Important Attributes Of Body Language Cultural Studies Essay

Important Attributes Of Body Language Cultural Studies Essay An ideal manager avoids adaptors that convey negative meaning e.g. fidgeting or playing with objects to indicate nervousness. Also, an ideal manager effectively utilizes various gestures, which are referred to as kinesics by researchers, to give clues that he / she is actively listening to a conversation or to communicate his / her agreement or disagreement over an argument. Facial expression and eye contact: Facial expressions convey various human emotions and an ideal manager uses facial management techniques to convey right expression at right time. Managers can exhibit confidence and earn credibility by making and maintaining constant eye contact with their audience. Personal space: Although not a direct part of nonverbal communication giving appropriate personal space to a person depending upon his / her preference, liking, gender and age is a key consideration for an ideal manager while trying to project a good image. Touch: At workplace an ideal manager can use touch to communicate nonverbally either in a social context or business context. The professional touch is businesslike and impersonal. The external factors that affect the body language of a manager at work place are: Regional effects: An ideal manager should be aware of the regional interpretations of various body language signals e.g. nodding of head might signal a yes in some regions whereas same gesture may be interpreted as a no in others. Gender effects: The gender of a manager affects the message communicated by his / her body language. Status effects: Body language signals given and interpreted by individuals depend upon the status that the person holds in society or at workplace. Managers at various levels in hierarchy in an organization need to adopt different style of nonverbal communication. Culture effects: The degree and rules of expression of some aspects of nonverbal communication differ across cultures. With increasing globalization a manager should be cognizant of the cultural context of the audience to be able to effectively utilize nonverbal communication. REPORT TEXT TABLE OF CONTENT OVERVIEW Turabian / Chicago style of formatting has been followed while creating this report. Business and managerial communication may be defined as the use of language or graphics in business. While the two important parts of managerial communication viz. written and oral communications take center stage, managers tend to overlook nonverbal communication which forms an equally important aspect of their communication. Nonverbal communication may constitute two-thirds or more of total communication. Since nonverbal signals can be very helpful in responding to others and making stronger connections with clients and colleagues they can be used by managers to create an impression about themselves. Body language plays a very important role in our day-to-day business activities. Since a role of manager demands that he / she achieves the goals with or through other people the need for good interpersonal skills becomes increasingly important. Nonverbal communication forms a very important part of interpersonal communication along with verbal and written communication. Mastering nonverbal communication helps manager decode the silent signals of others and align their body language with the attitude they want to project thus gaining a competitive advantage in business. Excelling in nonverbal communication can help manager excel in following areas: Leadership: To be able to influential as a leader it is important for managers to understand the message that employees want to communicate both verbally and nonverbally and to be able to effectively communicate congruently by aligning spoken words with their body language. Negotiation: Acquiring understanding of body language helps manager correctly read between the lines of what people are saying. This can act as an effective tool along with ability to establish credibility using good body language in process of negotiation. Sales: Ability to convey nonverbal cues effectively helps manager sell their ideas and products. Customer service: Understanding customers needs by their nonverbal signals can go a long way in delivering customer delight. Given the importance that nonverbal communication holds in professional life of a manager it is very important to understand various attributes that are associated with body language of an ideal manager and factors that affect the same. This research has been undertaken to analyze these attributes and their impact on communicating nonverbal cues effectively by a manager. This report outlines the analysis of these attributes and factors and draws some conclusions that will be helpful for managers to understand how they can effectively incorporate nonverbal communication at workplace. PROBLEM STATEMENT AND SCOPE The purpose of this research is to identify and analyze: What are the attributes that affect the body language of a manager? How can a manager effectively incorporate nonverbal cues to align body language with verbal communication? What are the external factors that affect nonverbal