...Organisational Commitment Richard McBain (2005) looks to define organisational commitment and concludes that although there is “no single definition of commitment”, he refers to Allen & Meyer’s (1990) three-component model and offers an explanation of those terms: 1. Affective commitment, “which refers to employees’ emotional attachment to, identification with, and involvement in, the organization” 2. Normative commitment, “which is based on feelings of loyalty and obligation” 3. ‘Continuance’ component “refers to the commitment based on the costs that employees associate with leaving the organization” Richard McBain (2005) also explores Swailes (2002) argument that measures of organisation commitment often seem to focus on the reasons for commitment, or its outcomes, rather than on the commitment itself. He also goes on to explore the research by Malhotra and Mukherjee (2003) where they test the importance of job satisfaction and organisational commitment on service quality and explore how commitment may influence the willingness of customer-contact employees to engage in discretionary efforts may reflect in the service quality they deliver. He goes on to comment on one of the key findings from Malhotra and Mukherje (2003) research; that affective commitment was more important than job satisfaction in determining the service quality of customer contact employees. Richard McBain (2005) goes on to conclude that “Service organisations should, therefore, strive to develop...
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...Roles and functions of Human resource department Introduction The Human Resource Department deals with management of people within the organisation. There are a number of responsibilities that come with this title. First of all, the Department is responsible for hiring members of staff; this will involve attracting employees, keeping them in their positions and ensuring that they perform to expectation. Besides, the Human Resource Department also clarifies and sets day to day goals for the organisation. It is responsible for organisation of people in the entire Company and plans for future ventures and objectives involving people in the Company. (Handy, 1999) Research has shown that the human aspect of resources within an organisation contributes approximately eighty percent of the organisation’s value. This implies that if people are not managed properly, the organisation faces a serious chance of falling apart. The Human Resource Department’s main objective is to bring out the best in their employees and thus contribute to the success of the Company. These roles come with certain positive and negative aspects. However, the negative aspects can be minimised by improvements to their roles and functions. These issues shall be examined in detail in the subsequent sections of the essay with reference to case examples of businesses in current operation. Positive aspects of Roles and Functions of the Human Resource Department Recruitment of Employees This is one of the...
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...(1.0) Introduction. Managing organisational change one believes is like running a household. There is going to be the members of the family who will resist the change and those who will embrace the change. It is said that managing organisational change involves processes and tools for managing the people within the organisational. It was necessary for Corus to have change management employed as there was the need for becoming more competitive and to reduce or even close the gaps between European competitors and themselves. This deemed to be the main reason behind Corus’s change. However, as you read along one goes in to more debt on organisational change and managing organisational change. (2.1) Why organisations change? When it comes to organizational change there are two main categories by which change transpire. These are internal reasons for change and external reasons for change. (1.1.1) Internal reasons for change. Internal triggers can often be seen as changes in response to influences in the organization’s environment. Table (1) Showing Internal Triggers of Change. Formation or disbandment of a labour union inside the company | Appointment of a new CEO or other top executive | Changing the administrative structures | Job redesign affecting many employees | Factory redesign or office layout | New IT equipment | New marketing strategy | Outsourcing | Layoffs | More resources to research and development department | ...
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...SUMMARY The lack of support from top leadership on The Trophy project compounded Reinhart’s problems and made managing the project a complete nightmare. This was also mainly due to the fact that there was no business case formulated for this project. The baseline plan might have been formulated but it did not cover all aspects of the project plan. For instance there was no clear project objective outlined so the team members only realised that they had a role to play months after the project had started. Had the project been divided into work packages commonly called Work Breakdown Structure, and responsibilities handed to the right parties the project would have kicked of on a positive note. By creating a network diagram which shows what goes where and the interdependencies of activities it would have made it easier for everyone to see the objective of the project. There was a need to review the project immediately after it was realise it was falling behind and measures put in place to remedy this. Reinhart conducted his own investigation and realised that the line managers where charging him direct labour time which proved to be expensive, this item could have been noted before commencement of the project had all players been consulted before hand. The line managers had no idea what they had to do on the project but where just given tasks to perform without knowing the strategic vision of the organisation as regards the project. There was a need to do a risk analysis on the...
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...SUMMARY | The lack of support from top leadership on The Trophy project compounded Reinhart’s problems and made managing the project a complete nightmare. This was also mainly due to the fact that there was no business case formulated for this project. The baseline plan might have been formulated but it did not cover all aspects of the project plan. For instance there was no clear project objective outlined so the team members only realised that they had a role to play months after the project had started. Had the project been divided into work packages commonly called Work Breakdown Structure, and responsibilities handed to the right parties the project would have kicked of on a positive note. By creating a network diagram which shows what goes where and the interdependencies of activities it would have made it easier for everyone to see the objective of the project. There was a need to review the project immediately after it was realise it was falling behind and measures put in place to remedy this. Reinhart conducted his own investigation and realised that the line managers where charging him direct labour time which proved to be expensive, this item could have been noted before commencement of the project had all players been consulted before hand. The line managers had no idea what they had to do on the project but where just given tasks to perform without knowing the strategic vision of the organisation as regards the project. There was a need to do a risk analysis on the...
