...Organisational control Control: track progress: -employees * Product * Strategies * Goals Control means reviewing, monitor, check * Managers monitor and regulate how efficiently and effectively an organisation and its members are performing the activities necessary to achieve organisational goals. * Managers keep an organisation on track, anticipate events, and change the organisation to respond to opportunities and threats Control systems Flexible because environment change Timely manner: for eg a 6 weeks reviews: will track, check and have reviews * Control systems are formal, target-setting, monitoring, evaluation and feedback systems that provide managers with information about how well the organisation’s strategy and structure are working. * A good control system should: * be flexible so managers can respond as needed * provide accurate information about the organisation * provide information in a timely manner. Example: Bank Input: money, customers, employees Conversion; transaction:debit, deposit, others, loan Output: delivered service, customers staified/ unsatisfied. EG 2: Cars Input: equipment,machines, raw materials, skills, employees, funds Conversion: car assembled Output: car What is control in each part: Input; quality, quantity of raw materials Skills of employees Conversion: -going it in a right manner, time Output: number, did imet the demand, satisfied the customers ThThree types...
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...How and why might organisations adopt a behavioural safety approach Peter Webb, HSEQ Manager, Basell Polyolefins UK Ltd., Carrington Site, Manchester, M31 4AJ, England. October 2003. Introduction It is widely accepted that within the broader scope of human factors, specifically human behaviour at all levels within an organisation influences the effectiveness with which risks are controlled. Behavioural safety approaches aim to promote behaviours which are critical to health and safety. This essay outlines why a behavioural safety approach might be adopted. Behavioural safety programmes vary significantly in their success. Some fail altogether. An overview is given of how to adopt such a programme. Some key barriers and enablers which have been shown to affect the outcome are highlighted. This essay will not go into detail about what behavioural safety is, except insofar as it is necessary to explain the “why” and the “how”. Why Organisations Might Adopt a Behavioural Safety Approach Safety performance in many organisations has tended to reach a plateau. This follows significant improvements which were achieved initially through technological approaches (better understanding of physical hazards, inherently safe design etc.), and subsequently systems approaches (implementation of HSE management systems, quality systems etc.). The term organisation was defined by W. J. Duncan as “a collection of interacting and interdependent individuals who work toward...
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...MBA PROJECT TITLES Check out this comprehensive collection of MBA project titles at a2zmba.com. Learn how to do your project better and easily...MBA Projects made easy.. Get help for your MBA project from a2zmba users here. Post your project related queries here.. 1. Product strategies of private life insurance companies 2. A study on "why companies should go for outsourcing" 3. Effectiveness of advertising on real estate sector 4. Study on consumer expectations and perceptions towards consumer loans 5. Workers attrition rate at hotel industry is increasing. Study regarding this issue 6. Attrition rates at different sectors 7. Effectiveness and scope of employee referrals in the process of talent sourcing 8. Study of training needs across different industries 9. Study on creation of luxury brand 10. Strategies used to build successful Internet based customer services 11. Measuring the effectiveness of retail banking of a nationalised bank compared to a MNC 12. Conspicuous consumption 13. Study of awareness and acceptibility of UPVC windows and door systems 14. Opportunities of Financing the NANO's in Bangalore 15. Changing trends in FMCG industry in India 16. A study of best HR practices in service industry 17. Fundamental analysis of Indian telecom companies 18. Study of consumer behaviour in automobile industry 19. customer buying behaviour towards insurance products 20. Promotion strategies followed in Insurance sector 21. Study on changing consumer preference...
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...integral part of every organisations top priority and it is about human behaviour and in the face of dilemma it is about doing what is acceptable or what is right .Deon Rossouw and Leon Van Vuuren (2010) says that ethics concerns itself with what is good or right in human interaction and revolves around three central concepts self, good and other. When managers and subordinates are able to distinguish between good and bad they are ethical and as a result of this they make wise decisions .A positive corporate culture improves the moral among employees in an organisation in which could increase productivity .In order to develop ethical organisations or companies organisations must create ethical businesses. Knowing the difference between what is accepted and what is unaccepted is a prerequisite for every employee within an organisation, though it is difficult to implement business ethics in organisations. Managers have the role of making sure that organisational ethics is in good shape and also create an environment that maintains the relationships and reputations on which their company’s success depends on. Failure to put ethics into consideration by managers puts the organisation at a risk of personal and corporate liability. Moral and loyalty of workers depends on the ethics that leaders in an organisation use to manage their subordinates. It is usually easy for an organisation to achieve its goals when employees apply ethics to guide their behaviour and adhere to employee policies...
