Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output
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Southern Cross University ePublications@SCU Theses 2009 Strategic human resource management: what does it mean in practice? Ken Lovell Southern Cross University Publication details Lovell, K 2009, 'Strategic human resource management: what does it mean in practice?', DBA thesis, Southern Cross University, Lismore, NSW. Copyright K Lovell 2009 ePublications@SCU is an electronic repository administered by Southern Cross University Library. Its goal is to capture and preserve the intellectual output
Words: 108427 - Pages: 434
Fundamentals of human resource management African Studies Centre / University of Groningen / Mzumbe University African Public Administration and Management series, vol. 2 Fundamentals of human resource management Emerging experiences from Africa Josephat Stephen Itika Published by: African Studies Centre P.O. Box 9555 2300 RB Leiden asc@ascleiden.nl www.ascleiden.nl Cover design: Heike Slingerland Photos: Evans Mathias Kautipe Printed by Ipskamp Drukkers, Enschede ISSN 2211-8284 ISBN 978-90-5448-108-9
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brands Saab AB, SAS Sverige and Skanska. The results show that core values are a main building block of internal branding practices and that core values are united with cultural values with a dual purpose of adding value to customers and guiding employee behavior. Furthermore, the results point out that core values internally indicate how the vision is to be achieved and that the vision may be more useful as a management tool than internal branding tool. Subcultures appear to be present in all three
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the same social environment, which is where it was learned. Culture is learned, not inherited. It derives from one's social environment, not from one's genes. Culture should be distinguished from human nature on one side, and from an individual's personality on the other: 1 Cultural relativism there are no scientific standards for considering one group as intrinsically superior or inferior to another. 'Cultural relativism affirms that one culture has no absolute criteria for judging the activities
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Fourth Edition Reframing Organizations Artistry, Choice, and Leadership LEE G. BOLMAN TERRENCE E. DEAL B est- se l l i n g a u t h o rs of LEADING WITH SOUL FOURTH EDITION Reframing Organizations Artistry, Choice, and Leadership Lee G. Bolman • Terrence E. Deal Copyright © 2008 by John Wiley & Sons, Inc. All rights reserved. Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741—www.josseybass.com No part of this publication may be reproduced
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FOREWORD At no time during the last three or four decades have the communication skills of individuals in the business world come under closer scrutiny than today. And never before have those who work in the business world needed better, more effective communication skills. The emerging technology appears to be increasing, rather than decreasing, the need for effective communication skills. As more individuals have ready access to desk-top equipment to process written communication, fewer
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the same social environment, which is where it was learned. Culture is learned, not inherited. It derives from one's social environment, not from one's genes. Culture should be distinguished from human nature on one side, and from an individual's personality on the other: 1 Cultural relativism there are no scientific standards for considering one group as intrinsically superior or inferior to another. 'Cultural relativism affirms that one culture has no absolute criteria for judging the activities
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level: Easy Page: 9 Type: Knowledge 4. What is meant by the term relationship marketing? How does relationship marketing affect the customer? AACSB: Reflective Thinking CBE: Model Customer Difficulty level: Easy Page: 14 Type: Knowledge 5. What are the three ways that marketing environment forces affect a marketer's ability to create satisfying exchange relationships? AACSB: Analytic CBE: Model Strategy Difficulty level:
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communicating, delivering, and exchanging products that have value for customers, clients, partners, and society at large -The Firm’s Stakeholders: these include employees, unions, customers, competitors, activists, government and the press (these people affect company) The Marketing Process: 1) Understand the marketplace + customer’s needs/wants 2) Design a customer-driven market strategy 3) Construct a marketing program that delivers superior value 4) build relationships + create customer delight *5)
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