public sector (Sminia and Van, 2006). This indicates the relevance of exploring a number of literatures to determine the nature and range of evidence that is based on the change within public sector. This paper establishes an exclusive literature review that will provide evidence related to organisational management change (Fernandez and Rainey, 2006). This paper will explore some examples of organisational change, factors that leads to resistance to change before looking at the psychological contract concept of change. The paper will also set out research on sustainability of change and psychological change theories before concluding by exploring a number of literatures to determine in detail information on management change. Due to the technological development witnessed today, change is becoming an acceptable work practise in organisational life. Although a good number of organisations appreciate the need to change, most of the changes made do not achieve the intended purpose (Battaglio and Condrey 2009). With the need for organisational change, various body of literature are exploring the concept of management of organisational change and...
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...Dissertation Draft “Work/Life Balance” PREPARED BY: Mbogo .W.A (Moi) © 2011 Abstract This study is used to determine the cultural readiness of employers and employees for work/life initiatives. There are strategies that have been used to evaluate the importance of work life balance and culture through considering the perceived managerial support that affects the employee’s decision to devote time for family and the job. It has been observed that organizational time puts a lot of emphasis through time demands and expectations that may distort or interfere with family responsibilities. In this study, the main focus is to identify how work life balance and family benefits are merged and translated to the benefits that workers get that are translated to greater commitments, reduced work/family conflicts, and reduced intention to leave. The study results will be used to confirm the issue of work life initiatives, such as the work/family culture that is related to work attitudes as well as perceived managerial supports that are linked with less intention to move away from work places. Furthermore, this research will study the work/life balance and its implications on both for men and women, focusing on the differences in marital status and managerial positions to understand the relationship between gender, managerial level and work/life balance. The paper aims at exploring the idea of work/life balance that incorporates the benefits that both employers and employees...
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...Executive Summary The new version of globalization sees the trans- and multinational companies being the major players guided by the policies and treaties of the oversight international organizations and supported by technology. Given that the focus continues to be cross border trade, integration and investment, in the absence of any communal decision making process with defined criteria, it has been clear that globalization continues to be challenged with respect to ethical decision making for sustainable development. This paper summarizes the role and function of the major globalization oversight organizations and touches on the extent of the power that they wield. It briefly discusses the advantages and disadvantages of globalization and attempts to identify the goals of globalization and given these goals and the identification of the stakeholders and subsequently to evaluate whether or not it is a driver or barrier to ethical decision making and sustainable development. ‘Ethics is more than the right thing to do: it's the smart thing to do.’ Global Institute of Ethics 1.0 Introduction It appears to be no easy feat to get a precise definition for Globalization. The definition can range from that of Nobel prize-winning economist Joseph Stiglitz who defined it as “the closer integration of the countries and peoples of the world which has been brought about by the enormous reduction of costs of transportation and communication...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/2040-8005.htm JCHRM 3,1 Managing diversity in Chinese and Indian organizations: a qualitative study Fang Lee Cooke Department of Management, Monash University, Melbourne, Australia, and 16 Debi S. Saini Management Development Institute, Gurgaon, India Abstract Purpose – This paper aims to investigate diversity management (DM) practices in China and India by analyzing formal DM policy (if one exists) adopted by the company and informal DM practices adopted by managers. It also aims to discuss the appropriateness of the US-originated notion of, and approach to, managing diversity in the Indian and Chinese contexts by exploring how local managers make sense of diversity and manage it in a pragmatic way. Design/methodology/approach – The authors adopted a qualitative approach. In particular, through a semi-structured interview design, qualitative data were collected from 16 Chinese and Indian middle and senior managers and four human resources (HR) director of regional headquarters of foreign multinational firms. The data were supplemented by secondary data from a wide range of sources, including government reports and media coverage to extend contextual understanding. Findings – The paper reveals that most Chinese organizations do not see DM as an issue. Where exists, its focus is on conflict avoidance rather than value-addition to the business. In contrast, managing diversity...
