Classical And Behavioural Approaches To Management Commerce Essay

Size: px
Start display at page:

Download "Classical And Behavioural Approaches To Management Commerce Essay"

Transcription

1 Classical And Behavioural Approaches To Management Commerce Essay Management has been as old as the humans and with the evolvement of humans management has also evolved. The history of management and its own theories can be traced back to thousands of years. Also, Shafritz makes a fascinating observation about the contribution of William Shakespeare to the administration theories as most of his plays handles the problems like personnel operations and organizational behavior. However, systematic production of the theories of administration is generally viewed from the finish of nineteenth century with the emergence of large industrial agencies and the ensuing problems associated with their structure and administration. This is the time when work of various writers on the supervision has started to come into the light. These works could be clubbed together to form different approaches to the theory of management. Two of the very most popular and greatly accepted approaches to management are: Classical Approach to management, and Behavioural Approach or Human Relation method of management In order to be able to compare and appreciate the contrast of these two methods to management, let s understand the basics of these two methods to management

2 Classical Approach to Management The classical writers thought of the organisation in terms of its goal and formal framework. They located emphasis on the planning of work, the specialized requirements of the organisation, principles of management, and the assumption of rational and logical behaviour. The analysis of organisation in this manner is associated with work carried out initially in the early part of the twentieth hundred years, by such writers as Taylor, Fayol, Urwick, Mooney and Reiley, and Brech. Such writers were laying the building blocks for a thorough theory of management. The Classical Institution seeks to generalize the nature of management based on the experience of successful managers. The essential theme of this assumption is usually that if a particular business operation is successful, or if a specific problem was efficiently tackled by application of a particular strategy, then the methods of strategies through which success was attained by the managers could possibly be equally effectively utilized by others in the case of similar business circumstances in potential. The classical writers were concerned with bettering the organisation structure as a way of increasing performance. They emphasised the value of principles for the look of a logical composition of organisation. Mooney and Reiley set out a variety of common principles which relate to all sorts of organisations. They place particular focus on: The principle of co-ordination the need for people to do something together with unity of action, the workout of authority and the necessity for discipline; The scalar basic principle the hierarchy of organisation, the grading of duties and the procedure of delegation; and

3 The functional theory specialisation and the distinction between several kinds of duties. Evaluation of the classical approach The classical writers have been criticised generally for not taking enough account of personality elements and for creating an organisation structure in which people can exercise simply limited control over their work environment. Research studies also have expressed doubt about the effectiveness of these rules when applied in practice. However, the classical methodology prompted the start of a far more systematic view of supervision and attempted to provide some common principles applicable to all or any organisations. These principles are still of relevance for the reason that they give a useful starting place in wanting to analyse the effectiveness of the look of organisation structure. The application of these principles must take full bill of: the particular situational variables of each individual organisation; and the psychological and cultural factors relating to associates of the organisation. The significant sub-grouping of classical procedure are: SCIENTIFIC MANAGEMENT: This school of thought was the firm believer that machine and man put together in an organized manner will yield more productivity and you will be beneficial for staff and organizations alike. A significant contributor to this strategy was F. W. Taylor (the father of scientific operations). Taylor believed that in the same way that there surely is a best machine for each and every job, so there is a best working method by which people should undertake their careers.

4 He considered that work processes could possibly be analysed into discrete responsibilities and that by scientific approach it was possible to obtain the one best way to perform each task. Each job was broken down into component parts, each part timed and the parts rearranged into the most efficient approach to working. BUREAUCRACY: A form of structure to be found in many largescale organisations is certainly bureaucracy. The ideas and guidelines were derived mainly from practical experience. Writers on bureaucracy, even so, tend to have a more theoretical look at. Weber, a German sociologist, demonstrated particular concern for what he named bureaucratic structures, although his function in this region came practically as a side issue to his main analysis on ability and authority. He advised that the decisive reason for the advance of bureaucratic organization is definitely its purely technological superiority over any other sort of organization. Behavioural Approach to management The primary emphasis of the classical writers was on framework and the formal organisation, but through the 1920s, the years of the fantastic Depression, greater attention started to be paid to the public factors at work and to the behaviour of staff members within an organisation that is, to human relations. The turning stage in the production of the behavioural management came with the well known experiments at the Hawthorn. Among the people who wrote about the Hawthorne experiments was Elton Mayo, who is normally quoted as having been a head of the researchers. On the other hand, there is apparently some doubt as to the level to which Mayo was essentially involved with conducting the experiments and his exact contribution to the human being relations movement.

