...The Case for Taking Drugs at Work Business: Daps Management Consultants Product: Managament Consulting: Organisational Performance and Financial Management Assessment Item 1 BSB115 – Management Word Count: 456 1.0 Introduction Recent studies show that the uses of drugs in the workplace are becoming more commonplace in day to day performance to boost productivity. There is always a level of risk when using any drug, including prescription and or over the counter medications and not to forget the illicit drugs. This can affect workplace relationships, safety and productivity. 2.0 Summary of the Issue Workplace trends have been changing over the years. The pressure to perform well has become increasingly competitive within the white-collar industry, Therefore to perform well means working longer hours and with this workplace pressure as such has become increasingly high powered so to help workers handle stressful situations like this workers have turned to the use of pharmaceutical drugs as well as illegal drugs. However the drugs workers are using can have an extreme effect on those who actually do not even need to use them. They are being used to help focus and increase work performance. The number if Australians who recently used pharmaceuticals for nonmedical purposes increased by more then 100,000 between 2007 and 2010 (Pharmacautical Drug Misuse in Australia, 2011). 3.0 Implications for Management of Daps Management Consultants Drug use or misuse...
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...Ability to conduct site built.Ability to carry out project Management.Occupational safety and health in theory and practicesStructural analysis calculation for reinforced concrete design in accordance to BS 8110.Excellent Oral and written communication skills Self motivated and target oriented Good interpersonal skills with ability to work effectively as a teamAble to accept responsibility and work with minimum supervision Ability to work under pressure and being a team leader. * Computer SkillsAbility to work with Microsoft Office applications (Word, Excel, Power point proficiently)Ability to work with AUTOCAD 2D and 3D, with five years experience in the use of AUTOCAD. * Trainings Huawei Technologies co limited Idejo Street Victoria Island Lagos State (2011)3 days Training on Turnkey Site Construction Huawei Technologies co limited Kano State...
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...First Day on the Job Prepared by: Ana Milori Submitted to: Professor Catherine Klinger Strategic Human Resource Managament Strayer University February 26, 2012 Abstract Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction and performance. Methods include job rotation, enlargement, enrichment and re-engineering. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions relate to rate of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself and co-workers. Some questioners ask yes or no questions while others ask to rate satisfaction on 1-5 scale (where 1 represents "not at all satisfied" and 5 represents "extremely satisfied”). Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for job satisfaction theory. This theory explains that people seek to satisfy five specific needs in...
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...| ------------------------------------------------- ADRIAN ALEJANDRO GALINDO LARA ------------------------------------------------- STUDENT ID L0174MVMV012 ------------------------------------------------- MBA SEMESTER 2 ------------------------------------------------- MANAGING HUMAN CAPITAL ------------------------------------------------- LECTURER DAVID HALL AND DR. RAJENDRA KUMAR ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- ADRIAN ALEJANDRO GALINDO LARA ------------------------------------------------- STUDENT ID L0174MVMV012 ------------------------------------------------- MBA SEMESTER 2 ------------------------------------------------- MANAGING HUMAN CAPITAL ------------------------------------------------- LECTURER DAVID HALL AND DR. RAJENDRA KUMAR ------------------------------------------------- ------------------------------------------------- MHC ASSIGNMENT | HRM-TQM PERSPECTIVES AND RECRUITMENT AND SELECTION METHODOLOGIES | MHC ASSIGNMENT | HRM-TQM PERSPECTIVES AND RECRUITMENT AND SELECTION METHODOLOGIES | PART “A” ESSAY 2327 WORDS (EXCLUDING REFERENCES) HUMAN RESOURCE MANAGEMENT AND TOTAL QUALITY MANAGEMENT PERSPECTIVES Table of Contents Table of contents 3 Abstract 4 Introduction 5-6 Literature Review/Discussion ..7-9 British Perspective 7-8 Latin American Perspective 8-9 Conclusion 9-10 References...