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...Ambition, Altruism, Affiliation and Anxiety in the workplace: A review of generational differences in work attitudes. Madeleine Fogarty Melbourne University Abstract Popular books and articles claim that there are significant differences between the generations in attitudes to work. However, there are relatively few empirical studies that support this claim. This review examines the reasons for the dearth of empirical work, reports on the US and Australasian findings published in the past decade, and suggests a taxonomy of ambition, altruism, affiliation and anxiety to synthesise the diversity of previous research and reach a coherent conclusion: all are on the rise for Gen Y. Directions for future research and recommendations for organisations are discussed. News articles regularly demand that we pay attention to the different needs of the next generation and their attitudes towards work. Last week the Sydney Morning Herald claimed that “Generation Y . . . has high expectations of their employers, seek out new challenges, are not afraid to question authority, value teamwork, seek the affirmation of others, crave attention and want to be included and involved” (Zavos, 2010). Other stereotypes of Gen Y, including Myers & Sadaghiani (2010), pitch them as self-centred, unmotivated, disrespectful and disloyal. There have been many articles and books in “popular literature” that describe differences between the generations, including Strauss & Howe (1991),...
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...In early August 2015, I relocated to Jacksonville to embark on my Masters in Clinical Mental Health Counseling (CMHC) at the University of North Florida (UNF). This marked a definitive step in my career transition process. Approximately three years ago, several life and work related events converged which caused me to re-evaluate my life. Personal triggers included - turning 50, my husband’s health issues and his post-retirement life-style change and my mother’s retirement and her subsequent move to Jacksonville. At work, I was charged with the assessment of Obamacare and the implementation of the Health Exchange for Medicaid products; areas which I oversaw. I was also selected by senior executives at the corporation where I was employed to participate in the Executive Leadership Program for America’s Health Insurance Plans (AHIP). Despite having been certified from the prestigious program and recognized by internal and external entities as a leader and subject matter expert in my field, I was becoming increasing disenchanted at work. I was not able to break the “glass ceiling”. Those at the executive levels were (and are) mostly white males. Minorities (non-whites, non-hetero males and females) were already in place. There appeared to be no need to admit additional “tokens” to fulfill an appearance of diversity at the upper echelons. When I evaluated the impact of Obamacare, I predicted the need for substantial downsizing due to automation and projected revenue...
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...health professionals. Since its inceptioninto the field of mental health, it has made a huge impact on clinical practice, research, andeducation. Although it has advanced the field of mental health, there is still criticism of theDSM classification system. Despite its limitations, it continues to be considered an importantreference for mental health professionals. This paper will explore the DSM’s use within the fieldof psychopathology. Then it will be applied to a case study of a 15 year-old girl with mentalhealth concerns including a diagnosis of borderline personality disorder. Her symptoms will bedescribed, criteria for diagnosis will be applied, and a proposed treatment plan will be provided.DSMThe DSM-IV organizes mental disorders into multi-axial categories and providesresearch-based information on each mental disorder, including diagnostic features, subtypes,specific demographic...
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...are included that have different and more complex requirements. Christian culture dominates the American workplace and business and has since American’s colonial beginnings. Religious groups that enjoyed the highest standing during America's colonial period are still favorably positioned in the religious hierarchy. Studies in the 1990s show that Americans are much more likely to claim affiliation with groups ascendant during the colonial period (Episcopalians, Presbyterians, Quakers, and members of the United Church of Christ) than one would expect based on the representation of these groups in the general population (Davidson, 2003). Muslims have required times of prayer during the day and people of the Jewish faith are required to not work on Saturday to honor the Sabbath (Stern, 2011). Just these two examples have flown directly in the face of much of business schedules and practices in the past, and have required people who hold to these faiths to choose between their job and their religious beliefs. Business did not recognize the benefits of employing different faith paradigms as most business did not have an international component to it other than the occasional supplier of goods. Today, religion has asserted its place in the workplace through anti-discrimination laws and current human resources practices and policies. Business has...
