ASB 4431 Organisations and People Reflective Essay: Group Formation‚ Conflict & Leadership Submitted by: Sally Sambrook abs803@bangor.ac.uk Bangor Business School College of Business‚ Social Sciences and Law Bangor University 1. Introduction The key purpose of our group assignment was to demonstrate the ability to research and critically analyse an organisation’s structure‚ culture and approach to management and leadership: this essay evaluates one aspect of that experience: my approach
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Course: Master in Management (MiM part-time) Module: HRM4003D Human Resource Management Essay Title: ‘HRM can be seen as a distinctive approach to the management of people‚ which contrasts with more traditional approaches to personnel management’. Critically explore and analysis this statement and the challenges of implementing HRM. Submitted by: Liesel Butterfield Student Number: 13204579 Lecturer: Sile O’Donnell Submission Date: 2nd of December 2013 Word Count: 3‚700 The
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asda UNIT 24: EMPLOYEE RELATIONS SUBMITTED BY: [Type the author name] TABLE OF CONTENTS PAGE 1. Wal-Mart’s and ASDA’s approach to resisting 2 trade union organisation as unitarist or pluralist (union substitution or suppression) 2. Examples of the strategy they appear to have adopted 3 3. Changes to trade unionism (certainly since the 1980’s) have affected employee relations
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MOS Essay 3. Discuss how different perspectives and approaches to managing knowledge may lead to an organisation’s competitive advantage‚ supporting your views with pertinent literature and examples. Knowledge management (KM) is a relatively new concept that emerged 15 or 20 years ago and which presents knowledge as a process‚ rather as something that people have. Blacker (1995) himself talks of “knowing as a process”‚ thus something far more complex and ambiguous than the classical and
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competition (Beardwell & Holden‚ 1994). HRM is a concept that is diverse with the notion of hard and soft HRM; strategic and emphasizes on integration; commitment-oriented; based on the belief that people should be treated as human capital (assets); unitarist rather than pluralist‚ individualistic instead of collective in its approach to employee relations; the delivery of HRM is a line management responsibility and focused on business values (Armstrong 2006‚ Pg. 11). It is also important to note that
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Introduction: It is the intention of this essay to critically discuss and analyse the various relevant theories related to industrial relations and changes that had taken place since 2005 in industrial relations that have impacted employment relations at the workplace and how they improved the workplace conditions. This will be carried out by exhibiting the brief history industrial relations and changes in Australia. It will provide a brief overview of Fair Work Act 2009 in comparison to the Work
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Implications for Researching the Organisation [a] Post Fordism? i) The 1980s: Flexible Specialisation and ’Disorganised Capitalism’: Piore and Sabel (1984) argue in The Second Industrial Divide[i] that new production systems must orientate towards multi-skilling and rapid re-skilling in order to accommodate the search for shifting and newly forming niche markets in a post mass production/mass consumer world. This implies economies of scope rather than economies of scale and a more creative
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Compare and Contrast between Human Resource Management and Industrial Relations Introduction There are various conceptions existing in the aspects of definition‚ academic boundaries and major functions of the fields of human resource management (HRM) and industrial relations (IR). The essay critically discusses the comparison and contrast on the key features of Human Resource Management and Industrial Relations in academic fields. On the base of review of the origins and transition of the tow
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INTRODUCTION Employee Relations can be explained asset of activities concerned with maintaining employer-employee relationships that contribute to satisfactory productivity‚ motivation‚ and morale. Essentially‚ Employee Relations is concerned with preventing and resolving problems involving individuals which arise due to work related or non work related issues. As we look back towards the history it is obvious that various sorts of industrial related conflicts take place within or outside the
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In today’s rapidly changing globalised business environment‚ human capital has become one of the keys to competitive advantage. Consequently‚ any good business strategy must fully utilise the inimitable assets of people through their knowledge‚ skills and abilities. This highlights the need for strategic human resource management (SHRM). The key assumption of SHRM is that organisational performance is affected by employees through a set of human resource (HR) practices (Pan et al 2006). A review
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