Monday, 3 October 2011
Creative and Innovative Management
If anybody is looking to do research on Innovation or write on Creativity then look forward to Toshiba and Samsung for the same. Several material is available to perform the research and conclude.
Allwyn Christian
New Double Decker Train In India
KOLKATA: Railway Minister Dinesh Trivedi Saturday flagged off the country's first double-decker superfast train from Howrah in West Bengal to Dhanbad in Jharkhand.
The 12383 Up/12384 Dn fully air-conditioned Howrah-Dhanbad Express will run five days a week.
"It has much more comfort level than other trains. It is India's first double-decker train," said a senior Eastern Railway official.
The train, comprising nine coaches, including seven air-conditioned double-decker chair cars, will have 128 seats in each coach and two generator cars.
It will have a maximum permissible speed of 110 kmph. The diatance between Howrah and Dhanbad is about 270 km.
It will start from Dhanbad at 5.00 a.m. every Monday, Tuesday, Wednesday, Friday and Saturday and arrive at Howrah four hours later at 9.15 a.m.
From Howrah, it will start at 3.20 p.m. on every Sunday, Monday, Tuesday, Thursday and Friday and reach Dhanbad at 7.40 p.m.
Source : Economic Times
Consultation on the work routes leading to settlement closes on the 9 Sept
09 September 2011
The 12 week public consultation on employment related settlement, Tier 5 and overseas domestic workers will close at midnight on Friday 9 September 2011.
The consultation has so far received over 11,000 responses and sought views on a range of proposals, including:
• re-branding the Tier 2 (Skilled worker) route as temporary, ending the assumption that settlement will be available for those who enter on this route;
• allowing certain categories of Tier 2 migrant, for example those earning over £150,000 or occupations of a specific economic or social value to the UK, to retain an automatic route to settlement;
• creating a new category into which, after 3 years in the UK, the most exceptional Tier 2 migrants may switch and go on to apply for settlement;
• allowing Tier 2 migrants who do not switch into a settlement route to stay for a maximum of 5 years with the expectation that they and any dependants will leave at the end of that time;
• introducing an English language requirement for adult dependants of Tier 2 migrants applying to switch into a route to settlement;
• restricting the maximum period of leave for Tier 5 temporary workers to 12 months; and
• closing or reforming routes for overseas domestic workers.
Please note that until any announcements are made, the existing rules for settlement will apply.
We would like to thank all those that responded to the consultation. We will now analyse all the responses and the results will be published on our website.
Source: UKBA
Friday, 30 September 2011
Management questionaire
Hi All,
Let me know if anybody wants to have answers to management questions. I will be glad to provide information on the same. This will involve practical knowledge and realistic situation.
Thanks,
Allwyn
Let me know if anybody wants to have answers to management questions. I will be glad to provide information on the same. This will involve practical knowledge and realistic situation.
Thanks,
Allwyn
Human Resource Management
HUMAN
RESOURCE MANAGEMENT DEFINED
As stated in “Strategic Human resource
management, a guide to Action” by Michael Armstrong “Human resource management
is defined as a strategic and coherent approach to the management of an
organization’s most valued assets – the people working there who individually
and collectively contribute to the achievement of its objectives”.
John Storey (1989) believes that HRM can be
regarded as a ‘set of interrelated policies with an ideological and
philosophical underpinning’. He suggests four aspects that constitute the
meaningful version of HRM:
1 a particular constellation of beliefs and
assumptions;
2 a strategic thrust informing decisions about
people management;
3 the central involvement of line managers;
4 reliance upon a set of ‘levers’ to shape the
employment relationship.
(Michael
Armstrong, page 3, 4, Strategic Human resource Management, A guide to action, 3rd
Edition)
1. STRATEGIC HRM DEFINED as per Michael
Armstrong
Strategic HRM defines the
organization’s intentions and plans on how its business goals should be
achieved through people. It is based on three propositions: first, that human
capital is a major source of competitive advantage; second, that it is people
who implement the strategic plan; and, third, that a systematic approach should
be adapted to defining where the
Organization wants to go and how it
should get there.
