Generational values in Organizational behavior, Different generations like Traditional, baby boomers, generation X, generation Y, Similarities and dissimilarities of different generational values.
Diversity In Organizations | Diversity Management | Surface-Level Diversity |...FaHaD .H. NooR
ย
Describe the two major forms of workforce diversity
Identify the key biographical characteristics and describe how they are relevant to OB
Recognize stereotypes and understand how they function in organizational settings
Define intellectual ability and demonstrate its relevance to OB
Contrast intellectual from physical ability
Describe how organizations manage diversity effectively
CONTENTS:
1. Concept, Nature and Significance
2. Maslow's Hierarchy Need Theory
3. Herzberg's Motivation-Hygiene Theory
4. Intrinsic and Extrinsic Rewards
5. Porter and Lawler's Model
6. Equity Theory
7. Financial and Non Financial Incentives
8. Case Study: Kellogg's
Diversity In Organizations | Diversity Management | Surface-Level Diversity |...FaHaD .H. NooR
ย
Describe the two major forms of workforce diversity
Identify the key biographical characteristics and describe how they are relevant to OB
Recognize stereotypes and understand how they function in organizational settings
Define intellectual ability and demonstrate its relevance to OB
Contrast intellectual from physical ability
Describe how organizations manage diversity effectively
CONTENTS:
1. Concept, Nature and Significance
2. Maslow's Hierarchy Need Theory
3. Herzberg's Motivation-Hygiene Theory
4. Intrinsic and Extrinsic Rewards
5. Porter and Lawler's Model
6. Equity Theory
7. Financial and Non Financial Incentives
8. Case Study: Kellogg's
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
ย
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the โMyth of Rationalityโ that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
ย
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employeesโ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesnโt contradict their behavior. When attitudes and behaviors donโt line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
Organizational Context: Design and Culture Chap#3 of Organizational Behavior ...Syeda Tooba Saleem
ย
-Good Information related Organizational Design and Culture.
-Types of Organizational Designs
-Characteristics of Culture and many more other things are included in it..
This document will give you information about Emotional Labour meaning, history, how it will affect the performance of the employee in the organisation and which gender shows more Emotional labour.
โCSR is about how companies manage the business processes to produce an overall positive impact on society.โ
โAchieving commercial success in ways that honour ethical values and respect people, communities, and the natural environmentโ
Emotions And Moods - Organizational Behavior - PsychologyFaHaD .H. NooR
ย
Introduces us the the concepts of emotions and moods and their effects on Organizational Behavior. These are concepts that have only recently received increased attention in research and practice.As mentioned, emotions and moods were dismissed by OB for a long time. One of the primary reasons was the โMyth of Rationalityโ that suggested that OB comprised rational concepts and applications and emotions and moods were seen as highly irrational. Emotions were thought to be disruptive of organizational activity and decreased productivity. Because they were perceived as irrational the belief was that they were unpredictable and therefore not easily influenced. We now know this is untrue.Affect is a generic term that covers a broad range of feelings people experience. This includes both emotions and moods. Emotions are intense feelings that are directed at someone or something. Moods are the feelings that tend to be less intense than emotions and that lack a contextual stimulus.
The Hawthorne effect (also referred to as the observer effect) refers to a phenomenon whereby workers improve or modify an aspect of their behavior in response to the fact of change in their environment, rather than in response to the nature of the change itself. The "Hawthorne effect" study suggested that the novelty of having research conducted and the increased attention from such could lead to temporary increases in productivity.This effect was observed for minute increases in illumination. In these lighting studies, light intensity was altered to examine its effect on worker productivity. Most industrial/occupational psychology and organizational behavior textbooks refer to the illumination studies. Only occasionally are the rest of the studies mentioned
Attitudes and Job Satisfaction - Organizational BehaviorFaHaD .H. NooR
ย
This is a focus on Attitudes and Job Satisfaction. Managers should be interested in their employeesโ attitudes because attitudes give warnings of potential problems and influence behavior. Creating a satisfied workforce is hardly a guarantee of successful organizational performance, but evidence strongly suggests that whatever managers can do to improve employee attitudes will likely result in heightened organizational effectiveness. Attitudes are evaluative statements or judgments concerning objects, people, or events. Attitudes are made up of three components. The cognitive component is made up of the belief in the way things are. The effective component is the more critical part of the attitude as it is calls upon the emotions or feelings. The behavioral component describes the intention to behave in a certain way toward someone or something. These three components work together to aid in our understanding of the complexity of an attitude. Sometimes we observe people who will change what they say so it doesnโt contradict their behavior. When attitudes and behaviors donโt line up, individuals will experience cognitive dissonance. This incongruity is uncomfortable and individuals will seek to reduce the dissonance to find consistency.
