Tag: Difference

The term “difference” can have various definitions depending on the context in which it used. Here are some common definitions across different fields:

General Definition:
- The quality or condition of being unlike or dissimilar. This refers to a distinguishing characteristic or the way in which two or more things are not the same.
  - Example: “The main distinction between the two proposals is their cost.”
Mathematics:
- The result of subtracting one number from another. In this context, it is the amount by which one quantity is greater or smaller than another.
  - Example: “The distinction between 8 and 3 is 5.”
Logic and Philosophy:
- A property by which two concepts or objects are distinguished. It refers to a characteristic that sets two entities apart.
  - Example: “The distinction between humans and other animals is the capacity for abstract thought.”
Sociology and Anthropology:
- The various ways in which people or groups are distinct from one another, often considering aspects such as culture, ethnicity, gender, etc.
  - Example: “Understanding cultural distinctions is crucial in global business.”
Set Theory (Mathematics):
- Given two sets $A$ and $B$ , the difference (or set distinction) $A - B$ is the set of elements that are in $A$ but not in $B$ .
  - Example: “If $A = \{1, 2, 3\}$ and $B = \{2, 3, 4\}$ , then $A – B = \{1\}$ .”
Statistics:
- The difference between two values, such as the mean difference between two groups in an experiment.
  - Example: “The distinction in average scores between the control and experimental groups was significant.”

Each definition highlights a specific aspect of how the term “difference” can applied in various fields of study or everyday language.

What is the Difference between Efficiency and Effectiveness?

Difference between Efficiency and Effectiveness; Efficiency is regularly befuddling with effectiveness. Both efficiency and effectiveness are a basic piece of fruitful administration. All in all, efficiency is a quantifiable idea, quantitatively dictated by the proportion of helpful yield to add up to include. Effectiveness is the less complex idea of having the option to accomplish the ideal outcome, which can communicate quantitatively however doesn’t typically need more convoluted science than expansion.

Here is an explanation of the Difference between Efficiency and Effectiveness!

Efficiency can regularly communicate as a level of the outcome that could in a perfect world expect, for instance, if no energy were lost because of rubbing or different causes, in which case 100% of fuel or other info would use to deliver the ideal outcome. This doesn’t generally apply, not even in all cases wherein efficiency can appoint a mathematical worth, for example not for explicit motivation. Treatment of 10 Yoga Poses Better Help Your Back Pain.

What is Efficiency?

Efficiency is the (frequently quantifiable) capacity to try not to squander materials, energy, endeavors, cash, and time in accomplishing something or in creating the ideal outcome. In a more broad sense, it is the capacity to do things well, effectively, and without squander. In more numerical or logical terms, it is a proportion of the degree to which info well uses for an expected errand or capacity (yield).

It frequently explicitly contains the ability of a particular use of exertion to create a particular result with a base sum or amount of waste, cost, or pointless exertion. Efficiency alludes to totally different information sources and yields in various fields and businesses.

Meaning of Efficiency: The correlation of what is really creating or perform with what can accomplish with similar utilization of assets (cash, time, work, and so on) is a significant factor in the assurance of profitability. See likewise effectiveness.

What is the Effectiveness?

Effectiveness is the capacity of delivering the ideal outcome or the capacity to create the ideal yield. When something esteems powerful, it implies it has a proposed or expected result or creates a profound, striking impression. How to Effect of Innovation Culture in Organizations?

Meaning of Effectiveness: The degree to which destinations are accomplishing and the degree to which focused issues are explaining. As opposed to efficiency, effectiveness decides without reference to costs and, while efficiency signifies “doing the thing right,” effectiveness signifies “making the best choice.”

The Difference Between Efficiency and Effectiveness:

Efficiency and effectiveness both usually utilize administration terms. However, while they sound comparable and start with similar letters, the two of them mean various things. Efficiency alludes to getting things done perfectly. Experimentally, it characterizes as the yield to enter proportion and spotlights on getting the most extreme yield with least assets. Effectiveness, then again, alludes to doing the correct things. It continually gauges if the real yield meets the ideal yield.

Since efficiency ties in with zeroing in on the cycle, significance provides for the ‘way’ of getting things done while effectiveness centers around accomplishing the ‘ultimate objective. Efficiency concerns the current state or ‘business as usual’. Contemplating the future and adding or dispensing with any assets may upset the present status of efficiency. Effectiveness, then again, trusts in meeting the ultimate objective and consequently thinks about numerous factors that may change later on.

