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The Value Of The Jaguar Essay - 1377 Words

The jaguar is a highly known animal with notable affiliation in the Pre-Columbian Mesoamerican societies and belief systems. All major Mesoamerican cultures proudly presented a jaguar god. Jaguars are known for their power and aggressive strength. They are great hunters and one of the big cats that can tolerate water. Most information that is known about Mayan culture and Mesoamerican societies comes from the countless and scrupulous findings on stone monuments, murals, documents, adorned vases, and conventional sources, where we can survey that the Maya carried out religious exercises with most of these objects. This is evident of the Mayan jaguar lidded vessel from the Fresno Art Museum. Vessels are vases that were used not for just funerary purposes, but also for rituals, offerings, and a plethora of other daily activities. Other important details about jaguar symbolism in Mesoamerican cultures include the fact that the word for jaguar, bahlam, appears in many of the names of Maya n kings than any other animals. This is not surprising since the jaguar is the mighty emperor of crafty force. Andrea Stone and Marc Zender state in their book, Reading Maya Art: A Hieroglyphic Guide to Ancient Maya Paintings and Sculptures, that, â€Å"The jaguars ferocity made it an ideal insignia of warriors who wore jaguar parts to wear it like a badge of honor, whether it was the head, skin, tail, or paws. â€Å"To spread out jaguar skin† was an expression for war, andShow MoreRelatedJaguar Case Study851 Words   |  4 PagesShort case: Jaguar regains its reputation Originally called the Swallow Side Car Company, Jaguar Cars was founded in 1922 and became famous for its luxury and sports cars. In 1990, Jaguar was taken over by Ford and is now a wholly owned subsidiary. 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Hr Systems Comparison System Thinking , Best Practice, Best Fit Free Essays

string(28) " are considered as a whole\." Managing human capital| HUMAN RESOURCE MANAGEMENT| | | | Table of Contents 1. Abstract3 2. Introduction3 3. We will write a custom essay sample on Hr Systems Comparison: System Thinking , Best Practice, Best Fit or any similar topic only for you Order Now System and Ecological Thinking4 3. Best Practice5 4. Best Fit6 5. Discussion7 5. 1. ‘Systems Thinking’7 5. 2. ‘Best-Practice’8 5. 3. ‘Best-Fit’9 6. Summary and Conclusion10 7. Bibliography11 1. Abstract This assignment will assess three main schools of thought that apply to Human Resources Management (HRM). With regards to contemporary HRM concepts it is evident that a consideration of the ‘larger picture’ is necessary to be able to effectively push an organisation towards its ideals goals. A consideration of ‘system thinking’, ‘best practice’ and ‘ best fit’ systems of HRM lead to balanced conclusion that it is necessary for an HR Manager to have a sensitivity to the individual needs of the workforce as well as the ultimate mission of the company. Each system discussed here does this differently here does this differently with each focussing on alternate viewpoints of what is most important; be it the intricacies of the system, the commitment applied to the overreaching goals of the organisation. This study finds that our of the three areas studied is viable and arguable that best practice system offers the most well rounded set of principles for general HRM. However, to assess the appropriate HR System for a more specific organisation either local or international, it is essential to consider a conglomerates system, which takes into consideration the specific aims of the company the needs of the staff to create an efficiency and enhanced performance that is still systematic and easily applicative. Key words: System Thinking, Best Practice, Best Fit, Human Resource Management 2. Introduction Human Resource Management was influenced from the changing look of the employment management relationship that occurred after the First and Second World War. It starts with the First World War; it can be classified in terms of a changed attitude of managers towards labour, changed labour management practices, the development of personnel techniques, and development of the personnel profession. During WW1 the demand for workers significantly increased, as a result of this, the need for monitoring workers, and finding qualified workers to manage the group of people similarly increased. â€Å"These new values became incorporated in what was emerging as a distinctive body of management thought, practice and ideology, upon which later theory and practice are founded. † WW1’s impact on HRM grew rapidly during WW2, with an increase in new theories and ideas. In addition to this, labourers created their industrial unions which enhanced the monitoring of the people and also allowed a development in training. During WW2 developments opened vast fields for HRM. Significant impacts occurred after the war, when the idea was introduced that â€Å"quality adds to costs†. Subsequently, â€Å"western organisations have since come to emulate the philosophy and practises of quality that proved so successful†. The concept of HR can thus find their beginnings rooted in the aftermath of the two world wars This essay will consider three main systems of HR namely; ‘systems thinking’, ‘best practice’ and ‘best fit’. Within these topics there will be an assessment of what each of these systems involves with regards to HR and occasionally the International HR Manager. The ‘best-fit’ system can be subdivided into three models which shall be discussed also. These are the ‘life-cycle model’, the ‘competitive model’ and finally the ‘configurational model’. Furthermore there will be consideration of the benefits and limitations of each of these practices, culminating in an assessment of which of these systems could offer the advantageous and beneficial HRM for the Director. . System and Ecological Thinking By definition, the context of HRM is complex because the nature of HR is that it is affected by many different factors, both internal (Vision, Mission and Goals, Policies, Management Approach, Organizational Culture, Quality of Work Life) and external (Political , economic, Social and Technological). Collins comments that â€Å"from the perspective of context, the story is never-ending†. He refers here of course, to the idea that these internal and external factors have an enormous effect on the working environment. It is a sensitive issue which requires a large amount of continued assessment; the goal being to keep these factors in check and accounted for in order to create a harmonious, productive and efficient workforce. This approach helps to simplify the complexities of context by looking upon HR as a ‘system’, a term which denotes a delicate habitat made from smaller ‘sub-systems’, where each ‘sub-system’ provides a layer of information that feeds up the chain to create the bigger picture. In the context of International HR (IHR), managers take on the same responsibilities as their local based colleagues but the area of activity and difficulty of these duties is based on the extent of internationalisation of the organisation. As they move towards a more global economy, organisations are supposed to revise their HR strategies. From one country to another, for example, external factors (e. g. politics) or internal factors (e. g. practice) would be vastly different. As a result of this, normal decisions can be really complex in an organisation operating around the world in multiple countries, particularly since for international organisations, all HR events are supposed to be synchronised across the home country and different national branches. The IHR manager needs to consider how to improve their leadership of a global company, choosing high potential employees and making correct decisions for the overall HR organisation A critical issue for IHR managers is creating co-operative strategies between countries. Consequently, the IHR manager cannot look at the ‘big picture’ from only one perspective. As Collin’s suggests, positivist and alternative views of a system can open â€Å"useful insights into the understanding of context†, ‘system’ thinking â€Å"allows us to see the whole rather than just its parts and recognise that we are a part of that whole. It registers patterns of change, relationships rather than just individual elements, a web of interrelationships and reciprocal flows of influence rather than linear chains of cause and effect. † The ‘system’ approach is organised in such a way that the processes and objectives are considered as a whole. You read "Hr Systems Comparison: System Thinking , Best Practice, Best Fit" in category "Papers" For example, the ‘system’ consists of the organisation of the human element, machines, material resources, tasks, formal authority relationship; all of which are small informal groups. Each of these components works towards achieving the objective of the organisation – all of the processes are connected to each other. The main ‘system’ is the organisation, and this includes the interrelated and interdependent subsystems. The system thinking approach can be divided into an ‘open system’ which refers to systems that take information from the environment, and a ‘closed system’ whereby the system does not have any relationship with the environment. It is important for IHR Managers to remain firmly within an ‘open system’. They are required to start a dialogue with their environment and constantly adjust internally to remain buoyant and in balance with the external factors. It is interesting to consider an aspect of ‘systems thinking’ referred to as both ‘Hard Systems Thinking’ (HST) and ‘Soft Systems Thinking’ (SST). Within HST, humans are considered as an objective resource. Its purpose is to pinpoint the ideal solution for predicting and controlling the use of existing resources. Once this ideal solution has been identified, the role of HRM then focuses on enforcing compliance with the designed regime. The difficulty with HST however, is that it is incapable of taking into consideration any kind of human misunderstanding or conflict which may hinder goal achievement. On the other hand, SST as proposed by Checkland (1980), is available to help tackle those problems which could not be handled by HST. SST has seven stages, which focus heavily on wide participation to create ownership of the outcome. Firstly, one must enter the problem situation, secondly express the problem in a â€Å"rich picture†, thirdly Formulate Root Definitions so that one can create precise perspectives of the participant system, fourthly Build Conceptual Models to understand better what each system does, fifthly, compare these models with reality, sixthly identify possible changes and seventhly take firm action to improve the situation. The benefits of SST are that it truly is able to recognise that problems occur due to differences of opinion. Its chief aim is to develop a sense of mutual understanding and preserving the existing state of affairs. Another aspect of ‘systems thinking’ is ‘Critical Systems Thinking’ (CST). According to Jackson (1991), CST accumulates five main components: critical awareness, social awareness, and dedication to human emancipation, complementarism at the theoretical level and complementarism at the methodological level. Midgeley (1995) stresses that CST developed around three areas of thought: improvement, critical awareness, and methodological pluralism. Improvement is able to be easily monitored through value systems, critical awareness considers participation factors and boundary judgements while methodological pluralism reflects on the range of methodologies available to temper communication and observation in order to supply an improvement, offer mutual understanding and involve a decision making process. Both Jackson and Midgeley show that CST is able to satisfy the three key human interests that were identified by Habermas in 1970 as being the technical interest, the practical interest and the emancipatory interest. 