Human Resources Term Paper Example | Topics and Well Written Essays - 3750 words

Human Resources - Term Paper Example It is because of the quality of human resource and proper management of human resource that an organization is able to differentiate itself from others and the organization is able to attain competitive advantage (Blau, 1978). Organization invests in different projects and assets so that they would yield returns to the company in the long run and the company only invests in them if the expected value of the returns of the projects or assets would be more than their total present investment cost. This theory can also be linked to the human resource of the organization and organizations invest in human resource so that they would yield them profits in the years to come and help the organization to grow as a successful venture. As human resource is the most important asset of the organization and therefore it is imperative for the organization to properly manage its human resource so that the investment yields maximum return (Roslender, 1997). There can be different kinds of investment on human resource like the cost of training, cost associated with recruitment of employees etc and therefore it is important for the management to properly analyse the cost and returns that human resource would yield and for th is purpose, human resource accounting has emerged as the solution (Mirvis, & Lawler III, 1984). The concept of human resource accounting is the process by which organization analyses and compares the investment that they have made in the human resource and the benefits that human resource yields to the organization (Pyle, 1970). This information about the cost and benefit of human resource is then conveyed to the interested parties in the organization. This kind of investment is not reported in the conventional financial statements of the organization however this investment is an important one for the long run success of the organization. This report analyses the concept of human resource accounting and how organization uses the concept of human resource accounting along with the importance of human resource accounting. In addition to this, this report also discusses about different methods with which organizations analyses the performance and cost of employees in an organization a nd limitations of each method and then the conclusion. Concept of human resource accounting and how organization uses it Human Recourse Accounting is the term used to measure the worth and cost of their organization’s employees. Thus, it is the process of identifying, quantifying and communicating the data and information about Human Recourses to the parties involved (Roslender, & Dyson, 1992). It is an effort to identify and report the investments and funds made in organization’s human recourse that are presently not accounted for in the usual accounting practices. Different organizations use the idea of human resource accounting in different ways. With the passage of time, more and more organizations have started implementing this concept considering its importance not only for the human resource department to better evaluate the performance of individuals but as it helps in improving the long profitability of the organization as they are able to identify which human resource or employee is most important to the organization and which human resource should be included in their long run plan and therefore using human resource accounting the management is able to plan things in a better way (Caplan, & Landekich, 1974). However, despite of an increasing use of human resource accounting in different industries around the world, still there are several organizations that do not utilize this concept. Human resource acco

CNS Breathe Right Essay Example for Free

CNS Breathe Right Essay Company Profile CNS was originally formed by Dr. Daniel Cohen and Dr. Frederick Strobl as a medical equipment company in 1982. Strobl and Cohen were neurology residents at the University of Minnesota hospitals. Strobl was also an electrical engineer. The original intent of the company was to revolutionize brain activity monitoring by inventing and marketing a personal computer equipped with a circuit board that could analyze brain waves in real time during operations. After five years of increased technological advances but a steady decline in sales, the company hired Fred Brooks as president. In 1990, the company finally recorded profits in 1990 for the first time by marketing their brain monitoring equipment to sleep clinics. In 1991, Cohen met with Bruce Johnson, who wanted to scientifically advance some ideas he had for a nasal dilating system. After many attempts to dilate his own nasal passages internally, he came up with the idea to dilate them externally. Johnson then spent the next three years working on a spring loaded strip that would lift his nostrils and keep them dilated. CNS then acquired the rights to market and sell this product in 1992, and Cohen reassumed the position of president. In 1993, CNS hired Richard E. Jahnke as their new president. Because of a lengthy FDA approval process, it took a while before the Breathe Right strips could be sold to distributors. Because of this and because of continued losses in the sleep disorder market, CNS reported more losses in 1993. In 1994, however, things started to change. CNS was allowed shelf space in Eckerds, Walgreens, and Snyders. This, along with two endorsements from Herschel Walker and Jerry Rice, two prominent NFL athletes who swore by the use of the strip at the time, the sales of Breathe Right doubled in the fourth quarter of 1994. The company enjoyed continued success through  marketing the strips as a use for athletic enhancement, a cure for snoring, a sleep aid, and a drug free way of degongestion. Financial and Non-Financial Goals The original non-financial goal of CNS was to produce efficient and useful technology to monitor brain activity that neurologists could use to effectively receive and translate data from electrical signals in the patient’s brain in real time during an operation. After this attempt at innovation failed to be profitable, the company acquired the marketing rights to the nasal strips invented by Bruce Johnson, and the company’s primary goal was the marketing and sales of the â€Å"Breathe Right† nasal strip. Sources http://www.answers.com/topic/cns-inc http://www.answers.com/topic/cns-inc#ixzz2HFZZmk2c http://www.calmu.edu/blog/international-marketing-the-success-of-cns-breathe-right-nasal-strips/ http://www.youtube.com/watch?v=iexvzcmzYB0 http://www.breatheright.com/ http://www.studymode.com/essays/Analysis-Cns-Breathe-Right-Strips-62927.html

Organizational change management

