This dimension takes into account attitudes concerning professional identity, stereotypical views about each other, and the historical legacy about status and professional knowledge. 2. Collaboration and team-work (knowledge and skills needed). This second dimension considers the knowledge and skills that allow to work inter-professionally and to learn inter-professionally. For example, it contains aspects of course design such as content (use of clinical cases, simulated patients, problem scenarios), teaching and learning methods (building on previous experiences, small-group learning, facilitation of learning, teachers as role-models for inter-professional learning), resources (extra accommodation, personnel, documentation, timing) assessment (both formative through feedback, and summative through a final assessment) and evaluation (what, how and for whom).
Assess the contribution of learning styles and theories when planning and designing a learning event. For this section of the assignment I am going to write about how a quality management awareness course should be planned. Stage 1 – You need to explain the purpose of the training and the targeted audience. You need to make sure that it is clear what you want to accomplish by having the training. Whether it is to develop employees knowledge, develop their professional needs etc.
Also the fifth point discussed hypothesized leader neuroticism is negatively related to ethical leadership. Lastly, the authors reflected on the leader’s personality such as agreeableness, conscientiousness and neuroticism. They want to understand if these traits indirectly related to employee voice behavior through the mediating
Transactional leadership explores the link between performance and reward and then trade it for targeted response that motivates subordinates to improve performance (Scott, 2003; Trottier et al.). According to Bass and Avolio (1990), transactional leaders motivate subordinates through the instrument of corrective actions, contingent rewards, and rule enforcement. This exchange role is the core of transactional leadership style. (Howell and Ayolio,1993 ; Jung,2001). I view a bureaucratic leadership setting as one in which everything must be executed according to procedures and standards.
Introduction Evaluation of training is the process through which a trainer/organisation measures the effectiveness of training sessions or programmes delivered. It is a continuous process that can be both formal and informal and it can happen both during the training (formative evaluation) and/or at the end of it (summative evaluation). There have been identified three main reasons for evaluating training (Kirkpatrick & Kirkpatrick, 2009): To justify training by showing how it contributes to organisational goals and objectives To decide whether to continue or discontinue specific training programmes To gain information on how to improve future training programmes Current evaluation theories Currently the Kirkpatrick’s model, even though
The main disadvantage of SCM is that it needs some level of judgment with respect to what trainers identify as critical success factors on the job (Casey, 2006). Dessinger and Moseley (2006) developed the Dessinger-Moseley Full-Scope Evaluation Model (SEM). It aims at integrating formative, summative, confirmative, and meta-evaluation. It helps to formulate judgments about the worth of any performance improvement intervention. However, as pointed out by the authors themselves, the evaluation of
Such signs include occurrence of a significantly over or under staffed organization, inconsistent organizational communications, fragmented and inefficient process and technology, and/or innovation that may be creating ineffective and inefficient changes in workflow and production processes. There will also be a need to restructure when new skills and capabilities are needed to meet new, current or expected operational requirements, when accountability for results are not clearly communicated, and when results measurement become subjective and biased, which results in increased turnover, stagnant workforce productivity or deteriorating morale. The aim of the study was to research a downsizing model which is effective as one of the options of strategic intervention to bail the organization out during the difficult time of economic downturn. The study target to uncover the effective approach an organization may take during downsizing and to know the key initiator that management chooses to downsize. Data, through questionnaires is gathered from HR practitioners, survivors and victims of the restructuring process, to build a framework on their opinion of
Organizational Theory is the study of the structure of an organization in terms of its people, its culture, its managerial aspects, and factors that contributes to its design both internally and externally (Business Dictionary, n.d.). There are several concepts that have been brought forward to really understand the organizations of today. This essay will talk about four of these concepts being the Scientific Management, the Administrative Theory, the Bureaucracy and Organizational structure, and the Administrative Behavior. I will pick one of them that I feel being the most influential from both historic and managerial perspectives. Finally, consideration on how these concepts impacted the development of the current organizational theories
INTRODUCTION Concepts like leadership, organizational culture and organizational innovation have been the focus of extensive research in the field of management sciences (Argyris, 1955; Likert 1961; Stogdill, 1963; House, 1971; Vroom & Yetton, 1974; Burns, 1978; Siegel & Kaemmerer, 1978; Miles & Snow, 1978; Ouchi, 1981; Bass, 1985; Schein, 1985; Quinn, 1988; Kotter, 1992; Brown, 1992; Scott & Bruce, 1994; Fiedler, 1996, Amabile, 1998, Hofstede, 1998). Organizational culture and leadership emerged as important topics in the field of organizational behavior and development during the second half of last century. Various studies focused on exploring the relationship between leadership and employee’s creativity, and its influence on organizational
Therefore, management should be ready with a set of suitable strategy effort to ensure the successful of the program. Soliman and Spooner (2000), in their article mention that the strategy may started with alignment of KM, identification of the benefit of KM efforts, choosing appropriate KM programs, implement a know-how strategy, creating supportive environments for KM programs, use of enabling technologies for KM program, creating the KM team and creating KM leadership. They also added the four concepts for human resources knowledge mapping includes construction, embodiment, dissemination and use of knowledge. While Benassi, M., Bouquet, P., and Cuel,R. provided a new approach called DKM approach (Distributed Knowledge Management) which takes into very general principles.