Managing Business Activities To Achieve Results RIMS INTERNATIONAL SCHOOL OF BUSINESS TECHNOLOGY Project Guide: Prof.MRS PRIYA CHOWDHURY PRESENTED BY: KEYUR. P. DESAI BBA SECOND YEAR: HIGHER NATIONAL DIPLOMA STUDENT ID NO: 10312 Unit Title: Managing Business Activities to Achieve Results | Unit Code: 15 | Date Issued:20th Oct 2011 | Assignment Brief - General Student Name: Keyur Desai | Student ID10312 | Date Received | Lecturer Name: Ms Priya Chowdhury | Internal Verifier
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PROTECTING WORKERS HEALTH SERIES NO 3 WORK ORGANISATION & STRESS SYSTEMATIC PROBLEM APPROACHES FOR EMPLOYERS, MANAGERS AND TRADE UNION REPRESENTATIVES Protecting Workers Health Series No. 3 Authors: Stavroula Leka BA MSc PhD Professor Amanda Griffiths CPsychol AFBPsS FRSH Professor Tom Cox CBE INSTITUTE OF WORK, HEALTH & ORGANISATIONS University of Nottingham Nottingham Science and Technology Park University Boulevard William Lee Buildings 8 Nottingham NG7 2RQ United Kingdom
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concluded that the central issue was changing the behaviour of people and that successful change occurs when speaking to people’s feelings. In this article Martin Webster explains how Kotter’s 8-step change model gets to the heart of how successful organisational change actually happens and answers the question “how do you go beyond simply getting your message across to truly changing people’s behaviour?” You’ll also learn how The Heart of Change can alter the way organisations and leaders approach change
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PA R T 1 The role of human resource management Part contents 1 Introduction to human resource management 2 Human resource planning and resourcing 3 Work and job design 1 41 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management evaluate ‘hard’
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PA R T 1 The role of human resource management Part contents 1 Introduction to human resource management 1 2 Human resource planning and resourcing 41 3 Work and job design 74 Chapter 1 Introduction to human resource management LEARNING OUTCOMES After studying this chapter, you should be able to: identify the historical developments and their impact on HRM outline the development and functions of HRM understand the differences between HRM and personnel management
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a chocolate-making business in Australia for the past 25 years. Recently there have been increases in the cost of labour in Australia. Current industry trends indicate that a new organisational structure based on behavioural theory would be more beneficial than the existing hierarchical structure. There has been an increasing demand for Mario’s chocolates from overseas buyers. Mario is now assessing the future direction of his business by considering international expansion
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variables such as the Organisation structure, Work environment, operating procedures etc. However, the phenomenon of misbehaviour can be better understood in terms of motives and opportunity. Employees commit unethical conduct because of one of the motives of - greed, financial benefit, or other individual motivations and these motives flourish in the absence of effective monitoring mechanisms and effective leadership in the work environment. Sunshine Fashions’ organisational hierarchy and work ethics provided
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APPROACHES TO ORGANISATION AND MANAGEMENT Organisational behaviour is a discursive subject and much has been written about it. The study of organisations and management has therefore to proceed on a broad front. It is the comparative study of the different approaches that will yield benefits to the manager. The study of organisations, their structure and management is important for the manager. Identification of major trends in management and organisational behaviour, and the work of leading writers
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3.1.4 ORGANISATIONAL ARRANGEMENT From Mintzberg (1983, p.152) analysis, organizations are composed of five configurations and each configuration has six components. Operating Core: These are employees who execute the work related to the organization products and services. Strategic Apex: Top-Management workers (Coordinating Directors) responsible for the management of the organization. Middle Line: Directors who link the strategic apex with the operating core. Techno structure: Analyst
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The culture of an organization consists of beliefs, feelings, behaviors, and symbols that forms characteristic of an organisation (Lunenburg 2015). It also defines as what to be or not to be concern crucially in the company, consequently, this guides everyone in the organisation to handle any tasks or objective in the right way. Organisational culture work as the DNA of the company, it is intangible but yet a powerful template that shapes the contents in the workplace. The following 4 perspective
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