...APPLICATION CASE #4 Reinventing the Wheel at Apex Door Company 1. What do you think of Apex’s training process? Could it help to explain why employees “do things their way” and if so, how? I think the training process at Apex has no organizational effectiveness. It’s unstructured, and there is no training documentation which makes the entire training process weak. It appears the employee does things their way because the company clearly does not have in place a structured training process. The employee assigned to perform training is likely to have very low motivation, partial training their self, and few of the necessary skills needed to train. The employee must know what an employer wants them to do and how they want them to do it. If the employee is left not knowing, then he/she is left to improvise or teach other employees "their way" of accomplishing tasks. There are no outcome measures to determine if the training was successful. 2. What role should job descriptions play in training at Apex? The job description should play a pertinent role in training at Apex because the job description defines the learning requirements for a new or transitioning employee while also setting the boundaries of employment in terms of required knowledge and skills. By understanding the job description, a trainer can utilize the information it provides to write job descriptions and job specifications, which are utilized in recruitment and selection, compensation, performance...
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...PSYCH 283 October 16, 2013 Reinventing the Wheel at Apex Door Company Apex’s training process is lacking structure which could explain the way employees are performing. If there are no set instructions or a proper explanation of how things should be done, the existing employees will do the work to the best of their ability with the knowledge they’ve had from before the job. For example, the order processing department is failing to properly use the multipage order form to Jim’s liking, because there was no training on how to properly use the form. Which is resulting in wrong customer classifications and improper order forms. The job description should include detailed descriptions of activities and job duties that are both relevant and important to the position. Once those specific activities are listed, then Apex must decipher which activities require more in depth training before starting the job and which ones can be learned through experience. To improve Apex’s current training program, I would suggest to start with a thorough needs analysis to measure the amount of money the company can allot specifically towards training, what specific tasks employees need to be trained on, and which employees need it the most. Once that is completed, Jim needs to distinguish training that would specifically benefit each separate position and then which trainings can be completed as whole with the entire organization. For example the order processing department needs systems...
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...REINVENTING THE WHEEL AT APEX DOOR COMPANY Jim Delaney, President of Apex Door Company, has a problem. No matter how often he tells his employees how to do their jobs, they invariably “decide to do things their own way”, as he puts it, and arguments ensue between Delaney, his employee and the employee’s supervisor. One example is in the door-design department. The designers are expected to work with the architects to design doors that meet the specifications. Although its not “rocket science”, as Delaney puts it, the designers often make mistakes- such as designing in too much steel- a problem that can cost Apex tens of thousands of wasted dollars, especially considering the numbers of doors in, say, a 30-story office tower. The order processing department is another example. Although Jim has a specific, detailed way he wants each order written up, most of the order clerks don’t understand how to use the multipage order form, and they improvise when it comes to a question such as whether to classify a customer as “industrial” or “commercial”. The current training process is as follows. None of the jobs have training manuals per se, although several have somewhat out-of-date job descriptions. The training of new employees is all on the job. Usually, the person leaving the company trains the new person during the 1- or 2-weeks overlap period, but if there is no overlap, the new person is trained as well as possible by other employees who have occasionally filled in on the job...
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...Transcript of Reinventing the Wheel at the Apex Door Company Reinventing the Wheel at Apex Door Company SUMMARY Jim Delaney, the president of the company His employees prefer doing the tasks in their own ways The company also had problems with the training process because the workers always failed to meet the job specification Also they have overlapped training period and some of the training are outdated Besides, training process is homogenized 3 MAIN PROBLEMS 1. Training Process 2. Employer's Problems 3. Employee's Problems SOLUTIONS 1. Training Process 2. Employer's solutions 3. Employees' solutions Employer's Solutions To improve the training process and revise training the system Preliminary info Monitor and feedback system Programs more task-relevant Align the training with strategic goals More direct first-hand info from employees regular meetings, normal retreat, critical incident diary, work log Involve the employees into decision-making process Employees' Solutions Design some motivational programs Pay for performance Intrinsic and Extrinsic Reward Solutions for Trainers Provide "Train the Trainers" Course Build up the trainers team Solutions for Training program Define the training objectives Work out for the training budgets Prepare master training plan Improve the training contents Induction Program Develop some training forms for data record Employer's Problems low-quality and insufficient downward communication Lack of proper human resources...
