...WRITTEN REPORT Consultancy project: Luton traded services (LTS) Submitted By : Vishnu Gopan (1319544) Submitted to : Peter Goalby, Pauline Loewenberger Unit name : Leading people in Organizations Unite code : SHR601-6 Date : 18.01.2015 EXECUTIVE SUMMARY Change management is a universal phenomenon in the contemporary business sector due to the economic needs, technological advancements and customer demands. However, it can be argued that the change management is complex in nature and the chance of success is heavily depends on the management strategies adopted. Many researches prove that only thirty percentage of change management found successful disregard to the sector all over the world. There are several aspects need to consider in change management. Organization culture, effective human resource management and communications are crucial to attain a successful change. In this report change management of Luton traded services is analysed and feasible solutions are developed for the key issues negotiated. Table of contents 1 Introduction 4 1.1 Aim 4 1.2 Objective 5 2 Analysis 5 3 Conclusion 8 4 Recommendation 9 List of figures and Tables Figure 1 Lewin's change management model – LTS 5 Figure 2 Force field analyses – LTS 6 Table 1: Recommendations ...
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...How did decolonization effect African economics? In today’s modern world it is certainly a global economy. Although the United States is still at the forefront in the economic world along with Europe, the days of their dominance is slowly dwindling. Regions such as China, South America particularly Brazil, India and others are growing at rates never before seen in these nations due to a multitude of different economic factors. However, in this new world economy, Africa seems to be left out. A place with an abundance of natural resources and agricultural capabilities, Africa has yet to reach its full potential. There are many theories to which one could attribute the lack of growth in Africa to but I will be specifically looking at decolonization and how, in my opinion, it has disallowed Africa to become a major player in the world economy. to understand why africaneconomies are still not growing like comparable emerging markets one must first start with the history and the worker for he/she is the driving force behind any economic system. in “dialects of decolonization” Cooper gives a detailed history of the French african worker during decolonization and reform movements. focusing on the social aspect of the labour movement, french west africa transitioned from a “class-centered, internationalist organization that insisted that workers subordiante their own concerns, interests and collective awarness to the emerging national struggle”. though this sounds honarbale, the...
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...Ch 3 Strategy 06.08.02 version 2.doc 06.08.02 Chapter 3. Strategy1 By Marylynn Placet and Kristi M. Branch The word “strategy” has been in use since Sun Tzu wrote the Art of War in the fourth century B.C. (Sun Tzu 1971). Sun Tzu wrote, of course, about military strategy. The literature on corporate strategy, which emerged in the 1950s and 1960s (Chandler 1962; Ansoff 1965; Learned et al. 1965) is vast and continues to grow at an astonishing rate. Strategic management – the way in which a firm identifies its strategic direction and aligns its operational processes to its strategy – has become an academic discipline in its own right, like marketing and finance (Mintzberg et al. 1998:18; Rumelt et al. 1994:15). In essence, strategy has to do with understanding where an organization will go in the future and how it will get there. Most academicians and corporate managers believe strategy affects the overall welfare of the corporation, and strategy making is an important activity, though a few believe firms are better off without a strategy (see Inkpen and Choudhury 1995). Many who believe strategy is important, however, find fault with the ability of formalized strategic planning processes to deal adequately with the pace of change facing organizations in today’s environment. The disruptive changes created by revolutionary technologies (including communication and information processing technologies), globalization, and new business methods can turn an organization’s...
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...Page 2 of 20 EXECUTIVE SUMMARY This paper begins with an exploratory view of what budget is all about. In principal, the budget has been useful in providing a list of financial explanatory information for the top management in organisations to plan and control the organisation’s actual performance against the prediction. In general, budgeting process appears to be a favourite in blueprinting the business operations. In the course of converting objectives and goals into useful data for the top management, justifications on both advantages and disadvantages are made, in evaluating how effective a budget can play its role in achieving greater financial accuracy in practice. Just like other business operations, the involvement of adequate human resource is vital particularly in a budgeting process which often needs to consolidate useful ideas and information from the relevant employees. Understanding the barriers in the human resource involvement, communication is seen as a great tool to shape the correct perception of the individual roles which attempts to align the personal interests to the organisation’s visions and objectives. The formulation and implementation of budgets, namely the imposed and participatory approach, adopts totally different communication flow. The prior approach is traditionally authoritative while the latter is contemporarily democratic. The paper concludes that an excellent budget aligns with the popular acceptance, that it is a very important process...