People are willing to live with some discomfort but the degree to which this is true depends upon the importance of the elements, how much influences the individual has in the situation, and the rewards available.
Organizational Context: Design and Culture Chap#3 of Organizational Behavior ...Syeda Tooba Saleem
ย
-Good Information related Organizational Design and Culture.
-Types of Organizational Designs
-Characteristics of Culture and many more other things are included in it..
This document will give you information about Emotional Labour meaning, history, how it will affect the performance of the employee in the organisation and which gender shows more Emotional labour.
โCSR is about how companies manage the business processes to produce an overall positive impact on society.โ
โAchieving commercial success in ways that honour ethical values and respect people, communities, and the natural environmentโ
Es una propuesta, aplicable o no... pero pensada para guiar a quien planifique las comunicaciones internas.
Por cierto: el documento no tiene ilustraciones. Se trata de planificar y ejecutar, no de presentarlo proyectรกndolo en una pantalla.
Nada de adornos para "digerir mejor" un contenido que debe ser claro e interesante de partida.
Olvida los dibujitos en este caso. Otra cosa serรกn los esquemas y grafismos para analizar datos o los cronogramas para ordenar fases en el tiempo.
Espero que sirva.
This talk was delivered at Ignite NYC XII. It demonstrates how Miles Davis - jazz innovator - instinctively used Agile Management Techniques to develop the style of music later known as jazz fusion.
Desde el aรฑo 2006, las empresas B se han convertido en un movimiento que no solo se centra en generar beneficios para sus accionistas sino, sobre todo, en promover un impacto positivo y sostenible en la sociedad y el medio ambiente. Fuente: Cosas.
Advances In Management Vol. 9 (5) May (2016)
1
Generation Gaps: Changes in the Workplace due to
Differing Generational Values
Carbary Kelly, Fredericks Elizabeth, Mishra Bharat and Mishra Jitendra*
Management Department, Grand Valley State University, 50 Front Ave, SW Grand Rapids Michigan 49504-6424, USA
*[emailย protected]
Abstract
The purpose of this study is to discuss the
generational gaps that are found in the workplace
today. With multiple generations working together,
and the oldest generation having to work longer and
retire later, generational changes are occurring in the
workplace and for management. There is a lack of
communication and understanding between the
different generations caused through differing values
and goals. Younger generations are also entering
different fields than those that were popular for older
generations. There is a serious new problem in the
workplace, and it has nothing to do with downsizing,
global competition, pointy-haired bosses, stress or
greed. Instead, it is the problem of distinct
generations โ the Veterans, the Baby Boomers, Gen
X and Gen Y โ working together and often colliding
as their paths cross.
Individuals with different values, different ideas,
different ways of getting things done and different
ways of communicating in the workplace have always
existed. So, why is this becoming a problem now? At
work, generation differences can affect everything
including recruiting, building teams, dealing with
change, motivating, managing, and maintaining and
increasing productivity All of these ideas are
explored, discussed, and evaluated, through looking
at current research on the topic and case studies that
have been conducted not only in the United States but
around the world.
Keywords: Generation gap, workplace, values.
Introduction
Throughout the years, as the population has continued to
both grow and age, it has caused generational changes to
take place in the various aspects of life. With the changes in
the demographics of the worldโs population, there have also
been changes in how each group thinks and what they
value. This not only affects the way people behave in their
personal lives, but it also affects the workplace. As
generational changes occur in the workplace, a lack of
communication has caused adisconnect to occur between
the values and goals present among the different age groups
along with newer generations choosing different career
paths.
* Author for Correspondence
In order to understand where these differences stem from,
you need to analyze how each generation is different when
it comes to their beliefs and values. So, it is best to identify
the different groups present in workplace which range from
those born in 1922 to those born in the early 1990โs.
Moving chronologically, the fi.
