Understanding and Managing Organisational Culture
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Line Management Factsheet
Line Management Factsheet 1. Introduction Research has shown that front line managers are critical to the success of any business because they have a considerable influence on the behaviour of employees and their overall attitude towards the organisation. Therefore it is essential that line managers are: • Recruited and selected to ensure they have the right skills and qualities to motivate employees and deal with difficult situations • Trained so that they can carry out their duties effectively and also develop their own careers • Given a balanced workload that allows the necessary time to focus on performance management • Coached by senior managers so that they can develop their management skills, play an active role in decision making and discuss any problems they may be facing 2. What is a line manager? Line managers are known by a number of different names: • manager • supervisor • team leader • project leader Line managers have responsibility for managing individual employees or teams. The line managers, in turn, then report to a higher level of management on the performance and well-being of the employees or teams they manage. Line managers tend to perform the same tasks as their teams or have recent experience of the work. The terms ‘line-manager’ and ‘front-line manager’ are sometimes used interchangeably, however, ‘front-line manager’ tends to be more specific and normally refers to line managers in the lower layers of the management hierarchy (for example, team leader, supervisor roles). This means that front- line managers only manage employees who have no supervisory responsibilities, and not other managers. The number of employees that a line manager is responsible for can vary from one or two in smaller organisations, up to as many as 30 in a larger business. -
The Devsecops Product Line Management Playbook
THE DEVSECOPS PRODUCT LINE MANAGEMENT PLAYBOOK Version 2.0 May 2021 Executive Summary and Approval The DevSecOps Product Line Management (PLM) Playbook details how the Office of Information and Technology (OIT), Development, Security, and Operations (DSO) leadership expects Product Lines to implement Lean-Agile and DevSecOps practices while moving from a project centric to a product centric focus. As the Department of Veterans Affairs (VA) continually strives to improve project and product management effectiveness and efficiency, VA welcomes any insight that users can provide. Users should send their comments and suggestions for improvements to the PLM Playbook to the Agile Center of Excellence (ACOE), [email protected] for review and consideration. The PLM Playbook applies to all IT products aligned to Product Lines in the Software Product Management, Infrastructure Operations, and Product Engineering groups within the DevSecOps organization. Others outside of DevSecOps may use the Playbook for situational awareness as needed. The DevSecOps PLM Playbook 2.0 is approved by: X Daniel McCune Executive Director, Software Product Manag... X Reginald Cummings Executive Director, Infrastructure Operations X Drew Myklegard Executive Director, Product Engineering i Revision History Version Date Description 1.0 July, 2020 First Issuance 2.0 May 2021 Added PLM Maturity Level 2 Table of Contents Product Line Management Playbook Overview ...................................................................... 1 Introduction ........................................................................................................................ -
The Effective HR Business Partner
research CORPORATE RESEARCH FORUM November 2009 The Effective HR Business Partner Andrew Lambert “There’s not much difference between an HR BP and an HR generalist. The title isn’t important. What matters is their attitude and interest in the business – and being able to use HR expertise to shape advice for that business.” Celia Baxter, Group HR Director, Bunzl. “ ” CORPORATE RESEARCH FORUM All rights reserved. The Effective HR Business Partner No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means without prior permission in writing of the publisher. Corporate Research Forum One Heddon Street Mayfair London W1B 4BD United Kingdom ISBN: 978-0-9553273-8-4 research CORPORATE RESEARCH FORUM November 2009 The Effective HR Business Partner Andrew Lambert Report sponsored by AdviserPlus and Sheppard Moscow 1 research CORPORATE RESEARCH FORUM CONTENTS Contents Acknowledgements 4 Executive Summary 5 1 Changing context of business partnering 7 1.1 The struggle of business partnering 1.2 A different business context 1.3 The world and organisations are different places 1.4 Three imperatives – talent, performance and change 1.5 The core concern 2 Business partner issues 10 2.1 What customers want from HR BPs 2.2 Manager and HRD concerns 2.3 Underlying causes of problems 2.4 Business partner terminology 3 Roles and structure of HR BPs 14 3.1 The core purpose of BPs 3.2 BP structures and segmentation 3.3 To whom do HR BPs report? 3.4 How strategic or operational? 3.5 Effects of technology -
