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Showing posts from August, 2018

MN7181 - People and Organisations: Principles and Practice in Global Contexts - 5

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Understanding the Stages of Team Formation Henry Ford (nd), " Coming together is a beginning. Keeping together is progress. Working together is success ". Just as Henry Ford had quoted, be it resolving a company issue or to lead a company project, employees look at them in different perspectives. Their approaches, ideas, and many more differ. Each and every person have their different beliefs, egos, problems where eventually the final decision could be affected. Image 1:  When employees are called in to lead a project, employees of different backgrounds come together to work as a team to lead it. But just as Jane Austen (nd) quotes “ too many cooks spoil the broth ”, if all try to lead and resolve the project with all their differences, the project wouldn’t go anywhere but still at square number one. Hence all employees need to come into one page to move forward with. As according to Bruce Wayne Tuckman, psychology professor, came up with the model ...

MN7181 - People and Organisations: Principles and Practice in Global Contexts - 4

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Employee engagement has become a key business priority for senior leaders. They recognize the possibility that highly engaged employees can intensify innovation, productivity, and bottom-line performance while minimizing costs related to recruitment and retention in highly competitive talent markets (Sibanda, 2014). What is Employee Engagement? “Employment engage is the extent to which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work” Why is Employee Engagement important? Employee engagement is more important today than it was before. When an employee has the feeling of belongingness to the company, their inputs are valued they tend to be attached to the company than just simple employees. Organizations with better employee engagement perform better than competitors who do not. This also helps in retaining good employees in the organization. How is employee engagement measured? Improv...

MN7181 - People and Organisations: Principles and Practice in Global Contexts - 3

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Kolb’s Learning Styles and Experiential Learning Model Learning is the process whereby knowledge is created through the transformation of experience. Knowledge results from the combination of grasping experience and transforming it. - Kolb (1984, 41) Kolbs’ Learning Cycle is a cycle which we experience since the day we are born till we leave this life.   It applies from minor things such as the time we started to learn to walk on our own to learning a new skill, unknowingly we have used this model. Kolbs theory is divided to 4 interconnected stages, where each stage builds the base for the other stage. The Experiential Learning Cycle 1.        Concrete Experience – How an individual learner feels and experiences by getting into a situation to learn something 2.      Reflective Observation – Helps to process what they have experienced, try to reflect on what happened 3.     ...

MN7181 - People and Organisations: Principles and Practice in Global Contexts - 2

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Traditional Methods of Recruitment & Modern Methods of Recruitment Recruitment of employees to a company is considered to be an integral part for the success of a company. Selection of the proper candidate for the right position is the challenge HR managers experience at the time of an opening. With time recruitment methods have evolved from traditional methods to new methods, where both recruitment methods are being used presently. Traditional Recruitment Methods Newspaper Advertisements – This method could be considered as the simplest form. Posting of an opening on the local newspaper helps in reaching a greater portion of population who are on the watch out for openings. Posters/ handbills– Displaying of posters on notice boards or handbills slipped inside newspapers are another method of letting the general public aware of any openings at different organizations. Internal Hiring – Once an opening arises, advertising within the company and recruiting fro...

Leadership & Strategic Management

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Difference between a Leader & a Manager At a glance a leader & a manager would be taken as one, similar to each other, if the differentiation isn’t done appropriately. Yet there are differences between the two. An effective Leader is a person who has the right direction, self-motivation and the ability to drive his/her followers to a common goal collectively. Whereas a Manager is a person who too has a goal yet follows a planned set of rules to achieve it, and nothing beyond or innovative comes in between to reach it. A company cannot run with Management alone & or Leadership alone, according to John .P. Kotter (1990) “companies should remember that strong leadership with weak management is no better, and is sometimes actually worse, than the reverse. The real challenge is to combine strong leadership and strong management and use each to balance the other”. The table below depicts some differences between a manager & a leader If you take a day to...

MN7181 - People and Organisations: Principles and Practice in Global Contexts - 1

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The Importance of HRM HR is a crucial area for the operations of a company. It is responsible of the company’s greatest asset “employees”. Survival and success of a company solely depends on the employees of an organization and HR plays an important role in doing so. An organization/company consists of mainly managers and employees, resulting in HR to be judged from two perspectives when an issue rises, a manager’s and employee’s point of view.  Below are a few aspects that can be looked at from both perspectives. Importance of HR for Managers 1.        Training & Development of Managers HR assist managers to be better managers. They provide them with the proper guidance, and necessary coaching, identifying areas of developments to be developed with the help of suitable resource personnel and through the experience gained through the years of practice. Managers also need to have the competency to manage subordinates to get t...