Friday, 21 May 2010

COMMUNICATION and INVOLVEMENT



Employee Participation
This gives the employees a chance to influence what is going on in the company

Employee Involvement

This encourages people to be part of an organisation. Employee involvement includes;

  • Sharing information - employer shares information with employees, ie team briefings or huddles.
  • Consultation - Employers ask employees for their ideas and suggestions, ie staff opinion surveys to gather information.
  • Financial participation - Employees receive profit related pay, ie shares given to employees or group and individual bonuses.
  • quality improvements - see how improvements can be made.

The purpose of employee involvement assumes that the employee commitment, to the company, will increase if the employee is involved in decision making.

Social Networking Sites

Many businesses are now turning to social networking sites, to help give information regarding the company. There are many different sources available on-line. These can include;

  1. Face book.com
  2. twitter.com
  3. Friends reunited.com
  4. My space.com
  5. Tagged.com
  6. Bebo.com
  7. 360.yahoo.com
  8. linked in.com (social media, 2009)

Some of the companies using these sites include;

  1. Adidas - my space
  2. Burton - twitter
  3. Coca-Cola - my space and face book
  4. Google - you tube, twitter, my space
  5. Pizza Hut - face book
  6. Starbucks - twitter and face book. (resource nation, 2009)

References

Resource nation, 2009. [Online] Available at: http://www.resourcenation.com/blog/companies-using-social-networking-to-boost-sales/ [Accessed on 21 May 2010]

Social media, 2009. [Online] Available at: http://socialmedia-optimization.com/2009/02/top-twenty-five-social-networking-sites-feb-2009/ [Accessed on 21 May 2010]



REWARD






















Rewards within a company

With many organisations offering staff incentives, one company stands out as a prime example. Leisure services is run by a local council, and consists of 6 leisure facilities, the worlds longest pleasure pier, Foreshore Inspectors and local parks.
The organisation prides itself on having long serving staff, and students who return during the summer holidays, time and time again.
So why do staff enjoy working for Leisure Services?
The answer to that is that the organisation offers a good bonus scheme, to all staff.

Staff Rewards

Within the Leisure industry all staff are given;
  • Free entry to all leisure facilities, for staff and their family.
  • Promotion from within the organisation.
  • Training courses available.
  • Pension Scheme.
  • Teamwork activities.
  • Group activities outside of work.
  • Competitions with other centres.
  • Employee of the month.

Fairness and Equity

Throughout the Leisure service sector all staff are given the opportunity to progress. Staff training is catered for all departments, from admin, cashier, recreation attendants to managers.Competitions, arranged each month, are a vital way for all departments to mix together. All staff are encouraged to participate.

With fairness and equity all staff feel valued and appreciated. Team spirit plays a big part in the Leisure industry.

Chief Executives and Bonuses

In February 2010, the RBS announced that it was paying their top staff bonuses amounting to £1.3 billion. This has caused arguments, both for and against, the idea.

For

  1. Banks need the best staff to help make a profit.
  2. Banks contribute to the economy.
  3. It is an incentive to keep staff from leaving.

Against

  1. Banks pay out too much in bonuses.
  2. It costs the economy millions of pounds in debt.
  3. Targets set have not been met. (Guardian, 2010)

Rewards for Teachers at a Primary School

Financial rewards can be;
  • Salary increase, each year in grades
  • Bonus for meeting targets set
  • Increased budget for student activities

Non-Financial rewards can be;

  • Acknowledgement and appraisal
  • Further educational qualifications
  • Promotion to higher status

To be given a reward can be fulfilling itself. Rewards do not have to be financial, to motivate staff. The acknowledgement and appraisal are best suited, as it offers progression and further training.

References

Guardian, 2010 [Online] Available at: http://www.guardian.co.uk/business/2010/feb/24/rbs-bonuses-ukfi-approval [Accessed 21 May 2010]

Friday, 14 May 2010

TRAINING and DEVELOPMENT


















One Week Induction Programme



To help enable new or existing staff understand their job role, and any training requirements, an induction course has to be formulated.

This is the responsibility of the HR management and should include an introduction, company policies, uniforms, introduction to all management, site visit and information regarding the 2 year course.

A venue has to be arranged, teas and coffees organised, lunch (if supplied), and a copy of the induction programme should be handed out to all managers.

The programme should be arranged over the course of 1 week, and posted out to all candidates prior to attending. (business link, 2010)

Day One

9.00am Welcome
9.15am Introduction to Staff & Managers
10.00am Ice Breaker
10.30am Break
10.45am Information regarding the company
11.30am Information regarding the weeks induction
12.00pm Lunch
13.00pm Forms completed
14.00pm Welcome talk from company Director
15.00pm Questions & answers
16.00pm Finish

Day Two

9.00am Health & Safety regulations
10.00am Pension schemes, medical plans & salary
10.45am Break
11.am Company polices regarding sick leave, holidays.
11.30am Talk from trade union
12.00pm Lunch
13.00pm Team Building exercise
14.00pm ID passes, name tags & uniforms
15.30pm Information regarding two day site visits
16.00pm Finish

