The Role of Women in Australian Society Essay Example | Topics and Well Written Essays - 2000 words - 1

The Role of Women in Australian Society - Essay Example At long last, she has seen a period where she has entered the work power, along these lines has cash of her own, and this, thusly, has made her less under obligation to the man she wedded. This is the place the present condition of lady is, and it has brought about a high disappointment rate for relationships. This paper will look at how the jobs of ladies have changed in Australian culture, both in and outside of marriage, and how these jobs have influenced marriage and separations in the only remaining century. The biggest change for ladies, in the domain of marriage, is the way that man centric society has moved. For example, one may see the film The Piano for a case of how things used to be for ladies in Australia and New Zealand. In The Piano, the lady in the marriage was in the marriage since it was masterminded, and, in spite of the fact that it was clear that the principle character, Ada, had a spouse who needed a â€Å"real† marriage, this never showed. It was just cl ear that Alistair, the spouse in this situation, considered Ada to be an approach to support his social standing and actually nothing more (The Piano). The Piano mirrors a period in Australian history, in fact, throughout the entire existence of the world, where ladies were viewed as property, and, along these lines, fathers had the option to constrain their little girls into cold relationships. This mirrors the remaining of ladies when all is said in done during the 1850s. While The Piano mirrors a period during the nineteenth Century, this paper will manage the changing status of ladies during the twentieth Century, however it is a useful touchstone in any case.

United Leadership model Boss Subordinate Relationship

Question: Examine about the United Leadership model for Boss Subordinate Relationship. Answer: Presentation In the present century, powerful administration of HR in any association is crucial to the achievement of the association. Without a doubt, HR fill in as one of the most essential assets that assumes an imperative job in the accomplishment of an association. In any case, the board of HR has represented a hydra-made a beeline for the administration of most association due to the multifaceted nature of overseeing individuals from various societies, demeanor, abilities and experience, inspirations, objectives and destinations, and various degrees of training. Despite the fact that there exist a variety of authority models that serve to give a rule to the administration of HR, none of the models is without its downsides inferable from the regions of takeoff that exist between various associations, condition, and the individuals themselves. It is evident that the world has advanced to another corporate town portrayed by globalization and cross-culture working. In that capacity, it has got ten important to amend the conventional administration models to mirror the present improvements in the corporate world. The paper tries to give a concise synopsis of an individual administration model and how it would fit in an authoritative set-up. Research have set up that the principle wellspring of contention and obstruction among worker to change execution come from the absence of inclusion of representatives in dynamic (Yukl, 2012, p. 3). Thus, the representative feel looked down to and underestimated and may turn antagonistic against the association. As a pioneer, I would include the representatives in the dynamic at various levels to take care of this issue. Be that as it may, its irrefutable that there exist a few choices which ought to be conscious of the top administration and workers ought to have no entrance to such data. In this way, the unpreventable end now drawn from the mental idea of workers is settle on such choices without the representatives; be that as it may, this would guarantee the association of disappointment brought about by worker opposition (Peng, 2012, p. 6). It is at this basic point that I would embrace the well known authority model by direct including the workers in medium level and operationa l choices and halfway association of representatives in major and vital choices. Primary authoritative thoughts in just initiative As a pioneer embracing a popularity based initiative model, I would incline toward working in an assembling organization in which each representative is apportioned a particular obligation in a particular division with the end goal that he/she is responsible to the departmental head in that office . Further, in this framework, one worker or a gathering of representatives ought to be liable for a particular level/phase of item handling. I would leave workers to settle on specific choices on issues influencing them. I would appoint position to settle on choices, for example, when to break for a rest to the workers yet not without oversight. In the wake of settling on the choices, the workers ought to impart the choice to me for the last endorsement. On the off chance that I neglects to concede to the workers choice, I would haggle with the representatives and agree. As indicated by the human social hypothesis, however the choice I leave in the hands of the workers include minor issues, the representatives would have a sentiment of having a place and feel self-completed (Grint, 2000, p. 12). The authority model would additionally empower a decent relational connection between the administration and the subordinates. The authority model would serve to dispose of the supervisor subordinate relationship and make a colleague connection between the senior administration and the lesser workers. Significant qualities and aptitudes of a successful pioneer As Adair (1973, p. 52) contends, somewhat the ability to adequately lead is natural. In any case, we can't ignore the way that being an increasingly successful pioneer exists in ones handle. Given the distinction in culture, age, tastes and inclinations, levels of instruction, and monetary foundation just to make reference to a couple of variables, I accept that the most principal attribute of a compelling pioneer incorporate; The capacity to regard and comprehend the representatives. As it is regularly stated, regard and understanding fill in as the mainstays of mankind. Respectability in driving the workers (Gronn, 1995, p.26). Magnificent relational abilities Various investigations have built up that popular and viable pioneers have amazing relational abilities which hugely help them, especially while haggling with representatives or outside gatherings, for example, the providers in the interest of the association. Fearlessness and inspirational demeanor. Self-appraisal Bergmann et.al, (1999, p. 87) contends that powerful pioneers occasionally stop to direct a self-appraisal. The continually stop to assess their desperate shortcomings and qualities. Such a demonstration permits the director to build up which obligations to delegate and which to deal with himself (Burns, 1978, p. 60). Guiding principle that my model of administration (law based authority) would accentuation on Collaboration among the representatives. Advancement and inventiveness in finding reasonable answers for the issues influencing the association. Respectability and trustworthiness Reasonability Energy and excitement to impart a sentiment of fearlessness in the workers. Such a worth would help the workers in building their fantasies and utilizing their present understanding as a touchstone for greater success in their profession (Bass, 1990, p. 76). Great relational connection between the administration and the subordinates. What the authority model rehearsed in joined initiative is trying to accomplish Joined authority model essentially tries to make a feeling of having a place with the workers. By leaving some operational choices in the hands of the workers (however not without oversight). As indicated by social hypothesis, the reality serves to build work fulfillment and self-realize the representatives. The model further looks to make collaboration and improve the relational relationship among the representatives to help the associations execution. As Blake and Mouton (1964, p.117) contends, such a model would propel the workers to draw in their brain as well as their central core to serve the association Advantages of joined authority to the association Because