Nigel Slacks Transformation Process Model Free Essay Example, 2750 words

Nigel Slack trying to explain the main reasons behind the transformation of business processes (through the implementation of appropriate technology) in firms belonging to all industrial sectors. His model, shown below in Figure 1, presents a series of factors (dimensions) that influence the decision of a business to transform its business processes. In accordance with the above model, the first issue that should be examined by every firm interested in transforming its process would be whether the technology implemented through this transformation could be related with the current needs of the particular market. If the answer to this question is positive, then the business should proceed to the relevant procedure (transformation of processes). However, this was only the first Dimension of the whole project. In fact, a second Dimension follows in which should answer the following question: what the relevant technology could offer to the transformation of resources in the particular f irm. More specifically, the business process technology would improve the firm s resources mainly offering a framework for the increase in their productivity. If such a target could not be achieved by the above procedure then the firm should avoid the transformation of its processes by the first instance. We will write a custom essay sample on Nigel Slacks Transformation Process Model or any topic specifically for you Only $17.96 $11.86/pageorder now On the other hand, the value of the business process technology for the completion of the business transformation process would be examined thoroughly before the implementation of the relevant technology. Finally, the role of business process technology in the whole procession would be evaluated in terms of its importance for the achievement of the targets set by the firm attempting the transformation of its processes. The effectiveness of the relevant procedure was examined by Slack et al. (2005) with a specific reference to five firms: a fashion clothing retailer, a retail bank, a full-service airline industry, a food company and a company operating in the area of laboratory services.

History Of American Economy The Great Depression Essay

History of the American Economy: The Great Depression As early as the 1920s, Americans and their leaders were quite confident about their country’s better future, compared to some of the toughest economic times that the country had gone through, such as the mild economic depression in the early 1820s and the bank panic. In fact, during his election trail, Herbert Hoover shown off America’s optimism by citing that the triumph against the poor house was forthcoming. However, the Great Depression erupted at a full force the early 1930s; an event that Walton and Rockoff 439 describe to have been the country’s most important economic event of the 20th century (422). The great depression was a time when the United States’ economy was hit by the deepest as well as the longest-lasting economic downturn that was characterized by a drop in the United States’ gross domestic product (GDP) by up to 30 percent. Unemployment also rose by 21.7 percent in 1933, and industrial production dropped by almost half. The nati on was also paralyzed by hunger (Walton and Rockoff 422). In essence, the great depression was indeed very severe, millions of people were rendered poor, homeless, and jobless. Nevertheless, the depression came after a time when the America’s economy had grown to be the world’s leading economic superpower, particularly in the in the early 20th century. It was the world’s best source of financial capital. The great depression changed everything; America’s economy wasShow MoreRelatedThe Great Depression of the 20th century and the Great Recession of the 21st century were both600 Words   |  3 Pages The Great Depression of the 20th century and the Great Recession of the 21st century were both important economic crises in U.S. history. The Great Depression began in 1929, during the presidencies of Herbert Hoover and Franklin Roosevelt. 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Summary Of The House Of The Spirits - 1651 Words

Tamara Garza Harris ENGL 102 June 23, 2017 The House of the Spirits, a Women’s World January 8, 1981, Allende begin writing a goodbye letter to her 99-year-old grandfather who was dying, she narrates in her biography, Paula, â€Å"I wanted to tell him not to worry, that nothing would be lost of the treasury of anecdotes he had told me through the years of our comradeship; I had forgotten nothing† (Levine). Once she started she could not stop, it quickly turned into her family story titled, The House of the Spirits. This book was a way to connect to her family she left behind so many years ago. Even though the country in which this book is written is never named, it is assumed this takes place in Allende’s native country, Chile. In this novel,†¦show more content†¦8-9). At a youthful age Clara begins place her thoughts, premonitions, and