The Influence of Cultural Factors on Employees’ Performance at Halawanee Corp...IOSRJBM
The main objective of the study is to find out the influence of cultural factors on employee performance at Halawanee Corporation in Amman, Jordan. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture. The study asked the main question "What is the influence of cultural factorson employees’ performance atHalawanee Corporation in Amman-Jordan? Hypothesis were put and tested and a model was crafted to fit the study. A questionnaire was developed and distributed to a sample of (80) employees chosen randomly from different levels and functions. Only46 out of 80 were returned and the valid ones for analysis were 38. The collected data was examined by using the SPSS (Statistical Package for Social Sciences) andthe results show that thecultural factorshas no significant influence on employee’s performance atHalawanee Corporat
3rd Chapter - Managment by Robbins & Coulter - Part 3Abrar Haseeb
Chap 3 organizational culture and environment; the constraints management by Robbins & Coulter
The Manager: Omnipotent or Symbolic
Define the omnipotent and symbolic views of management.
Contrast the action of manager according to the omnipotent and symbolic views.
Explain the parameters of managerial discretion.
The Organization’s Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
The Manager: Omnipotent or Symbolic
Define the omnipotent and symbolic views of management.
Contrast the action of manager according to the omnipotent and symbolic views.
Explain the parameters of managerial discretion.
The Organization’s Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
The Influence of Cultural Factors on Employees’ Performance at Halawanee Corp...IOSRJBM
The main objective of the study is to find out the influence of cultural factors on employee performance at Halawanee Corporation in Amman, Jordan. Oftentimes, employees work harder to achieve organizational goals if they consider themselves to be part of the corporate culture. The study asked the main question "What is the influence of cultural factorson employees’ performance atHalawanee Corporation in Amman-Jordan? Hypothesis were put and tested and a model was crafted to fit the study. A questionnaire was developed and distributed to a sample of (80) employees chosen randomly from different levels and functions. Only46 out of 80 were returned and the valid ones for analysis were 38. The collected data was examined by using the SPSS (Statistical Package for Social Sciences) andthe results show that thecultural factorshas no significant influence on employee’s performance atHalawanee Corporat
3rd Chapter - Managment by Robbins & Coulter - Part 3Abrar Haseeb
Chap 3 organizational culture and environment; the constraints management by Robbins & Coulter
The Manager: Omnipotent or Symbolic
Define the omnipotent and symbolic views of management.
Contrast the action of manager according to the omnipotent and symbolic views.
Explain the parameters of managerial discretion.
The Organization’s Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
The Manager: Omnipotent or Symbolic
Define the omnipotent and symbolic views of management.
Contrast the action of manager according to the omnipotent and symbolic views.
Explain the parameters of managerial discretion.
The Organization’s Culture
Define organizational culture.
Explain what the definition of culture implies.
Describe the seven dimensions of organizational culture.
Define a strong culture.
Effective management requires organizations to understand and effectively navigate both their internal and external environments, leveraging their strengths, addressing their weaknesses, capitalizing on opportunities, and mitigating risks to achieve their goals and maintain competitiveness.
This unit provides an overview of Open University Course Y159 Understanding management. You will be introduced to the types of activities, tasks and assignments that you would be asked to undertake if you were to enrol on the course.
Reginald A. Whimbush[email protected]678-446-1671 • Acworth, GA.docxsodhi3
Reginald A. Whimbush
[email protected] 678-446-1671 • Acworth, GA
Dear Hiring Official,
As a highly skilled professional with a proven background in management and leadership positions, it is with great excitement that I submit my resume for consideration to become a member of your team. In addition to my formal education and training, my 16 year history of hands-on experiences makes me an excellent match for the unique demands of this position.
I am detail oriented, flexible, an effective communicator, and people person with good judgment, customer service and problem solving skills. I work well with others or as an individual contributor. Time management and being well-prepared are important to me. I am loyal, dedicated and am always open to expanding my knowledge base. I am a positive person who takes pride in my work and am accustomed to performing tasks in high-pressure environments while maintaining my calm demeanor.
In each of my professional roles, I have been successful in exceeding expectations and I have a consistent history of advancing company objectives. My on-the-job experience has afforded me a well-rounded skill set, including first-rate analytical and organizational abilities. I also excel in the following areas:
· Office management and administration
· Managing cross-functional teams and multifaceted projects
· Budget management, payroll administration, and implementing successful cost control strategies
· Training and talent development
· Coaching and decision-making
My resume provides additional detail on my talent for improving processes and achieving results; it is my intention to apply these skills to help your company achieve its goals. I welcome the opportunity for a personal interview to discuss in greater detail how I would be a strong addition to your team.