3. Best Practice The concept of ‘best practice’ falls under the category of a strategic human resource management technique (SHRM). It is also an example of ‘high commitment’ HRM. The idea behind ‘best-practice’ SHRM is that if an organisation adopts a particular selection of HR practices that are considered ‘best’ or most effective, then this will allow that organisation to enjoy an improved performance; both in terms of organisational productivity and output, and employee satisfaction. It is argued that with the ideal set of ‘best practices’, any company or organisation will benefit if they implement these practices fully (ie. ith a level of ‘high commitment’). There has been much research into the perfect set of ‘best practices’; since without knowing what constitutes the ideal universal set, it is impossible to claim any is really a ‘best’ set. Pfeffer (1994) provides one of the most commonly c onsidered set of HR practices – a collection of sixteen HR principles designed for â€Å"competitive advantage through people†. These sixteen were then later simplified in 1998 into seven practices for â€Å"building profits by putting people first†. Marchington and Wilkinson later tweaked these practices for the benefit of the UK populace in 2002. The simple act of Pfeffer’s work needing to be altered to better fit a UK audience, suggests that the original principles were not relevant and consequently, not universal. If, the concept of ‘best practice’ is for an organisation to follow a set of universal practices as closely as possible, with the idea being the more closely followed, the better the performance, then these principles need to be applicable to a universal audience to begin with. Guest (1987) expands on this by noting that since lists of ‘best-practices’ vary wildly in their inclusions it is difficult for there to be any rigorous evidence that supports any kind of universal application. Youndt et al. (1996) provide a generalised acknowledgement of what most models of ‘best-practice’ seem to focus on. In this research it is claimed that most focus on â€Å"enhancing the skill base of employees†. Extensive training of staff is undoubtedly important for many sets of ‘best-practice’, with most providing at least induction training and/or performance appraisals. Similarly Youndt’s recognition that many practices â€Å"promote empowerment, participative problem-solving and teamwork† which we can see reflected in examples such as Huselid’s (1995) stress on information sharing, Kochan and Osterman’s (1994) problem-solving groups, and Arthur’s (1994) suggestion of social events respectively. Youndt et al. goes some way towards establishing a more universal set of ‘best practices’, by taking the most commonly appearing practices and collecting them into a likely looking set of the most popular practices. In doing so, one could hopefully assume that the principles are relatable to a vast majority of organisations if not, ideally, all. Considering the difficulty in pinning down a firm set of ‘best practices’ acknowledged and agreed upon by all, it is interesting then that Capelli and Crocket-Hefter (1996:7) believe that in place of a single set of practices, which they believe to be â€Å"overstated†, it is rather the â€Å"distinctive human resource practices† that cause progression and enhancement of organisation. A type of practice that is thus distinguishing and characteristic or a particular workplace cannot be considered universal, but rather a focused set of practices that are applicable in a specific work environment. A final aspect to consider with ‘best-practice’ is the notion put forward by Storey, 1992, that single practices will be less affective if they are executed individually. MacDuffie, 1995, expands on this further by suggesting that it is essential for each practice to be grouped together into with complementary practices. This concept is known as ‘horizontal integration’. It is recognised that this type of integration allows some practices to be added or left out, as long as there are a core set of highly committed principles to adhere to. Although this too has problems, since in Guest et al. ’s analysis of the WERS data in 2000, they found that â€Å"the only combination of practices that made any sense was as straightforward count of all the practices†. 4. Best Fit ‘Best-fit’ is also an example of SHRM. It is a concept which is rooted in ‘vertical integration’; the idea that a company’s business and HR strategies are aligned and cohesive. The suggestion being that an organisation becomes increasingly efficient when its HR department and the overall aims, goals and mission of the company are tailor fit. There are three models of ‘best-fit’ that explore this vertically integrated relationship, firstly the ‘life-cycle models’ (Kochan and Barocci, 1985), secondly the ‘competitive advantage models’ (Miles and Snow, 1978 and Schuler and Jackson, 1987) and thirdly the ‘configurational models’. . 1. Life-Cycle Models This model tries to link the vertical relationship between HR practices and company policy to a metaphoric ‘life-cycle’ of a company, from its start-up phase through to decline. Baird and Mershoulam (1988) states that â€Å"human resource management’s effectiveness depends on its fit wi th the organisation’s stage of development†. The inference is that as a company grows, changes, progresses etc. so must its complementary HR department. During the start-up phase, the emphasis for the HR department is flexibility and informality. As the company grows (growth phase), so must the HR policies. With the assumed increase in staff it is necessary for there to be a more rigid and formal HR department to cope with this. It is a perfect opportunity to foster innovation. The next stage is the maturity stage whereby a company is more established. During this time the HR role is about stability and control, and about perfecting practices already in place. Finally the decline stage considers HR’s role in matters such as redundancy and generally reducing company size. 5. 2. Competitive Advantage Models This model usually applies to the research conducted by Porter (1985), in which three bases of competitive advantage were identified: cost leadership, quality of service, and focus or innovation (i. e. being the sole provider of a product or service). Schuler and Jackson (1987) expand on this research by defining HR practices that ‘fit’ Porter’s three bases. Within each base (which can be referred to as a market strategy) there is an ideal set of employee roles alongside a reinforcing set of HRM policies. If the two are able to align efficiently, then it is presumed a higher level of performance will incur. 5. 3. Configurational Models The configurational model was proposed by Delery and Doty (1996). It attempts to rectify the problem that the best-fit school is often levelled with, that it oversimplifies the organisational reality. It does not take into consideration the ways in which a company is expected to grow and change in accordance with external factors (economic, political, social). The configurational approach aims to steer clear from linear thinking, and allows for the prospect that a company/organisation may be subject to many independent variables and may be focusing on multiple performance strategies at any given time. In short, the configurational model’s aim is to simultaneously achieve both horizontal and vertical integration. It responds to the truth that it is necessary for a company to be able to integrate it’s HR policies both horizontally and vertically (i. e. in accordance with the company’s overall direction but also with a set of practices that provide employee satisfaction and growth) in order for it to survive. This concept is easily visualised through Miles and Snow’s (1978) ‘defender’ and ‘prospector’ categories. The ‘defender’ category refers to a system that operates in a stable and predictable environment, while the ‘prospector’ category is conversely unpredictable and hurried. Each category is necessary for the progression of the company (vertical integration), while the varying characteristics of both allow for a set of fairly general HR practices designed to secure employee satisfaction (horizontal) while adhering to the needs of both categories. 5. Discussion The three systems that have been discussed address HRM in vastly different ways. What is interesting to note is that despite this incongruence, they each prove to be successful and efficient systems. It is necessary however to discuss each system a little more critically in order to assess which system would be the most useful and effective in a work environment. 6. 1. ‘Systems Thinking’ ‘Systems thinking’ is a highly beneficial process for the IHR Manager. What is unique about its application is that it is able to take a very complex, perhaps global, situation and conceptualise it in such a way that it becomes clear how it can be manipulated by external factors. The manager is able to witness how the environment can affect the subsystems and consequently implement changes that react with the environment so as to produce a dialogue that is able to breathe and develop organically. For the IHR Manager it is essential for such complex dynamics to be simplified to an extent that it becomes easily manageable and they are able to grasp the bigger picture, whilst remaining in tune with the intricacies of the subsystems that are flexible to change. It is this ‘open system’ that makes ‘systems thinking’ so unique. Furthermore, the concepts of HST and SST are equally beneficial within ‘systems thinking’. HST is perfect for workforce planning and optimising resources, while SST is excellent for agreeing goals, performance feedback and participation. However, ‘systems thinking’ finds its downfall in the fact that while HST and SST are effective systems, they are only able to work independently of each other. Ideally, one would merge the two to provide an all encompassing system both in tune to the personal needs as well as the technical aspects. Another limitation of most ‘systems thinking’ in general is that it is primarily oriented towards ethodology, and is fundamentally rationalist. Flood (2001) argues that when focused on human existence, â€Å"systemic thinking helps people to sense a deep holistic or spiritual quality†, but arguably perhaps only if the idea of ‘systems thinking’ can be expanded to become part of a worldview, rather than just a discipline or methodology. In short, ‘systems thinking’ is at risk of only seeing the bigger picture to the detriment of the particulars. 