Day Three

9.00am Introduction to site
9.30am Tour of site
10.30am Introduction to site managers
10.45am Break
11.00am Welcome gift packs
11.15am Job role as a manager
12.00pm Lunch
13.00pm Introduction to admin staff
13.30pm Responsibilities whilst on site
14.00pm Team up with staff member for on job experience
16.00pm Finish

Day Four

9.00am Continue on job training
10.45am break
11.00am as 9.00am
13.00pm Lunch
14.00pm as 9.00am
16.00pm Finish
( Homework for tonight is to write about your two day on site visit)

Day Five

9.00am Presentation of reports
10.45am Break
11.00am References & qualifications
12.00pm Lunch
13.00pm Introduction & information regarding 2 year course
14.00pm Introduction to work placements
14.30pm Questions & answers
15.00pm Finish

Ongoing Training

Although this is an introduction to the company, and the 2 year course, the candidates should have meetings to discuss any problems or concerns. This can be with either their line manager, HR management or designated mentor.
Any training requirements can be given during, and after, the two year course.

Venue

The venue has to be within easy access for candidates to locate. It should be inviting, comfortable and have any amenities required by any disabled candidates.
Location is important, and near to any local transport routes.


References

Business link,2010. [Online] Available at: http://www.businesslink.gov.uk/bdotg/action/detail?itemId=1073791877&type=RESOURCES [Accessed on 17 May 2010]

PERFORMANCE MANAGEMENT






Appraisals




These are implemented by an organisation, to assist both employer and employee in meeting their potential. They are on a one to one basis, are unbiased, helpful and motivational.


They should be done every year, and gives the opportunity of progression in the organisation, both through training and promotion. Feedback is given by both parties.




Personal experience


In an appraisal, given by the manager of the school, issues were raised by both parties. There were positive and negative feed backs. The only problem with this appraisal was that it was only offered after a grievance meeting. The appraisal should be every year, yet it took 3 years before it was made available.

The appraisal was rushed, not very encouraging, and over after about 30 minutes. There was no implementation of goals or targets.


Mentors

To be a mentor requires an understanding of how someone is feeling. To be able to encourage someone to go on and achieve something, is an award on its own.
Mentors do not have to have the same aims or experience, that someone requires. To be able to give someone the tools, required to do the job, is sufficient enough.
A mentor is someone who you can look to for advice, who will not judge you.
My Mentor

The person I look at as my mentor is my granddad. He was a character, used to tell me stories about his growing up years. His experiences, places he had been to.

He was a war hero, and my hero.

He served in the Essex Yeoman Regiment during the first world war. Saw conflict in the second world war. He was a gentleman. He won the medal of honour, during the first world, after being machine gunned and shot in the leg. Even though he was injured he still managed to get ammunition to the front line.

His life experience inspired me, he encouraged me to do things I never thought were possible.

He helped me start my first business, in the building trade. sadly he died in 1986. His memory is still with me, and when I feel like giving up, I think of his words of wisdom.



EQUAL OPPORTUNITIES


Equality
The meaning of equality is that a company is complying with a legal legistlation. Equal opportunity says that no person is different, regardless of race, sexuality, gender or disability.
Diversity
This is where there is a variety of people, each of whom can bring something different to the table.
Margaret Mountford
In her interview with Times on line, Margaret Mountford says that women are only on the board to make up the numbers.
Margaret also argues that women want to come and go, then come again, just so they can have a child.
Margaret was Alan Sugars partner in the famous tv show "The apprentice". Reading through this article there are both arguments for and against her views. (Times on line, 2009)
For
You cannot expect to choose your hours or days to suit you.
Companies should not be forced to employ someone just because they have to.
If a person has the relevant qualifications and experience to do the job, and are considered an asset, then they should be offered the job.
Against
Men work better than women. If this is the case, why do men expect a woman to multi-task?, ie look after the children, home, cook, shop, pay the bills, as well as holding down a job.
Women do not work better than men in teams. This is unfair as it sometimes takes a women to do the right thing. Marriage is supposed to be a two way deal, yet men expect the woman to remember birthdays, do christmas gifts, write out all the greetings cards. Where is the teamwork in that?
Margarets views are sometimes how she would deal with situations. A negative attitude is to say she would not bargain for anything, yet in business the idea is to get the best deal possible. Sometimes you have to do things you would not usually do.
Age Legislation
This legislation protects people from being dicriminated against. Every person should be treated as an equal, regardless of age or disability. This may stop overt discrimination, yet managers may still only employ younger staff.
People tend to stereo type young and older people. The older generation see young people as imature, inexperienced, idle, trouble makers.
The younger generation see older people as past their sell by date, too old, out of date, old school.
The way that businesses can attempt to change their views is by training them together, set tests both written and physical, older people have the experience yet younger people have the drive and ambition to move up the ladder.
Virgin Atlantic
They are proud to be an equal opportunities employer. They are committed to implement their diversity policy, and employees are expected to treat each other equally and with respect.
Virgin strive to provide a fair and supportive work environment for all employees. they aim to employ people who reflect the diverse nature of society, value employees for contributions made. (virgin Atlantic, 2010)
Boots
Boots say that diversity means much more than legal compliance. They employ 12% of staff from ethnic minority, and their polices are updated reguarly. (Boots, 2010)
Conclusion
Although policies arev put in place to protect the employee against discrimination, an organisation only has to interview people from minority types. Yet they do not have to employ them. Health and safety legislations can deter businesses from employing disabled people, because of costs.
These legislations are there as a guide, and not as a means for employees to use against employers.
References
Times on line, 2009 [Online] Available at: http://business.timesonline.co.uk/tol/business/career_and_jobs/article6830916.ece [Accessed 13 May 2010]
Virgin Atlantic,2010. [Online] available at: http://gs19.globalsuccesor.com/fe/tpl_virgin01.asp?s=FXaLdj [Accessed 13 May 2010]