Thank you for your time and consideration.
Respectfully,
Reginald A. Whimbush
Required Resources
Text
London, M., & Mone, E. (2012). Leadership for today and the future [Electronic version]. Retrieved from https://content.ashford.edu/
· Chapter 2: Self-Leadership
Multimedia
British Broadcasting Company (Producer). (1999). Nurturing Leadership[Video file]. In Building Tomorrow’s Company: Leadership. Retrieved from https://fod.infobase.com/OnDemandEmbed.aspx?token=10861&wID=100753&loid=20415&plt=FOD&w=420&h=315&fWidth=440&fHeight=365
Recommended Resources
Articles
Hooijberg, R. & Lane, N. (2009). Using multisource feedback coaching effectively in executive education. Academy of Management Learning & Education, 8(4) 483-493. Retrieved from http://aom.org/amj/
· The full-text version of this article can be accessed through the EBSCOhost database in the Ashford University Library.
Tiffan, B. (2011). Managing your impact on others. Physician Executive, 37(6) 76-79. Retrieved from http://www3.acpe.org:8082/publications/pej
· The full-text version of this article can be accessed through the EBSCOhost database in the Ashford University Library.
...
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
The general environment
The general environment consists of the economic, political, social, and technological conditions that can affect the management of organisations. The extent of influence of the general environment is less direct than that of the specific environment but also difficult to predict. Some general environmental factors, such as a severe economic recession, can lead to far-reaching effects on the organisation.
Notes for lecturers:
Lecturers can substitute their own institutions here
The specific environment refers to those environmental conditions that have a direct impact on organisations.
Customers purchase the organisation’s goods and/or services. New products and services; new marketing techniques and opportunities; and better educated and informed – and thus more discriminating customers – have all added uncertainty to the organisation/customer relationship.
Suppliers are organisations or individuals who supply resources such as capital, people, materials, and information. It used to be thought that an organisation should not depend on a sole source for any particular resource. To do so renders the organisation vulnerable to the consequences of any difficulties, such as a strike, experienced by that supplier. However, a derivative of global competition is the realisation that, by limiting suppliers, an organisation can help maintain a competitive relationship between suppliers, and enjoy the consequential cost reductions. Contracts that provide the organisation with some controls over the supplier can be negotiated. These controls may involve quality of materials, or perhaps flexibility of supply.
Competitors are other organisations or individuals who compete with it for resources. One obvious resource is consumer dollars. For example, Nike, Reebok, and Adidas are competitors and as markets are finite (there are only so many consumers who purchase sports shoes), managers expend varying amounts of effort to increase and/or maintain their organisation’s market share. There is also competition between substitute products. For example, one current fashion is to wear sports shoes as casual wear – the consequence of successful marketing – thus sports shoe manufacturers have taken market share from other casual shoe manufacturers.
Pressure groups are those within the environment that can influence the organisation’s policies and practices, formally through the legislative system, or informally by bringing pressure to bear through the activities of special interest groups. For example, in Australia, the power of the unions to influence organisation’s work and labour practices fluctuates in response to a number of factors. These are largely influenced by the persuasion of the governments in power, and the economic climate. Other pressure groups such as Greenpeace, or the Australian Conservation Foundation cannot exercise any legally based influence on organisations, but nevertheless, they have a considerable impact. Their power lies in their ability to tug on the collective conscience, using the media to communicate and influence the general public.
Economic conditions
Interest rates, inflation, changes in disposable income, stock market prices, and general business cycles all contribute to the general economic conditions. Recessions in one large industry can spread out to others as workers are laid off and consumers have less income to spend purchasing the products of other organisations.
Political conditions
Political conditions include both the general stability of the countries in which the organisation has operations and the attitudes that governments in those countries hold toward the role of business in their society.
Social conditions
Many countries often have different social and cultural rules of conduct. Management must adapt its practices to the changing expectations of the society in which in operates. Areas of managerial decisions affected by changing social conditions includes not only the makeup of the products and services offered by the organisation but its internal policies as well. For example the changing demographics of the workforce are requiring organisations to recognise the needs of women and minority employees by adopting innovative management practices to motivate and retain these important employee groups.
Technological conditions
Innovations in technology are the most rapidly changing factor in the general environment. Technology dependent organisations can become obsolete almost overnight as innovations replace whole industries.
Notes for lecturers:
Lecturers can substitute a business of their own choice here
Local bin business
The specific environment refers to those environmental conditions that have a direct impact on organisations.
Customers purchase the organisation’s goods and/or services. New products and services; new marketing techniques and opportunities; and better educated and informed – and thus more discriminating customers – have all added uncertainty to the organisation/customer relationship.