6. 2. ‘Best-Practice’ The concept of ‘best-practice’ is one that takes into consideration the specifics of HRM. It encompasses some of the most commonly used principles of HR by identifying key policies that are essential to HRM. The advantages of this system lie in its simplicity. It is able to present a firm, established and tested selection of HR principles that will undoubtedly be beneficial to an organisation. The problems with ‘best-practice’ arise centred around the word ‘best’, however if one concurs with Capelli and Crocker-Hefter (1996), that these practices would be better referred to as ‘distinctive’, then we are faced with a healthy abundance of productive systems, ready to be implemented. An HR Manager in this instance need only choose a set of principles which they feel is most applicable to their situation and organisation and start using the immediately. Since there are so many ‘best-practice’ systems, it is arguable that one could alter and tailor-make a set of ‘best practices’ that are specific and unique to a particular organisation. The technique of horizontal integration, or ‘bundling’ allows complementary systems to be implemented alongside each other and heightens a sense of congruence and cohesion, as asserted by Wright and McMahan (1999). Furthermore there is evidence to support the idea that the ‘high-commitment’ strategy behind ‘best-practice’ (i. e. an organisation should aim to follow all systems within a ‘best-practice’ set) creates a higher achieving organisation. While horizontal integration can be considered beneficial, frustrations may arise due to the fact that ideally no single practice should be pulled out of a system and used individually as its efficacy will drop considerably. Additionally, the ‘best-practice’ system is only effective on a non-universal plane. Since there is such an abundance of systems it is impossible to select just one set as being the only ‘best-practice’. Consequently for an organisation on an international level, the ‘best-practice’ system would not be beneficial and could potentially neglect certain important aspects if it is not catered towards the specifics of that organisation. On the other hand, Youndt et al. (1996) were able to briefly collect a sample of some of the most commonly appearing policies, which could provide a sound starting point for any HRM. 6. 3. Best-Fit’ When considering the ‘best-fit’ model it is plain that its main advantage is its use of vertical integration. By paying close attention to the overall aims and goals of the company, the ‘best-fit’ system is able to create a set of HR policies that work in complete cohesion with those aims in order to fully maximise the potential of the staff and consequently the business. Every aspect o f the organisation works with the focus of the same goals. The various models within the ‘best-fit’ system each have their own benefits too. The ‘life-cycle model’ is able to vividly explore the natural progression of a company and alters it’s HR policies in tandem with this progression. However, it is difficult to know throughout this model which HR strategies are able to secure the type of human resources that are necessary to continued viabilities, even when industries develop, and which are more likely to contribute to sustainable competitive advantage through the life cycle? (Boxall and Purcell, 2003). The ‘life-cycle’ model is unique also since it is able to allow the HR Management master the present while pre-empting the future. However, it is incapable of allowing for unexpected incidents and relies on an organisation not veering away from the pre-planned cycle. The ‘competitive advantage model’ is useful since it focuses on company gain and edge and tries to set an organisation apart from the other by an awareness of Porter’s three key bases (1985). Finally, the ‘configurational model’ allows both horizontal and vertical integration, which ideally allows the full potential of a company to be realised, whilst expanding and enhancing staff prospects. The difficulties of the ‘best-fit’ system lie in its common criticism, that it oversimplifies the matter entirely. It does not take into consideration internal turmoil or conflict which needs to be sensitively addressed. It assumes that everyone’s best interests are with the overall aims of the business, and provides a rather harsh reality of working life. It forces HR into a submissive system that fits into the overall goal, and implies that within this model HR is a secondary factor. On balance, on an advisory level for an IHR Manager, ‘systems thinking’ would be the most beneficial, since it offers the opportunity to assess the situation on a larger scale and implement strategies that can be manipulated in harmony with the external influence. However, when considering a start-up company or a localised company, it would appear that the ‘best practice’ model is the most viable. While it is not able to be fully universally applied, it is able to provide an excellent basis for most businesses. For the discerning HR Manager, a set of ‘best-practices’ can be established specific to that organisation that can be assessed and manipulated as the company progresses with time. 6. Summary and Conclusion In conclusion, this assignment is able to consider the complexities of HRM through the investigation of three strategic systems. It is apparent that each system has many benefits, and each is certainly applicable in various situations. Each HR system is designed with a certain business model in mind. The ‘system thinking’ approach is clearly catered towards a more internationally based institution, while the ‘best-fit’ approach takes into consideration the start-up company. It is only really the ‘best-practice’ system (in this study) that offers a middle ground option for the largest sector of businesses. It is evidently important for the HR Manager to keep on top of their chosen system, as the ever changing environment, especially nowadays, leaves businesses vulnerable to external factors (most apparent in the form of political, social and economic factors). It is vital for HRM to remain vigilant, but flexible in their approach in order to maintain stable in the face of adversity. 7. Bibliography 1. Midgley, G. , Systemic Intervention: A Critical Systemic Perspective, in Systems Thinking, Government Policy and Decision Making, Bergvall-Karweborn, B. Ed. ), ISSS, Louisville, Kentucky(1995). 2. Human resource management in context, Audrey Collin pg85 4th edition 3. Ulrich, W. , Critical Heuristics of Social Systems Design, 103-115, in Flood, R. L. and Jackson, M. C. Critical Systems Thinking, Directed readings, Wiley, Chichester(1991). 4. Checkland. P. B. , â€Å"Are Organizations Machines? † Futures, 12:421(1980). 5. Miles, Raymond E. and Snow, Charles C. (1978). Organizational strategy, structure, and process. New York: McGraw-Hill Book Co 6. Delery. J. E. and Doty. H. D. 1996) ‘Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance predictions’. Academy of Management Journal. 7. Bennis, W. and B. , Nanus, Leaders: The Strategies for Taking Charge, Harper Row(1985). 8. . R. S. Schuler / Journal of International Management 6 (2000) 9. Adams, J. S. , â€Å"Toward an Understanding of Inequity,† Journal of Abnormal and Social Psychology, Nov. , 422- 436(1963). 10. Armstrong, M. , Managing People, A Practical Guide for Managers, Kogan Page, London(1998). 1. Beer, S. , The Heart of the Enterprise, J. Wiley Sons, Chichester(1979). 12. Beer, S. , The Brain of the Firm, J. Wiley, Chichester(1981). 13. Bratton, J. and J. , Gold, Human Resource Management-Theory and Practice, MacMillan Business, London(1999). 14. Belbin, E. , Management Teams: Why They Succeed or Fail, Heineman, London(1981). 15. Burrell, G. and G. , Morgan, Sociological Paradigms and Organizational Analysis, Arena, England(1994). 16. Checkland, P. , Systems Thinking, Systems Practice, J. Wiley and Sons, Chichester(1981). 17. Combs, W. V. Manpower Planning: Operational Research and Personnel Research, American Elsevier Publishing Co. , New York, (1965). 18. Flood, R. L. , Solving Problem Solving, J. Wiley, Chichester(1995). 19. Flood, R. L. and M. C. , Jackson, Creative Problem Solving, Total Systems Intervention, J. Wiley, Chichester(1991). 20. Flood, R. L. and N. R. A. , Romm, Diversity Management, J. Wiley, Chichester(1996). 21. Foot, M. and C. , Hook, Introducing Human Resource Management, Addison Wesley Longman Ltd. , Essex(1999). 22. Habermas, J. , Knowledge and Interest, in Sociological Theory and Philosophical analysis, D. Emmet and A. MacIntyre (Eds. ) MacMillan, London, (1970). 23. Habermas, J. , Theory and Practice, Heinneman, London(1974). 24. Handy, C. , Understanding Organizations, Penquin Books(1993). 25. Jackson, M. C. , Systems Methodology for the Management Sciences, Plenum, New York(1991). 26. Rice, A. K, Productivity and Social Organization, Tavistock, London(1958). 27. Ryan, T. A. , Intentional Behavior, Ronald Press, New York(1970). 28. Tyson, S. , and A. , York, Personnel Management Made Simple, Heineman, London, (1982). 29. Weightman, J. , Managing Human Resources, Institute of Personnel Management(1993). How to cite Hr Systems Comparison: System Thinking , Best Practice, Best Fit, Papers

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Questions: Scenario or vocational context You have just been appointed as a Management Consultant in a corporate organization listed in the FTSE 200 which is well known and has a significant number of employees. During the interview process leading to your subsequent appointment, you were briefed that the organization is facing some challenges in implementing development and changes that will be critical to the organic growth and sustainable growth of the organization. You have been mandated to research into the organization and provide viable solutions in terms of the smooth management of the development and change process. You need to write clear, concise, and accurate notes on the following 5 tasks which will be the basis of your report to the Board of Directors. You must give definitions; critical analysis; identification of theories and practical examples where possible. Task 1 1.1. Define vision, objective and core value of an organisation.1.2. Critically evaluate global changes and mega trends in 21st century that effect organisation in development and planning.1.3. Evaluate the impact of globalisation.1.4. Critically examine different business types in the business sectors that comprise most social market economies1.5. Describe the nature and purpose of strategic planning and its importance to an organisational change and development1.6. Critically evaluate the culture of an organisation and its impact to an organisational change. Task 2 2.1. Critically describe elements of an organisational behaviour including types, social environment, quality of work life and motivation2.2. Critically analyse McGregors paradigm of theory X and Y of organisational change and its impact on managerial role2.3. Discuss five models of organisational behaviour and impact of these models on managerial orientation, employee orientation, psychological and performance result.2.4. Evaluate value organisational