Chapter Review/ Discussion Questions (CRQs) – 10% marks
At the end of each chapter of the text book, there are chapter review questions (CRQs) which are meant to review and test the student’s understanding of the chapter. The facilitator will chose and then allocate the CRQs to each group during week 2 for class presentations in weeks 3 to 7. Some of these questions are being recommended by Stone as possible essay questions which are frequently asked in examinations throughout the world. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CRQs. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the MBA 423 Human Resource Management GSB, FBE, USP facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the CRQ presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
In the 20th century HR is no more a departmental function. It is a core process determining the viability of your strategies. Strategies fail if they are not supported by the appropriate Human resource. Learn & Understand How.!
Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
Strategic role of Human Resource ManagementISAAC Jayant
The role of Human Resource Management has been developing noticeably in recent years. Earlier human resource as the personal department performing administrative duties like record keeping, file maintenance etc. were all over now.Any organization that continues to utilize its HR function solely to perform these administrative duties doesn't understand the contributions that HR can make an organization’s performance.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
Strategic human resource management and strategic management processVARUN SHARMA
hey guys!! it is my second presentation on Strategic Human Resource Management and Strategic Human Resource Management Process..have a look and give me suggestions for it :)
Human Resource Management Model
Purpose of Human Resource Management Model
Harvard Model
Matching Model
Guest Model
Dave Ulrich Model
Storey Model
Best practice model
Best fit Model
Bath People and Performance Model
Strategic role of Human Resource ManagementISAAC Jayant
The role of Human Resource Management has been developing noticeably in recent years. Earlier human resource as the personal department performing administrative duties like record keeping, file maintenance etc. were all over now.Any organization that continues to utilize its HR function solely to perform these administrative duties doesn't understand the contributions that HR can make an organization’s performance.
HR practitioners have learned to add value by becoming effective facilitators of senior team strategic planning sessions. Operationally, HR units can ensure their plans and programs support and drive strategic business: Capability Assessment, Capacity Management, SWOT-FS, Importance-Performance Analysis, Benchmarking and Best Practice studies and impact evaluation using Kirkpatrick Level 3 & 4 assessment are just some of the tools.
Talent management refers to the skills of attracting highly skilled workers, of integrating new workers, and developing and retaining current workers to meet current and future business objectives.
To successfully manage human resources, individuals need personal credibility, business knowledge, understanding of the business strategy, technology knowledge, and the ability to deliver HR services.
Human resource management practices should be evidence- based, that is, based on data showing the relationship between the practice and business outcomes related to key company stakeholders (customers, shareholders, employees, community). In addition to contributing to a company’s business strategy, human resource practices are important for helping companies deal with sustainability, globalization, and technology challenges. Global challenges include entering international markets, immigration, and offshoring. Technology challenges include using new technologies to support flexible and virtual work arrangements, high-performance work systems, and developing effective e-HRM practices and human resource information systems.
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Making Tourism Sustainable for the Micro-Small-Medium Enterprise (MSME) in FijiStuart Gow
With the theme ‘Progressive Tourism through Sustainable Partnerships’, the FTT provided a platform for Government and key tourism industry stakeholders to discuss pertinent matters to
help develop the Fijian tourism industry sustainably. The FTT discussed projects, plans and recommendation that will grow the tourism sector further.
Session 3: Making Tourism: Sustainable. This session focused on renewable energy, forest and marine protection and sustainable tourism. Expected outcomes from this session were to garner greater support for addressing challenges to the sustainable development of the tourism sector.
