arguing that, despite a heightened interest in the take-up of change initiatives, very few change programmes produce an improvement in bottom-line, exceed the company’s cost of capital, or even improve service delivery. It also offers an explanation of why this is the case. To provide empirical verification for this, the paper presents the results of 4 case studies conducted at public sector organisations in the UK. The findings continue to point to the ineffective nature of the top management’s contribution
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No. of Pages 23 ARTICLE IN PRESS i n t e r n a t i o n a l j o u r n a l o f m e d i c a l i n f o r m a t i c s x x x ( 2 0 1 1 ) xxx–xxx journal homepage: www.intl.elsevierhealth.com/journals/ijmi Older adults: Are they ready to adopt health-related ICT? Tsipi Heart ∗ , Efrat Kalderon Department of Industrial Engineering & Management, Ben-Gurion University of the Negev, Israel a r t i c l e Article history: i n f o a b s t r a c t Background: : The proportion of older adults
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Talent Management Book Table of Contents Introduction ……………………………………………………………………………………... 1 Phase One – Company Background …………………………………………………………….. 2 Phase Two – The Position ………………………………………………………………………17 Phase Three – Sourcing the Position………………………………………………………….... 26 Phase Four – Candidate Assessment ……………………………………………………………36 Phase Five – Candidate Offer and Engagement ……………………………………………….. 49 Appendix ……………………………………………………………………………………….. 61 Reference ………………………………………………………………………………………
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lawmakers as an expression of their strong will to ‘fight AIDS’, HIV-specific laws have become a ubiquitous feature of the legal response to HIV in sub-Saharan Africa1 As of 1st December 2008, twenty countries in ECOWAS Parliament, the West African Health Organisation sub-Saharan Africa had adopted HIV-specific laws.2 (WAHO), the Center for Studies and Research on HIV-specific laws or ‘omnibus HIV laws’, as they are Population for Development (CERPOD), the Network of sometimes ironically
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management deals with decision making and actions which determine an enterprise’s ability to excel survive or die by making the best use of a firm’s resources in a dynamic environment. The main purpose of study of strategic management is to examine why some organization succeed while others fail and yet others completely change. Consider the following examples: ➢ Bharat Heavy Electricals Ltd. (BHEL) is now planning to expand its range to 800 MW supercritical power projects. ➢ LG Electronics
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Locker−Kienzler: Business and Administrative Communication, Eighth Edition III. Basic Business Messages 10. Informative and Positive Messages © The McGraw−Hill Companies, 2008 C H A P T E R 10 Informative and Positive Messages Learning Objectives After studying this chapter, you will know: 1 When to use common business media. 2 How to use the chosen channel effectively. 3 How to write letters and memos. 4 How to compose some of the common varieties of informative and positive
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2008 Baldrige National Quality Program Education Criteria for Performance Excellence THE MALCOLM BALDRIGE NATIONAL QUALITY AWARD A Public-Private Partnership Building active partnerships in the private sector—and among the private sector and all levels of government—is fundamental to the success of the Baldrige National Quality Program in improving national competitiveness. Privatesector support for the Program in the form of funds, volunteer efforts, and participation in information
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Eastern Michigan University DigitalCommons@EMU Master's Theses and Doctoral Dissertations Master's Theses, and Doctoral Dissertations, and Graduate Capstone Projects 5-13-2003 Human Resources Practices in Corporate Culture Communication: A Case Study of Johnson & Johnson Flavia Xavier Follow this and additional works at: http://commons.emich.edu/theses Recommended Citation Xavier, Flavia, "Human Resources Practices in Corporate Culture Communication: A Case Study of Johnson & Johnson"
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Introduction Managing human resources effectively has become vital to organizations within the modern and fast‐paced business environment, more so as the economy the world over converge into a synapse of globally connected and interdependent sectors aimed at preserving and creating knowledge1 rather than products and services alone. The novelty in the market today demands innovation2 and trust3 more than mere comparative analysis of sales and market
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Capital. INTRODUCTION To ensure growth and development of any orgnisation, the efficiency of people must be augmented in the right perspective. Without human resources, 1 the other resources cannot be operationally effective. The original health of the organization is indicated by the human behaviour variables, like group loyalty, skill, motivation and capacity for effective interaction, communication and decision making. Men, materials, machines, money and methods are the resources required
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