Additional things;

To be proficient over and over, control and meticulousness are requiring. This can incorporate firmness with the framework. Effectiveness, then again, remembers the drawn-out procedure and is in this manner more versatile to the evolving climate. Since efficiency ties in with doing things right, it demands documentation and reiteration of similar advances. Doing likewise over and over, in a similar way, will absolutely debilitate development. Then again, effectiveness empowers advancement as it demands individuals to figure, the various ways they can meet the ideal objective.

Efficiency will take a gander at evading missteps or blunders though effectiveness ties in with picking up progress. In the prior long stretches of large scale manufacturing, efficiency was the main exhibition marker for any association. Be that as it may, with purchasers confronting an expanding number of decisions, the effectiveness of an association consistently questions. To be a fruitful association, there should be harmony among effectiveness and efficiency. Just being productive and not meeting the prerequisites of the partners of the association is of little use to anyone. And effectiveness may bring about progress however at what cost?

The Difference between Efficiency and Effectiveness in Management.

Efficiency and Effectiveness as expressed by Peter Drucker “Efficiency is doing things right; Effectiveness is making the best choice.” An association endures base on the efficiency and effectiveness of a chief/the executives. Efficiency is the utilization of money related, human, physical, and data assets with the end goal that yield are expanding for some random arrangement of asset information sources or information is limiting for any gives amount and nature of yield.

An effective supervisor may do the correct work however not the occupation right. Doing the correct employment doesn’t need a lot of time or assets. An occupation can do rapidly and effectively inside time. For this situation, the director’s primary point is to land the position finish inside the allotting time utilizing the given assets. In any case, managing a responsibility viably includes time and arranging the correct methodology. For this situation, the director focuses more on the result as opposed to simply the info.

In Management;

Both efficiency and effectiveness are a necessary piece of fruitful administration. The executives predominantly worry about getting things to complete and deciding how to get things achieving. In every administrator’s brain, there is a discussion about whether more concern ought to go into minimal effort creation or negligence. Creation costs and follow the total fulfillment of objectives and goals.

These two way knows as the choices which separate “Efficiency” and “Effectiveness”. Efficiency implies that the employment was achieved efficiently and on the schedule yet may not be an exhaustive and great achievement. Though, effectiveness implies that the occupation was finished accurately and was achieving. In any case, with no respect to whether the occupation was finished economically or on schedule.

To show this thought with a basic model, let s take an association that needs to make a promotion for its administration/item. Making the advertisement inside the spending plan and in time is proficient. However, the primary interesting points are the current market pattern and climate. It would require some investment and cash to make a promotion that would shout to the clients.

Additional information;

Innovativeness and efficiency alone are insufficient to make the ideal advertisement. A nitty gritty investigation of what the client needs and communicating it as it were. That would speak to the ethos of the client is the thing that needs to make the promotion. Even though this model is definitely not an immediate case of the executives. It is a straightforward method to feature the contrast between efficiency and effectiveness.

In an association, a pioneer is unique about a supervisor. A decent pioneer isn’t basically a decent chief however a decent director ought to have ideal administration characteristics. A supervisor would someone say someone is who keeps up the equilibrium of effectiveness and efficiency in the organization. How Do You Know Your Company Wants Help From The Outside?

The contrast between efficiency and effectiveness must make unmistakably understood, as the two are almost indivisible in the business system. Be that as it may, they command two unmistakable perspectives. This significance between the two is critical with regards to dealing with an association. It is additionally important to understand that the two are fundamentally unrelated and that an association can’t get by with just efficiency alone and not effectiveness.

What is the Difference between Efficiency and Effectiveness?

January 22, 2018
International and Comparative Human Resource Management

What is Difference between International and Comparative Human Resource Management? Meaning and Definition!

International Human Resource Management (Human Resource Management)

Due to increased globalization and easy mobility and communications between countries, companies operate at international level. The major task for organizations which operate across international boundaries is to manage. The dissimilar stresses of the drive for integration and differentiation. In the broader sense, International human resource management process has same activities as in Domestic HRM such as planning and staffing. However, domestic HRM is operated in one nation And IHRM activities are involving in different countries. International Human Resource Management is a branch of management studies that examine. The design and effects of organizational human resource practices in cross-cultural contexts.