SELECTION



Recruitment selection process

Companies use a selection of ways in which to interview potential candidates. There are Telephone interviews, Selection centres, One to One interviews. All of these have one thing in common, the ability to select the best candidate for the job.
The selection process takes on six steps;
  1. Complete an on-line application form
  2. Take some on-line tests, checking key skills required for the position.
  3. First interview, this is with the company manager on a one to one basis.
  4. Attend an assessment centre, where numerous tasks are to be completed. There is also an interview panel.
  5. If you are successful you are then offered a position.
  6. Pre-employment checks are done. Things like references, qualifications, criminal checks. (PWC,2010)

To progress to each stage you have to meet certain criteria. This can be beneficial for the company, yet seen as unfair to the candidate.

Telephone Interviews

This process is used to screen candidates, in order to narrow the pool of applicants. Phone interviews ask a selection of questions;

Background History

  • Dates of employment
  • Job titles
  • Responsibilities
  • Any problems faced, and how you dealt with them
  • Why you left, or want to leave
  • Salary expectations

The Job and the Company

  • Why you are interested in the position
  • Applicable attributes and experience you have
  • What you can do and offer the company

About You

  • What is your greatest weakness and strengths
  • Describe a typical working week
  • Do you handle stress and pressure
  • Describe yourself
  • What motivates you
  • Do you work as a team leader (about.com,2010)

Although this technique is widely used, due to the small cost, compared to a selection interview, it can be seen as unfair to the candidate. The whole interview takes place over the phone, nerves can cause misled answers.

Experience of Interviews

During employment, with a local council, the chance of promotion was made available. The process was made up of internal candidates, who had to complete an application form.

These were then checked over by the HR section, and successful candidates were invited to an interview.

The interview was over a full day. Each candidate was introduced to each other, by the interview panel. The panel consisted of the manager, head of HR, a Representative from another section and a director of leisure services.

Tasks were set out for the candidates to complete. There was team leadership, written assignment on how to bring in more customers by ways of new services, an interview and an on the job task.

There were 2 vacancies available and six potential candidates. After the interview you were sent home and told that you would know the decision the following day.

I was one of the successful candidates, and was given the new position on a 6mth probation, after which I was given a full time contract.

Those candidates who were unsuccessful, were given an interview de-brief, and techniques were given to help in future interviews.

The interview was quite formal, you knew the other candidates, the interview panel and the tasks required. This however did not prevent the nerves from showing.

Personality Tests

A member of the family was asked the question " Do you think that personality tests are advantageous?".

The response was that No they did not, and the reasons why were;

  • They do not show a true character of the person
  • Life changes and experience is more, than previous
  • They can suggest jobs which are not relevant to you
  • They only give a estimate analysis
  • They can be incorrect
  • Easy to lie about yourself

Recommendations

If changes could be made in selecting potential candidates, these are some which could help both emplyer and employee.

On the job techniques to see how the candidate fits in.

More information on what the company is looking for.

More relaxed environment for interviews.

Conclusions

Although the selection process eliminates certain candidates, the process can be quite time consuming. With telephone interviews, the candidate is asked some indirect questions about themselves. If they support a different football team, or like a certain food, their answers can affect how they progress.

References

About.com,2010 [Online] Available at: http://jobsearch.about.com/cs/interviews/a/phoneinterview.htm [Accessed 13 May 2010]

PWC,2010 [Online] Available at: http://www.pwc.com/uk/en/careers/student/selection-process.jhtml [Accessed 13 May 2010


RECRUITMENT

On-Line Recuitment


With many different ways for companies to advertise job vacancies, potential employees can pick and choose their choice of employment.
One particular form of advertising is through an on-line recruiting agency.
One recruitment website looked at was Reed recruitment.

The website is easily found through the google search engine. It has a basic layout, with no fancy flash video or pictures.
The site has their own job search engines, to help people find the required job. These engines include job vacancies, specialist jobs, training courses, part time etc.
The site is very easy to use and gives a wide selection of up to date vacancies. Companies can also use the site to advertise their vacancies. (Reed, 2010)

Advantages of on-line recruitment

With on-line recruiting, it can offer some advantages for companies.
  1. A wide selection of vacancies can be offered.
  2. It is less expensive than advertising in the paper
  3. Explanation of vacancy and job role can be seen
  4. Application can be done on-line
  5. 24hr service available, as web site does not require man power to advertise.

Drawbacks of on-line recruitment

Although the use of on-line recruitment can be beneficial, it can also have its drawbacks.

