...Introduction My first impression about Understanding Human Behaviour, Psychology 103 was that I thought the class would be teaching individuals especially students about human behavior, counseling, and evaluation of an individual mental state (health). But after completing this course, I realized that this course not only teaches you about human behavior, but goes in-depth as to why people behave the way they do. We looked at the different Theorists like Abraham Maslow with the Hierarchy of Needs, Sigmund Freud, who came up with the Level of Personality, what is the Id, Superego and the Ego as well as the psychosexual stages of development which are the anal, oral, phallic, latency and the genital, culture it terms of how it impacts society and individual, discrimination, prejudice, gender, diversification, motivation and self in terms of self actualization and how an individual can achieve it. This class also encouraged critical thinking where each individual had to apply what he or she learned in class to their everyday life. In the first week of class Miss told us that we would be covering Units 1, 2 and 3 for this course. She gave us a course outline of the different topics that we were going to cover. For each unit, this included Unit 1 Explaining Behaviour, the Scientific Schools of Behaviour, the Introspective Schools and Nature vs. Nurture and Freewill vs. Determinism. The topic that was a bit challenging for me at first in Unit 1 was Introspective Schools...
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...Dimensions of Organizational Culture ▪ The Source of Culture ▪ How Employees learn culture ▪ Innovative culture ▪ Customer-responsive culture ▪ Focus on individual development ▪ Trust and openness ▪ Employee’s Empowerment ▪ Toleration of Employees Expression The Environment 24 ▪ Stakeholder relationships Socioeconomic view 25 Value-Based Management Managerial Ethics 27 Human Resource Management 27 ▪ Recruitment ▪ Selection ▪ Orientation ▪ Types of Training ▪ Career Development...
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...Introduction To Public Administration–MGT111 VU LESSON 01 INTRODUCTION 1. 2. 3. 4. 5. 6. 7. The course on Public Administration/Management has following objectives: Understand the concept of public administration/ management/organization Understand the evolution of the concept of public administration and its importance Understand the role of government Understand the role and core functions of public manager Understand the structure of government /organizations Create understanding about the skills required by the public manager in imparting duties Understand the changing role of government and role of public managers. Importance of Course: The course on public administration/management is important as every citizen must understand the functioning of government. Besides, whether one works in private or public organization, or one is doing ones own business or whatever the profession, this course is useful as it helps understand organizations and their functioning. It also helps us understand the environment in which we are working. Introduction: definitions, concepts & setting At the end of lecture the students should be able to understanding: • The meaning of PA • The practice of public administration (PA) • Public administration as a subject of study • Definition of Public administration • Public administration, democracy and rights of citizens The Meaning The word ‘administration’ has been derived from Latin words ‘ad’ = to and ‘ministiare’ = serve and ‘Public’ =people...
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...1. Introduction In today’s highly competitive market, organizations are often faced with increased competition from both domestic and foreign markets. To be able to stay competitive in order to attract and retain quality employees, it is imperative that organizations have a compensation package that is valuable to its employees and stakeholders. Although between employer and employee there is an exchange of money for labor, intrinsic motivation is also a driving force which empowers and uplifts the employee to accomplish the required tasks more effectively. Extrinsic rewards such as bonus and commission are tangible rewards that companies bestow on employees who achieve set levels of performance (Resnick, 2009). According to (Deci, 2000), intrinsic motivations are intangible rewards such as inspiration and job satisfaction that employees get from doing meaningful work and performing it well. Hence, it is critical for organizations to examine and have an in depth understanding of these effects towards employee's motivation. 2. Effects contributing to extrinsic rewards Extrinsic rewards are appreciation through compensation which an organization pays to its employees for better performance, commitment and efficiency at work (Muhammad Ehsan Malik, 2010). Extrinsic reward is highly related to company policies and administration, supervision, interpersonal relationships, working conditions, salary status and security (Herzberg, 2003) (Gkorezis, 2008). Other example of extrinsic...