Advances In Management Vol. 9 (5) May (2016)
1
Generation Gaps: Changes in the Workplace due to
Differing Generational Values
Carbary Kelly, Fredericks Elizabeth, Mishra Bharat and Mishra Jitendra*
Management Department, Grand Valley State University, 50 Front Ave, SW Grand Rapids Michigan 49504-6424, USA
*[emailย protected]
Abstract
The purpose of this study is to discuss the
generational gaps that are found in the workplace
today. With multiple generations working together,
and the oldest generation having to work longer and
retire later, generational changes are occurring in the
workplace and for management. There is a lack of
communication and understanding between the
different generations caused through differing values
and goals. Younger generations are also entering
different fields than those that were popular for older
generations. There is a serious new problem in the
workplace, and it has nothing to do with downsizing,
global competition, pointy-haired bosses, stress or
greed. Instead, it is the problem of distinct
generations โ the Veterans, the Baby Boomers, Gen
X and Gen Y โ working together and often colliding
as their paths cross.
Individuals with different values, different ideas,
different ways of getting things done and different
ways of communicating in the workplace have always
existed. So, why is this becoming a problem now? At
work, generation differences can affect everything
including recruiting, building teams, dealing with
change, motivating, managing, and maintaining and
increasing productivity All of these ideas are
explored, discussed, and evaluated, through looking
at current research on the topic and case studies that
have been conducted not only in the United States but
around the world.
Keywords: Generation gap, workplace, values.
Introduction
Throughout the years, as the population has continued to
both grow and age, it has caused generational changes to
take place in the various aspects of life. With the changes in
the demographics of the worldโs population, there have also
been changes in how each group thinks and what they
value. This not only affects the way people behave in their
personal lives, but it also affects the workplace. As
generational changes occur in the workplace, a lack of
communication has caused adisconnect to occur between
the values and goals present among the different age groups
along with newer generations choosing different career
paths.
* Author for Correspondence
In order to understand where these differences stem from,
you need to analyze how each generation is different when
it comes to their beliefs and values. So, it is best to identify
the different groups present in workplace which range from
those born in 1922 to those born in the early 1990โs.
Moving chronologically, the fi ...
Advances In Management Vol. 9 (5) May (2016)
1
Generation Gaps: Changes in the Workplace due to
Differing Generational Values
Carbary Kelly, Fredericks Elizabeth, Mishra Bharat and Mishra Jitendra*
Management Department, Grand Valley State University, 50 Front Ave, SW Grand Rapids Michigan 49504-6424, USA
*[emailย protected]
Abstract
The purpose of this study is to discuss the
generational gaps that are found in the workplace
today. With multiple generations working together,
and the oldest generation having to work longer and
retire later, generational changes are occurring in the
workplace and for management. There is a lack of
communication and understanding between the
different generations caused through differing values
and goals. Younger generations are also entering
different fields than those that were popular for older
generations. There is a serious new problem in the
workplace, and it has nothing to do with downsizing,
global competition, pointy-haired bosses, stress or
greed. Instead, it is the problem of distinct
generations โ the Veterans, the Baby Boomers, Gen
X and Gen Y โ working together and often colliding
as their paths cross.
Individuals with different values, different ideas,
different ways of getting things done and different
ways of communicating in the workplace have always
existed. So, why is this becoming a problem now? At
work, generation differences can affect everything
including recruiting, building teams, dealing with
change, motivating, managing, and maintaining and
increasing productivity All of these ideas are
explored, discussed, and evaluated, through looking
at current research on the topic and case studies that
have been conducted not only in the United States but
around the world.
Keywords: Generation gap, workplace, values.
Introduction
Throughout the years, as the population has continued to
both grow and age, it has caused generational changes to
take place in the various aspects of life. With the changes in
the demographics of the worldโs population, there have also
been changes in how each group thinks and what they
value. This not only affects the way people behave in their
personal lives, but it also affects the workplace. As
generational changes occur in the workplace, a lack of
communication has caused adisconnect to occur between
the values and goals present among the different age groups
along with newer generations choosing different career
paths.
* Author for Correspondence
In order to understand where these differences stem from,
you need to analyze how each generation is different when
it comes to their beliefs and values. So, it is best to identify
the different groups present in workplace which range from
those born in 1922 to those born in the early 1990โs.
