...Why Work and Learning in Canada Must Account for Canadian Realities and Management Perspectives Work and learning in Canada is different than work and learning in other countries. Immigration into Canada has produced a very diverse society which translates to a diverse workforce. Canadian realities and management perspectives play a major role in work and learning in Canada. Canada is an expensive country to live in, and it is important for Canadians to graduate from high school and attend college or university thereafter. Learning for Canadians does not stop at college or university graduation. Canadians continue to learn in the work environment. When someone starts a new job, there is a lot of learning that takes place in order for an employee to perform the duties associated with their job. Depending on the role, the learning can take years. New computer software programs are constantly being introduced or changed so employees are challenged to keep up with new programs which ultimately change the way employees perform their roles. In for profit organizations the focus is on profit so if fewer employees can do more with training, then employers are willing to invest in education because education is less expensive than hiring more employees. Incentives may be provided to employees to encourage increased productivity. Many people I’ve spoken with have mentioned how busy they are at work and it is not uncommon for them to be working longer hours to keep up. ...
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...3N6 www.queensu.ca/sps Peter Hicksi Social Policy in Canada – Looking Back, Looking Ahead This paper discusses recent policy trends, the changing role of the various actors in the system, international comparisons and a range of other social policy topics. The immediate purpose of the paper is to examine the reasons why social policy analysts need to look into the future, and to explore ways of managing the inevitably large risks associated with such future-looking exercises. The underlying purpose, however, is simply to introduce a range of important Canadian social policy topic to students and others who are interested in social policy, but without much previous background in the areaii. The first part of the paper was taken directly from a 1994 presentationi that was intended to provide outside social policy experts (from Latin America in this case) with an overview of the Canadian social policy landscape, particularly of recent trends and possible future directions, mainly from a federal government perspective. At that time, major reform of social security policies was being discussed and I tried to give our visitors some flavour of the background to that reform, with particular emphasis on the i Peter Hicks was with the department of Human Resources Development Canada at the time of the 1994 paper which forms the basis of Part I of the present paper. The following year he left the Government of Canada to join the OECD in Paris. ii Indeed, this is a revised version...
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...four different pedagogical approaches to Adult education (andragogy, self-directed learning, informal and incidental learning, and emotions and imagination), education and globalization. These areas were reviewed to identify key elements around Adult education, as well as for how contemporary globalization shapes Adult education. The second section is a research essay building off of the literature review. Andragogy, self-directed learning, informal and incidental learning and emotions and imagination were examined to determine if these adult education philosophies were being practiced in Ontario. Globalization’s impact is a force with widespread reach and implications. Education will be vital for survival in a global community. The effect of globalization on adult education in Ontario was investigated. The principles of andragogy, self-directed learning and informal and incidental learning are evident in Canadian and Ontario teaching practices; however, emotions and imagination are absent in this discourse. Michelle Scott MAIS 701 Adult Education and Globalization 3 PART I: Literature Review: Adult Education and Globalization Michelle Scott MAIS 701 Adult Education and Globalization Introduction 4 Although many of us may think our “school days” are behind us, learning is a continuous part of life. Adult education has been called by many names – training, lifelong learning, continuing education, workplace...
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...Syllabus Certified General Accountants Association of Canada 100 – 4200 North Fraser Way Burnaby, British Columbia Canada V5J 5K7 www.cga-canada.org © CGA-Canada, 2013 All rights reserved. These materials or parts thereof may not be reproduced or used in any manner without the prior written permission of the Certified General Accountants Association of Canada. Printed in Canada ISBN for an individual volume: 978-1-55219-599-4 About CGA-CANADA _________________________________________ CGA-Canada today The CGA designation focuses on integrity, ethics, and the highest education requirements. Recognized as the country’s accounting business leaders, CGAs provide strategic counsel, financial leadership, and overall direction to all sectors of the Canadian economy. The Certified General Accountants Association of Canada — CGA-Canada — sets standards, develops education programs, publishes professional materials, advocates on public policy issues, and represents CGAs nationally and internationally. The Association represents 75,000 CGAs and students in Canada, Bermuda, the Caribbean, Hong Kong, and China. Mission CGA-Canada advances the interests of its members and the public through national and international representation and the establishment of professional standards, practices, and services. A proud history CGA-Canada was founded in Montréal in 1908 under the leadership of John Leslie, vicepresident of the Canadian Pacific Railway. From the beginning, its objective...
