Staff surveys are usually very helpful in establishing whether staff in your company are motivated and therefore performing to best effect. Aside from the information that questionnaires reveal, the process of involving and consulting with staff is hugely beneficial and motivational in its own right, (see the 'Hawthorne Effect'). Whilst your survey will be unique to your company, your staff issues, your industry and culture, some useful generic guidelines apply to most situations. Although not exhaustive
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13 6. Group Dynamics and Team Building 15 7. Conflict Management 18 8. Performance Appraisal 21 9. Time Management 24 10. Motivation
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34 must first improve the effectiveness of corporate boards of directors. And now my dreams. My first dream is that one day some investment analyst will conclude his or her report on Dayton Hudson with something like this: "In addition to its excellent strategic thrust and management strength, Dayton Hudson Corporation Kenneth N. Dayton has a premier concept of governance and a premier board of directors, which together offer the best hope for ensuring the corporation's future. So
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Problem After reading the Thomas Green case, the fundamental management problem started when the executive power was abused. The power struggle created management issues throughout the top executives, in which have affected the way Dynamic Displays operates. This problem has opened the managers up to being influenced in the wrong way, resulting in impression management. Shannon McDonald, Vice President of Dynamic Displays, used her power to overrule Frank Davis, the Marketing Director, in promoting
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other people whose behaviour is always intangible, unpredictable and subjective. The world in which human resource managers exist and in which they interact, is continually changing, generating new issues and conundrums to consider. While in most cases, managers have a fair degree of choice about how to deal with new ideas and new sets of circumstances, the choices themselves are often difficult. Attempt is made in this lecture to clearly define and contextualize Human Resource (HR) Management in
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Chapter 4 Professional Ethics ← Review Questions 4-1 The six core ethical values described by the Josephson Institute are: 1. Trustworthiness 4. Fairness 2. Respect 5. Caring 3. Responsibility 6. Citizenship There are many other potential sources of ethical values, including laws and regulations, church doctrines, codes of professional ethics, and individual organizations’ codes of conduct. 4-2 An ethical dilemma is a situation that a person faces in which a decision
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Supervision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 VI. Supportive Supervision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 VII. Evaluation/Performance Appraisal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 VIII. Miscellaneous Supervision Topics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Chapter Review Questions . . . . . . . . . . . . .
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STRATEGIC HUMAN RESOURCE MANAGEMENT – HRM 3138 LECTURE NOTES 2AGEM Strategic management deals with the managerial aspect of strategy. A number of concepts that are often confused will have to be considered, namely, strategic decisions, strategy, and strategic management. 1. Strategic Decisions These are the decisions that affect the long-term well-being of the organisation. Such decisions involve major resource commitments and are difficult to reverse, implying a long-term commitment. Decisions
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OB in Action Case Study: Companies Are Trying to Improve Employee Attitudes during the Recession Introduction “Creating an effective and productive workplace takes a firm commitment from management even in the best of times” (Ballard, 2012). When the recession hit full force, many companies had to make some difficult decisions. “In a 2009 survey conducted by the American Psychological Association, 68 percent of employed Americans reported that their employers had taken steps such as putting
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authors feel that a wholesome and fair work environment on sales teams is essential for a positive work experience (e.g., Clifford, 1999; Cook, 1995). One of the issues that continue to concern sales people as well as sales managers is that of performance criteria and such criteria can be frustrating for both of them. (Clifford, 1999; Fetter, 1993; Muczyk & Gable, 1987; Swan, 1991). The sales force industry has grown since mid-1990s (Gabe & Goldberg, 1999). As the economies become increasingly
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