Moving chronologically, the fi.
Austin Benn - How to deal with a multi-generational workforceJade Webster
ย
This whitepaper outlines the different working styles of each generation and how to ensure they work effectively together. Austin Benn are a specialist sales and marketing recruitment agency based in London - www.austinbenn.co.uk
Generations: A Perspective to Employee Engagementsbasu_71
ย
Abstract:
Employee Engagement is the key to the talent management in Indian IT-BPO Industry. However the Challenge is to factor in the diversity in the work force to ensure success of the engagement model.
Generational theory or the concept of generations helps with one such lens which makes it possible to find cohort groups within the work force and brings in the flexibility of segmentation.
โข Generation is defined as people born in a certain period of time in history, coming of age together as a group experiencing same historical events during their child hood and teen age, forming a cohort having same set of values & basis that world view
โข Generations share an โage locationโ in the history. They witness key historical events and social trends in the same phase of their life
โข Members of a particular generation are shaped in a lasting ways by the eras they witness in childhood and as young adults and basis that they develop and share certain common beliefs and behaviours.
โข As aware of the experience and traits they have in common with their peers, they develop a sense of common perceived membership in terms of generation.
โข Though the concept of defining & identifying generations have its root in the West, applying the same definitions, 5 existing generations in India can be contextualized and defined as well.
Generational theory helps providing an effective lens for employee segmentation to design more effective employee engagement model. This also makes eminent the reality that there is diversity in our work force and we need to manage this diversity effectively.
In a composite culture like India, each generation cohort has its own separate but overlapping regional, religious & linguistic cultures which are respected by and interact with their shared culture. This also needs to be factored in while designing any employee engagement model.
A generation gap is widening in the workplace. As baby boomers (ages 51 to 69 or so) express reluctance about retiring, so-called millennials (roughly ages 18 to 34) have become the single largest demographic in the American labor force. Because of this, more older workers have found themselves being hired and managed by people much younger than they are.
A description of the life events that have shaped the lives of each of our current working Generations. Unfortunately, video inserts do not work with slideshare. If you download, they MAY work.
My new paper considers the ever changing generational mix in the workplace and how to maximize people development to impact organizational growth in this environment - whatever the generation!
The following post is from another student. Please react adding .docxrtodd194
ย
The following post is from another student. Please react adding other extra imformation relate to the post.ย
Short answer
Less than 10 % similarity
References APA
1 .
In USA, minorities have been a very important quota in the sociocultural environment of the country. But over the years they have had to endure acts of discrimination. The nursing program has not been the exception. Minorities have had to overcome many barriers over the years, including: inferior academic preparation, financial problems, lack of tutoring opportunities, inadequate social support, among other barriers that slow down the learning cycle and in turn they demotivate the knowledge drive they have.
2 .
In today's organizations, including in the medical field, up to four or five generations can coexist in the same work team.ย
Each has a different way of interrelation, of communicating, not only at the level of language (oral or written) but also in ways of moving, manners, including everything related to the use of individual spaces, the way of dressing and approaching the partner . Let's start by naming the 4 generations that are present in the nursing community today, highlighting the details that differentiate them from each other:
Veterans:
Born between 1922 and 1943. Some of the characteristics of those belonging to this generation are the following: dedication and sacrifice, hard work, conformism, respect for authority, patients, duty before pleasure, following the rules and honor. They are very traditional and conservative people.ย ย They suffered the consequences of the great depression and two world wars so they are the perfect reference for a generation that has endured great world events and they are here to tell. They are loyal to their convictions and find it difficult to get out of their comfort zone and take the first step to change the way they do things.ย
Boomers:
Born between 1944-1964. In general, they are people loyal to the company, with a focus on processes, looking for challenging and meaningful opportunities to continue growing at work and continue learning. Service oriented and formal "face to face" communication. In addition, they consider their current company asย the only one in their entire career. What they value most is a company that can give them security and stability.
Generation X:
Born between 1965-1979. It brings together the spirit of cooperation as an engine of growth for the success of a company. They cannot be considered as digital natives because the technology at that time was rather limited and they are not considered Boomers because they were not born immediately after the end of World War II. This is what makes it a bridge generation, but which, unlike the rest, stands out for its power of conciliation, for its virtues of dialogue. It is about a generation that is committed to the world and that has lived marked by the emergence of consumerism. They tend to be flexible, adaptable, with general development inter.