5 There were 4 main experiments completed at Hawthrome: Illumination experiments; Relay assembly test space; Interviewing programme; Bank wiring observation bedroom. Another essential constitute of Behavioural approach to management is definitely McGreger s Thoery X and Theory Y. His theory X postulates that a worker is certainly lazy, lacks ambition, self-centric, resistant to improve and is not bright, where as his Theory Y postulates that a worker is willing to work, ambitious, self-controlled and innovative. The human relations approach has been put through serious criticism. The Hawthorne experiments have already been criticised, for example, on methodology and on inability of the investigators to take sufficient account of environmental elements although much of this criticism has been the value of hindsight. The human relations writers have already been criticised generally for the adoption of a management perspective, their unitary body of reference and their oversimplified theories. Other criticisms of the individual relations approach are that it s insufficiently scientific and that it takes too narrow a look at. It ignores the position of the organisation itself in how contemporary society operates. Whatever the interpretation of the results of the Hawthorne experiments, they did generate new ideas concerning the value of work teams and leadership, communications, output restrictions, motivation and job design. They located emphasis on the value of personnel supervision and offered impetus to the task of the human relations authors. The Hawthorne experiments unquestionably marked a significant step forward in providing additional insight into human behaviour at work and the production of

6 operations thinking. In a review of humane methods to control, Crainer asserts: The Hawthorne Studies were important because they showed that views of how managers behaved were a vital aspect of motivation and improved effectiveness. Also, the study revealed the importance of informal work organizations. Classical and Behavioural Methods to Management Compared Whereas supporters of the classical strategy sought to increase production by rationalisation of the task organisation, the individual relations movement has resulted in ideas on increasing creation by humanising the work organisation. The classical methodology adopted considerably more of a managerial point of view, while the human relations strategy strove for a greater knowledge of people s psychological and social needs at work as well as improving the procedure of management. It is often regarded as the first major method of organisation and management to show concern for professional sociology. The behavioural strategy recognised the value of the informal organisation, that will continually be present within the formal framework. This informal organisation will effect the motivation of employees, who will view the organisation for which they sort out the values and attitudes of their coworkers. Their viewpoint of the organisation determines their approach to work and the degree of their motivation to work effectively or otherwise. However, classical approach does not understand these informal structures in business. Behavioural authors demonstrated that people go to work to satisfy a complexity of demands and not for monetary reward. Giuseppe peano arbeitete sein leben lang daran, die axiomatische methode übergreifend durchzusetzen. They emphasised the value of the wider public

7 needs of people and gave reputation to the work organisation as a sociable organisation and the importance of the group, and group values and norms, in influencing individual behaviour at the job. Whereas, classical authors were of the judgment that only motivation a worker has is monetary. It provides been commented that the classical institution was worried about organisations without people and the individual relations school about people without organisations. Dell and its Human Behaviour methodology of management Dell, the giant home PC company, is an example of an organization of Human Behaviour approach to management. Though it s almost impossible to locate a company in the modern day environment which applies human behavior approach to management since it is, but we are able to still see a large amount of human behaiour approach s affect on present day managers decisions. Dell has grown substantially in the last decade of last hundred years in the field of customized PC market in US. The main development driver behind the achievements of Dell has been the capability to understand its customers and their ever changing desires and to proceed with it the motivated and imaginative employees who cater to this dynamic world of computing. The brand image which helped put Dell near the top of Fortune s list in 2005 depended very seriously on its ability to pull together both its efforts and those of other organisations we. e. component manufacturers, transportation and logistics organisations, delivery companies etc. to put together a program which offered both reliability and affordability. But the IT organization is both very

8 competitive and a dizzyingly fast-moving environment; and the area where the Dell operation proved most vulnerable was that of customer service and tech support team. Customer service and tech support team were redesigned by Dell and launched a new system called Tell Dell. Another landmark production which took place in Dell is certainly gathering the feedback of workforce and workforce was encouraged to get involved in the procedure of Tell Dell. There is transformation happening all across Dell, creating a revolution in how exactly we interact and drive for business results. Operations are changing, attitudes will be shifting, objectives are being aligned, professions are being enhanced and people are listening. Carefully. At the primary of it is Tell Dell. The Tell Dell study program has been constantly refined over the past several years from being a good informational device to its current employ as a crucial analytic and diagnostic program to make Dell a better location to work and a better company. Area of the Winning Customs philosophy is to engage directly with our employees, just how we do with our consumers. As managers at Dell, it is important that we support our Winning Traditions by attempting to deliver an unbeatable worker experience each and every day Dell has understood human behavior and benefitted itself from knowledge of its employees to reach to better hights..

1.What is Organisation and Organisational Behaviour?

1.What is Organisation and Organisational Behaviour? 1.What is Organisation and Organisational Behaviour? Organisation is a cooperative interaction dynamic in social system with the purpose of satisfying individual needs (Barnard, 1938). This is not a sole

More information

CHAPTER 2 THE EVOLUTION OF MANAGEMENT THOUGHT LEARNING OBJECTIVES. To describe the evolution of management theory.

CHAPTER 2 THE EVOLUTION OF MANAGEMENT THOUGHT LEARNING OBJECTIVES. To describe the evolution of management theory. CHAPTER 2 THE EVOLUTION OF MANAGEMENT THOUGHT LEARNING OBJECTIVES To describe the evolution of management theory. To explain the principle of job specialization and division of labor. To identify the principles

More information

DEVELOPMENT OF MANAGEMENT THOUGHT

DEVELOPMENT OF MANAGEMENT THOUGHT DEVELOPMENT OF MANAGEMENT THOUGHT Both theory and history are indispensable tools for managing contemporary organizations. A theory is a conceptual framework for organizing knowledge that provides a blueprint

More information

M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T

M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T M A N A G I N G I N T U R B U L E N T T I M E S 18/05/2017