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...| 2013 | | Business Strategy | | | [Hnd business] | | Introduction Within this assignment I shall be researching and critically analyzing the process of Business Strategy. The aim is to gain an in depth understanding of strategic planning, how to formulate a new strategy, the approaches to strategy evaluation and selection and how to implement a chosen strategy. Once all information is gathered of what strategy entails, I shall apply it to my chosen road transport organization Eddie Stobart; and make explanatory suggestions on how the strategic structure of the company should be widened, in order for maximum combined enhanced effect amongst other aspects of physical distribution. I shall apply theories to my research such as Porters model, Ansoffs growth-vector matrix and a Pestle Analysis. There are many different models referring to strategy which I shall also apply to the relevant organization. Task 1 About Eddie Stobart is a very well known and established road transport organisation within the UK, ‘a national leader in multimodal logistics, warehousing and biomass fuel sectors, as well as operating in the property development, ports, airports and civil engineering sectors’(stobartgroup.co.uk) Eddie Stobart ‘Strategy’-Long Term Direction The Eddie Stobart’s company strategies involve maintaining positive customer service and rapport, working closely with their customers and partnerships to maintain business and create further business...
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...The pattern of internationalization followed by the major carmakers can so far be split into three stages. The first stage is export. At this stage the goal is to create a car which fits into a world-wide car cartegory. After the expansion of exports comes the second stage. This is the setting up of transplant in major market regions. The automotive companies in the world is now confronting a third stage in the process of internationalization, namely globalization. It is mean complete localization of transplant one hand and the establishment of global business network another hand. Exports are the engine of the contemporary Korean motor vehicle industry's success. Korea emerged in the 1995 as a significant world producer in which 5 leading countries produced 2.6 million units in 1995. They plan to produce a total of 3.2 million cars this year, including those to be assembled at their overseas plants. In the last year the Korean automakers exported about 1 million units. In the 1980s, Korean automakers began to explore strategies to increase access to the overseas market. The strategy of internationalization in the first stage was to develop joint ventures with US automotive producers such as GM and Ford that would allow them to the development of world car concept. The growth in production and exports is required closely linked to both the advanced product design and process technology that Korean carmakers has been able to technology import from advanced carmakers. The original...
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...leadership 1.5 Building trust, empowering others and promoting ethical 8 – 9 leadership 1.6 Transformational, transactional and situational leadership 9 – 10 and impact on organisation Task 2 – Reflective statement about learning on the course 10 References 11 Introduction In 2009 Karl Moore of Mc Gill University interviewed Henry Mintzberg on his new book Henry Mintzberg on Managing – Pure and Simple, and asked the question as to whether Mintzbergs book should not have been called Leadership. Mintzberg’s response was that management and leadership are part and parcel of the same thing and shouldn’t be seperated in practice. He expressed the belief that the seperation of leadership from managament is utterly destructive, because managers who do not lead are boring and leaders who do not manage do not know what is going on. Whilst Mintzberg seems to make a very valid point and the fusion of leading and managing appears logical, it is undeniable that cenceptual differences exist between the term management, and the term leadership. Even without an accepted or definitive distinction between the two terms, it is still worth considering the meanings behind them. This assignment aims to investigate these and apply them to work-based situations. Task 1: 1.1 (The differences between management and leadership functions and the characteristics that make effective managers and leaders.) D. Boddy (2002) provides...
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...1.0 INTRODUCTION Under the Malaysian Employment Act 1955, the legalized age of employees that are allowed to be hired by the employer ranges from age 16 to age 55 which is the retirement age for private sector, or age 58 for public sector. Employees below age 16 are only allowed to work under certain range of working hours. Based on Ministry of Human Resource Malaysia statistic as illustrated in Appendix A, there are a total of 385,320 registered labors that includes active and new registrants. Baby Boomers with age range 45 – 65 stands at 1.8% from the total registered labor; Generation X with age range 30 – 44 fair at 11.8%; and Generation Y with age range 10 – 29 constitutes 87.1%. These statistic shows that labor market are mostly dominated by Generation Y but this does not means that most of the company have more Generation Y workers compared to other generations. Each of the company has different ratio of generation workers with three generational groups represented. As generation age, the older generation is replaced by younger generation which is of different characteristic, attitude and values [ (Roberts & Manolis, 2000) ]. When this transition happens, characteristic, attitude and values of the older generation will influence the younger generation however, there exist some similarities between these generations. However, this transition has inadvertently created a clash, in fact, only clash of perceived behavior and not the actual behavior of the different...