It occupies an exciting position in the interstices of international business. Human resource management and organizational behavior, scholarships. The theoretical study explains that International HRM is the interplay between three dimensions: HR activities, the types of people being employed in the organization and the different countries that an organization is operating in (Dowling, 1999). Complexities caused by these last two variables are what differentiates international HRM from domestic HRM, as the HR activities themselves are relatively similar.

Comparative Human Resource Management (Human Resource Management)

The meaning and impact of comparative human resource management. Many scholars of HRM have to focus on a narrow definition of the topic that fits the liberal market agenda widespread in some countries but fails to capture the reality of any country – a problem brought into stark relief by comparative studies of HRM. On the basis of that analysis, it will be argued that multiple stakeholder perspectives focused on the long-term benefits to organizations. Employees and the wider community is a more powerful analytic tool. New Roles of Human Resource Management in Business Development.

As an increasing number of organizations seek to operate in foreign markets. It is vital that management practitioners develop a better understanding of, and sensitivity to, the impact of different national settings on the management task. In the field of cross-cultural management/organization, scholars have sought to assist practitioners in achieving. This by conducting research that has generally guiding by two key questions: (1) what is general and universal in the management of organizations, and (2) what is peculiar or specific to one nation or culture?

Difference between international and comparative HRM

International Human Resource Management has defined as HRM issues, functions. Policies and practices that result from the strategic activities of MNEs. International Human Resource Management deals principally with issues and problems associated with the globalization of capitalism. It involves the same elements as domestic HRM but is more complex to manage. In terms of the diversity of national contexts and types of workers. The emphasis is on the MNCs’ ability to attract, develop and deploy talented employees in a multinational setting and to get them to work effectively despite differences in culture, language, and locations. International HRM tends to mitigate the impact of national culture and national employment practice against corporate culture and practices.

Comparative Human Resource Management, on the other hand, is a systematic method of investigation. That seeks to explain the patterns and variations encountered in cross-national HRM rather than simply describe HRM institutions and practices in different societies. Different national business systems arise from differences in specific historical, cultural and institutional heritage in certain countries. Comparative differences occur due to decisive historical events such as the process of industrialization or due to the legacy of pre-modern forms of social organization. Hofstede adopted the ‘culturalist’ perspective where he argued that national business styles emerge due to ingrained cultural attitudes and mental schemas. He described culture under five dimensions which are power distance, individualism, masculinity, uncertainty avoidance and long-term orientation.

Human Resource Management policies and practices are becoming universal and that country-of-origin effects are no longer relevant. The pressure to build standardize operations internationally is strongest in sectors. Where competition is highly internationalizing, and where firms compete on the basis of a similar product or service across countries. Such as in cars and fast foods. They have put forward several reasons to explain this trend.

Firstly, all MNCs operate in one global market and therefore have to respond to the same environmental pressures such as globalization and technology. The growth in international trade and the move towards an internationally-integrated financial system.

Secondly, the widespread practice of benchmarking ‘best practice’ in terms of cost. Quality and productivity may also have contributed to the convergence of international HRM models for e.g. Japanese style ‘lean-production’ system in the 1980s and 1990s. Moreover, these pressures towards convergence stem in part from the influence of MNCs themselves through. Their ability to transfer practices across borders and erode country-of-origin effects.

Finally, the formation and development of like-minded international cadres mostly from American or European business schools. May have contributed to homogenize international HRM policies and practices.

Since the early 1990s, the international HRM literature has dominated by models and typologies aim at identifying how international HR fits with organizational strategy. The main issue for all multinational companies is the need to trade-off the advantages global efficiency namely. The coordination of its operations to achieve economies of scale and scope as opposing to the need to differentiate its products and services to meet the local demands. They also identify a third pressure, namely worldwide innovation and learning. Whereby firms are encouraging to support innovation and learning across. Their network of subsidiaries rather than simply relying on research and development at the headquarters. MNEs then follow the appropriate HRM policies and practices according to the structure of the organization. The competitive strategy is chosen or stage of corporate evolution reach.

Taylor’s model of strategic international HRM has described below

Exporting: This is essentially a model where the HQ management takes home country management approach and try to implement them in their foreign subsidiaries in order to achieve economies of scale. In this model, there is a system of hierarchy and a centralized control. This is especially useful in instances of an uncertain political environment and high risks demanding greater control from corporate parents. Given this pattern of centralization, there is a considerable amount of ‘forward policy transfer’ and less ‘reverse transfer. From subsidiaries to the HQ, i.e. they rely mainly on the technical know-how of the parent company. Strategic Role of e-HR (Electronic Human Resource).