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...UNIT 402 – Contemporary People Management By, Allan Gardner SUBMISSION DATE: 24/01/2014 STUDENT NAME: Nada Zaidi STUDENT ID: 871270 Table of Contents Executive Summary page 3 Introduction page 4 i. Company Background page 4 ii. Employees Overview page 5 Discussion and Analysis. page 7 i. Employee Development & Motivation page 7 ii. Employee Empowerment page 9 iii. Developments in the Employment Law page 11 iv. Workplace Communication page 12 v. The Employment Relationship page 14 Conclusion page 16 References and Bibliography page 18 Executive Summary This document discusses the external and internal environmental changes affecting a firm which runs a business largely affected by the “recession” of 2008-2009. It suggests how these damaging effects to the employee morale can be controlled, by bringing out the best of management capabilities. It shows how the right leadership can turn around pessimism into inspiration and promote a healthy working environment. These capabilities include employee motivation methods, along with development and training. Improvement of employee competency levels, by encouraging knowledge and information sharing and decision making. The report also sheds light on legal legislations, and gender disparity resolution important to workplace conditions and the employer-employee relationships differences in this transitional phase...
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...25-40. Threads of Constraint: Ethnic Minority Migrant Women and Employment Edwina Pio Abstract Nations, organisations and ethnic minority migrants are compelled to deal with issues emerging from the perceptions and politicisation of ethnicity. Issues of ethnicity are often fore grounded in the zone of work where the complexities of migration, ethnicity, gender and employment intersect. This paper highlights the perceptions of university business students in a New Zealand university with reference to ethnic minority women and employment. Through a study of various databases and the construction of parables on ethnic minority women in New Zealand, the experiences of recruitment and selection, diversity management and career progression emerge as themes in the perceived employment experiences of ethnic minority migrant women. The paper argues for the need to highlight narratives of ethnic minority women through creative pedagogy in order to sensitise business students and future managers to the consequences of migration and a need for the intelligent utilisation of human resources in a world that is increasingly multicultural. Introduction Historically New Zealand (NZ) is a country of immigrants though these immigrants in the 19th and early 20th century were primarily Caucasians from Anglo Saxon countries. However, in the 19th century, there were a few migrants from China who came to NZ to work in the gold mines of Otago, as well as Indians who...
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...TIME MANAGEMENT "There are two blessings which many people lose: (They are) health and free time for doing good." (Bukhari 8/421) Introduction 1. There is no mystery about managing time. Managing time is really managing how we live. Time is non renewable and non extendible precious resource. Everyone has 24 hours a day and 168 hours each week to perform his duties. To get maximum output from these hours, planning and implementation of planning is required because only planning to manage time is useless if one does not follow it. So time management is a key to success in this life. Managing time is just something one does for own psyche to make own day easier. Time management at grass roots level is the building block for the success and achievement of that organization because individual time management increases the output and collective improvement of the output leads to high achievements of the organization. 2. In the Army, as institution it has a critical significance owing to the nature of its job. Individual trained in better time management during peace are likely to produce good results during war and collectively effective control over time could mean the difference between victory and defeat. Aim 3. To carry out an appraisal of modern ideas / techniques on time management, highlight its significance and application in the Army and make relevant recommendation for ensuring better time management. Sequence 4. The Paper encompasses the following:- a. Part...
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...CURRICULUM OF BUSINESS ADMINISTRATION FOR BBA, BBS, MBA & MS HIG HER EDUC ATIO N CO MM ISSION (2012) HIGHER EDUCATION COMMISSION ISLAMABAD 1 CURRICULUM DIVISION, HEC Prof. Dr. Syed Sohail H. Naqvi Mr. Muhammad Javed Khan Malik Arshad Mahmood Dr. M. Tahir Ali Shah Mr. Farrukh Raza Mr. Abdul Fatah Bhatti Executive Director Adviser (Academics) Director (Curri) Deputy Director (Curri) Asstt. Director (Curri) Asstt. Director (Curri) Composed by: Mr. Zulfiqar Ali, HEC, Islamabad 2 CONTENTS 1. Introduction……………………………………...........6 2. BBA Programme....................................................11 a. Structure of BBA Programme..……………....12 b. Layout for BBA Programme..........................13 c. Semester-wise Breakup for BBA…...............14 3. Bachelor of Business Studies (BBS)......................15 4. MBA Programme....................................................16 a. Structure of MBA Programme........................17 b. Semester-wise Breakup for MBA...................19 5. MS in Management Sciences................................20 a. Structure of MS Programme...........................20 b. Eligibility for Non-business Degree Holders...21 6. Roadmap for Business Education…………............24 7. BBA Course outlines...............................................25 a. Compulsory Courses for BBA...…….…..........25 b. Foundation Core Courses...........…....…....... 41 c. Major Core Courses........................................59 d. Major...
