Complexity Theory Dominates The Narrative In Strategy Today Essay

Complexity Theory Dominates The Narrative In Strategy Today - Essay Example Thus, it is clear that organisations cannot carry on with preset strategies, and instead has to keep tab of all the happenings in its external environment and accordingly come up with strategies and reorient its organizational processes. This form of strategic management, where the organisation will keep on initiating new strategies according to its external environment, only comes under the Complexity theory. This theory views organisation mainly as part of a collection of structures, in which the organization could share some or maximum properties with other composite and adaptive environmental systems or structures. As the organisations share properties with these environmental systems, they will be able to adapt to that environment, reorient its strategies accordingly and emerge successful. So, this paper will critically discuss the strategic management view that Complexity theory dominates the narrative in strategy today, by first providing the background of the Complexity theor y. Then, the paper will analyse with case examples how the theory is practiced in an organization and how the strategist or leader or manager will play a role in that practice. The paper will also provide counter perspectives, before drawing to a conclusion. When the Complexity theory is viewed from an overall perspective, or when one focuses on the science of complexity, it emerges that it is the study of an evolving and adapting order in an otherwise orderly systems. That is, certain action is carried out, or naturally carries out in a specific order, without changing of set patterns, for example, flocking and large scale migration of birds. However, even that set pattern have to be changed according to the constantly changing environment. So, the key is, the actions has to be operated at the vicinity of ‘edge’, without deeply getting involved in preset practices. That is, one has to be fully prepared for any changes that might occur in their action path, and so they should operate in that path of ‘prepared’ or ‘ready to adapt’ state. According to McElory (2000), the systems that operate in the vicinity of the edge or even chaos mainly exhibits strong bursts of creativity, thereby coming up with i nnovative behaviours and new patterns. These new patterns which enhances the ability of a system to â€Å"adapt successfully to its environment are stabilized and repeated† while those that performs below expectations and leads to failures â€Å"are rejected in favor of radically new ones, almost as if a cosmic game of trial-and-error were being played.† (McElory 2000, p.196). Many concepts of the Complexity theory got originated and were researched at the Sante Fe Institute, located in New Mexico, USA. The institute was found in 1984 by George A. Cowan as an independent research centre, where scientists from different disciplines including maths, physics, biology, information technology, psychology, physiology, etc, etc with their computing expertise, conducted â€Å"interdisciplinary work on the behaviour of complex adaptive systems†, coming up with various postulations of the Complexity theory. (Rosenhead 2008). The basic concept that resulted from this resea rch under the Complexity theory is that, any collection of components as well as systems will evolve as well as organize itself, on the basis of changes in its external environment. The application of this concept in the field of business started

Critically evaluate the claim that culture is best understood as a system of symbolic classification Essay Example for Free

Critically evaluate the claim that culture is best understood as a system of symbolic classification Essay Introduction                      This essay will focus on evaluating the claim that culture is perfectly understood as a symbolic classification system. Culture can be defined as cumulative deposit of beliefs, attitudes, knowledge, values, experience, roles, meanings, spatial relations, hierarchies, notions of time, possessions and material objects obtained by a group of individuals in the course of the generations through group and individual thriving. Culture involves patterns implicit and explicit, for and of behavior obtained and conveyed through symbols, representing the unique achievement of the human groups, comprising of their personifications in artifacts; the fundamental core of culture include the traditional ideas and particularly their emotionally involved values; culture systems on the other hand may be deemed as products of action. A symbol refers to any object, usually material, meant to stand for another, even though there is no significant relationship. Typically culture is founded on a shared set of meanings and symbols. Symbolic culture allows human communication and therefore must be taught. The symbolic culture is more adaptable and malleable than biological evolution. Humans subconsciously and consciously, strive always in making logic of their surrounding world. Some symbols like objects, words, gestures and signs assist individuals in understanding the world. Usually symbols offer clues in understanding the experiences. They usually express familiar meanings which are shared by the societies. Uniform and badge held by police officers represent symbols of law or authority enforcement. When an officer is seen wearing a uniform or in a squad car enhances reassurance in man citizens, and anger, fear, or annoyance among others (Browne et al, 1990, p38-p42). The world has countless symbols. Company logos, traffic signs and sports uniforms are some of the symbols. A gold sign in some cultures symbolizes marriage. There are some symbols which are very functional; for example, stop signs offers valuable instruction. They belong to the material culture since they are physical objects, however they function like symbols, in addition they pass on nonmaterial cultural meanings. Some of the symbols are only helpful in what they signify. Gold medals, trophies and blue ribbons, for instance, provide no other function other than representing the accomplishments. However numerous objects have both nonmaterial and material symbolic value. Symbols are usually taken for granted easily. Few individuals challenge or even consider sticking the figure signs on the public bathrooms’ doors. However those figures signs are more than being mere symbols which informs women and men which bathrooms they are supposed to use. Also they uphold the value, in U SA, that restrooms ought to be gender exclusive. Even if stalls are comparatively private, most places do not offer bathrooms that are unisex (Hoijer, 1954, p. 14). Symbols frequently get recognized when used out of context. Symbols express strong messages and are used unconventionally. Even destruction of symbols is perceived to be symbolic. Effigies signifying public figures are beaten so as to express anger at particular leaders. Crowds in 1989 tore down Berlin wall a symbols which decades-old of the division between West and East, capitalism and communism. While diverse cultures have different systems of symbols however language is common to all. Language refers to a symbolic system by which individuals’ converse and through which the culture is spread. Various languages include a system of symbols utilized for written communication, whereas others rely on nonverbal actions and spoken communication. Societies regularly share one language, and a lot of languages have the same fundamental components. An alphabet refers to a written system which is made