...of focus * Too many layers of team hierarchy leading to overlapping roles and responsibility * Degrading quality of deliveries * Loss of productivity and margins The above has been used as a working example in the essay which aims to discuss what makes an effective delivery team and enables productive teamwork in an IT service company (described in the previous section). Team and Teamwork Team (Together Everyone Achieves More). A team can be said to be comprising of a group of people linked in a common purpose. Team for some is a four lettered word which at times is used too much or too less. The business definition of teamwork relates to the collective decision making processes that lead to goal oriented relationships formed between all participants. Generally, what is required from teams are the integration of work from the people involved, the generation of motives and solutions to the problem concentrated on, high involvement, team leadership and continuous encouragement. In an interview with J. Richard Hackman by Daine Coutu published in Harvard Business Review, May 2009, the discussion reveals that teams and teamwork may not always work. Problems with co-ordination, keeping motivation going, social loafing, competing with other teams erode the benefit of collaboration that team and team working bring. Types of Teams Although there are various types of team, teams can be broadly classified into the following: A) Self-managed teams B) Problem...
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...RELATION APPROACH IN ORGANISATION STUDIES 1. What is Organisation and Organisational Behaviour? Organisation is a cooperative interaction dynamic in social system with the purpose of satisfying individual needs (Barnard, 1938). This is not a sole definition about organisation, there are many other terms about organisation such as, Mintzberg (1983) Organisation is "Every organized human activity -- from the making of pots to the placing of a man on the moon -- gives rise to two fundamental and opposing requirements: The division of labor into various tasks to be performed, and the coordination of these tasks to accomplish the activity". Organisational behaviour focuses on the study of the people behaviour within the organisation (Luthans, 1995). The Organisational Behaviour commonly known as the study and understanding of individual and group behaviour, and the path of structure towards improvement of organizational performance and effectiveness (Robbins, 1998). Another term of Organisational behaviour is a major discipline towards description, understanding, and prediction of human behaviour within formal organisation. Organisational behaviour as discipline is the clear recognition that organisations make internal settings that influence the behaviour of people within it and to some point the internal condition of an organisation is influenced by the large components such as economic, politic, social, and technology which support the organisation (Owen, 1987). Based on...
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...Instructor’s Manual CASE TEACHING NOTES Marks & Spencer Nardine Collier and Gerry Johnson 1. Introduction This case study is about why one of the world’s most famous retails, Marks & Spencer, ran into trouble at the end of the 1990s and how it attempted to manage a programme of change to overcome those problems. It is therefore useful to explore issues concerned with organisational culture, strategic drift, strategic choice and the management of change. The case covers both the history of Marks & Spencer throughout the last century and, in more detail, from 1998 to 2004, the period when it moved from a position of market dominance to one in which it was deemed to be a take-over target. The case charts the attempts by its different chief executives to address the problems during this time and, therefore, the various change initiatives that were mounted. 2. Position of the case The case study relates, in particular, to the problems and means of managing strategic change in Marks & Spencer. So it is particularly related to the coverage of strategic inertia and strategic drift in chapter 1 and programmatic design and change in chapter 10. With this in mind it might be taught at the end of the strategy course. However, it could also be used as a case to require students to analyse the reasons for the problems of Marks & Spencer, not only in terms of organisational culture, but also in terms of the market and competitive position of the firm. In this sense it could be...
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...The Sparkles Series Harley Davidson Organisation-led Integrated Marketing Angus Jenkinson Professor of Integrated Marketing Luton Business School angus.jenkinson@luton.ac.uk Branko Sain Research Fellow Luton Business School branko.sain@luton.ac.uk The Centre for Integrated Marketing has been funded by industry to research best practice and develop intellectual and other tools on behalf of leading marketers and their agencies. Anyone literate in Marketing is likely to respect the marketing achievement of Harley-Davidson in its marketing transformation from a no-hoper to one of the great brands of the Western world: an achievement that began not with agencies but with employees. $100 invested in Harley stock in 1986 was worth slightly more than $7,000 by the end of 1998 and the company continues to succeed. This was achieved by a revolution across the organisation centred everyone on re-invigorating the brand and its promise of value. Creating value is the name of the game The Harley Davidson transformation began with a company that was suffering. In the 10 years to 1983, Harley’s market share of the 850 CC plus motorcycle category had dropped from 80% to 23%. The company was haemorrhaging cash and profits. Staff were demoralised. The culture and environment was toxic. The first phase of the transformation involved rationalisation and tough command and control management. This was phase 1 management. It was not enough however to create success: for this positivity...