theory as a tool for understanding behaviour in organisations2.5. Describe the relationship between developments in organisational theory and organisational behaviour. Task 3 3.1. Discuss the issues of entering and contracting process of organisational development3.2. Differentiate diagnostic and open system models and their importance from individual level to organisational level for development process.3.3. Critically evaluate the process of collecting and analysing diagnostic information that include diagnostic relationship, methods for collecting data, sampling, techniques for analysing data and feed-back.Task 4 4.1. Explain emotional reactions to change, resistance and traumas experienced in the change process and psychological barriers to change4.2. Critically analyse Kotter's 8-Step model to implementing change within an organisation.4.3. Analyse how a team evolves and how different expectations within teams can be managed.4.4. Identify and describe the major learning-based and process-based perspective on motivation and how these theories play an important part in organisational change and development.Task 5 5.1. Examine the concept of job satisfaction and its relationship to performance5.2. Analyse stress and appreciate its links to personality for handling stressful situation5.3. Evaluate the importance of planning, review and needs analysis framework in an organisational development.5.4. Explain the importance of individual role relation-ships within the organisation/group and identify the individuals role set and associated expectations. Answers: Introduction. The fast food industry is rapidly changing due to economic recession, commodity price rise, food cost and also the perception of people about their health. This situation creates pressure on the fast food industry to manage the change effectively. This report analyzes how Dominos Pizza, one of the FTSE 200 listed well known organizations manages changes to reduce organizational cost and also employee resistance and increase its effectiveness in the market. Task 1 1.1. Vision, objective and core value The objective of an organization is the prime function to drive the success of the organization. These are nothing but the end points to drive the goal and make strategic planning of the organization. Therefore, the objective of the Dominos Pizza is to sell more and more pizzas and also have fun. Vision is the statement that reflects the perfect picture of the association later on. They make a point of convergence of vital planning and are time bound, with most vision statements anticipated for a time of 5 to 10 years. The vision statement imparts both the basis and estimations of the association. Similarly, the Dominos Pizza Teams Vision is to be in first position in pizza industry and also among the people. Core values characterize the basic philosophy of association, standards and goals. They likewise set the moral tone for the establishment. An association's qualities are obvious in the announcements that characterize the association and the courses of action used to accomplish its main goal and vision. They speak to the center needs in the association's way of life, including what drives individuals' needs and how they really act in the association, and so forth. Values are progressively critical in vital arranging. They regularly drive the expectation and heading for "natural" organizers. Core Values of the organization are: Treat people according to the way they want to be treated Share, manage and measure the important information Producing the best with less cost Being exceptional not ordinary Thinking big and growing Setting high standards, training and promoting learning 1.2. Effect of global changes and mega trends in planning and developing Growth in economy has permitted the incredible development to be made in enhancing human welfare even in the poorest countries. Gender inequality stills remains an issue in numerous parts of the world. There are around seven global changes and mega trends that might affect Dominos business: (Bond, 2015) Demographic shifts: According to world population prospects the population of the world is likely to increase to 9.6 billion in 2050 and 10.9 billion in 2100. Further, it is also projected that by 2015, around 80% of the old age people will not have income on a daily basis. Similarly, lack of engagement and unemployment among the youth has created pressure among the choices. Geopolitical Shifts: Poverty, its decrease and at last its annihilation, are right now focal distractions of worldwide advancement. Dominos delivery might change due to more extensive geopolitical movements. Declining support from the international development towards medium nations is lessening resources accessible to "indigenous" society in those nations. New contributors are entering the scene and reshaping the geopolitical power. Inequality: As per investigation by the Overseas Development Institute, by 2025 the locus of worldwide poverty will overwhelmingly be in delicate, fundamentally in low-wage states. By 2025 the number of destitute individuals in middle-income nations could be as low as 100 million out of a worldwide aggregate of 560 million individuals in poverty. Alongside these patterns in poverty, its essential to consider the effect of pay disparities which may stay static or keep on rising, creating new wellsprings of social contact. Scarcity of resources: This factor can possibly both catalyze and oppose different megatrends, as demographic pressures are liable to build interest for limited resources. Natural interruptions may make water and food frailty, while geopolitical movements may mean supplies of non-renewable natural resources, including minerals and fossil fuels, get to be more confined. Thus, scarcity could push costs up further, resonating around the globe to make hardship for those officially most in need. Land, for a long time a spotlight for social turmoil and campaigning, is as of now a rare and challenged asset. Technological shifts: Technological transformation progressions and the diffusion for majority of the information and communication technologies have also broken down a lot of old obstructions among the southern and northern publics. Currently all are living in a connected world which is hyper and this is re-shaping society, bringing everybody closer together and also opening different chances for innovation. Toward 2030, it is evaluated that half of the worldwide populace will have access to internet. Climate: The death numbers due to change in the climate has been anticipated to ascend to near to 700,000 yearly by 2030, with over 98% of these deaths happening in developing nations. The expense for developing nations to adjust to environmental change somewhere around 2010 and 2050 has been evaluated at US$70 billion to US$100 billion a year at 2005 costs. This adds up to only 0.2% of the anticipated GDP of all developing nations from 2010-2020. The distribution of atmosphere effects crosswise over wellbeing, horticultural creation, common calamities and the economy will positively be uneven, however dangers are "by and large more noteworthy for hindered individuals and groups in nations at all levels of development The fast food organizations like Dominos Pizza, is facing pressure on their profit margins due to these changing trends in 21st century. They have to withstand themselves on various global changes that are causing challenges like health consciousness of customers, commodity prices, recession and also market saturation. The consumers have become too conscious about their health; they consider that pizza is increasing their BMI (Body Mass Index), which means that the organization need to adopt strategies that would help to improve the health of people (Burgoine et al., 2014). Further, the increasing commodity prices also shrunk the profit margins. Also, the economic recession have forced the consumers to purchase less fast food and focus on cheaper traditional restaurants. Market saturation is also another issue. As, there exists Dominos Pizza franchise in almost every town, surrounded with many competitors with similar products, leading to rise in fast food restaurants and lose of mar ket share (Franchisehelp.com, 2015). Thus, in order to manage all these global changes and mega trends, proper planning helps to shift the priorities and solidify the position of the organization in the market place. Therefore, planning helps to manage the changes and develop the organization by maintaining clear communication (Williams, 2002). 1.3. Impact of globalization The term "new" in new economy implies a steadier and more development, with more occupations, lower growth and explosion of free markets around the world, the unparalleled access to information through the Internet and new sort of association which influences organization change. Organizational change is the selection of an organization position for the purpose of survival. In particular, the old standards no more work in the time of Globalization. Organizations are presently concerned about unpredictability and speed. There are a few sorts of organizational changes that can happen- strategic changes, social changes; include organizational structural change, a redesigning of work undertakings and mechanical changes. In accordance with these progressions, there is strong desire of worker to perpetual enhance their skills for effective business to react to the difficulties brought by the worldwide economy. It implies a solicitation for organizations, exchanging the information, and alo ng these lines always changing the behaviour of the organization. This globalization has numerous profits and impairment on the execution of Domino's Pizza. Positive globalists contend that the personal satisfaction has progressed. It likewise encourages understanding and sharing among individuals and in addition uniting individuals. Negative globalists contend that the world is radiating more homogeneous and less different. This is on account of major political and monetary investment commands the entire world and forces their individual agenda and interests (Woodward, 2003). Advances in technology and transportation, incorporating the development in the web have contributed much to globalization. The structure of this natural pecking order has been evolving quickly, and the connections among the parts have been shifting (Kaditi, 2012). These progressions have basically included focus, prompting the rise of some generally extensive firms like Domino's. Undoubtedly, globalization has helped Dominos Pizza to expand its business in different corners of different countries of world. It has facilitated the organization to expand its brand image, branded products and also establish outlets in different markets. 