Organizational culture is a system of shared beliefs & attitudes that develop within an organization & guides the behavior of its members. It is also known as "corporate culture", & has a major impact on the performance of organization & especially on the quality of work life experienced by the employees. Organizational culture "consists of the norms, values & rules of conduct of an organization as well as management styles, priorities, beliefs & inter-personal behaviors. Together they create a climate
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1. Ch.1 - 8 -- As area sales manager for a company manufacturing and marketing outboard engines, you have been assigned the responsibility of conducting a research study to estimate the sales potential of your products in the domestic (U.S. or Canadian) market. Discuss key issues and concerns arising from the fact that you, the manager, are also the researcher. Key issues and concerns 1. The key issues and concerns relating to any research project such as to estimate the sales potential in the
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imperative to set control allocations. Goals should be realistic time frames for employer and employees. It has been suggested that employees who acknowledge workplace stress and implement stress management programs can decrease costs associated with absenteeism, turnover, substance abuse, health care, and reduced productivity (Miree,
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through employee loyalty, the spectre of drug testing can seem to put a large crack in any progress a company has made building long term morale. At what point does a happy, seemingly productive workplace lock horns with the issues of safety, absenteeism, poor work performance and the potential of systematic lenience towards criminal activity that can go alongside drug and alcohol abusers in the company’s midst? This is a touchy subject primarily affecting those amongst a company who are most likely
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Biscuits Ltd. Held the third position. Whereas APL was the overall national leader. In 1980-81 KCPL’s turnover was Rs.2 crores, with a net profit of Rs.20 lakhs, it doubled its capacity from 120 tonnes to 240 tonnes per month. The problem with KCPLwas absenteeism of workers. MKG biscuits were known for their quality, crispness and affordable price. The consumers were middle class families. Competition for KCPL increased with the new units of unorganised sector.Between 1983-84 and 1986-87 its sales declined
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Summary: This case is about the dilemma facing by John Martin, the CEO of Martin Textiles, a New York based textiles company. On August 2, 1992, which the day that the U.S., Canada, and Mexico agreed in principle to the North American Free Trade Agreement (NAFTA). Martin Textiles is a family business over four generation, which was started by John's great-grandfather in 1910. Today, the company employs 1,500 people in three New York facilities. John's dilemma, which is particularly troublesome to
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Report for MPC Finances Board of Directors, outlining the HR related problems and a proposed HR strategy to overcome these issues. Tom O’Brien 19/03/2010 Introduction MPC Finance needs to address a number of HR related issues, which are affecting its performance. Issues are concerned with reward management, performance, training and development, employee motivation, recruitment and selection, and industrial relations. A HR strategy will be proposed to rectify these issues. Findings
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com.2012). The value that is added to the organization through the concept The value that is added to organizations through the concept of Employee engagement varies across the board. Values added can be a higher productivity levels and lower absenteeism or sick days. According to a Gallup poll taken from companies which value
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ORGANIZATIONAL BEHAVIOR UNIT-I: Introduction - Organizational Behavior – Nature – Management Functions – Management Roles – Management Skills – Systematic Study; Foundations of Individual Behavior-Attitudes – Types of Attitudes. Introduction: Definition: Organization Behavior: • A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness
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Freemont Plant GM's Fremont plant conditions were horrendous, which led to horrendous errors on the production line. Sex, drugs, and alcohol were rampant during working hours. Employees came to work drunk or high, or did not come to work at all. Absenteeism was high. Drinking on the production line was the norm. There was zero accountability, and 100% protection from the union. Wages were too high for the workers who did have any sort of work ethic to be able to find employment elsewhere. Actually
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