of including the subordinates in the everyday administration of the association, the last would profit tremendously in a few different ways. It would make a sentiment of significant worth in the partners; subsequently, they would raise their degree of responsibility, exertion, and commitment to meet authoritative destinations. It would empower the representative improve their expository aptitudes and settle on better everyday choices just as make a solid obligation of duty in dynamic. By designating a portion of the choice to the subordinates, I would let loose myself to concentrate on significant issues influencing the association (Belbin, 1993, p. 209). Authoritative culture that would exist in joined administration The authority model would make an adhocracy arranged culture given its fundamental belief of advancement and innovativeness. The adhocracy situated culture requests to business enterprise and inventiveness (James and Posner, 1987, p. 31) to tackling the issues confronting the association in a way that helps accomplishing hierarchical destinations. Contrasts between the unified administration model and other initiative models Not at all like the old fashioned models that simply included representatives in dynamic, joined administration model looks to appoint explicit dynamic position to the workers. Be that as it may, attributable to the restricted abilities of the workers and absence of legitimate mastery, the model promoters for oversight of the representatives choices. Accordingly, representatives would create dynamic aptitudes and find inventive methods of tackling the issues confronting the association. Further, dissimilar to in other administration models where a supervisor subordinate relationship exists, joined initiative model supporters for cooperative individuals authority where the subordinates feel they assume an uncommon job in the administration of the firm. They further feel they can haggle with the administration of the issues influencing them. Step by step instructions to by and by execute the unified authority model To execute the authority model I would make a workplace where the representatives share a gathering of joint dynamic with the senior administration especially the departmental heads. I would designate a portion of the dynamic position to my subordinates and leave them to talk about and arrive at a choice after which the previous I would audit the choice and either favor it or draw in the subordinates in a conversation to change the choice to reflect hierarchical objectives. As Rowe (2007, p. 37) notes, such a demonstration would serve to support the subordinates certainty and make a demeanor of trust between the administration and the subordinates. End Human asset fills in as one of the fundamental determinants of hierarchical achievement. In that capacity, they should be taken care of with due consideration and sharpness inferable from their affectability. In any case, overseeing/driving individuals is inarguably one of the most mind boggling forms and no characteristics, gauges, or estimations of authority can consummately mirror the idea of initiative that would make one association effective and another fruitless. In this manner, a successful pioneer ought to adjust his administrative and authority aptitudes to suit both the idea of the association and the idea of the circumstance. Administration basically looks to produce altruism among the representatives to such an extent that they can eagerly work with a great deal of duty with practically no management. Such workers are regularly exceptionally energetic, submitted, centered, and have a sense and sentiment of having a place. They believe they are working for their more note worthy bit of leeway and not to exclusively profit the association. Given t

STEM

STEM STEM Home›Economics Posts›STEM Economics PostsScience, Technology, Engineering and Mathematics (STEM) fields of profession have been in the forefront in development of the America’s economy. Although this category of professionals has been facing with numerous problems, its significance cannot be down played. Recent statistics indicates that the proportion of native STEMs has been deteriorating over the past decade in comparison to the number of foreign professionals that are taking up careers in these fields. Colleges and individuals are presented with the challenge of ensuring that innovations and inventions that are associated with STEM are carried on through constant and elaborate community activities aimed at imparting the general lifestyles and at the same time conveying the importance of STEM fields to our nation.In the 21st century when the economic structures are climaxing and educational systems are at their peaks, an alien would think America is busy thinking about the next space adventure or weird scientific exploits (Babco 14). It’s true, scientists, Technologists, Engineers and Mathematicians are progressively making new discoveries and improving the already sophisticated technology, but there are problems with the workforce demanded. With every new venture there emergence dozens of new challenges, it’s for this reason that the demand a larger workforce working in this volatile field of profession has been increasing rapidly. Conversely, the number of youths interested in STEM related jobs has been decreasing. STEM based Community colleges and organization, have great challenges in ensuring that the community responds positively to the calls for vigilance and maintaining the technological prowess on track.Colleges have been adjusting their curricula to ensure that the programs they offer are aligned with the current technological requirements and at the same time they are tuned to be suited for students, both studying and aspiring to ta ke graduate programs in STEM fields. Streamlining stable pipeline for successful degree and advanced degree programs requires the colleges to involve the community organizations working in STEM related fields as well as other stakeholders while formulating new programs. Colleges are a paramount factor in the development of the economy and formulation of development policies.The community organizations on the other hand are the actuators of the economy. The Department of Labor for instance has been a robust contributor in development of the pipeline for STEM employments. It has been the pertinent responsibility of the department to train and encourage more people to join STEM workforce. With an ever increasing demand for specialized skills, Community-based Job Training Grants have been developed to aid community colleges in producing tailor-made workforce. The community at the same time has been handed the responsibility of ensuring that the targets made in the STEM pipeline are actu ally achieved. With the number of student admission in STEM colleges decreasing tremendously, the community has been challenged to encourage more youths to join STEM pipeline and help propagate the development prospects of the United States of America and the world at large (Zinth 27).Personal responsibility has not been relegated to individual goals. It is apt that individual working or venturing into STEM fields work with other parties to increase its popularity amongst their peers and the larger community. Personal interests in technology have been the core to different innovations that have been witnessed during this era. While at Illinois Institute of Technology, I believe that I can impose my influence and encourage members of my family and friends to join the STEM community. At the same time I will use the acquired skills coupled with my innovativeness to impact the current technology. With the guidance of my instructors and the motivation drawn from the STEM pipeline initiat ives, I believe that by the time I leave Illinois Institute of Technology I will have an imprint of my influence along my technological track.In conclusion, all stakeholders in STEM pipeline development should work hand in hand for the good of STEM fields of profession. STEM communities have hefty responsibilities that the successes and progresses that have been witnessed in the past are carried on. It is also the mandated of the community organizations to offset the current imbalances especially the representation of women, Hispanic-American, Native-American and African-American in STEM fields. Individual on the other hand should use their abilities and influences for the good of STEM pipeline.