Earned Value Management (EVM) System Description
NASA/SP-2019-3704 Earned Value Management (EVM) System Description National Aeronautics and Space Administration November 1, 2019 Electronic copies are available from: NASA STI Program: https://wwww.sti.nasa.gov NASA STI Information Desk: [email protected]/ (757) 864-9658 Write to: NASA STI Information Desk Mail Stop 148 NASA Langley Research Center Hampton, VA 23681-2199 NASA Engineering Network (NEN) at https://nen.nasa.gov/web/pm/ (inside the NASA firewall only). OCFO-SID EVM Homepage at https://community.max.gov/dis- play/NASA/Earned+Value+Management+HOMEPAGE (inside the NASA firewall only) RECORD OF REVISIONS R E DESCRIPTION DATE V Basic Issue November 2013 1 Incorporate IPMR, ANSI/EIA-748 reference change March 2016 2 Added EVM reciprocity, scalability and new EVM $250M threshold January 2018 Added SMD Class-D EVMS Deviation, revised Intra-Agency Work Agree- ment EVM requirements, updated links, updated NASA EVMS requirements 3 September 2019 thresholds chart, deleted special publication numbers from references, cor- rected Data Requirements Description acronym, minor edits, etc. NASA EVM System Description ii ii TABLE OF CONTENTS P.1 Purpose ............................................................................................................ vi P.2 Applicability ..................................................................................................... vii P.3 Authority .......................................................................................................... vii P.4 References ..................................................................................................... -
The Influence of Line Managers and HR Department on Employees' Affective Commitment
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Lirias Faculty of Business and Economics The influence of line managers and HR department on employees' affective commitment Caroline Gilbert, Sophie De Winne and Luc Sels DEPARTMENT OF MARKETING AND ORGANISATION STUDIES (MO) OR 1004 The influence of line managers and HR department on employees’ affective commitment Caroline Gilberta*, Sophie De Winnea,b and Luc Selsa aKatholieke Universiteit Leuven, Leuven, Belgium; bLessius, Antwerpen, Belgium Based on social exchange theory, we investigate the impact of HRM investments made by two important HR actors, i.e. line managers and the HR department, on employees’ affective commitment. More specifically, we examine the independent and joint impact of three different independent variables: the line manager’s enactment of HR practices, the line manager’s relations- oriented leadership behaviour and the HR department’s service quality. We contribute to existing literature in two ways. First, we pay attention to the HRM role of line managers, a topic largely neglected in SHRM research. Second, we focus on perceived HRM rather than intended HRM, because this is seen as the driver of employees’ attitudinal and behavioural reactions. Data for this study were collected among 1363 employees (response rate 72%), working in three different service organizations. The results of a moderated regression analysis indicate that line managers can enhance employee affective commitment by both the effective enactment of HR practices and good relations-oriented leadership behaviour. High service quality by the HR department has an additional positive effect on employees’ affective commitment. -
Service-Line Management: an Overview
Service-line management: an overview 114052_Monitor_Conf_briefing_sheet.indd4052_Monitor_Conf_briefing_sheet.indd SSec1:1ec1:1 221/4/091/4/09 111:18:371:18:37 Introduction What is service-line management? Service-line management (SLM) identifi es Service lines are the units from which the specialist areas and manages them as distinct trust’s services are delivered, each with operational units. It enables NHS foundation their own focus on particular medical trusts to understand their performance conditions or procedures and their own and organise their services in a way which specialist clinicians. Each unit also has benefi ts patients and delivers effi ciencies for clearly identifi ed resources, including the trust. It also provides a structure within support services, staffi ng and fi nances. which clinicians can take the lead on service development, resulting in better patient care. Many trusts have already implemented service-line reporting (SLR), which provides the fi nancial and SLM was developed by Monitor for NHS foundation operational picture for each service. SLM takes trusts, although its principles apply equally to other the service line concept to a higher level, providing NHS settings. It draws on evidence and best practice an organisation structure and management from UK pilot sites and the experience of healthcare framework within which clinicians and managers providers worldwide who use similar principles and can plan service activities, set objectives and approaches within their healthcare systems. It is a targets, monitor their service’s fi nancial and dynamic and constantly evolving programme which operational activity and manage performance. will continue to explore the issues and challenges faced by trusts and develop best practice solutions. -
