Marketing Management (Hong Kong) BA (Hons) LeAdersHip in A CHAnging environMent ModULe HrM10988 student study guide The Business School www.napier.ac.uk/business-school Leadership in a Changing Environment STUDENT STUDY GUIDE Authors: Dr J. McMillan, Ms M. Anderson, Dr L. McLean, Ms. J. O`Neill and Mrs N. D’Annunzio-Green • May 2014 Edition • J. McMillan, M. Anderson, L. McLean, J. O`Neill, N. D’Annunzio-Green • The Business School • Edinburgh Napier University First published
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small start-up, every organization today faces the challenge to change and adapt, either as a response to the external environment or simply a deliberate internal procedure to re-look at business operations to maintain its viability. Generally, people are usually inclined to defend the status-quo and resist change for a multitude of reasons ranging from a straightforward intellectual disagreement to deep-seated psychological factors. The degree of skepticism and resistance to change from employees
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department ‘Supports’ Your Organisation October 2014 Contents 1. Introduction 2. HR Function 3. HR Activities – Supporting Strategy 4.1. Recruitment 4.2. New Employee’s 4.3. Employee Relations 4. HR – Supporting Line Managers & Staff 5.4. Maternity Pay / Leave 5.5. Retirement / Pensions 5.6. Maintain A Safe Working Environment 5. Conclusion 1. Introduction Further to the recent organisation re-structure forecasting
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ce PERFORMANCE MANAGEMENT SYSTEM AND ITS IMPACT ON ORGANIZATIONAL EFFICIENCY LITERATURE REVIEW Performance management comprises all activities that guarantee that organizational objectives are constantly being attained in an efficient and effective manner. Normally, performance management focuses on the organizational performance, employees, departments and to some extent the processes that are usually employed to build a service or product, as well as other key areas of an organization (Izadpanah
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final decisions. It tends to exclude improvisation in strategy development and underplay the unpredictable, conservative or political aspects of human organisations. Taking a design lens to a strategic problem means being systematic, analytical and logical. Strategy as experience. The experience lens recognises that the future strategy of an organisation is often heavily influenced by its experience and that of its managers. Here strategies are seen as driven not so much by clear-cut analysis as by the
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architecture of the Profession Map 4 Bands and transitions 6 Professional areas 8–46 Professional area definitions 9 1 Insights, strategy and solutions 10 2 Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39
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recruitment is the development and maintenance of adequate manpower sources. It involves the creation of a pool of available labour from which the organisation can draw when additional employees are needed. Tyson and Fell (1996:28) define recruitment as, “the process of finding and hiring the best qualified candidate (from within or outside of an organisation) for a job opening, in a timely and cost effective manner.” Therefore, from the two definitions above, it can be said that the recruitment process
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The biggest difference between leaders and managers is in the way they motivate the people who follow or work for them. Managers have subordinates, unless their title is given as a mark of seniority and honorary, while leaders do not. In terms of approach, a leader sets the direction while a manager plans the details. Leaders appeal to the heart while managers appeal to the head. A leader’s energy is passion, and that of the manager is control. When discussing business leadership, the distinction
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performance. The quality of these relationships have an effect on the organisation. Human Resources, focuses on recruiting new employees and managing existing workers, plays a significant role in employment relationships as do several additional internal and external factors. Listed below are a couple of Internal and external Factors that may affect the employee’s relationship. Internal Factor-Conflict: Conflict exists in every organisation, and to a certain degree indicates a healthy exchange of ideas
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way that assumes no prior theoretical background to what is often called ‘change management’. Introduction The Why of change The What of change 3 5 8 10 14 16 17 the booklet is based on HLsP’s experience in supporting individuals and organisations in several countries including nigeria and Russia. Most recently, HLsP designed a successful change management programme conducted for over 400 Iraqi clinicians, administrators and policy makers during 2007-2009. the aim of this programme was to
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