  1. Information can be out of date.
  2. Potential employees are not seen
  3. The agency can charge fees for recruitment process
  4. Employee is tied to the recruitment agency and not the company
  5. The process can be time consuming

Recruitment Campaigns

With the use of the internet and local media, businesses can advertise more easily.

To make a potential employee want to work for a company, requires an eye catching image. The type that puts out a message of "I want that job".

One particular campaign is by the armed forces. Their campaign offers potential employees;

  • A good salary
  • A secure job
  • A selection of trades
  • A social life
  • Potential to progress
  • Travel around the world (Armyjobs,2010)

The thing that stands out about this campaign is its target audience. Young school leavers can join and if successful can enjoy a good pension, and a trade which can be used in the civilian sector. Terms can be from as little as 3 years. Accomadation is given along with meals, uniform and paid leave.

Psychological Contract

This type of contract is used by a business, and shows the employer to employee, and the other way, and their commitment to each other. It can be used when in an appraisal, and can be seen as a promise or expectation. (cipd, 2010)

It shows a number of issues;

Nature of the job

training available

Promotion available

Recognition

Feedback

Benefits

Job security

The contract, although often verbal, can be legally binding to both parties.

References

Army jobs, 2010. [Online] Available at: http://www.armyjobs.mod.uk [Accessed on 13 May 2010]

cipd,2010. [Online] Available at: http://www.cipd.co.uk/subject/empreltns/pscntrct/psycont.htm [Accessed on 13 May 2010]

reed,2010. [Online] Available at: http://www.reed.co.uk/ [Accessed 13 May 2010]

Thursday, 13 May 2010

HR PLANNING





HR Plans










To help assist organisations with planning, they require the assistance of a HR person. HR planning helps an organisation with issues such as:




Staffing - The number of employees required to do a given job.




Training - What training needs are required.




Recuitment - Recruiting staff who have a potential to want to succeed and progress within the company.




Redundancy - How much would it cost the company if redundancy was required. (Ies, 1996)









Although HR planning can help management, it can also cause problems if :




Organisations fail to identify the businesses demand, both in skills and securing the required supplies, then the organisation can endanger the capacity to fulfill its function, of providing an efficient service.



Seven-point Plan



Alec Rogers introduced this seven-point plan to assist HR, when planning to recruit new staff. The plan helped in the process of finding an appropiate candidate from others, who could manage the specific job. (wordpress,2009)



To help understand further, the following plan has been formulated to assist in recruiting a university lecture.


  1. Physical make-up - Candidates health, appearance and communication are looked at.

  2. Attainments - What qualifications do they have, the type of education they had and what experience do they have.

  3. General intelligence - The general understanding of the employers requirements.

  4. Special attribudes - Do they use words which may have to be explained.

  5. Interests intellectual - What outside interests do they have, what type of social life.

  6. Disposition acceptability - What influence do they have over others, are they a leader, are they dependant on others and can they work on their own.

  7. Circumstances - Do they mind working unsocial hours, do they mind travelling, or taking work home to mark.

With the aid of this plan it can assist an organisation in finding the most suitable candidate.


Waitrose


Should waitrose plan to open a new store in a town centre, some key labour questions should be asked.


Is the location of the premises easy to locate?


What are the local transport around the area?


Unemployment around the area? (This question needs to be known so the company can advertise and employ locally)


What competition is there from other stores?


What type of employee are they looking for?


What type of salary do they offer?


What experience do they require?


What training is available?


References


IES, 1996. Human resource planning. [Online] Available at: http://www.employment-studies.co.uk/pubs/summary.php?id=312 [Accessed on 13 May 2010]


Wordpress, 2009 [Online] Available at: http://bzowy.wordpress.com/2009/11/27/alec-rogers-seven-point-plan-and-munrow-frasers-five-fold-grading-system/ [Accessed on 13 May 2010]

Saturday, 8 May 2010

ROLE OF THE LINE MANAGER


Five Benefits of a Line manager
Managers can :
Set Objectives by describing what needs to be done and by who
Motivates staff by creating a team out of people who are responsible for a given job
Organises and selects staff, divides work to specific areas
Measures targets and performance of the individual and the team
Develops the knowledge of staff by ways of training.
Five Drawbacks of a Line Manager
With every benefit, comes a drawback which include:
Negative belief in HRM
Has different manergerial skills and styles, to those required
Top management have a negative attitude to HR
There may not be sufficient training in skills required
Management can be too close to employees. (Mullins,L, 2007)
Skils required to Assist Managers
To enable a front line manager be more efficient, sometimes requires other skills. Experience can always help, yet other issues may need assistance. These can be :
Customer relations - How to communicate, listen and advice customers on issues or complaints which have been raised.
Teamwork - To be a good manager requires key skills in being a leader. If you can not lead then others will not follow.
Rules & regulations - Management need to keep up with all rules and regulations. Legistlations change or get updated.
Staff Training - Key skills are required to assist management in training staff with improving themselves.
Appraisals - Management need to understand their employee. Any concerns from either person can be evaluated with an appraisal. Concerns such as training needs, job role etc. (cipd, 2010)
The role of the team leader, or line manager, at university is only successful because of the support from their management. Quality time management, course evaluation, interveiwing staff or prospective students, exam marking, are but a few of the key skills required.
Through my own personal experience the role of a line manager is best suited for me. Some of the key skills which have been used are team leader, job evaluation, time management, customer relations, staff appraisals, interveiwer. All these qualities have only been possible through ongoing training, courses and experience.
References
cipd, 2010. [Online] Available at: http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm [Accessed 13 May 2010]
Mullins,L, 2007. Management and Organisational Behaviour. Marlow:Pearson