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...market driven, customer focused institution with good corporate governance structure. Continuous improvement in our business policies, procedure and efficiency through integration of technology at all levels. Vision To be the best private commercial bank in Bangladesh in terms of efficiency, capital adequacy, asset quality, sound management and profitability having strong liquidity. Objective For our customers: • To provide the most courteous and efficient service in every aspects of its business • To be innovative in the development of new banking products and services For our employees: • By promoting their well-being through attractive remuneration and fringe benefits. • By promoting good stuff morally through proper staff training and development, and provision of opportunities for career development. For our share holders: • By forging ahead and consolidating its position as a stable and progressive financial institution. • By generating profits and fare return on their investment. For our community: • By assuming our role as a socially responsible corporate citizen in a tangible manner • By adhering closely to national policies and objectives thereby contributing towards the progress of the nation Strategy PBL has consistently remained focused on efficient customer service by providing wide range of product and services. PBL focused on our diverse products and services. Our customer group range from individuals, big corporate clients, NGOs and non-residents...
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...___________________________________________________________________________ Ojaman University Basketball Case Study Report Project Report submitted to Cardiff Metropolitan University In partial fulfilment for the award of the degree of MASTER OF PROJECT MANAGEMENT By: Mazen Al Oud (Cardiff: st20080272, BAL: 20140217) Word Count: 5,909 Under the Guidance of: Mr. Hadi Mattar January 2015 _______________________________________________________________________________ Executive Summary This report presents an analysis and evaluation of decisions taken by the Ojaman University management and the data presented by the heads of departments in the university. Methods and tools of operations management are used to analyse results and to assess decisions. Data analysis shows gaps in the information provided by the management team; some information was insufficient and some important information was neglected. The report describes improvement areas that require further investigation and remedial actions by the university management. The report also shows that some of the analysis conducted by the university management has limitations, mainly related to information about supply chain management, ticketing profits, additional overhead, consumables, quality standards, specifications and staff salaries. Contents Executive Summary .............................................................................................................. 2 Forecasting and Strategic...
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...Analysing the Impact of Enterprise Resource Planning Systems Roll-outs in Multi-National Companies Fergal Carton and Frederic Adam University College Cork, Ireland f.carton@ucc.ie fadam@afis.ucc.ie Abstract: Large organisations, in particular multi-national corporations, have been at the forefront of the ERP movement since its origins. They have used these highly integrated systems as a way to achieve greater levels of standardisation of business processes across sites and greater centralisation of IT resources. The most common scenario for an ERP implementation in a large multi-national firm is the phased roll-out, whereby the modules of the application are implemented in all the sites in a series of waves. A standard implementation, as designed by Headquarters, is replicated in each site. This standard implementation uses a base configuration, sometimes referred to as a template or blueprint, which cannot be deviated from in any of the sites. These monolithic implementations can be quite traumatic for individual sites where local practices, sometimes quite well established and rich in organizational learning, must be abandoned. This may lead to large scale organisational problems, which must be ironed out if the full potential of the enterprise-wide system is to be obtained. In an attempt to tease out the issues in the global implementation of ERP systems, we carried out a number of case studies at Irish manufacturing sites of multinational firms where management sought ways...
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...International Business Linked to globalization Globalization 1. What is it ? It is a process where the world is moving away from independent countries to interconnected counties 2. Status ( where we are + measurements) Wave of globalization after WOII * 50 – 60 domination of the US (“free market wave”) The trade rules are set by the US * Now domination China, Asia US domination is gone, different countries dominate the world The demographics of the world economy has changed How do you measure globalization? * University of zurich * http://globalization.kof.ethz.ch/ The KOF Index of Globalization measures the three main dimensions of globalization: 1. Economic globalization * Actual flows (37%) * Trade (percentage of GDP) * Foreign direct investement, flows (percentage of GDP) * Portfolio investement (percentage of GDP) * Income payments of foreign nationals (percentage of GDP) * Restrictions * Hidden import barriers * Mean tariff rate * Taxes on international trade (percentage of current revenue) 2. Social (39%) * Data on personal contact * Data on information flows 3. political. (25%) * Embassieses 3. Types of globalization 1. Globalization of products 2. Globalization of markets Active vs passive globalization Globalization can also be passive. Companies that do not want to globalize...