Presented at the 2017 Fijian Tourism Talanoa, Sheraton Resort, Fiji
18th November 2017
Hosted by: Fiji Ministry Of Industry, Trade And Tourism
SME Private ownership and the community in FijiStuart Gow
SME Private ownership and the community in Fiji presentation given at Tourism and community development in Fiji symposium hosted by The School of Tourism and Hospitality Management, University of the South Pacific in association with The Institute of Development Studies, Massey University
25 June 2015
Location: Post Graduate Lecture Theatre, Faculty of Business and Economics
Work Stress - MBA Organisational Behaviour SeminarStuart Gow
Organisational Behaviour ; Robbins, S.P., Judge, T.A., Millett, B., Boyle, M. (2014) , 7ed.. NSW, Australia: Pearson Education Australia
“The Retention Bonus? Time,” S. Greenhouse, The New York Times(January 8, 2011), pp. B1, B7
“The Yawning of a New Era,” M. V. Rafter, Workforce Management (December 2010), pp. 3–4
“Deutsche Says It Does More with Less,” M. Turner, Financial News (June 2, 2011), efinancialnews.com
David J. Abramis (1994) Relationship Of Job Stressors To Job Performance: Linear Or An Inverted-u? Psychological Reports: Volume 75, Issue , Pp. 547-558
Mei-yung Leung, Yee-Shan Chan, Paul Olomolaiye. (2008) Impact of Stress on the Performance of Construction Project Managers. Journal of Construction Engineering and Management 134:8, 644-652
Fiji ONE Competitive Strategy - MBA440 - Strategic Management - USP Fiji Stuart Gow
Group Paper with problem statement and research of an existing South Pacific organization or a new business Pacific Entrepreneurial start-up proposal.
The Fiji Television Group has recorded a loss in its last financial year which ended June 30th. Its audited annual report shows a loss of $1.5 million – a huge drop from the 2013 financial year when the company made a profit of $3.6 million. Revenue from Fiji TV’s key operations, Fiji One, Sky Pacific and its business in Papua New Guinea also fell from $39.5 million to $37.2 million. The Fiji TV holding company also reported a decrease in profit in the year ended 30th June.
Company chairman Padam Lala says the results are adequate given the challenges and economic conditions faced in different areas of operation in the Pacific.
FijiFoto GLO-BUS Presentation MBA 2014 @ USP FijiStuart Gow
GLO-BUS is a completely online exercise where teams of students run a digital camera company in head-to-head competition against companies run by other class members. Company operations parallel those of actual digital camera companies. Just as in the real-world, companies compete in a global market arena, selling digital cameras in four geographic regions—Europe-Africa, North America, Asia-Pacific, and Latin America.
Company co-managers must make decisions relating to R&D, component usage, camera performance, product line breadth, p roduction operations, work force compensation, outsourcing, pricing, sales and marketing, finance, and corporate citizenship and social responsibility. The challenge is to craft and execute a competitive strategy that results in a respected brand image, keeps your company in contention for global market leadership, and produces good financial performance as measured by earnings per share, return on investment, stock price appreciation, and credit rating.
All aspects of the GLO-BUS business strategy game parallel the functioning of the real-world digital camera market, thus allowing you and your co-managers to (1) think rationally and logically in deciding what to do and (2) get valuable practice in making a variety of different business decisions under circumstances that mirror real-world competitive conditions.
GLUCO biscuit product Marketing Plan - MBA 437 MarketingStuart Gow
Product
The company will launch an all new product into the Fiji and South Pacific Regional marketplace. It is aimed primarily as a Glucose Biscuit for the School Lunch Market.
The company seeks to fulfill the following benefits with the GLUCO biscuit product:
Healthy alternatives to candy: aimed at mothers looking for a lower sugar and added health benefits in a snack for their children
Conveniently packaged in individual packs for daily lunch pack use
Weekly packs of 5, buying size for ease of budgeting and buying decision (5 schooldays a week)
Added Iron, Calcium and Vitamins (similar to breakfast cereals claims) as an added value
Company Background
GAKKS Ltd already has an established packaged foods business that has been successful in Fiji for over 15 years.
Packaged goods already produced: dried noodles, packet soups, herbs and spices.
Current factory operations management has found the space and the capital to produce the new biscuit line, and has produced costing as included in this Marketing Plan.