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...Case Study-1 Jack Nelson’s Problem Chapter-1 Introduction to Human Resource Management Page: 1 * The case is all about the necessity & functions of HR unit in a local bank. In this bank Jack Nelson is a member of board of director and Ruth Jonson is an excellent employee. As Mr. Nelson was very much curious about how Jonson operate her machine, she briefly gave an idea about it. Speaking with the in-charged supervisor of a branch of this bank Nelson found that something was wrong inside the branches. But unfortunately it was not known to Jonson. Jonson found out the main problem and it was high employee turnover. In this bank selection time of employee is very short and at the same time the new employer quit their job in a very short time. All branch supervisors hire their new employees without communicating with the home office or other branches. During the time of development of opening, the supervisors tried to find a suitable employee to replace the worker who had quit. After visiting the 22 branches, the finding is that problems are similar mostly. Nelson wondered about the movements that he should take and the home office steps. The more he thought about the matter, the more perplexed he became. The problem is as much as complex that he couldn’t put his finger on that problem and he did not know the actual place whether to report his findings to the president. * Most of the experts believe that there are five basic functions that all managers perform...
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...About Pfeiffer Pfeiffer serves the professional development and hands-on resource needs of training and human resource practitioners and gives them products to do their jobs better. We deliver proven ideas and solutions from experts in HR development and HR management, and we offer effective and customizable tools to improve workplace performance. From novice to seasoned professional, Pfeiffer is the source you can trust to make yourself and your organization more successful. Essential Knowledge Pfeiffer produces insightful, practical, and comprehensive materials on topics that matter the most to training and HR professionals. Our Essential Knowledge resources translate the expertise of seasoned professionals into practical, how-to guidance on critical workplace issues and problems. These resources are supported by case studies, worksheets, and job aids and are frequently supplemented with CD-ROMs, websites, and other means of making the content easier to read, understand, and use. Essential Tools Pfeiffer’s Essential Tools resources save time and expense by offering proven, ready-to-use materials—including exercises, activities, games, instruments, and assessments—for use during a training or team-learning event. These resources are frequently offered in loose-leaf or CD-ROM format to facilitate copying and customization of the material. Pfeiffer also recognizes the remarkable power of new technologies in expanding the reach and effectiveness of training. While e-hype...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...PART THREE TRAINING AND DEVELOPMENT | | | | | | |CHAPTER | |T Eight | | | | | | | | | |Training and Developing |8 | | |Employees | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter is devoted to the issue of | | |Orienting Employees |ongoing training and development of employees. Needs | | |The Training Process |analysis, techniques, purposes, and evaluation are...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...United Nations Development Programme Bangladesh Building a 21st Century Public Administration in Bangladesh End of Assignment Report by the Formulation Mission on Civil Service Reform Program September 16 – October 9, 2007 Submitted by: Pan Suk Kim Judy Johnston Mobasser Monem Patrick Stoop Theodore Thomas BGD/04/002-Developing Civil Service Capacity for 21st Century Administration Contents Contents __________________________________________________________________ 2 Acronym and Abbreviations___________________________________________________ 5 1. Executive Summary: Aiming at Public Confidence and Sustained Transformation in the Civil Service ________________________________________________________ 6 1.1. 1.2. 1.3. 1.4. 1.5. 1.5.1. 1.5.2. 1.5.3. Objectives and Approaches of the Mission_________________________________ 6 Assessment___________________________________________________________ 6 Issues and Goal of a Civil Service Reform Program _________________________ 7 Overview of program components and strategies ___________________________ 9 Recommendations____________________________________________________ 10 Recommendations for immediate action ________________________________________ 10 Recommendations targeted to be implemented before the end of the first year of the civil service reform program _____________________________________________________ 11 Recommendations for a phased civil service reform process. ________________________ 12 2. ...