Global firms offer products or services that are standardizing to enable production to carry in a cost-efficient way. Their subsidiaries are not subject to rigid control except over the quality and the presentation of the product or service. This structure is normally associate with the American firms with their formalize. Bureaucratic control and a dominant finance system to internalize risks. What is Need? The Do and Don’t in Diversity Management.

Adaptive: Differences in the host environment demands and conditions mean that overseas subsidiaries have to operate independently. This is common where departing from established practices in host environments is unlawful. For example, in some Germany, there is a legal obligation to negotiate with employee representatives concerning major organizational changes. In other cases, transferring practices may be legal but would go against traditional practices at the risk of losing goodwill from staff. Firms may decide to forgo HQ control if there is the possibility to exploit most efficiently the local labor markets. For example, MNCs which origin from high-cost highly regulates economies such as Germany may well choose not to transfer important elements of their HR systems. Such as collective bargaining or apprenticeship if they move to lower wage, lightly regulated economies such as China.

Integrative: It is also argued that the more management processes and activities can integrate across geographical boundaries. The easier it is to share resources and knowledge. They can identify and best use the skill and management talent. That exists across the MNC network allowing for both global integration and local differentiation.

As mentioned previously, international HRM processes consist of the same activities as domestic HRM but applied in an international context. These include an accurate human resource planning to ensure that the MNCs have the right people at the right place around the world. Good staffing policies that capitalize on the worldwide expertise of expatriates and locals. Performance appraisals that fit with the competitive strategies of the HQ. Adequate training and development to ensure that expatriates. Do not suffer from ‘culture shock‘ and compensation policies that are strategically and culturally relevant. The focus in international HRM strategy is how MNEs coordinate. Their geographically dispersed operations strengthening the organizational culture. Promoting commitment and encouraging willingness in employees to act in the interests of the firm.

Reference

1. International Human Resource Management – https://www.civilserviceindia.com/subject/Management/notes/international-human-resource-management.html
2. Comparative HRM – https://answers.yahoo.com/question/index?qid=20110221002250AApRjIq
3. Difference between International and Comparative HRM – https://www.ukessays.com/essays/business/difference-between-international-and-comparative-hrm.php

January 2, 2018
Difference of Advantages and Disadvantages of Diversity Management
What is Difference of Advantages and Disadvantages of Diversity Management?

What is a Diversity Management? In recent years, diversity is increasingly perceived as an important issue in the context of business management. This is due to the increasing differences in the population, globalization process, increasing of international business and cross borders business dealing activities. In the business community, companies have also tend to pay more focus on diversity and look for ways to reap the opportunities offered by diversity as they acknowledge that diversity has the potential of yielding greater productivity and competitive advantages. Apparently, managing and valuing diversity is a key component of effective people management, which not only can improve workplace productivity, but also contribute significantly to the strategic objectives of human resource management.

Advantages of Diversity Management in Workplace

Diversity can be a sort of strategy which enables organization to gain competitive advantage in the market competitive landscape. Managing cultural diversity is one of the key factors differentiating a particular company at factors such as (1) efficient work practices or procedures, (2) technological innovation or change, (3) product or services related innovation and lastly, (4) client or consumers related services. What is Need? The Do and Don’t in Diversity Management!