MBA 437 Marketing (Core Course)
Principles of marketing are discussed with reference to South Pacific products and services. Topics covered include: the role of marketing in the organisation and society, the marketing environment, customer markets and buyer behaviour, marketing research, market segmentation and positioning, the marketing mix, product life cycle, marketing planning, and the ethical consequences of marketing actions. The marketing function is regarded as a key ingredient in management and strategic planning. Continuous reference is made to both the domestic and international marketplace.
http://www.usp.ac.fj/index.php?id=mba437
Students
Anchiemona Latu
Georgina Atalifo
Karan Pranesh
Kirti Prasad
Stuart Gow
OHS in the Workplace - MBA 423 Human Resource ManagementStuart Gow
Case Studies (CS) – 10% marks
There are many excellent long and short case studies found throughout Stone’s book relating to the various sections and chapters of the text. Students will be required to work on these case studies, with the view to better understand the various HR theories and concepts and also to prepare them for their final examination. The facilitator will chose and then allocate the case studies for each group during week 2 for class presentations from weeks 7/8 and 9. The time for each presentation may vary from 10 to 20 minutes followed by class discussions. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. No written report is required for CS. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the facilitator has the final say in terms of the final marks to be allocated to each group. The criteria to be used as a guide for evaluating the CS presentations is provided in the blank evaluation form.
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
Diversity in the Workplace - MBA 423 Human Resource ManagementStuart Gow
MBA 423 Human Resources Management (Elective Course)
The effective management of people has an important bearing on organisational success. The importance of personnel policies and procedures has created opportunity for managers and administrators with expertise in this field. The course provides conceptual and practical skills in areas such as the strategic aspects of human resource management, manpower planning, recruitment and selection, performance appraisal, training and development, salary administration and employee benefits. Industrial relations in the context of the South Pacific region is an important theme.
http://www.usp.ac.fj/index.php?id=mba423
Major Research Project (MRP) - 15%
Students will work in their allocated groups for the major research project (MRP) – which are indicated in the Course Outline. Each group will be required to base their project on arelevant and interesting HRM topic or current issue or company in which the group members have an interest.
A 30 minute group presentation (inclusive of answer and question session) will be made during weeks 10 and 11 of the trimester, as per the brief class timetable on page 7. The group’s power-point presentations, both soft and hard copies, must be submitted to the course facilitator on or before the presentation. A written report (around 20 pages) is required for the MRP - the due date for the report will be agreed to later in class. The class and the facilitator will evaluate each group’s presentation. The class and the facilitator will evaluate each group’s presentation. A blank evaluation form will be made available in class and posted in Moodle. However, the facilitator has the final say in terms of the final marks to be allocated to each group. The criterias to be used as a guide for evaluating the MRP presentations is provided in the blank evaluation form.
Students:
Stuart Gow
Amrish Narayan
Chaminda Wanninayake
Graduate School of Business
Faculty of Business and Economics
University of the South Pacific,
Private Bag, Laucala Campus,
Suva, Fiji.
Tel: (679) 323 1391/323 1392
Fax: (679) 323 1397
MBA - Vanuatu - Business Environment Country Report for MBA 434 South Pacific...Stuart Gow
Business Environment Country Report - VANUATU (20%)
Groups will make a 20 minute presentation using PowerPoint on their assessment of the business environment in a Pacific Island Country assigned to their group.
Groups should analyze the business environment of the selected country and make a presentation using charts, maps, diagrams, photos and illustrations. Reports should cover:
Business environment and the World Bank ease of doing business survey findings for 2013
Country economic profile and private sector structure and performance
Economic outlook for sustainable development, green growth and investment
Review of the growth prospects of industries
Support for small business and entrepreneurship
Assessment Criteria for the Presentation
Quality of Oral and Visual Presentation
Logical structure of the presentation with table of content as second slide.