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...European Management Journal (2010) 28, 421– 440 journal homepage: www.elsevier.com/locate/emj International human resource management challenges in Canadian development INGOs Sharon L. OÕSullivan * Telfer School of Management, University of Ottawa, 55 Laurier ave East, Ottawa, ON, Canada, K1N 6N5 KEYWORDS International human resource management; International non-governmental organization; International development; Northern NGOs; Canada; Capacity building Summary Over $100 million of Canadian overseas development assistance (ODA) is channeled through international non-governmental organizations (INGOs) (CIDA, 2006). Although INGOs appear to be successful at circumventing many challenges in international development (Sachs, 2007), empirical research attesting to their international human resource management (IHRM) challenges is sparse, particularly in regard to secular, Northern INGOs. This paper responds by investigating the IHRM challenges facing Canadian INGOs as they implement ODA-funded projects in the field, and by exploring how such challenges may vary in different types of INGOs. The methodology involved semistructured interviews with 31 managers in three different Canadian development INGOs. Practical and theoretical implications are discussed. ª 2010 Elsevier Ltd. All rights reserved. Introduction The term INGO refers to ‘‘international non-governmental organization’’ (Roberts et al., 2005). Such organizations exist for diverse socioeconomic reasons...
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...CHAPTER 1 HUMAN RESOURCES MANAGEMENT IN PERSPECTIVE by Dessler and Cole What is human resource management (HRM)? - it is the management of people in organizations. What is strategic HRM? - it is involving the link between HRM with the organization’s strategic goals and objectives to improve business performance. Human resources activities are now being seen as falling into two categories: a) traditional operational administrative category – HR hires and maintains employees and then manages employee separations. This role requires HR staff to be administrative experts and employee champions b) more recent strategic category where HR is focused on ensuring that organization is staffed with the most effective human capital to achieve its strategic goals. this role requires HR staff to be strategic partners and change agents Internal environmental factors influencing HRM include: - organizational culture (values, beliefs, assumptions) - management practices (bureaucratic structures/flatter organizations) External environmental factors influencing HRM include: - Political - Economical - Social - Technological - Demographic - Labour market - Environmental Three stages in the evolution of management thinking workers are - scientific management focused on production - human relations movement focused on people - human resources movement which it was recognized that organizational success is linked to both HR professionals are certified by provincial...
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...NGO Engagement with the Private Sector on a Global Agenda to End Poverty: A Review of the Issues A Background Paper for The Learning Circle on NGO Engagement with the Private Sector Canadian Council for International Cooperation Policy Team Moira Hutchinson January 2000 Acknowledgements: This paper was prepared by Moira Hutchinson as an introductory paper to issues for the CCIC’s Learning Circle on NGO Engagement with the Private Sector. CCIC is grateful to the IDRC’s Canadian Partnerships Program for funding for the Learning Circle, including the production of this paper. The author wishes to express appreciation for the editing and other assistance provided by Brian Tomlinson of the CCIC, and for suggestions from other members of the planning group for the Learning Circle: Andrea Botto, Anne Buchanan, Tim Draimin, Philippe Jean, Brian Murphy and Lynda Yanz. 2 NGO Engagement with the Private Sector on a Global Agenda to End Poverty : A Review of the Issues Table of Contents 1. Introduction 1 2. What is this discussion really about? 2 3. Canadian NGOs: issues in advocacy, dialogue and partnership 3 3.1 Advocacy 3 3.2 Direct dialogue 6 3.3 Programming social partnerships and strategic alliances 8 3.3.1 What is driving the discussion of social programming partnerships and strategic alliances? a) Corporate interests b) Intermediary organizations c) NGO interests d) Government agendas e) Overlapping NGO-corporate interests? 10 10 11 12 13 14 3.3.2 Financial relationships...