communication? The scope of this research is limited to: Nonverbal communication at workplace Nonverbal communication for managers RESEARCH ANALYSIS ESSENTIAL ATTRIBUTES OF BODY LANGUAGE OF AN IDEAL MANAGER In the workplace, people can convey a great deal of information without even speaking; this is called nonverbal communication. Nonverbal communication can convey more than written and verbal communication, and human beings read and react to these nonverbal signals in the workplace. As per the cited study by Prof. Albert Mehrabian of UCLA, words, tone of voice and body language account for 7%, 38% and 55% of personal communication. Body language is kind of nonverbal communication that involves body movement and gestures, which communications researchers call kinesics. There are numbers of possible signs that can be communicated through body movements and gestures. In addition to body movements and gestures, the nonverbal cues can be expressed through facial expressions and eye contact, personal space, and touch, influence individual interactions in the workplace. In present dynamic business scenario, the quality of a good Manager seeks to communicate effectively through Non Verbal cue s i.e. body movements and gestures, facial expression etc. Body movement and gestures: Movement and gestures are key components of body language. Gestures or movements of the head, hands, arms, and legs can be used to convey specific messages that have important linguistic translations.Here are some helping tips to use gestures and movement effectively: How to stand: One should stand with feet shoulder-width apart, knees relaxed. Body weight should be evenly distributed on both feet. Nervous pacing or shifting of one foot to other needs to be avoided. Stand up straight. Ones shoulders should be back and his/her head held high so he/she can make eye contact. This particular posture shows confidence and helps one breathe more fully. What to do with your hands: Hands always need to place in the neutral position, hanging loosely at both sides, so they will be available for natural gestures. Both arms folded across the chest is a universal gesture that signifies defensiveness or negativity. It signals an attempt to hide from an unfavourable situation. It can also signify disagreement, discontentment or discomfort. An ideal Manager should always be aware of these facts. Hands in pockets to be avoided since it can lead to a sloppier posture. Hands should be empty. Hand gesture can be used in conveying many important messages. If one must hold something (notes or the PowerPoint remote), he must be aware of what he is doing. One must not point at the audience. How to Use Gestures: Gestures can help in communicating ones ideas and a little goes a long way. Use of a variety of smooth, deliberate and natural gestures supports and visually illustrates a Managers message very effectively to audiences. A relaxed posture while walking or during a meeting always needs to be maintained. Relaxed posture indicates one is comfortable in his/her surroundings and not under stress. Even if in a stressful work atmosphere, one Managers calmness and relaxed posture help others around to feel more comfortable and to have more faith in his abilities to lead and delegate responsibilities. In workplace, it is often common that we offer handshake when we are introduced to a new individual. Handshake is a gesture of welcome: The interlocking of palms signifies openness and the touching signifies solidarity. The styles of handshakes are generally governed by the attitudes of a person, namely a) Dominance b) Submission c) Equality. For a manager, it is important ge nerally in a workplace, he goes with the equality attitude. Researchers also categorize certain nonverbal behaviours called adaptors, which are typically unconscious behaviours and are used when a person is tense or anxious. Examples of adaptors are adjusting ones clothes, biting ones nails, cracking of knuckles, or fidgeting and toying with an object. These indicate to others that a person is upset or nervous, and such kind of behaviour during a meeting with a co-worker may be interpreted very negatively. A Manager engaged in such behaviour may be seen as preoccupied or anxious. Gestures and movement provide the visuals that accompany your words. Learning to use them effectively helps to convey ones message with confidence and the audience will see the message instead of just hearing it. But use any gesture that is irrelevant to the message is strictly not recommended. Facial expressions and eye contact: Facial expressions and eye contacts are types of nonverbal communication that go very closely with body language and can have an noticeable effect on business relations. Researchers have found that people can identify with great accuracy seven separate human emotions, even after seeing only facial and eye expressions: sadness, happiness, anger, fear, surprise, contempt, and interest. Therefore, without speaking a word, a facial expression can convey a great deal of information to others. The face is the primary source of emotions. Similarly, eye contact or lack of eye contact can also indicate a persons attitudes and emotions. There are hundreds of languages