SpeechNow.org v. Federal Election Commission

The well known and widely scorned court case Citizens United has been credited with paving the way for the creation of super PACs, the hybrid political groups  that are allowed to raise and spend unlimited amounts of money from corporations and unions  to influence American elections. But there would be no super PACs without a lesser known, companion court challenge to Federal Election Commission fundraising laws,  SpeechNow.org v. Federal Election Commission. The nonprofit political group, organized under Internal Revenue Service Section 527, is just as instrumental in the creation of super PACs as Citizens United.   Summary of SpeechNow.org v. FEC SpeechNow.org sued the FEC in February 2008 claiming the $5,000  federal limit  on how much individuals can give to a political committee such as its own, which therefore limited how much it could spend supporting candidates,  represented a violation of the Constitutions First Amendment guarantee to freedom of speech.   In May of 2010, the U.S. District Court for the District of Columbia ruled in favor of SpeechNow.org, meaning the FEC could not longer enforce the contribution limits to independent groups.   Argument in Support of SpeechNow.org The Institute for Justice and the Center for Competitive Politics, which represented  SpeechNow.org, argued that the fundraising limits were a violation of free speech, but also that the FECs rules requiring it and similar groups to  organize, register, and report as a â€Å"political committee† in order to advocate for or against candidates was too burdensome. That means that while Bill Gates one his own could spend as much of his money as he wanted on political speech, he could contribute only $ 5,000 to a similar group effort.  But since the First Amendment guarantees individuals the right to speak without limit, it should be common sense that groups of individuals have the same rights.  It turns out that these limits and red tape made it virtually impossible for new independent citizen groups to raise start-up funding and effectively reach voters.   Argument Against SpeechNow.org The governments argument against SpeechNow.org was that allowing contributions of more than $5,000 from individuals  could â€Å"lead to preferential access for donors and undue influence over officeholders.† The government was taking the tack that its ruled are designed to prevent corruption. The court rejected that argument, though, in the wake of the January 2010 decision in Citizens United, writing:  Ã¢â‚¬Å"Whatever the merits of those arguments before  Citizens United, they plainly have no merit after  Citizens United†¦.Contributions to groups that make only independent expenditures cannot corrupt or create the appearance of corruption.† Difference Between SpeechNow.org and Citizens United Cases Though the two cases are similar and deal with independent  expenditure-only committees, the SpeechNow court challenge focus on federal  fundraising caps. Citizen United successfully challenged the  spending limit on corporations,  unions, and  associations. In other words, SpeechNow focused on raising money and Citizens United focused on spending money to influence elections. Impact of  SpeechNow.org v. FEC The  U.S. District Court for the District of Columbias ruling the case, combined with the U.S. Supreme Courts decision in Citizens United, together paved the way for the creation of super PACs. Writes Lyle Denniston on SCOTUSblog: While the  Citizens United  decision dealt with the spending side of federal campaign finance, theSpeechNow  case was on the other side — raising funds. Thus, as a result of the two decisions put together, independent advocacy groups can raise as much and spend as much as they can and wish to do to support or oppose candidates for federal office.   What is SpeechNow.org? According to SCOTUSblog, SpeechNow was created specifically to spend money advocating for the election or defeat of federal political candidates. It was  founded  by  David Keating, who at the time headed the conservative, anti-tax  group  Club for Growth.

