...Recruiting and retaining the right people Who are Barclays? It all began way back in 1690, when John Freame and Thomas Gould start trading as goldsmith bankers in Lombard Street, in the City of London. In 1735, Freame’s son, Joseph, invited his brother-in-law, James Barclay, to join them as a partner, and the name has remained a constant presence in the business ever since. Family banks like this one, though, found it hard to compete with the larger joint stock banks by the end of the 19th century. So in 1896, 20 small private family banks joined together in a move that created a bank with 182 branches, 806 staff and deposits of £26m. Further amalgamations and take-overs followed and by 1920 Barclays Bank Limited was ranked third among Britain’s ‘big five’ banks. UK and international growth flourished. By the late 1920s the first book-keeping machines had been introduced to branches, and from 1945 to 1948, the bank began to offer refresher courses to staff returning from war service. We appointed the UK’s first female branch manager, Ms H M Harding, at the Hanover Street branch in London in 1958, and established another UK first – a computer centre for banking. From here, the firsts continued. The UK’s first credit card, Barclaycard, was launched in 1966, followed the next year by the world’s first ATM in Enfield. Our Business Advisory Service began in 1973, and by 1981 we were the first foreign bank to file with the Securities and Exchange Commission in Washington DC...
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...Roles Of Managers Roles of Managers Within Functional Areas of Business All across the United States there are people starting up small businesses because they are unable to find a job that suits them. I am one of these new entrepreneurs. A dream of achieving financial success and job market uncertainty has taken me on a journey of being an event planner. My company is called Omni Events. As a business owner, I have applied the concept of the functional areas of business in my company. I had to put on many hats to keep my business functioning. As a business owner I have experience in being a leader, human resources manager, accounting manager, finance manager, marketing manager, sales manager, and strategic planner. This is the main reason why I have enrolled in the MBA program. Furthermore, I am confident it will help boost my potential of being an effective business owner. Managing The Various Departments The main objective of running any business is to provide a service or product to a particular market and make financial profit. I find satisfaction in planning everything to the last detail. That is why I chose my field carefully. It is important to do what you love and take your work seriously. As I began this journey, I started out by self-promoting my company and attempted to make sales. Marketing and sales became a natural habit in all the networking events that I attended...
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...I thought I would take time to articulate the current state of Cathay’s outsourcing processes and more importantly present my recommendations to revise our methodology in managing our strategic partners that will enable future success. Understanding we are in a mode to reduce costs to compete in this industry, Cathay has outsourced several key IT functions over the past 5 years, with now 65% of our operating budget being managed outside of Cathay. Our first two major initiatives, dubbed “smartsoucing”, were initiated in April 2007. We outsourced our infrastructure to IBM and our applications to SABRE Airline Solutions. Although these two vendors were not exclusive vendors, it was clear they were definitely preferred! In December 2007, we outsourced our data center that we had built in 1995 to IBM as well. In 2001, we outsourced our desktop environment also to IBM. We followed that up in November 2002, when we outsourced our e-business infrastructure to Hewlett-Packard. Edward, listed below is my assessment of the outsourcing process that was in place and my recommendations to improve going forward. 1. Our IT group is no longer writing code for ourselves, they are being asked to manage the suppliers along with understanding our IT value to the business. This is a different skill set, however, it is a crucial role to be able to control IT, show the value, and bridge the business as a cohesive team. We need...
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...For example, Shell is working with its existing suppliers to implement the Shell Supplier Principles. These set out the minimum standards which Shell suppliers need to meet. These include using energy and natural resources as efficiently as possible to minimise impact on the environment and covering health and safety issues. Efficiency Other aspects of sustainable business include managing waste effectively and reducing the company’s carbon footprint. This can be improved by choosing suppliers who also take their responsibilities towards environmental impact seriously. For example, Marks & Spencer made £70 million of efficiency savings during 2010/11. Alongside reductions in waste and packaging and increased energy efficiency, the company is working with suppliers to reduce carbon emissions in the supply chain by improving efficiency of deliveries. Roles and skills Although engineering and technical roles are crucial in the oil and gas industry, oil companies also require lawyers, accountants, geologists, electricians, plumbers, crane drivers, mechanics, divers and designers. Roles in purchasing and supply cover all levels, from...
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...and how Camber’s current performance evaluation system works to provide me feedback on my job as a Field Support Representative for the Navy. In addition, it will also provide possible suggestions about how to improve the performance evaluation process. Performance Management Cascio (2013) stated “Managers must observe performance, certainly a representative sample of an employee's performance if they are to be competent to judge its effectiveness.” (p.338). Performance evaluation is necessary. If employees are to know and understand how they are performing in their jobs it is important for employers to provide goals that the employee needs to attain, provide them with the resources available to them and provide feedback on how the employee is performing their job. As a manager performance evaluations should contain three areas for the employee. One area is the employee’s performance. "A manager who defines performance ensures that individual employees or teams know what is expected of them and that they stay focused on effective performance." (Cascio, 2013, p.333). The performance should include goals for the employee to meet the next evaluation period. These goals should have a structure in terms of the measurement of the goal and the level the goal should be fulfilled. When establishing goals for my yearly evaluation my boss will include some job skill that will enhance my current knowledge and performance. He then will assign a task to evaluate how I meet...