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...Organizational Behavior - MGT502 VU MGT - 502 ORGANIZATIONAL BEHAVIOR Lesson 1 OVERVIEW OF COURSE This subject/course is designed to teach the basic language of organizational behavior to diverse audience/students, including those who are studying this as a supporting subject for their bachelor degree program. This course is designed to provide you the foundations of organizational behavior whether you intend to work in any field of interest. Organizational behavior offers both challenges and opportunities for managers. It recognizes differences and helps managers to see the value of workforce diversity and practices that may need to be changed when managing in different countries. It can help improve quality and employee productivity by showing managers how to empower their people as well as how to design and implement change programs. It offers specific insights to improve a manager’s people skills. In times of rapid and ongoing change, faced by most managers today, OB can help managers cope in a world of “temporariness” and learn ways to stimulate innovation. Finally, OB can offer managers guidance in creating an ethically healthy work climate. Managers need to develop their interpersonal or people skills if they are going to be effective in their jobs. Organizational behavior (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behavior within an organization, and then applies that knowledge to make organizations work...
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...million tourists arrived in 2005, later the number increased to 23.6 million within 5 years. Thus, an increase in the number of tourist means that there will be more job opportunities for the locals. However according to the report from the Ministry of Human Resource in 2009 it mentioned that the Tourism employee turnover in Malaysia is relatively high at 16% and 8% was contributed by hotel employee turnover. Manpower is crucial to any industry but to the service industry manpower shortage would be the biggest challenge faced by the hotel industry when compounded by the issues of staff retention and job satisfaction. In an increasingly competitive landscape, the hospitality industry must endure upon restructuring especially in aspects of career progression opportunities and matching the industry growth with the talent and service levels as well as monetary and non-monetary reward structures. It has become a necessity to look at the context of labour turnover within the hotel industry and decide on benchmark practices to battle the operational and administrative challenges that the high levels of turnover posed. This paper is proposed to analyse and evaluate the impact of labour turnover in two key establishments in the hotel industry. The information that this research could provide shall enable the two establishments in promoting strategies that will minimise the high rate of turnover and optimize the levels of...
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...* ABSTRACT The main purpose of the study was to examine the relationship between Organizational Culture and Employee Commitment. The study was conducted in MCB Bank Lahore branches. The data was collected through questionnaires. The sample size used in this study was 100. The concerned variables are ‘organizational culture’ and ‘employees commitment’. The hypothesis was designed that whether there exists a relationship between the variables or not. The results suggested that there exist a relationship between organizational culture and employees’ commitment. The study emphasizes the future prospects in the research field which can be beneficial for the organizations’ culture. The findings , conclusion and recommendations suggest areas for further research. * * * Contents Abstract…………….………………………………………….……………….i List of Tables……………………………………………………………........iv List of Figures………………………………………………………..……….v List of Acronyms……………………………………………………..………vi Acknowledgement…………………………………………………………...vii 1 Chapter No. 1 1 1.1 Introduction 1 1.2 Organizational Culture 2 1.2.1 Characteristics. 4 1.2.2 Scope of Organizational Culture. 5 1.3 Problem statement 6 1.4 Rationale for the study 6 1.5 Purpose of Study 7 1.6 Research objectives: 7 1.7 Limitations 7 1.8 Assumptions 8 1.9 Hypothesis 8 1.10 Scope of the study 8 1.11 Outline of the study 9 1.11.1 Chapter1. 9 1.11.2 Chapter 2. 9 1.11.2.1 Literature review I: Organizational...