of symbolic shapes which refer to sound which is spoken. These symbols taken together , express definite meanings. English alphabet employs a mixture of 26 letters in order to create words; where these 26 letters create over 600,000 English words which are recognized (Smith, 2001, p. 46). Case study 1                      Additionally, through using language, individuals’ converse without using words. The communication which is nonverbal is symbolic, and, similar to the case of language, a lot of it is learned by the individual’s culture. Various signals are almost universal: crying regularly represents sadness and smiles frequently signify joy. Additional nonverbal symbols differ across the cultural backgrounds in their meaning. For instance, a thumbs-up symbol in the United States shows positive support, while in Australia and Russia, it signifies an offensive curse. Various gestures differ in meaning depending with the individual and the situation. A symbol of waving the hand can represent numerous things, considering for whom it is done and how it’s done. It may signify â€Å"no thank you,† â€Å"hello,† or â€Å"I’m royalty,† or â€Å"goodbye.† Winks express a range of messages, comprising of â€Å"Iâ€⠄¢m only kidding,† or â€Å"I’m attracted to you,† Or â€Å"We have a secret.† From a distance, an individual can comprehend the emotional idea of two individuals in conversation just through examining their facial expressions and body language. Folded arms and Furrowed brows signify a serious topic, perhaps a disagreement. Smiles, with arms open and heads lifted, imply a cheerful, friendly conversation (Durkheim, 2003, p. 41). Case study two                      Even though language is possibly the most apparent system of symbols that used in communication, numerous things we do express a symbolic meaning. For instance, of the way individuals dress and what it signifies to other individuals. The manner in which a person dress symbolically communicates to other people if that individual care about academics or if he or she is a fan of their schools football group, or it might converse that the individual is a fan of punk music or has adopted an anarchist philosophy. In various urban settings, the symbolic meaning of individuals clothes can signify gang connection. Other gang associates use these symbolic sartorial signs to identify allies or enemies. Anthropologists argues that, through their evolution course, individuals evolved a universal individual capacity to categorize experiences, as well as encoding and communicating them symbolically, like with language which is written. Due to the fact that symboli c systems were learned as well as being taught, they started developing independently of the biological evolution. Since this capacity for social learning and symbolic thinking is a human evolution product confuses older arguments regarding nurture versus nature. This view of culture shows that individuals who live away from each other begin develops distinct cultures. Basics of different cultures, but, can spread easily from one group of individuals to another. Belief that culture is coded symbolically and can, consequently, can be taught from one individual to another, meaning that cultures can change even if they are bounded. Culture is dynamic can be learned and taught, which makes it a rapid adaption form potentially to variations in the physical conditions. Anthropologists usually view culture both as supplement and product of the biological evolution; culture can be perceived as the core means of human version to the world which is natural (Middleton, 2002, p.16). The above view of culture as symbolic system with the adaptive functions varying from one place to another, made the anthropologists to conceive of various cultures as described through different structures or patterns of continuing conventional meaning sets. These meanings took solid form in diversity of artifacts like rituals and myths, tools, well as the planning of villages and the design of housing. Anthropologists differentiate between symbolic culture and material culture, not only since each signifies distinct types of human activity, however also because they comprise of different forms of data that necessitate dissimilar methodologies to study. The culture sociology relates to culture since it is evident in the society: the ways of acting, the ways of thinking and the material objects that collectively shape the individual’s way of life. In regard to Max Weber, the symbols are very essential features of culture: individuals employ symbols to convey their spirituality as well as the spiritual side of actual events, and perfect interests are obtained from the symbols (Smith, 2001, p.21-24). In accordance with the sociologists, symbols composes one of the five essential basics of culture, the others being norms, values, language and beliefs. Symbolic anthropology perceives culture as independent system of meaning decoded through interpreting the key rituals and symbols (Werness, 2000, p.37). In conclusion, it is evident that culture is as set of symbolic classifications, referred to as a group of symbols which can prearranged into a paradigmatic set, frequently hierarchical. These systems of classifications show a world view or tribal order. Languages are constituted of the systems of classifications like grammars. Grammars classify number, person and time. Cultures consist of unconscious classifications which include relatives, plants, colors and animals. References Browne, R. B., Fishwick, M. W., Browne, K. O. (1990). Dominant symbols in popular culture. Bowling Green, Ohio: Bowling Green State University Popular Press. Durkheim, E. (2003). Emile Durkheim sociologist of modernity. Malden, MA: Blackwell Pub..Hoijer, H. (1954). Language in culture: conference on the interrelations of language and other aspects of culture. Chicago: University of Chicago Press. Middleton, J. (2002). Culture. Oxford, U.K.: Capstone Pub..Smith, P. (2001). Cultural theory: cn introduction. Malden, Mass.: Blackwell :. Werness, H. B. (2000). The Continuum encyclopedia of native art: worldview, symbolism, and culture in Africa, Oceania, and native North America. New York: Continuum. Source document

Talent Management At Standard Chartered Bank Display SHRM

Talent Management At Standard Chartered Bank Display SHRM By focusing heavily on its talent management program it can be clearly be seen that Standard Chartered Bank (SCB) is making the practice of SHRM as one of its key priorities. As can be seen from the article, the way SCB adopts its appraisal methodology is of a very strategic angle. By making it a global standard to conduct face-to-face performance appraisals every 6 months goes to show that SCB is reviewing its own performance management objectives to make sure that those objectives stay relevant and achievable, and that is a feature of SHRM. Being sensitive to different cultures by employing different appraisal methods also shows that SCB understands the importance of managers and staff identifying and dealing with real, actual problems in a way that is most familiar and effective to them. That is also another facet of SHRM as through such means, SCB is able to monitor its own competitiveness in the market. Through appraisals, SCB also classifies their employees into 5 categories ranging from high-potentials, to critical resources, then to core contributors, followed by underachievers and finally, underperformers. By doing so they are able to identify areas in which they are lacking and act upon it. Interestingly, as Geraldine Haley explains the classifications, it can be seen that