(human capital and intellectual assets) to achieve an organization’s objectives. • “Why Study HRM?” – Staffing the organization, designing jobs and teams, developing skillful employees, identifying approaches for improving their performance, and rewarding employee successes—all typically labeled HRM issues—are as relevant to line managers as they are to managers in the HR department. • An organization's success increasingly depends on the knowledge, skills, and abilities of employees, particularly
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behavior of subordinates and persuade them to follow a particular course of action. (Barnard 1938) Power French and Raven (1960) Power – French and Raven (1960) • Legitimate power – comes solely from the position the g p y p superior holds in an organization • Reward power – comes by means of promotion, salary increases and interesting assignments i di t ti i t • Expert power – comes from the leader possessing superior knowledge of the matter under discussion superior knowledge of the matter under discussion
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behavior of subordinates and persuade them to follow a particular course of action. (Barnard 1938) Power French and Raven (1960) Power – French and Raven (1960) • Legitimate power – comes solely from the position the g p y p superior holds in an organization • Reward power – comes by means of promotion, salary increases and interesting assignments i di t ti i t • Expert power – comes from the leader possessing superior knowledge of the matter under discussion superior knowledge of the matter under discussion
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offer a large packet of services to their costumes: standard delivery services, UK next day delivery, international air express, international road express and opportunity to add insurance cover for fragile or valuable items, or to use online booking system where people can send the occasional parcel without opening any kind of account or having a formal arrangement with the company. “The national network is supported by dedicated account management and costumer services team, which benefits our customers
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can tell the culture of an organization by looking at the arrangement of furniture, what they brag about, what members wear, etc. -- similar to what you can use to get a feeling about someone's personality. Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society, professions, laws, stories, heroes, values on competition or service, etc. The process is based on our assumptions, values and norms, e.g., our values on money, time, facilities, space and people. Outputs
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US GAAP vs. IFRS The basics March 2010 Table of contents 2 5 7 8 11 13 14 16 18 20 26 28 31 33 35 38 40 42 43 44 46 47 Introduction Financial statement presentation Interim financial reporting Consolidations, joint venture accounting and equity method investees Business combinations Inventory Long-lived assets Intangible assets Impairment of long-lived assets, goodwill and intangible assets Financial instruments Foreign currency matters Leases Income taxes Provisions and contingencies Revenue
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Square is one of the wealthiest and most successful companies in Bangladesh. Even more important, from a human resource perspective, is the fact that Square is an employee-driven organization. While other organizations base their success on better manufacturing techniques, or better technology, Square success is based on the effectiveness of their employees. Essentially, Square value their staff and realize the importance of their staff. This focus on employees may, in the future, expand to all
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Psychology 6 1.3. Current Psychological 9 Current Psychology of Basics Knowledge Management & Organizational Learning 9 Knowledge Management and Organizational Learning 9 Knowledge Management Processes and Goals 10 Current Knowledge Management Systems 11 Organizational Learning 11 Knowledge Management in Organizations 12 The Knowledge Management Processes Cycle 12 KM Strategies 14 Codification Sub-Strategies – Earl’s codification-oriented sub-strategies are: 15 2. MOTIVATION 16 2.1 Motivational
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only manage quality but to look at collective responsibilities while doing business. This is achieved with Total Responsibility management. Total responsibility management refers to systems and procedures to ensure responsible business practices and management. It is used to describe the codes of practice and systems that organizations are developing to manage their social, environmental, and ethical responsibilities in response to pressures from stakeholders, emerging global standards, general social
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how organizations can create team players. 7. Describe the advantages and disadvantages of diversity to work teams. 8. Explain how management can keep teams from becoming stagnant and rigid. CHAPTER OVERVIEW Few trends have influenced employee jobs as much as the massive movement to introduce teams into the workplace. The shift from working alone to working on teams requires employees to cooperate with others, share information, confront differences, and sublimate personal interests for
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