Organizational change management ORGANIZATIONAL CHANGE MANAGEMENT Assessment Part A: Section 1: Introduction to the report: The forthcoming budget of 2013 is expected to open a financial trouble of  £153 million. Such high deficit is indeed threatening the council from the viewpoint of its strategic handling. The current newsletter that has been published by the council’s CEO, Andrea Hill clearly points out the organization’s drawback to effectively implement its developed policy: ‘A New Strategic Direction’ to tide over the impending financial crunch. Even the staffs is not paying enough heed to potential threat thinking that Louisiana would be one’s to be affected and not them. However, as the latter case is not to happen, the council acknowledged the significance to opt for job redundancies. Although the latter provision might seem to prevent the council from suffering such considerable financial trouble, yet in real the council could only save  £55m out of the total  £153m. Now, as a solution to the current issue, the council have planned to opt for strategies t hat would facilitate in: addressing and meeting the root cause of the root cause of the social problems and build social capital to make the social communities independent enough. However, the latter potential strategy was vehemently turned down by the opposition leader on the note that is actually an irrational judgement to switch off the service demand. The latter leader even criticised the way the council operated and rather deemed the necessity to alter its working pattern. Andrea Hill however, considered the latter leader’s comments to be true and thus deemed that change of the working pattern from slow and risk diverse to innovative, creative and leaner. Although, the council considered the importance to practise lean management, there is an impending danger of facing high job cuts. However, the job cuts are not considered to be a strategic solution to the financial trouble. Nevertheless, the redundancy solution is considered to reduce the potential cash deficit by at least a bare minimum ( £55m). Besides this, the potential resolution that the council intends to practise even involves pitfall in the process that it is not possible to switch over the service demand. However, the latter lean management practise seems to be effective in face of preventing excess cash outflow in the face of such trouble. Also the potential thought of altering the current work pattern of the council would help in gaining substantial profit from such activity. The purpose of the proposal is to critically analyse the current actions of the case study council. Though the council have opted for policies to tide over the impending financial trouble, concerns could be raised as to its actual effectiveness in real situation. In order to meet the potential deficit of  £153 million, the council would require opting for huge turnover that in real seems to be quiet an irrational judgement. However, to overcome the cash shortage, the proposed policy of the council seems to be near to rational yet having certain drawbacks. The proposed action to alter the current operating policies however seems to be quiet an effective solution. The report would thus detail the practise of lean management, effective service chain management and determine the need for the council to practise smaller, cheaper and innovative approach at workplace. The current study would thus detail the possible recommended policies for the council that is deemed to be effective to fa ce the potential financial threat of 2013. The entire study has been fragmented into three sections: background, limitations and recommendations. Within the background section, the researcher intends to subdivide the steps in two parts: problem findings and solution focus. The potential budget deficit issue would be highlighted in the problem section and subsequent solutions would be offered in the latter segment. The limitations of the proposed solution would analyse in section three: conclusion. In other words, the adverse impact of change on the performance and mindset of the staff would be detailed in the current section. As a strategic response to the limitations, the author would offer recommendations that might consider the effective usage of leadership development programs at the council’s workplace. Section Two: Background Problems: Findings As have already been discussed in the above report that Suffolk County Council is experiencing serious financial dearth as high as  £153m. The proposed job cuts even does not seem to redeem the issue as this specific council could be able to save only  £55m. The latest newsletter that stated that the council wishes to identify and fix the root cause of the social problems and build social capital to strengthen communities to be independent themselves, even is not considered to be rationale enough. Thus, in the face of being slow, risk averse and complex structure, the need arises to develop a coalition and convince the people that change is truly necessary. Kotter’s 8step change step model is basically a sequential step that facilitates in undertaking successful change within the organization (author). In face of the current financial trouble and the complex issue threatening the job sustainability of its staff, a step to form a powerful guiding coalition is required to be practised at workplace. The leader of the opposition as well as Mrs. Hill have already criticised the laid back attitude of the council staffs and have even identified that the council is yet not working on effective business lines. (Author) stated that framing powerful guiding coalition allows development of strong leadership to further the change process. However, the change could only be successfully brought about if there is viable support by some noted people of the organization. Unlike following the key traditional hierarchy mechanism, the coalition mechanism assist in integrating the apt people to forward the change process and even manage the change ini tiative to successfully attain the objective (author). Thus, in absence of member’s involvement within the coalition process, organizations undertaking change might not be able to attain desired benefit from the process. The following steps are required to be a part of the framing a coalition team in SSC: Recruiting a Coalition members: (Author) determined that the initial and an essential step in framing a collation group are to extend formal invitation to the leaders who would be able to carry forward the change process. However, the potential change managers are required to be told the exact reason behind the proposed change process. Also the reason for change should boost the morale and encourage the leaders to undertake the process. (Author) even added the coalition group should have a good mix of both experienced and fresh personnel. As a recommended action, the group should involve members that having prior experience in the activity and are able to identify others who could be effective leaders as well. Thus the team of SSC members vested to undertake the change should thus constitute efficient leaders having sound knowledge on the current activity. Developing a charter: Unlike the process of following the traditional hierarchy process, the coalition team building approach necessitates following top down and bottom up approach (author). Thus, post forming a team of efficient change leaders, the current step involves deciding a chairperson who would guide other’s activities and even vest separates roles and responsibilities to the members. (Author) added that in absence of a formalised structured of efforts, staffs are often not able to maintain an integrative approach towards work resulting in non-fulfilment of the change goal. Thus the responsible authority of SSC is required to frame a charter that would include team length, individual roles and an efficient chair-person. The chair-person is even required to offer leadership to the group and ensure ownership of the work. Frame a coalition team: After having completed the activity of developing a steering team and their respective roles and responsibilities, the present need is to support the group to become productive in nature (website). The provision for external support to the group would encourage confidence and morale so that the same is able to successfully further the change process. The team of SSC staffs who are the change managers of the business are required to set strategies that would prevent any occasion of deviation from the core purpose and attain failure as a result of issues within the system. (author) pointed out that planning a kick-off celebration is an effective way to build creativity and group cohesion at workplace. Besides involving in latter type of celebration, the council members of SSC could even brainstorm