Csr A Corporate Social Responsibility - 1807 Words

CSR Provision- Section 135. According to it, â€Å"Every company with a net worth of Rs. 500 crore or more, or turnover of Rs. 1,000 crore or more, or net profit of Rs. 5 crore or more in a financial year will have to form a corporate social responsibility (CSR) Committee of the Board consisting of three or more directors, out of which at least one director must be an independent director Also, as per the Act appointed Board to ensure spending in every financial year of at least two percent of the company’s net profits during three immediate financial years in pursuit of their CSR Policy. But in the case if the company has inadequate profits or it is not possible for the company to at least spend prescribed amount on CSR the Board of Directors are to give viable justification in their annual report, failing to which will be non-compliance. Interestingly there are no penalties as per Companies Act, 2013 for failing to spend on CSR but the Company will be penalized on failing to report their inability to spend on CSR. Hence the Rule is Either Do It or Speak It. Schedule VII covers a wide range of activities which can be undertaken by the Companies as a part of their CSR initiatives. CSR Objectives after its inclusion in the Companies Act The prime objective of the government in enacting CSR activities in legislation was to guide the Indian corporate sector to synergize the Corporate, Governments, Civil Society Organizations, Academic Institutions and SocialShow MoreRelatedCorporate Social Responsibility And Csr1566 Words   |  7 PagesSocial responsibility or also called Corporate Social Responsibility (CSR)- is the firm’s engagement (voluntarily initiated) in and its compliance (legally mandated) to environmental, social, and governance issues (The Foundation, 2014). Also, is based on stakeholder’s needs being financially sustainable, and CSR can come from both corporate or not-to-profit organizations. CSR has seven categories; Leadership, vision and values; Marketplace activities; Workforce activities; Supply chain activities;Read MoreCorporate Social Responsibility : Csr1232 Words   |  5 PagesCorporate social responsibility has become a buzzword within the industry in the last few years. Follow ing the financial market crash investors and stakeholders began looking at corporations to act more socially responsible. The meaning of social responsibility differs across regions. Western countries are the ones who are pushing for corporate social responsibility -thesis-- A broad overview at corporate social responsibility (CSR) looks to corporations to make a change in the society or the environmentRead MoreCorporate Social Responsibility ( Csr )1167 Words   |  5 PagesCorporate Social Responsibility Introduction Corporate social responsibility (CSR) is a concept which is also known as corporate citizenship, corporate conscience or in a simple way a responsible business. It is an integrated concept of self-regulatory business model for any organisation. Corporate Social Responsibility has been in practice for more than fifty years now, which has been adopted not only by domestic companies but also by transnational company with voluntary CSR initiativesRead MoreCsr : Corporate Social Responsibility Essay1285 Words   |  6 PagesCSR stands for Corporate Social Responsibility and it is a concept with many definitions and practices and also a buzzword in the media. In general, corporate social responsibility is the policies and programs of business corporations which tend to benefit society while improving a corporation’s public image and profitability at the same time. The meaning of it is implemented in different countries and companies differently. Warren Buffet said that it takes 20 years to build a reputation and onlyRead MoreCorporate Social Responsibility ( Csr )863 Words   |  4 Pagestechnology in the last century. The term of Corporate Social Responsibility appears more often into public’s concerned and it has become a hot issue in recent years. This essay is going to discuss and provide an overview of corporate social responsibility (CSR) by debate some key issue in this area. 1.2 What is Corporate Social Responsibility? In 1953, Bowen’s Social Responsibility of the Businessman firstly discusses the idea of corporate social responsibility. He states the relationship between societyRead MoreCsr : Corporate Social Responsibility1598 Words   |  7 Pages CSR stands for Corporate Social Responsibility. Corporate Social Responsibility (CSR) is defined by many groups like, Tata steel, Coca Cola, Reliance, Videocon etc. Although they all stand for similar meanings connecting to taking responsibilities of the society as a business individual, its definition has been getting broader from a established point of view, corporate social responsibility is a type of business instruction included in a business demonstration. CSR policy functions as a self-regulatoryRead MoreCorporate Social Responsibility ( Csr )1173 Words   |  5 Pages Corporate Social Responsibility (CSR) is highly important to Millennials. If a company is lacking a CSR plan, now it a good time to start one. Millennials are looking for ways in making a positive impact on the world and are expecting the same from companies. They are looking for companies that contribute to the betterment of communities and the environment. Millennials put great value in supporting such brands, companies and organizations that share these values. Companies without a CSR in placeRead MoreCorporate Social Responsibility ( Csr )1314 Words   |  6 PagesSocial responsibility has become a primal interest to the humankind for the past two decades. In the earlier days, the firms and organizations concentrated only on the financial part of the business and ignored the ethical, social and moral sectors. But in the recent times, the businesses are getting a grip of the significance of the social, ecological and environmental effects on their success. This has resulted in t he emerging interactions between organizations and social segments thus giving riseRead MoreCorporate Social Responsibility : Csr979 Words   |  4 PagesThe notion of Corporate Social Responsibility is a phenomenon globally known for many years. In spite of the fact that CSR has been neglected for quite a long time, nowadays several authors deal with this issue, as revealed by the development of theories in recent years concerning the topic. In spite of the fact that there has been a huge growth of literature it is still impossible to simply define CSR. Many definitions trying to capture the concept of CSR exist, but their content varies (MattenRead MoreCorporate Social Responsibility ( Csr )1370 Words   |  6 Pagesmore attention on the concept of Corporate Social Responsibility (CSR). The core issue is the appropriate responsibility of business. In as much as firms ought to obey the law, but beyond complete compliance with environmental laws, the question is whether firms have extra social responsibilities to commit part of their resources to environmental preservation voluntarily. This memo provides an exploratory investigation of the link between corporate social responsibility and the benefits accruing to a