More information

M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T

M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T M A N A G E M E N T F U N D A M E N T A L S I N T R O D U C T I O N T O M A N A G E M E N T G R A D U A T E D I P L O M A I N M A N A G E M E N T M A N A G I N G I N T U R B U L E N T T I M E S 24/03/2017

More information

CHAPTER 2 DEVELOPMENT OF MANAGEMENT THOUGHTS

CHAPTER 2 DEVELOPMENT OF MANAGEMENT THOUGHTS DEVELOPMENT OF MANAGEMENT THOUGHT Management has developed since the time when the world came into existence. Whenever group efforts are necessary to achieve anything, there is a need for management. Kautilya

More information

Chapter 2 Traditional and Contemporary Issues and Challenges

Chapter 2 Traditional and Contemporary Issues and Challenges Islamic Azad University Managing Organizational Behavior Moorhead & Griffin Chapter 2 Traditional and Contemporary Issues and Challenges Lecturer: Dr. Ehsan Sadeh Ph.D. in Management / Asst. Professor

More information

Models of management

Models of management Slide 2.1 Models of management Why study models of management? The competing values framework Rational goal Internal process Human relations Open systems Models for uncertain conditions Slide 2.2 Management

More information

1/16/2009. Chapter Two

1/16/2009. Chapter Two Chapter Two Traditional and Contemporary Issues and Challenges Slide content created by Charlie Cook, The University of West Alabama Copyright Houghton Mifflin Company. All rights reserved. Learning Objectives

More information

Chapter 2 THE HISTORY OF MANAGEMENT

Chapter 2 THE HISTORY OF MANAGEMENT Chapter 2 THE HISTORY OF MANAGEMENT Management Perspectives Over Time Exhibit 2.1, p.44 2000 The Technology-Driven Workplace 1990 The Learning Organization 1980 Total Quality Management 2000 1970 Contingency

More information

Classical & Neo Classical Theories

Classical & Neo Classical Theories Classical & Neo Classical Theories Submitted To Mr Udit Pandey Submitted By Abhay Kpkoti Two Schools Of Thought 1. Classical Management (1800-1930) Administrative Theory (Henry Fayol) Scientific Management

More information

The Nature of Organizational Theory. (Management Theory)

The Nature of Organizational Theory. (Management Theory) The Nature of Organizational Theory (Management Theory) An organization is a collection of people working together under a division of labor and a hierarchy of authority to achieve a common goal. Continuously

More information

8/19/2011. Major Questions You Should Be Able to Answer. Major Questions You Should Be Able to Answer

8/19/2011. Major Questions You Should Be Able to Answer. Major Questions You Should Be Able to Answer Management Theory Essential Background for the Successful Manager Chapter Two McGraw-Hill/Irwin Copyright 2011 by The McGraw-Hill Companies, Inc. All rights reserved. Major Questions You Should Be Able

More information

Chapter 7 Management and leadership

Chapter 7 Management and leadership Chapter 7 Management and leadership Leadership and management Definitions of leadership Leadership means giving a lead to others. A leader gives guidance and direction, and other ( followers ) follow the

More information

Business Studies - Management Notes. Business Studies Study Notes

Business Studies - Management Notes. Business Studies Study Notes Business Studies - Management Notes Business Studies Study Notes The Nature of Management: Definition of Management: The process of working with and through other people to achieve business goals in a

More information

Management. tenth edition. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2 1

Management. tenth edition. Copyright 2010 Pearson Education, Inc. Publishing as Prentice Hall 2 1 Management tenth edition Stephen P. Robbins Mary Coulter Chapter 2 Management History 2 1 Learning Outcomes 2.1 Historical Background Of Management. Explain why studying management history is important.

More information

Job title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role:

Job title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role: Job title: Diversity & Inclusion Manager Grade: PO 5 Role code: EBC0470 Status: Police Staff Main purpose of the role: Develop, co-ordinate and implement the Forces Diversity & Inclusion Strategy, ensuring

More information

Lesson:-02 DIFFERENT APPROACHES AND SYSTEMS OF MANAGEMENT, SKILLS, ROLES AND MODERN CHALLENGES

Lesson:-02 DIFFERENT APPROACHES AND SYSTEMS OF MANAGEMENT, SKILLS, ROLES AND MODERN CHALLENGES Lesson:-02 DIFFERENT APPROACHES AND SYSTEMS OF MANAGEMENT, SKILLS, ROLES AND MODERN CHALLENGES Objectives of the lesson After studying this lesson, you should understand: 1. The various approaches to management

More information

I. POLICY FOR INTERNAL ALIGNMENT

I. POLICY FOR INTERNAL ALIGNMENT 1 TABLE OF CONTENTS PHASE I Summary.... 3 I. Internal Alignment.....3 II. Job Structure Evaluation..3 Appendix I. Compensable Families...6 Appendix II. Compensable levels...7 Appendix III Defining Compensable

More information

MANAGERS AND THE STUDY OF MANAGEMENT MANAGER, MANAGEMENT, THE EVOLUTION OF MANAGEMENT, O CLASSICAL APPROACH, BEHAVIOURAL APPROACH, MANAGEMENT SCIENCE

MANAGERS AND THE STUDY OF MANAGEMENT MANAGER, MANAGEMENT, THE EVOLUTION OF MANAGEMENT, O CLASSICAL APPROACH, BEHAVIOURAL APPROACH, MANAGEMENT SCIENCE MANAGERS AND THE STUDY OF MANAGEMENT MANAGER, MANAGEMENT, THE EVOLUTION OF MANAGEMENT, O CLASSICAL APPROACH, BEHAVIOURAL APPROACH, MANAGEMENT SCIENCE APPROACH, THE SYSTEMS APPROACH, CONTINGENCY APPROACH

More information

Principles of Management MGT503 SYSTEM S VIEW OF MANAGEMENT AND ORGANIZATION

Principles of Management MGT503 SYSTEM S VIEW OF MANAGEMENT AND ORGANIZATION SYSTEM S VIEW OF MANAGEMENT AND ORGANIZATION Lesson 4.11 Managing Systems Another way to look at the manager s job is from the perspective of managing systems. System: A system is a set of interrelated

More information

Cork Institute of Technology. Summer 2006 Business Management (Time: 3 Hours)

Cork Institute of Technology. Summer 2006 Business Management (Time: 3 Hours) Cork Institute of Technology Bachelor of Business Studies (Honours) in Information Systems - Stage 1 Answer All Questions from Section A and THREE out of Five Questions in Section B. Use attached answer

More information

PART B UNIT 5 MOTIVATION AND BEHAVIOR. N.Venkatesh, MITE

PART B UNIT 5 MOTIVATION AND BEHAVIOR. N.Venkatesh, MITE PART B UNIT 5 MOTIVATION AND BEHAVIOR Hawthorne studies Elton Mayo conducted the famous experiment at Howthorne plant of western electric company between 1924 and 1932 The study revealed the influence

More information

Chapter 16 Motivation

Chapter 16 Motivation Chapter 16 Motivation TRUE/FALSE. 1) The definition of motivation has three key elements: energy, direction, and persistence. 8) According to the goal-setting theory, a generalized goal of "do your best"

More information

long past ranging from Confucius in China to Aristole in ancient Greece (Stanley, 2012).

long past ranging from Confucius in China to Aristole in ancient Greece (Stanley, 2012). Henri Fayol: Lasting Impact Management and the means of organizing people and allocating human resources has a long past ranging from Confucius in China to Aristole in ancient Greece (Stanley, 2012). However,

More information

SUCCESS FACTORS THE WAY WE WORK TEAM MEMBERS

SUCCESS FACTORS THE WAY WE WORK TEAM MEMBERS SUCCESS FACTORS THE WAY WE WORK TEAM MEMBERS 2 It s people like me and my colleagues who can make a difference through what we do, every day. Contents Our Success Factors 3 Introduction to our values 4-5

More information

Chapter 02 The Evolution of Management Thought

Chapter 02 The Evolution of Management Thought Chapter 02 The Evolution of Management Thought TEST PLANNING TABLE FOR CHAPTER 2 Learning Goal Easy Moderate Hard 1. Describe how the need to increase organizational efficiency and effectiveness has guided

More information

ISO whitepaper, January Inspiring Business Confidence.

ISO whitepaper, January Inspiring Business Confidence. Inspiring Business Confidence. ISO 31000 whitepaper, January 2015 Author: Graeme Parker enquiries@parkersolutionsgroup.co.uk www.parkersolutionsgroup.co.uk ISO 31000 is an International Standard for Risk

More information

Thinking about competence (this is you)

Thinking about competence (this is you) CPD In today s working environment, anyone who values their career must be prepared to continually add to their skills, whether it be formally through a learning programme, or informally through experience

More information

Development of Management Thoughts

Development of Management Thoughts Finance & Management- RBI Grade B Development of Management Thoughts Chapter 1 Bankexamstoday.com TABLE OF CONTENTS Definition of Management... 1 Functions of Management... 3 14 Principles of Management

More information

Management and Organizational Behavior. Historical Foundations. Ancient History. Historical Foundations of Management - 1

Management and Organizational Behavior. Historical Foundations. Ancient History. Historical Foundations of Management - 1 Management and Organizational Behavior Historical Foundations of Management - 1 Historical Foundations Classical Approaches to Management Behavioral Management Approaches Modern Approaches to Management

More information

Human Resource Management

Human Resource Management Synopsis Human Resource Management 1. The Origins and Nature of Human Resource Management understand what is meant by human resource management (HRM); describe the main factors which led to the emergence

More information

University of the Incarnate Word COMM 2341 Session Notes Chapter 2 Organizational Communication

University of the Incarnate Word COMM 2341 Session Notes Chapter 2 Organizational Communication University of the Incarnate Word COMM 2341 Session Notes Chapter 2 Organizational Communication I. Communication inside the organization A. Formal messages flow downward, upward, and horizontally. 1. Downward

More information

Chapter One. Managers and Managing. What is Management? What is Management? Four Functions of Management. Steps in the Planning Process.

Chapter One. Managers and Managing. What is Management? What is Management? Four Functions of Management. Steps in the Planning Process. Chapter One What is Management? Managers and Managing All managers work in organizations Organizations collections of people who work together and coordinate their actions to achieve a wide variety of

More information

MH-2. Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall

MH-2. Copyright 2012 Pearson Education, Inc. Publishing as Prentice Hall Describe some early management examples Explain the various theories in the classical approach Discuss the development and uses of the behavioral approach Describe the quantitative approach Explain the

More information

Topic 1. To answer the previous question, one has to understand how a management theory is built.