SCB is already identifying the likely flow of talent in the bank and are taking actions to manage the flow. For example, when classifying certain employees as underperformers, Haley goes on to mention that this group of people do not fit the job requirements and they should be transferred to another role or be managed out. Clearly, whether the bank decides to place this group of employees in another role (which fits the idea of SHRM because by placing people where they perform best clearly benefits any company), or by managing them out (thereby reducing unnecessary manpower costs or replacement with a more pr oductive candidate), the intent behind both actions is clearly strategic in nature. The employee classification also allows the bank to understand the their potential and manpower mix which is critical because, the HR department would be able to plan in advance for staff mobility or develop different programs to help develop potential of their talents to another level. So far we are able to see that SCB does indeed view its employees as a strategic key asset in churning out profits for the bank. Yet another SHRM feature being displayed is the secrecy of employee classifications. As mentioned in the article, SCBs stance is that while they do not want certain employees to feel de-motivated and others to boast about their own performances, the whole point of the classification system is to inform managers that there might be actions required on their part to improve the situation. It is true that in SHRM, managers should not cause their staff to feel like they are being constantly monitored for poor performance because this will affect the staffs willingness to contribute towards the company. Again, either way, we see that the actions taken are closely linked to helping the organisation achieve its strategic corporate objectives. The classification system is also being used a guide for regional offices to strategically benchmark against one another to see where they stand. Ever since SCB has been experiencing a high staff turnover rate among newly recruited employees, a solution in the form of a global induction program named Right Start was implemented to curb this problem and they successfully brought down the rate of employees leaving by 5% (http://www.standardchartered.com/annual-report-07/en/business_review/people.html, 2008). SCB has also gone on to groom talents into leaders by means of providing coaching and self-help tools through various medias such as podcasts, videos and workshops. Another key concept is to allow talents to play to their strengths rather than on focusing on managing their weakness. As Hayley explains the strategic rationale on focusing on coaching talents with global roles in the bank, it is because a small 5% improvement from these top managers is enough to cause a huge positive impact on the banks earnings. Under the Best practice view in SHRM, there are 18 Key practices of which SCB can safely said to have achieved at least 50% or more: Realistic job previews; Use of psychometric tests for selection; Well-developed induction training; Provision of extensive training for experienced employees; Regular appraisal; Regular feedback on performance from many sources; Individual performance-related pay; Profit-related bonuses; Flexible job descriptions; Multi-skilling; Presence of work-improvement teams; Presence of problem solving groups; Information provided on firms business plan; Information provided on the firms performance targets; No compulsory redundancies; Avoidance of voluntary redundancies; Commitment to single status; Harmonised holiday entitlement (Source: University of Sunderland). It can be concluded that SCB is investing so much resources towards its human talent management program simply because it views it employees as human capital for the organisation and understands the wisdom in developing and managing its employees in close relation to the values and objectives of the company so that an effective workforce can be grown, and groomed to achieve the strategic objectives of the bank. Word count (865) 1.2 Comment on the relevance of this approach in the light of the recent banking crisis? Answer: The banking crisis of 2008 was largely due to the fall of banking giant, Lehman Brothers (LB). If LB had adopted SCBs view of employees as human capital in the organisation, it could have at least minimised the loss to a certain extent. For one, discussions between employers and staff would have been more open and problem issues could have been brought up and identified at an earlier stage. Inefficiencies in the organisation would have been uncovered if there were a global compilation of performance like in SCB, where CEOs were able to benchmark their performances against regional offices. In a way, having a certain amount of centralised control through talent management would also enable the monitoring of LB companies globally. It is interesting to note that when a German subsidiary of LB requested that top management in the USA forgo multi-million bonuses as a sign of taking responsibility for poor performance, the request was immediately struck off at the first instance. It seems that top management either did not know or did not bother to care what was going on in its other global offices. Therefore it is important for companies to have a solid leadership and to achieve that, organisations must start to take the first step in acknowledging its employees as key assets towards enabling the company to achieve it strategic goals and objectives. Thereafter that, the companys HR policies should be dawn to include short and long term strategies that are inline with the companys corporate objectives. Companies should also consider which view the company would adopt in relation to SHRM. For example, does the company suit the Best Practice view, Bes Fit view, Best Fit Integration view or Resource based approach? Each has its own strengths and weaknesses but the company has to decide which is the most compatible and allow the company to achieve its goals. Perhaps the culture of a company should also be set as culture can deeply affect a employees willingness to contribute positively to the company. Every organisation aims to communicate its own objectives and goals to its employees so a to align the values and attitudes of the employees towards commitment in performance for the company, and in this respect, having an appropriate culture will greatly enable the employee to settle comfortably into the company and be motivated to perform well. Retaining talent is crucial in a companys route of progress and much effort should be put into talent management where employees will feel like that are an important part of a company that cherishes their contributions and seeks to develop and groom them for further growth in their career. With SHRM as the key basic guiding principle, companys should therefore seek to create a pool of talent that will steer it in the right direction, both in good times and bad. Word Count (473) 1.3 Why is it important to measure the impact of SHRM? What might be included in a evaluation strategy to measure the impact of SHRM in an organization to achieve strategic integration? Answer: It is important to measure the impact of SHRM because, firstly, strategies that are formulated into HR policies are closely linked to the strategic objectives of its organisation. The reason why this is so is because the company understands that attitudes and performances of its employees makes a significant difference towards achieving organisational goals. Therefore when an organisation decides to employ the HR unit as a strategically, resources are being invested to make sure the HR unit contributes towards the attainment of those objectives. In measuring the impact of SHRM in a company, there are 18 Key practices of SHRM might be used to ascertain the degree of SHRM present in the company: Realistic job previews; Use of psychometric tests for selection; Well-developed induction training; Provision of extensive training for experienced employees; Regular appraisal; Regular feedback on performance from many sources; Individual performance-related pay; Profit-related bonuses; Flexible job descriptions; Multi-skilling; Presence of work-improvement teams; Presence of problem solving groups; Information provided on firms business plan; Information provided on the firms performance targets; No compulsory redundancies; Avoidance of voluntary redundancies; Commitment to single status; Harmonised holiday entitlement (Source: University of Sunderland). Other possible measurements could be in the form of appraisals where performance management objectives are being reviewed. Through the appraisals the organisation would be able to know how it is faring against the achievement of its own targets relative to the overall performance of the employees. Word count (287) Section B, Question 4 4. What are the main features of a Performance Management system? In what ways can organizations ensure that such systems fulfil strategically useful outcomes (30 marks) Answer: 4.1 Main Features of a PMS The main features of PMS are: PMS consists of business-led outcomes that may be assessed against definite business objectives; PMS is integrated with interlocking procedures and flows of information; There is a mix of quantitative and qualitative objectives; There is a focus on both system design and manner of implementation. Because PMS are sensitive to process and culture, it is hence flexible; PMS rely on a participative approach by mangers and staff alike, which can align with other organisational processes, for example, employee religions, communications and decision-making processes; Lastly PMS have a distinctive and adaptable quality of being people and systems-oriented (Source: University of Sunderland). There are 6 other features of PMS that links it to the overall business strategy of a company which might also guide organisations in ensuring strategic outcomes are met: Objective setting; Ongoing review of objectives; The development of personal improvement plans linked to training and development; Formal appraisal and feedback; Pay review; A competence-based organisational capability review (Source: University of Sunderland). 4.2 Ensuring PMS Fulfils Strategically Useful Outcomes The best way to ensure that PMS is able to fulfil strategically useful outcomes is for the organisation to be involved in the setting of performance objectives and thereafter measure those objectives. When setting clearly defined performance management objectives organisations can gear the scope and nature of the objectives to reflect the organisations own corporate goals. These performance objectives should also be linked closely to the individual employees as well as the organisations capability resources. When setting objectives, coverage should include competence and skill development, ability in meeting operational targets, and creating a suitable corporate culture. Objectives are generally defined into 3 categories: productivity and output related, job-related and person-related. For productivity and output related objectives, these are a measure of quantifiable output targets like: Cost reduction Achieving sales quota Meeting production volumes. For job related targets, these involve meeting the main objectives of the job laid down in its description according to the specified level of competence: Achieving main responsibilities and accountability. Meeting tasks as described in the job description. Meeting the obligations and service relationships to internal and external customers. For person related objectives, these affect the behavioural outcomes of the person performing his job, such as sharing knowledge an ideas with co-workers. Organisations recognise the importance of linking organisational culture with person-related objectives as it can help to bring about a positive change in the organisations culture. For instance, an organisation that wants to have a culture that is collaborative in nature will set objectives on employees and measure an employees research report on the number of references made to other employees work or the number contributions made by the employees colleagues in the report. This type of objective will change a person behaviourally so that he or she is able to meet the performance objectives. As organisations are beginning to shift away from individualistic performance objectives such financial goals and moving towards objectives which links the workforce to the corporate objectives or wider environment such as quality and effectiveness of business processes, other measurements are being introduced to maximise the potential and skill of the workforce through a commitment-oriented strategy. Thus, organisations have also realised that to engage the wider environment, they have to identify the relationship between the 3 key stakeholders an the organisation: Investors who require return on their investment through dividends; Customers who require quality and service for which they pay; And employees who require a healthy and rewarding working environment that provides job security (Source: University of Sunderland). Now that the inter-relationship has been identified, organisations are better able to communicate expected levels of competence from employees and will also be able to appropriately empower staff to deal with activities as a result of their integration. Lynch and Cross (1995), created a model that shows this relationship (see Figure 4.A). This model also identifies the broad measures and integration of objectives at each individual level. Figure 4.A shows The Performance Pyramid from Lynch RS and Cross (1995) (Source: University of Sunderland) 4.2.1 Appraisal Systems As the link between objectives and organisational resources are important, it must therefore be integrated with appraisal systems. Appraisals do the job of reviewing the performance management objectives, and it traditionally occurs annually between the manager and staff. However, as the need for objectives to stay relevant and achievable all the time, reviews of the objectives are beginning to occur more regularly. Hence it can be said that regular reviews also encourages the building of relationship and the occurrence of coaching through such regular discussions. In the design of appraisal schemes, there are 2 types of orientation schemes that emerge: the control orientation and the developmental orientation. In the control orientation approach, it is always assumed in a negative light that a senior entity in the organisation decides the goals, targets, objectives and rewards for the employees to achieve. This results in employees feeling insecure as they feel that they are being constantly monitored and may lead to a breakdown in commitment. Often, when adjustments are introduced to ease such worries, the appraisal scheme becomes ineffective as manager do not address real issues which may cause a loss in motivation or damage in relations between the manager and employee. Standardised controls are put in place so as to maintain consistency and equal treatment for all, however it sacrifices flexibility in the process. The level of impact is low on performance with the