to identify the purpose and structure of the group. Staff involvement within the group development process would help in building conflict resolution and effective decision making approaches. Ensure stakeholder involvement: (author) pointed out that it is necessary to ensure involvement of all stakeholders within the change initiative process. Besides encouraging suggestions from the members who are not directly involved within the group, the need arises to vest the responsibilities of fulfilling discrete projects to rest of the staffs. The task to carry forward with the change efforts could even be furthered by the inclusion of the external governing body or taking help of the agency skills. The internal stakeholders of SSC could frequent in asking suggestions and opinions from the stakeholders on aspects of bettering the change and handle the current issues on financial dearth and in-appropriate operational procedure. The effective solutions could be practised at work. The latter strategies would thus serve as an effective approach to guide coalition to align the top down and bottom up change approach at SSC. Solutions: Considering that the operational success for organizations is dependent on several internal and external factors, the need arises to frequent the change management process over time. (author) attributed that change management process furthers the scope to undertake organizational development that is required to suit its operations as per the changing market and current business scenario. In the face of the impending financial threat and change issues that SC is currently facing, the same could follow the following two activities at workplace: Future Search: (Author) pointed out that the concept of future search relates to the activity of involving all the stakeholders to identify the issue, offer roles, develop action plans and vest separate roles and responsibilities to attain the venture. On occasion of current financial and change management issues currently hindering the progress and threatening the job sustainability of the staff of SSC, future search option of organizational development would assist in involving all the stakeholders in developing future strategic course of action that would successfully alter the current operational policy of the concern. During the course of six months time interval, the change managers of SSC could: Meet for conference Clearly outline and present the financial, job cuts and change management issues currently threatening them Try to develop a positive attitude towards settlement of the issue through framing constructive policies and Vest and engage all its members to fulfil their respective job performances. (author) mentioned that the future search strategy of organizational development goes beyond the traditional problem-solving approach instead ensure wider stakeholder involvement to carry forward with the course of constructive action. Within the proposed time interval of six months, the authorities of SSC could facilitate participation of members across all departments or key constituent groups. The current solution strategy is quiet effective to eradicate hierarchical issues instead be able to involve almost the entire organization in acknowledging the change requirement from global perspectives (author). Thus, the stakeholders of SSC would be able to invest their minds over dealing with current global perspective of financial budget on the proposed financial dearth of the business. By encouraging the participants to have a wider or global view of the present issue, they often develop greater commitment towards even better performnace. Likewise, the future search strategy of SSC would facilitate the stakeholders to feel encouraged to arrive at a common ground on determining the tools that would help in preventing job cuts, undertake require operational change and face financial dearth. Open Space method: (Author) stated that the open space initiative or organizational change and development are an effective tool to involve the appropriate skill set towards fulfilment of the issues. Following the current process, the responsible officials would be able to effectively utilise the collective wisdom and energy of its staff towards developing effective action plans to overcome the current issues. In order to maximise the involvement of all the staff of SSC, open space method could be employed at workplace. As the current strategy cannot be practised simultaneously with future search strategy, it could be used only after the practising the latter policy. Even considering the fact that the current policy involves sequential steps for performnace, SSC would allot another four months time frame to complete the process. Within this allotted four months time frame, the authorities of SSC would require to break the entire sessions into: Pre-design sessions Segment the group based on the expected responsibility Follow up and action plans (author). Within the pre-design sessions, the change authorities of the concern are required to identify the theme of the sessions and develop norms for the meetings. The current financial deficit that the council is facing as well as the operational inefficiency would be clearly outlined for the purpose of the arriving at a strategic solution. Post identifying the current issues, the group now requires breaking down the task in segmented portions and allotting specific responsibilities as per the expectations of the group. (author) acknowledged that the work segmentation and allotting specific responsibilities based on the likings of the staff would motivate them to better and faster solve the issue. The solutions of each group would then be analysed by maintaining a follow up of the activity. By maintaining a follow up, the change members of SSC would be able to be aware of the progress made to overcome the issue. Ultimately the most liable and rationale solution to the current trouble would be decided upon through joint consensus. Thus, through the process of coordinating the activity through information posting, the change leaders and staffs would be able to resolve the current critical issues and nurture improved level of team and personal responsibility. Section Three: Conclusions: Section four: Recommendations: The open strategy method and the future search solution mentioned above require tactful implementation process. In absence of having a proper course of undertaking solution action, SSC would not be able to involve all its stakeholders within the change activity and be able to volunteer joint response on the subject. (Author) pointed out the following process to effectively practise and implement future search at work: Step 1: integrating the entire stakeholders in a certain place, especially the ones who do not meet often. Step 2: clearly outline the current issue impacting successful operation of the organization Step 3: Identify possible strategic solutions rather than focus on past conflicts Step 4: Vest separate responsibilities to individuals. Following the above change management process, the stakeholders of SSC would be able to brainstorm to arrive an effective and strategic solution to the change management, financial dearth and staff turnover issues threatening the business. Open Space management process of the undertaking change could be undertaken following the under mentioned process: Step 1: Determine the issue, develop the norms and plan ways to undertake the sessions. Step 2: Segment the group on critical issues and appoint responsibility to each individual based on their desired preferability Step 3: Develop an action plan to undertake the process, volunteer suggestions and accept opinions (website). By conglomerating the opinions of the change managers and staff, SSC would be able to