Topic 1. To answer the previous question, one has to understand how a management theory is built. 1 Topic 1 Study Unit 2: The Evolution of Management Theory Why study Management Theory? Business literature abounds with theories that contradict each other or that simply do not work. How then does a

More information

Chapter 02. The Evolution of Management. True / False Questions

Chapter 02. The Evolution of Management. True / False Questions Chapter 02 The Evolution of Management True / False Questions 1. In the context of the origins of management, Wu Qi, a Chinese general, discussed the importance of planning and leading in his book "The

More information

Social Welfare Administration. Byungdeok Kang Handong Global University

Social Welfare Administration. Byungdeok Kang Handong Global University Social Welfare Administration Byungdeok Kang Handong Global University Organizational Theory The Main Target of Administration? Organizational Theory? Organizational Theories Bureaucracy Scientific Management

More information

Management. Unit 4 Shaheed

Management. Unit 4 Shaheed Management Unit 4 Shaheed Syllabus Management: Levels of management- Top, Middle, Supervisory Principles of Management (Historical Perspective) Fayol s principles of management, Scientific Management Principles

More information

Chapter Ten. Motivating Employees. McGraw-Hill/Irwin. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

Chapter Ten. Motivating Employees. McGraw-Hill/Irwin. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. Chapter Ten Motivating Employees McGraw-Hill/Irwin Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. INTRINSIC REWARDS The Value of Motivation Intrinsic Rewards -- Personal satisfaction

More information

FOUNDATIONS OF ORGANIZATIONAL RATIONALITY

FOUNDATIONS OF ORGANIZATIONAL RATIONALITY FOUNDATIONS OF ORGANIZATIONAL RATIONALITY By Igbafe Kate Rashida General and Entrepreneur Studies Unit, University of Medical Sciences, Ondo State, Nigeria igbafekr@gmail.com ; 0806 450 7391 Introduction

More information

Organizational Theory

Organizational Theory Organizational Theory Lothar Fuhr 21.07.2015-1 - Organizational Theory in 4 steps Learning Experience Clear Terms & Background History Outlook - 2 - ... Lothar.Fuhr@web.de - 3 - What is Organization Theory?

More information

Developing Workplace Relationships

Developing Workplace Relationships Developing Workplace Relationships [Intentionally Blank] Contents Introduction 2 Developing Relationships 3 s 3 The Benefits of Knowing What s Require 3 Understanding Relationships with s Mapping 4 Techniques

More information

How to Improve Individual Performance A Highly Rational Approach

How to Improve Individual Performance A Highly Rational Approach A Highly Rational Approach A thorough, systematic approach for diagnosing individual performance gaps, and targeting efforts to improve them Matt Kayhoe, 2007 Introduction The volumes of material devoted

More information

Performance and Professional Growth Systems

Performance and Professional Growth Systems Performance and Professional Growth Systems Non-Instructional Staff For use by Supervisors, Managers, Directors, Principals, and Superintendents Who Supervise Non-Instructional Employees (both salaried

More information

CONTENTS. 2 Winning hearts

CONTENTS. 2 Winning hearts Win hearts & minds CONTENTS A little intro from Gordon...4 A Winning Hearts history lesson...6 HR plans for 2014 and beyond...7 Our vision, mission and values...8 Our values in action...10-14 The new Winning

More information

Business and management studies

Business and management studies Business and management studies How is the world of work and business changing? How do global markets operate, how can we make use of them and what do ethical business and entrepreneurship really mean?

More information

EXECUTION: THE DISCIPLINE OF GETTING THINGS DONE BOOK SUMMARY

EXECUTION: THE DISCIPLINE OF GETTING THINGS DONE BOOK SUMMARY EXECUTION: THE DISCIPLINE OF GETTING THINGS DONE BOOK SUMMARY Execution: The discipline of getting things done by Lawrence Bossidy and Ram Charanis a 3-part examination of what it takes for companies to

More information

DEVELOP TEAMS AND INDIVIDUALS FACILITATOR MANUAL & ASSESSMENT BSBLED401A

DEVELOP TEAMS AND INDIVIDUALS FACILITATOR MANUAL & ASSESSMENT BSBLED401A DEVELOP TEAMS AND INDIVIDUALS FACILITATOR MANUAL & ASSESSMENT BSBLED401A Precision Group (Australia) Pty Ltd 9 Koppen Tce, Cairns, QLD, 4870 Email: info@precisiongroup.com.au Website: www.precisiongroup.com.au

More information

Management. Part I: Introduction Ch. 2. The evolution of management

Management. Part I: Introduction Ch. 2. The evolution of management Management Part I: Introduction Ch. 2. The evolution of management Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing

More information

DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615 Study Support materials for Manage recruitment selection and induction processes BSBHRM506

DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615 Study Support materials for Manage recruitment selection and induction processes BSBHRM506 DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615 Study Support materials for Manage recruitment selection and induction processes BSBHRM506 STUDENT HANDOUT This unit describes the performance outcomes, skills