exception of a few existing high performers. Thus, this approach is effective when targets are clear and staff are used to it. The emphasis is not so much on enhancing performance through feedback and motivation but more on t he managements authority over the employees. In the case of the developmental approach, the manager is not in control whereas employees are the ones who take the initiative to address uncertainties in wanting to know how to improve themselves. Employees want to be helped and supported through problems and they learn through failures and success. The strengths in this approach include less resistance between the manger and staff, and being able to handle problems in an open way. Problems can also be dealt with on a more objective basis without souring relationships. Employees are also given high trust in their integrity. However, the weaknesses with this approach include less visible outcomes being produced and the manager has to take on a more consultative or counsellor role that they might not be able to perform well in. 4.2.2 Types of Appraisals There are a few types of appraisals which organisations may choose to adopt including the, self-appraisal, top-down appraisal, peer appraisal and multi-directional appraisal. Top-down appraisals are traditional and feedback is gathered from the staff while objectives come only from the top. The weaknesses of this type of appraisal are that too much emphasis is being placed on traditional organisational hierarchies. Favouritism might also be prevalent and employees might not have full knowledge in structures where managers posses a wide span of control. Self-appraisal methods are hardly used. It gives the employees more ownership and a much higher degree of participation in the appraisal scheme. Managers adopt a more supportive and advisory role where they engage in discussions with the staff on setting of objectives. In the upward appraisal model feedback is given from the bottom to top. Employees are often asked to provide such feedback anonymously. Organisations that use this method recognise the need to provide more effective working systems for employees to work more efficiently. In the peer appraisal model, members of the same team are being asked to appraise one another. There may be sensitivities involved when using this method as members might show favouritism to particular members or dislike towards certain members might be the reason for poor rating given. In contrast to the peer appraisal method, multi-directional appraisals sets up to obtain feedback from the outside of the team and it often also includes gathering feedback externally from customers. Its key strength is its being able to overcome the lack of knowledge from a single appraiser as it gathers feedback from many sources. However its biggest weakness lies in the lack of control over hostile ratings being given. Thus appraisals are also a tool to ensure that performance objectives meet strategically useful outcomes. Word count (1409) Section B, Question 5 5. Why are reward management systems critical to SHRM? How can organizations develop reward systems strategically? (30 marks) Answer: 5.1 Why Reward Management Systems are Critical to SHRM In strategic human resource management (SHRM), strategies that are being implemented into a companys human resource policies are closely connected with a companys main adopted strategy in order for it to aid in achieving company objectives. SHRM does so by means of recruiting, developing, maintaining and retaining an efficient, productive workforce. As employees make up a companys workforce, they should then be regarded as key assets in a company. Reward management systems are therefore critical to SHRM because they are used to reward and compensate employees in manners that impact employees positively for the company. For example, well-developed reward management systems uses rewards to motivate employees to grow and develop their potential, thereby increasing the quality of efforts contributed towards the company. Rewards and compensation systems are also critically used in aligning the culture, objectives and philosophies of the company with efforts of the employees, this allows employees to identify themselves as part of the company and thus strengthen their loyalty and commitment towards the company and its objectives (Sherman et al., 1998). In todays competitive environment where companies compete for talent and expertise, rewards play an important role in both the recruitment of talent and retention of long serving employees who have difficult-to-source tacit knowledge in their field of expertise. Having a flexible reward management system also means that a company is able harness other forms employment, for example, hiring of part-timers with relevant experience to temporarily fill in during short-term projects. 5.2 Developing a Reward System Strategically Rewards systems in companies practicing SHRM must obviously be strategic in nature. According to Lawler (1984), there are nine points to consider when making strategic decisions in developing reward systems in companies. The nine points are termed as follows: Base of rewards. Performance and Incentivisation scope for progression. Market position. Internal versus External comparison. Centralised versus de-centralised reward. Degree of pay hierarchy. Reward Mix. Process issues. Reward systems consequences/integration. 5.2.1 Base of Rewards Salaries can be based on 3 options: The type of job a person undertakes. The persons contribution in the job. The knowledge and skill level people possess within the job. The 1st option is to pay based on the growth and development an individual undertaking a job. This is typically done through internally comparing a particular job with other jobs within the company using a job evaluation which measures the tasks that the job is required to perform. External comparisons could be used, whereby companies compare the wages offered by other companies against their own. Job based rewards are typically found in larger organisations where job and pay equity is predominant; an example would be jobs in the public service sector where job grading is used. The 2nd option is to pay based on the individuals performance within his or her job and is commonly implemented in cases where the jobs are small in number or job scopes that are distinct and pay has to be individual. Performance based pay is used to balance job demands and contributions made in order to motivate the individual to enhance performance. The 3rd option is to pay based on the need to acquire new s kills and knowledge so as to enable organisations to meet the new market challenges. 5.2.2 Performance and Incentivisation scope for progression. This point considers the many types and ways of using incentives, whether as a part of an individuals salary or an additional portion. However, the main dilemma lies in reconciling strategic objectives with the use of suitable incentives to motivate and enhance employee performance and commitment to the company. Companies will have to decide the forms in which incentives will take and how it will be distributed as well as the positive and negative repercussions it might bring to the company or its employees. For example, substituting commission for a fixed bonus payout to sales employees might cause low-performers to be happy, while high-performers might become disgruntled they could have earned more on a commission scheme. 