writings, into a diary. Clara married Esteban Trueba, a man who was harsh, quick to react. During the patriarchal society, women were a man’s possession. They had few rights and were exploited and sometimes rejected by men (Metzger). Clara doesn’t put up with disrespect from any man and when her husband, Esteban, hits her during a fight, Clara never speak a word to him again (Allende 223). With this act of cruelty on his part it allowed Clara to escape to her own world of solitude, a spiritual world where Esteban cannot follow her. This world is without rules, without structure, no subordinate to men, no patriarchy, no boundaries (Metzger). These is a gift Clara can give to her daughter, Blanca. Clara’s only daughter, Blanca, was not born with the gifts of visions as her mother was but was down to earth, sensual, and passionate (Rossman 55). Living on an estate in Tres Marias, is where she meets the person that would ignite her strength of passion, Pedro Tercero. Pedro was a peasantâ⠂¬â„¢s son who lived on the Trueba’s estate. 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Person

Person-Organisation Fit Essay Contents Person-Organisation Fit2 Forms of P-O fit2 Measures of P-O fit3 Antecedents and outcomes of P-O fit3 Impacts of P-O fit on organisation and individuals4 Performance4 Turnover4 Homogeneity and creativity5 Comparison P-O fit with P-J fit5 Effective management of person-organisation fit6 Importance of Assessing P-O fit in employee selection6 Nurturing P-O fit after the selection process7 Managing P-O fit in organisation with high diversity7 Conclusion10 References12 Bibliography16 Person-Organisation Fit Person-Organisation fit(P-O fit) is broadly defined as the compatibility between people and organisations (Kristof 1996); a compatibility of values and expectations between employee and employer. It is the congruence of an individual’s beliefs and values with the culture, norms, and values of an organization. Forms of P-O fit Kristof (1996) further explains P-O Fit has three main forms. * The first is supplementary fit. It exists when the characteristics of one thing are similar to the same characteristics of something else. * The two other forms of P–O fit are different aspects of complementary fit. Rather than similarity, complementary P–O fit is about one of the parties (the individual or the organization) making the other whole (Muchinsky and Monahan, 1987). It can take several forms such as needs–supplies or demands–abilities relationships (Kristof, 1996). A high level of individual complementary P–O fit exists when the organization supplies what the individual needs. A high level of organizational complementary P–O fit exists when an individual has the abilities, attitudes etc. that the organization demands. Measures of P-O fit Person’s fit to the organisation can be measured on four different levels * Measuring similarity between characteristics of people and organisations * Measuring the goal congruence with organisational leaders or peers (Vancouver, Millsap Peters 1994) * Measuring similarity between individual preferences or needs and organisational systems and structures (Cable Judge 1994) –this reflects the needs-supplies fit perspective. * Measuring similarity between characteristics of an individual personality and organisational climate-sometimes labelled as organisational personality. Bowen et al 1991) Antecedents and outcomes of P-O fit According to Schneider’s (1987) ASA (Attractive-Selection-Attrition) framework people and organisations are attracted to each other based on their similarity. Thus both applicant job choice behaviour and organisations’ hiring practices are the major antecedents of P-O fit. Following organisation entry individual and organisational so cialisation practices contribute to P-O fit. Socialisation helps establish P-O fit between newcomers and organisation (Chatman 1991; Cable Parsons, 2001) Impacts of P-O fit on organisation and individuals High level of P-O fit is related to a number of positive outcomes. P-O fit is correlated to work attitudes like job satisfaction and organisational commitment, organisational citizenship, self reported team work, creativity, and contextual performance (Boxx, Odom and Dunn, 1991; Chatman 1991). It can also predict intention of quit and turnover. Performance Holland (1985) stated that individuals will achieve greatest performance when their skills and traits fit those of the organization. In support of this statement, Caldwell O’Reilly (1990) found that P-O fit is positively related to job performance. Turnover Research examining the relationship between P-O fit and turnover suggests that employees whose values match those of their organization are less likely to experience feelings of incompetence or anxiety (Chatman, 1991). In contrast, employees who do not have a strong fit will either self-select out or will be released by the organization. For this reason, employees who fit with the organization are likely to have higher job satisfaction and lower intentions to quit than