(Ref
– Strategic Human resource management A guide to Action Page 30)
1.1 Importance of strategic human resource
management in an organization: - Each organization has the specific
goals for which SHRM do focus on long term strategies and make the resourceful
plans to achieve the business goals for the organization.
Below are the main strategies of the HRM to support the business.
Employee resourcing
Employee development
Employee relations
Employee reward
1.2 Importance of strategic human resource
management in CTL software:-
Here HR department have been given the
responsibility to recruit and select the 20 technical engineers on the base of
the advertisement in the newspaper by the help of line managers. However
through this part CTL is also planning to achieve the 10% revenue generation in
coming year so for the same SHRM department needs to focus on short term and
long term prospective and work accordingly.
Below mentioned is the combination of
long term and short term prospective goals.
Recruitment: It is very important for HR department
to look after for demand of the technical engineers.
Job analysis and Job description: HR
department has to make the job descriptions and job analysis for the
recruitment and selection process. This predefined process would help in
choosing right candidate at right place. HRM department needs to change the 5
years older process for the job analysis as they have to continuously update
the new changes according to modernization and innovation.
Retention: HR department has to see the over all
retentions ratio in past six months. HRM department has to create the strategy
and evaluate the issues of candidates who are leaving in to six months and has
to find out the root cause for the same.
HRM rules and policies: HR
department need to focus on human capital as well to measure the overall
performance and disciplinary process.
Cost Control: It is also the important duty of HRM
to control the over all cost for the recruitment process as per the current
condition of CTL software.
Employee relations and rewards: HRM
department has to focus on one on one session and exist interviews before any
employee leave the CTL organization.Moreover HRM department has to find out the
motivation activities through which they can hold the right candidate on place.
By implement these long term &
short term prospective SHRM can sense its importance in CTL software.
2. Purpose of SHRM activities in an
organization: - The overall purpose of human resource
management is to ensure that the organization is able to achieve success
through people. As Ulrich and Lake (1990) remark: ‘HRM systems can be the
source of organizational capabilities that allow firms to learn and capitalize
on new opportunities. Specifically, HRM is concerned with achieving objectives
in the areas summarized below.
-
Organizational
effectiveness: HRM strategies aim to support programmes for
improving organizational effectiveness by developing policies in such areas as
knowledge management, talent management and generally creating ‘a great place
to work’. This is the ‘big idea’ as described by Purcell et al (2003), which
consists of a ‘clear vision and a set of integrated values’. More specifically,
HR strategies can be concerned with the development of continuous improvement
and customer relations policies.
-
Human
Capital: Human capital has been defined by Bontis et
al (1999) as follows: ‘Human capital represents the human factor in the
organization; the combined intelligence, skills and expertise that gives the
organization its distinctive character. Human capital can be regarded as the
prime asset of an organization, and businesses need to invest in that asset to
ensure their survival and growth. HRM aims to ensure that the organization
obtains and retains the skilled, committed and well-motivated workforce it
needs.
-
Knowledge
Management: Knowledge management is ‘any process or
practice of creating, acquiring, capturing, sharing and using knowledge,
wherever it resides, to enhance learning and performance in organizations’
(Scarborough et al 1999)
-
Reward
Management: HRM aims to enhance motivation, job
engagement and commitment by introducing policies and processes that ensure
that people are valued and rewarded for what they do and achieve, and for the
levels of skill and
competence they reach.
-
Employee
Relations: The aim is to create a climate in which
productive and harmonious relationships
can be maintained through partnerships between management and employees and
their trade unions.
-
Meet
diverse needs: HRM aims to develop and implement policies
that balance and adapt to the needs of its stakeholders and provide for the
management of a diverse
workforce, taking into account individual and group differences in
employment, personal needs, work style and aspirations, and the provision of
equal opportunities for all.
-
Rhetoric
and reality: Managements may start with good intentions to
do some or all of these things, but the realization of them – ‘theory in use’ –
is often verydifficult.
