Managing People

In: Business and Management

Submitted By Gangges
Words 362
Pages 2
2.1 External Factors
Various external factors can impact the ability of a business or investment to achieve its strategic goals and objectives. These external factors might include supply and demand,labor market, political social and unemployment rate.
Example of external factors are:
2.1.1 Supply And Demand
The availability of manpower both within and outside the company is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs. Supply and demand is perhaps one of the most fundamental concepts of economics and it is the backbone of a market economy. Demand refers to how much quantity of a product or service is desired by buyers. Supply represents how much the market can offer. The quantity supplied refers to the amount of a certain good producers are willing to supply when receiving a certain price.

2.1.2 Labor Market
A labor market is the place where workers and employees interact with each other. A labor market is the place where workers and employees interact with each other. In the labor market, employers compete to hire the best, and the workers compete for the best satisfying job. A labor market in an economy functions with demand and supply of labor. In this market, labor demand is the firm's demand for labor and supply is the worker's supply of labor. The supply and demand of labor in the market is influenced by changes in the bargaining power.

2.1.3 Political social
Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for…...

Similar Documents

Managing People

...Introduction In today’s business world, the most important asset in any business is its people –businesses need to know how to best manage, motivate, retain and get the very best from their staff in these turbulent times. Without people, a company ceases to exist completely, but without the ‘right’ people in the right positions, a company can cease to function properly as staff performance is critical to the on-going success of any business. While poor employee performance can have a significant impact on a business, poor people management can cost the business in terms of low morale, low productivity and high staff turnover. Companies must understand people's basic needs and behaviour in the workplace, which should enable them to get the best out of the people that work for them. Gaining commitment and ensuring that people are motivated and productive requires open communication and trust between managers and staff. This is why ‘Organisational Behaviour’ has become such an important element within the modern workplace. Organisational Behaviour (OB) is defined quite simply as “the study of human behaviour in the work-place” Ellis et al (2003, p4). It is the study of individuals, groups or ‘people’ and organisations and the impact they can have, both on human behaviour and on the organisation achieving its objectives. Organisations can vary greatly, from hospitals to rail companies, for example. All organisations have some kind of structure, defined by Child (1984, p4) as......

Words: 4687 - Pages: 19

Managing People

...AMBA 620: Managing People and Groups in the Global Workplace Week 3 Individual Paper January 24, 2009 Abstract This paper will focus on how job satisfaction, job stress, and motivation can impact performance and commitment in the workplace. I will outline my specific experience as a young professional in Washington, DC. After I finished my undergraduate studies and while in my first graduate program, I had the fortunate opportunity of working with a public health accreditation agency. In my position as Director of Training Programs, I had the opportunity to oversee all of the educational programs being developed and administered by the agency. Because it was a small agency there was a large dependency for each other as colleagues. Most of what I did on a daily basis was reliant on others and vice versa. The organization was led by an inexperienced executive director that had very little leadership experience and no management experience. As a result, the staff were overworked, underpaid, and in some cases rewarded for unprofessional behaviors. On one occasion, I was verbally disrespected by a colleague, and my leadership (the executive director) did nothing because of the intimidation with the staff that did the disrespecting. Ultimately the individual was never reprimanded and he was allowed to continue to speak to others in a crude manner. As a result of the organizational behavior assessment that I took online, I also explained in detail the results of......

Words: 1886 - Pages: 8

Managing People

...Post Graduate Certificate for Wm Morrisons Supermarkets PLC Managing People Assignment (MAN4248M) "Identify an issue or problem relating to the management of people in your part of Morrisons. Evaluate and analyse this using theory to suggest possible outcomes, solutions and recommendations to resolve the issue." (3540 words) 5th June 2013 Tutor: Dr Alf Crossman By: Simon Libovitz UB:12031915 Identifying the problem: At the end of 2006, Morrisons conducted its first colleague attitude survey (Climate Survey) which showed that whilst the business had strengths in a number of areas, it could still improve. In 2007, it set out on a programme of activity designed to support the business optimisation and growth agenda, focused on four areas: Values, Leadership, Talent and Performance. Morrisons recognised that its colleagues are their most valuable asset and their success relies on them delivering great service to its customers everyday. To do that it must ,attract, motivate and develop skilled colleagues to ensure Morrisons achieves its business objectives, grows and has long term success. Engaged and involved employees are vital to the success of the business as a whole but also individually to a specific site, whether it be in manufacturing, depot or store. A target of 82% colleague engagement index (CEI) was set by the business as benchmark for all sites to achieve, thus ensuring their colleagues are motivated and satisfied in their......