5.2.3 Market Position As labour markets are vulnerable to the economy, market trends and political influences, radical changes may happen anytime within the labour market. For example, if there is a labour shortage in certain industries, organisations would be forced to pay a higher wage to acquire the labour needed. As such, organisations are finding it difficult to sustain an internal sense of fairness that comes from a formal measurement of job equity within internal wage structures. Therefore, reward strategies need to be formulated to answer to such external uncertainties, and also be flexible (if it is not already so) enough to accommodate different wage schemes and levels when required. 5.2.4 Internal versus External comparison As reward systems are key to hiring, retaining and developing employees, it is important for a company to benchmark its reward policies against the external and internal environment. Hence, it is important for companies to understand the logic behind market rates of pay and benefit and to know where and how to collect data required to conduct pay and benefits surveys. These surveys are often conducted so that companies are able to rely on the information to make adjustments to current pay and benefit rates, thus staying competitive in their pay and benefit policies. Companies should also be able to present data in a meaningful manner so that proper analysis can take place. Job evaluaton (JE) is defined as a systematic procress by which relative worth of jobs are determined so as to establish which jobs will be paid more over others in the organisation (Sherman et al., 1998). The key features of JE are: A process which compares the relationships between jobs based on demand placed on employees. A process of judgement made by understanding of job descriptions and roles required to perform the job. A process of analysis after generating point factors from judgements, to enable job ranking. A process of structuring whereby job descriptions are formulated, problem solving, identifying key factors equivalent to job knowledge, and more. Score formulation also takes place to establish ranking, building wage structures and create job-grading systems. The important decisions to make in a JE are the selection of appropriate factors and their levels, as well as how value of factors will be expressed. 5.2.5 Centralised versus de-centralised reward Organisations often have to struggle to decide if reward systems should be managed in a centralised or de-centralised manner. Centralised controlling is tight and usually means a standardised rate of wage increment. This may cause employees to be less motivated and innovative in their contribution which becomes unhealthy for the company, this holds true for employees who belong to a business unit selling a varied number of products and services. In this case, it might be better having a de-centralised control of rewards system and empower managers with discretionary authority to reward employees accordingly, hence boosting morale. 5.2.6 Degree of Pay Hierarchy Pay hierarchies exists in organisations and reward systems are dependent on them to a large extent. Pay hierarchies show the distinct difference in power and often reflect career progression. However, organisations are gradually moving away from such distinct hierarchies in pay systems by formulating wage structures that encourages wage overlap and opportunities for increment. Graded wage structures are commonly used and though not all are exactly the same, they share common features such as: A salary grade allocated to a job based on an individuals contribution, the labour market and the degree of complexity present in a job. Salary bands or grade in which employees belong to and have to gain promotion in order to progress on to a higher salary band. Each band consists of at least minimum entry point, market or mid-point and a maximum point that employees can achieve. Salary bands are associated with each other; usually the maximum point of a starting salary band is the commencement of the next salary band. The degree of overlap will have to be determined by the organisation. As employees move up along the band, organisations will have to decide if employees move up to fixed points along the bands or should employees be allowed to skip certain points and progress at a faster rate instead. 5.2.7 Reward Mix Although pay is often identified to be the key ingredient in a reward mix, other benefits such as free annual health screening, pension schemes, certified-skill upgrades, use of company vehicles, etc, are just as useful in rewarding employees. When creating a reward mix, the challenge for companies is to identify the strategic reasons for having each benefit in the reward mix and their costs to the company. 5.2.8 Process Issues In the discussion of process issues, the 1st strategic issue to be considered is communication and transparency. As communicating pay objectives to employees clearly is important in achieving positive human resource results, the existing culture of companies usually decides how open the dialogs are. Traditional companies adopt a closed system and keep salary ranges unknown for purposes of pay review. Other companies with open systems often publicise the salary structure and criteria for which salary increment can occur. Open systems tend to instil confidence and fairness into employees as decision-making becomes more transparent and criteria are made known. The 2nd strategic issue concerns with employees degree of involvement in pay decisions. A company aiming to achieve a team-based operating culture and high employee involvement in all aspect of human resource management should consider allowing employees to be involved in determination of job salaries too. Companies adopting close -based systems usually applies HR policies onto its employees and ultimately, companies have to decide whether leveraging highly on employees trust and commitment or otherwise, is more suited to the companys culture. 5.2.9 Reward Systems consequences/integration As HR objectives change over time, so should reward objectives because rewards should be integrated into HR systems. And if the objectives are inline, then the integration between rewards and HR systems will serve well to make a positive impact on employees who in turn stays committed to churn out more positive contributions for the compan

Why Women Stay in Violent Relationships Essay -- Relationships Domesti

Why Women Stay in Violent Relationships Most women have at least one dependant who must be taken care of, many are not employed, their parents are either distant or unable or unwilling to help. She may lack the access to cash; she or the children may be in poor health, may face a decline in the living standard for herself and her children. Many older children may resent this decision. She may believe that she will be charged with desertion or losing the children and cash assets if she leaves. Some battered women have an ideology that may include: she does not believe in divorce, marriage is forever,† till death do us part†. They may believe that it is crucial to the children for them to have a mother and a father, no matter how terrible the father is, and she believes that she can put up with anything for the children’s safety. She may be emotionally dependent on the man, having never relied upon herself for the simplest decision. The abuser may have managed to isolate her from her friends and family and she therefore feels that she has no one to turn to. She may feel responsible for his behavior and try to change herself, therefore giving herself a very low self-esteem. Since abuse comes in cycles, she believes that he is basically good and this time he has changed. (23) Battered women understand that there