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...the black power movement also had its success. An example of the success are the impact black power had on troubled black youths of the ghetto and the impact it had on black culture whereas an example of its failures among many are the division of the civil rights movement the alienation of white liberals and the corruption within the black power itself. The most important reason why the Black Power Movement was a failure to a fairly large extent was because it divided up the Civil Rights Movement. The Civil Rights Movement had, by the time the BPM emerged, achieved quite a lot, it had managed to get the Civil Rights Act of 1964 and the Voting Rights Act of 1965 passed. This proves that the movement had been successful and through the emergence of the Black Power Movement, members of the Civil Rights Movement got divided up over whether this was right or not. On the one hand, Martin Luther King, the head of SCLC one of the top organizations and the face of the Civil Rights Movement, was completely against the violent beliefs and illegal approaches to tackling issues whilst other organisations of the Civil Rights Movement such as CORE and SNCC were strongly in favor of the whole movement. This factor not only created tension between these different organisations but it also arguably divided up and to some extent weakened the...
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...nothing could get in their way of taking reign of the motoring industry. Its global force and power was incredible, being one of the top car makers in Western Europe. Renault was moving into Asia and North America, with their advertising expenditure reaching over six hundred million, making Renault ranked 34# in the worlds advertising chart. Renaults adverts had links with: The Simpsons, Thierry Henry and The Muppets, these just a number of clients that have worked with Renault. Thousands of Renault Clio’s where recalled for safety checks after a number accidents had occurred all relating to the same problem, the bonnet. More than often cars travelling down the motorway, travelling around 70 mph would be in for a shock as their car bonnet would blow open shattering the windscreen. After the first case Renault said they would recall the model, Clio II, but said that they found no construction or design faults with the bonnet catch mechanism. This was just the begging of Renaults troubles. Renault was under a great deal of pressure to recall one of their biggest selling models which has led to owners questioning the safety of their car. The Clio is an incredibly successful car which started its life in the 1990’s. Many angry Clio owners have created a Facebook group which has been dedicated to the car, highlighting the stories of bonnet failure, the aim of the group was to try and force Renault into issuing a...
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...White Paper: Introduction to cloud computing The boom in cloud computing over the past few years has led to a situation that is common to many innovations and new technologies: many have heard of it, but far fewer actually understand what it is and, more importantly, how it can benefit them. This whitepaper will attempt to clarify these issues by offering a comprehensive definition of cloud computing, and the business benefits it can bring. In an attempt to gain a competitive edge, businesses are increasingly looking for new and innovative ways to cut costs while maximising value – especially now, during a global economic downturn. They recognise that they need to grow, but are simultaneously under pressure to save money. This has forced the realisation that new ideas and methods may produce better results than the tried and tested formulas of yesteryear. It is the growing acceptance of innovative technologies that has seen cloud computing become the biggest buzzword in IT. However, before an organisation decides to make the jump to the cloud, it is important to understand what, why, how and from whom. Not all cloud computing providers are the same. The range and quality of services on offer varies tremendously, so we recommend that you investigate the market thoroughly, with a clearly defined set of requirements in mind. Rob Lovell, CEO ThinkGrid What is ‘cloud computing’? Many people are confused as to exactly what cloud computing is, especially as the term can be...