People Management and Organisation Development Free Essays

string(155) " characteristics of a business or to the communication channels used by employees for responding to the needs of their role \(Cummings and Worley, 2014\)\." Executive Summary The introduction of changes in a business is usually related to resistance at lower or higher level. Such risk can be reduced if appropriate measures are taken in advance. In this study, reference is made to an organisation’s effort to implement a change plan in order to secure the benefits of Organisational Development. We will write a custom essay sample on People Management and Organisation Development or any similar topic only for you Order Now The above effort of the organisation has led to certain benefits. Still, improvements would be made to the plan so that a long term growth is achieved. It should be noted that the business operate in the fast food industry, a sector which is quite competitive. In UK, where the business is based, the strong competition of the industry has been combined with the market pressures. This means that in order to secure their organisational development the businesses of the industry, including the business under review, should focus on all aspects of organisational change. 1.0 Introduction The appearance of failures in the completion of daily organisational tasks usually indicates the need for reviewing the organisational sectors involved. If such initiative is not taken immediately then the deterioration of organisational performance is not avoided. For ensuring that such phenomena are avoided in their environment businesses can act in advance by developing a flexible strategy, i.e. a strategy that allows to managers an early intervention to organisational problems (Pasmore et al., 2013). In this way, chances for severe losses are limited while the exposure of the organisation to further risks is reduced. Organisational development is a framework that helps managers to face problems by implementing appropriate plans of change. In the literature, organisational development has been described as ‘the process of planned change and improvement of organisations through the application of knowledge of the behavioural sciences’ (Griffin and Moorhead, 2009: 504). The practical implications of organisational development are explored in this paper. Reference is made to a business of the UK fast-food industry. The specific business operates in UK for more than 10 years and it is part of a global chain of fast-food restaurants. Due to severe problems in the organisation’s daily operations the implementation of a plan for change was considered as the only solution. The key aim of this effort was to achieve organisational development within the shortest possible period and within an economy budget. Following this practice would allow the business to keep its performance standardized while organisational development would be in progress. The target set was only partially achieved. Losses were minimized but the cost of the strategy was proved much higher than initially estimated. Being an employee of the business during this period I am able to describe the various phases of organisational development, as occurred in the particular business. A series of factors have negatively affected the progress of the strategy. Still, the benefits gained through the implementation of change cannot be ignored. Drawbacks would need a bit longer, than expected, in order to disappear. 2.0 Organisational development in practice – a case study 2.1 Overview of the UK fast food sector The UK fast food sector is a quite powerful one. In fact, the specific sector is characterized by strong competition and the increased control of multinational brands, such as McDonalds and KFC (Ibis World, 2014). Despite the signs of decreased performance in the near past, the particular sector shows signs of long term growth. So far, the businesses of this sector achieve a growth of 2.5% annually (Ibis World 2014, par.2). Local brands seem to have improved their position while new entrants have become common phenomenon. For the future, the perspectives of the sector have been highlighted as significant. Still, concerns have appeared in regard to critical issues that have been related to industry’s products; reference can be made, as an example, to the concerns developed by governmental and non-governmental organisations in UK for the potential threat of the sector’s products for children’s health (Hardwick, 2014). 2.2 Assessment of the strategy implemented In order to evaluate the appropriateness of the strategy of change implemented in the organisation of the case study it is necessary to present primary this strategy’s parts. Then, an assessment can be produced in regard to this strategy taking into consideration the existing literature but also the benefits and drawbacks of the strategy, as appeared almost immediately after the strategy’s implementation. 2.2.1 Key elements of the strategy The strategy implemented in the business under examination had two parts: a) the first part referred to the introduction of changes in the tasks allocated to the staff; changes were introduced in relation to the duties of all employees, including for the restaurant’s supervisor; b) the second part of the strategy included a training program. All employees in the businesses had to participate in a training program of six weeks. The participation in the program was mandatory for employees. In order to avoid resistance the owner of the business has announced that during the program employees would be paid normally, as being in work. In the context of the program each employee had to spend one hour daily in classroom-based lectures. Also, employees were provided with support material, such as notes and lists with resources for further study. Each Friday employees had to pass a test on the week’s material. The results of the test were checked by a HR consultant. Each second Friday, the consultant had a meeting with employees for discussing their progress. At the end of the program employees passed an evaluation test the results of which were announced to the business owner. These results were combined with the employees’ overall performance, as reported daily in the workplace. Emphasis was given to the potential of employees to respond to their new duties and to achieve self-improvement. 