3. The SHRM practices that contribute on
performance of organization
|
SHRM practice area
|
How it impacts/contributes
|
|
Attracting, developing and retaining high-quality people
|
Matches people to the strategic and operational needs of the
organization. Provides for the acquisition, development and retention of
talented employees who can deliver superior performance, productivity,
flexibility, innovation and high levels of personal customer service and who
‘fit’ the culture
and the strategic requirements of the organization. |
|
Talent management
|
Wins ‘war for talent’ by ensuring that the talented and
well-motivated people required by the organization
to meet present and future needs are available. |
|
Working environment – core values, leadership, work–life
balance, managing diversity, secure employment
|
Develops ‘the big idea’ (Purcell et al, 2003), ie a clear vision
and a set of integrated values. Makes the
organization ‘a great place to work’. |
|
Job and work design
|
Provides individuals with stimulating and interesting work and
gives them the autonomy and flexibility to
perform their jobs well. Enhances job satisfaction and flexibility, which encourages high performance and productivity. |
|
Learning and development
|
Enlarges the skill base and develops the levels of competence
required in the workforce. Encourages discretionary learning, which happens
when individuals actively seek to acquire the knowledge and skills that
promote the organization’s objectives. Develops a climate of learning – a
growth medium in
which self-managed learning as well as coaching, mentoring and training flourish. |
|
Managing knowledge and intellectual capital
|
Focuses on both organizational and individual learning and on
providing learning opportunities and opportunities to share knowledge in a
systematic way. Ensures that vital stocks of knowledge are retained and deals
with improving the flow of knowledge, information and learning within the
organization.
|
|
Increasing motivation,
commitment and role engagement |
Encourages people to identify themselves with and act upon the core
values of the organization and willingly to contribute to the achievement of
organizational goals. Develops a climate of cooperation and trust, clarifying
the psychological contract.
|
|
High-performance
management |
Develops a performance culture that encourages high performance
in such areas as productivity, quality, levels of customer service, growth,
profits and, ultimately, the delivery of increased shareholder value.
Empowers employees to exhibit the discretionary behaviours most closely
associated with higher business performance such as risk taking, innovation,
knowledge sharing and establishing trust between managers and subordinates.
|
|
Reward management
|
Develops motivation, commitment, job engagement and
discretionary behaviour by valuing and rewarding
people in accordance with their contribution. |
4. Evaluating contribution of SHRM to the
achievement of CTL software’s objectives: - SHRM can
contribute through implementing abovementioned practices in CTL in accordance
to below mentioned points.
a.
Firstly SHRM need to change the 5
years older system of job analysis and introduce the new strategy as per the
current scenario in the market.
b.
After the new strategy they have to
create job description for the technical engineers by the coordination of line
managers.
c.
Once job description gets done then
they have to utilize one person who can focus on job analysis and by
coordinating with line managers and marketing department make the plan for
attracting the candidates.
d.
Simultaneously they have to also take
the follow up with the shortlisted candidate and make the strategy for those
candidates who have left the job in six months to evaluate the correct reason.
SHRM shows its importance, purpose and
contribution in achieving the organizations objectives. The human resource
planning leads the organization to achieve the vision and mission. The policies
and procedures implemented through human resource management create a culture within
an organization. The organizations achievement justifies the effectiveness of
the SHRM as well as helps in improving the same. Through the case study of CTL
software we conclude with a review of reservations about HRM and the
relationship between HRM and personnel management.
6. References
Strategic human resource management: a
guide to action / MichaelArmstrong.-- 3rd ed. (2006)
Strategic Human resource Management,
Second edition, 2007, Blackwell Publishing, (Randall S. Schuler and Susan E.
Jackson)
Management Assignments and papers/critics on development: Lead India. The best motivational video ever!!!
Management Assignments and papers/critics on development: Lead India. The best motivational video ever!!!: India to become a developed nation need a childs sanctity of mind....free from corruption...Hope one day people will realize the same...corr...
Lead India. The best motivational video ever!!!
India to become a developed nation need a childs sanctity of mind....free from corruption...Hope one day people will realize the same...corruption can eb only abolished by self determination of an individual......