Business English (3) Corporate Structure
Business English (3) Corporate Structure Lesson 7 Vocabulary Now look up the meaning of the words below before we begin: Hierarchy: an organization or structure in which the staff are organized in levels and the people at one level have authority over those below them. Investment: the use of money to get a profit or to make a business activity successful, or the money that is used Structure: the way in which the parts of something are connected with each other and form a whole Task: a piece of work that must be done System: a group of related parts that work together as a whole for a particular purpose Share (N.): one of the parts into which ownership of a company is divided Long-term: relating to what will happen in the distant future Understanding Corporate Structure Corporate structure or organizational structure: Is a system in which tasks are assigned and divided within a company. It’s usually a system of hierarchy in which the CEO (Chief executive officer) is the person who has highest authority. Corporate structure will differ from one company to another and from one country to another and even from one culture to another. Corporate structure will also differ based on the company’s objectives and goals. The Main Officers in Corporate Structure The Tasks and titles each member of a company has are different and they can be divided as follows in this example: The CEO: Is the person responsible for a company’s long-term goals and strategies. CEO The COO (chief operation officer): Is the person responsible for daily tasks such as production, marketing and sales. -
Vodacom and GSN Digital: Two Companies, Two Continents, and Two Managers in the Technology Industry
MGMT-E-4100 Team 5 Vodacom and GSN Digital Vodacom and GSN Digital: Two Companies, Two Continents, and Two Managers in the Technology Industry By: Thembani C. Nkomo Harvard University This paper will compare and contrast Vodacom and GSN Digital through the eyes of their middle management. It will examine the company structures, values, and cultures and analyze each manager’s values and management approach. Focusing on the individual managerial styles, this paper will look at the effect on their teams and working environment, and how their styles support the company’s business needs. [Type text] [Type text] [Type text] `Vodacom and GSN Digital: Two Companies, Two Continents, and Two Managers in the Technology Industry by Thembani Nkomo VODACOM AND GSN DIGITAL: TWO COMPANIES, TWO CONTINENTS, AND TWO MANAGERS IN THE TECHNOLOGY INDUSTRY TABLE OF CONTENTS 1 INTRODUCTION ................................................................................................... 1 2 COMPANIES AND INDUSTRY ............................................................................ 1 2.1 VODACOM ........................................................................................................... 1 2.1.1 Telecom Industry Overview .......................................................................... 1 2.1.2 Vodacom as a Company ............................................................................... 2 2.1.3 Vodacom Organizational Structure .............................................................. 2 2.1.4 Company Values ......................................................................................... -
What Is Corporate Law?
ISSN 1936-5349 (print) ISSN 1936-5357 (online) HARVARD JOHN M. OLIN CENTER FOR LAW, ECONOMICS, AND BUSINESS THE ESSENTIAL ELEMENTS OF CORPORATE LAW: WHAT IS CORPORATE LAW? John Armour, Henry Hansmann, Reinier Kraakman Discussion Paper No. 643 7/2009 Harvard Law School Cambridge, MA 02138 This paper can be downloaded without charge from: The Harvard John M. Olin Discussion Paper Series: http://www.law.harvard.edu/programs/olin_center/ The Social Science Research Network Electronic Paper Collection: http://papers.ssrn.com/abstract_id=####### This paper is also a discussion paper of the John M. Olin Center’s Program on Corporate Governance. The Essential Elements of Corporate Law What is Corporate Law? John Armour University of Oxford - Faculty of Law; Oxford-Man Institute of Quantitative Finance; European Corporate Governance Institute (ECGI) Henry Hansmann Yale Law School; European Corporate Governance Institute (ECGI) Reinier Kraakman Harvard Law School; John M. Olin Center for Law; European Corporate Governance Institute Abstract: This article is the first chapter of the second edition of The Anatomy of Corporate Law: A Comparative and Functional Approach, by Reinier Kraakman, John Armour, Paul Davies, Luca Enriques, Henry Hansmann, Gerard Hertig, Klaus Hopt, Hideki Kanda and Edward Rock (Oxford University Press, 2009). The book as a whole provides a functional analysis of corporate (or company) law in Europe, the U.S., and Japan. Its organization reflects the structure of corporate law across all jurisdictions, while individual chapters explore the diversity of jurisdictional approaches to the common problems of corporate law. In its second edition, the book has been significantly revised and expanded. -