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...MID TERM EXAM QUESTIONS AND ANSWERS MANAGERIAL ROLES In an organization, as in a play or a movie, a role is the part a person plays in a given situation. Managers often play a number of different roles. Much of our knowledge about managerial roles comes from the work of Henry Mintzberg. Mintzberg identified ten basic managerial roles clustered into three general categories. Interpersonal Roles Mintzberg’s interpersonal roles are primarily social in nature; that is, they are roles in which the manger’s main task is to relate to other people in certain ways. The manager sometimes many serve as a figurehead for the organization. Taking visitors to dinner and attending ribbon-cutting ceremonies are part of the figurehead role. In the role of leader, the manager works to hire, train, and motivate employees. Finally, the liaison role consists of relating to others outside the group or organization. For example, a manger at Intel might be responsible for handling all price negotiations with a major supplier of electronic circuit boards. Obviously, each of these interpersonal roles involves behavioral processes. Informational Roles Mintzberg’s three informational roles involve some aspects of information processing. The monitor actively seeks information that might be of value to the organization in general or to specific managers. The manager who transmits this information to others is carrying out the role of disseminator. The spokesperson speaks for the organization to outsiders...
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... | |[pic] | | | | | |Module | | | |Managing your People | | | | | | | | | | ...
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...Executive Summary Gary Allison had no idea what he was getting himself into when he accepted Mr. Larson’s offer to become Program Manager for the Orion Shield Project. Although Gary had a Ph. D. in mechanical engineering and 14 years’ experience as a project engineer, his education and engineering experience could not have properly prepared him for the large undertaking the Orion Shied Project turned out to be (Orion shield project, 2003, p.1). Managing a program is different and more difficult than managing one project, it is like managing multiple projects and people at once, there is much more involved. According to Schwalbe, “Many program managers worked as project managers earlier in their careers” (2012). Gary had no previous project management experience, which already put him at a disadvantage as a program manager. Had he possessed the knowledge, skills and tools required of program managers, he may have been more successful. Not only did Gary lack the knowledge, skills, and tools to properly manage the program, he also lacked the proper support from leadership. Red flags should have went off for Gary from the very beginning that Mr. Larson would not provide the guidance Gary needed to be a successful program manager. Throughout the course of the project, Orion Shield was plagued with technical, ethical, legal, contractual, and other miscellaneous program management issues. With the proper knowledge, skills, tools and support from management, these issues could...
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...values which involved in routines by examining practice contemplatively and reflexively which leads to development understanding (Bolton, 2010). One of the famous reflections model in the worlds is Gibbs Model of Reflections (Appendix 1). Observing my workplace as a learning environment with analysing challenges and barriers, I’ve located three areas of improvement using this model. Being in one of the biggest clinic in Southern Malaysia, the major challenge is to endure high workload either in clinical or non-clinical works. Subsequently many of staff especially juniors which also involved in mentorship programs are unable to define and located their own learning needs. As an improvement, I’ve choose to develop the learning contract. It can be defined as an agreement achieved between learner and mentor to develop shared expectations about what will be learn by the learner and how the learning will be measured (Boak, 1953). In my opinion it’s a dynamic process which can be expanded in time and scope to helps learner with learning and career development. Ghazi and Henshaw (1998) stated that with supporting learners using learning contract, it will enhanced their achievement in assessments and attendance. Evaluating learning contract as a tool for learning, it will leads learners to be more accountable and motivated for their own learning....
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...to ensure that people understand their roles and responsibilities. My approach to supporting people in a team environment includes the use of coaching, mentoring and giving feedback. My approach of mentoring and coaching includes working with teams to identity the strengths and weaknesses and enhancing current skills or acquiring new skills because I think this will reduce the possibly of conflicts in the workplace and ensures that the team is equipped for new changes. Giving feedback to staff and coaches was also used as part of supporting people in a team environment by having a meeting regularly, sending emails once a week, and giving feedback on a personal level positive and negative on areas where improvement is needed and using performance metrics to assess the performance of the organization. The outcome of these approaches would be having an effective team in the organization. b. * Table 1. Relevant Policies and Legislation that might impact on supporting the staff Relevant Legislation | Impact on managing performance | Anti – discrimination and harassment * Age * Race * Gender * Sexual preference * Religion | Ensures that no practice disadvantages a person or group because of a personal characteristic which is irrelevant to the performance of work. * Providing prayer room or for other religion purposes * * | Fair work act * Pay rate | * Paying employees based on the contract they have with you * Giving equal...