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...article’s doi: 10.1146/annurev.psych.58.110405.085559 Copyright c 2007 by Annual Reviews. All rights reserved 0066-4308/07/0203-0479$20.00 This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. Thereafter, we consider how individuals manage their interdependence in organizations, and review research on culture and negotiation and disputing, teams, and leadership, followed by research on managing across borders and expatriation. The review shows that developmentally, cross-cultural research in OB is coming of age. Yet we also highlight critical challenges...
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...Organizational Behavior, 15e (Robbins/Judge) Chapter 14 Conflict and Negotiation 1) ________ is defined as a process that begins when one party perceives another party has or is about to negatively affect something the first party cares about. A) Problem solving B) Assessment C) Conflict D) Negotiation E) Collective bargaining Answer: C 2) Conservationists have had a perpetual conflict with the government of the United States over the fast and rampant depletion of the earth's natural resources. They argue that the United States must reduce its consumption level significantly to rectify this problem. Which of the following, if true, would most strengthen the conservationists' argument? A) The United States has been conserving forests for several years. B) Most countries have not taken any measures to reduce their consumption levels of natural resources. C) There are several countries that have more requirements for resources than the United States. D) The United States accounts for one-third of the total world resource consumption. E) New resource deposits are constantly being discovered. Answer: D 3) According to the traditional view of conflict, all conflict is ________. A) harmful and must be avoided B) natural and helps generate discussion C) necessary and improves creativity of a group D) healthy and improves productivity E) rational and cannot be avoided Answer: A 4) According to the ________ view of conflict, conflict can be a positive force in a group and some...
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...Lewicki−Barry−Saunders: Negotiation: Readings, Exercises, and Cases, Fifth Edition Cases 1. Capital Mortgage Insurance Corporation (A) © The McGraw−Hill Companies, 2007 Case 1 Capital Mortgage Insurance Corporation (A) Frank Randall hung up the telephone, leaned across his desk, and fixed a cold stare at Jim Dolan. OK, Jim. They’ve agreed to a meeting. We’ve got three days to resolve this thing. The question is, what approach should we take? How do we get them to accept our offer? Randall, president of Capital Mortgage Insurance Corporation (CMI), had called Dolan, his senior vice president and treasurer, into his office to help him plan their strategy for completing the acquisition of Corporate Transfer Services (CTS). The two men had begun informal discussions with the principal stockholders of the small employee relocation services company some four months earlier. Now, in late May 1979, they were developing the terms of a formal purchase offer and plotting their strategy for the final negotiations. The acquisition, if consummated, would be the first in CMI’s history. Furthermore, it represented a significant departure from the company’s present business. Randall and Dolan knew that the acquisition could have major implications, both for themselves and for the company they had revitalized over the past several years. Jim Dolan ignored Frank Randall’s intense look and gazed out the eighth-floor window overlooking Philadelphia’s Independence...
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...Local Economy http://lec.sagepub.com/ The euro crisis Andrew Jones Local Economy 2011 26: 594 DOI: 10.1177/0269094211421748 The online version of this article can be found at: http://lec.sagepub.com/content/26/6-7/594 Published by: http://www.sagepublications.com On behalf of: London South Bank University Local Economy Policy Unit Partner Organisation: Centre for Local Economic Strategies Additional services and information for Local Economy can be found at: Email Alerts: http://lec.sagepub.com/cgi/alerts Subscriptions: http://lec.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://lec.sagepub.com/content/26/6-7/594.refs.html >> Version of Record - Nov 17, 2011 What is This? Downloaded from lec.sagepub.com at UNIV OF GUELPH on November 17, 2013 Review article The euro crisis Andrew Jones Local Economy Policy Unit, London South Bank University, UK Local Economy 26(6–7) 594–618 ! The Author(s) 2011 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/0269094211421748 lec.sagepub.com ´ ˜ Marco Buti, Servaas Deroose, Vıtor Gaspar and Joao Nogueira Martins (eds), The Euro: The First Decade, Cambridge University Press: Cambridge, 2010; 1048pp: ISBN 978-9279098420, £95 (hbk); Roy H. Ginsberg, Demystifying The European Union: The Enduring Logic of Regional Integration (2nd edn), Rowman & Littlefield: Lanham, MD, 2010;...