Clear presentation of the topic and the main issues
Quality of power-point slides
Use of graphs, charts, tables, photographs
Presenters engage audience with eye contact, confidence, enthusiasm, positive attitude, persuasive style
Timing and speed of presentation ( 20 minutes limit)
Evidence of thorough preparation
Collected information on the country from several websites, published reports and studies
Demonstrated a sound knowledge of the country business environment
MBA 434 South Pacific Business Environment @ The University of the South Pacific
http://www.usp.ac.fj/index.php?id=mba434
This was to cover the required Case study (10%)
In groups of four or five people you will analyze a case study and apply tools presented during the lectures. From the 11 case studies we chose: Pure Fiji
The course covers key issues relating to the South Pacific business environment. Corporate social responsibility, regionalism, utilisation of natural resources, impacts of culture on business problems, labour relations, government support for business privatisation and the consequences of foreign investment will be considered. The relationships of business, culture and the natural environment, commercial law, as well as the ethics of various viewpoints and practices constitute major themes.
Students:
Stuart Gow
Archana Singh
Maxine Valentine
Date: January 2013
Vanuatu Country Brief 2013 for MBA 434 South Pacific Business Environment (Core Course)
The course covers key issues relating to the South Pacific business environment. Corporate social responsibility, regionalism, utilisation of natural resources, impacts of culture on business problems, labour relations, government support for business privatisation and the consequences of foreign investment will be considered. The relationships of business, culture and the natural environment, commercial law, as well as the ethics of various viewpoints and practices constitute major themes.
The Graduate School of Business (GSB) is located at Statham Campus and currently Professor Raghuvar Dutt Pathak is the Head of the Graduate School of Business (GSB) and Director of MBA programme.
The Master of Business Administration (MBA) was first offered in 1995 by The University of The South Pacific. It has since then established itself as a high quality, internationally recognised programme. As well as offering the MBA courses to both full-time and part-time students in Suva, we continued to deliver the programme to part-time students to other pacific island nation. Year after year has seen an increase in MBA student enrolments.
http://www.usp.ac.fj/index.php?id=mba
Private sector ecotourism from the ground up: the experiences and challenges ...Stuart Gow
Private sector ecotourism from the ground up: the experiences and challenges of an outer island eco-resort in developing a world class tourism and hotel operation". A Case Study.
Stuart Gow, Director, Matava Resort, Kadavu, Fiji www.matava.com
Ecotourism is a simple term to use, but requires more than mere labelling to put into practice. In order to develop a genuine ecotourism product, a commitment to eco-principles needs to be made at the planning stages, to ensure that the business is based on genuine efforts to
establish environmental and social sustainability in the real sense. Eco-tourism is a global industry, and all eco-tourism ventures must be able to stand up against global, not just national, standards.
On its own, commitment to following sustainable environmental and social principles does not ensure the success of a tourism endeavour. There must be adequate demand for the product
if it is to succeed and continue to grow. Marketing efforts must be made to spread awareness of environmental issues and to raise the profile of an ecotourism venture, to build a continuing customer base.
Matava Resort on Kadavu Island was developed to incorporate solar power, organic gardening and other eco-tourism principles from the start of the business. The formation of the “Matava Foundation” enables the resort to process community requests for assistance, as well as managing tourism involvement with community projects. A continuing active marketing plan taps in to the growing demand for planet friendly vacations.
Experiences and challenges met during development of Matava Eco-tourism resort included:
Difficulties:
• Waste management is difficult - recyclables and glass can only be disposed of off
island
• Vagaries of outer island infrastructure makes resort very vulnerable to flight and ferry
schedule variations
• Current power, water and waste systems limit resort scale to a maximum of 15 bures,
and cannot be increased on current systems
• Communications on outer islands are very expensive, VTSat system is the only reliable
internet and phone solution
• There is a confusion in the mainstream tourism market and national psyche about what
constitutes ecotourism – many misinterpret it to mean solely low-end backpacker /
village based tourism
ISLANDS & SMALL STATES
TOURISM CONFERENCE:
Current Issues and Future Challenges
Suva, Fiji • 12 - 14 September 2011 • Hosted by: The University of the South Pacific
Fiji Butterflyfish Presentation at FICSFStuart Gow
The 2009 inaugural Fiji Islands Conservation Science Forum (FICSF) provided an excellent platform for the Butterflyfish Count organizing committee to present its findings to the greater scientific and conservation organizations in Fiji as well as to the general public. The presentation was made by Chinnamma Reddy on behalf of the committee.