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...for the dissemination of research carried out by externally commissioned researchers. The views expressed in this report are those of the authors and do not necessarily represent the views of the Commission or other participating organisations. The Commission is publishing the report as a contribution to discussion and debate. Please contact the Research and Resources team for further information about other EOC research reports, or visit our website: Research and Resources Equal Opportunities Commission Arndale House Arndale Centre Manchester M4 3EQ Email: research@eoc.org.uk Telephone: 0161 838 8340 Website: www.eoc.org.uk/research You can download a copy of this report as a PDF from our website, or call our Helpline to order a copy: Website: Email: Helpline: www.eoc.org.uk/research info@eoc.org.uk 0845 601 5901 (calls charged at local rates) Interpreting service available for callers to the Helpline Typetalk service available: 18001 0845 601 5901 CONTENTS TABLES AND FIGURES Page iii ACKNOWLEDGEMENTS iv EXECUTIVE SUMMARY v 1 INTRODUCTION 1 2 SEXUAL HARASSMENT AND BULLYING 5 2.1 Relationship between sexual harassment and workplace bullying 5 2.2 Power and 'organisational violation' 6...
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...practitioners with an interest in human capital and organisational capability. This edition focuses on the concept of employee engagement and its application to the public service workforce. The contribution of employee engagement to organisational performance is central to many of the human capital reform initiatives advocated in Ahead of the Game: Blueprint for the Reform of Australian Government Administration. Importantly, there is an open question on whether the features of employee engagement in the public service differ from that of other organisations. The Australian Public Service Commission is working with other agencies on clarifying not only the key features of APS employee engagement but also what contribution engaged employees make to enhancing organisational capability. The concept of staff engagement has an enormous amount of currency in the business world today; for many the pursuit of ‘engaged’ staff is seen as an end in itself. But there are a broad range of definitions and interpretations of employee engagement in the literature: some are heavy with psychological theory while others link employee views and organisational strategy. However, there are common themes: for example, engagement is seen as a two-way interaction between the employee and their workplace, engagement is believed to lead to positive organisational outcomes, and finally, it is considered to be measurable through an employee survey. These themes are consistent across a literature that...
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...Paper Series provides a channel for the dissemination of research carried out by externally commissioned researchers. The views expressed in this report are those of the authors and do not necessarily represent the views of the Commission or other participating organisations. The Commission is publishing the report as a contribution to discussion and debate. Please contact the Research and Resources team for further information about other EOC research reports, or visit our website: Research and Resources Equal Opportunities Commission Arndale House Arndale Centre Manchester M4 3EQ Email: research@eoc.org.uk Telephone: 0161 838 8340 Website: www.eoc.org.uk/research You can download a copy of this report as a PDF from our website, or call our Helpline to order a copy: Website: Email: Helpline: www.eoc.org.uk/research info@eoc.org.uk 0845 601 5901 (calls charged at local rates) Interpreting service available for callers to the Helpline Typetalk service available: 18001 0845 601 5901 CONTENTS TABLES AND FIGURES ACKNOWLEDGEMENTS EXECUTIVE SUMMARY 1 2 INTRODUCTION Page iii iv v 1 SEXUAL HARASSMENT AND BULLYING 5 2.1 Relationship between sexual harassment and workplace bullying 5 2.2 Power and 'organisational violation' 6 2.3 Forms of sexual harassment 8 2.4 How big a problem is sexual harassment in...
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...and employees what is really important; it provides ways to measure what is important; it fixes accountability for behaviour and results; and it helps to improve performance. Finally, it’s necessary to defend the organisation against individuals who legally challenge the validity of management decisions relating to promotions, transfers, salary changes and termination. Performance appraisal may be viewed as an overall measure of organisational effectiveness: organisational objectives are met through the effort of individual employees. If employee performance is improved, the organisation will lift its performance. However, it should be noted that some experts do not accept these assumptions. Performance appraisal typically involves measuring how well an individual employee is doing their job against a set of criteria, providing feedback and creating development plan. The performance process generates information that may be used for administrative purposes and/or developmental purposes and/or research purposes. Performance appraisal is a key part of an organisation’s performance management system. PERFORMANCE APPRAISAL OBJECTIVES 1. Discrimination A manager must be able to objectively discriminate between those who are contributing to the achievement of the organisation’s strategic business objectives and those who are not. A performance-oriented organisation...
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...FINANCE (FBF) | Unit Plan 1. | Unit Code &Unit Title: | UBMM2023 Organisational Behaviour | 2. | Course of Study: | FBF:Bachelor of Marketing (Hons)Bachelor of Business Administration (Hons) Entrepreneurship (EN)Bachelor of Commerce (Hons) Accounting (AC)FICTBachelor of Information Systems (Hons) Information Systems EngineeringBachelor of Information Systems (Hons) Business Information Systems FSCBachelor of Science (Hons) Biotechnology (BT)Bachelor of Science (Hons) Logistics and International Shipping | 3. | Year of Study | Flexi structure | 4. | Year and Trimester: | 201601 | 5. | Credit Hour | 3 credit hours | 6. | Lecturing hours and Tutoring hours | 2 hours lecture per week for the duration of 14 weeks1.5 hours tutorial per week for the duration of 14 weeks | 7. | Lecturer: | Lead Lecturer:Ms. Norhayati Bt Md Isa (norhayatim@utar.edu.my)Co-lecturer:Ms. Lim Yong Hooi (limyh@utar.edu.my) | 8. | Tutors: | FBF/FICT/FSCMs. Lim Yong Hooi (limyh@utar.edu.my) Ms. Cheah Ching Mun (cheahcm@utar.edu.my)Ms. Seow Ai Na (seowan@utar.edu.my)Ms. Norhayati Bt Md Isa (norhayatim@utar.edu.my) | 9. | Moderator | Ms. Lai Ka Fei | 10. | Mode of Delivery: | Lecture and Tutorial | 11. | Objective: | To enable students to understand the impact that individuals, groups/teams and structure have on behaviour within organisations for the purpose of improving an organisation’s effectiveness. | 12. | Learning...