in the world, but a smile speaks them all. A simple smile can make others feel more at ease where a frown can make people see that one is aggressive or unsure of something. We use facial expressions to get our points across in the right context. For example, your message would suffer if you were saying how angry you are with a hu ge smile. Similarly use of positive facial expression with a genteel smile becomes very effective while a Manager tries to convince one of his clients. Eye movement is a key part of facial behaviour because the eyes are invariably involved in facial displays.When someone talks to you, do they look directly at you or look away? Maintaining eye contact when talking (or listening) to someone gives an impression that one is confident and honest. Making little eye contact gives a different kind of impression, like one is nervous or shy. The direct stare of the speaker can show candour or openness. Downward glances are generally associated with modesty; eyes rolled upwards are conveyed as a sign of fatigue. Personal space: Researchers use the term proxemic to describe the way that a person uses space in communication. Each individual has a personal space, which is like an invisible bubble surrounding them. This bubble becomes larger or smaller, depending on the person with whom we interact. We are comfortable standing or sitting closer to someone we like and standing or sitting at a distance with someone we dislike or dont know well. However, the amount of personal space that a person desires depends on many characteristics, including culture, situation, closeness of relationship, gender and age. One can use physical space to communicate many different nonverbal messages, including signals of intimacy, aggression, dominance, or affection. The most important observation one can make about a room full of people is the personal space each person commands. Human nature dictates that people considered more powerful are typically awarded greater personal space by the other people in the room. Research data s hows that, while interacting with friends, relatives, or conducting casual business, most people prefer a distance of one and a half to four feet. When conducting formal or impersonal business, most individuals prefer a personal space of 4 to 8 feet. Therefore, a person is likely to be more comfortable standing closely to a trusted co-worker than to a new customer. A good Manager must be aware of these kinds of behaviours to effectively convey his/her position and authority. Touch: In the workplace, people may use touch to communicate nonverbally. The functional-professional touch is business-like and impersonal. The social-polite touch, such as a handshake, is much more common. This type of touch is used to recognize other individuals. It is an expected touch in many business settings. Finally, the friendship-warmth touch shows how one treats another as a person. A pat on the back or a hug is a friendship-warmth touch. In most workplaces, the social-polite touch is the only necessary touch, and most Managers are encouraged to avoid the friendship-warmth touch in the workplace. Many people see a hand on a shoulder or a pat on the back as a useful touch to convey encouragement or concern for anothers well-being. Finally, personal space and touch are used differently in different nations. Americans tend to prefer larger amounts of personal space than do some Indians, Latin Americans, Italians, and Middle-Easterners. Germans, Chinese, and Japanese prefer larger am ounts of personal space, similar to what Americans prefer. Thus, when conducting business with people from other cultures, it is important to understand and respect their personal space needs. EXTERNAL FACTORS THAT AFFECT NONVERBAL COMMUNICATION Regional effects: Â  People across the world recognize a set of common gestures. For an ideal manager, this is a great boon as there is no huge task of ensuring that his/her non-verbal cues are not misinterpreted. It is however important that the ideal manager is aware of the differences of meaning. For example, research shows that the shoulder shrug is a universal gesture. It means that the person who makes the gesture does not know whatever was asked for him. Gestures like clapping would mean calling somebody or could mean just plain applause. Although greetings change cross different countries, there are number of features which are common: Close Proximity, direct orientation, eyebrow flash, smiling, mutual gaze, body contact, presenting the pal,- either visibly or for shaking. Similarly, gestures that denote emotions are very similar across cultures. Gender effects: The gender also decides the interpretation of gestures. For a male manager if he is in doing a presentation, with his hands in his pockets, it will be seen as gesture which shows his nervousness or insecurity. However the same gesture when a woman does, it is interpreted as aggression. Status effects: Research studies have shown that high-ranking officials resort to fewer gestures than their subordinates. The less educated rely more on gestures than on communication based on words. Culture effects: Different cultures have different interpretations of nonverbal cues. Moreover, an