In the International Year of the Coral Reef (2008), you have the opportunity to help celebrate and record Fiji’s amazing coral reef biodiversity, show you care about our world’s delicate coral reef systems, and have fun, by taking part in a week-long hunt for the Great Fiji Butterflyfish!
Easy to do, this is suitable for visitors and locals alike, whether you are a snorkeler, SCUBA diver or Glass-bottom boat passenger. We hope that tourists, school children, scientists and all people with an interest in the marine environment will take to the reefs with us to search for Butterflyfish.
Double Saddled Butterflyfish, FijiThe Great Fiji Butterflyfish Count will be held around Fiji from the 2nd to the 8th November 2008. You can do a single count during that week, or take place as many times as you like during that week, so that you cover different reefs. All data will be gratefully accepted!
So, grab your Great Fiji Butterflyfish Count slate from participating resorts and dive operators, put on your snorkel and mask and dive into the beautiful blue waters of Fiji, to be a part of history!
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
5. SHRM Definition
Link all HR Activities to the Organisation’s Strategic
Objectives
“Strategic HRM is an approach that defines how the
organization’s goals will be achieved through people
by means of HR strategies and integrated HR policies
and practices.”
Strategic human resource management : a guide to action, Michael Armstrong, 4th ed.
6. Basics Of Strategic HRM
HR Programs to enhance overall
organizational performance
HR in organisation strategic
planning from start
Pro-actively participate in big
picture decision making
Redesign organizations and the work
processes
Measure financial results of all HR
activities
9. Strategic Partner
Ability to translate business strategy into
action
HRM part of the business team
Know the business: The Bottom-Line
Add value
Measure performance
Provide Professional advise
Make the line managers job easier
10. Strategic Partner cont.
“A business with HRM
involved at strategic
level has a
competitive
advantage”
11. Administrative Expert
Efficiency of HRM (Cost)
Effective management of
HR Activities (Quality)
Re-engineer HR processes
using technology and
innovation
Create value
Measure HR activity results
in terms above
12. Employee Advocate
Meet the needs of employees
Being fair and principled
Assuring employees their voice is being heard
Assist employees find new resources so that
they can perform their jobs better
13. Agent for change & cultural transformation
Change agent - Catalyst for change
Leading Change (Including in HR)
Problem Solving
Communication
Influencing and convincing skills
Cultural transformation
Culture of excellence
Excellent leadership, planning, processes, people,
customer satisfaction, measurement and analysis
16. Management of Organisation’s
HR involves the following aims:
Acquisition
Development
Reward and motivation
Maintenance
Eventual Departure
17. HRM Activities
Job analysis
Human resource planning or employment planning
Employee recruitment
Employee selection
Performance appraisal
Human resource development activities
Career planning and development activities
Compensation
Industrial relations
Health and safety programs
Managing diversity
18. HRM Activities
Job analysis
HR planning or
Employment planning
Defines a job:
Job Descriptions
Job Specifications
Grouping jobs?
Enhanced performance?
The Starting Point…
Ensures: qualified people
Compares: present supply
of people with projected
demand for HR
Produces: decisions
Achieves: quality HR
and effective equal
opportunity planning.
19. HRM Activities
Employee recruitment Employee selection
Fill from within or outside?
Be attractive to prospective
employees
Methods used:
job posting
newspaper ads
Online Media (LinkedIn)
executive search
Screen the applications
Review the applications,
Psychological testing
Interview
References
Medical test
Make the final selection
20. HRM Activities
Performance appraisal HR development activities
Determine performance
Communicate results
Plan for improvement
Use appraisal results for:
performance based
rewarding
identifying training &
development needs
placement decisions
Focus on A.S.K. :
Attitudes
Skills
knowledge
Continuously Improve
Knowledge
Skills & Capacity to adapt
Change
22. HRM Activities
Managing diversity Health and safety programs
Ensure Physical & Mental
Safety & Wellbeing
Safe environment
Legal requirements:
HASAW 1996 in Fiji
Integrate multicultural Fiji
population
Language challenges
Clear communication vital
Gender and Cultural
challenges
23. HRM Activities
Career planning
Benefit both employee and
the organisation
Identifying
career goals
job opportunities
personal improvement
Ensure: qualified
employees available
24. Which Role or Activity is most important within the
Organisation?