is something wrong with men who alternately hurt them and then nurture them, though they do not know what causes this. They seem to think if they love them enough, give up enough, or submit to enough, that they will somehow be able to change the batterer's behavior. Battered women are trained to accept responsibility for the abuser's outburst. She is trained to make excuses for his imperfections; e.g. if she was a better wife he would not want to hit her. First, let’s define abuse, battering, and psychological abuse. According to West Virginia Sate Law it is defined as: The occurrence of one or more of the following acts between family members who reside together or who formerly resided together: Battering is not just physical aggression. Rather, Battering constitutes the systematic use of violence and the threat of violence in order to control, subjugate, and intimidate women. Without feat, there can be no battering. Psychological Abuse is defined as verbal degradation denial of powers, isolation monopolizing perceptions, occasional in... ... Getting Away With Murder, Raoul Felder and Barbara Victor, Simon and Schuster, New York, 1996 Intimate Abuse, Richard Gelles and Murray Strauss, Transaction Publishers, New Jersey 1990 Keeping the Faith, Guidance for Christian Women Facing Abuse, Marie M. Fortune, 1987. National Crime Center, Crime and Victimization in America, A Statistical Overview, 1995 Rape and Violence Information Center Handbook 1996. Rebecca Eritano, Counselor, Rape and Domestic Violence Information Center conversations held between 1995 and 1997. Roweena Mersing, Advocate, Rape and Domestic Violence Information Center, Conversations held between 1995 through 1997. Stop Domestic Violence, An Action Plan for Saving Lives, Lou Brown, Francios Dubac, and Merritt McKeon, J.D., St. Martin’s Griffin, New York,1997 Terrifying Love, Lenore Walker, Harper and Row, New York, 1989 The Abusive Partner, An Analysis of Domestic Battering, Maria Roy, Van Nostrand Reinhold Co. New York, 1982 Violent Relationships, Information Plus, Wylie, TX 1995 Violent Relationships, Information Plus, Wylie, TX 1997 You Can Be Free, An Easy to Read Handbook for Abused Women, Ginny NiCarthy and Sue Davidson, Seal Press, 1989

Employees at Sonora Foods are organised into teams. These include: :: Business and Management Studies

Employees at Sonora Foods are organised into teams. These include: production, hygiene, and maintenance. Sonora Foods Ltd. 2 Describe how Sonora Foods Ltd is organised. 2 Identify and explain the roles and working arrangements of three different employees in the same functional area from the following list: Manager, Supervisor, Operative and Support Staff 2 Explain how the organisational structure affects communication between employees. 3 Compare the different working arrangements for the three identified employees. 4 Evaluate whether the organisational structure is appropriate for enabling employees to work together effectively 5 Judge the effectiveness of the different working arrangements of the three identified employees 6 Suggest and justify flexible working arrangements for them that the business might consider in the future 6 In Unit 2-Theme A my coursework was based on Cummins UK. For the rest of Unit 2 I will base my coursework on Sonora Foods Ltd. Sonora Foods Ltd. Describe how Sonora Foods Ltd is organised Sonora Foods produce the following products: Tortillas, Nacho Bites, Taco’s, Burritos, Wraps and Seasoning Blends. Sonora Foods is divided into four teams. These are: Senior Management Team, Operations Team, Finance Team, Hygiene Team and the Technical Team. All these teams have a managers and team leaders to keep each department running smoothly. The operations staff at Sonora Food are organised to work with different shifts. These are: day shift, 40 hours a week (7am-4pm). Afternoon shift, 35 hours a week (4pm-midnight) and night shift, 32.5 hours a week (midnight-7am). These are the shifts and working hours for the operatives. The wage is  £5.35 during the day and rises to  £10 for staff working on the night shift. This is how the operatives are organised, this has been successful for Sonora as all the operatives are happy with the arrangements allocated to their jobs. Operatives are the employees who are based on the production floor to produce the goods and keep the production line up and running smoothly throughout the day. All the four teams have an organisational chart. There are two types of organisational charts which businesses use. They’re flat structure and tall structure. Tall structures have lots of layers, which represent the difference in jobs and how much work is needed to do each one. The jobs at the top end of the chart will be managers and directors, these jobs will pay more than the jobs lower down the chart. Flat structures have fewer layers and are more used in smaller businesses. These have the higher staff at the top then a larger number of staff who are working with different jobs, but these jobs are at the same level of priority and rate of pay.

Hotel management :: essays research papers

Hotel management Assignment One Table Of Contents Introduction HRM Defines Traditional Approach Contemporary approach to HR Change Management Murrindindi Shire Council Experience Back Ground Human Resource Roles Organisational HRM Conclusion Introduction Human Resource management (HRM) has been seen as either having a traditional or contemporary approach. This paper will define both approaches. The HR aproach undertaken by the Murrindindi Shire Council (MSC) which was my organisation up to three months ago will be reviewed in this context as well as identifiable costs or opportunities that exist. HRM Defined Human Resource Management is the management of an organisations staff/personnel to meet the needs and achieve the purpose of the business in an efficient and effective manner. HRM is defined by Kramer McGraw Shulder (1997,p.10) as having having three purposes being „h To improve productivity „h To ensure quality of worklife and „h To ensure legal compliance It has been observed in particular that organisations tend to be very good at the legal compliance as it is legislated as it has some serious consequences if not adhered to. What is generally overlooked is the financial implications of dot points one and two. Effective human management can contribute to not only product output but also product quality. HRM managers are operating at three distinct levels as explained by Kramer McGraw Shulder (1997,p.30) strategic, managerial and operational - Operational levels (short term) can be disseminated down to lower level management or team leaders as they involve straight forward and traditional levels of HR - Staff Recruitment - Monitoring Systems - Wages, benefits packages - Annual appraisal systems - Training etc. - Managerial Level (short term) This level and following tend to be the levels of strategic importance to the organisation - Recruitment marketing plans - Long term compensation plans - Validation systems - Management development programs - Strategi c (long term) - to gain competitive advantage - link functions to organisational strategies Strategy as a process is defined by (Shaun Tyson 1997 p. 278) is  ¡Ã‚ ¥a mechanism for achieving a desired objective ¡Ã‚ ¦. It can then be said that the Human Resource Strategy needs to be aligned with the organisations  ¡Ã‚ ¥business strategies ¡Ã‚ ¦ or corporate objectives. In effect one of the mechanisms to be used is that of Human Resources. Miller defined strategic HRM as  ¡Ã‚ ¥those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage (Miller, 1987 p.