Suppliers are organisations or individuals who supply resources such as capital, people, materials, and information. It used to be thought that an organisation should not depend on a sole source for any particular resource. To do so renders the organisation vulnerable to the consequences of any difficulties, such as a strike, experienced by that supplier. However, a derivative of global competition is the realisation that, by limiting suppliers, an organisation can help maintain a competitive relationship between suppliers, and enjoy the consequential cost reductions. Contracts that provide the organisation with some controls over the supplier can be negotiated. These controls may involve quality of materials, or perhaps flexibility of supply.
Competitors are other organisations or individuals who compete with it for resources. One obvious resource is consumer dollars. For example, Nike, Reebok, and Adidas are competitors and as markets are finite (there are only so many consumers who purchase sports shoes), managers expend varying amounts of effort to increase and/or maintain their organisation’s market share. There is also competition between substitute products. For example, one current fashion is to wear sports shoes as casual wear – the consequence of successful marketing – thus sports shoe manufacturers have taken market share from other casual shoe manufacturers.
Pressure groups are those within the environment that can influence the organisation’s policies and practices, formally through the legislative system, or informally by bringing pressure to bear through the activities of special interest groups. For example, in Australia, the power of the unions to influence organisation’s work and labour practices fluctuates in response to a number of factors. These are largely influenced by the persuasion of the governments in power, and the economic climate. Other pressure groups such as Greenpeace, or the Australian Conservation Foundation cannot exercise any legally based influence on organisations, but nevertheless, they have a considerable impact. Their power lies in their ability to tug on the collective conscience, using the media to communicate and influence the general public.
Local bin business
Economic conditions
Interest rates, inflation, changes in disposable income, stock market prices, and general business cycles all contribute to the general economic conditions. Recessions in one large industry can spread out to others as workers are laid off and consumers have less income to spend purchasing the products of other organisations.
Political conditions
Political conditions include both the general stability of the countries in which the organisation has operations and the attitudes that governments in those countries hold toward the role of business in their society.
Social conditions
Many countries often have different social and cultural rules of conduct. Management must adapt its practices to the changing expectations of the society in which in operates. Areas of managerial decisions affected by changing social conditions includes not only the makeup of the products and services offered by the organisation but its internal policies as well. For example the changing demographics of the workforce are requiring organisations to recognise the needs of women and minority employees by adopting innovative management practices to motivate and retain these important employee groups.
Technological conditions
Innovations in technology are the most rapidly changing factor in the general environment. Technology dependent organisations can become obsolete almost overnight as innovations replace whole industries.
Figure 3.4 from text
There is not one accepted definition of what organisational culture means. At its broadest, an organisation’s culture can be described as:
‘the way we do things around here’
“Culture refers to the deep structure of organisations that is rooted in values, beliefs, and assumptions held by organisational members. Meaning is established through socialisation to a variety of identity groups that converge in the workplace”, Denison (1996: 624).
Figure 3.5 from text
Remove one of the 7 dimensions and describe 3 ways its absence would alter the culture as a whole.
Our definition of organisational culture says it is a system of shared meaning with an organisation that determines in large degree, how employees act.
Research indicates that there are 7 dimensions that, in aggregate, capture the essence of an organisation and differentiate it from other organisations:
The degree to which ………..
O = managers focus on results/outcomes rather than how these outcomes are achieved
P = managers take into account the effect of outcomes on people in the organisation
A = people are aggressive and competitive versus easygoing and cooperative
S = organisational activities emphasis maintaining the status quo as opposed to growth
I = employees are encouraged to be innovative and to take risks
T = work activities are organised around teams rather than individuals
A = employees are expected to exhibit precision, analysis, and attention to detail
URL - http://au.youtube.com/watch?v=zicgut4gpwU
Suggestion:
This video clip clearly demonstrates the management behaviour required to get ahead in this organisation.
Job seekers are attracted to organisations where they believe their personal characteristics are aligned with organisational attributes (Cable and Judge, 1994, Chatman, 1989, 1991, Diener, Larson and Emmons, 1984, Judge and Bretz, 1992, Pervin, 1989, Schneider, 1987, Tom, 1971 in O’Reilly, Chatman and Caldwell, 1991).
Judge and Bretz (1992) sampled 67 professional degree students to examine the influence of organisational work values on job choice in the context of job attributes (shown to affect the organisation selection decision making process).
Use of language, ritual, drama, stories, myths and symbolic construction are important tools in the management of meaning.
Reduce their psychological distress by becoming familiar with rules, roles and norms of the group (Nelson and Quick, 1991).
Learn the values which guide expected behaviours
Orient themselves to the achievement of desirable organisational ends
Use of language, ritual, drama, stories, myths and symbolic construction are important tools in the management of meaning.