1.4. Different business types The different types that exist in social market economies are Partnership, Sole proprietor, Limited liability, Franchise and company (Job, 2013). Sole Proprietor: Sole proprietors incorporate the man-in-a-van sort of business, for example, an electrician or plumber. But, the term can likewise apply to individuals who run small electronic organizations from home. This is the least complex and the most well-known sort of business. The sole proprietor is in charge of everything the business does. Individual exchange under his/her own name, with no detachment of benefits and liabilities. This implies that the individual be held liable for any obligations that the business brings about. Partnership: This is regularly established in professional service, for example, doctors, accountants, lawyers, dental practitioners and so forth, where the accomplices can impart ability and aptitudes. They can likewise impart the workload, sorting out work rotas to consider time off and occasions. Organizations include two or more individuals and any benefits, obligations and decisions identified with the business are imparted. Limited Liability: This is mainly followed by profit proficient associations, for example, doctors, lawyers and so forth. They offer a manifestation of business security for organization shareholders and some restricted accomplices. For these people, the most extreme aggregate they can lose from a business is the total of cash that they put resources into the organization. Limited liability permits the individuals to cut off their own risk if something happens with the business. Franchise: It is a licensing course of action whereby an individual or group can purchase the privilege to exchange and deliver under a remarkable brand name in a given area. An establishment includes utilizing another organization's effective plan of action and name to build own business. The franchisee profits from working for them while having the benefit and reputation connected with a much bigger group of organization. Company: It is claimed by shareholders who put a measure of cash into a focal pool. This pool of capital is then added to different types of account. Managers run the organization in the interest of shareholders, who get an offer of the benefits. Every shareholder gets a bit or offer of the organization that is identical to what they put in. A company is seen as a legitimate element that is totally separate from the shareholder. According to the social economies, Dominos Pizza is a company. Being a company it is important to identify the key success factors in order to inherently manage the changes in the organization. In business sectors there are three different types of organizational changes that Dominos Pizza have to manage; incremental, technological and business process re-engineering. Incremental change is all about introducing small changes in the organization gradually like some change in the structure of the organization, or the changing the skills, performance, behaviors of the organization. Technological changes are to implement new technologies for the better service through diffusion, innovation or invention. Finally, the business process re-engineering is about being process-oriented, where Dominos pizza need to reengineer their process for achieving productivity by delivering better services and products to its customers. 1.5. Nature and purpose of strategic planning Strategic planning is nothing but a systematic methodology of imagining a wanted future, and making an interpretation of this vision into extensively characterized objectives or destinations and a grouping of steps to attain to them (Dietz and Black, 2012). Strategic planning is expected to perform three imperative errands (Thomas, 2012): to clear up the results that an association wishes to attain to; to choose the wide methods that will empower the association to attain to those results; to recognize approaches to gauge progress Therefore, the purpose behind strategic planning is to help Dominos Pizza in securing needs and to better serve the needs of its body electorate. A vital planning must be adaptable and commonsense but then serve as a manual for executing projects, assessing how these projects are getting along, and making changes whenever necessary. It is important to have a strategic plan with a specific end goal to add to a thorough planning for Domino's which would incorporate both long term plans and also the key components. A strategic planning must reflect the contemplations, sentiments, thoughts, and needs of the designers and shape them according to association's motivation, mission, and regulations. The planning development requires much testing, exchange, and research of the perspectives of the pioneers who are in charge of the planning. Implementation of a plan fundamentally diffuses it all through an association. Each department inside the Dominos must then acknowledge the planning, conse nt to its course, and execute particular activities. So as to successfully and proficiently actualize a planning, all people included in its execution must have the ability or else it might face disappointment. 1.6. Impact of culture on organizational change Since associations are comprised of people with diverse identities, personalities and objectives, the association will have a distinctive culture. The life structures of an association are how the business capacities unequivocally impact that association's potential for achievement or disillusionment. Also, the capacity of an association and its pioneers to adapt to change and empower development additionally affects mission viability. The sensational increment in products, technology, markets, and vigorous competition has prompted an element worldwide business environment. Evidence proposes that in Domino's the workers are from diverse Culture and distinctive nations so its multicultural association. Dominos additionally instruct their workers about social morals, proficient morals, and individual morals (Latta, 2009). The key achievement of the association is to take after a vital bearing that serves to attain to the distinguished plans and objectives appropriately and correspond legitimately with all the individuals to construct a scaffold among the subordinates and the managers. This organizational culture is making a living sensation that helps workers to collectively build up the association in a superior manner (Briody, Meerwarth Pester and Trotter, 2012). Subsequently, this organizational culture gives Domino's a familiarity with the degree to which employees are ready to acknowledge change furthermore to focus the main cause of the issues that hinder stronger performance of the organization. Dominos can effectively measure the effectiveness of its business by analyzing the strength of culture in the organization. Culture is a key consider enhancing authoritative execution and viability of the association. It should be arranged by association's corporate culture. Organizational culture that relies on upon numerous elements is the principle to calculate the change procedure, are prime supporters and holders of associations, despite the fact that it is more hard to change the society of the association however by taking circumstances, for example, industry focused, quickly developing and getting to be presented to the bigger association, the culture of the organization needs to be changed. Task 2 2.1. Elements of an organizational behaviour There are seven key elements of organizational behaviour (Lashley and Lee-Ross, 2003): People- People are the internal social system of Dominos. In Dominos manager deal with external people like government officials and customers, Teams who work in a team, dyadic relationship that is interaction between subordinate and superior and individual employ who perform the task. Structure- The structure is the relationship among the people in Dominos. The organizations main structure relates to the duties and power. The organization follows a matrix structure with flexible systems. Environment- The organization is mainly influenced by the external environment. The external interaction permit the association to secure crude material, employ workers, secure capital, acquire information, and assemble, rent or purchase offices and supplies. Jobs and Tasks- Jobs allude to the entirety of assignment to a single person in the working environment. Task alludes to the different exercises that need to be performed to take care of business. In dominos it is managed based on the capability of a person. Technology- The use of advance technology in Dominos has significant influence on the employee and customer relation. Organic Form- In Dominos the system is described by decentralized choice making which permits individuals straightforwardly included with the occupation to settle on their own choices, not very many levels in the progression with adaptable power and reporting patters Mechanics form- work is separated and subdivided into numerous very particular assignments (high many-sided quality), laborers are allowed constrained caution in performing their tasks and procedures and rules are precisely characterized (high formalization) Further, motivation and quality of work-life also plays vital role in Dominos Pizza. Motivation: It alludes to objective coordinated conduct. It can be portray as course and tireless of activity. There are two noteworthy classes of inspiration substance Theory and procedure Theory. Content theory examines the components which serve as inspiration for a single person at work and accentuation upon individuals' necessities and objectives and push to attain to their objectives. Process theory deals with specific set of conduct, its heading and dependability, includes anticipation based model, value Theory, objective Theory and attribution theory (Miner, 2006). According to Maslow's to accomplish self activity the fundamental needs of an individual needs to be satisfied first. The second step is safety. When the individual feel secure, he and she look for adoration and create regard. When these needs are satisfied, self activity is the high need to be satisfied. Quality of Work life: Quality develops trust and profit expands benefit for the association. The objective of Domino's keeping in mind the end goal to keep up quality is to recognize botches and right them at the earliest opportunity. Thus to meet this objective, it mainly develops excellent job environment for workers (Pinder, 2008). 2.2. McGregors paradigm of theory X and Y of organizational change and its impact on managerial role Theory X and Theory Y are hypotheses of human inspiration made and grew by Douglas McGregor that depicts two altogether different standards for workforce motivation. Theory X expects workers are inalienably languid and will evade work on the off chance that they can. In light of this, specialists need to be nearly directed and thorough frameworks of controls created. This helps managers to supervisors utilize a more authoritarian style taking into account the danger of discipline. Theory Y permits a business to grow while making more benefit on the grounds that manufacturing plant floor laborers have their own particular obligation. In this Theory administration expect workers are eager, self-persuaded, and restless to acknowledge more prominent obligation, and activity poise and direction. Thus toward oneself, here manager will attempt to uproot the boundaries that keep specialists from completely realizing themselves (Rothwell, 2010). Comparing both the theories it can be indicated that Theory X expect that individuals dislike towards work; they need to move away from it and would prefer not to think of taking any responsibility. Theory Y expects that individuals are self-persuaded, and flourish with responsibility. In a Theory X association, management is dictator, and brings together control is hold, where as in Theory Y, the management style is participative: Management includes workers in making decisions, however holds power to actualize decisions. Theory X associations execute evaluation as a piece of the general tool of control and compensation. In Theory Y associations additionally give workers regular development and career advancement opportunities. In spite of the fact that Theory X management style is broadly acknowledged as mediocre compared to others and untalented creation line work. A large number of the standards of Theory Y are broadly embraced by sorts of association that esteem and support cooperation. Theory Y-style management is suited to skilled managements. Skilled management associations characteristically move ahead using Theory Y-type practices by the way of their work. Even exceptionally structure learning work, for example, focus on operations, can develop from its standards to empower information contribution and consistent change. 