...Organizational Restructuring | Organizations are human systems and their system structure includes the worldview, beliefs, and mental models of their leaders and members. Changing organizational behavior requires changing the belief system of its personnel. This process of changing beliefs is called learning. Effective learning requires clear, open communications throughout the organization. Organizational performance ultimately rests on human behavior and improving performance requires changing behavior. Therefore organizational restructuring should have as a fundamental goal the facilitation of clear, open communication that can enable organizational learning and clarify accountability for results. Since the world is continually changing, continuous organizational learning is necessary to stay up to date. Organizations that cannot or will not learn will become obsolete. Leaders should periodically examine the organizational structure of their enterprise to assure that it continues to provide an environment for organizational learning. A non threatening, development focused performance appraisal process can be an effective organizational learning tool. The points of leverage in organizations are the beliefs and worldview of their leaders and decision makers. The sense of purpose, vision and commitment of an organization's leadership play a critical role in the results it can accomplish. | Symptoms indicating the need for organizational restructuring. * New...
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...2Kashif-Ur-Rehman 1 2 Foundation University, Rawalpindi, Pakistan Iqra University Islamabad Campus, Pakistan Abstract: This study measures the relationship between organizational performance and financial management practices like capital structure decision, dividend policy, investment appraisal techniques, working capital management and financial performance assessment in Pakistani corporate sector. Sample of the study consisted of forty companies operating in Pakistan, related to different sectors and listed at Karachi Stock Exchange. The finance executives and financial analysts of the companies responded to questionnaire that identified through company profiles and references. The questionnaires were self administered to collect the data from respondents. The results show a positive and significant relationship between financial management practices and organizational performance in Pakistani corporate sector. Key words: Corporate sector % Financial management practices % Karachi stock exchange % Organizational performance INTRODUCTION The corporate sector plays a vital role in the economic outlook of any country. Financial literature suggests that capital structure has a greater impact on the economic system [1] and managers should identify the ideal corporate structure for the company [2]....
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...characteristics of the ideal appraisal system? In order for an appraisal system to be effective, it should possess the following characteristics: • Clear Objectives: The objectives of performance appraisal should be clear, specific, timely and open. • Reliable and Valid: Appraisal system should provide consistent, reliable and valid information and date. Appraisals should measure what they are supposed to measure. • Standardization: The appraisal form, procedures and rules should be standardized. There should be well-defined performance criteria and standards. Employees should be made fully aware of these standards as appraisal decisions affect all employees of the group. • Training: Evaluators should be given training in procedures and principles of appraisal. They should be provided with knowledge and skills in designing appraisals, conducting post appraisal interviews and correcting rating errors. • Fob Relatedness: The appraisal system should focus attention on job-related behavior and performance. It should provide information on job related activities and areas. • Mutual Trust: Before introducing the appraisal system, a climate of mutual trust, cooperation and confidence should be created in the organization. Under the system, the employees should be treated in a supportive manner. • Feedback and Participation: The ratings should be communicated to both the employees and the raters. The employees should get information on their performance and the system should involve employees...
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...Performance Management System Assignment – PMS System of Indian industry.. (Mahindra & Mahindra) MASTER OF BUSINESS ADMINISTRATION Performance management system Performance management is a much broader and a complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee development programmes and rewarding achievements. Performance management system includes the following actions. * Developing clear job descriptions and employee performance plans which includes the key result areas (KRA') and performance indicators. * Selection of right set of people by implementing an appropriate selection process. * Negotiating requirements and performance standards for measuring the outcome and overall productivity against the predefined benchmarks. * Providing continuous coaching and feedback during the period of delivery of performance. * Identifying the training and development needs by measuring the outcomes achieved against the set standards and implementing effective development programs for improvement. * Holding quarterly performance development discussions and evaluating employee performance on the basis of performance plans. * Designing effective compensation and reward systems for recognizing those employees who excel in their jobs by achieving the set standards in accordance...
