Annotated bibliography Aküzüm, C. 2014, "Knowledge Inertia and Organizational Learning as the Explanation of Organizational Performance", Educational Research and Reviews, vol. 9, no. 21, pp. 1143-1155. The author Dr Aküzüm Cemal is head of the research department in the Dicle University, faculty of education in Turkey. This journal highlights the importance of organisation that properly manage their knowledge and the benefits comes with it. The author use the term “knowledge inertia” explaining
publicly and collective accepted meanings operating for the organisational members through shared meanings, beliefs, assumptions, understandings, norms, values and knowledge that make up the way of life within an organisation. Including this is just one of the widely used definitions of organisational culture. Among the multiple definitions, a common element is the concept of sharing indicating widespread consensus between organisational members. There have been numerous approaches directed at the
to understand the importance of organisational cultures in industries and how it can be seen as an intangible asset for organisations - a source of competitive advantage and a key reason for businesses in maximizing performance and output. However, the reverse can also be true. If organisational cultures in industries are not managed correctly or are left un-managed, it can become dysfunctional or toxic for those organisations. In these situations the organisational culture of a business can become
Organizational Psychology is the study of people at work. It focuses on comprehending how organisations affect individual behaviour. An Organizational/Industrial Psychology can be defined as “The application of psychological principles, theory and research to the work setting. (Landy & Conte, 2010, p.8). Organisational psychology is devoted to developing strategies to improve organisations. This suggests that Organisational psychologists have an important task to ensure that the workplace is fulfilling
takes a look at core theories and methodology for the logic behind this study. It takes into consideration theoretical background on human resource management, empowerment, work life balance, competence development and employee commitment. Armstrong M (2006) defines Human Resource Management (HRM) as a strategic and coherent approach to the management of an organization’s most valued assets - the people working there who individually and collectively contributes to the achievement of the objectives
the overall context, environment or situation. Organizational climate encompasses standards and behaviours that underwrite to the exclusive social and psychological environment of an organization. It is often represented in the form of belief, values and symbols shared by a group which governs how people behave in an organisation According to Needle in 2004 ‘’organizational climate represents the collective values, beliefs and principles of organizational members and is a product of such factors as
Overview of performance management in the workplace It is suggested that the purpose of performance management is to contribute to the achievement and high performance of an organisation and its people, under performance provides the framework to help improve performance and improve employee capabilities through the use of performance improvement plans (Armstrong et al 2005). Another suggestion is that performance management is a systemic process that includes strategic and financial planning,
quality and systems management. NHS has been selected as an organization which is leading service provider in Health Care sector of UK. In this document, the significance of the quality management and operational management is described in detail. This document elaborates ideas for strategic quality change and also describes the execution process of the idea. 1. Understand the role of operations management in an organisation 1.1 Explain the importance of effective operations management in achieving organisational
3.2 Organisational structure and culture OB10 has a tall organisational structure which leads to a hierarchy culture. This causes a long lead time for the jobs and OB10 is unable to address the operation issues that arise effectively. Hence, OB10 must revisit its organisational structure and be attentive towards its organisational culture in order to streamline its operation and to optimise its workforce. 3.2.1 Flat organisational structure A flat organizational structure has few layers of management
appraisal have considerable relationship towards the organizational performance .Whether there is a significant relationship between human resource practices and the organizational performance or not. Literature Review Human resource management can be define as policies, system and practices which can influence employee’s behaviour, attitude and performance in organization (Noe, Hollenbeck Gerhart, 2008). Thus it can be said that human resource management is an important function with various significant