History and Politics of the Mexican Revolution Essay

The Mexican revolution was one of the most significant catastrophe in the twentieth century, which involved four momentous leader by the name of Madero , Diaz , Zapata and Obrengo. According to Alan Knight, author of the article â€Å"The Mexican Revolution†, â€Å"the Mexican revolution started as a protest of the middle class against the dictatorship of Porfrio Diaz†. A small minority of people were control of most of the country’s power and wealth, while the major of the population worked in poverty. According to Dan la Botz, author of article â€Å"The Mexican revolution part1, 1910-1920, â€Å"Tens of thousand of men and women fought in battles in many region of the country to end the dictatorship and overthrow the leader†. The attempt to mold a new generation that would continue the revolution’s efforts for the people into the future. Their campaign included programs for land reform, work protection, widespread literacy, and mandatory schools. The nation fund a mental economic, institution were transformed as a basic Agriculture production unit and the foreign own oil industry nationalized. In the 1910s a politician and military struggle arrived among various rival politicians, economic and social groups, the working class and the peasantry were defeated and subordinated to new master. The revolution began as an attempt to overthrow Porfrio Diaz who was a dictator of Mexico. According to Dan La Batz , author of â€Å"Mexican Revolution part 1 ,1910-1920† , â€Å"Mexico’s liberal who wanted a free market capitalist county like England and United States, battle consecutive who wanted a count more like Spain with its monarchy, powerful catholic church and feudal hierarchy (Botz 26). Diaz revived and expanded the nation economy, generally raising the levels of prosperity in the nation. The administration introduce changes that commercialized agriculture, modernized mining, financed industries, initiated railroads and enticed consumer. During the Porfrio ratio, as railroad construction dominated popular attention, city resident also witnesses the introduction of additional technology such as gas lighting, tramlines and other advances. Railroad transported raw material to the United States and Europe. Ordinary people who supplied the labor and raw materials were tricked to increase the country’s economy and Diaz later exploited domestic workers. Diaz fought alongside Mexican president benito Juarez and then against intervention. Diaz then emerged as a leading general and became president in 1876. Diaz served 34 years as the president of Mexico. Diaz took land from villages until most peasants had been reducing from small proprietors to day laborers. Diaz existence caused destruction upon the economy and social lives of Mexicans. He fought against his opponents and wag war. Diaz promised a free election against Francisco Madero another leader of Mexico who ran for election, after it became obvious he might not win. According to Beezley Williams H author of â€Å"Mexicans in Revolution 1910-1946: An introduction† â€Å"Francisco Madero became a revolutionary by accident, his entire life, his family, his education, his marriage and his early business efforts-marked him as a member of the elite (Williams 36). Madero’s family believed that his campaign was foolhardy if not suicidal. He campaign across the nation of Mexico with the aim of no presidential election. Madero’s movement was soon swelled with people who saw his campaign not only a chance for the politicial democracy but also the opportunity to struggle for more fundamental social change. Madero campaign threatened Diaz which forced him to get Madero arrested on felony charges and jailed in San Luis Potosi under house arrest in the summer 1910. In July 1910 with the help of his wealthy and politically connected family,Madero fled from San Luis Potosi to San Antonio, Texas and transformed the Anti reelection political organization for revolution to begin November 20. Madero issued his manifesto, the plan of San Luis, The plan laid out his vision of polotican democracy emphasizing the no presidential reelection. Madero slogans was â€Å"Effective Suffrage (that is honest voting) No reelection (prevent Diaz pattern of holding office) and Municipoo Libre( local control of issue such as taxes). Madero was elected president and assumed power in November 1911. By November 911 Zapata, another Mexican leader and his troops were at war with Madero’s Government. Zapata movement focuses on four main issues which was lands; which should be given to those who work for it, secondly labor unions; which had been suspended under Diaz, fought for their rights to organize and to strike and demand protective legislation for workers, thirdly education; for the country last battle with Catholic Church, the demand for free public education and finally ownership of oil nd mineral; all natural resources of Mexico should belong to is people. Zapata army was driven out of Mexico in the early 1916 by Carranza’s troop who was a Mexican leader that fought against Zapata. After this shift by Carranza’s troops, Zapata had no hope of fighting back Carranza because he didn’t have as much army as Zapata. According to Micheal Mathes author of article â€Å"Frontier Settlement in Mexican California† , with the help of chief advisor , Gildardo Magana he started an alliance for anyone who will want to fight Carranza (Mathes 503). Venustiano Carranza was the son of a middle class and who had been educated in Mexico to become part of the political elite. Carranza joined Madero’s rebellion and became president after the death of Madero. Carranza and his followers attempted to remodel cities, not by pulling down statues, wrecking monuments, or destroying the house of the old regime, but by creating a new society. The Mexican revolution was then divided into two rival bourgeois and plebian. According to WM. O.  OWEN, author of â€Å"The Mexican Revolution, Its progress , cause , purpose and probable result† Carranza’s constructional forces aimed to create a new nationalist state which could provide stability for Mexican born and foreign investors, while Connectionist led by Pancho Villa and Emiliano Zapata, desire to carry out the democratic and social reforms demanded by the country peasants and workers. The Constitutionalist would win the civil war because they understand the significant of the labor movement. Carranza’s armies had been successful in defeating the forces of Villa and Zapata. Carranza and his advisors produce a new constitution which settled in law and the principle issue of the revolution. These laws were divided into four articles. Article 27 provided the break up of the haciendas and distribution of land to peasant and indigenous community. Article 123 gave workers the right to organize unions and strike and create legislation. Article 3 ended the Catholic Church’s control of education, creating the free, lay public schools and finally, Article 130 banned the church from Mexican politics and society. Carranza’s forces continue to fight opposition leaders which he eventually assassinating Emiliano Zapata. On may 21 1920 the rebel forces captured and killed Carranza and the general Obrengon took power. Obrengon became president holding office from 1920-1924and Huerta revolt against President Obrengo in 1923. In conclusion lands were given to the working class and peasant, housing and farming territory and also ranching was easier to get. During the decades from 1917 to 1946 revolutionaries initiated a variety of campaign to bring revolution to people. At the same time the revolutionaries initiate campaign that proved to be only partially successful, to remake the symbols of Profrio rian regime in the image of the revolution.