25. Strategic Partner
Primary SHRM Role:
“link the various roles/activities of
HRM with the strategic objective of
the organization and make it clear”
This means strategic partner is the most
important role...
26. Why Strategic partner?
Strategic partner
precedes the other roles
In the planning stage
Crucial to the
organisation
Where all HR strategies
are aligned with the
overall objective of the
organization
Other HRM roles follow
27.
28. References
Course/ Student Study Guide, MBA 423 HRM, Prof.
Dr. K C. Patrick Low , (PhD (UniSA) & Chartered
Marketer )
Managing Human Resources; 4th edition; Raymond
J. Stone (2013); John Wiley & Sons Australia Ltd;
Sydney.
Strategic human resource management : a guide
to action, Michael Armstrong (2008); 4th edition;
Kogan Page Ltd; London
Welcome!
We’re here today to review the important subject of Strategic Human Resource Management (SHRM)
More specifically we’re going to examine the Roles and Activities of HR Management as they relate to Strategy...
We are Group 5
Our Team tonight is:
Amrish
Stuart
Chaminda
Freda
We’ll quickly run through the definitions and the roles and activities before answering the most important question of priority in the roles for SHRM
Lets start at the beginning with what Strategic HRM actually is before storming into the HR’s Roles and Activities associated with it…
Strategic HRM focuses on the linking of all HR activities with overall organisations’ strategic objectives.
“Strategic HRM is an approach that defines how the organization’s goals will be achieved through people by means of HR strategies and integrated HR policies and practices.”
Human Resource managers must:
Focus on developing HR programs that enhance organizational performance
Involve HR in Big Picture organizational strategic planning from start
Pro-actively participate in big picture decision making on mergers, acquisitions, and downsizing
Redesign organizations and the work processes to enhance overall organizational performance
Measure and document the financial results of all HR activities
AMRISH
HR Managers have many many roles to play in an organisation, however the 4 KEY roles are
Strategic Partner
Administrative Expert
Employee Champion
Change Agent
Let us run through these roles in a little more detail and discuss.
Where the HR Manager has gained a seat at the management table and adds value through direct impact on quantifiable business objectives.
Every HR decision, plan, or process has to be aligned with the core business strategy.
The HR Manager needs to quickly develop business acumen, must be able to add value to the organization’s overall strategic objectives by employing a shared mind-set and accountability to key performance indicators.
To add value, HR must innovate and continue to step outside of traditional roles and proactively seek out opportunities to learn the business.
To participate and contribute in business discussions, HR business partners must not only ensure smooth systems and processes, but consider the strategic impacts of talent and organization choices.
It is all about creating and delivering value aligned with the organization’s objectives.
HR must first be strategic business partners who just happen to manage the most valuable assets of the organization—its human capital.
To be an Employee Champion requires the HR Manager to be the employees voice in management decisions
The HR Manager needs to be on “everyone’s” side
An approach to be Fair & Principled is needed
Good employee relationships will help and keep HRM’s finger on the pulse and consider Employee responses to any changes
It is a tricky balance to achieve, but is critical to the organisation’s health
A change agent is a person who acts as a catalyst for change within the organisation
Start by leading change within the HR Department and Function itself
Develop new Problem Solving Communication & Influence Skills
The HR FUNCTION MUST CHANGE, AND LEAD THE CHANGE
The HR Function must change to be more critical & more strategic
The HR Manager needs to lead the Organisation’s Cultural Transformation and have a transformational effect on the organizations workplace culture
To ensure we don’t limit ourselves to just these 4 key roles we must be aware of the other roles such as these…
Within these Major Roles there are a large range of activities to be managed
HRM involves the acquisition, development, reward and motivation, maintenance and eventual departure of an organisation’s human resources.