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...Attitudes towards Gender and Leadership Effectiveness Abstract This paper seeks to review and discuss the roles of gender in leadership and how they are effective. As shown from previous overviews, the evidence for sex differences in leadership behavior is still mixed, yet it is clear that these sex differences have not vanished. Although we are in the 21st century, women face hardship every day in the workplace as leaders. It is argued that sex differences in leadership styles is one of the main reasons in which male and female leaders work with different styles. Organizational factors like sex-composition of the immediate working context and hierarchical level are important moderators of leadership styles. For example, women are more likely than men to lead in a style that is effective under contemporary conditions (Eagly, Carli, 2003). To contrast these claims, Veccho claims that "women have some disadvantages in typical leadership style but suffer some disadvantages from prejudicial evaluations of their competence as leaders, especially in masculine organizational contexts" (Veccho, 2002). All in all women are rising into leadership roles at all levels. Problem Statement The society has always been in a need of effective management and efficient leaders on top. The roles of leaders determine the course and successfulness of the processes in all walks of life. In times of booming globalization and diversity at the workplace, female leaders are as effective...
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...and joint ventures in different countries, increased engagement of business consultants and temporary employees, international competition and the phenomenon of globalization, which has transformed the world into a global village. Globalization has occurred because of a combination of factors such as improved infrastructure, advancements in technology. Infrastructure and technology have not only provided cheaper means of communication and travel, but have revolutionized the speed at which individuals and businesses communicate with each other. Domestic companies are also spreading their operations to new territories across the globe in search of new markets or outsourcing some aspects of their production process. Management of employee cultural diversity, through the integration of suitable strategies plays a key role in improving the competitive advantage of the business, especially on the global platform. Globalization calls for specific approaches that promote harmonious working relationships within increasingly culturally diverse workplaces. Hansen (2002) observes that workplace diversity is critical to the existence of businesses and identifying key strategies to ensure harmonious working relationships among culturally diverse employees is integral to the survival of any business. Diversity in this case means the differences between individuals based on their culture, which influences their perceptions, values and beliefs. There is increased pressure on human resource departments...
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...FLEXIBILITY AND WORK-LIFE BALANCE: Comparing flexible policies in Sweden, Australia and the UK. TABLE OF CONTENTS 1. INTRODUCTION……………………………………………………………………………………………………………3 2. DEFINING WORKING-TIME FLEXIBILITY AND WORK-LIFE BALANCE………………………………3 3.1 FLEXIBILITY: EMPLOYERS´ APPROACH…………………………………………….……………………..4 3.2 WORK-LIFE BALANCE: EMPLOYEES´ APPROACH…………………………..………………………..6 3.3 TYPES OF FLEXIBILITY AND WORK-LIFE BALANCE……………….……….…………………………7 3. ANALYSING FLEXIBILITY AND WORK-LIFE BALANCE IN THREE DIFFERENT COUNTRIES: UK, SWEDEN AND AUSTRALIA…………………………………………….….……………………………………8 4.4 EVOLUTION OF TRENDS IN FLEXIBILITY………………………………………………………………….9 4.5 THE REGULATORY AND INSTITUTIONAL FRAMEWORK OF THE EMPLOYMENT RELATIONSHIP……………………………………………………………………………………………………..12 4. MANAGING FLEXIBILITY AND WORK-LIFE BALANCE: CULTURAL FACTORS AN HR MANAGER NEEDS INSIGHT INTO, IN ORDER TO UNDERSTAND THE FLEXIBILITY AND WORK-LIFE BALANCE TRADE-OFFS THAT ARE PREFERRED IN ANY PARTICULAR COUNTRY…………………………………………………………………………………………………………………..16 5. GIVEN THE IMPERATIVES OF MODERN CAPITALISM, IS IT LIKELY TO SEE CONVERGENCE ACROSS COUNTRIES OR AT LEAST CONVERGENCE ACROSS THE NATIONAL OPERATIONS OF MULTINATIONAL COMPANIES?................................................................................18 6. CONCLUSIONS…………………………………………………………………………….……………………………..19 7. REFERENCES………………………………………………………………………………………………………………19 1. INTRODUCTION ...