However, there are more contributions of managing diversity to the strategic objectives of a company.
- Improved and enhanced competencies in terms of customer services. As a matter of fact, diverse workforce will often means diverse expertise, talent, experience and capabilities in the employees. If a manager understands the intricacies and complexity of how to manage diversity effective, he will be able to put the right person into the correct position, by minimizing his weaknesses while enhancing the particular employee’s strength. From this perspective, a diverse workforce enables a manager to choose the correct candidate for a particular position in the organization.
- Able to compile and improve the strength of customer intelligence. As we employ diverse workforce, we can indirectly tap into the knowledge and experience of these workforce. In the era of information, we understand that marketing intelligence or customer intelligence has becoming more and more important. Diversity in workforce in this picture can help a company to compile and collect more relevant and effective data on the market place.
- Ability to operate effectively as well as efficiently in a global context. As a well known fact, the entire world is a colorful depiction of diversity. Thus, to go global, a diverse workforce is some sort a basis requirement. We simply need the local experts to assist us in managing business units at foreign countries or simply to expand market share in the other countries. Thus, it is not hard for us to understand that a diverse workforce will enable a company to operate more effectively and efficiently.
- Able to produce more satisfied workforce, and thus leading to more productive workforce. If a company can manage diversity in a proper way, then the individual employee will no longer need to clone or purposely changed himself to adaption of the corporate culture. This can often leads to a more satisfied workforce. A more satisfied workforce, will in turn, leads to more productive workforce.
- Effective managing of diversity enables reduction in industrial disputes. Of course, proper management of diversity can also ensure less industrial dispute or court case arises from employees’ issues.
- Diverse workforce can lead to increased creativity and innovation. Diversity can produce synergy and creativity and innovative as well. A group of different people is better than a results produced by a single person. The combined efforts are always much outstanding.
- Having better chance to attract higher quality employees from a larger pool of employees. As a company prepare or has already adopted the mindset of having diversity is beneficial. Then the company automatically access to a diverse pool of human talents. Which means that the company can choose the employees from a larger pool of workforce. As now the choices are enlarged, then we can have access to better talents around the world. Or in other words, we can access to the world class talents around the globe.
Disadvantages of Diversity Management in Workplace

Poorly integrated heterogeneous groups can be as damaging to the organization as overly integrated homogeneous groups. Apparently, managing diversity is an art. While although the contribution to a company strategic management picture is bright, the execution is nothing easy. Besides, unfortunately, there are also evidences that diversity can bring disadvantages to companies as well.

For example, it is found that teams with diverse employees usually take longer to perform effectively. Besides, diversity also brings numerous communication problems as well as “faultiness” in informal group dynamics. At some serious cases, diversity can also be a source of conflict. That can cause issues such as reluctant to share information among workforce. Employee morale deterioration problems, and higher turnover due to degradation of job satisfaction.

Not only that, it is also mention that there can be various drawbacks due to implementation of diversity management program in the short term. Case Study of “Starbucks Entry to China” with Marketing Strategy.

For example, if handled insensitively, a diversity management program may invade employee privacy. Also, implementation of the diversity management program may be expensive in the short term. Apart from that, during the implementation process, deep seated prejudices within employees may be brought into the open, causing short-term tension. Particularly for a poorly handled program, conflicts and ill-feeling may be the end results for managers to handle.
November 27, 2017
Difference Between Employee and Industrial Relations
Learn about the difference employee industrial relations. Understand the significance of interpersonal dynamics and employer-worker relationships in organizations. Define Employment relations, distinguish between the terms “industrial relations” and “employee relations” and identify the different disciplinary inputs which comprise the study of employment relations. The term employee relations lays stress upon the processes of interpersonal relationships among individuals as well as the behavior of individuals as members of groups. The term industrial relations use widely in industrial organizations and refers to the relations between the employers and workers in an organization, at any specifies time. Also, learn and Understand Entrepreneurship Theories and Empirical Research.

Learn, What is the Difference Between Employee and Industrial Relations?

Thus, while the problem of employee relations are personal in character and are relate to the behavior of individuals where moral and social element predominate, the term industrial relation is comprehensive covering human relations and the relations between the employers and workers in an organization as well as matters regulated by law or by specific collective agreement arrived at between trade unions and the management. Roles of HR Management in Organizations on Difficult Times.

However, the concept of industrial relations has undergone a considerable change since the objective of evolving sound and healthy industrial relations today is not only to find out ways and means to solve conflicts or resolve difference but also to secure unreserved cooperation and goodwill to divert their interest and energies toward the constructive channel.

The problems of industrial relations are, therefore, essentially problems that may solve effectively only by developing in conflicting social groups of an industrial undertaking, a sense of confidence, dependence, and respect and at the same time encouraging them to come closer to each other for removing misunderstanding if any, in a peaceful atmosphere and fostering industrial pursuits for mutual benefits.

Employment relations in general:

Employment or human relations cover all types of interactions among employees such as cooperative efforts, interpersonal and group relationships. The purpose of employment relations is to deal with the people, the business employees, and the issues arising from their employment. Acquiring, developing, maintaining, and motivating staff in all aspects that are cover by the employment relations area. Employment relations are necessary as the employee is the most important part of a business and turn it either into a successful unit or drive it to catastrophe.