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...Human Resource Management Model A human resource department helps organizations and their employees attain their goals. But it faces many challenges along the way. This chapter explores some of these challenges and outlines a strategic human resource management model upon which the rest of this book builds. The Strategic Human Resource Management Model Environmental Analysis Organizational Mission and Goals Analysis Analysis of Organizational Strengths and Culture Analysis of Organizational Strategies Choice and Implementation of Human Resource Strategies Planning Human Resources Attracting Human Resources Human Resource Tactical Plans Placing, Developing, and Evaluating Human Resources Maintaining High Performance Motivating and Rewarding Human Resources Human Resource Systems and Procedures Review and Evaluation of Human Resource Strategies CHAPTER ONE Strategic Importance of Human Resource Management The successful 21st-century organization will not take the loyalty of talented people for granted. It will constantly try to recruit and keep them. … The mutual commitment of an employer and an employee will be one of the most important factors for a 21st-century organization. Subhir Chowdhury1 One CHAPTER OBJECTIVES After studying this chapter, you should be able to: • List challenges facing Canadian organizations in the context of managing their workforce. • Discuss the objectives of human resource management. • Discuss the...
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...Human Resource Management Model A human resource department helps organizations and their employees attain their goals. But it faces many challenges along the way. This chapter explores some of these challenges and outlines a strategic human resource management model upon which the rest of this book builds. The Strategic Human Resource Management Model Environmental Analysis Organizational Mission and Goals Analysis Analysis of Organizational Strengths and Culture Analysis of Organizational Strategies Choice and Implementation of Human Resource Strategies Planning Human Resources Attracting Human Resources Human Resource Tactical Plans Placing, Developing, and Evaluating Human Resources Maintaining High Performance Motivating and Rewarding Human Resources Human Resource Systems and Procedures Review and Evaluation of Human Resource Strategies CHAPTER ONE Strategic Importance of Human Resource Management The successful 21st-century organization will not take the loyalty of talented people for granted. It will constantly try to recruit and keep them. … The mutual commitment of an employer and an employee will be one of the most important factors for a 21st-century organization. Subhir Chowdhury1 One CHAPTER OBJECTIVES After studying this chapter, you should be able to: • List challenges facing Canadian organizations in the context of managing their workforce. • Discuss the objectives of human resource management. • Discuss the...
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...responsibilities to owners, employees, consumers, the environment, and the community. • Evaluate the ethics of a business’s decision. Enter the World of Business The Leopard Did Change His Spots—They Grew The son of a wealthy brewery executive, Conrad Moffat Black was born August 25, 1944, in Montreal. After leaving home at age 18, he earned a history degree at Carleton University, a law degree at Laval, and an MA from McGill. An avid student of history, he has written several books (including an autobiography) about political figures such as Maurice Duplessis, Napoleon, and most recently, Franklin Roosevelt. Mr. Black purchased his first newspaper, the Sherbrooke Record, when he was 25 years old. Two years later, he added about 20 Canadian newspapers to his belt with the acquisition of the Sterling Company chain. Five years later, at age 33, he gained control of Argus Corporation (the parent company of Massey-Ferguson, a then prominent maker of farm machinery) and Domtar mining, and he acquired other interests including of course, more newspaper companies. The audacious, and some say ruthless, businessman followed a system of buying up titles in trouble, and then selling assets and downsizing until at one point he controlled more...
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...complicate things, the entirety of RIM had until recently been preoccupied with the legal settlement with NTP in the United States. There was much concern that NTP’s patent infringement claims could sink or substantially stymie RIM’s economic progress. Even as the NTP matters were settled, additional distracting infringement suits arose. Those holding patents thought they could get rich just by having a lawyer knock on RIM’s door. The study shadows Norm Lo trying to bring BlackBerry’s entry into mainland China to fruition. Should he “play hardball?” Is slow and steady going to do it? Is RIM getting walked all over in China, or is this what an outside firm should expect? Wishful thinking and a great product are not enough. Incentives must be properly aligned with the local partner China Mobile. Meanwhile, China Mobile moved to introduce products that compete at the low end—which may be the best point of entry into this market. RIM could introduce a stripped-down product, but this would be uncharted territory for a BlackBerry, and potential customers may not...
