Pathum's MBA blog

THE IMPACT OF ORGANIZATIONAL CULTURE ON THE PERFORMANCE OF A COMPANY According to the opinion of  Mats Alvesson, (2002), there's a decent reason for having organizational culture as one of the most common themes in educational analysis and education in structure theory and management observe today: dimensions of culture is central to any or all aspects of structure life. Today, it's clear to most managers that the key to long-run success lies not in individual methods and effective management of resources, but in, up to now mostly neglected dimension of governance, the cultural dimension (Cardona, Ray, 2009). An organizational culture like "the operative system" leads a corporation and its activities, shaping the method staff think, work and the way they feel (Vukotić et al., 2014). The example that's usually used to show the importance of organizational culture for doing business is the company Federal express, better-known for the values...

EMERGING HR CHALLENGES IN 21st CENTURY One of the crucial activities for HR managers is the HR planning. Regarding the HR functions of the 21st century, the organizations have altered from “behind the scenes” to becoming the critical differentiator in businesses. The foremost function of HR is to locate the people with needed expertise for the progression of a company (Miller & Cardy, 2000).We know that every person is different from another. In order to select the cream of talented people out of the whole pool, it is extremely important for 21st-century managers to broaden their view of judging people on the basis of their origin, culture, values, etc. The organizations today are having heterogeneous workforce; managing the culture where people have different mindsets and putting across the cultural values is indeed a challenging task. The HR managers have to develop such a culture that supports these changes due to the acquisition and mergers in the 21st century. (...

Contemporary performance management in Global Context Results are the tangible and readily measurable of the horizontal dimensions of performance. Two of the most widely applied result-based performance measurement and management methods, namely goal setting and balance scorecard. In terms of the (prescriptive or descriptive)conception of work as a linear value-adding process, results can be defined as those tangible and intangible outcomes from work behavior or activity that management deems desirable and valuable in achieving organizational objectives conceived thus, the results domain may be seen as covering six main outcome categories: 1 product or service quantity 2 product or service qualities 3 financial outcomes 4 timelines 5 innovations 6 Stakeholder reactions The global performance management system is based on corporate values and goals, tailored to the different countries, depending on cultural sensitivity and knowledge of the process of the dir...