More information

PESIT Bangalore South Campus Hosur road, 1km before Electronic City, Bengaluru -100 Department of Computer Science and Engineering

PESIT Bangalore South Campus Hosur road, 1km before Electronic City, Bengaluru -100 Department of Computer Science and Engineering INTERNAL ASSESSMENT TEST 1 Date : 2-0-2017 Max Marks : 40 Subject & Code : Management & Entrepreneurship (15CS51) Section : V CSE A B C Name of Faculty : Prof Shankar Gopal and Ms. Shubha Raj K B Time

More information

performance Level: 3 Credit value: 4 GLH: 20 Relationship to NOS:

performance Level: 3 Credit value: 4 GLH: 20 Relationship to NOS: Unit 334 Manage individuals performance UAN: Level: 3 Credit value: 4 GLH: 20 Relationship to NOS: Assessment requirements specified by a sector or regulatory body: Aim: J/506/1921 Management & Leadership

More information

Motivating the Demotivated Checklist 221

Motivating the Demotivated Checklist 221 Motivating the Demotivated Checklist 221 Introduction Some would argue that people are not unmotivated; it s just that the right motivation triggers have not yet been found. It s largely a question of

More information

Chapter 21 Management and leadership

Chapter 21 Management and leadership Chapter 21 Management and leadership Management and leadership are often grouped together in business and the qualities often attributed to leadership can also apply to managers. However, there should

More information

Course Contents: TM Activities Identification: Introduction, Definition, Identification processes, Case study.

Course Contents: TM Activities Identification: Introduction, Definition, Identification processes, Case study. Chapter 2 Technology Identification Course Contents: TM Activities Identification: Introduction, Definition, Identification processes, Case study. Contents Chapter 2 Technology Identification... 1 Introduction...

More information

Competency Catalog June 2010

Competency Catalog June 2010 Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on

More information

Chapter 5: Project Human Resource Management

Chapter 5: Project Human Resource Management Chapter 5: Project Human Resource Management Learning Objectives o Explain the importance of good human resource management on projects, especially on information technology projects o Define project human

More information

Organizational Behavior. Dr. Christiane Schwieren

Organizational Behavior. Dr. Christiane Schwieren Organizational Behavior Dr. Christiane Schwieren Goals of This Lecture Introduce to the main topics & research methods of OB Discuss some topics in more detail Link with literature in behavioral economics

More information

KBZ Kaufmännisches Bildungszentrum Zug kbz-zug.ch. Test for EN 210 BEC Vantage. Part one. Questions 1 8. Time: 60 minutes

KBZ Kaufmännisches Bildungszentrum Zug kbz-zug.ch. Test for EN 210 BEC Vantage. Part one. Questions 1 8. Time: 60 minutes KBZ Kaufmännisches Bildungszentrum Zug kbz-zug.ch Aabachstrasse 7, CH-6300 Zug, T 041 728 57 57, F 041 728 57 59, info.wbz@zg.ch Test for EN 210 BEC Vantage Time: 60 minutes Part one Questions 1 8 Look

More information

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to

More information

Your ROLE in GROWING your business PAST the START-UP STAGE

Your ROLE in GROWING your business PAST the START-UP STAGE Your ROLE in GROWING your business PAST the START-UP STAGE Presented at ICALEO 2006 November 1 William E. Lawson NewTech Development LLC Somerset, Wisconsin USA Businesses evolve as they grow Understanding

More information

TOOLKIT 12 CLARIFY THE KEY ROLES IN YOUR BUSINESS

TOOLKIT 12 CLARIFY THE KEY ROLES IN YOUR BUSINESS TOOLKIT 12 CLARIFY THE KEY ROLES IN YOUR BUSINESS Ensure your key resources are focused on the right priorities for your business. Help your people to add value and not cost. Ensure the successful delivery

More information

Motivation. Motivating is a management process of influencing other people s behavior based on the knowledge of what makes people tick

Motivation. Motivating is a management process of influencing other people s behavior based on the knowledge of what makes people tick Motivation Motivation is a human psychological characteristic that contributes to a person s degree of commitment. It includes the factors that cause, channel and sustain human behavior in a particular

More information

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES

NZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to

More information

SAMPLE. Certificate in Principles of Team Leading LEADERSHIP ROLES. Workbook 1. NCFE Level 2 CUSTOMER SERVICE SUPPORT EQUALITY AND DIVERSITY

SAMPLE. Certificate in Principles of Team Leading LEADERSHIP ROLES. Workbook 1. NCFE Level 2 CUSTOMER SERVICE SUPPORT EQUALITY AND DIVERSITY NCFE Level 2 Certificate in Principles of Team Leading CUSTOMER SERVICE INFORMATION MANAGEMENT LEADERSHIP ROLES MOTIVATION SUPPORT EQUALITY AND DIVERSITY Workbook 1 Introduction This section of the workbook

More information

Companies Human Resources Motivation

Companies Human Resources Motivation 2011 2 nd International Conference on Economics, Business and Management IPEDR vol.22 (2011) (2011) IACSIT Press, Singapore Companies Human Resources Motivation Costica Roman Stefan cel Mare University

