EDGAR MUNOZ BUSM 60 MARCH 25 2013 1- What are the 4-p cycle of continuous improvement: PEOPLE, PRODUCTS, PROCESSES & PRODUCTIVITY 2- _____ is the process of working with and through others to achieve organizational objectives in an efficient and ethical manner MANAGEMENT 3- According to wilson’s research, if monica wants to be an effective manager, she should focus on developing_______ 4- In today’s workplace,_____are becoming the primary building block of organizations. ETHICS 5- Which of these is an interdisciplinary field dedicated to better understanding and managing people at work? ORGANIZATIONAL BEHAVIOR 6- Which of these is a theory x assumption about people at work? PEOPLE DON'T LIKE WORK, THEY WILL AVOID WORK, REQUIRE ATTENTION, AVOID RESPONSIBILITY, HAVE LITTLE AMBITION 7- The pioneering work on TQM was done by: DEMING 8- One of Deming’s most enduring lessons for managers is his: 85-15 RULE 9- Which of these is not identified as common tqm principle? FOCUS ON COMPETITORS' WORK PROCESSES.
D1). Evaluate the impact of the business’s ethical behaviour on its stakeholders and the business, what impact would they have on your business? Support with evidence of research. Ethnical organisations like Body shop have a code of conduct that they follow and applies mainly to their employees and suppliers. For example it states for the suppliers that “Employment is freely chosen”, “Working conditions are safe and hygienic” These principles are intended to guide your decision-making and workplace behaviour.
When it comes to organizational culture affects the way workers respond and react when positioned in ethical problems Organization’s culture can disclose the unwritten ethical standards that guide workers in their decision-making. Some companies can prevent unsafe ethical behavior by changing their organizational culture. Organizational culture is the study of the attitudes, beliefs and psychology within an organization. It not only includes how workers act together, but also how they connect with others outside of the organization. Ethical standards are the code of conduct required by the organization for workers to follow.
Week Three Learning Team Reflection As a team member, the lines of communication must remain open. In most corporate environments, managers often find that delegation presents as key to tackling his or her increasing responsibilities and in meeting company objectives. Effective delegation requires the delegator to identify the right person for the job. First clarifying to the associate what he or she wants the individual to do remains essential to effective delegation. Next, specify the range of employee discretion and allowing employees to become a part of the business will help the employees understand why the company has to make decisions for individual jobs.
Understanding the factors that influence motivation levels in the workplace Define the term motivation Motivation is a tactic which is deployed by a company to help the employee realise their full potential whilst meeting the business needs of the organisation. It also a manager’s responsibility to create an environment to which enticements are given towards the employees which in turn makes them work productively and together well as a team. It is important that this is done whilst staying within the organisations procedures and completing the tasks to the level which the manager desires. Also I believe motivation to be something personal, where an employee takes self-satisfaction from the tasks to which they are instructed to complete. There are a lot of factors that can influence an employee’s motivation which make it such a crucial part of successful management.
One of the main concerns in any motivational program is ethical issues. Motivational practices can have negative impact on work ethics and increase unethical behaviors in the workplace. Ethics in workplace Employees have to do their jobs in an ethical manner. There is no universal definition for ethics, however, De George has stated that :Ethics is a systematic attempt to make sense of our individual and social moral experience, in such a way as to determine rules that ought to govern human conduct, the values worth pursuing, and the character traits deserving development in life (De George, 2006, p.19-20). Business ethics is the guiding principles on what is the “right” or appropriate way to behave in a situation (Jones & George, 2008).
* What is organizational culture, why is it important, and to what extent can managers manage it? * Using examples from the MGT 120 course, describe how the informal organization impacts upon employees’ behaviour in the workplace and critically evaluate the implications of these processes for how managers should manage. * Distinguish between the different approaches to the study of leadership and critically discuss the practical ramifications and contemporary relevance of each of these approaches. * The increasing use of cultural forms of control to manage contemporary organizations may be seen as a systematic attempt by managers to eradicate the influence of the informal organization upon employees’ work place behaviour. Discuss.
Ethical Awareness The four perspectives of ethics, virtue, deontology, utilitarianism, and relativism, differ in many ways. Some people strictly follow one theory or the other, but I use a combination of virtue, deontology, and utilitarianism. Each person is taught a set of values and morals based upon their beliefs, attitudes, and goals. When making ethical decisions, values and morals play a major role in the reasons behind the choice. It is the employer’s role to encourage ethics in the workplace.
EMPLOYABILITY AND PROFESSIONAL DEVELOPMENT P 1.1 reflect on own current skills and competencies as IT manager against professional standards set by BCS such as SFIAplus or personal and professional development plan or similar and how you contribute towards as an individual employee of Aldi to meet their organizational objectives P 1.2 evaluate own development needs as an IT manager at Aldi and the activities required to meet them P 1.3 devise a personal and professional development plan includes such as current performance, future needs, SWOT based on identified needs as IT manager. P 1.4 reflects on own development as an IT Manager at Aldi against original aims and objectives set in your personal and professional development plan. P 2.1 communicate in a variety of styles such as verbal and non-verbal , openness and responsiveness and appropriate manner such as personal effectiveness, various levels such as forma working with others at l feedback to and from colleagues ,and informal at Aldi. P 2.2 demonstrate effective time management strategies such as adopted prioritizing workloads; setting work objectives; using time effectively; making and keeping appointments and reliable estimates of task time by IT Manager role in Aldi. P 3.1 analyse team dynamics such as informal and formal settings; discussing the roles people play in a team specialist roles, such as skill and style/approach mixes and how they can work together such as team building, identity, loyalty and commitment to shared beliefs to achieve shared goals in Aldi P 3.2 discusses alternative ways to complete tasks such as setting standards, motivating, innovative and responsive and achieve team goals in Aldi P 4.1 review tools and methods such as timescale, stages, resources and critical path analysis for developing solutions to
Unit 3 Individual Project 2 Presented in Partial Fulfillment Of the Requirements for the Class MGT652-1201B-01: Human Resource Strategy By Joseph VanTrease American Intercontinental University Online 26 February 2012 1. Based on these descriptions of the experiences of People’s Bank, Ingersoll-Rand, and Maid Bess, what is the unifying theme of the role played by human resource management? The unifying theme of the role played by human resource management is that each organization linked strategic planning and human resource management together. By doing so, each organization was able to lower cost, brings in more talent to meet the needs of the demand, and allowed front-line employees to participate in making decisions (Greer, 2001, 1995). Bonus structures brought about increased productivity as well as reduced turnover.