Words: 3682 - Pages: 15

Managing People

...are the people and their culture. As per the case study of Baker & McKenzie (B&M), the legal industry mainly consists of partners, associates and support staff. The culture and life style of people in the industry change between different demographics, population age groups. There is also a difference between the work cultures which are adopted in various countries. There are certain frameworks and work strategies which may be applicable to one country but not suitable to other. The type of education and the living conditions in the countries affect the way legal firm operate in a global environment. Technology Environment In the legal industry the professionals manage a large amount of data and information. With the advancement of technology, managing the information becomes very convenient. There have been many tools developed particularly for legal industry to support the requirements of the professionals. For e.g. SharePoint is one of the most useful tools developed by Microsoft to handle information and data sharing. With the advent of new technologies it is now possible to manage information across the globe by document collaboration, remote access of data, remote conferencing and with greater security. Analysing the external environment it can be observed that the culture and working methods of people are affected by various factors, thus standardizing and achieving a strategic fit is not so easy. There are different approaches to manage the people which......

Words: 2252 - Pages: 10

Managing People

...Managing People for Organizational Success By Slemo D. Warigon Organizations, whether they be educational, business, industrial, government, military, service, health care, or entertainment focused, are made up of people – women and men. It is people who provide leadership, stewardship, and follower-ship in every organization. People formulate strategies to help organizations achieve their specific objectives. People constantly learn new and innovative ideas to help transform their organizations from mediocrity to greatness. It is people who make things happen in all organizations, even those operated by robots which, after all, were designed by people. To understand the causes of organizational behaviors without an understanding of people is like trying to understand the cause of a moving vehicle without knowing about the engine and driver. In fact, organizations can be defined as the major social units that people have devised for getting things done. People who work spend more of their time at work than at any other single activity. They can't eat for eight hours a day. They can't drink for eight hours a day. They can't make love for eight hours a day. What people can do for eight hours a day is work. And, in the course of those eight working hours, people are going to: • • • • • • • • • • • • • • • • • • • • • • Produce work and sabotage it. Learn something new and forget. Make decisions and procrastinate. Create and conform to rules. Exult in accomplishments, and......

Words: 2205 - Pages: 9

Managing People

...Page 9 4.1. 4.2. The Behavioural Approach. The Results Approach. 3. Job Knowledge. Page 7 3.1. 5. Definition of Motivation and Evaluation of Edith’s Motivation. Page 11 6. People Management and Planning and Allocating Work Activities. Page 12 7. Conclusion. 8. Bibliography. 9. Appendices. 2 Terms of Reference. This report will identify a range of performance problems in the St Jessica’s Urban Medical Center Emergency Room case study and suggests solutions to improve performance management, analyse techniques used for planning and allocating work activities to improve performance. 3 1. Introduction. This report will examine the theory of performance management and identify performance and behavioural issues in the St Jessica’s Urban Medical Center Emergency Room case study. It will analyse task and contextual performance and declarative and procedural knowledge and identify approaches that could be used by the management team to measure and improve performance including the traits, behavioural and results approaches. It will explain the benefits of effective performance management with reference to theory and evaluate techniques for planning and allocation of work activities to improve performance. 4 2. Performance. It is essential for any successful organisation to employ people that perform to a satisfactory level. That level is determined by the goals of the business and all employees must have a job description that sets out required......

Words: 2964 - Pages: 12

Managing People

...Managing People Contents Introduction to John Lewis Partnership and HRM Communication and involvement practices Equal Opportunities legislation – Disability Discrimination Recommendations Conclusion References and Bibliography Appendix Introduction John Lewis and HRM Introduction to John Lewis Partnership John Lewis started in 1864 with a small drapers shop on Oxford St in London. John Lewis today is the largest co-owned and democratic company in UK. The John Lewis Partnership's reputation is founded on the uniqueness of its ownership structure and their commercial success. At the time of writing, the John Lewis Partnership has 1 manufacturing company, 1 farm, 26 department shops, 185 Waitrose food shops, John Lewis .com website, and Green Bee online direct services, with more projects in the pipeline. John Lewis plan to open 12 more department stores in 6 years in the UK and want to be at the forefront of major regeneration projects around the country. Their strategy includes moving into areas such as Northern Ireland, Wales and expanding into Scotland and Northern England. Introduction to Human Resource Management (HRM) Definition of Human Resource Management “Human resource management (HRM) involves all management decisions and practices that directly affect or influence the people, or human resources, who work for the organisation”. Fisher, C.D., Schoenfeldt, L. F. and Shaw, J. B. Human......