TEAMWORKING



















































Teamwork Reviewed
Teamwork has played a vital role in almost every job I have had the privilege to work. London ambulance, Foreshore inspector, Lifeguard, self employed builder have all had to use the skills of each individual. Working together helps maintain a higher level of success. Teamwork is about bringing together each individuals skill, and experience, and using it to enable a group of people to complete given tasks.
One of the most rewarding times was when a young diver, at the local swimming pool, had dived in at the shallow end of the pool. He had gone too deep and hit is head onto the bottom of the pool. Immediately recognised by a lifeguard, a spinal injury was indicated to colleagues and the teamwork began. With confidence and experience the young lad was brought to the side, placed on a spinal board, and handed over to the emergency services. The young lad was transferred to a specialist spinal unit, in Scotland, and after 6 months of treatment was back at the pool competing.

Lifeguards spend a lot of their time rehearsing for worst case scenarios. To maximise success requires dedication and a good team.

Forming, Storming, Norming, performing
Dr Bruce Tuckman introduced this model in 1965. It explains that a team develops through maturity. Established relationships helps change leadership styles. The four stage model is:
  1. Forming - The high dependence is on the leader, who is looked at for guidance and direction. It is the beginning part of building a team.
  2. Storming - The team requires a focus on aims and goals. Each member attempts to establish themselves and their ability.
  3. Norming - The team respond to each other, decisions are made and agreed. development and bonding play a big part.
  4. Performing - Team members can achieve their task without the participation of the main leader. The team is able to resolve issues, and maintain a good working relationship within the team.

Tuckman refined his theory in 1975 and applied a fifth stage.

Adjourning is the break up of the group. When the task is complete each member will move on. (businessballs, 2009)

Teamwork during assignment

With the team, chosen for the assignment, each members ability and strengths were looked at. There was a finisher, two shapers, and a team leader. The team started out really confident, and the task was started. By the time the team had got to Norming, it was apparent that one member was lacking in effort. Motivation and communication failed and weaknesses started to show in the whole team. The fourth stage was never achieved due to focus only being on one member letting everyone down. Although the remaining three members finished the assignment, a strong sense of betrayal was felt.

Boots UK

Boots arerated as the sixth best big company to work for. staff feel appreciated and some have as much as sixteen years service alone. Teamwork is strongly encouraged, and is achieved through motivation, meetings, section activities and teamwork training.A sense of being part of a large family and the boots attitude towards staff, are some of the qualities that help make teamwork efficient.

Nando's

Nando's is the number one company to work for, according to a 2007 poll in times magazine. Encouraging staff to enjoy their jobs, a strong sense of family in their teams, and being treated as individuals help maintain a good teamwork spirit. Training and development help staff fulfill their potential, whilst a good relationship with management helps aswell.

Conclusion

Whilst a good relationship is required to help maintain a strong team, this is only successful with each team members understanding and assistance. A close bond between employer and employee is maintained through communication, training needs met, and encouragement to fulfill their full potential.

A break up of trust and communication results in a break up of the teamwork, and a sense of failure can prevent tasks being completed.

References

Businessballs.com, 2009. [Online] Available at: http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm [Accessed on 8 May 2010]

Times on line, 2007 [Online] Available at: http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/ [Accessed on 8 May 2010]

Friday, 7 May 2010

ORGANISATION and MANAGEMENT THEORY




Five Functions

Henry Fayols five functions were based on his experience as a managing director of a mining company. He derived that with the complexity of a business, the management needed to be more professional.

The five functions were focused on key relationships between personnel and its management.




  1. Planning - This requires the participation of the entire organisation. It must be on different levels and time horizons.

  2. Organising - This provides the capital, personnel and materials for daily running of the business. It depends on a number of employees.

  3. Commanding - This creates an effective workplace, where all involved in a business, feel valued.

  4. Coordinating - A business can build an equal balance between working activities and social activities. This can be achieved by ways of meetings, to enable problem solving.

  5. Controlling - This identifies weaknesses and errors. By having appraisals, the employee can give opinions and the employer can give them the chance to improve. Communication and feedback are important ways of identifying problems. (provenmodels, 2010)

Virgin

The management of Virgin provides adversary and managerial support throughout the vast virgin network. They offer support to all their sector teams, and manage Virgins financial assets. This enables the management to maximise the virgin brand and ensure it is an employer of choice. (virgin.com, 2010)

John Lewis

The managements responsibilities lie with their employees. Every employee is a partner and have a share in the profits. The management pride themselves on their customer service, and their commitment to their suppliers. As a partnership, their corporate responsibilities determine the priorities of the business. How they manage and monitor performance, set goals and objectives and keep up their promise and commitment enables them to be a finely tuned operation. (johnlewispartnership, 2010)

By ensuring a good employer to employee relationship, both Virgin and John Lewis have managed to be successful. The management of both companies use the five functions to full effectiveness. Their commitment stands out, and their names are known by everyone.