2.2.2 Critical assessment of the strategy’s appropriateness According to the literature, organisational development is a complex framework. Indeed, in practice it has been proved that the above framework can refer either to the structural characteristics of a business or to the communication channels used by employees for responding to the needs of their role (Cummings and Worley, 2014). You read "People Management and Organisation Development" in category "Essay examples" The major advantage of OD it its potential to be related ‘either to organisational structure or to organisational processes’ (Cummings and Worley, 2014: 3). Brandford and Burke (2005) also agree that OD is quite wide incorporating practices of different elements depending on the skills/ experiences of the managers involved or on the resources available for the implantation of the relevant strategy. On other hand, Yaeger and Sorensen (2009) have supported that organisational development cannot be achieved just by introducing change. Rather, it is necessary to review organisational strategy carefully and to proceed to radical improvements (Yaeger and Sorensen, 2009). In other words, OD should be based on short-term benefits but rather on the long term organisational growth. A similar approach is used by Anderson (2013). The above researcher explains that OD is not just a series of changes on existing business activities. It is rather a framework for transforming organisational practices. Such benefit can be secured only if organisational culture is also reviewed and updated (Anderson, 2013). The value of OD for the improvement of organisational performance is also highlighted in the study of Rothwell et al. (2009). In the above study particular reference is made to the leader’s role in the successful implementation of OD plans. This view is justified by referring to the fo llowing fact: in case of strong oppositions towards an OD plan the leader is the person that has to assess the crisis appropriately and to take emergent decisions. If the leader fails to respond effectively in any phase of the plan then the chances for the success of the plan are significantly reduced (Rothwell et al., 2009). The potential practices of managers for developing effective strategies are presented in the graph in Figure 1 (Appendices). According to the above, the strategy of change implemented in the business reviewed in this paper cannot be characterized as fully effective. At a first level, the restaurant’s manager has accepted that he had not experience on such plans. Then, when employees started to have concerns on their replacement during their absence for the seminars no clear answer was given to them. No particular program has been developed for arranging the changing of swifts during the training program. Rather, swift arrangements were made daily, in the beginning of the swift and with reference to the other day. In this way, if an employee would not be able to replace a colleague as a result of an unexpected event, then the staff’s left in the restaurant would not be adequate for covering the tasks required. On the other fact, all employees have welcomed the re-distribution of tasks and the arrangement of meetings with the HR consultant. Due to these practices the restaurant’s efforts to promote change have faced minimum resistance from employees. 2.3 Evaluation of how the cooperation of stakeholders has been ensured In the change plan implemented in the business under examination the cooperation of stakeholders has been attempted by using two motives: one monetary and the other non-monetary. Indeed, at a primary level efforts have been made so employees do not feel as suffering losses due to their participation in the OD plan of the organisation. In fact, employees are compensated normally without their participation in the training program to reduce their daily income. Moreover, a non-monetary motive has been used by the employer in order to ensure that employees would not feel as threatened by the change efforts: employees have the chance to discuss with the HR consultant in regard to the changes in their duties but also in regard to their needs and weaknesses as of the tasks assigned to them daily. In this way, the change plan becomes for employees a chance for self-development and not a cause for potential losses. The effectiveness of this approach could be decided by referring to the respon ses of employees to the plan of change but also to their views as of the particular organisational initiative. After the end of the training program a survey was conducted within the business. Employees had to state their view on the OD plan so far and to make suggestions for potential improvements of the plan. The findings of the survey seem to be quite satisfactory: about 73% of employees are convinced for the plan’s necessity while 68% of employees agree that the chosen approaches for promoting change have been appropriate. However, there is also a percentage 32% of employees that would prefer to wait for a particular period of time before developing an opinion for the plan’s effectiveness. The literature developed in this field offers the chance to understand the role of stakeholders in the organisational development but also the need to secure their participation in any organisational change plan. For Grieves (2010) stakeholders would be willing to support the OD of a business only in the following case: that they would be given the chance to share their knowledge/ resources with the organisation. For example, customers would be supportive to an organisation’s effort to improve its services by giving to customers the potential for a feedback (Grieves, 2010). The provision of free Internet within a restaurant so that customers can check the daily menu and state their view on their food on real-time would be another scheme for increasing the customers’ interest towards the business involved. From another point of view, Schabracq (2009) explained that the efforts for securing the stakeholders’ support in a plan of change should be based on criteria of hierarchy: emphasis should be given primarily to the members of the organisation as ‘those who are interested mostly for the organisation’s success’ (Schabracq, 2009: 23). However, Roberts notes that when being in front of a plan of change the employees of a business are likely to react primarily with ‘cynicism and skepticism’ (2014: 58). If checked using the literature mentioned above, the approach of the manager to secure the support of stakeholders can be characterized as successful. However, this view would refer only to a particular category of stakeholders: employees. For other categories, including customers and community valid view could be formulated after a period of time, such as 6 months, and after checking the business performance in practice. For example, if 6 months after the number of customers’ complaints would continue to increase then the alteration of the OD plan of the business would be unavoidable. In other words, the business has emphasized just on its close stakeholders, probably believing that in this way direct benefits could be achieved. For the stakeholders of the business that are outside of the internal organisational environment (Figure 2) the relevant measures would take long to show their benefits, a view that can be considered as partially justified. 