This is communicated down to the employees to set the standard for what is expected. Together, these functions can set the success level of a company. Culture and Behavior An organization is consciously coordinated social unit, composed of two or more people that functions on a relatively continuous basis to achieve a common goal or set of goals (Robbins & Judge, 2009, p. 6). Organizations can have several different purposes. Some are for profit and are in business to make money while others are non-profit and their primary focus is to meet a need.
Identify the social, political, regulatory, legal, technological, and international, external and internal environments in which a business operates. 3. Distinguish the numerous stakeholders and recognize the issues represented in each type of business environment relative to impact by operations of the business and impact upon the operations of the business. 4. Compare and analyze the various and sometimes competing considerations attending diverse stakeholder interests and inherent in cross-cultural multinational environments.
Kerry Ogden Unit 1 1.1 Explain the use of benchmarks in managing performance Benchmarking is the process of comparing one's business processes and performance metrics to industry bests or best practices from other companies. Benchmarking is used to measure performance using a specific indicator resulting in a metric of performance that is then compared to others. 1.2 Explain a range of quality management techniques to manage team performance There are a large number of techniques that can be used to manage quality. A few examples include Customer surveys Performance measures and standards. Benchmarking Process analysis and re-engineering Continuous improvement Employee involvement People development
2a) List three key points of legislation that affect employers in a business environment. [1.2] Health and safety, Data protection and pay. 2b) List three key points of legislation that affect employees in a business environment. [1.2] Pay, Rights and responsibilities and Pensions. 3.
C. improve the performance of people. D. improve the quality of overall work life. 4) Which of the following statements about the management of organizational culture is NOT correct? A. dictate rules from the top of the organization. B. corporate culture can be managed by directly modifying the observable culture, shared values, and common assumptions that deal with issues of external adaptation.
As a result, one person usually has more power or authority in the relationship that the other. Relationships between students and teachers, between employers and employees, and between colleagues, are examples of working relationships. Effective working relationships tend to be based on good communication, trust respect, mutual support, sharing, shared goals, reliability, cooperation and honesty between the people involved. Employer/employee relationships The employer-employee relationship is an example of a formal relationship. That is, it is based on a set of rules and expectations about how people should relate to each other because of their employment relationship.
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. | AC 1.3 | Learners should use an analysis model, eg PESTLE or SWOT, to identify a minimum of 4 external factors and their impact on an
Answer: FALSE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 5) Strategy, goals, and programs support the organizational mission. Answer: TRUE Diff: 1 Section: 2.1 Projects and Organizational Strategy Skill: Definition AACSB Tag: Reflective 6) Stakeholder analysis looks at a project's customers and determines whether their needs are being met. Answer: FALSE Diff: 2 Section: 2.2 Stakeholder Management Skill: Definition AACSB Tag: Reflective 7) Suppliers and competitors are possible intervenor groups in a project. Answer: TRUE Diff: 1 Section: 2.2 Stakeholder Management Skill: Factual AACSB Tag: Reflective 8) An important step in stakeholder management is the assessment of your own capabilities. Answer: TRUE Diff: 1 Section: 2.2 Stakeholder Management Skill: Factual AACSB Tag: Reflective 9) Policies and procedures are examples of an organization's external environment.
Motivational Theories And The Potential Effects Of Their Practical Application Within The Workplace For The Purpose Of Enhancing Human Performance. Contents Introduction pg 3 Theories of Motivation pg 3, 4 Application of Motivational Theory pg 4, 5 Application of Social Marketing for Risk Reduction pg 4, 5, 6 Conclusions pg 6 Introduction This paper will discuss motivational theories and the potential effects of their practical application within the workplace for the purpose of enhancing human performance. The aim of this discussion is to consider our understanding of content and process theory within the public sector and more especially within the context of the modern Fire and Rescue Service (FRS), where, it could be argued that many of the traditional motivating factors associated with the ‘esprit de corps’ of the operational response role have been superseded by an unmitigated regimen shift. Theories of Motivation The theory of motivation is a complex subject that is influenced by many individual and group variables. According to Mitchell (1982) workers are unique individuals who have choice of action.
This essay analyses the three leadership theories and its application in the real world: situational leadership, servant leadership and transformational leadership. 2. Key Leadership Theories and its Application in the Real World 2.1 Situational leadership The situational leadership theory is developed by Ken Blanchard and Paul Hersey, which refers to the manager or the leader in an organization, who adjust his management or leadership theory to fit the development level of the employees. According to Yeakey (2002), situational leadership is widely used in the organizations by the managers to successfully achieve the organizational goals. In contrast to this, Yukl (2002) argued that this is a less substantial model as there is no strong evidence and empirical support for this theory.