The Journal of Business Communication® published an article in July 2009 that addressed the research that had been conducted into how communication plays a role in developing trust and its effect on employee involvement. The article stated that the research was to address three questions to explore how communications builds trust among employees with supervisors and upper level managers. These questions are 1. What is the relative importance of quantity and quality of information as it relates to trust and behavioral outcomes? (Thomas, Zolin & Hartman 2009) 2.
Marketing Julianne Loveless University of Phoenix Facilitator: Robin Reis November 9, 2009 Marketing. What is marketing? Is marketing a necessary process for an organization? What is the importance of marketing to an organization’s success? The author will discuss and analyze these questions in the following paper.
MT0822A Managing Organisational Performance Abstract The report I have compiled reports the importance of managing stake holders in The John Lewis Partnership Organisation, the primary stakeholders of JLP and the interests of each in the reduction of 25 call centres to two. This report will also cover the value of motivational models within the JLP and how employee needs are being met by in that organisation on Maslows hierarchy of needs model. Finally the report will cover the reasons for the change in the JLP and how this change can be managed in an organisation. Introduction The purpose of this report is to show the importance of managing stakeholders and their importance in an organisation, the value of motivational needs within an organisation and the reasons of organisational change. The report will also identify John Lewis's primary stakeholders, their level of interest and importance in the plans to replace 25 call centres with two.
“The Rhetoric of Indoctrination: A Critical Analysis of New Employee Orientation.” In Public Relations Inquiry as Rhetorical Criticism: Case Studies of Corporate Discourse and Social Influence. 1995. Athabasca University has copies material under license from Access Copyright. Print. * Cohen, Esther.
NAME: 3HRC Assessment Title of unit/s | Understanding Organisations and the Role of Human Resources | Unit No/s | 3HRC (HR) | Level | Foundation | Credit value | 4 | Assessment method | Written | Learning outcomes: 1. Understand the purpose of an organisation and its operating environment 2. Understand the structure, culture and functions of an organisation 3. Understand how HR/L&D activities support an organisation | Activity A new manager is starting in the organisation shortly. You have been asked to provide a written briefing note for this new-starter so that they can gain some understanding of the organisation in preparation for their start.The information you provide should include: * a list of what the organisation produces or the services that it offers to its customers * an identification of the main customers * the purpose and goals of the organisation * an analysis of a minimum of 4 external factors and their impact on the business activities of an organisation * the structure of the organisation that includes at least 4 functions * an explanation of how these different functions work together within the organisation to optimise performance * an identification of the culture of the organisation and 2 ways this affects operations * how 3 HR activities support the organisation’s strategy * 3 ways HR professionals support line managers and their staff | Assessment Criteria1.21.21.11.32.12.22.33.13.2 | Evidence to be producedBriefing note of approximately 2000 words | Assessment Criteria guidance: | AC 1.1 & AC 1.2 | Learners should briefly describe the purpose and goals of an identified organisation, its products and services and identify its customers.
Some of the executives have found that diversity strategy has become Allstate’s competitive edge. Allstate focuses on two major strategies: Internal diversity- is where Allstate shows the employees how they can excel in the company by giving them the tools, resources, and opportunities to succeed. External diversity- is where Allstate is making certain that the workforce matches the backgrounds, experiences, and sensitivities of the market it serves (Hellriegel, & Slocum p. 215). The diversity index at Allstate asks the following questions of employees: • To what extent does our company deliver quality service to customers regardless of their ethnic background, etc.? • To what extent are you treated with respect and dignity at work?
5. Determine what hardware and/or software resources are required to accomplish success. 6. Ascertain the possibility that these companies, in need of well-educated personnel, will provide financial/material support for the resources specifically used by their company. 7.
The authors used the findings in these articles to identify important aspects, and the most frequent variables, necessary in order for teams to succeed. The variables evolve around issues of leadership, supporting behavior and flexibility. From this, the authors define the five most important aspects of successful teamwork; team leadership, mutual performance modeling, backup behavior, adaptability, and team orientation. These five aspects are what is referred to as the “Big Five” in the title of the article, and what the authors use to define teamwork. In order for teams to engage in these “Big Five”-dimensions there are a few coordinating mechanisms within the team, that are also important in order to be successful.
LEVERAGING PROCESS FOR STRATEGIC ADVANTAGE ARTICLE ANALYSIS Abstract When Professor David A. Garvin had a roundtable discussion with managers of diverse industries, the result was revealing. They discussed strategy and management practices critical to process function organization. Below are itemized discussions based on the outcomes of their round table interaction: The kind of shifts the managers made in their companies, the capabilities which enabled their shift of operations and the main steps they used in their process reengineering. Conclusions and recommendations are also made. LYDIA OSA-ANDREWS Lydia.OsaAndrews@sdstate.edu 1.
ZARA PROJECT REPORT Part 1 Introduction The term successful varies between each individual depending on their perspective. In order to define “successful”, one must decide what success is to them. Success is measured upon the proposed goal varying from financial to marketing success. In relation to the anticipated goal of this report, success is based upon quantitative and qualitative achievement. This report will focus on measuring the success of five department stores, Selfridges, Harrods, John Lewis, House of Fraser and Debenhams by thoroughly analyzing and comparing financial and market share data, and using complimentary methods to explore the proposed objectives.