2.3. Five models of organizational behaviour Organizational Behaviour is the study and use of information about how individuals as people act inside associations. It can be characterized as the comprehension, expectation and administration of human conduct in organizations. There are contrasts and additionally textures that can be seen in individuals' conduct. A general model of organization behaviour can be created on the premise of three hypothetical systems. They are the behavioristic, cognitive and social learning systems. The cognitive methodology gives more credit to individuals than alternate methodologies and emphasizes on interest and impetus concepts. Behavioristic system concentrates on discernible practices. Ivan Pavlov and John B.Watson were the pioneers of the behavioristic theories. The social learning methodology fuses the ideas and standards of both the cognitive and behavioristic systems. In this methodology, behaviour is clarified as a constant proportional association between cognitive, behavioural and ecolo gical determinants. Thus to deal with these consequences OB model was developed that would help the managers of Dominos to face the challenges with proper actions (Drummond, 2000). The five major frameworks that Dominos need to operate out for effective organizational behavior include; System, Collegial, Supportive, Custodial, and Autocratic (Chadha, 2007). System: This model focuses on performance, self-motivation and trust as the employees are mainly committed towards their task to meet organizational goals. Collegial: This model emphasizes on team work and collaboration. Supportive: The model depends on support and leadership. Managers support and encourage their employees for performing better and also help them to develop their skills. Custodial: This model relies mainly on the economic resources like money. Managers have the right to simulate the performance of the employees by giving benefits and facilities. Autocratic: This model relies on power. Here, the managers have the capability to control their subordinates and also assess their performance at any stage. Autocratic Custodial Supportive Collegial System Managerial Orientation Authority Money Support Teamwork Compassion and Caring Employee Orientation Obedience Benefits and Securities Performance based on job Responsible behavior Psychological ownership Employee psychological result reliance on boss hope on organization Participation Self-discipline Self motivation Performance result Minimum Passive cooperation Awakened drive Reasonable enthusiasm Commitment and Passion to goals of organization 2.4. Value organizational theory Value theory characterizes values as alluring, trans-situational objectives that serves as directing standards in individuals' lives. This theory recognizes among qualities and the motivational objective they express. Keeping in mind the end goal to organize with others in the quest for the objectives that are essential to them, groups and people speak to these necessities cognitively (semantically) about particular values. Ten motivationally particular, wide and essential qualities exist from three widespread necessities of the human condition: requirements of people as organic living beings, essentials of composed social association, and survival and welfare needs of groups. The ten fundamental qualities are planned to incorporate all the center qualities perceived in societies around the world. These ten qualities cover the matter found from diverse societies, and in religious and philosophical exchanges of qualities. These ten values include Universalism, Benevolence, Tradition, Conformity, Security, Power, Achievement, Hedonism, Stimulation and self-direction (Schwartz, n.d.). An organizational value is "a conviction that a particular mode of behaviour is best to an inverse or opposite mode of behaviour". They do identify with how Dominos manage their convictions about individuals and work. They characterize nonnegotiable practices. More studies demonstrate that fruitful organizations place a lot of accentuation on their qualities. For effective change in a Dominos, it is important to follow three different values Group, individual and community values as shown below: Source: (Leadershipstudy.net, 2015) 2.5. Relationship between developments in organizational theory and organizational behaviour Organization Behaviour is characterized as the study and use of learning about how individuals, groups and employees and people act in associations. That is, it deciphers people-organization as far as the entire individual, entire group, entire association, and entire social framework. Its reason for existing is to manufacture better connections by attaining to human targets, organizational objectives and social objectives. The focal thought of the investigation of OB is that an exploratory methodology can be connected to the management of labourers. These hypotheses are utilized for human asset reason to expand the yield from individual group of members. Organizational Development is the endeavour to impact the individuals from Domino' to extend their sincerity with one another about their perspectives of the association and their involvement in it, and to assume more prominent liability for their own particular activities as association individuals. The presumption behind OD is tha t when individuals seek these goals at the same time, they are prone to find better approaches for cooperating that they encounter as more compelling for accomplishing their own particular and their imparted objectives, and that when this does not happen, such movement helps them to comprehend why and to settle on significant decisions about what to do in light of this comprehension. Organizational development is a procedure of constant judgment, activity arranging, usage and assessment, with the objective of exchanging information and abilities to Dominos to enhance their ability for tackling issues and overseeing future change. It serves to grow the information and adequacy of individuals to perform more effective hierarchical change and execution by raising responsibility furthermore serves to keep away from risk to others and self. In spite of the fact that concerned with enhancing hierarchical execution, its strategies and speculations, grasp qualities like strengthening, coope ration commercial trust, thus, leading to change in the organizational behavior (Beer, n.d.). Task 3 3.1. Issues of entering and contracting process Entering and contracting are truly diverse for an outer consultant who is totally new to the association than for an advisor who is inside or has a past history with the association. They include characterizing in a preparatory way the association's issues or open doors for improvement and building a shared relationship between the OD expert and individuals from the customer framework about how to deal with those issues. Entering and contracting set the starting parameters for completing the resulting periods of OD: diagnosing the association, arranging and actualizing changes, and assessing and regulating them. They help to characterize what issues will be tended to by those exercises, which will complete them, and how they will be fulfilled. Entering and contracting can change in multifaceted nature and convention relying upon the circumstance. In those cases where the director of a work group or division serves as his or her own OD specialist, entering and contracting normally include the supervisor and group individuals meeting to examine what issues to work on and how they will mutually finish that. Here, entering and contracting are generally basic and informal. They include all pertinent individuals specifically in the process without formal strategies. In situations where managers and executives are considering the utilization of expert OD practitioners, either from inside or from outside the association, entering and contracting have a tendency to be more mind boggling and formal. OD professionals may need to gather preparatory data to help characterize the risky or development issues. They may need to meet with delegates of the customer association; they may need to formalize their particular roles and how the ch ange process will spread out. Some of the issues amid this stage may incorporate Inadequate or vague level of responsibility to change Safety or resistance by real stakeholders Real customers need force to impact change or deal with the limits to permit change inside their association Desire of customer to control the expert or utilize the specialist as a part of ways that damage the last's moral framework 3.2. Diagnostic and open system models For effective operation, every organization has some interacting units termed as systems. There are in general two types of system models; Diagnostic and open system models. The Diagnostic system model permits distinguishing solid information to help customers better comprehend their organization's qualities, inadequacies, and open doors for development, to later eloquent a focused on mediation and estimation methodology, where as the open systems sees an organization as an element that takes inputs from different environments, changes them, and discharges them as yields in pair with complementary consequences for the association itself alongside nature in which the association works. These two models draw from the activity research practice, where customers are included and take a dynamic part in the distinctive phases of the determination methodology, including the meaning of destinations, partners, exercises, and time period to accumulate and break down information. Utilizing these models OD experts likewise build the application and value of the analytic mediation, since customers will better comprehend the recognized gaps. Dominos employees must utilize a considerable effort that permits the communication of results in a non undermining way. These models give a methodical approach to gather information about Dominos and to comprehend that information. 