decide upon an effective and strategic change solution mechanism to facilitate in undertaking the process at workplace. The following change management programs could even be practised at workplace: Employee Assistance Program: (Author) reflected that it is basically work based program offering short term counselling sessions and follow-up of services to organizational staffs suffering from certain work related issues. Considering that the staffs of SSC is threatened from potential job loss and operational changes, EAP procedure would assist in addressing their issues and offer effective solutions. The managers could even gain knowledge as to ways to further the change process by making the staff accept its necessity and facilitate in its smoother undertaking. External Consultants and Envoys: (author) acknowledged that envoys are specialised management service firms that provides advice and training on aspects issues affecting the organization. SSC could appoint a specialised envoy having knowledge to effectively handle similar situations. With its appointment, the authorities of SSC would be able to optimally utilise their specialised knowledge on aspects to prevent from such massive financial trouble, job cuts and effectively undertake change to face the situation. Team working/building: SCC could even decide upon developing groups (basically T group structure) to ensure that it staff acknowledge the flow of information down the hierarchy and involve in an integrative approach to change. (Author) noted that staff often feels comfortable in a group and are motivated to involve even better performnace. The group work structure in SCC would thus drive the staff to work for innovation, product development, resolving issues and smoothen the change process. Management accounting frameworks: (author) elaborated that management accounting framework such as balance scorecard facilitates in the keeping a check on the progress of the current activities. In order to make sure that the leadership and people management practices are performed as expected, the authorities of SCC could periodically use balance scorecard approach to judge change such as leadership and people management. 1

Formal And Informal Framework Of Policies And Rules Commerce Essay

Formal And Informal Framework Of Policies And Rules Commerce Essay Organizational Structure can be defined as the formal and informal framework of policies and rules, within which an organization arranges its lines of authority and communications, and allocates rights and duties. Organizational structure determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management. This structure depends entirely on the organizations objectives and the strategy chosen to achieve them. In a centralized structure, the decision making power is concentrated in the top layer of the management and tight control is exercised over departments and divisions. In a decentralized structure, the decision making power is distributed and the departments and divisions have varying degrees of autonomy. An organization chart illustrates the organizational structure [1]. An example of organizational Structure as shown: Fig 1.1 [2] ORGANIZATIONAL CULTURE: Organizational culture is an idea in the field of Organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values (personal and cultural values) of an organization. It has been defined as the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization. This definition continues to explain organizational values also known as beliefs and ideas about what kinds of goals members of an organization should pursue and ideas about the appropriate kinds or standards of behaviour organizational members should use to achieve these goals. From organizational values develop organizational norms, guidelines or expectations that prescribe appropriate kinds of behaviour by employees in particular situations and control the behaviour of organizational members towards one another. Organizational culture is not the same as corporate culture. It is wider and deeper concepts, something that an organization is rather than what it has. [3] 1.2 RELATION B/W ORGANIZATIONAL STRUCTURE AND CULTURE The literature has suggested that structure and culture in organisations exist in close alignment. Structure is one of the determinants of culture; conversely, culture has been shown to have an influence on the organisational structure and operational systems in an organisation. Both are mechanisms for the coordination of organisations: structure as an integrating mechanism for organisational activities, and culture as an integrating mechanism concerned with behaviour and values within organisations. Organisations and individuals need an understanding of these mechanisms in order to manage uncertainty in the face of ever-changing markets and business conditions. An effective alignment of structure and culture provides a means of getting people to work together to reach strategic goals and achieve an organisations vision. Together they provide a focus to enable organisations and individuals to reduce uncertainty, variability and ambiguity, so providing a framework for acting in a consistent manner. Structure and culture have overlapping functions, but one mechanism is not necessarily a substitute for the other. Both are needed. The literature also shows no one pattern or right way for the development of a relationship between structure and culture. However, it offers many examples of this relationship generated by a range of variable factors inside and outside organisations. In one example, ONeill, Beauvais and Scholl (2001) propose that different organisations face different problems in reducing organisational variability. Variable structural factors such as the complexity of tasks and the geographic dispersal of employees act to increase uncertainty. They demand different responses even within similar cultures. Likewise, differences in organisational culture can explain why organisations in the same industry, with similar structures, can be quite different. This goes some way to explain why TAFEs, with similar structures, and which exist in the same system, can still vary widely in the way they operate. From another perspective, Hodge, Anthony and Gales (1996) observe that while an organisation might authorise a formal structure, an informal structure not necessarily sanctioned by the organisation also exists. This informal structure, whose interactions are shaped by culture and sub-cultures, comes about in part because of ambiguity in the formal design or because of changes in conditions the organisation faces. This further explains some of the operating variability within RTOs. [4] 1.3 FACTORS INFLUENCING EMPLOYEE PERFORMANCE AT WORK It is the quality of the employees workplace environment that most impacts on their level of motivation and subsequent performance. How well they engage with the organization, especially with their immediate environment, influences to a great extent their error rate, level of innovation and collaboration with other employees, absenteeism and, ultimately, how long they stay in the job. Many studies have revealed that most employees leave their organization because of the relationship with their immediate supervisor or manager. So, what are the workplace environment factors that need to be taken into consideration by any serious manager? Described below are the key factors and how each can be utilized by supervisors and managers to boost performance. Workplace Performance Factors Goal-setting Involve employees in setting meaningful goals and performance measures for their work. This can be done informally between the employee and their immediate supervisor or as part of an organizations formal performance management process. The key here