Unit 3: Organisations and Behaviour Assignment 1 An organisation is defined as a clearly bounded group (or groups) of people interacting together to achieve a particular goal in a formally structured and co-coordinated way. A hierarchy organisation is when employees are ranked at various levels within the organisation‚ each level is one above the other. A tall hierarchical organisation has many levels and a flat hierarchical organisation will only have a few. Flat Hierarchy http://limkokwingmba
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Learning outcomes Explore organizational structure and culture Examine different approaches to management and leadership and theories of organization Examine the relationship between motivational theories Demonstrate an understanding of working with others‚ teamwork‚ groups and group dynamics Assessment criteria 1.1 Compare and contrast different organisational structures and culture 1.2 Analyse the relationship between an organisations structure and culture and the effects on business performance
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Organizational effectiveness Organizational effectiveness is critical to success in any economy. In order to achieve increased and sustainable business results‚ organizations need to execute strategy and engage employees. However‚ our research indicates that most organizations are struggling to get it right. FREDERICK TAYLOR: EFFECTIVENESS WAS DETERMINED BY FACTORS SUCH AS PRODUCTION MAXIMIZATION‚ COST MINIMALIZATION‚ TECHNOLOGICAL EXCELLENCE‚ Etc HENRI FAYOL: EFFECTIVENESS IS A FUNCTION
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Organizational Structure Recruitment and selection process HR Planning SLT regional branches inform available vacancies to the head office. Each department decides number of employees to be recruited. Inform vacancy requirements to recruitment section Plan deadlines. Create strategic plan for the recruitment. Decide recruitment type. Decide whether to recruit through direct SLT or SLT human capital solutions. If an employee is recruited by SLT‚ the HR section of SLT is responsible for all HR related
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....Page 3 1.1. Organisational culture and structure......................................................Page 3 Flat Structure.................................................................................................Page 3 Tall Structure.................................................................................................Page 4 Organizational Culture...................................................................................Page 7 The Power Culture.................
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Human Resources or Learning and Development Practitioner Level 4 1 Credit value 4 Unit code 4DEP Unit review date Sept. 2011 Purpose and aim of unit The CIPD has developed a map of the HR profession (HRPM) that describes the knowledge‚ skills and behaviours required by human resources (HR) and learning and development (L&D) professionals. This unit is designed to enable the learner to develop a sound understanding of the knowledge‚ skills and behaviour required of a professional
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THREE: REFREEZING 11 3.4 REDUCING RESISTANCE TO CHANGE 11 3.4.1 Ways to reduce employee resistance to change 12 3.4.2 Reasons for resistance to change : Individual level 13 3.4.3 Reasons for resistance to change: Organisational level 14 3.4.4 How can Nissan S.A. manage resistance to change 16 4 CONCLUSION 18 5 REFERENCES 19 6 SELF ASSESSMENT QUESTIONS 21 1 INTRODUCTION 1 THE NEED FOR ORGANISATIONS TO CHANGE Organisations
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2013 Feng Shui Tips for the Chinese Zodiac Sign of Rat The Rat Zodiac Sign in 2013 Is your birth year represented by the Rat symbol in Chinese astrology? Are you curious about what’s in store for you in 2013? Let’s have a quick look at how feng shui can improve your overall luck in the year of the Water Snake. Be sure your zodiac sign is actually a Rat‚ as Chinese New Year starts on a different day each year (and never on January 1). It is also helpful to know your birth feng shui element
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CAN HR THEORY MAKE A DIFFERENCE TO ORGANISATIONAL EFFECTIVENESS? JUNE 2008 Contents Page Introduction 3 HR Theory in Context 1.1 An Evolutionary Overview 4 1.2 Contemporary HRM 6 1.3 HR Policies
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similarities between different organisational structures and the differences between them. (Comparing and contrasting organisational structures). Discuss the similarities between different organisational cultures and the differences between them. (Comparing and contrasting organisational cultures). Give examples‚ wherever necessary‚ to clarify your answers. 1.2 Demonstrate your understanding as to why it is necessary that the structure of an organisation and its culture should complement each other
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