3.3. Process of collecting and analyzing diagnostic information Organization development is crucially hooked in to organization diagnosis: the method of collection data that may be shared with the consumer in together assessing how the business is functioning and deciding the most effective amendment intervention. Collecting data involves group data on specific structure options, like the inputs, design elements, and outputs as mentioned earlier. Data analysis organizes and examines the knowledge to make clear the underlying causes of a structure downside or to spot areas for future development. The method of information assortment, analysis, and feedback is shown below (Cummings and Worley, 2014): Making the diagnostic relationship between the expert and Dominos individuals can shape an agreement. It is intended to clarity desires and to indicate the states of the relationship. In those situations where individuals have been specifically included in the entering and contracting process depicted prior, the demonstrative contract will regularly be a part of the starting contracting step. In situations where information will be gathered from individuals who have not been included in entering and contracting, on the other hand, OD specialists will need to create an analytic contract as a prelude to diagnosis through the diagnosis process. Methods of data collection: There are four different methods of collecting data: observation, interview, questionnaires and unobtrusive measures. Observation is the way of collecting the data by observing the behaviours. The OD specialist may do this by looking around or by essentially numbering the events of particular conduct. This technique is free of the predispositions intrinsic toward self. They put the employees in contact with the practices being referred to, without needing to depend on others' perceptions. Observation additionally include ongoing information, portraying conduct happening in the present rather than the past. On the other way Interviews are personal, direct and flexible. It is the only method where two way communications exists. It gives information that is basically unobtainable through other techniques. Questionnaires contain altered reaction questions about different highlights of an association, these paper-and-pencil measures can be regulated to huge qua ntities of individuals. Unobtrusive data are not gathered specifically from respondents however from secondary sources, for example, company records and files. This information are accessible in Dominos and incorporate records of absenteeism or lateness; grievances;; money related issues; meeting minutes; and correspondence with key clients, suppliers, or legislative agencies. Unobtrusive measures are particularly useful in diagnosing the association, group, and individual yields. Similar, Dominos can use two different ways of analyzing the diagnosed data one is content analysis and another one is forced-field analysis. Content analysis is a strategy for abridging any manifestation by tallying different about different content roles. This empowers a more target assessment than contrasting content in light of the impressions of an audience. On the other way forced field analysis is a helpful method for observing the strengths for and against a decision. Basically, it is a specific strategy for measuring upsides and downsides. It can plan to fortify the strengths supporting a decision, and diminish the effect of resistance to it. Task 4 4.1. Emotional reactions to change, resistance and traumas The impacts of worldwide recession and the Millennium move include changes of obscure scale and multifaceted nature. All these progressions can create stress both for people and social orders. Strategies of Change can either block or upgrade the common mental procedure of move that empowers people to adjust to change and change their lives. The depth and extent of trauma on the workforce is significantly more genuine than numerous individuals figure it out. Trauma affects each role of an individual's adequacy in the working environment. Traumatized personnel are traded off in their capacity to learn, think, oversee change, and identify with others. They are more inclined to have mental and physical wellbeing issues, including discouragement and substance misuse, two of the costliest wellbeing issues in the working environment today. The emotional reactions occur in four different stages denial, anger, mourn and adapt. The initial stage of emotional reaction is denying that the organi zational change is important. Then the second stage is to show anger and blame the association. In this stage some stubborn personnel may not resist to change. Thirdly, personnel stop denying and getting angry over the change situation instead they mourn on it. Finally, they accept the change and start getting adapted with the changed situation. Thus it is important for the managers to know four stages to help the employees come out of the trauma due to change. By articulating and understanding how association is influenced by trauma, work environment health specialists can make a major financial and empathetic effect on the work environment. By helping Dominos both counteracted and react to trauma, work environment wellbeing advisors can help them cut costs and enhance profit. The most evident effect on what really matters would originate from expanded benefit and diminished medicinal services costs. Dominos would likewise spare preparing and authoritative advancement dollars which are regularly squandered in light of the fact that damaged specialists' can't viably incorporate and actualize these activities. 4.2. Kotter's 8-Step model to implementing change Organizational change is a state about move the existing state and future one, towards which the association is heading for. Change is imperative in associations to permit workers to learn new abilities, investigate new opportunities and activity their innovativeness in ways that at last advantage the association through new thoughts and expanded commitment. Further helps the association adapt to globalization, which can be a danger or opportunity. Globalization has made it workable for organizations to deliver services and products at lower expenses. Due to globalization, Dominos need to comprehend the social and provincial contrasts in different markets. The top administration of the association is in charge of driving the way of life change and needs to fuse the labourers in actualizing these progressions. Dominos Pizza needs to hold the dedication of their employees, along with the changing procedures. To help the organization Kotter also identified 8 elements of change that drives the organizational development. This was known as 8 step process for transforming organization. Source: (Kotter International, 2015) 1. analyzing the substances; distinguishing and talking about emergencies, potential emergencies, or significant open doors 2. assembling a group with enough power to lead the change; getting the group to cooperate like a group 3. making a dream to help coordinate the change exertion; creating systems for accomplishing that vision 4. utilizing each vehicle conceivable to continually convey the new vision and methods; having the managing coalition good example the conduct anticipated 5. disposing of deterrents; changing frameworks or structures undermining the change vision; empowering danger taking and nontraditional thoughts, exercises and activities 6. anticipating noticeable enhancements in execution; making those "wins"; unmistakably perceiving and compensating individuals who make the "wins" conceivable 7. utilizing expanded believability to change all frameworks, structures, and plannings that don't fit together and don't fit the change vision; employing, advancing and creating individuals who can execute the change vision; reinvigorating the procedure with new tasks, subjects, and change operators 8. making better execution through client and benefit arranged conduct, more and better administration and more compelling administration; articulating the Dominos between new conduct and hierarchical achievement; creating intends to guarantee authority advancement and progression 4.3. Managing Team Teams have the capability of exponentially enabling an association to finish the task collaboratively and meet the objectives. There are three unique sorts of Teams: Organic Teams Teams which are strengthen by an organization structure. Non-organic Teams Teams which are combined in an association for a particular process or task or multi-disciplinary Teams. Project Teams Teams which are grouped for a particular task. In every team, the manager plays a vital role. There are four different stages of team evolution first forming where members learn their roles and responsibilities, storming where they experience various opinion, third is norming where the members focus on rules and regulation and then they set up, pursue and adapt the agreements. The last stage is the performing stage where the team members are delighted and motivated with the agreement and avoid letting conflict into confrontation. To make a team effectively the following characteristics need to be followed: Utilize the differential learning of group individuals The entirety of learning in a group is clearly more prominent then of any single person. Additionally, it is the process of cooperative energy that will help Dominos to meet the objectives easily. Empower differences of belief and attitude Distinctive colleagues have amassed distinctive experience and to taking care of issues. Utilize that resource would help to address issues in variety of ways. Offer colleagues a stage to show intelligent capacities Team individuals will prosper if given the opportunity to express themselves. Don't be perplexed about debate Disputes lead to development 4.4. Learning-based and process-based perspective on motivation Learning based theory of motivation mainly emphasizes on helping the employees to learn the quickly the changes happening in the organization and develop their skills based on that. Based on such development in their behaviour organization emphasizes on reward system for motivating that behaviour (Moorhead and Griffin, 2013). Learning is "a moderately lasting change in conduct or behavioural potential, taking into account immediate or backhanded experience". In this sense, individuals can be shaped by immediate and circuitous encounters which happen in their lives. Learning is a cognitive procedure which expects workers are cognizant by the way they learn. According to the reinforcement theory, reinforcement may be utilized to modify the probability of event of specific activities. Through a learning procedure, support is an outcome which will increase the recurrence of the conduct and future conduct decisions are influenced by the results of prior practices. In this way, learning ha s critical impact of towards motivating the employees of Dominos to get the actual outcome of the organization. Process based motivation is where the employees select their actions to determine choice and also meet the needs. These theories play a vital role organizational change and development. These theories help the managers to manage their subordinates by making them analyze the environment, develop their skills and thoughts and react in specific ways to the situation. This process based theory of motivation