Implications for HR Practitioners BY ISAH MOHAMMED ABBASS Department of Political Science, Ahmadu Bello University, Zaria, Nigeria isaabbas@yahoo.com Abstract Management of people and organizations requires some specialist attributes. In managing these vital resources, there has to be a distinctive philosophy of providing and enhancing people-oriented organizational programmes. Restructuring is one of such activities or programmes. This activity is essentially designed to reconstruct or reorganize
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Design for Change Allison Hunt LDR 625 Design for Change Organizational design is more complex and inclusive of more elements than organizational structure. Organizations must consider design capabilities and flexibility during growth periods for design change to be effective (Spector, 2013). If the organization simply attempts to imitate the design of other successful businesses or fails to realign resources for new value in a changing environment, the expected outcomes of the design
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whereas organizations are at the third level of a continuum that typically uses coaching in an “organized, planful fashion to address a specific business issue or need, such as accelerating high potential development, on-boarding new leaders, driving a change in culture, or facilitating integration following a merger or acquisition.” With the key factors being to benefit the organization overall, in addition to the individual participants. A defined criteria is normally determined by the organization
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Chapter 9 – Management and Change 9.2 Organizational change Change: any alteration in the business and work environment e.g. change in consumer taste, production methods, markets or products sold Managing change Profitable opportunities can arise from change, it must be considered a fundamental aspect of a business’s strategic planning The ability to manage and, in many cases, embrace and adapt to change will increasingly determine a business’s competitive advantage and survival Successful
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“requires employers to analyze their workforce and develop a plan of action to correct areas of past discrimination.” We feel that if the mangers express a positive attitude, and help implement this policy to line staff it will make a more positive transition. By “establishing a voluntary affirmative action policy could possibly prevent future court ordered actions with strict quotas and time requirements to correct past discrimination (Bolander and Snell, 2007).” We are recommending the implementation
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Outline I. Introduction II. Employees’ career development opportunities A. New Employee Orientation B. New Manager Orientation C. The Leadership Academy D. Online Training E. Staff Development training III. Managing staff turnover IV. Outpatient vs. inpatient services V. Weaknesses of management VI. Recommendations VII. Conclusion VIII. Reference list Management at Stamford Hospital Introduction Stamford Hospital is one of the leading
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THOUGHT PAPER – INDIVIDUAL ASSIGNMENT 1 Critical Analysis of Recruitment and Selection Policies at Telecoms Jamaica Limited Dwight S. Williams ID: 20122939 Managing Human Resources (HRM609) Due Date: April 16th, 2013 College of Graduate Studies University College of the Caribbean Worthington Avenue Campus THOUGHT PAPER – INDIVIDUAL ASSIGNMENT Abstract This paper examines the recruitment and selection policies and practices at Telecoms Jamaica 2 Limited. It provides an overview
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MANAGEMENT OF CHANGE INTRODUCTION It is said that the only constant thing in life is change. This means that change is to be expected in all aspects of life yet most people find it difficult to adapt to change. Change is so fundamental to all things in the world that it is the most important obstacle to overcome in a game of survival of the fittest. It is constant for all times. Those who adapt to change evolve and become better like the butterfly while those who resist become extinct like the
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production while failing to put it to good use. When a company knows its customers’ buying patterns, interests, and demographics, it provides a distinct competitive advantage. This knowledge has become so critical in recent years that the process of managing information has become an industry of its own. How does a company manage its strategic information assets in today’s rapidly changing business environment? What challenges arise out of that task? Are there any preventive measures that can ease
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Abstract Talent management has changed so much over the years, due to the economic environment. This paper will attempt to explore some of those changes and challenges for talent management. The emerging set of new practices is moving talent management to its tipping point. THE TIPPING POINT FOR TALENT MANAGEMENT 3 Discuss how the economic
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