Those paragraphs above talk about a relationship between happiness and workplace success, people’s performances are getting better and have more motivations when they are in control, great feelings of control lead not only to higher levels of happiness, but also to the high grades and more motivation to pursue the careers they really want to be and career can make individuals more satisfied, happy and positive. In fact, people need to pay close attention on the relationship between happiness and career. Nowadays, everyone needs to pursuit their careers and contributes some positive energy to society. However, some don’t have a positive mindset and attitude to face their study or work. Eventually, there will be someone who gets psychological problems.
1.4 Teamwork-oriented performance The main reason for preferring the teamwork-oriented performance is to ensure the realization of business objectives with high returns in a short period of time. Hence, high performance teams are formed with a mission. In other words, teams with high performance level reveal why they exist as a team by establishing their own set of rules and norms over time. Teams with high performance positively affect efficiency as well as the motivation of its team members. Organizations are more efficient when employees have high organizational commitment.
According to LCT, followers use implicit beliefs, appropriate leadership behaviour and actions, to assess leaders. As such, peers perceive leaders as more effective when they exhibit stronger crisis leadership qualities and thus, improves PLE. Similarly, for H1b, with stronger crisis leadership qualities, leaders will have the necessary emotional and managerial competencies to achieve desirable outcomes and hence, improves ALE. For H1c, Leaders with high ALE will exhibit competencies and skills to achieve desirable goals which make peers perceive them as effective leaders, and increases PLE. Koh proposed the hybrid learning pedagogy to raise awareness and develop crisis leadership qualities.
In reference to Marks and Spencer, it is essential for organisation before making use of best-in-class benchmarking to measure organisational performance by analysing internal as well as external competition. It can be an integral part for improvement of organisation, however it is a fact that Marks and Spencer could not able to employ all the relevant strategies patented by competitors. But it can help in making appropriate business decisions as management will be aware of all the advantages as well as difficulties that lies in incorporating specific changes. It depicts that role of best-in-class benchmarking data play efficient role in decision making process which is dependent on the business requirements of Marks and Spencer (Shao L. P.,
According to Porter (2008), a strategy should create a long-term sustainable competitive advantage for a company. This can either be achieved by performing similar activities better than rivals meaning to have a higher operational effectiveness – or to have a unique and valuable position with a consistent fit among a company’s activities and some trade-offs. Bark & Co.’s strategic positioning can therefore be described as a highly needs-based one due to the fact that the company focuses on meeting the needs of a particular group of customers and therefore also creates a fit among all activities. Whether this strategy will lead to a sustainable competitive advantage and what Bark & Co. needs to consider in order to operate successfully in the Pet Product Industry will be evaluated in the following chapters of this
Abstract: Risk management is the identification, assessment, and prioritization of risks. Risk management is important in an organisation because without it, a firm cannot possibly define its objectives for the future. Also, the risk management team is responsible for assessing each risk and determining which of them are critical for the business. The critical risks are those that could have an adverse impact on the business; these should then be given importance and should be prioritized.In this paper we compare few techniques to increase risk management in various fields such as construction and finance. Introduction: With the development , a great number of construction projects are undergoing and yet a lot more are to come.
However re-planning is perhaps not always possible due to project constraints such as being too far into the project to make changes and having a strict timeline to adhere to meaning any change results in a delay and expense . External dependants such as companies involved in a project rely on an accurate time line and incorrect prioritising can create risk to the overall delivery of a project. Understanding the severity of project decisions in relation to risk and then prioritising risk based decisions on a project can help to mitigate downtime or loss on a project (Thomset, 2010). When a challenge presents itself it is at the discretion of the project manager to handle it in relation to the critical effect to the project with continuity of the project being at the forefront. Project managers must have a good understanding of the principles and practice of prioritising work regardless of challenges (Newton, 2013).
6) Value – This is emphasizing on the direct impact the project will have on the client organization which might result to enhance this organization efficiency and or effectiveness. Some common techniques used in measuring project performance in relation to value added includes: balanced scorecard, NPV, EVA and IRR. (Nelson, 2005). Since the project manager objectives should be to improve continuously stakeholders satisfaction as possible based on these success criteria. There is no doubt that these six criteria when put together can produce a better understanding about why some project succeed and others fail but individually these criteria contributed differently with some more than others in the comprehension of project success.
Interpersonal exchange relationship is crucial in this process and the level of exchange is predictive of subsequent organizational phenomenon. Studies have established that members reporting high-quality relationship with their leaders assumed greater job responsibilities and contributed more to their units, as compared to the members reporting low-quality relationship. Liden and Graen (1980) in their study on “Generalizability of the vertical dyad linkage model of leadership” has observed that based on the quality of LMX relationship when followers are rated as high performers, they assumed greater job responsibilities and contributed more to their units. Dunegan, K. J., Uhl-Bien, M., & Duchon, D. (2002) in their study on “LMX and Subordinate
According to Aaltonen and Kujala (2010) this question has not properly been addressed in various literatures. Answering this question is not an easy task because there is different point of views to define the concept of influence on project management and also there are different strategies stakeholders can use to influence a project (Aaltonen et al., 2008). In a nutshell, there is a need for a better comprehension of stakeholders’ impact on project success and identifying the magnitude of this impact to ensure project success in