change External drivers faced by Courthouse Hotel include but does not limit to‚ ‘Globalisation’‚ ‘Social Trend‚ and ‘Industry-Level Shifts’. Facing new competitions and threats from well-know national and international chain hotels‚ it has created a huge impact on the business of Courthouse Hotel. The inability to keep up with the social trend in terms of lifestyle‚ consumer’s ‘taste’ and demand‚ will definitely affect any business in the hotel industry. Judging from Courthouse Hotel’s scenario‚ with
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ORGANISATIONAL CULTURE -SWATI SISODIA swati.sisodia@nmims.edu What is Organisational Culture • The basic paTTern of shared values and assumpTions governing The way employees wiThin as organisaTion Think abouT and acT on problems and opporTuniTies A system of meaning shared by the organization’s members Cultural values are collective beliefs‚ assumptions‚ and feelings about what things are good‚ normal‚ rational‚ valuable‚ etc. Aspects of culture Values Symbols Customs Language
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Organisational structure: According to the McKinsey 7s model analysis‚ MEPA’s organisational structure is a very traditional one. We have a hierarchy with a CEO at the top of the reporting structure and different layers of managers supervising employees below him. My organisation has a clear reporting structure. The higher a person is in this structure‚ the more authority‚ he or she has‚ but also more responsibilities. With such a hierarchical structure clear lines of communication are enforced
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People argue that globalisation increases demand for natural resources that are integral to the ecological systems that sustain life on the planet…Glob creates incentives for excessive use of resources and disregard for their true ecological value‚ resulting in problems like increased greenhouse emissions and deforestation. The process undermines traditional values and attitudes that have helped preserve the natural environment throughout history‚ and propagates an increasingly consumerist culture
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Marxism and Functionalism can be described as ’modernist’ theories in society that first emerged in western Europe from about the late 18th century following the industrial revolution and the mass industrialisation of the western world. The ability to mass produce following Fordism and the start of a global market. Postmoderists - Whoms name dervives from a style of arcutecture that used a combination of both old and modern materials in order to achieve the best result. Believe that society is comprised
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ORGANISATIONAL BEHAVIOUR UNIT- 5 1.Meaning of Organisational culture? The individual personality and its impact on behaviour. Just as individual have personalities. So too do organizations. The organizational personalities are called organizational culture. 2.Define organizational culture? Turnstall defines organizational culture as‚ “A general constellation of beliefs‚ morals‚ value systems‚ behaviour norms‚ and ways of doing business that are unique to each
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Although in the aspect of mergers and acquisitions‚ organisational culture has various definition and encirclement (Riad‚ 2007)‚ from recently introduced emotional intelligence (Harrison-Walker‚ 2008) to theoretical definitions (Schraeder & Self‚ 2003)‚ and also there are some debates about the direction of its effects on M&A (Stahl & Voigt‚ 2008)‚ but its influences on M&A are undeniable. (Stinchcomb & Ordaz‚ 2007) The most important effects of organisational culture on M&A could be summarised as goal and
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more economic definition‚ the term "Globalisation" describes the increased mobility of goods‚ services‚ labour‚ technology and capital throughout the world. The advantages and disadvantages of globalisation have been debated and studied heavily in recent years. Some economists of globalisation say that it helps developing nations "catch up" to industrialized nations much faster through increased employment and technological advances. Critics of globalisation say that it weakens national sovereignty
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frequent organizational changes are first investigated. By going through the effectiveness of adopting specific activities and leadership style in communicating changes‚ we seek to understand employees’ reaction to frequent process changes‚ and how it affects their work performance and attitude towards the organization. This will allow us to understand if employees learn and get better at change‚ or does change does irreparable damages. Pros and cons of frequent organizational changes When frequent
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the view that mechanistic and bureaucratic organisations will probably struggle to encourage organisational learning. The structure and learning perspectives of organisational analysis will be used as academic lenses to view and propel this discussion. Relevant theories will be applied to analyse my own organisational experiences (direct and indirect). Examples derived from case studies of organisational situations will be looked at so as to make the discussion more cohesive. To begin with definitions
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