mainly involved three different theories: goals setting, expectancy and equity theory. Goal Setting theory: This theory accept that individuals' activities are coordinated by cognizant objectives and plans, and that these objectives impact what individuals will do and how well they will perform an assignment. Consequently, this theory determines the components that influence objectives and their relationship to activity and execution. Expectancy theory: This theory is taking into account the presumption that employees settle on decisions for their conduct. This recommends that motivation is a process of achieving a certain result. Vroom perceives that individuals assess different practices objectively and after that pick what they perceive. This will prompt the rewards that they expect most. So the expectancy theory value lies in its capacity to gauge how individuals see their circumstances on the premise of subjective forms. Equity theory: This theory is based on the idea of potential, or future, seen fair payment. Equity theory is basically an appraisal of individuals' mental contract with the association which is for the most part based on rewards for others in the association. Equity theory offers a valuable way to deal with mixed social connections and interpersonal collaborations in associations. Task 5 5.1. Job Satisfaction and its relationship with performance the actual result. Job Satisfaction is portrayed as the emotions of workers coming about because of the evaluation of their employment. It can be negative, positive, or moderate. It is an evaluative judgment about the level of delight a worker determines from his or her employment that comprises of both the emotional and cognitive parts. According to two factor theory of Herzberg, there are two separate factors satisfier and dis-satisfier that determine the performance of an employee. He named it as motivators and hygiene factors. The intrinsic factors were generally termed as motivators which were the job satisfier that mainly included job responsibility, work itself, achievement and recognition. The extrinsic factor are the hygiene factors that mainly involved the working conditions, interpersonal relations, administration, company policies, salary and supervision. Job satisfaction is all about link between the individual expectations of work along with actual result. According to the theory of reaso ned action, behaviour is driven by three components, subjective norms, intentions and attitude. This theory states that actions are predicted through intentions which are in turn result of subjective norms and attitude. This attitude is mainly adjusted with the behaviour. Job satisfaction is just the attitude of an employee towards her or his job. Therefore, job satisfaction has a strong influence towards an employees performance (ZIEGLER, HAGEN and DIEHL, 2012). 5.2. Stress Management Stress in the Dominos is overseen at two levels: at hierarchical level by organizational course of action, and at individual's level by their own plan. Dominos plan inspects the structure of the connections between stressors and strains, without taking thought on single person contrasts. This implies that employment outline and control or choice interface to impact wellbeing. Individual course of action spotlights on the cognitive techniques and enthusiastic responses taking into account people's communications with their surroundings, so that things can't be conceptualized as stressors on the grounds that what is unpleasant for one individual may not be unpleasant for another. There are two different types of stressors one is positive that helps to improve the performance and also motivate the energy of the employee. Another one is the negative stress that decreases the performance and cause anxiety. Workplace stress can be caused due to unsafe environment, unsatisfied job, bully etc. It is very important to reduce stress in the workplace. This helps to reduce the cost related to stress like litigation, grievances, reduced productivity, turnover, absenteeism. Thus, three different strategies need to be followed to reduce stress one is the primary level strategies that helps to reduce work related stress, secondary level strategies helps to reduce personal factors stress for better performance and tertiary level strategies helps to decrease mental health issues due to work (hrcouncil.ca, 2005). 5.3. Importance of planning, review and needs analysis framework Planning, review and need analysis is significant to Dominos Pizza since it gives an ability to read a compass and layouts measurable goals. It is an apparatus that is helpful for directing normal choices furthermore for assessing advance and changing methodologies when moving forward. Managing risk is fundamental to an association's prosperity. Indeed Dominos can't control the financial and aggressive environment around them. Unforeseen occasions happen that must be managed rapidly, before money related issues outcomes from these occasions get to be serious. Planning, review and need analysis energizes the advancement of organizational situations, where managers endeavour to imagine conceivable risk elements and create emergency planning to manage them. The pace of progress in business is fast, and Dominos must have the capacity to quickly change their techniques to these changing conditions. It helps Dominos get a sensible perspective of their current qualities and shortcomings in respect to their competitors in the market. Watching activities of the competitors can likewise help to recognize opportunities they may have ignored, for example, rising international markets or chances to market products to totally distinctive client groups. In current business environment, the managers of Dominos Pizza cannot afford to make any kind of mistake that can affect the performance of the organization. Thus, every department of the organization needs to be more competitive, effective and efficient in its own expertise. Thus, this planning, review and need analysis framework actually helps the managers to ensure that all the purchases, processes and new programs are beneficial to the company. This framework actually helps to design, improve and execute better system for better outcomes. 5.4. Importance of individual role relationships Individual role is very crucial in Dominos Pizza. Individual role relationships have a strong effect on the culture of Dominos Pizza. The individuals from Dominos must be incited, forced or compelled to partake in it. Individuals have a tendency to distinguish themselves in which they take part. There is partiality between individuals' intentions from one viewpoint and their distinguishing proof with the Dominos Pizza on the other. The level of their distinguishing proof with the association relies on upon the nature and power of the thought processes in taking an interest in them. The individuals interpersonal role with the association is stronger if various individual needs are fulfilled in it, the association objectives are seen as imparted, the eminence of the association is seen to be the more noteworthy, there is recurrence of communication in the association and there is less rivalry inside the Dominos Pizza. The individual role plays a vital role in the satisfaction of associ ation goals. People can't work in association with no thought processes, purposes or considering. They don't work in a consequently or mechanically or in hasty way. Confusions and misunderstandings leads to negativity in the working environment. Thus, to avoid such conflicts, it is important individuals in an organization should care for others and should collaborate at the time of crisis. This helps to decrease overburden of work and can brainstorm to solve any issue. Conclusion In conclusion, this report effectively discusses the significance of change in one of the FTSE 200 listed well known organizations, Dominos Pizza. This organizational change developed highlighted in the report have distinguished various types of internal and external triggers for change in Dominos, have effective examined the ethical issues, values, assumptions and philosophies associated with the Dominos and the implications of change in the organization. The report also critically describes the organizational development process taking place in Dominos and analyzes the importance of this change in people of the organization. The report also highlights the link between job performance and job satisfaction and the necessary actions that the management should take in order to overcome any frustration that the employees of Dominos face. References Beer, M. (n.d.). Organizational Bheavior and Development. [online] hbs.edu. 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10 Tips for Taking Notes

10 Tips for Taking Notes 10 Tips for Taking Notes 10 Tips for Taking Notes By Maeve Maddox Winston writes: On my job, part of my responsibility is doing transcription. Often I attend scientific meetings and have to [take notes]. The notes/minutes are written as indirect quotes. Can you please give some guidance on taking meeting notes and minutes? The purpose of taking minutes at a meeting is to create a record that can be used later to verify what took place. Minutes need to be accurate, but they dont need to be lengthy. My suggestions are based on the idea that the notes are going to be handwritten. 1. Keep your notes together. Use a bound notebook like a school composition book. Loose sheets of paper are easy to lose and its easy to tear out the wrong page in a spiral notebook. 2. Have more than one pen or pencil with you. 3. Sit close to the podium or wherever most of the speaking will take place. 4. Have a clear idea of what you plan to do with the notes youre taking. The purpose of a conference-goer is not the same as that of a club secretary. 5. Take advantage of the kindness of others. For example, if youre taking notes for a club or a business meeting, pass around a sheet for attendance. Ask officers and members to give you copies of their reports and motions. 6. Follow the agenda. Begin by noting the place of the meeting and the time at which it begins. Take things down as they happen. You can always rearrange things in a more logical order when you type up your notes. 7. Write down the exact words for motions. 8. Write legibly. Write as fast as you can, but dont scribble. If you dont know shorthand, youll need to use your own symbols and abbreviations. Dont be too creative. What you meant by AGMP may not be so obvious the day after the meeting. 9. Be accurate. Spell everyones name correctly. If youre taking notes in a chemistry course, youd better get the names of the chemicals right. If necessary, buttonhole people after the meeting to double check on anything youre not sure of. 10. Type up your notes as soon as possible after the meeting. Cold notes are hard to decipher. Type them up the same day if possible. Bonus tip from Sharon in a previous DWT post. Here are some web sources that go into the subject in more detail: Taking notes at a business meeting Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the General category, check our popular posts, or choose a related post below:"Because Of" and "Due To" Latin Words and Expressions: All You Need to KnowIs "Number" Singular or Plural?