3.0 Conclusion The implementation of a change plan in the business under review has been considered as the only way to achieve organisational development (OD). However, the change plan introduced has not been carefully designed. The fact that emphasis has been given to employees can be considered as justified since employees are those directly affected by the organisational performance and those that can mostly prevent the success of such plan (Oswick, 2013). However, the failure of the business to address the needs of other stakeholders can be considered as a major issue (Idris et al., 2014). In addition, signs of improvement of the daily performance of business have appeared but this benefit has been achieved employing higher investment than estimated (Barnard and Stoll, 2010). Of course, the efforts of a business to promote change should not be too dynamic. In this case the chance for the negative responses of the stakeholders is high (Hashim, 2014). In regard to this issue it has been noted tha t the opposition of stakeholders to a change plan is likely to become ‘stronger as the time passes’ (Roberts 2014; 58). For eliminating such risk the managers of GM have preferred to follow Lewin’s plan of change (Figure 3), which highlights the value of slow steps in the implementation of change in each organisation. The manager in the business under examination seemed to have preferred a similar approach. Despite this fact, the alteration of the strategy implemented as certain of its parts would result to the increase of the strategy’s effectiveness. 4.0 Recommendations The strategy of change implemented in the business under review should be improved at the following points: a) customers should be given the chance to evaluate the business performance and to make their recommendations in regard to the progress of change, as applied in the business; for example, a customer-feedback leaflet should be available in the restaurant; b) the website of the restaurant should be appropriately customized so that the following option is available to customers: customers should be given the potential to vote online for the restaurant’s menu, making their choices as their preferences. The results would be evaluated by the firm’s manager on a weekly basis so that drawbacks of the menu are addressed. In other words, customers should be given a more active role in the improvement of organisation’s performance. The specific approach however would require the transformation of the business culture which is more aligned with the interests of its cl osest stakeholders, i.e. its members, a practice that it is not always considered as negative (Schabracq, 2009); c) also, a supervision scheme should be developed for ensuring that the phases of the strategy of change are sufficiently monitored as in all of their elements. This measure would be aligned with the suggestions made by Griffith-Cooper and King (2007) in regard to the importance of control in the organisational change (Figure 4). 5.0 Bibliography Anderson, D., 2013. Organisation Development: The Process of Leading Organisational Change. London: SAGE. Asghar, Z., 2011. New Approach to Strategic Planning: the Impact of Leadership and Culture on Plan Implantation via the three Cs: Cooperation, Collaboration and Coordination. ASBBS Annual Conference: Las Vegas, February 2011, pp.1121-1132. Available at . [Accessed 12 November 2014]. Barnard, M. and Stoll, N., 2010. Organisational Change Management: A rapid literature review. Short Policy Report No 10/01. Bristol Institute of Public Affairs, pp.1-11. Available at . [Accessed 12 November 2014]. Boatright, J.2006. What’s Wrong—and What’s Right— with Stakeholder Management. Journal of Private Enterprise, 21(2), pp.106-131. Boonstra, J., 2008. Dynamics of Organisational Change and Learning. Hoboken: John Wiley Sons. Bradford, D. and Burke, W., 2005. Reinventing Organisation Development: New Approaches to Change in Organisations. Hoboken: John Wiley Sons. Conrad, C. and Poole, M., 2012. Strategic Organisational Communication: In a Global Economy. Hoboken: John Wiley Sons. Cummings, T. and Worley, C., 2014. Organisation Development and Change. Belmont: Cengage Learning. Fairholm, M., 2009. Leadership and Organisational Strategy. The Innovation Journal: The Public Sector Innovation Journal, 14(1), pp.1-16. Freedman, A., 2011. Using Action Learning for Organisation Development and Change. OD Practitioner, 43(2), pp.7-13. Griffin, R. and Moorhead, G., 2009. Organisational Behavior: Managing People and Organisations. 9th ed. Belmont: Cengage Learning. Hashim, M., 2014. Organisational change: case study of GM (General Motors). Journal of Business Administration and Management Sciences Research, 3(1), pp.1-5. Hendrickson, S. and Gray, E., 2012. Legitimizing Resistance to Organisational Change: A Social Work Social Justice Perspective. International Journal of Humanities and Social Science, 2(5), pp.50-59. Griffith-Cooper, B. and King, K., 2007. The partnership between project management and organisational change: integrating change management with change leadership. Performance Improvement, 46(1), pp.14-20. Idris, K., Adekalu, S. and Genty, K., 2014. Organisation Development and Strategic Intervention for Enterprise Sustainability: Empirical Evidence from Nigeria. British Journal of Arts and Social Sciences, 16(11), pp.156-171. Kaplan, R. and Norton, D., 2001. Building a Strategy – Focused Organisation. Ivey Business Journal, May/June 2001. Available at [Accessed 12 November 2014]. Kotter, J. and Schlesinger, L., 2008. Choosing Strategies for Change. Harvard Business Review, July/ August 2008, pp.1-10. Lunenburg, F., 2010. Organisational Development: Implementing Planned Change. International Journal of Management, Business and Administration, 13(1), pp.1-9. Oswick, C., 2013. Reflections: OD or Not OD that is the Question! A Constructivist’s Thoughts on the Changing Nature of Change. Journal of Change Management, 13(4), pp.371-381. Maimunah, I., 2009. Corporate Social Responsibility and its role in community development: An international perspective. The Journal of International Social Research, 2(9), pp.200-209. Nordin, E., 2014. Communicating Organisational Change: Strategies for Communicating Change. The Clute Institute. International Academic Conference, San Antonio, Texas, USA, pp.135-145. Available at . [Accessed 12 November 2014]. Pasmore, W., Woodman, R., Noumair, D. and Shani, A., 2013. Research in Organisational Change and Development. Bingley: Emerald Group Publishing. Roberts, G., 2014. Servant Leader Human Resource Management: A Moral and Spiritual Perspective. New York: Palgrave Macmillan. Rothwell, W., Stavros, J., Sullivan, R. and Sullivan, A., 2009. Practicing Organisation Development: A Guide for Leading Change. 3rd ed. Hoboken: John Wiley Sons. Samson, D. and Bevington, T., 2012. Implementing Strategic Change: Managing Processes and Interfaces to Develop a Highly Productive Organisation. London: Kogan Publishers. Schabracq, M., 2009. Changing Organisational Culture: The Change Agent’s Guidebook. Hoboken: John Wiley and Sons. Wu, M., 2012. Managing Stakeholders: An Integrative Perspective on the Source of Competitive Advantage. Asian Social Science, 8(10), pp.160-172. Yaeger, T. and Sorensen, P., 2009. Strategic Organisation Development: Managing Change for Success. Charlotte: IAP Publishing. Yilmaz, B. and Gunel, O., 2009. The Importance of Strategic Stakeholder Management in Tourism Sector: Research on Probable Applications. TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM, 4(1), pp.97-108. How to cite People Management and Organisation Development, Essay examples