those who do not. This is also a measure of organizational commitment (Caldwell O’Reilly, 1990; Chatman, 1991; Saks Ashforth, 1997; Vancouver et al. 1994). Homogeneity and creativity P-O fit research also suggests that employees who have strong fit also possess certain degree of similarity or homogeneity (Lopez McMillan-Capehart, 2003). As a result, a criticism of P-O fit is that it results in employees who think similarly and thus there is less innovation and creative in the organization. Payne, Lane Jabri (1990) have questioned the desirability of too great a fit in creative industries, as ‘group think’ is detrimental to the innovation process. Comparison P-O fit with P-J fit Person-Job fit (P-J fit) is the most common way fit is defined by organizations. Person-Job fit involves the measurement of what we often refer to as â€Å"hard† information about a candidate’s suitability for the tasks that are required for successful performance of a specific job (Handler. C 2004). â€Å"Hard† aspects of P-J Fit include things such as a candidate’s specific skills, their levels of knowledge about specific subject matter, and their cognitive abilities. On the other hand, the elements of P-O Fit are rather soft. That is to say, it’s much more difficult to examine the job-related outcomes of a match between person and an organization as it elates to abstract concepts such as â€Å"values† and â€Å"culture† then it is to examine the outcomes of the match between harder traits, such as a person’s mathematical ability and the related aspects of their job performance. Just because it’s softer in nature and involves less objective constructs then P-J Fit, that doesn’t mean P-O Fit i s any less important. These insights on the two fit concepts suggest that they are complimentary measures that should account for different aspects of job performance and other organisational behaviors of an employee. Effective management of person-organisation fit As can be seen from the nature of the P-O fit, its involvement in the organisation and individual development starts at the selection process itself. It is then nurtured to grow by socialisation trends in the organisation. In this section effective management of P-O fit at various stages is discussed in detail Importance of Assessing P-O fit in employee selection In employee selection research , P-O fit can be conceptualised as the match between applicant and broader organisational attributes. Judge Ferris, 1992;Rynes Gerhart, 1990). P-O fit is very important in maintaining the flexible and committed workforce that is necessary in a competitive business environment and a tight labor market. (Bowen, Ledford Nathan,1991;Kristof 1996) Schneider’s (1987) ASA framework suggests that the sort of people within an organisation shape that organisation, yet that the culture of an organisation endures through changes in personnel. There i s then, a dynamic interaction between the people entering and leaving an organisation and its cultural characteristics. Dress Code EssayWe know that some degree of fit among employees is necessary to have harmony; on the other hand extreme levels of fit can lead to negative consequences such as lessened creativity. This is a dilemma many companies now face. By being attentive to the organizational climate and to the manner in which employees are socialized, it is possible that managers can nurture dissimilar employees so that they fit well with the organization while maintaining their uniqueness. References * Bowen,D. E, Ledford,G. E Nathan,B. R(1991) Hiring for the organisation,not the job. Academy of Management Executive ,5(4) 35-51. Boxx W. R. ,Odom,R. Y. ,Dunn, M. G(1991) Organisational values and value congruency and their impact on satisfaction commitment and cohesion. Public Personnel Management 20,195-205 * Bruce Watt, Mark Busine, Emma Wienker (2005) RECRUITING FOR CULTURE FIT DDI Australia Research Report. * Cable D. M. , Judge, T. A(1994). Pay preferences and job search decisions : A per son-organisation fit perspective. Personnel Psychology. 47,317-348. * Cable, D. M. and Parsons, C. K. (2001) Socialization Tactics and Person-Organization Fit. Personnel Psychology, 54, (1), pp1-23 * Chatman J. A(1991) Matching people and organisations:Selections and Socilsation in public accounting firms. Administrative Science Quarterly 40,423-443. * Caldwell, D. , Chatman, J. , and OReilly, C. , (1990) Building organizational commitment: A multi-firm study Journal of Occupational Psychology, 63, pp. 245-261. * Dr. Charles Handler (2004) The Value of Person-Organization Fit , http://www. ere. net/2004/05/20/the-value-of-person-organization-fit/ * Hobman, E. V. , Bordia, P. , and Gallois, C. (2003), Consequences of feeling dissimilar from others in a work team Journal of Business and Psychology, 17, pp. 301-325. Holland, J. L. (1985), Making vocational choices, Prentice-Hall, Englewood Cliffs, NJ. * James, L. A. , and James, L. R. (1989), Integrating work environment perceptions: Explorations into the measurement of meaning, Journal of Applied