Think Millennials and Gen Z are the Same? Think Again. Amy Snow
ย
Gen Z is just being defined, but for some reason marketers and journalists often conflate them with Millennials. But this new cohort is different in some really critical ways. Learn everything you need to know about both.
Management Accounting For Banking DiplomaMilton Kumar
ย
This paper will be helpful for professional bankers who intend to get preparation for Banking Diploma (Part-2), DAIBB.
Very precise note for broad questions.
Early stage career planning and Stress Management Milton Kumar
ย
The paper is related to career planning in the early stage. Newly graduates face so many problems and stresses while choosing their career without any experience. Management of stress in the early stage of life is really tough. This study explores how those stresses can be overcome and be successful in life with better and enjoyable career.
Correlation between Hinduism and Corporate Social ResponsibilityMilton Kumar
ย
This paper is a study about the correlation between Hinduism and Corporate Social Responsibility of an organization. The study emphasizes how Hinduism supports CSR for the betterment of the society and on the other hand development and growth of a company.
Generational values, Similarities and dissimilarities of different generations.Milton Kumar
ย
Different generation, Traditionalists, Baby-boomers, Generation-X, Generation-Y, Values of different generations, Similarities and dissimilarities of different generations.
Presentation on regional connectivity of asiaMilton Kumar
ย
This presentation describes the regional connectivity that connects Bangladesh with China,India and Myanmar. This was anciently known as silk road. This connectivity of course improves the economic growth in this territories.
Evolution of Total Quality Management with respect to the contributions of some Total Quality Management Gurus like Deming, Joseph M. Juran, Crosby. Its an helpful presentation for novice of TQM students. It describes from 1900 to today how the Quality Management of a product has been developed and its effectiveness in business growth.
This presentation describes how a marketing plan is designed for pineapple juice. This will really help the marketing students who want to develop a marketing plan for launching a new product like any juice that is less common in Bangladeshi Market.
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/
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Attending a job Interview for B1 and B2 Englsih learnersErika906060
ย
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
ย
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
ย
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
โข HCMC - Gyeongsangbuk-do Culture and Tourism Festival
โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
Memorandum Of Association Constitution of Company.pptseri bangash
ย
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
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.
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Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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1. Term Paper On Generational Values
(Similarities and dissimilarities of different generational values in the workplace)
Submitted By:
Students ID Students Name Batch Signature
3-13-25-076 Milton Kumar Guria 25th
Submitted To
Ms. Nadia Ahmed
Department of Management
University of Dhaka
Date of Submission: December, 3 2016
2. Executive Summary
Making an organization function and successful involves everyone working together.
The older generations of the Traditionalists and the Baby Boomers have experience in
customer service and possess a loyalty to the organization. Both generations have the
desire to make the company a success and to stay employed until retirement. The work
will get done, changes will be initiated but not always fully accepted, and training will
continue.
The younger generations want to be involved with an organization but providing the extra
effort or to go the extra mile is not as evident as in the older generations. A concern for
Xers and Millennials are the benefits. Both generations give their efforts during work
time, but at quitting time they are ready to leave for recreation or for their families. Xers
and Millennials have abilities to produce results with modern technology. This
technology may be foreign to the older generations. Due to the inexperience with
operations of the technical age, Xers and Millennials are placed in the role of teachers to
the Traditionalists and Boomers. If an organization cannot grow with the technical age,
the company will not be as competitive as companies that have the advanced technology.
Xers and Millennials have been raised with cell phones, Internet, e-mail, and Blackberries
which give them knowledge to process information with this technology, but customer
service skills are not present as with the Traditionalists or Boomers. Members of all
generations contribute their own specified skills; team work is needed in order to take the
business into the next century.
Contents
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3. Introduction
Every generation makes its mark on the world, and every generation is influenced by the
world they grow up in. Generational study is important, helping organizations understand
the various age groups they are working to help. There are obvious similarities and
dissimilarities of different generationโs value in the workplace. Because there is a huge
gap between Traditionalists and Millennials whereas, gap between Traditionalists and
Baby Boomers are less. The same thing is true in the case of Generation X and
Millennials. So, differentiations of generational values are less between the adjacent
generations and more between far generations.
