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
| Name of Case Study: THE CASE OF OTICON | 1) What does the case describe in terms of changes in the way that people worked at Oticon? The case describes that Oticon made a dramatic organisational transformation. There was a paradigm shift in the way people worked for the organisation. It is evident that changes occurred at two levels; Group level and Individual level. At the group level, departmentalisation gave way to cross functional thinking and working. Oticon became a project based
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underlying capability to recognise & use emotion. (Gowing), combination of competencies x5. (Goleman) • Gardner,ability to recognise own emotions & to express those feelings to ors is *for leaders to take advantage & use ir positive emotions to facilitate organisational performance. extent to which leaders use emotions -> direct cognition is *in workplace, with leaders MD based on emotional information can make more effective & efficient decisions. In context different emotions can serve as
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resourcefulness, flexibility in behaviour and effectiveness, which all together develop their innate resilience. All this is necessary to establish a clear thinking, focused mind, personal grooming, and behavioural psychology and NLP can be applied here. According to Tosey (2008) neurolinguistic programing means a systematic linkage between an individual’s mental internal experience (also referred as ‘neuro’), language (‘linguistic’) and the patterns of behaviour (‘programming’). According to Walker
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complex work environment. A manager or leader who can able to predict or feel emotions precisely and visibly may often be better able to be hopeful of cope with and successfully manage change. EQ gives a succinct name to how a manager or leader manage behaviour, navigate social relationship and put together decisions that accomplish
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4. Results and Findings 1. Understand the organisational requirements for a Leader 1.1 Identify organisational requirements for respecting the cultures, values, and ethics of others Barnsley Hospital NHS Foundation Trust is committed to being an organisation where diversity is valued and appreciated, regardless of race, age, disability, gender, sexual orientation, faith or religion, civil partnership or marriage, pregnancy or maternity. The Trust recognises that everyone is different, valuing
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Identity based views of the corporation Insights from corporate identity, organisational identity, social identity, visual identity, corporate brand identity and corporate image Abstract Purpose – The purpose of this paper is to consider advances in corporate identity scholarship on the occasion of the tenth anniversary of the first special edition of corporate identity to appear in the European Journal of Marketing in 1997. Design/methodology/approach – The paper takes the form of a literature
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Wellbeing Introduction The literature provided for this assignment will critically explore the relevance and the application of the concept of wellbeing within my organisational setting. My organisational setting is a Further Education College based in Cardiff, South Wales. My role in this institution is to deliver education and training in the vocational trade of plastering. Cardiff is now a diverse and multicultural city and many of the students that attend our college evolve from different social
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strategy and vision. GROUP DYNAMICS The term “group dynamics” describe the way in which people in a group interact with one another. A group with a positive dynamic is easy to spot. Team members trust one another, they works towards a collective decision, and they hold one another accountable for making things happen. When a team has a positive dynamic, its members are nearly twice as creative as an average group. In a group with poor dynamics, people’s
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