Organisational Culture Culture According to Kroeber and Kluckholn (1952) culture consists of patterns‚ explicit and implicit‚ of and for behaviour acquired and transmitted by symbols‚ constituting the distinctive achievement of human groups‚ including their embodiment in artifacts. Sinha (2000) suggests that “Culture consists of totality of assumptions‚ beliefs‚ values‚ social systems and institutions‚ physical artifacts and behaviour of people‚ reflecting their desire to maintain continuity
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An Overview on the Risks and Rewards of Public Private Partnership In Philippine Infrastructure Construction Submitted By: Jared Aaron R. Cruz Submitted to: Dr. Felix Aspiras Methodology The researcher used the historical research method that provided information on the value of Public-Private Partnership in Philippine Infrastructure Construction. The data provides an overview on how valuable‚ whether it be for the benefit or detriment of the country‚ PPP projects are in the socio-economic
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African states urgently need expanded and more dynamic private sectors‚ more efficient and effective infrastructure/utility provision‚ and increased investment from both domestic and foreign sources. Privatisation is one way to address these problems. But African states have generally been slow and reluctant privatisers; a good percentage of industrial/manufacturing and most infrastructure still remains in state hands. Given prevailing public hostility towards privatisation‚ and widespread institutional
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clerical cadre. He Serve there for three years. He was not happy with the job prospects and wanted a better deal in life. He quit the job obtained his post-graduate qualification in personnel management‚ and thereafter/took up a job with a large public sector organization in Pune as a Trainee Officer in the Personnel Department. He was confirmed as a Personnel Officer after the completion of training with the company in 2007. The personnel Department was headed by a Manager. Next in the management hierarchy
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immediately preceding such financial year. * Industrial Sickness in India:- * Industrial sickness especially in small-scale Industry has been always a demerit for the Indian economy. * As per an estimate 300 units in the medium and large scale sector were either closed or were on the stage of closing in the year 1976. * About 10% of 4 lakhs unit were also reported to be ailing. * This position also remains same in the next decades. At the end of year 1986. * Causes of industrial
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Structure Setting and Adjustment | Definition | A pay structure is a collection of pay rates or pay ranges.Structure setting and adjustment is the process of developing‚ adjusting‚ and maintaining a pay structure. | Purpose | Pay structures are used to help organizations: * maintain pay levels that are competitive with the external labor market‚ * maintain internal pay relationships among jobs‚ * recognize and reward differences in level of responsibility‚ skill‚ and performance‚ and
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opinions of the public. Goodsell microscope emphasis organizational effectiveness within the bureaucracy. With the microscope Goodsell breaks down the business side‚ and highlights that private sector are more effective than public sectors. As public servant‚ our duties align with the well-being of the people in addition to having the public interest in my mind when implementing policies and procedures. According to Goodsell‚ the citizen opinion of bureaucracy improves when public administration
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one common problem facing the public sector is bad attitude towards work. In that respect‚ if the sector is privatized‚ the new management would instill a strict routine check on the workers thereby increasing efficiency. Privatisation‚ also spelled privatization‚ may have several meanings. Primarily‚ it is the process of transferring ownership of a business‚ enterprise‚ agency‚ public service or public property from the public sector (a government) to the private sector‚ either to a business that
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and the market economy. The short answer is that it does‚ but not the kind of planning we practised in the past which derived its rationale from the belief that centralized control on resource allocation‚ with extensive intervention in private sector decision making‚ was necessary to achieve rapid growth. Amartya Sen’s article‚ which is reprinted in this volume but which first appeared in the Seminar issue on Freedom and Planning almost fifty years ago‚ provides a flavour of the earlier
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through the respective pay ranges. Today‚ most private and public sector entities choose to reward “performance” as opposed to “longevity.” Therefore‚ range penetration involves developing formulas that are tied to performance evaluations or skill/competency attainment. APPLYING THE COMPENSATION PHILOSOPHY Once the compensation philosophy has been determined‚ the actual plan design may begin. Traditionally in the public sector‚ pay ranges were designed by establishing a “starting rate” and
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