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...To present my perspectives on this reflective essay I might want to share my thoughts on the distinctive ideas included amid the learning of this course. Likewise I would examine the nitty gritty comprehension of the subject and the teacher who guided me amid the course. Furthermore the instructional exercise had a novel and hopeful experience for me. Similarly being a piece of a worldwide understudy it was troublesome for me to get close by with alternate understudies and the method for thankful emphasizes which is absolutely new and comprehension individuals of diverse society. By getting to be mindful of diverse society, I likewise figured out how to overcome them which was a testing part to get into this training framework. Hierarchical dialog was the rousing subject for me which taught numerous new things which was exceptionally key for me to learn all through the semester. The thing which I appreciated the most in this subject was correspondence speculations which was vital in hierarchical structures. In learning of this subject and with the populace of diverse societies gave me a ton of certainty which determined me to be the first individual in the administrative field. Forming a group from different cultures and working in a team helped us to achieve our goals by our different ideas. It was bit a challenging task for us but the positive attitude of our team has reached to success by doing survey of an organisation and preparing reports on those survey results. Interviewing...
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...SUMMARY The lack of support from top leadership on The Trophy project compounded Reinhart’s problems and made managing the project a complete nightmare. This was also mainly due to the fact that there was no business case formulated for this project. The baseline plan might have been formulated but it did not cover all aspects of the project plan. For instance there was no clear project objective outlined so the team members only realised that they had a role to play months after the project had started. Had the project been divided into work packages commonly called Work Breakdown Structure, and responsibilities handed to the right parties the project would have kicked off on a positive note. By creating a network diagram which shows what goes where and the interdependencies of activities it would have made it easier for everyone to see the objective of the project. There was a need to review the project immediately after it was realise it was falling behind and measures put in place to remedy this. Reinhart conducted his own investigation and realised that the line managers where charging him direct labour time which proved to be expensive, this item could have been noted before commencement of the project had all players been consulted before hand. The line managers had no idea what they had to do on the project but where just given tasks to perform without knowing the strategic vision of the organisation as regards the project. There was a need to do a risk analysis on the...
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...Unit 6002 - Ethical organisational management ------------------------------------------------- Task 1: ------------------------------------------------- ------------------------------------------------- Explain the concept of ethics to the organisation and evaluate the factors which could influence organisational ethics. Evaluate the organisational code of ethics to establish if the legal requirements and the needs of stakeholders have been met. ------------------------------------------------- Guideline word count: 700 - 800 words ------------------------------------------------- ------------------------------------------------- A.C. 1.1 - Discuss the concept of ethics in an organisational context Organisations conducting themselves ethically means behaving both fairly and honestly. Organisation need to consider the impact and fairness of their decisions. Ethics in an organisation is about how the organisation conducts itself as it goes about its daily business. Managers and leaders are typically aware of their duties and responsibilities. However ensuring they execute their functions in an ethical manner which demonstrates integrity and honesty is equally or arguably more important. If an organisation behaves ethically then the organisation benefits. The reputation of the organisation or profession can improve, it reduces the risk of misconduct which could damage the organisation’s reputation. Ethical behaviour in an organisation enables the retention...
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...Strategic Management Accounting. In the increasingly complex business environment in which organisations operate, characterised by change, uncertainty and escalating competition, the disciplines of strategy and leadership have become critical to successful organisational performance. The aim of this segment is to link the knowledge of management and financial accounting to the concepts of strategy and leadership. Accountants use a variety of technical information to make decisions for the future of the business within an ethical framework of operation. This segment shows that accounting information, ethics, strategy and leadership are applicable to accountants working throughout the world in diverse organisations. As discussed in Ethics and Governance, accounting as a profession is respected internationally and CPAs are employed worldwide. The segment materials address the needs of candidates operating in different international markets in varying roles. This segment builds upon knowledge gained in the other three compulsory segments of the professional level. The concepts of professional ethics and good governance underpin the segment. Candidates who have previously undertaken the Advanced Audit and Assurance or Strategic Management Accounting segments will be familiar with the use and application of Porter’s five forces model. Those candidates who have studied Strategic Management Accounting will note a number of concepts that have been expanded upon in this segment, including...
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...MGT5000 Management and Organisational Behaviour : Assignment 2 Task 1 - Scenario ( 396 words) Back to one and half year ago, Luke Michas, a new Director of product development was hired and appointed to merge the Product Design team in US and the Product Development team in China both were solely in the past and managed by different managers in 2 countries. Both teams carry more or less the same function in the company, as top management never proper define the role of 2 teams, managers at US and China were all trying to grow their divisions in terms of staff and authority and resulting great difficulty in getting along owing to existing negative perceptions about the other group. Manufacturing partners are in China, vendors are getting confuse and projects are always delay and cost high when one team turn the others comments down. Luke, past was the Director of product development in a golf accessories manufacturer company with 15 years experience leading 30 peoples with good reputation. He is an open-minded manager willing to listen individual’s needs, and always gives positive and great idea to help his team in case of trouble. The first day of Luke’s on board, he had imperiled to 2 regional managers that if they will not cooperate with each other, he would fire the redundant one. Subsequently, 2 major changes are in the team with the intervention of Luke. Videoconference meeting is held weekly and “Team members exchange program” was introduced. The weekly...
