Essays on Management

Management of Stakeholders

As well as stakeholders, organisations have to consider other key areas when tackling strategic management decisions. These key areas are important and an organisation needs to give full consideration when contemplating strategic decisions (see figure 4). Of these specific areas, I believe the most important […]

The middle management

The middle management at Eterra have it seems done very limited efforts to follow-up on this change. No account have been taken into this change process that employees might not take a active part in changing or even that some possibly will sabotage. Initially the […]

Change Management in tandem

Exploring the relationship between management success at implementing strategic change at Lakeland Wonders and Novotel, contrasting perspectives can be demonstrated. In particular, considering the four stages of communication in change dynamics (Ford & Ford, 1995), the new CEO of Lakeland Wonders (Sheryl) went from the […]

Process Management

As we do not have a large budget for promoting our service we will have to rely on cheap and free ways of promoting our service and our brand. What money we do have will be ploughed into decoration of our containers, which we serve […]

E-file management

My choice of innovation lies on the creation of an internal e-file which is an electronic file which is a database where all contracts and correspondence return will be save in the organisation server in a form of link that could safely be used by […]

The Principles of Scientific Management

McGregor was able to see the potential to make organisations far more effective by unleashing the people that work for them. Organisations need to see themselves as interacting groups of people enjoying ‘ supportive relationships’ (McGregor, D, 1960: 34) with each other. Ideally, members of […]

Performance Management

The smooth running man or woman is an essential feature of any company and for some industries, people are not just important but are the key factor for successful organization performance. In the past managers have relied on performance appraisals to ‘manage’ performance. Being in […]

Performance management

Performance management is a means of getting better results from the organisation, teams and individuals by understanding and managing performance within an agreed framework by planned goals, standards and competence requirements. ” (Armstrong, 2003:479) In other words, it is a method to achieve promising results […]

Poor management

Poor management, failure to recognise and react to changing market trends. Stakeholders involved in this are the employees, especially the marketing sector. If they kept in touch with their market, they probably would have been able to see a drop in demand, e. g. through […]

A Brief history of friendly societies

  The Corresponding Societies Act of 1797 is typical of repressive legislation. It forbade the administering of oaths by societies, a widespread practice at this time and parallels with Freemasonry and secret organisations were drawn. It is doubtful if the Act had the effect desired […]