Có 60+ tài liệu thuộc chủ đề "Quản lý công ty"
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MÔ T CÔNG VI C Ả Ệ Mã tài li u;HCNS-MTCV-13 ệ L n s a đ i:00 ầ ử ổ. Báo cáo tr c ti p cho ự ế : Qu n đ c ả ố Qu n lý: ả Công vi c thu c t Hoàn ệ ộ ổ Thi n. B t đ u tri n khai...
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Kiểm soát là làm hết mình và không làm bậy. Liên quan đến vấn đề doanh nghiệp và hệ thống kiểm soát nội bộ, Thời báo Kinh tế Sài Gòn đạ ghi nhận lại ý kiến của ông Giản Tư Trung, Chủ tịch Hội đồng Quản trị Công ty PACE về vấn đề này.. Theo khoa học quản trị thì...
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“Quản lý thay đổi” hiệu quả. Trao đổi của ông Trương Hồng Hạnh, chủ tịch HĐQT công ty Phần Mềm Thuỷ Thiên (TTSOFT) về quản lý thay đổi. Để đi vào những vấn đề chính, mời bạn cùng tôi làm rõ khái niệm về “Quản lý thay đổi”.. “Quản lý thay đổi” (Changes Management) rất mới, nhưng cũng rất cũ....
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Chương 1: Khái quát chung về quản trị doanh nghiệp. CHƯƠNG I: NHỮNG VẤN ĐỀ CHUNG VỀ QUẢN TRỊ DOANH NGHIỆP. KHÁI QUÁT VỀ DOANH NGHIỆP VÀ QUẢN TRỊ DOANH NGHIÊP. Khái niệm doanh nghiệp, các loại hình doanh nghiệp. Các loại hình doanh nghiệp. Các lý thuyết quản trị doanh nghiệp. Sự phát triển của khoa học quản trị...
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R Pucik, V., 359. A., 360 Schultz, M., 359 Schweitzer, R., 359 Scott, C. and organizational culture, 355–359;. and reculturation, 358–359
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Published by Jossey-Bass. cm — (The Jossey-Bass business &. The Jossey-Bass
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De Meuse. 5 The Effects of Organizational Resizing on the Nature of the Psychological Contract and Employee Perceptions of Contract Fulfillment 78 Scott W. The authors of the chapters provide, in my opinion, very valuable information to executives and human resource practitioners on how to cope, survive, and thrive in the face of external economic and social pressures. I believe,...
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The most difficult decision any executive has to make is to reduce the size of the company.. A decade ago, we wrote that transition management—the leadership and direction of major organizational events—would become a regular component of the managerial repertoire (De Meuse, Vanderheiden, &. A new word, downsizing, was coined in the early 1990s to repre- sent the variety of...
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More- over, knowing that their own area, a non-revenue-producing staff function, is likely to be one of the hardest hit preoccupies them.. In the meantime, they are burdened by the line of employees out- side their door waiting for an HR shoulder to cry on.. For victims and survivors alike, a resizing eats away at the assumption of fairness in...
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In one company we were consulting for during a resizing, Valium was the number one prescription drug purchased by employees each of the six months following initial layoffs. At a Fortune 500 firm we studied, inci- dents of high blood pressure among employees rose from 11 per- cent in the year preceding a resizing to 22 percent in the year...
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instead, they assess the situation and act in the areas they can influence. These employees recognize that the rules of the game have changed, that there is no business as usual.. Despite the frequency with which they fail to achieve desired fi- nancial or strategic objectives and produce unintended conse- quences, layoffs, closings, and divestitures are here to stay in...
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In doing so, it reduced its emphasis on anis and catapulted itself into the third spot in the world’s top five distilled spirits marketers and with a better balance in geographical and portfolio terms. Diageo’s main rationale for the deal was to become a focused leader in the alcoholic beverage in- dustry. How- ever, the deal was disastrous for SSWG’s...
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The emphasis of the ac- tivities shifted over time in line with the evolving reality. The leadership initiative LEAP (Leader- ship Enhancement and Acceleration Process) for employees with high potential was continued but refocused to help people un- derstand their leadership skills in the context of leading change.. At the learning event, the HR and communications functions had agreed to...
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I had to be aware of the Worker Adjustment and Retaining Notifi- cation (WARN) Act to ensure that we were not violating any laws.. Because of the company’s current revenue and the stock price (less than one dollar per share at this time), most employees un- derstood their jobs were not very secure. There was a sense within the company...
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A contribution is a function of how effectively commitments are completed and the relative importance (or impact) of the commitments toward achieving the goal or objective.. The rest of the process involves getting the right people committed to performing these tasks by ensuring that the individual contribu- tors have the skills, talents, motivation, and necessary resources to complete their commitments...
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parties results because the exchange is defined by economic terms, a close-ended time frame has been established, and the scope of the obligations is very narrow. Table 5.1 summarizes the types of promises that make up the relational and transactional components of the psy- chological contract.. The conceptualization and measurement of the psychological contract has been the subject of recent...
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Once an organi- zation has decided that resizing is the only feasible response to com- petitive pressures on the organization, management must identify the specific actions it will implement to maintain a sound psycho- logical contract between the organization and its employees.. If the issues are effectively addressed, a more positive psychological contract will exist between the employee and the...
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the candidate can expect in that area of the employment rela- tionship. At the most basic level, organizations have responded to competi- tive pressures by implementing business strategies (like resizing) that alter the nature of the psychological contract between the organi- zation and its employees. As the psychological contract continues to be transformed, employees frequently perceive their organization as failing...
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The financial objectives serve as the focus for the objectives and measures on all other scorecard perspectives. The idea is that every measure selected for the balanced scorecard should be part of a link of cause-and-effect relationships, culminating in improved financial performance. Fundamentally, the learning and growth perspective is posited as the enabler of achieving ambitious objectives in the other...
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Impact of Downsizing on Leading Indicators of Organizational Performance. Table 6.4 describes the eight scales defined by this model: four leadership practices (Customer Orientation, Quality Emphasis, Employee Involvement, and Employee Training) and four em- ployee results (Information/Knowledge, Teamwork/Cooperation, Overall Satisfaction, and Employee Retention). With those scales, Table 6.5 presents how employees characterize these practices and their results differently for organizations...