Words: 2768 - Pages: 12

Managing People

...Kiwi Institue of Training and Education | Managing People | Assessment 02 | | Submitted by:- Prashant Sindhav | 11/26/2014 | Theories and models relating to ability, motivation and reward systems in a diverse range of business settings. | Table of Contents Part 1 Job Ability 4 1.1 Store managers job description 4 Scope 4 Roles and Responsibilities: 4 Knowledge 4 Skills 5 Personal attributes 5 1.2 Why is it practical to specify standards and procedure in the body of job description? 5 1.3 How should Jennifer go about collecting the information required for the standard procedures and job description? 5 1.4 What in your opinion, should the store manager’s job description look like and contain? 6 Skills 6 Knowledge 6 Title 6 Job Summary 7 Working conditions 7 Department 7 Part 2- Motivation 7 2.1 Three theories of motivation which can be used to motivate employees at the cleaning company. 7 Needs 7 Behavior 7 Satisfaction 7 a) Two factor theory 8 Hygiene factor 8 Motivators 8 b) Cognitive Evaluation Theory 8 Extrinsic motivation 8 Intrinsic motivation 8 c) Equity theory 8 2.3 Causes of De-motivation amongst employees in the company 9 Micromanagement 9 Lack of Progress or not sufficient training 9 Not explaining your actions 9 PArt 3 Rewards System 10 3.1 Should this plan be extended to other pressers in the stores? 10 3.2 Should other employees be put on the same plan? 10 3.3 Another......

Words: 2700 - Pages: 11

Managing People & Performance

...September 2012 Managing People and Performance Assignment Student ID#: 82081035 Word Count: 4779 Managing People and Performance Assignment brief Provide a very short introduction to your organisation, and your role, to provide a context for your assignment. Based on your own organisation (or part of the organisation): a) Identify, with justification, a critical issue relating to people that impact on effective performance within the organisation. In justifying your chosen issue, you should analyse the organisational context using the course materials to show how the issue has arisen, and the impact that it has. (40% of the marks) b) Based on your analysis, develop your recommendations and an outline plan to address the issue to improve organisational performance with clear justification for your proposed approach. (20% of the marks) c) Identify the benefits that you expect to achieve from your recommendations and how these might be measured to know if the benefits have been achieved. Include theories and models from the course materials to support your expectations of the potential benefits. Also identify any major risks that might jeopardise the success of your recommendations. (30% of the marks) d) You should finish your assignment with a reflective statement that includes: – how insights from your elective pathway have influenced your choice of issue and impact on your analysis, recommendations and expected outcomes or your thinking about managing people – the......

Words: 5541 - Pages: 23

Managing People

...of the interviewees were very satisfied. None-theless, dissatisfied customers were not negligible in number. Some 10% of those interviewed said they had not been happy with the services received. Clearly, there is no room for complacency, but I think the profes-sion can be pleased with the positive response, and one that is certainly significantly different from the sur-veys carried out by the RAC and Which? magazine. Perhaps unsurprisingly, people were most impressed by their solicitor's knowledge of the law -- 88% of the respondents said they were satisfied. Similarly, more than four out of five people said their solicitor offered good customer care, and that the service offered was convenient and offered at times that were suitable for them. By and large, most people would still prefer to see a solicitor in a dedicated office. This had been particularly important for those seeking advice about divorce or other matrimonial matters, where nearly three-quarters of those polled said they would prefer the more traditional office. People trying to take action over faulty goods or services were much less concerned about where they received their solicitor's advice -- slightly more than one-third said the appropriate place would be a solicitor's office, but the remainder would be happy to discuss the issue elsewhere. On other legal issues -- from employment matters to conveyancing, housing law to probate -- the majority of clients would, said this survey, prefer to see a......

Words: 858 - Pages: 4

Managing People

...suppliers such as Ecotricity and Good Energy scored above 80%. WGYC can use this to their advantage when selling Welsh Gas’ service. Reward strategies and the initiatives established as part of these strategies are parallel to their ability to achieve certain core objectives. It is important for WGYC to develop ‘high performance human resource practices,’ (HPHRPs) that are ‘coherent, interrelated HR practices designed to promote employee motivation and commitment.’ They are key in attracting, retaining and motivating staff as well as driving change and corporate reputation.6 ‘the reward package on offer must be sufficiently attractive… to secure the services of the staff it needs. Attractive packages thus allow the appointment of high-calibre people.’6 WGYC will use these reward packages to maximize their staff retention and customer service. Recommendations First and foremost, the key performance indicators (KPI) that have been set will need to change. The first KPI will be dropped, as length of time spent on a call is not relative. Average hold time will still need to be monitored, as customers do not want long hold times. After-call-work will be changed from time to quality- the notes made between calls will have to be detailed in order to be the most relative to customers in the future. Agent’s productivity will not be assessed by time spent on calls, but at the team leader’s discretion. Team leaders will have to monitor team members and note the amount of work......