What Are Generations?
Each one of us is a part of a generation, or a group of individuals living at the same
period of time. That time frame, or period of time, is usually considered to be roughly 30
years, primarily because that is enough time for individuals to grow up and have children
of their own, thus starting the next generation. That time frame can be as low as 23 years,
depending on the situation (study.com).
A generation typically shares values and viewpoints of the world, and as a new generation
comes along, those values and viewpoints change. This means that every generation looks
at the world differently. Regardless of the generation you are in, you'll have different
3
4. values shaped by what your generation experiences. Those values, in turn, will shape your
place in the workforce.
About Different Generations
Now it is required to understand what time frames the generations cover and what the
characteristics of each generation are. There are four basic generations that are recognized
and discussed below:
โข Traditionalists: Over the years, this generation has become the result of blending
the Greatest Generation (1901 - 1924) and the Silent Generation (1925 - 1945).
Traditionalists experienced things like the tail end of the Great Depression and the
two World Wars. They experienced tough times when younger but began to see
some prosperity toward the end of the period (study.com).
โข Baby Boomers: Many of us have heard this term used, and it relates to the
generation born between 1946 and 1964. Baby Boomers are individuals that were
born during a period of increased birth rates following World War II. Their
experiences helped to shape our country; issues such as the sexual revolution, the
Vietnam War, and the emergence and development of civil rights also shaped how
these individuals think and view the world (study.com).
โข Generation X: Gen Xers, as they are called, are individuals born from 1965 to
1980. These individuals experienced, in many ways, a very tumultuous time, with
the issues of the day being things such as Watergate, the development of
'latchkey kids' (children who came home from school and did not have a parent
home when they got there due to dual-income families), and the energy crisis.
โข Millennials: Millennials, sometimes called Generation Y, were born during the
time frame of 1980 to the year 2000. They saw an explosion in technology but
also saw many issues of the day that most certainly impacted how they view the
world, including issues such as AIDS, school shootings, and terrorist attacks
(study.com).
As we look at these generations, it could be argued they have many things in common
such as war or terrorism or AIDS, but the fact is each of these generations look at the
world very differently than the next due to what they experienced in their formative years
to their young adult years. What each experienced shaped who they are as individuals,
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5. and in many ways, those experiences are what define the generation gap that is prevalent
between generations.
The Values of Different Generations
Just like different issues or aspects of life shaped each generation's viewpoint of the
world, it also shaped and molded the values of each generation. It is not hard to
understand that if you grew up during world war, you would have a very different set of
values than if you grew up during the digital age and of cellular phones. Those different
values are what make each generation unique. Some of the values that we can identify for
each generation are:
โข Traditionalists: Adherence to rules, discipline, family focus, hard work, and trust
in the government
โข Baby Boomers: Anti-war, anti-government, equal rights, involvement, and
personal gratification
โข Generation X: Balance, diversity, lack of loyalty to an organization, and a global
mindset
โข Millennials: Achievement, fun, civic duty, sociability, and self-confidence
So, there might be some similarity between the values of different generations, the main
obvious issue is how different each generation's values are. The variance in values is
another driver of the generation gap. It is challenging for a manager who might be a
Traditionalist (though due to the times they were born, there are not many of those left) to
understand the work ethic of a Gen X'er. The two sets of values are so far apart, it's
almost impossible to find common ground. Thus, the generation gap that we are all so
aware of is always present.
Generational Work Ethic
Just as values are different and viewpoints are different, it is not difficult to understand
that work ethic, based on these values, is different for each generation. This is not to say
one generation's work ethic is better than another's - they are just different. And it is these
differences that become apparent in the workplace.
Baby Boomers: Born between 1946-1964.
5
6. When Baby Boomers were in their teens they were individualistic and idealistic โ very
much like Millennials. They felt they could change the world and in many ways they did.
They wanted meaningful work, embraced socially and environmentally conscious
companies and were driven more by their values than by money.
By the time mid-generation Boomers started to have families and unemployment had
risen to 10%. With mounting responsibility and fewer job options they became less
idealistic and more motivated by money, bonuses and prestige.
Today they hold positions of authority and define themselves by the prestige of the
company they work for and their own professional accomplishments.