More information

PROCESS EXAMPLE: TATA MOTORS

PROCESS EXAMPLE: TATA MOTORS DHU-501: INDUSTRIAL MANAGEMENT AND ENTREPRENEURSIP DEVELOPMENT ENTREPRENEURSHIP Introduction: - Difference between managers and entrepreneurs, functions of an entrepreneur, types of an entrepreneur, and

More information

Reddin s 3-D model. Life is not long, and too much of it must not pass in idle deliberation how it shall be spent. Samuel Johnson

Reddin s 3-D model. Life is not long, and too much of it must not pass in idle deliberation how it shall be spent. Samuel Johnson Reddin s 3-D model 1. What is Managerial Effectiveness? The Manager has the task of creating a true whole that is larger than the sum of its parts, a productive entity that turns out more than the sum

More information

The MBA has long been the degree of

The MBA has long been the degree of Master of Business Administration The MBA has long been the degree of choice for the business professional and senior manager in all fields and industries. Our dynamic programme adapts to the constant

More information

ASSESSMENT & DEVELOPMENT CENTRE. Increasing Productivity Retaining Talent Addressing Needs Recognising Potential Ensuring Fit

ASSESSMENT & DEVELOPMENT CENTRE. Increasing Productivity Retaining Talent Addressing Needs Recognising Potential Ensuring Fit Research demonstrates that that there is no substitute for objectively observing and systematically measuring how people actually perform "on the ground". A well designed Assessment Centre is the most

More information

The Henley Flexible Executive MBA

The Henley Flexible Executive MBA The Henley Flexible Executive MBA Module Descriptions www.henleybusinessschool.de Are you an experienced manager in Germany? Looking to accelerate your career as an outstanding and responsible leader?

More information

Justice Administration Police, Courts, and Corrections Management

Justice Administration Police, Courts, and Corrections Management Justice Administration Police, Courts, and Corrections Management EIGHTH EDITION CHAPTER 2 Organization and Administration: Principles and Practices Defining Organizations Like supervision and management,

More information

Leadership Communication: - Motivating with Emotional Intelligence

Leadership Communication: - Motivating with Emotional Intelligence Signe Møller Thostrup Student no.: 300341 May 5, 2011 Leadership Communication: - Motivating with Emotional Intelligence Supervisor: Simon Lind Fischer Number of characters: 54,496 Summary Emotions take

More information

(d) Continuous Professional Development CONTINUED PROFESSIONAL DEVELOPMENT STATEMENT

(d) Continuous Professional Development CONTINUED PROFESSIONAL DEVELOPMENT STATEMENT (d) Continuous Professional Development CONTINUED PROFESSIONAL DEVELOPMENT STATEMENT This document was developed by a subgroup of the Health and Social Care Professionals Education and Advisory Group in

More information

Human Resource Management

Human Resource Management Paper: 1 Module: 1 Introduction to HRM: Meaning, definition, scope, objectives and functions of Principal Investigator Co-Principal Investigator Paper Coordinator Content Writer Prof. S P Bansal Vice Chancellor

More information

Julie Evans HR Director Intelligent Energy Limited

Julie Evans HR Director Intelligent Energy Limited Julie Evans HR Director Intelligent Energy Limited So why does change sometimes appear complicated? Why does change fail? Unclear Objectives Divisions in leaders / lack of alignment of leadership Too much

More information

Agile leadership for change initiatives

Agile leadership for change initiatives Agile leadership for change initiatives Author Melanie Franklin Director Agile Change Management Limited Contents Introduction 3 Agile principles 3 Introduction to Agile techniques 6 Working in sprints

More information

Managers at Bryant University

Managers at Bryant University The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer

More information

Institute of Leadership & Management. Creating a coaching culture

Institute of Leadership & Management. Creating a coaching culture Institute of Leadership & Management Creating a coaching culture Contents Introduction 01 Executive summary 02 Research findings 03 Conclusion 07 Methodology 08 Introduction The world of work is complex

More information

CFAMBCA3 Develop and sustain relationships with colleagues and stakeholders

CFAMBCA3 Develop and sustain relationships with colleagues and stakeholders Develop and sustain relationships with colleagues and stakeholders Overview This standard is about developing and sustaining productive working relationships with colleagues and stakeholders. `Colleagues'

More information

IFAC Education Committee Meeting Agenda 8-C Stockholm, August 2004

IFAC Education Committee Meeting Agenda 8-C Stockholm, August 2004 INTERNATIONAL FEDERATION OF ACCOUNTANTS 545 Fifth Avenue, 14th Floor Tel: +1 (212) 286-9344 New York, New York 10017 Fax: +1 (212) 856-9420 Internet: http://www.ifac.org Agenda Item 8-C First Issued July

More information

IAEA Approach to Culture and Leadership for Safety

IAEA Approach to Culture and Leadership for Safety Approach to Culture and Leadership for Safety Monica Haage m.haage@iaea.org International Expert on Safety Culture and Systemic Approach to Safety (The interaction between Human, Technical & Organizational

More information

HUMAN RELATIONS: A Background. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

HUMAN RELATIONS: A Background. Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. 1 HUMAN RELATIONS: A Background McGraw-Hill/Irwin Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives Define human relations. Explain the importance of human relations