Psychology, 74, pp. 739-751. * Jones, G. R. (1983), Psychological orientation and the process of organizational socialization: An interactionist per spective, Academy of Management Review, 8, pp. 464-474. * Judge, T. A Ferris, G. A (1992). The elusive criterion of fit in human resource staffing decisions, Human Resource Planning,154, 47-67 * Kristof,A. L(1996). Person-organisation fit: An integrative review of its conceptualisations, measurement and implications. Personnel Psychology,49(1),1-49 * Kwiatkowski R, (2003) Trends in organisations and selection: an introduction Journal of Managerial Psychology 18, 5 pg 382-394. * McMillan- -Capehart A, Lopez T. B, (2003)Reconciling Employee Dissimilarity and P-O Fit, Journal of Diversity Management 2,4 pg 33-42 * Meyer, J. P. , Allen, N. J. , and Gellatly, I. R. (1990), Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations, Journal of Applied Psychology, 75, pp. 10-720. * Muchinsky, P. M. Monahan, C. J. (1987): What is person-environment congruence? Supplementary versus complementary models of fit. Journal of Vocational Behavior, 31, 268-277. * Payne, R. L. , Lane, D. and Jabri, M. (1990) A Two-Dimensional Person-Environment Fit Analysis of the Performance, Effort and Satisfaction of Research Scientists British Journ al of Management, 1, pp45-57 * Richard, O. C. Grimes, D. (1996). Bicultural interrole conflict: An organizational perspective, The Mid-Atlantic Journal of Business, 32 (3), pp. 155-270. * Rynes. S. L Gerhart,B. (1990). Interview assessments of applicant â€Å"fit†: An exploratory investigation . Personnel Psychology, 43,13-35. * Saks, A. M. and Ashforth, B. E. (1997) A longitudinal investigation of the relationships between job information, sources, applicant perceptions of fit, and work outcomes. Personnel Psychology, 50, pp394-425 * Schmidt,FL. , Hunter J. E (1998) The validity and utility of selection methods in personnel psychology:Practical and theoretical implications of 85 years of research findings. Psychological Bulletin,134 (2) 262-274. * Schneider, B. and Goldstein, H. W. and Smith, D. B. (1995) The ASA framework: an update. Personnel Psychology, 48, pp747-773 * Vancouver, J. B. ,Millsap,R. E. Peters P. A (1994) Multilevel analysis of organisational goal congruence. Journal of Applied Psychology 79,666-679. * Van Maanen, J. , and Schein, E. H. (1979), Toward a theory of organizational socialization. In B. M. Staw (Ed. ), Research in Organizational Behavior, 1, JAI Press, Greenwich, CT. * Bibliography * Boisnier, A. and Chatman, J. A. (2003) The role of subcultures in agile organizations. In R. Peterson and E. Mannix (ed) Leading and Managing People in Dynamic Organizations, Mahwah, NJ: Earlbaum, pp87-112 Bretz, R. D. and Judge, T. A. (1994) Person-organization fit and the theory of work adjustment: implications for satisfaction, tenure and career success. Journal of Vocational Behavior, 44, pp32-54 * Carless, S. A. (2005) Person-job fit versus person-organization fit as predictors of organizational attraction and job acceptance intentions: A longitudinal study. Journal of Occupational and Organizational Psychology, 78, pp411-429 * Chao, G. T. , O’Leary-Kelly, A. M. , Wolf, S. , Klein, H. J. and Gardner, P. D. (1994) Organizational Socialization: Its content and consequences. Journal of Applied Psychology. 79, (5), pp730-743 * Chatman, J. (1991) Matching People and Organizations: Selection and Socialization in Public Accounting Firms. Administrative Science Quarterly, 36, pp459-484 * Cooper-Thomas, H. D. , Van Vianen, A. and Anderson, N. (2004) Changes in Person-Organization Fit: The impact of socialization tactics and actual P-O fit. European Journal of Work and Organizational Psychology, 13, (1), pp52-78 * Jansen, K. J. Kristof-Brown, A. (2006): Toward a multidimensional theory of personenvironmentfit. Journal of Managerial Issues, 18 (2), 193-212. Jones, G. (1986), Socialization tactics, self-efficacy, and newcomers’ adjustment to organizations Academy of Management Journal, 29 2, pp. 262-279. * Kristof-Brown,A. L(2000). Perceived applicant fit: Distinguishing between recruiters’ perceptions of person-job fit and person-organisation fit. Personnel Psychology,53(4) 643-671. * Lievens, F. , Decaesteker, C. , Coetsier, P. and Geirnaert, J. (2001) Organizational Attractiveness for Prospective Applicants: A Person-Organization Fit Perspective. Applied Psychology: An International Review, 50, (1), pp30-51 * Morley, M. J. 2007): Person-organization fit. Journal of Managerial Psychology, 22 (2), 109-117. * Pervin, L. A. (1989), â€Å"Persons, situations, interactions: the history of a controversy and a discussion of theoretical models†, Academy of Management Review, Vol. 14, pp. 350-60. * O’Reilly, C. A. , Chatman, J. and Caldwell, D. F. (1991) People and organizational culture: a profile comparison approach to assessing person-organization fit. Academy of Management Journal, 34, pp487-516 * Sekiguchi T. (2003),A Contingency Perspective on the Importance of P-J Fit and P-O fit in Employee Selection Academy of Management , 4