Employment Expectations
Baby Boomers believe in hierarchy and working your way up the ladder. Experience is
more valuable than a degree. Benefits are the reward for hard work, long hours and
commitment. They value face time in the office and many donโt welcome work flexibility
or other work/life balance trends.
Work Ethic / Loyalty
Boomers are very motivated, hardworking and loyal. They want to trust their employers
and their loyalty means they have not moved companies as quickly as either X-ers or
Millennials. As Boomers approach retirement and feel financially stable many re-embrace
their early values of work/life balance and being socially and environmentally conscious
โ although possession that demonstrates success and prestige remain important.
6
7. Generation X. Born between 1965 โ 1980
Gen X-ers come from two incomes and / or divorced families and have grown up with
corporate downsizing, massive layoffs and government scandal. With both parents at
work Gen X children were left alone or with their siblings, therefore, they became
independent, self-reliant individuals.
Research shows that X-ers are more comfortable with technology, diversity, travel and
global awareness than Boomers. They are the first generation of Americans to grow up
with cdโs, remote controls, and computers and with friends from other cultures.
Gen X-ers place a premium on family time, are ambitious and hardworking and value
work/life balance.
Employment Expectations
After witnessing the burnout and / or layoff of their hardworking parents, X-ers entered
the workplace as independent, resourceful people who value freedom and responsibility.
They are used to being leading edge โ especially with technology. Generation X-ers are
entrepreneurial, ambitious and eager to learn new skills that relate to their careers.
Work Ethic / Loyalty
They seek fun and meaningful work. They value the freedom to set their own hours and
work-from-home options. Gen X-ers often prefer to work alone rather than in teams. A
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8. hands-off attitude often works best when supervising, mentoring or working with this
generation. Generation X likes Coaching, not lecture, and donโt expect blind loyalty.
Gen X-ers expect change. They thrive on diversity, challenge, responsibility and creative
input. If their current firm doesnโt provide them with these opportunities, theyโll move.
They like regular and specific feedback. Annual performance appraisals are too late โ
they need frequent, rapid, specific feedback.
Millennial (Generation Y). Born between 1981-2000.
Millennials have the reputation of having lazy work ethics and being hard to
motivate which isnโt true โ they just want interesting work that will make a difference.
They grew up in a culturally diverse school and play environment, having more technical
knowledge, enthusiastic, confident, well networked and achievement-oriented.
Millennials are the best educated generation in history.
Thanks to mobile technology their very attentive โhelicopter parentsโ were rarely out of
reach. Their parents introduced them to almost constant education and well supervised
activities. Their busy schedules and expanded educational opportunities are the root of
their confidence and need for variety and challenge.
Millennials have been told by their parents that they can do anything. Theyโre often called
the โEverybody Gets a Trophyโ generation because their parentsโ insisted that their
childhood experiences be positive (everyone wins), and that everyone has a valid opinion
and deserves to be heard.
Employment Expectations
Millennials are not shy and expect their opinions to be heard. They want to know they
have access to an open door to ask questions. Millennials want to know their work
is valuable to the company and / or environmentโฆ as well as to them and their career.
They are driven less by money and more by accomplishmentโฆ for now at least.
Millennials want to express their creativity and be able to complete tasks using their own
methods. They are learning-oriented and if theyโre doing something wrong they want to
know about it now so they can learn from it, but will not dwell on failure (because
everyone wins).
Just like when they were young, Millennials like working in teams and being coached,
need lots of praise and need to be told often they are on the right track and doing a great
job.
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9. Work Ethic / Loyalty
Millennials need detailed instruction about what you want โ but let them determine how
to get there. Make the work relevant and important to them and the company. If you
engage them the right way they will be loyal and work hard. If theyโre not satisfied they
will quit now and find that job later โ and if that doesnโt work out they can get support
from their helicopter parents.
Millennials are accustomed to new ideas and situations, a constant opportunity to learn
(or more accurately find out).
Praise Millennials often โ daily evenโฆ and for sureโฆ coach them.
Similarities of different generations value in the workplace:
According to Jeffery G. Harber,
1. Team working: Traditionalists are team players; enjoy working together, and
getting along. Baby Boomers were close to the Traditionalists.
2. Company Loyalty: Both Traditionalists and Boomers are loyal to an organization
and will do what is needed to make the company successful.