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...The Handbook of Negotiation and Culture Michele J. Gelfand Jeanne M. Brett Editors STANFORD BUSINESS BOOKS The Handbook of Negotiation and Culture The Handbook of Negotiation and Culture Edited by miche le j. ge lfand and jeanne m. brett Stanford Business Books An imprint of Stanford University Press Stanford, California 2004 C Stanford University Press Stanford, California C 2004 by the Board of Trustees of the Leland Stanford, Jr., University. All rights reserved. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying and recording, or in any information storage or retrieval system without the prior written permission of Stanford University Press. Printed in the United States of America on acid-free, archival-quality paper Library of Congress Cataloging-in-Publication Data The handbook of negotiation and culture / edited by Michele J. Gelfand and Jeanne M. Brett. p. cm. Includes bibliographical references and index. isbn 0-8047-4586-2 (cloth : alk. paper) 1. Negotiation. 2. Conflict management. 3. Negotiation—Cross-cultural studies. 4. Conflict management—Cross-cultural studies. I. Gelfand, Michele J. II. Brett, Jeanne M. bf637.n4 h365 2004 302.3—dc22 2003025169 Typeset by TechBooks in 10.5/12 Bembo Original printing 2004 Last figure below indicates year of this printing: 13 12 11 10 09 08 07 06 05 04 Contents List of Tables and Figures Foreword Preface xi xv ix ...
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...M02_TURB3315_05_SE_C02.QXD 9/4/07 7:54 PM Page 42 2 E-MARKETPLACES: STRUCTURES, MECHANISMS, ECONOMICS, AND IMPACTS Learning Objectives Upon completion of this chapter, you will be able to: 1. Define e-marketplaces and list their components. 2. List the major types of e-marketplaces and describe their features. 3. Describe the various types of EC intermediaries and their roles. 4. Describe electronic catalogs, shopping carts, and search engines. 5. Describe the major types of auctions and list their characteristics. 6. Discuss the benefits, limitations, and impacts of auctions. 7. Describe bartering and negotiating online. 8. Define m-commerce and explain its role as a market mechanism. 9. Discuss competition in the digital economy. 10. Describe the impact of e-marketplaces on organizations and industries. CHAPTER Content How Blue Nile Inc. Is Changing the Jewelry Industry 2.1 E-Marketplaces 2.2 Types of E-Marketplaces: From Storefronts to Portals 2.3 Transactions, Intermediation, and Processes in E-Commerce 2.4 Electronic Catalogs and Other Market Mechanisms 2.5 Auctions as EC Market Mechanisms 2.6 Bartering and Negotiating Online 2.7 E-Commerce in the Wireless Environment: M-Commerce and L-Commerce 2.8 Competition in the Digital Economy and Its Impact on Industries 2.9 Impacts of EC on Business Processes and Organizations Managerial Issues Real-World Case: Wal-Mart Leads RFID Adoption Appendix 2A: Build-to-Order Production ISBN: 0-558-13856-X 42 ...
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...WOMEN AND LEADERSHIP: THE STATE OF PLAY Deborah L. Rhode and Barbara Kellerman July, 2006 c Some four decades ago, Betty Friedan helped launch the contemporary women’s movement with her publication of The Feminine Mystique. The book famously identified a “problem that has no name”: American women’s confinement to a separate and unequal domestic sphere. One factor contributing to women’s unequal status was their absence from leadership positions. Another aspect of the problem was the lack of cultural consensus that this absence was itself part of the problem, and a matter of social concern. Over the last several decades, we have named that leadership problem and created a cottage industry to address it. Women’s underrepresentation in positions of power generates an increasing array of committees, commissions, consultants, centers, conferences, and commentary such as the essays that follow. Yet while we have made considerable progress in understanding the problem, we remain a dispiriting distance from solving it. I. The Underrepresentation of Women in Leadership Roles The facts are frustratingly familiar. Despite almost a half-century of equal opportunity legislation, women’s opportunities for leadership are anything but equal. To be sure, the situation has improved significantly over this period, particularly if leadership is broadly defined to include informal as well as formal exercises of authority.[i] By that definition, the percentage of women...