acceptable gesture in one culture might be considered as an offensive one in another culture. Hence, it becomes very important to take into consideration the cultural context of the audience while trying to use nonverbal communication. An ideal manager, equipped with knowledge of culture effects on body language, can effectively use nonverbal cues to communicate with target audience. CONCLUSIONS AND RECOMMENDATIONS Body language constitutes 55% of the person communication of a manager. The image projected of an ideal manager is the sum total of various attributes of his non verbal communication; body movement, eye contact, touch and personal space. There are variations in the body language of a manager, depending on the set environment and sex. In spite of these extraneous influences, it is possible to identify some typical behavioral patterns that define his/her personality in positive and negative way. Many researches and observation have provided some standards for the observable attributes of the body language of an ideal manager. Body language of a manager is an integral part of communication across businesses and regional settings. There are some expected/favored attributes that can be developed to project an ideal image of a manager. Though these non-verbal communications are in a way natural reflection of overall social and educational upbringing of a being, these can be developed as well. The study of body language is a developed science and provides sufficient aids to a keen learner. There are some regional, status and gender influences on the body language and these distinctions are imperative to be known to managers communicating with wide range of people across geographies and culture. APPENDIX RESEARCH DATA Sketch of personality of the manager as defined by his / her body language: Nonverbal Message/Body Language Typical Interpretation Making Direct Eye Contact Self-Confident, Assertive, Friendly, Sincere Avoiding Eye Contact Nervous, Evasive, Indifferent, Passive Erect posture (head up, shoulders back) Self-confident, Assertive Smiling Contended, Understanding, Encouraging Clenching hands Nervous, Anxious, Fearful Shaking Head Disagreeing, Shocked, Disbelieving Biting the lip Worried, Anxious Raising eyebrows Disbelieving, Surprising Folding arms Defensive, Disagreeing Open arms Receptive Leaning forward Attentive, Interested Patting on the back Encouraging, Congratulatory, Consoling Fidgeting Impatient, Nervous Chin Stroking Making a decision Slouching in seat Bored, Uninterested Eye roll Dismissive gesture that indicates superiority Tilted to one side Showing interest Scratching the head Bewildered REFERENCES Kurien, Daisy. 2010. Body Language: Silent Communicator at the Workplace. The IUP Journal of Soft Skills, Vol. IV, Nos. 1 and 2: 29-36 Zhou, Hui and Zhang, Tingqin. 2010. Body Language in Business Negotiation. International Journal of Business and Management, Vol. 3, No. 2, http://www.ccsenet.org/journal /index.php/ijbm/article/viewFile/1680/1588 (accessed 18 August 2010): 90-96 Dumbrava, Gabriela and Koronka, Adriana. 2009. Actions Speak Louder Than Words Body Language in Business Communication. Annals of the University of PetroÃ…Å ¸ani, Economics, 9(3): 249-254

Blind Date Script Essay

â€Å"Far From The Madding Crowd† Blind Date Script. Graham: It’s Blind Date! And here is your host, Miss Cilla Black! Cilla: Hello ladies and gentlemen, and welcome to Blind Date. In a moment we’ll be meeting the lucky lady who gets to pick from one of these gorgeous guys! So, let’s meet the boys! So, hello number 1; what’s your name and where do you come from? Bo: Good Evening, Cilla. My name is William Boldwood, and I am from Weatherbury. C: Nice to meet you, William. So tell everyone a bit about yourself. Bo: Well, Cilla, I am a 42 year old bachelor, I own a large farm, and†¦. I’m incredibly wealthy! C: And, I understand, correct me if I’m wrong love, that you have had a nasty experience involving a Valentine’s card? Bo: That is correct, Cilla. I once received a Valentine’s card through in the mail, and I had no idea who the sender was. I was a little afraid, you see, it could have been anything. So, I erm, placed it on my mantelpiece. Well, then I couldn’t stop thinking of it, so I stared at it for quite some time. C: How long for, love? Bo: For a matter of days, Cilla. C: Oh dear. Well I for one am always scared when the postman comes, I mean, when them bills get posted through my door I know I’m too terrified to open them for a week! C: Alright love, well, best of luck tonight, and please don’t be scared of the date cards if you’re picked ’cause we’ve only got so long, you know. Okay, number two, what’s your name and where do you come from? T: Hello, Cilla, my love, my name’s Frank Troy and I’m from Weatherbury too! C: Hiya Frank. Tell us all a bit about yourself, love. T: Well, I’m 31, I’m a Sergeant in the Army, so I travel a lot, and I enjoy sword fighting, so I spend a lot of my spare time practising that, and, I’m quite skilled if I may say so myself. C: Oh really? Come on, then. Show us some moves! (Troy shows off with sword techniques). C: Wow, I wouldn’t want to be on the receiving end of that lot! Eh, thanks very much love, well done. Best