Management Assignments and papers/critics on development: Developing India
Management Assignments and papers/critics on development: Developing India: Is India really developing? The kind of rise in prices and increase in the poverty how can we claim that our country is developing. There is...
Developing India
Is India really developing? The kind of rise in prices and increase in the poverty how can we claim that our country is developing. There is no improvement in the people living under poverty line, the development has only happened materialistic which is for only rich people. High rise buildings, Malls, Hotels, etc all such development is meant for richer community.
What are your views?
What are your views?
Developing corporate culture
Table of Contents
Page No.
1. Culture 1
2. Organization culture
3. Types of Organization Culture
4. Objectives of Nokia 2
5. The Paradigm
6. The Organizational culture and national culture 3
7. Difference between Organizational and national culture
8. Corporate Culture profile of Nokia 4
9. Characteristic of Nokia 5
10. Conclusion 6
11. Reference 7
1. Culture
According to the Webster's dictionary, culture is the ideas, customs, skills, arts, etc. of a given people in a given period.
“Culture is a term that is used regularly in workplace discussions. It is taken for granted that we understand what it means. In their noted publication In Search of Excellence, Peters and
Waterman (1982) drew a lot of attention to the importance of culture to achieving high levels of
organisational effectiveness. This spawned many subsequent publications on how to manage
organisational culture.” (eg. Deal & Kennedy 1982; Ott 1989; Bate 1994)
(Ref:http://www.usq.edu.au/extrafiles/business/journals/HRMJournal/AJMOBarticles/Org%20culture%20paper%20LB1.pdf)
2. Organization Culture
“Organizational culture has been characterized by many authors as something to do with people and the unique quality and style of the organization (Kilman et al; 1985), and the way things are done in the organizations (Deal & Kennedy, 1982). Sometimes, organization culture is also known as “corporate culture”. “Corporate Culture” is used to denote the more “commercialized” meaning of organizational culture (Deal & Kennedy, 1982). This study adopts the definition of Hofstede (1980). According to Hofstede (1980), organizational culture refers to the collective programming of the mind that distinguishes the members of one organization from another.This includes shared beliefs, values and practice that distinguish one organization from another.The beginning of formal writing in an organizational culture started with Petigrew (1979).He introduced the anthropologist concepts like “symbolism, myths,” and “rituals” that could be used in organizational analysis.”
(Ref: http://www.ijbssnet.com/journals/Vol._1_No._3_December_2010/4.pdf)
3. Models of organization culture
In the year 1982 Deal and Kennedy introduced the types of the cultures which are mentioned below. All these culture types are seen by feedback and risk frequencies.
a. TOUGH GUY MACHO CULTURE: - Where big risks are involved and individual performance are more focused over the team work like sports and advertising.
b. WORK HARD PLAY HARD CULTURE:- Least risk involved and quick feedback where people can focus on quantity of work like sales and restaurants.
c. BET YOUR COMPANY CULTURE
d. PROCESS STRUCTURE
Similarly Robert Quinn and Kim Cameron gave the below types of cultures
a. Clan culture
b. Adhocracy culture
c. Market culture
d. Hierarchy culture
If we focused on case study, NOKIA was following the Process culture and Hierarchy culture or Bureaucratic culture.
4. Objectives of NOKIA
Nokia’s main headquarter was situated in Finland and they were mainly focused to introduce the new technology like touch screen handsets with a large display which could lead them to get the advantages form growing market of Smartphone. Although Nokia wanted to take the more advantages from phone market where they can introduce the touch screens, software applications and 3-D interfaces. So Nokia was more seeing for its objectives to serve the customer demands with the use of new technology.
As per the case study Nokia could achieve the objectives by adopting the proper organizational model.
