However, the implementation of GGOL faces huge resistance. Individual Sources: Firstly, there is fear of the unknown among the employees and the top managers. The outcomes of GGOL are uncertain, employees feel like their safety and job securities are threatened, especially resignation of plant managers has already happened. Secondly, individuals have habits. They prefer to work in their accustomed ways.
This idea becomes explained with the case of J. S. Minion. While Minion was overly competent when it came to his current position as a maintenance foreman, when he was promoted to superintendent he was seen as “an incompetent superintendent” (222). This example of occupational incompetence while it is accurate shows an injustice that is done to people when they are blessed with the ability to advance in their career and are not given
The strategic management process is a philosophical approach to business rather than a simple set of rules (Clayton n.d.) Why Strategic Management Strategic management is the driving force of any organization. It provides the organization and its employees the means to drive the business. Everything the company achieves is all based upon what the organization’s strategic goals are. If for example an organization wishes to reduce its waste, the plan should incorporate specifically how it will reduce waste and set specific goals for the company to achieve in a realistic time frame. Recreation Equipment Inc. (REI) REI’s strategic management process has developed three diversity teams to address diversity in the outdoors, employee diversity, and inclusion.
according to application or customer requirements. Once the “key customers” kept coming back, one person should have been assigned to handle the customer would have been the better focus since the worker had the experience in the past and knew the customer to a certain extent. Thus the mixing of the customers and all the specific application has lead project managers not being able to handle the task properly and did not meet the requirements of each customer. This resulted in the dissatisfaction of each customer, loss of business, and the drop in sales.
The changes are causing the Managers and Associates to feel they are not be valued, and this could potential cause a loss of talent to competitors. In the economy we have today, the company is risking the
Managers may also be challenged with losses in personnel and work productivity due to prejudice and discrimination and complaints and legal actions against the organization (Devoe, 1999). Some of the main challenges of diversity in the workplace include communication barriers, increased tension within the workforce, resistance to change, group cohesiveness and interpersonal conflict, lack of implementation of diversity in workplace policies and lack of efficient management of the diverse workforce. Communication barriers lead to problems in a company attempting to create a diverse workplace. For example, when a U.S. company hires employees of other cultures whose first language is not English, employees and managers may experience difficulties communicating with one another. This can lead to misunderstandings and a decrease in productivity.
disciplinary or grievance but information must be given as to where the information can be found e.g. staff handbook. Four of the main points that should be included in a contract of employment are: • Job description. • Start date. • Rate and date of pay.
12 P2.2: Explain how organizational theory underpins the practice of management 13 P2.3: Evaluate the different approaches to management used by different organizations. 13 Task3: Understand ways of using motivational theories in organization. 16 P3.2: Compare the application of different motivational theories within the work place. 19 P3.3: Evaluate the usefulness of a Motivation theory for managers. 20 Task 4: Understand mechanisms for developing effective teamwork in organizations.
Applying the organisation’s disciplinary and grievance procedures 8 – 9 Summary 10 References & Bibliography 11 Appendix 1 - Example Staff Disciplinary Policy 12 – 23 Appendix 2 - Example Grievance Policy/Procedure 24 – 33 Introduction The aim of this assignment is to explore the key areas of performance management. There are four main objectives that the assignment intends to satisfy, which are: - How to identify and agree performance objectives - Assessing performance and providing feedback - Performance improvement, and - Applying the organisation’s disciplinary procedure. A secondary objective of the assignment is to apply of academic theory to the workplace by giving examples of situations where processes are in place, where a performance improvement cycle was apparent, or where there were indidcators of poor performance. The organisation’s disciplinary procedure for staff will is annexed in the appendix. The assignment is limited in word count, hence the depth and breath of the report can only provide a brief insight into the topic.
Section 2.1 describes what Enterprise Architecture Management stands for. In section 2.2, it is highlighted why EAM is needed. Section 2.3 provides a mapping of terms regarding common tools (2.3.1) and frameworks (2.3.2) found in the literature analysis. Chapter 3 tries to anchor the practice of EAM in the strategy cycle. In the section 3.1, it is discussed how Enterprise Architecture can influence strategic planning.