Scientific Management

Formulated by frederick Taylor in 1911, he proposed scientific methodologies to improve productivity on the shop floor. Many problems, such as low productivity and poor relationships, between management and employee were caused by improper work ethics.

The problem with Taylors theory was that it contained both pros and cons.

Pros

It could increase productivity

Increase management and employee relationships

with increase of productivity came increase of salary

describes management as a proffesion

gave individual sectors responsibilities

Cons

reduction in staff requirements

it was internally orientated

unfair to employees as it falsified figures

only concentrated on money, and not the job

de-motivating for the employee (Mullins,L. 2007)

Conclusion

With the aid of Fayol, businesses are able to commit their efforts in providing a service, which benefits both themselves and their employee. Virgin and John Lewis maintain their success through implementing the five factors. Although Taylor looked at improving the productivity and finance of a business, it lacked the requirements of good relations between management and employee.

References

Johnlewis partnership, 2010 [Online] Available at: http://www.johnlewispartnership.co.uk/display.aspx [Accessed on 8 May 2010]

Mullins,L. 2007. Management and organisational behaviour.Harlow:Pearsons

provenmodels, 2010 [Online] Available at: http://www.provenmodels.com/3 [Accessed on 8 May 2010]

Virgin, 2010 [Online] Available at: http://www.virgin.com/management/ [Accessed on 8 May 2010]

Monday, 3 May 2010

ENTERPRISE WEEK


Transmitting information is easier than creating understanding

This event was held in the Gateway lecture theatre at 2pm on 17th November 2009.
The subject was on marketing and media, and was a question time lecture.
It started just after the allocated time, this allowed for the students to take their seats, and was almost at full capacity. The panelists consisted of 6 business managers from a wide range of areas. There was a chief strategy manager, a group creative Architect and advertising managers.
The event stated with some year 2 students presenting their ideas regarding global economic problems during the credit crunch. Some were regarding how companies had managed to continue business during a hard time, and some were regarding the ideas businesses used , to enable maximum output.
After the presentations came the question and answer stage. The group of panelists were each allocated questions from their specialist areas. This was quite good as it gave an insight into how you went about getting clients, and how to advertise a given item ( could be chocolate, aftershave, clothes, mobile phones etc) and maximise your sales.
The outcome of this lecture was that it gave an insight into how you needed the media to help assist in selling a given product. With technology changing daily, and consumers using a wider range of ways in which to learn about new gadgets, clothing, news etc, a business has to be able to draw the consumer in. Television used to be the best choice of advertising, yet now we have computers, web sites and things such as face book, the advertising companies have to widen their publicity.
A product requires a consumer who can look at it and say "I want that". To get the consumer requires advertising.

PERSONALITY



Personality


Each person has their own type of personality.
Some are influenced by their surroundings, yet some are taught by their parents. No one way is the right way. Can people change their personality ? Can people use their personality to get something they require ?
Although the answer should be yes, it would depend on the type of person you are. Your personality is categorised in two ways, Nature or Nurture.

Nature
According to scientists, a person who has a nature personality, has it because of their heredity. They feel that this type of personality is in the genes. In an article in Life magazine George Howe Colt states that after new studies, it has been shown that someones personality is mostly in the genes. (about.com, 2010)

Nurture
A person who's personality comes from their environment, is most likely to be in the nurture category. Depending on their environment , and their attitude towards achievement, can help change someones personality. Studies on infants and young children have proven that they can be trained, or conditioned, so as to achieve a given task.

With the Nature Vs Nurture debate, it has been shown that whilst it is in your genes, and it helps make you behave in a certain way, it does not make someone do something they do not want to do.
Two websites that review this debate are :
http://www.age-of-the-sage.org/phsychology/nature_nurture.html
http://www.associatedcontent.com/article/16572/the_childhood_development_nature_vs.html

Personality test
The first test taken was from http://www.initforlife.com/home/tm.asp
This involved answering a selected amount of questions, each about how you react to others, how you see yourself etc. Each answer was from 1-5 of agree to disagree, and 3 being neither agree or disagree.
The results were calculated and given in order of how you came. Each section was to do with areas of the brain and how you think.
  1. Sensitivity - helps for perception
  2. sociability - spontaneous action
  3. Insight - creates personal meaning
  4. Logic - helps draw conclusions
  5. Charisma - gives inspirational action
  6. Pro activity - setting goals by direct action
  7. Order - stores precise information
  8. Control - organized action

The scores showed that you feel emotion and are sensitive to other peoples feelings.

The second test was from http://www.bbc.co.uk/science/humanbody/mind/surveys/whatamilike/index.shtml

The big personality test involved answering questions about your life, growing up, health etc. The results were given by means of a big 5 graph, and calculated out of a total mark of 5.

  1. Openness - Dislikes trying new things ( scored 3.2/5)
  2. Conscientiousness - Dependable and organized ( scored 4.3/5)
  3. Extroversion - Positive outlook ( scored 3.4/5)
  4. Agreeableness - Sympathetic and considerate ( scored 4.2/5)
  5. Neuroticism - Powerful work ethic, a will to succeed ( scored 3.1/5)

By calculating the results, against each other, it showed that the person was a prime candidate for employers. showing a great will to succeed.