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...Industry: Transportation, Supply Chain and Logistics 1) Provide a brief summary of the company. (20 points) This should include where the company is headquartered, a brief history over the past 5 to 7 years, an overview of the company’s sales revenues and profits/losses, mission, vision and core values. 2) Situational Analysis: (60 points) A situational analysis is a business term that means evaluation of trends and situation of a particular industry or market. An organization's competitive position, market and growth trends, operating and financial condition, and the general state of the company's internal and external affairs are evaluated in a situational analysis. * Is management planning to expand the business? * What strategy(ies) does management seem to be focusing on? * What is the human resource forecast? Is the company hiring or laying off? a) External Analysis: With a situational analysis, you evaluate external factors that may change the way your company operates. Often these changes relate to your competitors in the market, market and consumer trends, legal requirements, government regulations, mergers and acquisitions, social changes, the economic environment and your customer base. For example, you may evaluate your current and potential customers and look at customer preferences, purchase patterns and behaviors. In the SWOT analysis, you use the information from the external analysis to summarize your company's opportunities...
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...MERCHANT BANKING Prof Faye N Salins Merchant Bankers act as a link between corporate bodies who intend on raising funds and investors who are interested in investing in securities. It helps corporates establish new companies, expand, diversify, merge, commission projects etc. Apart from that, merchant banking was the necessity of banks themselves which were in need of non-fund based income so as to improve their profitability margins by all means in the changed economic scenario. Merchant Banking is known by different names in different places. In the USA, it is known as “Investment Banking”. In the UK it is known as “accepting and clearing houses”. Definitions of Merchant Banking 1) A Merchant Bank is a bank or financial institution that handles all the tasks related to incorporation of a company as well as marketing corporate and other securities. 2) Merchant Banking is an institution engaged in the business of issue management either by making arrangement regarding selling, buying or subscribing to securities or acting as manager, consultant, advisors or rending corporate advisory services in relation to issue management. 3) As per SEBI, Merchant Bank mostly provide advisory services, issue management, portfolio management and underwriting services, which require less capital but generate more income (non-interest income). 4) As per the Ministry of Finance; any person who is engaged in the...
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...DePew Bus 303 Ricci Rizzo 10/6/2014 Performance Analysis Annually or bi-annual every employee has experience with reviews the show performance through the time of work one may be employed. Performance appraisals are assessment tools that have proven to have advantages to the effectiveness of the work place. The performance appraisal process can be referred to as terms that provoke and propel strong responses; opinions, judgment, and sentiments are expressed in contextual format (Kumar 2005). Scholars have regarded performance appraisals as a strategic and integral part of an organization (Longenecker and Goff 1992). Typically those who administer the performance appraisals are human resource managers/professionals or managers. A tool used in the appraisal process needs to be standardized, reliable, valid, and appropriate for the position; making sure this tool meets all these qualifications is a mere part of the process of administering the appraisal process. Success in a business can be dependent upon an employer’s ability to be proactive with their employees. “Research shows that managers with poor communication or interpersonal skills are often the downfall of a company's otherwise sound performance management program (“Setting up a performance management system”, 1999). Strong communication skills provide comfort and the ability to provide feedback with empathy and remain professional; which are considered very important when communicating results and providing feedback...
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...10MBA12-Managerial Economics – 10MBA13-Statistics for Management – 10MBA14-Accounting for Managers II Sem. 9.30 a.m. - 12.30 p.m. 10MBA21 – Quantitative Techniques for Management – 10MBA22 – Indian Business Environment – 10MBA23 – Financial Management – 10MBA24 – Business Law – III Sem. 2.00 p.m. - 5.00 p.m. – – – 10MBA31 – Strategic Management – 10MBA32 – Management Accounting & Control Systems – 10MBA33 – Operations Management IV Sem. 2.00 p.m. - 5.00 p.m. – – 10MBA41 – Change and Knowledge Management – 10MBA42 – Entrepreneurial Development – 10MBA43 – Supply Chain Management – 10MBAMM415 – Rural Marketing 10MBAFM425 – Project Appraisal Planning & Control 10MBAIS435 – Multimedia Applications Programming Using VB 10MBAHR445/10MBAIB465 – International Human Resource Management 10MBAPM455 – Project Management 10MBABF475 – Treasury & Risk Management 28/06/2012, Thursday – 10MBA25 – Human Resource Management – 29/06/2012, 10MBA15-Management Information Systems Friday – 10MBAMM311– Business Marketing 10MBAFM321– Advanced Financial Management 10MBAIS331– Object Oriented Programming Systems Using Java 10MBAHR341– Organizations Design & Organization Development 10MBAPM351– Materials Management 10MBAIB361– International Business Environment 10MBABF371– Principles & Practice of Banking & Insurance – 02/07/2012, Monday – 10MBA26 – Business Research Methods – 10MBAMM416 – Strategic Brand Management 10MBAFM426/10MBAIB466/10MBABF476 – International Financial...