Reduce their psychological distress by becoming familiar with rules, roles and norms of the group (Nelson and Quick, 1991).
Learn the values which guide expected behaviours
Orient themselves to the achievement of desirable organisational ends
Organisational culture is communicated to employees in a number of ways:
Stories Organisational stories are usually a narrative of significant events or people within the organisation. They may be stories about individuals such as their founders or about organisational achievements. These stories anchor the present in the past and provide both legitimacy and explanations for current practice and exemplify what is important to the organisation.
Organisational culture is communicated to employees in a number of ways:
Rituals Rituals are repetitive sequences of activities that express and reinforce the key values of the organisation. These can take many forms including award ceremonies.
Organisational culture is communicated to employees in a number of ways:
Material Symbols Dress attire, size of office, company cars, car parking are all examples of material symbols. They say something about the organisation and the people in it. These material symbols convey to employees, who are important, what is important, the degree of egalitarianism and the kind of behaviour that is expected and appropriate. Many employees actually view these material symbols as something to strive for.
Organisational culture is communicated to employees in a number of ways:
Language All organisations develop their own ‘language; unique terms to describe aspects of their business. New employees are usually overwhelmed by the acronyms and jargon of their new workplace but once assimilated this language acts to unite people.
Note to teachers: The example in the bubbles are from the printing industry.
Taken from Table 3.5
Suggestion:
You may alert students to the fact that there are dedicated ethic’s centres to help guide organisations, ie St James Ethics Centre:
http://www.ethics.org.au/about-us/support-our-work/why-our-work-matters.html
Suggestion:
While morality answers the question “what should I do?”, ethics, for its part, answers the question dealing with “how should I do”, or better still: “how should I live within and by my company?”. Ethics therefore questions not only the person, but also his environment.
An appropriate reading is:
Ethical behaviour and social responsibility in organisations: process and evaluationAnne Marie Fray, University of Surrey, Surrey, UK. Management Decision. London: 2007. Vol. 45, Iss. 1; p. 76
Taken from page 105 of text
Suggestion:
You may like to show students this clip which encapsulates the ideas outlined in the powerpoint slide:
http://au.youtube.com/watch?v=NN41aheGYhk
Rather than tell people to “have a nice day,” go out of your way to make someone’s day nice.
While morality answers the question “what should I do?”, ethics, for its part, answers the question dealing with “how should I do”, or better still: “how should I live within and by my company?”. Ethics therefore questions not only the person, but also his environment.
Ethical behaviour and social responsibility in organisations: process and evaluationAnne Marie Fray, University of Surrey, Surrey, UK. Management Decision. London: 2007. Vol. 45, Iss. 1; p. 76
GRI or Global Reporting Initiative, created in 1987, is an international initiative wherein NGOs, companies, consultancy firms, universities, etc. participate in reflection processes. It enacts guidelines for helping organisations to generate reports having economic, social, and environmental dimensions.
http://www.ethics.org.au/living-ethics/responsible-business-practice
Summary response:
Lecturers should clearly articulate the differences between the two:
Espoused Values are those organisational values expressed in public documents, a public declaration. Values-in-use are those perceived by the employees of the organisation to be in operation on a day-to-day basis within the organisation. Many organisations however have not maintained integrity between the spoken word and the actions of the organisation.
Espoused values and organisational values are not congruent – not “walking the talk” Lecturers can briefly explain person-organisation (P-O) fit:
The compatibility between individuals and organisations (Kristof, 1996); Three studies (Bretz, Ash and Dreher, 1989; Turban and Keon, 1993; and Cable and Judge, 1996) found that:
congruence between individual and organisational characteristics does have an influence on organisation selection, values are one of the commensurate characteristics under examination when selecting organisations, and that job seekers should try to ascertain an organisation’s culture so that their perceptions of fit are better informed.
Summary response:
Mitroff and Denton (1999) in their seminal study “A Study of Spirituality in the Workplace” of 2000 HR executives, asked “What gives people meaning in their work?”. Respondents answered that beyond a certain threshold, pay ceases to be the most important thing and higher needs prevail. Put simply, they defined workplace spirituality as the “Basic feeling of being connected with one’s complete self, others and the entire universe”
Purnell-Webb, Glendon, Creed (2000) suggested workplace spirituality could be operationalised in five different ways
Relationships
Beliefs
Values
Experiences
Behaviour
Relationship included with the self, with others and with the environment – this latter dimension includes respect for and enjoyment of nature and an element of social responsibility (altruism, philanthropy).
Therefore it can be argued spirituality and sustainability need not be mutually exclusive, but inclusive.