FOREIGN TRADE UNIVERSITY Faculty of English For Specific Purposes -----(((((----- [pic] PORTFOLIO ENGLISH FOR SPECIFIC PURPOSES ***ESP*** Name: Nguyễn Thị Ánh – 0954010001 Class: TAN302.CN(2-1112).1_LT Teacher: Nguyễn Thu Hương A Ha Noi‚ 03/04/2012 . Table of contents: ---&&&--- Unit 1: Company Structure 3 Unit 2: Management
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Organization Behavior Organization Behavior Table of Contents Introduction 2 LO 1: Understanding the relationship between organizational structure and culture 3 1.1 Compare and contrast different organizational structures and cultures 3 1.2 Explain how the relationship between organization’s structure and culture can impact on the overall performance of the business. 6 1.3 Discuss the factors which influence individual behavior at work. 7 LO 3: Understand ways of using motivational theories
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Chapter 1a: Strategy and the organisation 1.0 What is an organization? 1.1 An organization as a collection of components 1.1.1 Internal environment An organization can be seen as consisting of the following components: Strategies Structures Systems Skills Staff Style Shared beliefs: Social systems Note: McKinsey’s 7S framework 1.2 Organisations as collections of people and entities 1.2.1 Internal Stakeholders (i) Board of Directors (ii) Managers (iii) Staff (iv) Unions
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Assignment 1: Staffing Organizations 1 Staffing Organizations Jeffery E. Dandridge Professor Joyce Mayfield Business 335 Staffing Organizations November 30th‚ 2012 Staffing Organizations 2 1. Identify the type of employment relationship you would establish between the coffee shop and the employees from a legal perspective. Explain your
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A proper flexible organization provides its work force arrangements where employees are given greater freedom to balance their work and personal commitments such as family‚ higher education‚ community activities‚ religious commitments‚ professional development‚ and general interests. Above is Atkinson’s model of a flexible firm. He argued that firms increasingly seek 4 kinds of flexibility functional‚ numerical‚ pay‚ distancing. Functional flexibility is a qualitative approach to work‚ and
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Organization as structure vs organization as process Child J. (2005) has argued “Organization has structural‚ processual and boundary-defining facets.” (p.6) Organization as structure and organization as process are organizational choices‚ which are very distinct from each other. Organization as structure refers to ‘basic structure’ in which tasks and responsibilities are distributed among the work hierarchy. The organizational authority is at the same time centralized‚ delegated and standardized
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------------------------------------------------- Discuss whether an organization might be better considered as consisting of many sub-cultures which are conceptually different‚ rather than one ’major’ culture. * An introduction Culture‚ whether in some organization or society‚ is about people. People play a key role in culture. People create culture. And because people are individual units with different opinions‚ values‚ goals‚ attitudes‚ wants and needs but at the same time they
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found her niche Kimberly Claire P. Caoile A girl‚ in her late grade school‚ was left alone at an apartment with no one to depend on. She prepares everything in the morning before going to school‚ manages her allowance for the whole week‚ watches over her needs and cleans her home after a long tiring school day. This girl takes care of herself. As she enters her high school‚ she does the same. She learned how to be dependent‚ and she did survive. That kid was me. For two years‚ I’m alone. My parents
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0 Learning Organization 0 1 Learning Organizations Introduction In a way those who work in a learning organization are “fully awakened” people. They are engaged in their work‚ striving to reach their potential‚ by sharing the vision of a worthy goal with team colleagues. They have mental models to guide them in the pursuit of personal mastery‚ and their personal goals are in alignment with the mission of the organization. Working in a learning organization is far from being a slave to a job
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Heneman−Judge: Staffing Organizations‚ Sixth Edition II. Support Activities 4. Job Analysis and Rewards © The McGraw−Hill Companies‚ 2009 CHAPTER FOUR Job Analysis and Rewards Changing Nature of Jobs Job Requirements Job Analysis Overview Job Requirements Matrix Job Descriptions and Job Specifications Collecting Job Requirements Information Competency-Based Job Analysis Nature of Competencies Collecting Competency Information Job Rewards Types of Rewards Employee Value Proposition Collecting
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