Replacement Prospectus
replacement prospectus Mobecom Limited ACN 125 688 940 Mobecom Limited (formerly Waratah Resources Limited) replacement prospectus Important notice Defined terms needs (including financial and taxation issues) Financial performance Capitalised terms and abbreviations used and seek professional advice from your Section 4 sets out in detail the financial in this Prospectus (unless otherwise clearly stockbroker, solicitor, accountant, financial information referred to in this Prospectus. defined), have the meanings given in the adviser or other independent professional The basis of preparation of the financial glossary in Section 11. adviser before deciding whether to invest. information is set out in Section 4. Some of the risk factors that should be Offers The Historical Financial Information has been considered by prospective investors are set prepared in accordance with the recognition The Offer contained in this replacement out in Section 5. There may be risk factors in and measurement principles prescribed by prospectus (Prospectus) is an invitation addition to these that should be considered to acquire fully paid ordinary shares in the in light of your personal circumstances. the Australian Accounting Standards. Company or options which upon exercise No person named in this Prospectus, nor any All financial amounts contained in this will convert into fully paid ordinary shares Prospectus are expressed in Australian in the Company. other person, guarantees the performance of the Company, the repayment of capital currency, unless otherwise stated. The Offers are detailed in Section 7. by the Company or the payment of a return Any discrepancies between totals and sums This Prospectus is issued by the Company. on the Shares. -
To Be Or Not to Be Both CEO and Board Chair Thuy-Nga T
Mitchell Hamline School of Law Mitchell Hamline Open Access Faculty Scholarship 2010 To Be or Not to Be Both CEO and Board Chair Thuy-Nga T. Vo William Mitchell College of Law, [email protected] Publication Information 76 Brooklyn Law Review 65 (2010) Repository Citation Vo, Thuy-Nga T., "To Be or Not to Be Both CEO and Board Chair" (2010). Faculty Scholarship. Paper 184. http://open.mitchellhamline.edu/facsch/184 This Article is brought to you for free and open access by Mitchell Hamline Open Access. It has been accepted for inclusion in Faculty Scholarship by an authorized administrator of Mitchell Hamline Open Access. For more information, please contact [email protected]. To Be or Not to Be Both CEO and Board Chair Abstract Part I of this article discusses the management and monitoring responsibilities of the board of directors. Part II explores the duality governance structure and its prevalence in corporate America. In Part III, the article examines and weighs the theoretical arguments for and against duality. Based on these arguments, this part assesses the impact of combined or separate CEO and Chair positions on the board’s performance of its management and monitoring responsibilities. Part IV turns to the empirical data on the effect of combined, rather than separate, CEO-Chair roles on corporate performance. Part V explains the views of corporate stakeholders on the duality debate. The ra ticle concludes that theoretical arguments and empirical evidence, as reflected in financial and nonfinancial metrics, strongly suggest that a corporate governance structure with a nonexecutive Chair, instead of a dual CEO-Chair, is better suited to the fulfillment of the directors’ fundamental responsibilities to oversee business operations and monitor management for the purpose of enhancing shareholder value. -
The Governance of Unilever 2020
The Governance of Unilever 29 November 2020 Table of contents Part A: The Fundamentals 1 7. Chief Executive Officer and 1. Corporate purpose 1 Chief Financial Officer 9 7.1 Designation 9 2. Corporate structure 1 7.2 Responsibilities of the CEO 9 3. The Board 1 7.3 Responsibilities of the CEO and the CFO 10 3.1 General 1 7.4 Entering into documents 11 3.2 Committees 1 7.5 Board notification 11 3.3 Delegation 1 7.6 Other 11 4. Code of Business Principles and Code Policies 1 8. Non-Executive Directors 12 Part B: Board Rules 3 8.1 Primary responsibilities 12 1. Board Composition and Responsibilities 3 8.2 Meetings of Non-Executive Directors 12 1.1 Composition 3 9. Chief Legal Officer and Group Secretary 12 1.2 Responsibilities of the Board 3 9.1 Chief Legal Officer 12 1.3 Division of duties 3 9.2 Group Secretary 12 1.4 Board exclusive duties 3 10. Chief Auditor 13 10.2 Responsibilities 13 2. Meetings of the Board and decision-making 4 10.3 Reporting 13 2.1 Board meetings and location 4 11. Directors’ induction and training 13 2.2 Agendas 4 11.1 Background 13 2.3 Attendance 4 11.2 Induction programme 13 2.4 Chair of the Board meeting 5 11.3 Ongoing education 13 2.5 Adoption of resolutions 5 11.4 Reporting 13 2.6 Board meeting minutes 5 12. Board’s evaluation 13 2.7 Adopting resolutions without holding 12.1 Background 13 a meeting 5 12.2 The Board 14 2.8 Evidence of adopted resolutions 5 12.3 Individual Directors 14 2.9 Support 5 12.4 Committees 14 3.