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...products that respond to market needs, in line with its “Color and Comfort by Chemistry” management vision. As a responsible corporate citizen, DIC is also working to contribute to environmental and social sustainability. Color and Comfort by Chemistry The DIC WAY Through unceasing innovation, the DIC Group strives to create new value directed at sustainable development for its customers, society and the environment. • We shall hone our sensitivity to changes in society and be aware of our mission to always be ahead of the times. • We pledge to incorporate the concepts of social and environmental sustainability into our corporate activities. • We vow to strive constantly to hone “The DIC SPIRIT.” • We shall respect the autonomy and initiative of each individual employee in applying his or her talents to the pursuit of our values and the realization of our vision. Contents 1 — Consolidated Financial Highlights 2 — To Our Stakeholders 3 — An Interview with Yoshiyuki Nakanishi 6 — Special Feature: New Medium-Term Management...
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...Journal of International Business Studies (2006) 37, 285–320 & 2006 Academy of International Business All rights reserved 0047-2506 $30.00 www.jibs.net PERSPECTIVE A quarter century of Culture’s Consequences: a review of empirical research incorporating Hofstede’s cultural values framework Bradley L. Kirkman1, Kevin B. Lowe2 and Cristina B. Gibson3 1 Department of Management, Mays Business School, Texas A&M University, College Station, TX, USA; 2Department of Business Administration, Joseph M. Bryan School of Business and Economics, University of North Carolina at Greensboro, Greensboro, North Carolina, USA; 3Graduate School of Management, University of California, Irvine, California, USA Abstract Since Geert Hofstede’s Culture’s Consequences: International Differences in WorkRelated Values (Sage, 1980) was published, researchers have utilized Hofstede’s cultural values framework in a wide variety of empirical studies. We review 180 studies published in 40 business and psychology journals and two international annual volumes between 1980 and June 2002 to consolidate what is empirically verifiable about Hofstede’s cultural values framework. We discuss limitations in the Hofstede-inspired research and make recommendations for researchers who use Hofstede’s framework in the future. Journal of International Business Studies (2006) 37, 285–320. doi:10.1057/palgrave.jibs.8400202 Keywords: Hofstede; cultural values; cross-cultural management Correspondence: Bradley...
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...U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2013 GLOBAL VALUE CHAINS: INVESTMENT AND TRADE FOR DEVELOPMENT New York and Geneva, 2013 ii World Investment Report 2013: Global Value Chains: Investment and Trade for Development NOTE The Division on Investment and Enterprise of UNCTAD is a global centre of excellence, dealing with issues related to investment and enterprise development in the United Nations System. It builds on four decades of experience and international expertise in research and policy analysis, intergovernmental consensusbuilding, and provides technical assistance to over 150 countries. The terms country/economy as used in this Report also refer, as appropriate, to territories or areas; the designations employed and the presentation of the material do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. In addition, the designations of country groups are intended solely for statistical or analytical convenience and do not necessarily express a judgment about the stage of development reached by a particular country or area in the development process. The major country groupings used in this Report follow the classification of the United Nations Statistical Office. These are:...
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...U N I T E D N AT I O N S C O N F E R E N C E O N T R A D E A N D D E V E L O P M E N T WORLD INVESTMENT REPORT 2013 GLOBAL VALUE CHAINS: INVESTMENT AND TRADE FOR DEVELOPMENT New York and Geneva, 2013 ii World Investment Report 2013: Global Value Chains: Investment and Trade for Development NOTE The Division on Investment and Enterprise of UNCTAD is a global centre of excellence, dealing with issues related to investment and enterprise development in the United Nations System. It builds on four decades of experience and international expertise in research and policy analysis, intergovernmental consensusbuilding, and provides technical assistance to over 150 countries. The terms country/economy as used in this Report also refer, as appropriate, to territories or areas; the designations employed and the presentation of the material do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area or of its authorities, or concerning the delimitation of its frontiers or boundaries. In addition, the designations of country groups are intended solely for statistical or analytical convenience and do not necessarily express a judgment about the stage of development reached by a particular country or area in the development process. The major country groupings used in this Report follow the classification of the United Nations Statistical Office. These are:...
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