The theory behind a community of practice was first introduced by Jean Lave and Etienne Wenger (1991). Firstly described within their novel Situated Learning: Legitimate Peripheral Participation (1992)‚ yet their theory was not noticeably defined until Penelope Eckert (2006) gave this theory the title community of practice. Eckert defines a community of practice as “a collection of people who engage in an ongoing basis in some common endeavor” (Eckert‚ 2006) which is exactly what we see within the
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Theories gave organizations a framework for knowledge and a guide to achieving their goals. The Industrial Revolution prompted the need for better supervision of workers to boost productivity within the automobile‚ steel‚ and coal industries. It is because of this need that the various theories of management began to take shape. The classical management theory‚ which came about during the Industrial Revolution‚ focused on the single best way to perform and manage tasks. This enabled factories
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enterprise and look upon management as a career. The nature of management as a science‚ as art and as a profession is discussed below : Management as a Science : Development of management as a science is of recent origin‚ even though its practice is ages old. Fredrick W. Taylor was the first manager-theorist who made significant contributions to the development of management as a science. He used the scientific methods of analysis‚ observation and experimentation in the management of production function
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learning objectives. Teachers carry out assessment for a multitude of reasons. Data is required by managers and the institution for which they work‚ and ultimately can affect funding levels. Students themselves often desire a grade to understand how they are progressing in class compared to their peers. For many it is motivational‚ although for some this can have the opposite effect. This is why detailed and structured feedback is so important‚ as it can be motivational and celebrate achievements
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where the four popular management contingency variables of organisational size‚ routineness of task technology‚ environmental uncertainty and individual differences are reflected in the work of the manager that was interviewed. Using classical theories of Fayol‚ Mintzberg and Katz along practical examples from the managers’ day-to-day routine‚ this essay sets out to explain how these theories and functions impact upon how the manager applies the situational approach to management using the contemporary
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Organizational Theory & Practice Introduction Previously people were less interested in an organizational culture. Cultural perspectives were not really important. When it comes to cultural change‚ leaders used to take an action at the end‚ at the time where company was facing bankruptcy‚ and they were not succeeded. Unlike now‚ culture is significantly important aspect in an organization. It shapes how people think and behave. Once an employee gets hired‚ firstly he or she tries to identify existing
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Motivation theories and practices remain as one of the most difficult subject to understand. In order to fully comprehend this topic‚ one must go through several disciplines and enormous research. This is especially crucial in the workplace. There is no methodology that is more efficient in increasing productivity than using motivation. Despite the importance of practicing motivation theories‚ it is still an area that very few have ventured in. One of the many reasons behind the reluctances of managers
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THE ROLE SYSTEM APPROACH THEORY IN THE MODERN WORK ORGANIZATION The systems approach views organization as a system composed of interconnected - and thus mutually dependent - sub-systems. These sub-systems can have their own sub-sub-systems. A system can be perceived as composed of some components‚ functions and processes (Albrecht‚ 1983). Thus‚ the organization consists of the following three basic elements (Bakke‚ 1959): (i) Components There are five basic‚ interdependent parts of the organizing
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Planning Management Principles 1. Planning in Management Planning is deciding in advance what to do and how to do. It is one of the basic managerial functions. Before doing something‚ the manager must formulate an idea of how to work on a particular task. Thus‚ planning is closely connected with creativity and innovation. It involves setting objectives and developing appropriate courses of action to achieve these objectives. 2. Planning Definition "Planning bridges the gap from where
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Element A1 : Principles of health and safety management Learning outcomes On completion of this element‚ candidates should be able to: • explain the moral‚ legal and economic reasons for a health and safety management system; • discuss the principles of an effective health and safety management system with reference to appropriate examples; • outline the requirements‚ role‚ structure (implementation and monitoring) of an effective health and safety policy; • outline the role
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