Words: 2513 - Pages: 11

Managing People

...Managing people Introduction The aim of this report is to analyze and comment on the selection practices based on the movie “Charlie and the Chocolate Factory”. According to Scott (2005), “Charlie and the Chocolate Factory” was filmed in 2005 based on children’s book by Roald Dahl. The movie reveals a story about poor young boy – Charlie, who lives in town, where located chocolate factory owned by famous confectioner - Willy Wonka. Soon, Willy Wonka decides to allow 5 children to visit his factory and distributes five Golden tickets hidden in the five chocolate’s bars to the unknown locations. The one who will find golden ticket will be allowed to visit chocolate factory. Moreover last child left will win the main prize. Thus, five children found, who found Golden tickets are: Augusutus Gloop – rude and glutton guy, who lives only for food; Veruca Salt – spoilt child, who demands whatever she wants from her parents by screaming at them; Violet Beauregarde – impudent girl, whom mind completely taken by gum chewing; Mike Teavee – bot, who addicted to television; and Charlie Bucket – very polite and shy boy, who is protagonist in this movie. Throughout all movie, mr.Wonka will apply selection processes, because he needs to identify one child, who fits his demands and choose him as a heritor of the factory(Billsberry and Gilbert, 2007) . Thereby, he observes each child behavior, when they are taking a tour through his factory and eliminate those, who failed his perceptions......

Words: 1326 - Pages: 6

Managing People

...Managing people as demonstrated in A successful Chinese company By 11220400 201021021042 Submitted to Phil Shellhaas and Pam Whitehouse Date: 7, December, 2012 Managing people Year 2 Harper Adams University College Word count: 2977 Content 1. Summary........................................................................................................................2 2. Introduction................................................................................................................4 3. Management approach of people 5 3.1 The development of management approach in COFCO 5 3.2 6S management system 6 3.3 The five steps combination theory 6 4. The style of leadership 7 4.1 Transformational leadership 7 4.2 Human are the first 8 5. COFCO appraisal system 8 5.1 KAAPP evaluation system 9 5.2 Performance evaluation crisscross 9 5.3 Scientific evaluate operating procedures. 10 6. Rewarding performance 12 6.1 Adjustment based on appraisal results 11 6.2 COFCO salry system........................................................................................11 7. Employee involvement 12 7.1 Employees involved in the management 12 7.2 Enterprise activities 13 8. Learning, training and developing............................................................................13 8.1 COFCO special training method 13 8.1.1 “Enterprise zhongliang” magezine 14 8.1.2 COFCO academy 14 8...

Words: 3865 - Pages: 16

Managing People

...for us to explore and understand the implication of human beings and the interactions of organization as well as aware the best way on nature and the role of management in designing and controlling the organizations. Organizational theory is distributed to two main approaches, Technical-rational approach and Social-human approach. Technical-rational approaches simply are considering the organization as machines and treating human as mere cogs within them which include Bureaucracy, The Classical School and Scientific management. About the Social-human approaches are seeing the organization as communities of people and treat human as emotional and social beings, which structures are more flexible and It can be called as Human rations school. Afterward, I would like to discuss them respectively and particularity. First of all, about the Bureaucracy demonstrates the people to have their own responsibilities and well-defined tasks. It indicates there are the hierarchical reporting structures in organization which means the managers have official authorities to exact obedience such as because of their position, as well as the personal authority based on individual personality, intelligence, and experience obedience and respect within an organization are absolutely essential. Good discipline requires managers to apply sanctions whenever violations become apparent. So it creates the management responsibility. Moreover, the bureaucratic organizations can complete their task......

Words: 2606 - Pages: 11

Managing People

...1. Introduction This report is going to evaluate how people management practices influence business performance within a specific sector of the service industry and will put forward suggestions to improve performance based on the findings. This report will specifically focus on the Devonshire spa and its people management practices. Furthermore it is going to be an evaluative report and will look at two different practices – Monday to Friday team and Weekend’s team. 2. Introduction to Human Resources Management Human Resource Management (further in report HRM) can be defined as a strategic and coherent approach o the management of an organization’s most valued assets – the people working for the company (Armstrong 2001). The main characteristics of HMR are listed in Table 1. Table 1 Main characteristics of HRM • It meets the need for a strategic approach to human resource management which achieves ‘fit’ between the business and the HR strategy; • A comprehensive and coherent approach to the provision of mutually supporting employment policies and practices; • The importance of gaining commitment to the organization’s mission and values is stressed – it is ‘commitment-orientated’; • Employees are seen as assets or human capital to be invested in through the provision of learning opportunities and the development of a ‘learning organization’; • Human Resources are viewed as a source of competitive advantage in line with the concept of resource-based strategy; • The......

Words: 2801 - Pages: 12