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...islamic leviathan religion and global politics John L. Esposito, Series Editor University Professor and Director Center for Muslim-Christian Understanding Georgetown University islamic leviathan Islam and the Making of State Power Seyyed Vali Reza Nasr Islamic Leviathan Islam and the Making of State Power Ú seyyed vali reza nasr 1 2001 3 Oxford Athens Chennai Kolkata Nairobi New York Auckland Bangkok Bogotá Buenos Aires Cape Town Dar es Salaam Delhi Florence Hong Kong Istanbul Karachi Kuala Lumpur Madrid Melbourne Mexico City Mumbai Paris São Paul Shanghai Singapore Taipei Tokyo Toronto Warsaw and associated comapnies in Berlin Ibadan Copyright © 2001 by Seyyed Vali Reza Nasr Published by Oxford University Press, Inc., 198 Madison Avenue, New York, New York 10016 Oxford is a registered trademark of Oxford University Press All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of Oxford University Press. Library of Congress Cataloging-in-Publication Data Nasr, Seyyed Vali Reza, 1960 – Islamic leviathan : Islam and the making of state power / Seyyed Vali Reza Nasr. p. cm.—(Religion and global politics) Includes bibliographical references and index. ISBN 0-19-514426-0 1. Malaysia—Politics and government. 2. Islam and politics—Malaysia. 3. Pakistan—Politics and government—1988...
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...___________________________ LIVING HISTORY Hillary Rodham Clinton Simon & Schuster New York • London • Toronto • Sydney • Singapore To my parents, my husband, my daughter and all the good souls around the world whose inspiration, prayers, support and love blessed my heart and sustained me in the years of living history. AUTHOR’S NOTE In 1959, I wrote my autobiography for an assignment in sixth grade. In twenty-nine pages, most half-filled with earnest scrawl, I described my parents, brothers, pets, house, hobbies, school, sports and plans for the future. Forty-two years later, I began writing another memoir, this one about the eight years I spent in the White House living history with Bill Clinton. I quickly realized that I couldn’t explain my life as First Lady without going back to the beginning―how I became the woman I was that first day I walked into the White House on January 20, 1993, to take on a new role and experiences that would test and transform me in unexpected ways. By the time I crossed the threshold of the White House, I had been shaped by my family upbringing, education, religious faith and all that I had learned before―as the daughter of a staunch conservative father and a more liberal mother, a student activist, an advocate for children, a lawyer, Bill’s wife and Chelsea’s mom. For each chapter, there were more ideas I wanted to discuss than space allowed; more people to include than could be named; more places visited than could be described...
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...TOTAL QUALITY MANAGEMENT AND SIX SIGMA Edited by Tauseef Aized Total Quality Management and Six Sigma http://dx.doi.org/10.5772/2559 Edited by Tauseef Aized Contributors Aleksandar Vujovic, Zdravko Krivokapic, Jelena Jovanovic, Svante Lifvergren, Bo Bergman, Adela-Eliza Dumitrascu, Anisor Nedelcu, Erika Alves dos Santos, Mithat Zeydan, Gülhan Toğa, Johnson Olabode Adeoti, Andrey Kostogryzov, George Nistratov, Andrey Nistratov, Vidoje Moracanin, Ching-Chow Yang, Ayon Chakraborty, Kay Chuan Tan, Graham Cartwright, John Oakland Published by InTech Janeza Trdine 9, 51000 Rijeka, Croatia Copyright © 2012 InTech All chapters are Open Access distributed under the Creative Commons Attribution 3.0 license, which allows users to download, copy and build upon published articles even for commercial purposes, as long as the author and publisher are properly credited, which ensures maximum dissemination and a wider impact of our publications. After this work has been published by InTech, authors have the right to republish it, in whole or part, in any publication of which they are the author, and to make other personal use of the work. Any republication, referencing or personal use of the work must explicitly identify the original source. Notice Statements and opinions expressed in the chapters are these of the individual contributors and not necessarily those of the editors or publisher. No responsibility is accepted for the accuracy of information contained...
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...Customer Relationship Management VSF This book is dedicated to my children Emma and Lewis of whom I am enormously proud. Customer Relationship Management Concepts and Technologies Second edition Francis Buttle AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA First edition 2009 Copyright © 2009, Francis Buttle Published by Elsevier Ltd. All rights reserved. The right of Francis Buttle to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax: ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.com/locate/ permissions, and selecting Obtaining permission to use Elsevier material. Notice No responsibility is assumed by the publisher for any injury and/or damage...
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