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...the INDIA workwear market and details market size and segmentation from 2005 to 2015. This workwear and uniforms research is separated into three main market segments. First is “General Workwear,” which is further broken down into blue and white workwear. Blue workwear is made up of clothes worn by trades people and workers in heavy industry and manufacturing. Generally, these clothes include coveralls, shirts, jackets, boiler suits, aprons, warehouse coats or overalls. White workwear is made up of clothes worn by employees in the healthcare and hospitality industries. Medical uniforms and chef’s white uniforms are the examples for this type. The second market segment is the “Corporate Workwear/Imagewear,” which includes career wear and casual workwear. Career wear is made up of workwear used for office-based jobs and customer-facing airline workers. It’s also known as business clothing / business wear / corporate clothing. For men, the business wear includes shirts, trousers, jackets and blazers. For women, it ranges from skirts, trousers, jackets and blouses. The other portion of this segment is casual workwear, most frequently used in logistics and tourism. This type of clothing is typified by the T-shirt or polo short. The third and final market segment is...
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...1. Introduction 1.1 Definitions of entrepreneur An entrepreneur is an enterprising individual who builds capital through risk and/or initiative. The term was originally a loanword from French and was first defined by the Irish-French economist Richard Cantillon. Entrepreneur in English is a term applied to a person who is willing to help launch a new venture or enterprise and accept full responsibility for the outcome. Over time, scholars have defined the term in different ways. Here are some of their definitions. a. 1725: Richard Cantillon: An entrepreneur is a person who pays a certain price for a product to resell it at an uncertain price, thereby making decisions about obtaining and using the resources while consequently admitting the risk of enterprise. b. 1803: J.B. Say: An entrepreneur is an economic agent who unites all means of production- land of one, the labour of another and the capital of yet another and thus produces a product. By selling the product in the market he pays rent of land, wages to labour, interest on capital and what remains is his profit. He shifts economic resources out of an area of lower and into an area of higher productivity and greater yield. c. 1934: Schumpeter: Entrepreneurs are innovators who use a process of shattering the status quo of the existing products and services, to set up new products, new services. d. 1949: C.H. Danhoff: Entrepreneurship is an activity or function and not a specific individual or occupation . . ....
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...Leadership in Action: Leading Effectively in Humanitarian Operations A CK N O W L E D G E M E N TS First and foremost, we would like to thank the individuals who allowed their leadership to be placed in the spotlight as one of our case-study examples of effective operational humanitarian leadership. Their generosity and openness in doing so and in answering our many questions are greatly appreciated. We also thank the many other interviewees who spoke to us frankly and shared their insights on what they valued in terms of operational humanitarian leadership. David Peppiatt played an important role in identifying and facilitating a number of the case studies. Isobel McConnan carried out interviews and provided helpful comments on earlier drafts. Georgia Armitage helped with the literature review. The Advisory Group provided invaluable input, words of advice and comments on the draft report, they are: Tim Cross, Wendy Fenton, Randolph Kent, Ky Luu, and Claire Messina. Paul Knox Clarke’s inputs undoubtedly raised the quality of the analysis. Deborah Eade provided excellent editorial services and comments. Sara Swords also commented on an earlier draft. Ben Ramalingam played a key role in getting the study off the ground and in its design. Finally, thanks to John Mitchell for his ongoing and valuable support to this work. The project was undertaken as part of the joint initiative on leadership in the humanitarian sector in partnership with People In Aid, Humanitarian...
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...PERFORMANCE APPRAISAL SYSTEM OF BANGLADESH CIVIL SERVICE: AN ANALYSIS OF ITS EFFICACY Mohammad Ashraful Haque ABSTRACT Performance appraisal plays a crucial role in maintaining a high quality and competitive workforce, but has been ignored so far from the civil service reform agenda in Bangladesh. At present, an Annual Confidential Report (ACR) that was introduced in the Pakistan period and retained with minor modification is used to measure performance. The prevailing gross inefficiency of the Bangladesh Civil Service gives the impression that this appraisal system is poorly functioning. This paper articulates the difficulties in designing a good appraisal system in the public sector and provides a theoretical framework arguing that the ‘goodness’ of a PA system should be seen in its capacity to meet its predetermined objectives instead of counting on the so called infallible psychometric properties. A certain degree of validity, reliability and perceived fairness are essential for an appraisal system to be efficacious. The paper then analyzes historical development of the current ACR of Bangladesh Civil Service and its components to measure its validity, reliability and perceived fairness. The paper found that though the current ACR holds some degree of fairness, it significantly lacks in validity as well as reliability, and therefore is deficient in meeting its stated objectives. Keywords – annual confidential report, efficiency, perceived fairness, psychometrics, reliability...
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