‘Industrial relations‘ is generally understood to refer to the relationship between employers and employees collectively. The term is no longer widely used by employers but summons up a set of employment relationships that no longer widely exist, except in specific sectors and, even there, in modified form. What is an e-HR (Electronic Human Resource)?

The term ‘employee relations‘ conceived as a replacement for the term ‘industrial relations‘ but its precise meaning in today’s workplaces needs clarification. Business managers have come to recognize that their employees are the most important part of a business and through effective management, a business can gain a competitive advantage.

The skills, knowledge, and creativeness of employees is the main potential that a business has over its competitors, and thus the realization that the employee has the most influence over important aspects such as its profitability, competitiveness, and adaptability has led to the idea that managing these human resources to develop their maximum capabilities.

Human resource management or employee relations is the process of finding the people the business needs, developing their skills, knowledge, talents, careers. Motivating and maintaining their commitment to the business.

History;

The turn from industrial relations to employee relations can spot on several different dimensions. From a peak of some 12 million-plus, union membership has fallen to around 7 million today. Between 1980 and 2000, the coverage of collective agreements contracted from over three-quarters to under a third of the employed workforce.

The Workplace Employment Relations Survey (WERS) 1998 showed that union officials spent most of their time not on negotiating pay and conditions but in supporting grievances on behalf of individual members. Even where collective bargaining continues, its impact on the exercise of management discretion was greatly diminishing.

Industrial relations:
- Became inevitably associated with trade unions, collective bargaining, and industrial action;
- Had too strong a tendency to view the world of work as synonymous with the heavy extractive and manufacturing sectors of employment, sectors which were dominated by male manual workers working full-time and which are in decline in nearly all developed economies.
Using the term employee relations enables the adoption of a broader concept that:
- Encompasses the now dominant service sector which, in many developed countries, now employs more than 70 percent of the workforce, and the changes in the composition of the labor force such as more women working and more part-time, temporary and fixed-term contracts;
- Include non-union as well as union scenarios and relationships.
The meaning of employee relations with employers:

Some broad conclusions emerging from research are:
- Employee relations can see primarily as a skill-set. Or a philosophy, rather than as a management function or well-defined area of activity.
- Despite well-publicized instances of industrial action, the emphasis on employee relations continues to shift from ‘collective’ institutions. Such as trade unions and collective bargaining, to the relationship with individual employees.
- The ideas of ’employee voice’ and the ‘psychological contract’ have been accepted by employers. Reflected in their employee relations policies and aspirations.
- Employee relations skills and competencies are still seen by employers as critical to achieving performance. Benefits through a focus on employee involvement, commitment, and engagement.
- Employee relations sees as strategic in terms of managing business risk. Both the downside risk of non-compliance with an expanding body of employment law. The upside risk of failing to deliver maximum business performance.
- Nearly two-thirds of unionized employers regard the relationship between management and unions as either positive or very positive.
- Public sector managers are more likely than those in the private sector to see union influence as strong. With, almost three-quarters reporting union influence as significant or very significant.
Disciplinary inputs of employment relations:

Many national labor laws contain provisions on the employment relationship. Despite certain similarities, however, not all national labor laws provide exhaustive or equal coverage of the subject. Some provisions deal with the regulation of the employment contract as a specific contract. Its definition, the parties, and their respective obligations. Other provisions are intending to facilitate

recognition of the existence of an employment relationship and prescribe administrative and judicial mechanisms for monitoring compliance. In general terms, the employment relationship creates a legal link between a person who performs work. The person for whose benefit the work is performed in return for remuneration. Under certain conditions established by national law and practice.

The determination of the existence of an employment relationship should guide by the facts of what was agree upon. Perform by the parties, and not on how either or both of the parties describe the relationship. This knows in law as the principle of the primacy of fact. The legislation adopts in some countries since the end of the twentieth century contains provisions refocusing.

Extra knowledge;

The employment relationship to extend the scope of the law and hence its protection to new categories of workers; to combat disguised or fraudulent employment relationships and improve compliance with the law, and to ease the burden of proof on the worker in particular. When seeking to prove the existence of an employment relationship in a given case.