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...1.1 Describe the internal and external factors that impact on the employment relationship When an employee starts a new company, there are several external and internal factors that impact on the employment relationship. Relationships affect both management and worker’s performance. The quality of these relationships have an effect on the organisation. Human Resources, focuses on recruiting new employees and managing existing workers, plays a significant role in employment relationships as do several additional internal and external factors. Listed below are a couple of Internal and external Factors that may affect the employee’s relationship. Internal Factor-Conflict: Conflict exists in every organisation, and to a certain degree indicates a healthy exchange of ideas, opinions and creativity. However, some conflicts may arise where the employee is not satisfied with how a certain situation has been dealt with or how they have been treated. Managers may have not tackled matters in a systematic or careful manner which has resulted in employee dissatisfaction, absenteeism, poor customer service, increased work related stress or, worse case scenario litigation on claims of harassment or a hostile work environment. Internal Factor-Change in Management: Many organisations will replace managers this can be due to retirement, promotion, career change, transfer or dismissal. Each new manager will bring their own style and ideas of working in an organisation. The relationship...
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...What is one characteristic of a project, program and portfolio? A. Development of a new product or service B. Logical they all have a time frame and life-cycle C. Conduction of task without schedule D. Implementing a new business process The reason I chose the answer number (B) projects are always in a form of a life cycle and changes happen frequently due to new ideas and technology the other answers are relevantly. Define the characteristics of a portfolio Manager? A. Process improvement, visibility, measurement, accountability, focus B. Standardization C. Change D. Associated processing Standardization and change are still characteristics of a good PPM but associated processing is not among traits Define the characteristics of a program? A. Deliverables with a strategic intent B. Risk Management C. Controlling project D. Schedule and resources The other three options are characteristics of a project manager. What are the project management processes? A. Initiating, planning, executing, monitoring and controlling and closure B. Integration, human resources, rick management C. Cost, stakeholder management, scope D. Quality, communications, procurement The other options are project management knowledge areas. What is a project management plan? A. Document capturing the entire project end –to-end, covering all project phases, from initiation through planning execution and closure. B. Costs, quality, schedule C. Scope, business needs...
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...aerospace, electronics, information systems, and technical services to government and commercial customers worldwide. His job responsibilities include managing and organizing the daily operations of printing and reproduction operations, including production and distribution of printed materials along with the mailroom operation. Ed is also responsible for a 1.5 million dollar budget and decision-making responsibility for the entire printing and reproduction operations and supervises first line supervisors. This job requires that you are knowledgeable of techniques and processes used in printing and reproduction operations, copier and reproduction operations and have strong verbal and written communication skills. Additional requirements include a Bachelor’s degree in a related field, at least five years in printing and reproduction and three or more year’s supervisory experience. Ed has been employed at NGES for 45 years. He started as an operator in 1967 and was promoted to a manager in 1985 and has held this position since then. Ed’s job as Manager of Office Services is to oversee all of the printed material that is produced along with managing the mailroom operation and managing the lead operators and front-line supervisors. He has a staff of ten employees; all are represented employees and belong to the SEA union. In my interview with Ed, he expressed that he is faced with daily challenges and feels oftentimes his job is a little more challenging due to the fact that...
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... | |CIPD Membership No: | |Unit code(s): |3MER | |Unit title(s): |Supporting Good Practice in Managing Employee Relations | |Unit tutor: |Mr. Kevin | |Date due for assessment: |08-05-2016 |Date submitted: |05-05-2016 | |Word Count: |3490 | |State number of word used | | |Candidate declaration: | | | |I confirm that the work/evidence presented for assessment is my own unaided work. | |...
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...December, 2014 | Placement Duration: | 80 Days | Executive Summary Through out my time employed with Rimfire Construction, I have experienced many different facets of the construction industry and how the proceedings work in order to successfully build commercial and residential infrastructure. Having the opportunity to work alongside industry professionals has been an extremely rewarding experience that has expanded my knowledge and skill base through continued industry practices within my job responsibilities as a Construction Cadet. Rimfire’s outlined Cadet program aims to complement the university’s course structure by incorporating teachings from different components of the businesses structure. This provides a greater exposure to the necessary elements required in order to maintain the continued operations of a successful construction company. During my employment I have been able to cover sections including estimating, contracts administration, cost reporting, document control and involvement in developing tender packages. Experiencing this variety of works has enabled me to realize the area of work I wish to move into once I complete my degree and Rimfire’s cadet program. Without exposure to these categories I would not have been able to make an informed choice on my future career ambitions post graduation. This future ambition involves continuing down the path of contracts administrator and onto Project Manager. In summarizing the reflection detailed in the...
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