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...Consultancy Report Index Executive Summary....................................................................................................................................................1 Organisational Context ...............................................................................................................................................2 Social and Economic Contexts ...................................................................................................................................3 Theoretical Overview .................................................................................................................................................3 Methodology ..............................................................................................................................................................8 Data Sample ...........................................................................................................................................................8 Measures .................................................................................................................................................................9 Control Variables ...............................................................................................................................................9 Abusive Supervision (AS) ............................................................................................................
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... |EVIDENCE | |LEARNING OUTCOME | | | | | |Learning Outcome 1 |Understand the relationship between organisational structure and culture |Report | |AC 1.1 |Compare and contrast different organisational structures and cultures | | |AC 1.2 |Explain how the relationship between an organisation’s structure and culture| | | |can impact on the performance of the business. | | |AC 1.3 |Discuss the factors which influence individual behaviour at work. | | | | | | | | | | | | |Learning Outcome 2 |Understand different approaches to management and leadership ...
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...that this is just an example of an assignment based on the assessment in a previous semester. The task is therefore quite different to your assignment this semester. For example, this semester you have been asked to analyse a case study provided to you. Last semester students had to write their own scenario and analyse specific OB issues. The word count for each section also differs from the requirements this semester. However, the assignment will give you a good idea of the following: what critical analysis looks like, how to present your recommendations in table format and how your list of references should be presented (the Harvard Referencing system available on the USQ library site). Good luck! MGT5000 Management and Organisational Behaviour: Example of Assignment 1 [1] Task 1: Scenario (479 words) I am reflecting on a time in my working life where I offered advice and business solutions to a mid-sized legal firm regarding problems relating to people management strategies. As an independent business consultant I was recommended to the Senior Partner of PBA Solicitors, a legal firm in Toowoomba who revealed the company was experiencing problems concerning low staff morale, lack of motivation and team relationships. My role was to provide the Partners with a proposal of solutions to help with improvement strategies for the business overall. This was a medium size thirty year established firm consisting of eight partners, nine solicitors in various filed of law and...
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...Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially the CIPD Profession Map shares what the most successful HR professionals know and do at every stage of their career, which is proving to be a powerful tool. A wide range of organisations and HR professionals are now using the CIPD’s Profession Map to benchmark...
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...........................................................................16 Appendix 2..............................................................................................17 References..............................................................................................18 EXECUTIVE SUMMARY This report examines what is a management information system (MIS). It describes the importance of MIS and how this impacts decision making within an organisation. The introduction sets out what is MIS and how it is generally employed in the smooth running of an organisation. The discussion section of this report examines the advantages and disadvantages associated with MIS issues and how management understanding of MIS is important in assisting decision making. It discusses how MIS can influence and impact organisational behaviour. The Tourist and Leisure industry has been selected as the specific industry subject to detailed discussion on how MIS affects the people issues within an organisation. Based on the analysis provided in the discussion section to this report, two recommendations are made to the Hotel chain to improve their MIS....
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...(Corresponding Author) Department of Organisation & Human Resource Management, University of Ghana Business School P.O. Box LG78, Legon, Accra-Ghana, West Africa Telephone: 00233209621292 Email: kdartey-baah@ug.edu.gh George Kofi Amoako Department of Marketing, Central Business School P.O. Box 2305, Tema, Ghana, West Africa Telephone: 00233202620174 Email: gkamoako@central.edu.gh Abstract This paper critically examines Frederick Herzberg’s two-factor theory and assesses its application and relevance in understanding the essential factors that motivate the Ghanaian worker. The two-factor theory of motivation explains the factors that employees find satisfying and dissatisfying about their jobs. These factors are the hygiene factors and motivators. The hygiene factors when absent can lead to dissatisfaction in the work place but when fully catered for in the work environment on their own are not sufficient to satisfy workers whereas the motivators referring to the nature of the job, provide satisfaction and lead to higher motivation. This paper adds to the understanding of what motivates the Ghanaian worker most and creates the platform for a re-evaluation of the thinking and viewpoint that workers rate motivator factors higher than the hygiene factors in the work setting. Keywords: Frederick Herzberg, hygiene factors, motivators, employee, Ghana 1. Introduction There are numerous motivation theories that have influenced the way organisations manage employees to achieve a motivated...
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