5. THE PARADIGM
The PARADIGM is the day to day actions in an organization and the routinethings which are being around the organization
This model consists of 6 elements which are given below.
a. Symbols – Nokia was already power full in other products where it was using its image and reputation to attract the customers, however the logo of the company was so well known through which Nokia was gaining the trust from the market for it’s every products. Moreover Nokia could use the specific jargons for its new technology towards touch screen phones, 3- d interfaces or to software applications.
b. Power structure–In this specific element Nokia could evaluate the strengths of their employees and power of the team work which could give lot of new ideas to the success of the new products.
c. Organization structure- Organization structure can be defined in three ways which are Formal, Informal and Levels of Hierarchy. Here where the Nokia was following a typical structure with hierarchy, it was strongly needed to change the structure so that new innovation could be happened in successful way.
d. Control systems- Nokia was intended to introduce the new smart phone where it was very necessary to focus on the objectives, measure it and if they get some more new responses the same could be warded to give the motivation to the employees, also to give more focus on its goal.
e. Rituals and Routines- This element giving more focusing to the organization as it Is very important to see the relation of each employees, coordination with each departments and make a such rutin to enjoy the ambience of the company.
f. Stories- The best ways to boost up the employees of Nokia to tell the success stories and give the importance to the important event and individual’s characteristics by celebrating the event of the organization.
Nokia was following the bureaucratic culture in the organization through which the above points were needed to be implemented.
6. The Organizational culture and National culture
This is the assumption that organizational culture is the subset of national culture. The organizational culture usually considered as micro context and national culture considered as the macro context. The only difference between both the culture is national culture consists different backgrounds of people where their values are deeply rooted; however organizational culture consists of the culture of that particular organization which is well practiced amongst all the employees.
7. Difference between Organizational and National culture on case study
As per the case study we know that most of the products for smartphones were getting failed from Nokia compare to I phone and the main reason the Nokia’s bureaucratic culture style but still in 2002 Nokia sold 70 million smartphones all over the world where apple sold only 33 million smartphones. Nokia has established its pride internationally as the most other products took business in India and china and in other nations.
In those culture is very different then one and other, Nokia wanted to make changes in its system so also found that in 1865 they did business of 1.6 percent of domestic products with total work people of 129,000 and almost 10 percent were exported in other countries. Nokia wanted to change the its picture infront of market so in last 5 years Nokia recruited international staff to merge the value on national culture in its main head office but included Finnish board member to remain it organizational culture.
This was the biggest change in Nokia’s value where many people got employed international and national level and merge in to organization and worked together to maintain the organizational culture. Also they took benefit of those changes where they could use the ideas of each employees to make the successful products then they made ever.
8. Corporate culture profile of Nokia
Nokia was following the bureaucratic culture where there were several internal grudges happening within the managers. Also the feedback of the product result was not that accurate and sure so occurred main reason of technology failures.
9. Impact of Nokia’s organization culture to achieve the objectives
a. Advantages
i. Mission and vision statement
ii. Flat reporting structure (Flat network organization)
iii. Openness towards people
b. Disadvantages
i. Weak penetration in US market The US market made up only 4.2% of Nokia’s2009 revenues equaling $2.4 billion compared to its main US competitor Motorola whichgarnered $11.8 billion and RIM bringing in $8.6 billion (Datamonitor: Nokia, 2010).
ii. Age old Operating system when put up against Andriod, Blackberry and I Phone
iii. Bureaucratic organization
iv. Only concentrating on Mobiles
- To compete with I phone Nokia introduced a model which was being trashed as management was worried about that it would not be accepted by the customers. This proves that management was not ready to take the chances.
- Due to certain bureaucratic decisions Nokia is not able to gain dominance in smart phones segment
- Also Nokia had been a world leader in Mobile phones due to which it became complacent and did not paid attention to consumer desires. The management did not concentrate on changing the designs for touch screens, software applications and 3-D interfaces
- Company rejected early design of Nokia online application store, which was being adapted three years later which depicts the poor decision making
- Most the products could not sold and did less profit due to improper technology which was not suitable to the customer’s demands. Moreover they also could not stand up infront of I-phone and apple as the advanced technology took place before Nokia’s implementation.
- Nokia had been overcautious in changing or upgrading the Symbian technology due to the age old philosophy on which they got success
10. Conclusion
Nokia has been an industry leader for many years however the market hasbecome dynamic and organization of Nokia has to make changes accordingly. To do so Nokia is partnering with Microsoft and bring revolution in the operating system.
11. Reference
Subscribe to:
Posts (Atom)