TOPICS • Contemporary work patterns • Business activity • Human Resource management • Roles in an organisation Today’s working world is dramatically different from that of the past. Charles Handy in his book The Future of Work (1984), warned that the old patterns of work were breaking down and that new ways of working were on their way. He was right. Handy believed that modern organisations need to be flexible so that they can adapt quickly to the changing pressures that they face. Advances
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Function Task 1 Question 1.1 Personnel Management is a managerial function for an organisation that exists to provide the work force needed for organisational activities and ensure that there is a decent relationship between the manager and the worker. Human Resource Management is the management of various activities designed to improve the success of an organisation’s work force in achieving organisation goals. In fact the HRM is the modern technique of managing an organization, whereas the
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National Credit value: 10 Guided learning hours: 60 Aim and purpose The aim of this unit is to introduce learners to methods of managing human resources in the workplace. Learners will use their knowledge of relevant human resources management theory and link it with current human resource management practices in organisations. Unit introduction Human resource management is a dynamic activity in any organisation as it takes place against a changing economic, technical, legal and
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EJ Sarma. It plays a vital role in instilling a sense of confidence in the management and the HR functions of an organisation A healthy HR function in an organisation is as important as the physical and mental well being of a human body. Typically the basic reason why organisations prefer to conduct an HR audit is to get a clear judgement about the overall status of the organisation and also to find out whether certain systems put in place are yielding any results. HR audit also helps companies
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BUS1001 – Introduction to Management and Organisations: Examination Guidance & How to tackle specific questions The Exam Wednesday 21st May 9.30 – 11.30. Three venues: * Sports Centre Hall * Sports Centre Multi Purpose Room Level 1 * Tyne Suite. Premier Inn * Make sure you know which venue you are in and where it is and turn up in good time * 2 hours * 3 questions from a choice of 7 * 40 minutes per question * make sure you do THREE questions
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information about jobs. Job analysis provides information about the work performed and the work environment. It also identifies the knowledge, skills, abilities and personal competencies people need to perform their work well. In short, it is a method that provides a description of the job and profiles the competencies people need to be successful. Most definitions of job analysis identify three key points: • Job analysis is not a single methodology - it is a generic term which refers to a range of techniques
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Place in Assessment | 1.1 Identify the main points of contracts of employment | Question 1 Page 1 | 1.2 Identify the main points of legislation affecting employers and employees | Question 2 Page 2 | 1.3 Identify where to find information on employment rights and responsibilities both internally and externally | Question 3 Page 3 | 1.4 Describe how representative bodies can support the employee | Question 4 Page 3 | 1.5 Identify employer and employee responsibilities
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budgeting • 6: Alternative types of budgeting • 7: Conclusion Read more: http://businesscasestudies.co.uk/kraft-foods-uk/budgeting-and-strategy/conclusion.html#ixzz1nUCFRFJb What is a budget? A budget is a financial plan that sets out, using figures, an organisation's expected future results. For planning purposes, organisations can use many different types of budgets. For example: • Income and expenditure budgets. These show how much an organisation expects to receive and to spend
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Whittington, 2008) Ext. Environment: PESTEL Porter’s ‘diamond’/ 5 Forces Convergence Strategic Group Analysis Life Cycle Analysis Market Segmentation SWOT (0T) Business Level Strategies Strategic choices Strategy in Action Stakeholder expectations & purposes Internal environment: Resource audit Strategic Capability Value Chain/Networks Marketing ‘Mix’ Benchmarking CSF’s SWOT (SW) Culture Strategic Position STAGE 1 Innovation Organising Corporate Level Strategies Resourcing Managing
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National Human Resource Standard Competencies Framework & Body of Knowledge PEMBANGUNAN SUMBER MANUSIA BERHAD 2014 0 TABLE OF CONTENTS TABLE OF CONTENTS ....................................................................................................................... 1 THE STANDARDS ~ AT A GLANCE ................................................................................................... 2 THE FIVE DIMENSIONS ............................................................
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