More information

Unit 3: Evolution of Management Thoughts

Unit 3: Evolution of Management Thoughts Unit 3: Evolution of Management Thoughts Scientific Management Principles: Meaning The term scientific management is the combination of two words i.e. scientific and management. The word "Scientific" means

More information

Performance Appraisal: Methods

Performance Appraisal: Methods Paper: 01 Module: 20 Principal Investigator Co-Principal Investigator Paper Coordinator Content Writer Prof. S P Bansal Vice Chancellor Maharaja Agrasen University, Baddi Prof YoginderVerma Pro Vice Chancellor

More information

Executive Summary EXECUTIVE SUMMARY

Executive Summary EXECUTIVE SUMMARY EXECUTIVE SUMMARY In this paper, the focus will be on organizational culture, often defined as the social glue that keeps the organization together, and the transfer of cultural understanding in organizations.

More information

2.1 Classical and humanistic perspective of administration

2.1 Classical and humanistic perspective of administration Introduction to Business Administration Lesson 2 2. The administrator The administrator is in charge of managing aspects of an organization by using its resources to accomplish common goals and objectives.

More information

social workers and employers will use them as a basis for planning further professional development.

social workers and employers will use them as a basis for planning further professional development. The framework for Social Work education in Scotland The framework for Social Work education in Scotland Introduction to the Standards in Social Work Education Introduction From 2004 onwards, student social

More information

Standards of proficiency. Dietitians

Standards of proficiency. Dietitians Standards of proficiency Dietitians 1 Contents Foreword 3 Introduction 5 Standards of proficiency 9 2 Foreword We are pleased to present the Health and Care Professions Council s standards of proficiency

More information

Chapter Two: Bureaucracy (The actual bureaucracy)

Chapter Two: Bureaucracy (The actual bureaucracy) Chapter Two: Bureaucracy (The actual bureaucracy) What is Bureaucracy? Is Bureaucracy viewed negatively?? Especially in developing countries?? What is Bureaucracy? It is easily to describe bureaucracy

More information

Research Report: Forget about engagement; let s talk about great days at work

Research Report: Forget about engagement; let s talk about great days at work Research Report: Forget about engagement; let s talk about great days at work May 2017 What does engagement mean? And what exactly does an engaged employee look like? There are many different conceptual

More information

A package full of change: An interview with Ian Andrews of Commonwealth Bank of Australia

A package full of change: An interview with Ian Andrews of Commonwealth Bank of Australia A package full of change: An interview with Ian Andrews of Commonwealth Bank of Australia Operations July 2016 Christian Johnson Jonathan Michael A package full of change: An interview with Ian Andrews

More information

Performance Assessment Network

Performance Assessment Network Performance Assessment Network Management Development Questionnaire v4 Report Sally Sample Admin Id: Tester Id: ssample Email: sample@titanhr.com Any career or job discussions must be based upon a thorough

More information

MANAGING THE ORGANISATIONAL CHANGE THROUGH BUSINESS PROCESS RE-ENGINEERING

MANAGING THE ORGANISATIONAL CHANGE THROUGH BUSINESS PROCESS RE-ENGINEERING GJBM ISSN: 0973-8533 Vol. 5 No. 1, June 2011 50 Mohd. Arif MANAGING THE ORGANISATIONAL CHANGE THROUGH BUSINESS PROCESS RE-ENGINEERING Mohd. Arif* ABSTRACT The idea that the change is essential, desirable

More information

Berlin Berlin Lisbon (HRM or Marketing Focus)

Berlin Berlin Lisbon (HRM or Marketing Focus) Berlin Berlin Lisbon (HRM or Marketing Focus) Semester 1: SRH Hochschule Berlin Name of Module Credits Self- M1 Leadership and Global Strategic 5 75 50 Management M5 Risk Management in Value Creation 5

More information

HR LESSON 4 PERFORMANCE APPRAISAL. In this lesson you will learn about the aims and methods of performance appraisal.

HR LESSON 4 PERFORMANCE APPRAISAL. In this lesson you will learn about the aims and methods of performance appraisal. SZKOLENIA JĘZYKOWE DLA FIRM HR LESSON 4 PERFORMANCE APPRAISAL In this lesson you will learn about the aims and methods of performance appraisal. You will also learn how to express and justify your opinion.

More information

Needs the fundamental ingredient of individual motivation

Needs the fundamental ingredient of individual motivation Employee Motivation Motivation is a set of forces that directs an individual to the behavior that results in better job performance. A motivated employee might work harder than expected to complete the

More information

Joe Sample. Total Administration Time: Sample Distributor. Organization:

Joe Sample. Total Administration Time: Sample Distributor. Organization: Joe Sample Date and Time Started: Date and Time Completed: Total Administration Time: 9/23/2016 1:43 PM 9/23/2016 2:04 PM 21 minutes Candidate ID: Email: C5wPgCHJK sample@psymetricsinc.com Organization:

More information

HR Conference 15 th November Passion over Pound. Shahina Kasak

HR Conference 15 th November Passion over Pound. Shahina Kasak HR Conference 15 th November 2017 Passion over Pound Shahina Kasak Agenda Maslow s Hierarchy of Needs Influences on this Hierarchy The Global Financial Crisis of 2008 Implications of the crisis Generational

More information