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...the differences between leadership and management. A. The difference between the leadership and management: 1. Management is concerned with maintaining the current organisation (doing things right)-contractual exchanges and compliance. 2. Leadership is concerned with change (doing the right things) – inspirational exchanges and empowerment ( Bennis and Manus, 1985; Covey, 1996; Hayes,2010) 3. Managers and leaders attend to similar functions - but do so in very different ways. 4. However, managerial work in times of change is increasingly a leadership task (Hayes, 2010) 5. Deciding what needs to be done: Managers: Set goals, establish detailed steps; Identify and allocate resources in order to achieve these objectives. Leaders: Create vision, set a vision Develop the necessary strategies to get there 6. Developing the talent (才能)to do it: Managers: Focus on aligning(调整)resources-organising and staffing Leaders: Focus on aligning people, communicate the new direction and creating coalition to get there. 7. Ensuring that is done: Managers: Ensuring people accomplish plans through control and problem-solving. Leaders: Ensuring people accomplish change plans through motivation and inspiration. 8. In short, although organisations tend to be over-managed and under-led, there is need for a combination of strong leadership and competent management as a premise (前提)for significant, successful and sustainable change (Kotter, 1990). ...
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...rulers and paper. The architect designs, and then hands over the plans for the builders actually to build. This design lens on strategy encourages a large investment in planning and analysis before making final decisions. It tends to exclude improvisation in strategy development and underplay the unpredictable, conservative or political aspects of human organisations. Taking a design lens to a strategic problem means being systematic, analytical and logical. Strategy as experience. The experience lens recognises that the future strategy of an organisation is often heavily influenced by its experience and that of its managers. Here strategies are seen as driven not so much by clear-cut analysis as by the taken-for-granted assumptions and ways of doing things embedded in people’s personal experience and the organisational culture. Strategy is likely to build on and continue what has gone on before. Insofar as different views and expectations within the organisation exist, they will be resolved not through rational optimisation, as in the design lens, but through messy compromises and ad hoc deals. The experience lens suggests that the personal experience and interests of key decision-makers need to be understood. It sets low expectations of radical change. Strategy as variety.12 Neither of the above lenses is likely to uncover radical new ideas in strategy. Design approaches risk being too rigid and top-down; experience builds too much on the past. How then are radical...
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...is the identity of the function. I was to learn that we tend to meet any new situations by reorganising – a wonderful method for creating the illusion of progress This quote by the Roman Caius Petronius in AD 66 illustrates the dilemma for Internal Audit. Internal Audit has seemingly attempted a number of changes in approach over the years, but have any made a real difference? Is Internal Audit seen as the ‘White Knight’ charging in full armour, past cheering throngs of well-wishers to rescue the damsel in distress or the ‘Lady with the Lamp’, splendid and serene, tending to the ranks of wounded in the Crimean War without a thought for her personal well-being. Probably not. It is more likely that an auditor may be seen, to use the old joke, as the team that comes in after the battle and bayonets the wounded. The role still has somewhat of an identity crisis. Risk-based audit offers some, if not all, of the solutions. In the following chart I would like to pose a question to you to illustrate the point. Please pick the one creature which you believe best describes the role of Internal Audit in the eyes of the Chief Executive or Directors of your organisation. Try and put yourself in their shoes. If you asked them the same question, what do you believe their answer would be? Let’s analyse the most likely responses: • Dinosaur If...
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...The Essentials Series The University of Manchester Careers Service Careers Service Crawford House Booth Street East 0161 275 2829 For opening times see website. Write a great CV... from scratch ` This publication is available in alternative formats on request. Enquire at the information desk or email careers@manchester.ac.uk Last Updated: September 2008 www.manchester.ac.uk/careers Contents 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. Introduction ................................................................................................ 2 What are employers looking for? .................................................. 2 What do you have to offer-where is the evidence? ........... 3 CV types Content .................................................................................................... 5 6 ....................................................................................................... Presentation ............................................................................................. 8 Important mistakes to avoid ......................................................... 10 Words which make an impact ................................................... 13 An example of a chronological and skills based CV .... 14 Check your CV ..................................................................................... 18 Further help .......................................................................................... 18 ...