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...Domain: Organizational Design Priority #2: Realigning salaries based on performance measures and not hierarchical job titles Justification: Employees have been promoted into positions and have been unwilling or lacked the skills to be effective employees in their positions. As responsibilities have been taken away the organization has not decreased their salaries to reflect it. Other employees are performing at higher levels while knowing their supervisors are have less responsibilities but high salaries. Star performers will be lost due to frustrations and lack of rewards. Action to be taken: Implement a performance based reward system. Employees that consistently meet their company’s goals and objectives need to be rewarded by moving the ranks at the sacrifice of employees who are not. HR Domain: Performance Management and Appraisal Priority #3: Supervisory training Justification: Two employees were slotted into positions they were not prepared for. HR needs to consider are the right people being slotted for the open positions. Action to be taken: HR may need to consider implementing a mentor/mentee program with seasoned/experience supervisors and newly those newly appointed. HR Domain: Employee Training and Organizational Development The potential internal strength(s) is Ms. Roberts. She has been newly...
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...examines the importance of good records keeping in an organization be it of public or private sector. It also presents a rationale for developing an integrated records management program. It discusses the process involves in restructuring existing information and records and the outlines of key activities undertaken in a registry. OBJECTIVES: At the end of the course, students will be able:1. Define the terminologies and principles of records management. (C1) 2. Describe the file management process in an organization. (C2) 3. Explain the steps that may be taken to support and sustain an integrated records management program. (C2) COURSE EVALUATION: Course Work Assignment Group project Practical Test (Filing) Test Total course work Final Examination Total Marks Percentage 10 % 20 % 10 % 20 % 10% 20% 10% 20% 60% 40% 100% Recommended Texts Rusnah Johare, Dr. (2002). Records management handbook : A guide to records management in an agency. Shah Alam : Faculty of information Management. References Ann and Titlow (1992). Records management for information age. USA : Delmar Publishing. Brumm, E. K. (1995). Managing records for ISO 9000 compliance. Milwaukee : ASQC Quality Press. Craig, B. (2004). Archival appraisal : Theory and practice. Munchen : K.G. Saur. Emerson, P. Ed. (1989). How to manage your records : A guide to effective practice. Hempstead : ICSA Publishing Ltd IRMT (1999). Managing current records : A procedures manual...
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...The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager’s job, as well as the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers still perform these essential functions Planning In this function it establishes goals and objectives to pursue during a future period. The planning function spans all levels of management. Top managers are involved in strategic planning that sets board, long-range goals for an organization. These goals become the basis for short-range, annual operational planning; during which top and middle managers determine specific departmental objectives that will help the organization makes progress toward the broader, long-range goals. Organizing In this function it typically follows planning and reflects how the organization tries to accomplish its goals and objectives. In relation to the structure of a company, organizing involves the assignment of tasks, the grouping of tasks into departments and the allocation of resources to departments. Organizing also involves establishing the flow of authority and communication between position and levels within the organization. Top manager performs these activities. Like wise middle manager and supervisors organize the tasks to create positions within their departments...