To conclude, employment relations involve the body of work concerned with maintaining employer-employee relationships. That contribute to satisfactory productivity, motivation, and morale. Essentially, Employee Relations is concerned with preventing and resolving problems involving individuals which arise out of or affect work situations.” Why is the Need Entrepreneurship for Small Business?

Parallel to this regulatory response to the growing concern at the lack of protection for workers. Who are in fact in an employment relationship which might be ambiguous or disguise? There has also been a continuing tendency in case law to apply. The traditional approach to the employment relationship to new and complex situations.
November 21, 2017
Advantage and Disadvantages of Mission Statement

Difference of Advantage and Disadvantages of Mission Statement

What is Definition of Mission Statement? A sentence describing a company’s function, markets and competitive advantages; a short written statement of your business goals and philosophies. Difference of Advantages and Disadvantages of Diversity Management.

A mission-statement defines what an organization is, why it exists, its reason for being. At a minimum, your mission-statement should define who your primary customers are, identify the products and services you produce, and describe the geographical location in which you operate.

If you don’t have a mission-statement, create one by writing down in one sentence what the purpose of your business is. Ask two or three of the key people in your company to do the same thing. Then discuss the statements and come up with one sentence everyone agrees with. Once you have finalized your mission-statement, communicate it to everyone in the company.

It’s more important to communicate the mission-statement to employees than to customers. Your mission-statement doesn’t have to be clever or catchy just accurate.

If you already have a mission-statement, you will need to periodically review and possibly revise it to make sure it accurately reflects your goals as your company and the business and economic climates evolve. To do this, simply ask yourself if the statement still correctly describes what you’re doing.

If your review results in a revision of the statement, be sure everyone in the company is aware of the change. Make a big deal out of it. After all, a change in your mission probably means your company is growing-and that’s a big deal.

Once you have designed a niche for your business, you’re ready to create a mission-statement. A key tool that can be as important as your business plan, a mission-statement captures, in a few succinct sentences, the essence of your business’s goals and the philosophies underlying them. Equally important, the mission-statement signals what your business is all about to your customers, employees, suppliers and the community.

The mission-statement reflects every facet of your business: the range and nature of the products you offer, pricing, quality, service, marketplace position, growth potential, use of technology, and your relationships with your customers, employees, suppliers, competitors and the community. Components of a Strategy Statement.

Advantages of Mission-Statement

Provides direction: Mission-statements are a way to direct a business into the right path, it plays a part in helping the business make better decisions which can be beneficial to them. Without the mission-statement providing direction, businesses may struggle when it comes to making decisions and planning for the future, this is why providing direction could be considered one of the most advantageous points of a mission-statement.

Clear purpose: Having a clear purpose can remove any potential ambiguities that can surround the existence of a business. People who are interested in the progression of the business, such as stakeholders, will want to know that the business is making the right choices and progressing more towards achieving their goals, which will help to remove any doubt the stakeholders may have in the business.

The benefit of having a simple and clear mission-statement is that it can be beneficial in many different ways. A mission-statement can help to play as a motivational tool within an organization. It can allow employees to all work towards one common goal that benefits both the organization and themselves. This can help with factors such as employee satisfaction and productivity. It is important that employees feel a sense of purpose. By giving them this sense of purpose it will allow them to focus more on their daily tasks. Help them to realize the goals of the organization and their role.

Disadvantages of Mission-Statement

Although it is mostly beneficial for a business to craft a good mission-statement. There are some situations where a mission-statement can be considered pointless or not useful to a business.

Unrealistic: In most cases, mission statements turn out to be unrealistic and far too optimistic. An unrealistic mission statement can also affect the performance and morale of the employees within the workplace. This is because an unrealistic mission statement would reduce the likelihood of employees being able to meet this standard which could demotivate employees in the long term. Unrealistic mission statements also serve no purpose and can consider a waste of management’s time. Another issue which could arise from an unrealistic mission statement is that poor decisions could made in an attempt to achieve this goal. Which has the potential to harm the business and seen as a waste of both time and resources.

Waste of time and resources: Mission-statements require planning, this takes time. Effort for those who are responsible for creating the mission statement. If the mission-statement is not achieve, then the process of creating. The mission-statement could seen as a waste of time for all of the people involve. A lot of thought and time is spent in designing a good mission-statement. And to have all of that time wasted is not what businesses can afford to doing. The wasted time could have spent on much more important tasks within the organization such as decision-making for the business.

April 17, 2017