is that each employee is actively engaged in the goal-setting process and takes ownership of the final agreed goals and measures. Performance feedback Regularly feed back to employees information on how they are performing. This should consist of both positive feedback on what the employee is doing right as well as feedback on what requires improvement. Role congruity Work to ensure that the role that the employee is required to perform is consistent with their expectations on joining the organization and any subsequent training. The organizations role expectations are typically reflected in formal documents, such as Job Descriptions and Role Specifications. These expectations should be consistent with tasks allocated by the employees immediate supervisor. Defined processes Many errors, defects and customer complaints are the result of poor process management. Constrain the variability of how work is actually performed through documenting processes and communicating such expectations to employees. Verify on a regular or random basis that the work is actually performed in the way required. Along with goal setting, getting employees to help define and improve processes is a powerful opportunity for engagement. Workplace incentives Determine what motivates your employees in particular and set up formal and informal structures for rewarding employees that behave in the way required. Rewards may consist of a mix of internal rewards, such as challenging assignments, and external rewards, such as higher compensation and peer recognition. Supervisor support Act as advocates for employees, gathering and distributing the resources needed by them in order for them to be able to do a good job. Immediate supervisors and managers need to display the interpersonal skills required to engage employees and enhance their self-confidence. This includes providing positive encouragement for a job well done. Mentoring/coaching Make available to employees skilled and respected people to help them perform better in their current role and to assist them develop further into a future role. Mentors and coaches may be internal to an organization or external. Either way, they will need to possess the necessary facilitation skills to assist employees apply existing sills and develop new skills. Resource availability The vast majority of employees take pride in their work and try hard to do a good job. Make sure that individual workloads and organizational systems and processes do not hinder employees from applying established skills or from practicing newly learned skills. Adequate time and material resources need to be available to enable them to perform to the best of their ability. Money is not a sufficient motivator in encouraging the superior workplace performance required in todays competitive business environment. Managers and supervisors will need to be comfortable with working with the whole gamut of workplace factors that influence employee motivation. Last but not least, to drive their organizations to peak performance managers and supervisors must put out front the human face of their organization. Paramount here is the human-to-human interaction through providing individualized support and encouragement to each and every employee [5] TASK 2 2.1 ORGANIZATION THEORY PRINCIPLLES AND PRACTICES OF ORGANISING AND MANAGEMENT Leadership is stated as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. Definitions more inclusive of followers have also emerged. Alan Keith of Genentech stated that, Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen Tom DeMarc says that leadership needs to be distinguished from posturing. Contexts of leadership Leadership in organizations An organization that is established as an instrument or means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Webers definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards her/him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrat ive subdivisions in the organization and endows them with the authority attached to their position. In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life the spontaneous emergence of groups and organizations as ends in themselves. Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures. Leadership versus management Over the years the philosophical terminology of management and leadership have, in the organisational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and generally reflects an awareness of the distinction made by Burns (1978) between transactional leadership (characterised by eg emphasis on procedures, contingent reward, management by exception) and transformational leadership (characterised by eg charisma, personal relationships, creativity Leadership by a group In contrast to individual leadership, some organizations have adopted group leadership. In this situation, more than one person provides direction to the group as a whole. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. A common example of group leadership involves cross-functional teams. A team of people with diverse skills and from all parts of an organization assembles to lead a project. A team structure can involve sharing power equally on all issues, but more commonly uses rotating leadership. The team member(s) best able to handle any given phase of the project become(s) the temporary leader(s). Additionally, as each team member has the opportunity to experience the elevated level of empowerment, it energizes staff and feeds the cycle of success.[6] 2.2 COMPARE DIFFERENT APPROACHES TO MANGEMENT AND THEORIES OF ORGANIZAING USED BY TWO ORGANIZATION You should be able to: Summarize the quantitative approach to management Describe the contributions of the early organizational behavior advocates Explain the importance of the Hawthorne Studies to management Describe the effects of: globalization, workforce diversity, entrepreneurship, e-business, need for innovation and flexibility, quality management, learning organizations, and knowledge management Academic Disciplines that Affected Management Anthropology work on cultures and social environments Economics concern about the allocation and distribution of scarce resources Philosophy examines the nature of things Political science effect of political environment on individuals and groups Psychology seeks to measure, explain, and change human behavior Sociology studies people in relation to their fellow human beings SCIENTIFIC MANAGEMENT F.W. Taylor Principles of Scientific Management Use of scientific methods to define the one best way for a job to be done Perspective of improving the productivity and efficiency of manual workers Applied the scientific method to shop floor jobs Frank and Lillian Gilbert Use of motion pictures to study hand-and-body movements Therbligs classification system for 17 basic hand motions[7] TASK 3 3.1 DIFFERENT LEADERSHIP STYLES AND THEIR EFFECTIVENESS There are a number of different approaches, or styles to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others. Charismatic Leadership: The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority [8]. Participative Leadership: A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. The question of how much influence others are given thus may vary on the managers preferences and beliefs, and a whole spectrum of participation is possible, as in the table below [9]. Highly participative > Autocratic decision by leader Leader proposes decision, listens to feedback, then decides Team proposes decision, leader has final decision Joint decision with team as equals Full delegation of decision to team Situational Leadership When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational methods. In practice, as they say, things are not that simple. Factors that affect situational decisions include