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...Report On “Mutual Funds and their role in portfolio management” Submitted in partial fulfillment of the requirement of Certification Course in Capital and Financial Markets Submitted by: Name: Karthik L.Reddy Roll No. 5 OCPCFM Batch June 2012 Under the Guidance of: Dr. J. Symss Indian Institute of Foreign Trade New Delhi 1 INDEX Serial No. 1 2 Executive summary Objectives Introduction Advantages and Disadvantages Types of Funds Managing a portfolio of funds MF industry in India Topic Page Numbers 4 5 6 9 12 15 21 26 27 28 4 Chapters 5 6 7 Conclusion References Appendix 2 APPENDIX Appendix No. Appendix 1 Appendix 2 Appendix 3 Description Major MF Companies in India and Top Funds Introduction to AMF India Knowing the Prospectus Page Numbers 28 31 33 3 EXECUTIVE SUMMARY This report – “Mutual Funds and their role in portfolio management” would help the readers take advantage of an excellent investment vehicle: mutual funds — the best of which offer you diversification, which reduces your risks, and low-cost access to outstanding money managers, who boost your returns. The topic has been chosen to provide a detailed introduction to the world of mutual funds along with the jargon associated with it, the various types of mutual funds available in today’s market. Mutual funds play a vital role in any investment portfolio. So managing a portfolio of funds becomes very critical for any investor – small or big, short-term or long-term...
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...Employment Of Foreign Workers In Malaysia INDEX 1. Executive Summary 2. Introduction 3. Analysis 4. Challenges 5. Implications 6. Recommendations 7. Conclusion 8. References 1.0 Executive Summary The report investigates on the issue of employment of foreign workers in Malaysia. During the British colonial period in the early nineteenth century, Malaysia was a net receiver of foreign nationals who came to work in the plantations, mines, and construction sectors. Nowadays, rapid industrialization, urbanization, strong economic growth led to labour shortages in rural areas and plantation sectors due to rejection of locals to work in these industries. There are some changes and policy reforms since early 2000 regarding the employment of foreign workers, which includes: Amendments to the Employment Act and Equality in Treatment and Enforcement of Laws. There is also a proposel regarding Foreign Workers Act. The report analyses the advantages and disadvantages of employing foreign workers. Among the advantages are availability of low cost labour, willingness to work for long hours and availability of abundant foreign workforce. Nonetheless, there are also drawbacks to employing foreign workers including rapid expansion of population and increasing in level of unemployment of locals. The main issue is exploitation of foreign worker in Malaysia. Foreign workers are exploited by their employers in different ways, for instance, wage manipulation...
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...i GOVERNMENT OF UGANDA Ministry of Health HEALTH SECTOR STRATEGIC PLAN III 2010/11-2014/15 ii TABLE OF CONTENTS FOREWORD BY MINISTER OF HEALTH .......................................................................................... IV ACKNOWLEDGEMENTS ......................................................................................................................... V LIST OF ACRONYMS .............................................................................................................................. VI EXECUTIVE SUMMARY ........................................................................................................................ IX 1. INTRODUCTION .................................................................................................................................. 1 1.1 CONTEXT AND RATIONALE FOR DEVELOPMENT OF THE HSSP III ..................................................................... 1 1.2 DEVELOPMENT PROCESS FOR THE HSSP III ............................................................................................................ 1 2. BACKGROUND ..................................................................................................................................... 2 2.1 SECTOR ORGANISATION, FUNCTION AND MANAGEMENT ..................................................................................... 2 2.1.1 The Ministry of Health and national level institutions .........................................................
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