Tanglewood Case Study 2 Essay Example For Students

Tanglewood Case Study 2 Essay Tanglewood Case 2 Table 1. 1 Markov Analysis Information Transition probability matrix Current Year Previous year: ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit ( 1 ) Store associate 0. 43 0. 06 0. 00 0. 00 0. 00 0. 51 ( 2 ) Shift leader 0. 00 0. 54 0. 16 0. 00 0. 00 0. 30 ( 3 ) Department manager 0. 00 0. 00 0. 64 0. 06 0. 00 0. 30 ( 4 ) Assistant store manager 0. 00 0. 00 0. 06 0. 52 0. 08 0. 34 ( 5 ) Store manager 0. 00 0. 00 0. 00 0. 00 0. 66 0. 34 Forecast of availabilities Next Year (projected) 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit Previous year: Current Workforce ____ ( 1 ) Store associate 8,500 3655 510 0 0 0 4335 ( 2 ) Shift leader 1,200 0 648 192 0 0 360 ( 3 ) Department manager 850 0 0 544 51 0 255 ( 4 ) Assistant store manager 150 0 0 9 78 12 51 ( 5 ) Store manager 50 0 0 0 0 33 17 Gap analysis Next Year (projected) ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Year end total 3655 1158 745 129 45 (column sum) External hires needed 4845 42 105 21 5 (current workforce-total) Environmental Scan Upon performing an environmental scan, we have determined that Tanglewood might have problems filling their vacancies in the future for a variety of reasons. According to the scan, there are available candidates who are ready to fill managerial positions. However, our hiring policies at Tanglewood require employees to start out as store associates and work their way up in the organization if they choose to do so and if the store needs these positions filled. We also strive to hire an exceptional workforce. We will write a custom essay on Tanglewood Case Study 2 specifically for you for only $16.38 $13.9/page Order now One way we may want to go about hiring an exceptional workforce may be to hire motivated, intelligence college graduates. However, according to the environmental scan, we have found that recent college graduates do not necessarily want to start at the bottom of an organization as a store associate in order to work their way up to a higher position. Additionally, the retail industry holds a negative (and partially accurate) image of providing low pay, requiring long hours, and of their being frequent conflicts with lower-level employees. A Prelimiary Statement of the Action Plan for Hiring for Washington Next Year According to the forecast of labor requirements found in Table 1. 1, next year we will need 4,845 store associates, 42 shift leaders, 105 department managers, 21 assistant managers, and 5 store managers. As a result of both these figures and our hiring policy of hiring internally and thus starting every employee at the lowest position, we will need to hire a large amount of store associates. We will keep most of them at the associate position and promote some of the more experienced associates into the managerial positions. We also must keep in mind our other hiring policies of developing talent and having exceptional workforce quality. In order to fulfill all of our hiring practices, we propose the following plan. We will hire at least 4,845 store associates to meet our projected needs for the next year. We will do this by attempting to dispel negative perceptions of retail store employment by providing higher pay and store discounts as well as offering flextime. We will also strive to have and to build exceptional workforce quality in a number of ways. We will work to improve job satisfaction by providing employees with task variety. We will allow store associates to work in different departments and to do different things from working the cash registers to designing and assembling in-store displays. We will also encourage teamwork by having contests between store departments and have parties to celebrate everyone’s hard work and to honor the winning team. Tanglewood’s comment system will also be stressed to show that although store associates are the lowest level position at Tanglewood, these people are one of the company’s most important assets and that their comments and suggestions are encouraged. We must keep in mind that associates are often the face of the company because they directly interact with customers. We must show them how important they are to Tanglewood. We may want to focus much of our efforts to recruiting high school students for these store associate positions. .u910751157e774034be254a17cf15eff8 , .u910751157e774034be254a17cf15eff8 .postImageUrl , .u910751157e774034be254a17cf15eff8 .centered-text-area { min-height: 80px; position: relative; } .u910751157e774034be254a17cf15eff8 , .u910751157e774034be254a17cf15eff8:hover , .u910751157e774034be254a17cf15eff8:visited , .u910751157e774034be254a17cf15eff8:active { border:0!important; } .u910751157e774034be254a17cf15eff8 .clearfix:after { content: ""; display: table; clear: both; } .u910751157e774034be254a17cf15eff8 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u910751157e774034be254a17cf15eff8:active , .u910751157e774034be254a17cf15eff8:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u910751157e774034be254a17cf15eff8 .centered-text-area { width: 100%; position: relative ; } .u910751157e774034be254a17cf15eff8 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u910751157e774034be254a17cf15eff8 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u910751157e774034be254a17cf15eff8 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u910751157e774034be254a17cf15eff8:hover .ctaButton { background-color: #34495E!important; } .u910751157e774034be254a17cf15eff8 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u910751157e774034be254a17cf15eff8 .u910751157e774034be254a17cf15eff8-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u910751157e774034be254a17cf15eff8:after { content: ""; display: block; clear: both; } READ: Illustrations and Interpretations EssayEach store needs to have a large number of store associates and not very many managers. As a result, we do not want all of our associates to have a desire to move up into managerial positions. High school students may be the perfect match for this role because these candidates may just be looking for a part-time job to have in order to make some extra spending money and to gain some work experience. They may not want to have all the responsibility of a manager and they cannot work all of the hours required of a manager because they must go to school. We will also work toward developing talent and hiring internally. For employees, such as recent college graduates, who have expressed a desire to attain managerial positions, we will allow them to enter a management trainee program. This program will follow our policies of having everyone start at the bottom, but it will allow participants to move up quickly in the organization provided they learn what is necessary to hold these positions. Workers in this program will be paired up with exceptional workers so they can learn the culture and operations of Tanglewood quickly.