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...NAME: RAHUL SHAH ID: 12122 SUBJECT: HRM531A PROFESSOR: DR PAUL CHAO HOMEWORK NO.: 1 HUMAN RESOURCE MANAGEMENT Design and implement of formal system in an organization to manage human talent for accomplishing organizational goal. Functions: The role of human resource management is to plan, develop, and administer policies and programmes designed to make expeditious use of an organisation’s human resources. It is that part of management which is concerned with the people at work and with their relationship within an enterprise. Its objectives are: Effective utilisation of human resources; Desirable working relationships among all members of the organisation; and Maximum individual development. The major functional areas in human resource management are: Planning, Staffing, Employee development, and Employee maintenance. These four areas and their related functions share the common objective of an adequate number of competent employees with the skills, abilities, knowledge, and experience needed for further organisational goals. Although each human resource function can be assigned to one of the four areas of personnel responsibility, some functions serve a variety of purposes. For example, performance appraisal measures serve to stimulate and guide employee development as well as salary administration purposes. Thecompensation function facilitates retention of employees and also serves to attract potential employees to the organisation. A brief...
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...Performance Management System and Total Rewards Plan for WeaverTech Southern New Hampshire University OL 600 Strategic Human Resource Management INTRODUCTION Due to the acquisition of WeaverTech formally known as Johnson-Ware an apparel company by CVX Partners, a private equity firm, there arose a need for the company to change its line of business to high-end segment of the apparel industry (Beer & Swier, 2015). Before the acquisition of the company by the new owners, WeaverTech was a closely owned family entity that had been formed in 1905. Before the proposal to change the company customer base, the company exclusively relied on the military (70%) and security (30%) as the only customers for the company products. The need to change the company customer base from military and security to high-end performance clothing market apparently arose from the allure of the later market segment and the dwindling growth of the military and security market (Beer & Swier, 2015). In fact, at the end of the 2012 WeaverTech fiscal year, the company had dropped 12 places among the top 30 privately owned American entities. In addition, the departure of Jack Davidson a retired US Navy rear admiral, WeaverTech CEO from 1983 to 2012 as well as the end of the Afghanistan and Iraq wars meant that the traditional, market was no longer going to be reliable. Consequently, there was need to redesign the company customer base and take advantage of the high-end market...
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...Performance Management Framework Patricia Keith February 16, 2015 Performance Management Framework Performance management is a system of processes and structures that identify, monitor, assess and respond to organizational performance results. Performance management focuses on performance results through evidence-based decision-making, continuous learning, and employee performance accountability. Such a system requires a daily commitment by management to improve individual or team performance. The performance management framework for Clapton Commercial Construction (CCC) must align with the organization’s strategic goals and objectives. An effective performance management plan will allow Clapton Commercial Construction to maximize performance while minimizing its turnover rate. Clapton Commercial Constructions’ Performance Management Framework CCC’s strategic objective of expanding its operations into Arizona involves adding approximately 130 new employees. During the first year, the organization expects to stay at its current 3% revenue growth rate while retaining 20% employee turnover. Therefore, it is critical that the organization create and maintain an effective performance management plan. Aligning Performance Management with the Business Strategy Organizational Performance management philosophy is the process intended to improve individual and organizational performance. One of the goals of CCC’s approach to performance management is to get employees...
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...DECISION MAKING FOR BUSINESS Table of Contents Part A: 2 1.0 Analysis of incremental cost for Fleet Ltd.: 2 2.0 Analysis of the reported profit volume: 2 3.0 Consideration of determining factors in decision making process: 2 4.0 Recommendation: 2 5.0 Executive summary: 2 Part B: 2 1 a) Derivation of cash flows for three available options (amounts in , 000): 2 1 b) Derivation of accounting rate of return for three available options (amounts in , 000): 2 1 c) Derivation of payback periods for three available options (amounts in ,000): 2 1 d) Derivation of Net Present Value for three available options (amounts in ,000): 2 1e) Derivation of internal rate of return for three available options (amounts in , 000): 2 2.0 Appraisal methods and discussion of the recommendation: 2 Bibliography: 2 Part A: 1.0 Analysis of the incremental cost for Fleet Ltd.: The incremental cost analysis of any organization evaluates the changes in organizational effectiveness after incorporating the new strategy for which the cost incurred. Not only that it will also help the organization to find out if it have any other alternatives. In case of Fleet Ltd., there exist three strategies which they incorporated to improve the organization effectiveness. Among those three strategies, the first one involves the changes in the core activities of the organization where as the second activities is mainly concentrating the improvement of the competitive ability of the organization whose...
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