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...chapter two Strategic human resource management John Bratton If a global company is to function successfully, strategies at different levels need to inter-relate.1 Throughout the first half of our century and even into the early eighties, planning – with its inevitable companion, strategy – has always been a key word, the core, the near-ultimate weapon of ‘good’ and ‘true’ management. Yet, many firms, including Sony, Xerox, Texas Instruments, …have been remarkably successful… with minimal official, rational, and systematic planning.2 Chapter outline Introduction p. 38 Strategic management p. 38 Hierarchy of strategy p. 42 Strategic human resource management p. 46 HRM and organizational performance p. 60 Chapter objectives After studying this chapter, you should be able to: 1. Explain the meaning of strategic management and give an overview of its conceptual framework. 2. Describe the three levels of strategy formulation and comment on the links between business strategy and human resource management. 3. Explain the two models of strategic HRM, the matching model and the resourcebased model. 4. Comment on the various strategic HRM themes of re-engineering, workplace learning, trade unions and leadership. 5. Explain the methodological difficulties of measuring the link between HRM practices and organizational performance. 38 The Nature of Human Resource Management Introduction In the first chapter we examined the theoretical debates on the nature and significance...
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...complicate things, the entirety of RIM had until recently been preoccupied with the legal settlement with NTP in the United States. Issues in this study highlight real-world dilemmas in a thriving firm. The founders are still in charge, and new markets present themselves regularly. A very real challenge is divided attentions. The standstill over market entry calls for integrative thinking—bringing together disparate and contradictory elements for resolution. RIM’s way out will invariably involve embracing complex relationships in order to find a resolution to the various conflicting institutional forces. © 2008 Wiley Periodicals, Inc. Correspondence to: Prescott C. Ensign, University of Ottawa, Telfer School of Management, 55 Laurier Avenue East, Ottawa ON, K1N 6N5, Canada, 613.562.5800 x4925 (phone), ensign@telfer.uOttawa.ca. Published online in Wiley InterScience (www.interscience.wiley.com). © 2008 Wiley Periodicals, Inc. • DOI: 10.1002/tie.20184 130 CASE STUDY Introduction T his case study provides a glimpse at Research in Motion’s (RIM’s) entry into the Chinese market during a time when many distractions—principally a patent dispute with NTP—occupied management’s attention. Norm Lo had been in charge of the Asia Pacific region for...
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...English-E11-12 7/27/07 2:24 PM Page 1 Ministry of Education The Ontario Curriculum Grades 11 and 12 English Printed on recycled paper 07-003 ISBN 978-1-4249-4741-6 (Print) ISBN 978-1-4249-4742-3 (PDF) ISBN 978-1-4249-4743-0 (TXT) © Queen’s Printer for Ontario, 2007 2007 REVISED CONTENTS INTRODUCTION 3 Secondary Schools for the Twenty-first Century . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . The Importance of Literacy, Language, and the English Curriculum . . . . . . . . . . . . . . . . . . . Principles Underlying the English Curriculum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Roles and Responsibilities in English Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . THE PROGRAM IN ENGLISH 3 3 4 5 9 Overview of the Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Curriculum Expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Strands in the English Curriculum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 ASSESSMENT AND EVALUATION OF STUDENT ACHIEVEMENT Basic Considerations . . . . . . . . . . . ....
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...ONE Introducing The Contemporary Business World In the Opening Cases in Chapters 1 to 5, you will read about five situations that may seem to have little in common at first glance: Canadian megaprojects that focus on the extraction of oil and nickel, the importance of productivity for our standard of living, the unethical behaviour of some business managers, entrepreneurs starting new businesses, and the exporting of Canadian goods and services to other countries. All of these situations, and many more that are described in this text, have a common thread—they all demonstrate the key elements of business as well as the excitement and complexity of business activity. Each case tells a part of the story of our contemporary business world. Part One, Introducing the Contemporary Business World, provides a general overview of business today, including its economic roots, the environment in which it operates, the importance of entrepreneurship, the various forms of ownership of business firms, the globalization of business, and the ethical problems and opportunities facing business firms. ■ We begin in Chapter 1, Understanding the Canadian Business System, by examining the role of business in the economy of Canada and other market economies. We also present a brief history of business in Canada. Then, in Chapter 2, Understanding the Environments of Business, we examine the external environments that influence business activity. These include the economic, technological, socio-cultural...
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