Conclusion

Although the findings were calculated on a choice of given questions, they could be re-taken and give different results. The idea of personality tests can be used as a guide to someones way of thinking, or reacting to a situation. Results are easy to fabricate, by means of false answers. A person may seem to be unsuitable for a position, yet when interviewed the candidate can be seen for who they are.

Research on babies and young children have found that a persons personality is in their genes, yet other research has shown that a person can change their personality, depending on the situation. Richard Branson had dyslexia, and came from a poor upbringing. Yet he went to university and by the age of 16 succeeded in a business. By the age of 32 he had made millions of pounds. Since forming Virgin he has become one of the most successful businessmen in the world. Was that Nature or Nurture ?

References

About.com, 2010. Genealogy. [Online] Available at: http://genealogy.about.com/cs/geneticgenealogy/a/nature_nurture.htm [Accessed 3 May 2010]

Sunday, 2 May 2010

POWER & CONFLICT at WORK



Conflict
Conflict is seen as a moment, or situation, when one or more people can not meet an agreement.

Conflict in the workplace happens almost every day. Some conflict is seen as threatening, yet some can be where a decision needs to be made, or many solutions are available, from different people. Dealing with conflict requires tact, understanding, opinions, and motivation.

Whilst working for a trade union, as a staff representative, a situation had come about regarding a member of staff. It was alleged that the staff member was late for work, on a few occasions, was scruffy looking, and not being part of a team.
The member of staff was also sent home to shave, and the time absent was to be deducted from his salary. As staff representative it was my job to interview the member of staff, and other colleagues, and organise a meeting with management to try and find a resolution.
At the meeting the issues were explained, reviewed, and after a short break were resolved. The member of staff was put on a training course on how to be a better team player, was given a mentor, to show how to better himself, and his hours lost were reimbursed.

Sources of Power
French & Raven place the sources of power into five categories. these are:
  • Coersive - This type forces someone to do something against their will. It is also seen as a form of bullying, and is used by governments to manipulate people, by obtaining votes.
  • Reward - This is used to help motivate someone. The feeling of worth by getting a reward for a good job done. The promise of rewards can also be used as a punishment,or threat, by withholding it if the job is not completed in a stated time.
  • Legitimate - People such as kings, police, government, management have legitimate power. This can only be used whilst they are in the required position. Once they leave they lose the authority, and therefore the trust.
  • Referent - People who have idols, such as actors/actresses, footballers, pop stars, look up to them. The strong urge to be the same is known as referent power.
  • Expert - When a person has the desired skills and knowledge in certain situations, they can obtain the desired outcome. Trade unions use this type of power to achieve their objective. (changing minds, 2010)

How to overcome conflict

To help assist management resolve conflict at work, a number of solutions are available.

  1. Clarification of goals and objectives
  2. Resource distribution
  3. HR management policies and procedures
  4. Non-monetary rewards
  5. Training courses
  6. Group activities
  7. Leadership and management
  8. Organisational processes
  9. Socio-technical approach (Mullins,L. 2007)

With all the required resources available, it enables management to come to an agreement which benefits both employee and management. The aid of unions can help in these matters of conflict, but they should be used as a last choice.

Resolving Conflict

During employment with a local government, a situation occurred that would cause conflict. Management had ignored an employees request for an appraisal. All other members of staff were having their yearly appraisals, yet this member of staff was being ignored. HR had been contacted, letters of request had been sent, and as a final attempt to meet with management had failed, the trade union were called in.

After 3years of trying to get an appraisal, and after a grievance hearing, the situation was resolved.

This situation could have been resolved without the need of a grievance. If management were following the guidelines set out regarding appraisals, the situation would not have been an issue. Conflict at work in this case required mediation, before it could be resolved.

Conclusion

Conflict can affect, not just one person, but other innocent bystanders as well. Situations arise which can become unmanageable, if left alone or ignored. Policies and regulations are put into place to help assist managers and employees resolve conflict, and come to an agreement. The use of trade unions have been as a last resort, yet if used properly many trade unions have a wide source of experience. Sometimes if conflict can not be resolved then mediation could be the answer.

References

changing minds. org. 2009 French & Raven [Online] Available at: http://www.changingminds.org/explanation/power/french_and_raven.htm [Accessed 15 April 2010]

MMullins, L, 2007. Management and Organisational Behaviour. Harlow:Pearson

Saturday, 1 May 2010

LEADERSHIP

The meaning of leadership is described as "a relationship through which one

person influences the behaviour or actions of other people." (Mullins,2007)













To be a good leader requires motivation, organisation, empathy and understanding. Being a leader helps achieve goals and targets, it also allows employees to feel important and valued.







To define the difference between management and leadership, we have to look at both individually.















Leadership







Leadership is created through the motivation and vision of the employee. A persons enthusiasm and need to succeed can be fulfilled by leading others.















Management







Management is viewed as someone who gets things done by using others to achieve their goal.







Henry Ford said that "coming together is a beginning, keeping together is progress, working together is success." (kotter international,2010)















Management help make systems of people work well on a continuous basis. They deal with planning and budgeting, organisation of staff, problem solving and making things happen.