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...company’s reputation. They help leaders prepare for media interviews, develop messages to deliver to investors and employees and suggest new initiatives to keep the company on cutting edge with the communication to their stakeholders. MEDIA RELATIONS This may be the function for which corporate communication managers will be best known for. Media relations work includes many things such as writing and distributing new releases and responding to media inquiries. Corporate communications will be in charge of various news conferences, which may include selecting the site for an event, or preparing packets of information to distribute to the media and prepare executives to speak at these news conferences. Media relations also involves arranging for spokespersons to appear on local television and radio programs. Corporate communicators monitor newspapers, television news broadcasts and other outlets to see what the media is saying about the company and to devise strategies to address misinformation. PUBLIC RELATIONS Building relationships with customers and responding to inquiries from the public fall under the public relations function of corporate communications. Duties in this area include producing newsletters, brochures and other printed...
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...SECTION 1: THE SUCCESSES AND FAILURES OF THE WEIMAR GOVERNMENT 1918-OCTOBER 1933 |9 November 1918 |Abdication of the Kaiser | |January 1919 |Spartacist Uprising | |February 1919 |First Weimar elections | |28 June 1919 |Treaty of Versailles signed | |July 1919 |Weimar Constitution announced | |March 1920 |Kapp Putsch signed | |January 1923 |Occupation of the Ruhr | |January-November 1923 |Hyperinflation | |8-9 November 1923 |Munich Putsch ...
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...Knowledge Checks: Multiple Choice Questions and Solutions GLOBAL STRATEGY AND LEADERSHIP Version 15b KNOWLEDGE CHECKS: MULTIPLE CHOICE QUESTIONS AND SOLUTIONS | i Contents Questions 1 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Module 5 Question 5.1 Question 5.2 Question 5.3 Question 5.4 Question 5.5 Module 6 Question 6.1 Question 6.2 Question 6.3 Question 6.4 Question 6.5 Module 7 Question 7.1 Question 7.2 Question 7.3 Question 7.4 Question 7.5 1 1 1 1 1 2 2 2 2 2 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 6 6 6 6 6 7 7 7 7 7 8 8 8 8 8 9 9 9 R:\Workgroups\CPA-Production\CPA Digitisation\2nd Semester 2015\GSL\GSL-Knowledge-check-MCQ_15b.docx DTP: Mira 1st set 15b 10-07-15 ii | GLOBAL STRATEGY AND LEADERSHIP Solutions 10 Module 1 Question 1.1 Question 1.2 Question 1.3 Question 1.4 Question 1.5 Module 2 Question 2.1 Question 2.2 Question 2.3 Question 2.4 Question 2.5 Module 3 Question 3.1 Question 3.2 Question 3.3 Question 3.4 Question 3.5 Module 4 Question 4.1 Question 4.2 Question 4.3 Question 4.4 Question 4.5 Question 4.6 Module 5 Question 5.1 Question 5.2 Question...
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...Hegemony in World Politics 31 Chapter 4 Alternative Centres of Power 51 Chapter 5 Contemporary South Asia 65 Chapter 6 International Organisations 81 Chapter 7 Security in the Contemporary World 99 Chapter 8 Environment and Natural Resources 117 Chapter 9 Globalisation 135 Chapter 1 The Cold War Era OVERVIEW This chapter provides a backdrop to the entire book. The end of the Cold War is usually seen as the beginning of the contemporary era in world politics which is the subject matter of this book. It is, therefore, appropriate that we begin the story with a discussion of the Cold War. The chapter shows how the dominance of two superpowers, the United States of America and the Soviet Union, was central to the Cold War. It tracks the various arenas of the Cold War in different parts of the world. The chapter views the NonAligned Movement (NAM) as a challenge to the dominance of the two superpowers and describes the attempts by the non-aligned countries to establish a New International Economic Order (NIEO) as a means of attaining economic development and political independence. It concludes with an assessment of India’s role in NAM and asks how successful the policy of nonalignment has been in protecting India’s interests. The end of the Second World War led to the rise of two major centres of power. The two pictures above symbolise the victory of the US and the USSR in the Second World War. 1. American...
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