of luck tonight, but if you win, leave the sword at home, won’t you? Hello number three, what’s your name and where do you come from? O: Eh Cilla, me name’s Gabriel Oak an I be from Weatherbury as well. C: Hiya, chuck, why don’t you tell everyone a bit about yourself? O: Well, I’m 28 an I work on a farm in Weatherbury, Cilla. C: And I heard that you used to own your own farm, is that right? O: Ay, that be correct, Cilla, I used to ave some lovely little sheepies, but, sadly, most of em died in a tragic accident. C: Awwwwww†¦ (Sympathy) O: Yer, so maybe, even though I don’t ave a lot, she’ll still be willing to ave me. Then I’ll know she be genuine an all that. An it could get me a few sympathy votes as well, But I wont let on until after the show, just in case. C: A man with a plan! Well, you probably wont even need to use the sheep story Gabriel, I’m sure you’ll be fine. And may the best fella win. Good luck to all of you. Now, guys and girls, lets meet the lucky lady who gets her pick of one of these gorgeous guys! (Bathsheba enters) C: Hello love, and you are Bathsheba, is that right? B: Yes Cilla, that’s right. C: And where are you from, Bathsheba love? B: I’m from Weatherbury Cilla. C: Oh I didn’t see that one coming. Now, what sort of thing are you looking for, and hoping to find tonight in one of our top-class bachelors? B: Well, I’m looking for someone who will flatter me but also stand up to me. I’m very independent. C: Oh, that’s right, you own a farm, dont you? B: I do indeed, Cilla. C: Well, let’s hope those three blokes over there stand up to you more than your farm animals do. And lets hope they smell better an all. B: well I won’t know until the date, but lets hope so. C: Alright love. Let’s get on with your three questions then. Fire away! B: Hello boys! ALL: Hello Bathsheba! B: Okay, my first question is; If I was an animal, I would be a tiger, because I could definitely use a little taming. If you were an animal, what would you be, and why? That goes to number 1, please. Bo: Well, Bathsheba, I would be a snake, a boa constrictor, so I would be able to wrap myself around you, and squeeze you as tight as I can. B: And to number 2, please. T: Well, I would be a fox, most obviously because of my red coat, but also because I hunt my prey and always get what I want. B: And, lastly, to number 3, please. O: Well, I would probably be a sheep, because, apart from being cute n cuddly, I would follow you round as a sheep does and always be with you. B: Okay, 2nd question. If I were a type of food, I would be a curry, because I am hot and spicy! What food would you be, and why? That is to number 2, please. T: Well, I would be Egg and Soldiers, so you could have a dip in me anytime! B: And to number 3, please. O: Okay, if I was a food, I would be Shepherd’s Pie, because I be a shepherd, and I be warm, tasty and simple. So, heat me up, and it’ll be dinner for two. B: And lastly, to number 1, please. Bo: If I was a sort of food, I would most certainly be Toad in the hole, because once you dig down to my deep centre and kiss the toad, I would be your handsome prince. B: And my last question is; I am a woman who likes to be pampered and showered with gifts. If you could give me one thing, what would it be and why? To number 3, please. O: Well, I don’t ave a lot, you see, but I would give you my heart of gold, because that be all I wantin in return. B: And to number 1, please. Bo: I would give you anything you want, anything your heart desires. And the greatest gift any woman could wish for – ME! B: And last but not least, to number 2, please. T: I would give you the sheath to my prized possession, my sword, because then I would be allowed to put my things inside yours. C: Oh well, Bathsheba, that’s all your questions. But don’t make your mind up yet, here’s a bit of help from Our Graham! G: So Bathsheba, will it be Toady number 1, who will give you himself and squeeze you tightly, just don’t send him any mail! Or, will it be foxy number 2, who likes nothing better than putting on his Soldier coat and doing sword tricks – just keep the toast away from his yolk. Or, will you decide on warm and simple number 3, and if on your date his sheepy antics get on your nerves, you could always sell that gold heart he gave you. THE DECISION – IS YOURS! C: So who will it be love – 1, 2 or 3? B: I’m going to have to go with number 3, Cilla. C: Oh, but what about the two you turned down? (introduces Troy, then Boldwood – they leave) C: So here is your Blind Date, you picked number one, that was Gabriel Oak from Weatherbury – come in Gabriel! (Gabriel and Bathsheba meet) C: Alright, are you pleased? (Both nod). Okay then, let’s pick a date! Which one will be picking? O: I’ll let the lovely lady here pick. (Bathsheba picks) B: A sightseeing trip to London! (Hands envelope to Cilla) C: It says here that the two of you will be seeing all the sights of the Famous London! Have either of you been there before? (both say no). Good. Then after that, you’ll be shopping ’til you drop and then staying in a luxury hotel! It says here let’s hope that the two of you aren’t calling each other pigs by the end of the week! Okay, let’s have a round of applause for Bathsheba and Gabriel!