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...progressively competitive and constantly changing business environment, organisations feel the need to look for quick change options, even if it means not giving proper consideration for the possible ramifications. Change theory argues that change must be considered and planned carefully. However, in this fast-paced business world, the complexities of change are sometimes overlooked in order to implement change quickly, especially in reactive circumstances, which leads to simplistic solutions and the search for one right way to change management. When possible though, change should be considered carefully so it does not act against an organisation’s strategic goals. This essay will firstly discuss the one right way to change and how no change theory is all encompassing, even though many models of change prescribe that it is the definitive change solution. The essay will look at environmental impacts that influence change. The punctuated equilibrium model and emergent change model suggest that the current business environment is volatile and unpredictable, which make planned change hard to achieve every time, especially when change is reactive. This essay will also discuss of the role of a change agent in organisations and whether using internal or consultant change agents affect the change process. On the surface, the one right way to change is unrealistic and potentially goes against the best interests of the organisation. Burnes (1996) argues that theory not only prescribes what an...
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...Leading Change, Transition & Transformation A Guide for University Staff 1 Contents 1. Purpose of the ‘How To’ Guide………………………………………………….3 2. Who is the Guide For and Why Use it?.........................................................3 3. Understanding Organisational Change…………………………………….….3 • Introduction……………………………………………………………………4 • What is Change Management………………………………………………4 • • • • What are the differences between change and transition? What is transformation? Leading and managing change Why is organisational change difficult to accomplish? 4. Kotter’s Eight-Stage Process for Creating Major Change……………………7 5. Bridge’s Three Phases for Managing Transition ……………………………...9 6. The Project Management Approach to Change Projects…………………...11 7. Managing Performance During Times of Change……………………..….…19 8. Further Reading…………………………………………………………….……20 2 PURPOSE OF THE ‘HOW TO’ GUIDE The purpose of this guide and accompanying online resources is to provide University staff with an overview of ‘best practice’ change management methodologies, research, readings and guiding pro formas. This guide does not attempt to reproduce the many informative texts written on change management, transition and transformation. The follow-up reading is also strongly advised as it informs much of the change management and transition processes undertaken in the University of Adelaide. The guide identifies the differences between managing the process of change and leading people through...
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...hygiene, assigning with the preparation of the classroom, assisting with the organisation of the children at assembly, etc.” (1) Caring, friendly and approachable Special needs children totally rely on their SNA for support and guidance in the school environment. Therefore I believe that being caring, friendly and approachable is a vital quality to have in order to allay any fears the child may have. I know that my daughter responds much better to a person who smiles, uses an upbeat tone and has a gentle manner than she does to someone who is impatient, unfriendly and uses loud commands. It is also important to be attentive, listen and watch carefully to what the child is trying to communicate to you. (2) Patient In my...
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...Welcome First of all I would like to congratulate you on your appointment and wish you every success in your new position. Contained in this briefing note is information which will help you gain knowledge and understanding of NHS Highland as an organisation services and how HR aims to support its strategy Introduction (purpose and goals) NHS Highland, in common with all Scottish health boards, has a huge advantage in being responsible for the total health needs of the population and for integrated care. This means it is responsible for better health of communities through population wide and individually focused initiatives to maximise health and prevent illness; for better care of its patients through quick access to modern services, in clean and infection free facilities, by well trained and courteous staff; and for better value for the use of the public money they spend by ensuring there is no waste and inefficiency, money is spent only on what is needed and has evident therapeutic benefits and variation from core care pathways is the exception. Products and services NHS Highland’s customer is the public and its vision is to provide quality care at all times; to support people and communities to maximise their own health; to develop precision driven services so that when people need care they experience timely, focused, effective services that minimises the duration and frequency Our approach embraces the Healthcare Quality Strategy for Scotland. At its...
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...transparency and accountability (Benn & Bolton, 2011). For instance, in the year 2010, the international organisation for standardisation gave out an international standard, which could help other organisations in addressing and accessing their social responsibility. Further, it is through critical and careful attention to impacts on the environment and the entire society that various organisations are able to achieve their sustainability. Through such scenario frequencies, any organisation can spur growth and development within the shortest time possible. Embracing the culture of transparency and positive ethics enhances and facilitates an approach that helps in the protection of the long-term success of both the environment and organisational success (Benn & Bolton, 2011). Social responsibility Social responsibility on a personal or corporate level means having a passionate commitment to act in an ethical and sensitive manner to alleviate poverty from society without destroying the cultural values and environmental settings of the community, and ensuring economic benefits to the organisation that supports the society (Goldengate Consulting, 2012). In my view, social responsibility cuts across the ‘Triple-Bottom-Line (People, Planet, and Profit)’ Wirtenberg (2012, p. 1) concept; ensuring people, planet, and profit are ingrained into management programmes. The social responsibility framework must be geared towards the betterment of people's economic lives, the protection...
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