motivation and capability of followers [10]. Yukl (1989) seeks to combine other approaches and identifies six variables [11]: * Subordinate effort: the motivation and actual effort expended. * Subordinate ability and role clarity: followers knowing what to do and how to do it. * Organization of the work: the structure of the work and utilization of resources. * Cooperation and cohesiveness: of the group in working together. * Resources and support: the availability of tools, materials, people, etc. * External coordination: the need to collaborate with other groups. Transactional Leadership The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place [12]. Transformational Leadership Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker [13]. The Quiet Leader The approach of quiet leaders is the antithesis of the classic charismatic (and often transformational) leaders in that they base their success not on ego and force of character but on their thoughts and actions [14]. In personal humility they put the well-being of others before their own personal needs, for example giving others credit after successes but taking personal responsibility for failures [14] [15]. Servant Leadership The servant leader serves others, rather than others serving the leader. Serving others thus comes by helping them to achieve and improve. There are two criteria of servant leadership: The people served grow as individuals, becoming healthier, wiser, more autonomous and more likely themselves to become servants (Greenleaf, 1977) [16]. The extent to which the leadership benefits those who are least advantaged in society (or at least does not disadvantage them). Spears (2002) lists: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, and building community [17]. EFFECTIVENESS OF LEADERSHIP A leader is a person who influences a group of people towards a specific result. It is not dependent on title or formal authority. Leaders are recognized by their capacity for caring for others, clear communication, and a commitment to persist [18]. An individual who is appointed to a managerial position has the right to command and enforce obedience by virtue of the authority of his position. However, she or he must possess adequate personal attributes to match his authority, because authority is only potentially available to him. In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge her/his role in the organization and reduce it to that of a figurehead. However, only authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this only by gaining a formal position in the hierarchy, with commensurate authority [19]. Leadership can be defined as ones ability to get others to willingly follow. Every organization needs leaders at every level [20]. 3.2 MOTIVATIONAL THEORIES MOTIVATION: Motivation is to inspire people to work, individually or in groups in the ways such as to produce best results. It is the will to act. It is the willingness to exert high levels of effort towards organizational goals, conditioned by the efforts and ability to satisfy some individual need. Motivation is getting somebody to do something because they want to do it. It was once assumed that motivation had to be injected from outside, but it is now understood that everyone is motivated by several differing forces. Motivation is a general term applied to the entire class of drives, desires, needs, wishes and similar forces. To say that managers motivate their subordinates is to say that they do those things which they hope will satisfy these drives and desires and induce the subordinates to act in a desired manner. In the initiation a person starts feeling lackness. There is an arousal of need so urgent, that the bearer has to venture in search to satisfy it. This leads to creation of tension, which urges the person to forget everything else and cater to the aroused need first. Because of the performance of the activity satisfaction is achieved which than relieves the tension in the individual [21]. THEORIES Some of the theories that are used for the motivation process are discussed as under [22]. 1. Jeremy Benthams The Carrot and the Stick Approach: Benthams view was that all people are self-interested and are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. This view the carrot and stick approach was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry. For centuries, however, they were too often thought of as the only forces that could motivate people. At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses 2. Abraham Maslows Need Hierarchy Theory: One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. As per his theory these needs are: (i) Physiological needs: Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. (ii) Security or Safety needs: These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. (iii) Social needs: People try to satisfy their need for affection, acceptance and friendship. (iv) Esteem needs: According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention. (v) Need for self-actualization: It is the drive to become what one is capable of becoming; it includes growth, achieving ones potential and self-fulfilment. It is to maximize ones potential and to accomplish something. 3. Theory X and Theory Y of Douglas McGregor: McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization. 4. Contributions of Elton Mayo: The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted behavioural experiments at the Hawthorne Works of the American Western Electric Company in Chicago. Although this research has been criticized from many angles, the central conclusions drawn were: * People are motivated by more than pay and conditions. * The need for recognition and a sense of belonging are very important. * Attitudes towards work are strongly influenced by the group. 5. The Porter and Lawler Model: Lyman W. Porter and Edward E. Lawler developed a more complete version of motivation depending upon expectancy theory. Actual performance in a job is primarily determined by the effort spent. But it is also affected by the persons ability to do the job and also by individuals perception of what the required task is. 6. Equity Theory: As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly: If people perceive that they are rewarded higher, they may be motivated to work harder. 7. Reinforcement Theory: Skinner states that work environment should be made suitable to the individuals and that punishment actually leads to frustration and de-motivation. Hence, the only way to motivate is to keep on making positive changes in the external environment of the organization. 8. Goal Setting Theory of Edwin Locke: The goal setting theory states that when the goals to be achieved are set at a higher standard than in that case employees are motivated to perform better and put in maximum effort. It revolves around the concept of Self-efficacy i.e. individuals belief that he or she is capable of performing a hard task. MOTIVALTIONAL THEORY AND MANAGEMENT PRACTICE The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But thats easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines [23]. Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership. The schematic below indicates the potential contribution the practical application of the principles this paper has on reducing work content in the organization. Motivation is the key to performance improvement There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if its thirsty so with people. They will do what they want to do or otherwise motivated to do. Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus: * Job performance =f (ability) (motivation) Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. As a guideline, there are broadly seven strategies for motivation. * Positive reinforcement / high expectations * Effective discipline and punishment * Treating people fairly * Satisfying employees needs * Setting work related goals * Restructuring jobs * Base rewards on job performance These are the basic strategies, though the mix in the final recipe will vary from workplace situation to situation. Essentially, there is a gap between an individuals actual state and some desired state and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a specific way towards goals specifically stated by the motivator [23]. TASK 4 4.1 NATURE OF GROUP AND GROUP BEHAVIOUR GROUP A small collection of people who interact with each other, usually face to face, over time in order to reach goals The size of the group can vary from three people to seven to 20. Normally the smallest number is considered which is capable of performing the task TYPES OF GROUPS BEHAVIOUR Groups come in many forms, shapes, and sizes. Most managers belong to several different groups at the same time, some at work, some at community, some formally organized, and some informal and social in nature. The most basic way of identifying types of groups is to distinguish between [24]: Formal groups Informal groups Formal Groups The organizations managers to accomplish goals and serve the needs of the organization deliberately create formal groups. The major purpose of formal groups is to perform specific tasks and achieve specific objectives defined by the organization. The most common type of formal work group consists of individuals cooperating under the direction of a leader. Examples of formal groups are departments, divisions, taskforce, project groups, quality circles, committees, and boards of directors. Informal Groups Informal groups in organizations are not formed or planned by the organizations managers. Rather, they are self-created and evolve out of the formal organization for a variety of reasons, such as proximity, common interests, or needs of individuals. It would be difficult for organization to prohibit informal working relationships from developing. Informal groups develop naturally among an organizations personnel without any direction from management. One key factor in the emergence of informal groups is a common interest shared by its members. For example, a group of employees who band together to seek union representation may be called an interest group 4.2 FACTORS FOR EFFECTIVE TEAMWORK Whether in the workplace, or in sports, or amongst members of a community, effective teamwork can produce extraordinary results. However, that is easier said than done, for, effective teamwork does not happen automatically. There are a number of factors that are required to cohere together, working seamlessly, for an effective team to develop and work. So, what makes an effective team? Well, given below are some of the factors that are vital for building a good team that works successfully [25]: Good Leadership Effective Communication Defining Clear-cut Roles Creating Procedures for Conflict Resolution Setting a Good Example Good Lead

Desertification And Deforestation Essays -- Environment Environmental

Desertification And Deforestation The Amazon Rainforest is probably the most important region that is threatened by deforestation. With over four million squared kilometers it is roughly the size of the United States. The Amazon spreads across nine South American Countries and contains one-fifth of the Worlds fresh water and one-third of the known living species. The land is home to hundreds of indigenous groups and is considered by many to be â€Å"the lungs of the planet†. Most of the Amazon is still pristine, but the region is being destroyed at an alarming rate. Over 8 million acres of the rainforest are lost every year. Between 1978 to 1996, 12.5 percent of the irreplacable rainforest was destroyed. Eighty-five percent of the trees that are being cut down are old growth. Old growth forests are forests that provide a crucial habitat for wildlife, cleanse toxins out of the air and water, are the home to the cultural heritage of many indigenous groups and are the source of many useful plants. Only twenty-two percent of the world’s old growth remains intact. In the United States, less than four percent of its old growth forests are still standing. Brazil contains 65 percent of the Amazon Basin. The deforestation rate in Brazil makes up 36.1 percent of the total biozone area lost each year. This is the highest in the world. Indonesia is second with 8.7 percent. This is the reason that Brazil is the focus of most political and social efforts to perserve primary tropical and sub-tropical biozones. One of the main causes of deforestation in the Amazon is the logging industry which produces plywood and mahagony products like toilet paper, rayon, camera film and cigerette filters. E... ...P., eds. World Deforestation in the Twentieth Century. Duke University Press. Durham and London: 1988. Sponsel, Leslie E., Healdland, Thomas N., Bailey, Robert C. Tropical Deforestation: The Human Dimension. Colombia University Press. New York: 1996. http://africalibrary.org/env__reading#.html. â€Å"The Africa Library† Internet article. http://africalibrary.org/env_reading2.html. â€Å"The Africa Library† (What is Desertification?† Internet Article. http://www.reast.demon.co.uk/ch954.htm#TARGET4. â€Å"Conservation: Habitat ED 1995.† Internet Article. http://www.panda.org/resources/factsheets/general/57desert.html. â€Å"DESERTIFICATION.† Internet Article. http://grid2.cr.usgs.gov/des/uncedp1/html#j. â€Å"Part I† Internet Article. http://www.iisd.ca/linkages/sd/analya/sdvol10no4e.html. â€Å"Sustainable Developments Vol. 10 No. 4.† Internet Article.

Entrepreneurship: Advice on Starting a Business Essay -- Tips for Star

The venture to be the owner of an accounting and tax service provider is not a small task, and you have realized the challenges that many experience in starting their own business. Fortunately, you have taken steps early within the life of your new business in an attempt to correct any problems and learn from past mistakes in order to be successful in the future. In our previous communications you mention that you started your own business because you wanted to work in your own community, have the flexibility of owning your own business, while also being able to make a good living, and these are all worthy motivators for a fledgling business owner. You have earned your degree and your certified public accountant (CPA) designation, which has allowed you to realize success as an employee of a popular accounting firm. While employed at the firm, you were able to progressively take on greater responsibilities during your tenure and gain much needed experience; however, starting and m anaging a business requires some additional skillsets. Regina, you have proven that you are a bright individual with the necessary resourcefulness and skills to be a certified professional accountant and open your own business, and I am confident that you will be able to gain the skills needed to be successful with your business, and to become an effective leader. I commend your ability to grow your clientele quickly, having the forethought to hire additional CPAs to be able to handle the influx of business that is relative to the tax season, as well as hiring Lisa to provide administrative support for the office. Through the gathering of information from our discussions, interviewing staff, analyzing customer surveys, review of financial docu... ...House, R. J. (1996). Path-Goal Theory of Leadership: Lessons, Legacy, and a Reformulated Theory. Wharton School of Management, Leadership Quarterly. 7 (3) P. 323-352. Retrieved from http://leadership.wharton.upenn.edu/l_change/publications/House/house2.pdf Iveta, G. (Mar. 2012). Human Resources Key Performance Indicators. Journal of Competitiveness. Vol. 4, Issue 1. Retrieved from http://www.cjournal.cz/files/89.pdf Norman, L. (2014). What Are the Four Basic Functions That Make Up the Management Process? Houston Chronicle. Retrieved from http://smallbusiness.chron.com/four-basic-functions-make-up-management-process-23852.html Principles of Management. N.d. The Saylor Foundation. Retrieved from http://www.saylor.org/books Small Business Association. (n.d.). Leading Your Company: Being a Leader. Retrieved from http://www.sba.gov/content/being-leader