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...Abstract Whilst the extant diversity management literature has provided a comprehensive array of theoretical frameworks and empirical studies on how organizations can and have approached the management of a diverse workforce, the same cannot be said about the literature on diversity in an international setting. Indeed, from a diversity management perspective we know surprisingly little about how multinational firms are responding to the increasing globalization of their workforce. This study seeks to contribute to this underresearched area through an in-depth longitudinal case study of TRANSCO, a well-known European MNC, which has been attempting to integrate diversity management globally throughout its worldwide operations. Adopting a Finnish host-country perspective, the study investigates what TRANSCO has been integrating, how it has tried to facilitate this and the challenges that have arisen throughout the process. The results indicate that TRANSCO has committed a considerable amount of resources to the global diversity management integration process, reflected in the myriad of integration mechanisms utilized. In terms of their integration strategy, it was evident that TRANSCO was able to achieve global consistency at the level of diversity philosophy, but was forced to rely on a more multi-domestic approach to implementing diversity policies and practices. The challenges encountered served to highlight the demographic, cultural and institutional embeddedness of diversity management...
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...International Journal of Business and Social Science Vol. 4 No. 8 [Special Issue – July 2013] Outsourcing: A Review of Trends, Winners & Losers and Future Directions Zafar Iqbal Lecturer Faculty of Administrative Sciences Kotli University of Azad Jammu and Kashmir MSc. University of Bedforshire, UK. Aasim Munir Dad PhD. Scholar The School of Business & Management University of Gloucestershire Cheltenham, GL50 2RH. Abstract The primary objective of this paper is to analyse the outsourcing trends in last one decade and to forecast the future on the basis of past studies. In this paper concepts and trends about outsourcing has been discussed on the basis of past studies. An extensive amount of literature review has been done to obtain the objective. This paper demonstrates the previous literature and findings. Outsourcing has become inevitable and virtually many of the multinationals are outsourcing to utilise scarce in-house resources. In this research it is being observed that owners of the companies are the prime winners in outsourcing and off shoring situation. Further, a detailed review of literature indicates that along with many other motives cost factor cause major influence in outsourcing decisions. There is an ultimate outcry over the jobs going overseas from industrialized nations such as United States, the UK and the western World. However, the net economic gains for these countries are growing, and outsourcing to an offshore destination will...
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...SA Journal of Human Resource Management, 2006, 4 (1), 36-43 SA Tydskrif vir Menslikehulpbronbestuur, 2006, 4 (1), 36-43 AN OPERATIONAL ’PROJECT MANAGEMENT CULTURE’ FRAMEWORK (PART 1) YVONNE DU PLESSIS CRYSTAL HOOLE yvonne.duplessis@up.ac.za Department of Human Resources Management University of Pretoria ABSTRACT The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed. Key words Project management culture The management of projects has become a strategic issue for many companies. Issues such as strategic alliances, rapid movement of labour and capital, and failure of projects are calling for the need of risk assessment and management from a new perspective. An organisation that wants to remain competitive in providing its customers with continually improved products and services has no choice but to use project ...
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...D.degree at Bharati Vidyapeeth ,Pune Title of the Research proposal | An Analytical study of Executive stress Management in selected Industries of Thane District. | Name of Candidate | Mrs. Saili Satyendra Narvekar. | Educational Qualification of Candidate | M.COM(PUNE UNIVERSITY) | Name and Designation of Research Supervisor | Dr. Anjali Kalse , Professor | Place of Research Work | Institute of Management &Entrepreneurship Development,Pune. | Date of Submission of Proposal | | Signature of Candidate | | Signature of the Research Supervisor | | Research proposal S.No. | Content | Page No. | 1. | Introduction | | 2. | Rationale | | 3. | Significance | | 4. | Literature Review | | 5. | Objectives | | 6. | Research Hypothesis | | 7. | Conceptual Framework | | 8. | Operational Definition | | 9. | Research design, Research methods, Quantitative and Qualitative analysis Sample size etc. | | 10. | Scope and limitations of study | | 11. | Expected results and conclusion | | 12. | Tentative Chapterization | | 13. | References | | Introduction- Life in the 21’st century is certainly more complex than it has ever been. The present era of globalization has bought forth many issues...
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