3. Communication: Both Traditionalists and Boomers communicate well; they have
the personal skills and the ability to relate to individuals. They enjoy
communicating with people and having conversations that establish trust with
customers.
4. Motivation: Both Traditionalists and Boomers have a style that relates to people
and are able to motivate employees toward the right directions that are in relation
to the goals of the company.
5. Responsibilities: The Traditionalists and Baby Boomers are considered the group
that will work the longer hours and take on extra responsibilities in order to help
the company become successful.
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10. 6. Dedication: Baby Boomers would provide services to make the company
successful. Traditionalists are generally well organized and have the dedication to
advance the company.
7. Work Ethics: As managers, the Traditionalists and the Boomers have the work
ethic to ensure that the company succeeds.
8. The Traditionalists and Xers were the generations that had the interest in having
the face-to-face contact with the customers
9. Promotion: Traditionalists and Boomers are loyal to the company and will stay
for security of retirement. They are less interested for speed promotion. Xers and
Millennials are interested in being promoted within a short period of employment.
10. Technology: Both Xers and Millennials use the technology to gather and process
information (Kane, 2010).
10.1 Both Xers and Millennials enjoy working with technology and by doing the
technical tasks, take great pride in their accomplishments.
11. Traditionalists and Baby Boomers were the two generations that will protect the
assets of the company.
Dissimilarities of different generations value in the workplace:
1. Technology: Like Xers, Millennials have the ability to use technology but have a
problem in communicating face to face with individuals thus causing a problem in
providing interaction with customers or with other employees (Kane, 2010).
1.1 Xers have an edge in seeing the world from different angles and the ability to
think through situations in order to get to the next level. Millennials assist the
companies with expertise needed to make the company competitive in the
global community.
2. Communication: The Boomers prefer face-to-face meetings and are able to
express their ideas clearly but Millennials prefers the communication in the forms
of e-mail, or texting.
3. Personal skills: Boomers have the personal skills and the ability to relate to
individuals but Millennials do not have the personal skills or the desire to meet
face to face for personal interaction. They like to supply the technical skills to the
workplace.
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11. 4. Xers and Millennials have abilities to work with companies to make them
successful but they may not have the personal skills that will enable them to be as
effective as the Boomers or the Traditionalists.
5. Responsibilities: Xers and Millennials have pride for their work but they do not
have the dedication to go the extra mile as the Traditionalists or the Boomers
have. X and Y generations will make sure the work is completed but at the end of
the shift, they are ready to return to their social activities.
Conclusion
Generational study and comparisons are important because they provide a smarter context
for understanding oneโs work to reach and assist present generations in developing
thriving families and growing faiths. And to do this, one must have a realistic, reliable
research-based picture of how these generations are changing and how they compare and
contrast with one another, regardless of the story those findings might tell.
Members of the different generations work together in todayโs workplace, each with
characteristics, skills, and abilities. Employers need to know how to react, interpret, and
manage the differences in order to keep the organization effective and able to provide a
challenging environment for the managers and employees. Information about each
generation is important for any manager or Human Resource Manager in order to
effectively operate and manage certain aspects of the modern workplace. The purpose of
the report was to determine any differences or similarities between the Traditionalists,
Boomers, Xers, and Millennials in the workplace. Differences or similarities can assist
11
12. organizations in providing staffing in order to provide services or products with the intent
of maximizing profits for the organization.
Bibliography
1. Pew Research Center, 2010, p. 11-12. โฉ
2. Paul Taylor and Scott Keeter (eds.), Millennials: A Portrait of Generation Next, Pew
Research Center, February 2010, p. 18. โฉ
3. Jeffery G. Harber (5-2011), Generations in the Workplace: Similarities and
Differences.
Website
1. http://study.com/academy/lesson/generational-values-in-the-workplace-
differences-and-dominant-values.html
2. https://brucemayhew.wordpress.com/2011/06/27/work-ethics-in-the-workplace-
generation-differences/
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13. 3. Kane, S. (2010). Generation x. Retrieved from
http://legalcareers.about.com/od/practicetips/a/GenerationX.htm
4. Kane, S. (2010). Generation y. Retrieved from
http://legalcareers.about.com/od/practicetips/a/GenerationY.htm
5. Lancaster, L. C., & Stillman, D. (2002). When generation collides. New York:
Harper Collins
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