Personal exercise plan For a football player Essay

A defender playing football has to have different requirements, these are as follows: Reaction time- a defender needs a good reaction time because when he receive s he ball he has to immediately take control and find a team player to which he can safely pass to. Flexibility- a defender needs good flexibility so he can reach out as far as possible to take the ball off an opponent. Muscular endurance- a defender needs good muscular endurance because he has to be playing for 90 minutes and cant let his muscles get tiered quickly. Muscular power- a defender needs good muscular strength so when he is one on one with an opponent and they collide he is not fallen of his feet. Speed- a defender needs to have a lot of speed so he can out run opponents and clear the ball out of his area. Agility- a defender needs good agility so when he is running in front of a opponent he can quickly move direction to have more positions to pass the ball to. Coordination- a defender needs good coordination because he has to be able to run and control the ball smoothly. Balance- a defender needs good balance so he is always on his feet when running and performing skills. Why it is important to have a warm up and warm down: Warm up A warm up is a period of gentle exercises preparing the body for a physical activity to follow. A warm up is important because it prepares your cardio vascular system for exercise, increases heart rate/ body temperature and it warms up your muscles. A warm up also loosens joints, prevents injuries [E. g. prevent you pulling a muscle because If u don’t warm up your muscles and you start a phsical activity you can pull a muscle very easly . A warm is done in 3 steps, these steps are a follow: 1. Pulse raiser- it prepares your cardio vascular system for exercise, increases heart rate/ body temperature and it warms up your muscles. 2. Stretching, which loosens joints, prevents injuries [pulling a muscle] 3. Skills, which gets you physiologically prepared Warm down A warm down is a period of light exercise at the end of a training session to insure a successful recovery will take place. A warm down is important because it allows the body to recover and it prevents your muscles from aching that hard. It also shortens recovery time and. It also removes carbon dioxide and lactic acid from your muscles. My circuit My circuit will consist of eight stations working different parts of the body. Each station will be carried out for 50 seconds and then will be followed by a 40 second rest period which will decrease by 5 seconds each week , this reason being I will be more fitter and I would not rest as much. Also by doing this it will be more challenging. I will carry out this circuit once a week for six weeks. My circuit will mainly concentrate on the arm and leg muscles because they are mainly needed for a defender in football. They also need good pectorals because of their power they need to be stronger than the striker. So if they are coming to you running fast and you try to take the ball of them and they are more stronger, then the impact will go on you then you would fall down and they would score. My circuit will begin with a warm up [as in any other sport]. There will be 3 stages to my warm up this reason being when your working on a circuit a lot muscles are being used to prevent injury I will have to do warm up thoroughly. 1. The First stage is to get my heart beat going. This is called a pulse raiser. The pulse raiser I have chosen is to jog for 7 minutes. This will increase my body temperature and get the heart supplying oxygen quickly to all the body parts being used [e. g. muscles]. 2. The Second stage is stretching your muscles after have been warmed up by the pulse raiser. I will hold each stretch for no longer or shorter than 8 seconds. I will do various different stretches as if you look below I will explain all of them in order:My circuit will have 8 stations. I have designed this circuit so that each station will be working on different muscles. The circuit is designed like this so that 1 muscle is no working to hard again and again other wise if it were you would not be putting your best ability in the stations . These are the stations in order: 1. Star jumps: This station works on the legs. The muscles being worked are the hamstring, quadriceps and gastrocnemius which is important for a defender in football because he has to keep moving and defending without his legs getting tiered because he game is 90 minutes and he has to last the whole of a the 90 minute period. 2. Press-ups: This station works on the arms. This includes the bicep, triceps and the pectorals being worked, which is important for a defender because he needs strong arms to help increase speed and to maintain a good balanced position while playing in the game. 3. Sit-ups: This station works on the abdominal which is important for a defender in football because he needs to be able to move side to side as quick as possible so he can doge players while trying to clear the ball. Squats: This station works on the legs, which include all the muscles on the leg that are hamstring, quadriceps and gastrocnemius. This is important for a defender in football because he has stay standing on his feet and keep moving to defend his goal for 90 minutes non stop so he needs strong legs to help him. 5. Pull-ups: This station works on the arms, which include the bicep and trip being worked. This is important for a defender because he needs strong arms to help increase speed and to maintain a good balanced position while playing in the game. 6. Squat thrusts: This station works on the abdominal which is important for a defender in football because he needs to be able to move side ways to make sure the opponent does not get close enough to get the ball from him. 7. Shuttle runs: This station works on arms and legs. The muscles being worked are the bicep, triceps, hamstring, quadriceps and gastrocnemius. Which are the most important for a defender in football. This is because the football depends on them a lot so they must be strong enough to help the player last a whole 90 minute game while he is running, kicking the ball and is always on his feet. My circuit will end with a warm down, which is really important because I have to remove all the lactic acid and carbon dioxide from my body. It also will lower down the heartbeat and reduce the blood tempreture. My warm down witch I have chosen will be o walk for 7 minutes. This will give me enough time to recover. Principles of training S. P. O. R. T Specific Progression Overload Reversibility Tedium Specific: The training I have designed is specific to football. Progression: I will progress my body to build something up. I will train, recover and then train more. Overload: I will make muscles work harder. The training must be raided to a higher level then normal. To do this I will look at Reversibility: is not achieved in circuit training if the above are adhered to Tedium: is overcome in circuit training by ensuring the sequence of exercises are organised to avoid, as far as possible, two consecutive stations stress in the same muscle groups. Due to the variety of exercises providing a balance loading on different body parts.