Certain key HRM activities must be undertaken to satisfy these aims: each activity is interrelated and together they represent the core of HRM.
Certain key activities must be undertaken to satisfy these aims. Each activity is interrelated and together they represent the core of HRM
This list is just the tip of the iceberg, but lets run through some of these important Activities
Job Analysis
Within Job analysis two things must be defined:
The Job Descriptions: for individual
The Job Specifications
Possibility of grouping some jobs together to increase efficiency
Looking to analyse jobs to possibly enhance performance?
This is the starting Point for planning job efficiency…
HR Planning or employment planning:
Organisation attempts to ensure it has the right no of qualified people in the right jobs at the right time.
Does this by comparing present supply of people with the projected demand for HR.
Produces decisions to add, reduce or reallocate employees internally.
It achieves quality human resources, employee and a more effective equal opportunity planning.
Employee recruitment
Decide to fill from within or outside the organisation
Be attractive to new and prospective employees to obtain a good pool of candidates
Methods used:
job posting
paper ads
WEB
executive search
Employee selection
3 Step process
Initial Screening: Screen the all the applications received
Review and Ranking: Review the applications, psychological testing, interview, check reference, medical test
Make the final selection
Performance appraisal
Determine how well employees are doing continuously...
Communicate the results of appraisals to the employees
Establish a plan for performance improvement
Appraisal results used for:
performance based rewarding
identifying training and development needs
placement decisions
HR development activities
Focus on acquisition of attitudes, skills & knowledge (ASK!)
Continuously Develop and Improve
Knowledge
Skills
capacity to adapt
change
FREDA
Industrial Relations:
Is the relationship between the employee and employer. It deals with the employee attitude and behavior.
If the policies formed by the HRM is done by open communication and the HR policies are fair and equitable and there is satisfaction with work and life then the reflection of this would create trust, cooperation, commitment and high performance. However if the policies are done by ill communication with unfair and discriminatory policies then obviously the result would be negative as there would be low work and life satisfaction which would lead to conflict, mistrust, low commitment and poor performance.
Industrial Relations traditionally takes a broader perspective, involving governments, industrial tibunals, employer associations, trade unions, industrial law, awards, terms and conditions of work, grievance producers, dispute settlement, advocacy and collective bargaining.
Remuneration (or) Compensation:
Refers to the cash rewards employees receive for working in an organization, such as their base pay, bonuses, incentive payments and allowances.
This being one of the motivating factors for employees and reinforces their behavior demanded by the organization’s business strategies.
Research proves that there is a positive relationship between pay systems and organizational performance.
STUART
Managing diversity
HR Management need to provide a good environment to Integrate multicultural Fiji population
Within Fiji there are Language challenges, with Fijian, Hindi and various levels of English spoke,
Also different levels of literacy ie how well they can read any of the languages
Ensuring clear communications within the company is vital for everyone to understand the overall strategies and aims of the organisation
As with all South Pacific Isdland Countries there are challenges with Gender Equality and Cultural challenges
Health and safety programs
It is everyone’s responsibility to ensure all employees Physical & Mental Safety, & Wellbeing
HR Management has responsibility to both the organization and employees to lead the way with Health and Safety
HR Management must provide a Safe environment for all employees
Within Fiji the Legal requirements are under the Health and Safety at Work Act 1996, and the related Regulations.
Career planning
HR Management have a role to assist employees with their Career planning
This will benefit both employee and the organisation in developing the employees talents and skills, and retaining the employee
The HR Manager by assisting the employee to identify: their career goals, new job opportunities, personal improvement
By doing this HR ensures qualified employees available for all levels of the organisation
If one role has to be chosen as the most important role it must be STRATEGIC PARTNER.
Strategic partner precedes the other roles as this is at the planning stage, which is crucial to any organisation
It is where all the HR strategies are aligned with the overall objective of the organization.
The other HRM roles follow through to help push and achieve the overall objectives
We are Group 5
Our Team tonight is:
Amrish
Stuart
Chaminda
Freda