Leadership takes everything managers do, and by creating vision, setting direction, communicating, motivating and organising people, leaders assist management and also feel appreciated.













Leadership Grid





The grid was first known as the managerial grid, in 1964, and was reproduced in 1991 as the leadership grid. Blake and Moulton used the grid to look at the comparisons of managerial styles in two principle dimensions. These are the concern for production and the concern for people. The grid was then given five combinations, one in each corner and one in the centre. These are:


  • Impoverished manager - low concern for both production and people.

  • Authority-compliance manager -high concern for production and low concern for people.

  • Country club management - low concern for production and high concern for people.

  • Middle of the road management - moderate concern for both production and people.

  • Team manager - high concern for both production and people.

By using this grid management can identify their pattern of behaviour. By being a team leader management can maximise their input and output, whilst at the same time can allocate tasks more efficiently.

Winston Churchill

Born in 1874 Winston Churchill became a famous leader, known for his quote "we will fight them on our beaches.". During world war 2 Churchill became Prime Minister, after Neville Chamberlain resigned. As a true leader Churchill inspired the nation to grab arms and never surrender to Nazi Germany.

After losing power in 1945 Churchill remained a key leader for his party, and in 1951 was re-elected as Prime Minister. Throughout his years Churchill inspired many people, and in 1953 was awarded the Noble prize for literature. Winston Churchill died in 1965 aged 91, and was given a state funeral, which is only given to royalty. ( http://www.bbc.co.uk/history/historic_figures/churchill_winston.shtml

Conclusion

With the experience and commitment of others, many businesses are able to succeed. A great manager, Sir Richard branson says that the most important part of Virgin is its employees. Winston Churchill could not have defeated Germany without the help of the nation. To be a good leader requires understanding and commitment. Without these skills you are left on your own. To be able to give advice, you need to take advice.

References

Kotter Internatioal,2010. management Vs Leadership. [Online] Available at: http://www.kotterinternational.com/kotterprinciples/ManagementVsLeadership.aspx [Accessed 14 April 2010]

Mullins, L, 2007. Management and organisational behaviour. Harlow:Pearson.

Virgin, 2009. Richard branson. [Online] Available at: http://www.virgin.com/about_us/ [Accessed 14 April 2010]

Monday, 1 February 2010

ORGANISATION CULTURE

Organisational culture is used by companies to define
how to run an organisation efficiently. From the moment you walk through the doors there is a structure in place, which if used properly, would have customers, or clients, returning time and time again.
One company researched, was Boots Chemist. Visible aspects which could be seen were:
  • Cleanliness- White tiled floor, white walls, fresh clean smell.
  • Staff- White uniforms, politeness when greeting customers, cheerfulness.
  • Store layout- Large readable signs indicating where items are located, special deals (3 for 2, free item when buying certain brands)
  • Variety on offer- Opticians, Pharmacy, Photos, New born and Infants accessories, Perfume.

These visual aspects alone will not maintain the efficiency of a business. Other factors, not visible to the customer, help maintain an efficient company. To find these inner aspects, staff were interviewed and asked why they chose to work for Boots. The one answer they gave, on a regular basis, was the company name and the fact that the company made them feel important, and part of a team.

Boots is a long running business which grows from strength to strength, and helping maintain its reputation is the task force behind the name, which is the staff. Bootsjobs.com (2009)

Charles Handy

According to Handy, Culture consists of the shared values of an organisation. These are Environment, Company History, organisational structure and quality of service.

These values, or factors, explained by Handy are seen as the four cultures.

  • Power- described as a web. the power of a business is concentrated from the inner centre and transferred outwards.
  • Role- Described as a Greek temple. The strength is from the pillars or columns, which hold the temple roof secure. This is sometimes portraid in businesses which are not used to constant change.
  • Task- Consists of several temporary task teams, who are required to help liaise between all departments. This is described by Handy as a lattice effect.
  • Person- This is described as a cluster. Everyone from within an organisation support the path in which the company is going, leaving out any outside influence or hierarchy. managers.org.uk (2009)

VIRGIN Website link: http://www.virgin.com/about-us/

Virgin fit well in organisation culture. Reputation, appearance, and quality of service are all visible factors. looking deeper you find dedication, security, teamwork, loyalty and challenge. these factors are from both employer and employee. A strong bond within this organisation is delivered to customers, potential and existing, and helps Virgin maintain its reputation in all its services. virgin.com (2009)

Problems exist within organisations. Unmotivated staff, insecurity of position within a company, are all factors that can affect the structure of an organisation. De moralised staff contribute to some companies going out of business.

CONCLUSION
To ensure an organisation succeeds, an understanding and involvement of employees and employers needs, help maintain a healthy motivated business. Both Boots and Virgin offer their staff the opportunity to succeed. Communication and feedback help maintain an image, which is seen by customers and potential clients.

REFERENCES
Bootsjobs.com(2009)[online] Available from http://www.bootsjobs.com/people/default.aspx [accessed 2009]
managers.org.uk(2009)[online] Available from http://www.managers.org.uk/client_files/MIC/checklists/THK-010.pdf [accessed 2009]
Virgin.com(2009)[online] Available from http://www.virgin.com/about-us/ [accessed 2009]