Test Analysis 5.5 Hetroskedasticity Test - 878 Words

5.5 Hetroskedasticity Test Heteroskedasticity test is also done for the model I and the results look like seen below in Table 5.12. Since the Obs*R2 value of 8.092 is less than the 5% critical X2 value of 11.07, the null hypothesis that assumes unavailability of heteroskedasticity can’t be rejected. That implies that the standard errors, T-statistics and F-statistics can be considered valid. Table 5. 12 White Heteroskedasticity Test Result for Model I F-statistic 1.410 Probability 0.250 Obs*R-squared 8.092 Probability 0.231 The result of heteroskedasticity test done for Model II is also shown in Table 5.13 below. The null hypothesis of no heteroskedasticity cannot be rejected this time too. This result is the same as the preveous model’s result and the post-regression test results are valid. Table 5. 13 Heteroskedasticity Test Result for Model II F-statistic 0.714 Probability 0.722 Obs*R-squared 9.893 Probability 0.625 5.6 T test for Coefficient Significance The government expenditure variables were hypothesized to have a positive effect on GDP of the country. This implies that the coefficients on those independent variables are expected to be positive and a one-tailed test is appropriate. For Model I, the T-test results (Table 5.14) showed that log(RE) and log(CE), which represent recurrent and capital expenditure respectively are relevant variables while foreign aid is not. Table 5. 14 Result of T test for

Nokia Ceos Letter to His Employees - 1277 Words

Nokia CEO s letter to his employees Hello there, There is a pertinent story about a man who was working on an oil platform in the North Sea. He woke up one night from a loud explosion, which suddenly set his entire oil platform on fire. In mere moments, he was surrounded by flames. Through the smoke and heat, he barely made his way out of the chaos to the platform s edge. When he looked down over the edge, all he could see were the dark, cold, foreboding Atlantic waters. As the fire approached him, the man had mere seconds to react. He could stand on the platform, and inevitably be consumed by the burning flames. Or, he could plunge 30 meters in to the freezing waters. The man was standing upon a burning platform, and he needed†¦show more content†¦As a result, if we continue like before, we will get further and further behind, while our competitors advance further and further ahead. At the lower-end price range, Chinese OEMs are cranking out a device much faster than, as one Nokia employee said only partially in jest, the time that it takes us to polish a PowerPoint presentation. They are fast, they are cheap, and they are challenging us. And the truly perplexing aspect is that we re not even fighting with the right weapons. We are still too often trying to approach each price range on a device-to-device basis. The battle of devices has now become a war of ecosystems, where ecosystems include not only the hardware and software of the device, but developers, applications, ecommerce, advertising, search, social applications, location-based services, unified communications and many other things. Our competitors aren t taking our market share with devices; they are taking our market share with an entire ecosystem. This means we re going to have to decide how we either build, catalyse or join an ecosystem. This is one of the decisions we need to make. In the meantime, we ve lost market share, we ve lost mind share and we ve lost time. On Tuesday, Standard Poor s informed that they will put our A long term and A-1 short term ratings on negative credit watch. This is a similar rating action to the one that Moody s tookShow MoreRelatedTransparency in Apple‚Äà ´s Corporate Statements3574 Words   |  15 Pageshow gaunt and exhausted Steve Jobs appeared on stage. Rumors immediately began circulating on Internet forums on the apparent source of his condition – perhaps a reemergence of the pancreatic cancer he suffered in 2004 or some new unknown ailment plaguing the widely revered business icon? Six months after the WWDC, Apple announced that Jobs would not be delivering his customary keynote address at the Macworld Conference and Expo 2009, and that the charismatic rock star of the tech world would be replacedRead MoreHbr When Your Core Business Is Dying74686 Words   |  299 Pagesevaluate your current core and where to look for a new one. 78 Promise-Based Management: The Essence of Execution Donald N. Sull and Charles Spinosa The most vexing leadership challenges stem from broken or poorly crafted commitments between employees and colleagues, customers, or other stakeholders. To overcome such problems and foster a productive, reliable workforce, managers must cultivate and coordinate promises in a systematic way. 66 90 The Leadership Team: Complementary StrengthsRead MoreFundamentals of Hrm263904 Words   |  1056 PagesChapter 5 Chapter 6 Chapter 7 STAFFING THE ORGANIZATION Human Resource Planning and Job Analysis 110 Recruiting 132 Foundations of Selection 154 PART 4 Chapter 8 Chapter 9 TRAINING AND DEVELOPMENT Socializing, Orienting, and Developing Employees 182 Managing Careers 208 PART 5 Chapter 10 Chapter 11 Chapter 12 Chapter 13 MAINTAINING HIGH PERFORMANCE Establishing the Performance Management System 230 Establishing Rewards and Pay Plans 260 Employee Benefits 286 Ensuring a Safe and HealthyRead MoreStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 PagesResponding to Globalization 16 †¢ Managing Workforce Diversity 18 †¢ Improving Customer Service 18 †¢ Improving People Skills 19 †¢ Stimulating Innovation and Change 20 †¢ Coping with â€Å"Temporariness† 20 †¢ Working in Networked Organizations 20 †¢ Helping Employees Balance Work–Life Conflicts 21 †¢ Creating a Positive Work Environment 22 †¢ Improving Ethical Behavior 22 Coming Attractions: Developing an OB Model 23 An Overview 23 †¢ Inputs 24 †¢ Processes 25 †¢ Outcomes 25 Summary and Implications for Managers 30 Read MoreStrategic Human Resource Management View.Pdf Uploaded Successfully133347 Words   |  534 Pages......... ....................384 Strategy Implementation: Workforce Utilization and Employment Practices ....................385 EFFICIENT UTILIZATION OF HUMAN RESOURCES ... 386 DEALING WITH EMPLOYEE SHORTAGES ................. 397 SELECTION OF EMPLOYEES ................................... 406 DEALING WITH EMPLOYEE SURPLUSES .................. 416 SPECIAL IMPLEMENTATION CHALLENGES ............... 440 SUMMARY............................................................. 446 NOTES..................Read MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagesperceive in products and services is becoming an enormously powerful influence on the continuing strength of customer spending, especially when times are tight. Study of the current economy indicates that when today’s consumer is completely satisfied with his or her product or service purchase, he or she tells six other potential buyers. In contrast, a dissatisfied consumer informs 25 other potential buyer s. That is the leverage of quality in shaping consumer sentiment, which is vital in powering the two-thirdsRead MoreOrganisational Theory230255 Words   |  922 PagesClark, Laurie Cohen, John Darwin, Keith Duberley, Yvonne Hill, Lynda Hinxman, Claire McAuley, T.E. McAuley, Gill Musson, Michelle Odendaal and Jane Whitmarsh. Finally, Phil would like to thank Carole for her forbearance, Jo would like to thank Ross for his support and Tom for being there, and John would like to thank Maria for her uncurbed enthusiasm. This book was a collaborative endeavour, although we have, as we developed the text, been aware of differences between us of interpretation and understandingRead MoreCase Study148348 Words   |  594 Pageswith Strategy The Global Pharmaceutical Industry: Swallowing a Bitter Pill Vodafone: Developing a Total Communications Strategy in the UK Market European Tour Operators: Confronting Competition in the Tourism Industry Evolution and Revolution in the Hi-Fi Sector Amazo n.com ï £ ©2007 - Early 2009 The Formula 1 Constructors Web Reservations International: Challenging Industry Norms Manchester United FC: Continuing Success but at What Cost? Hermes Fund Management, Total and Premier Oil: The ResponsibilityRead MoreProject Mgmt296381 Words   |  1186 PagesAuthors Erik W. Larson ERIK W. LARSON is professor of project management at the College of Business, Oregon State University. He teaches executive, graduate, and undergraduate courses on project management, organizational behavior, and leadership. His research and consulting activities focus on project management. He has published numerous articles on matrix management, product development, and project partnering. He has been honored with teaching awards from both the Oregon State University MBARead MoreDamodaran Book on Investment Valuation, 2nd Edition398423 Words   |  1594 Pagesanalysts change their valuations, they will undoubtedly be asked to justify them. In some cases, the fact that valuations change over time is viewed as a problem. The best response may be the one that Lord Keynes gave when he was criticized for changing his position on a major economic issue: â€Å"When the facts change, I change my mind. And what do you do, sir?† Myth 3.: A good valuation provides a precise estimate o f value Even at the end of the most careful and detailed valuation, there will be uncertainty