Are people really an organisation's most important asset? Not necessarily; some may be liabilities – but others are the most important drivers of value that an organisation has. But…who are they? How do you know? How can you maximise the value they have and the value they provide? Finding the answers to questions like these is what human capital management is about. Whether public or private, successful achievement depends first on the capability of people, and secondly on their commitment and productivity. Andrew Mayo's Human Resources or Human Capital? discusses how you can ensure the most effective management of these value creating assets. The first part of the book also shows how to create an integrated framework of measures that can become an integral part of the organisation's performance management – and how companies have done this in practice. The modern Human Resources (HR) function desires to be involved, relevant and supportive of the business and its strategies – but often seems not to be so. For human capital management to be effective, it is HR that must initiate the necessary mindsets, frameworks and processes. Part two of this book shows how to do this strategically and successfully, and how HR can be a serious and credible 'Business Partner', enabling managers to achieve their goals through their people and adding real value to all the stakeholders of the organisation. The book includes 'action challenges' with every chapter and numerous practical examples of the application of its messages.
The HR function is having to adjust itself to the implications of the globalisation of business activity. This has meant adjusting its philosophy, policies and practices to fit new organisational imperatives, as well as creating its own refashioned service delivery model. Peter Reilly and Tony Williams's Global HR explores the key issues of building an international brand, culture and talent pool, whilst contributing to business and functional transformation, drawing on examples from multinationals in telecoms, fast-moving consumer goods, manufacturing, software, services and commodities. In doing so, they offer insights into managing people and businesses that no organization can ignore.
After a century in which charities suspected the motives of cynical business people, and business people dismissed the contributions of amateur volunteers, the two sectors are coming together today as never before. The third sector has increased its business capacity through the experience gained from a decade of providing commissioned services to the public sector. Society today expects employers to do more to engage with both communities and good causes and the business case for doing so can be and is being made. But business also realises that charities do conscience better than they can and so co-working is increasingly being sought. In Partners for Good, Tom Levitt points the way to successful partnerships at local, national and international levels. There is now even an agreed international standard on what constitutes the social responsibility obligations of organisations operating in all sectors, in all parts of the world, over and above international legal frameworks. Sustainability today refers to the triple bottom line (financial, social, environmental) rather than being a green concept alone. On the down side, grants and other funding opportunities provided by governments to the third sector over the last ten years are suddenly ending and support structures are disappearing. The incentives for forging successful and sustainable win:win partnerships between businesses and charities in the new Big Society are therefore high, however demanding the time scale on offer.
Over the last 14 years of advising leading global companies, author Philip Weiss developed a unique approach designed for the modern executive to adapt and thrive in this age of vast networks, digital communications and perpetual change. The Hyperthinking model is predicated on the assumption that the most important skill required to help you and your organization grow is the mind-set of individuals. Using the techniques in this book, practitioners will be able to continuously alter their perceptions and discover how to adapt to this new business world.
HR has sought to reposition itself as a strategic contributor to organizations. To facilitate this, it has restructured, bringing in shared services, business partners and centres of expertise, simplifying, automating and rationalising processes, and devolving some activities to managers, whilst outsourcing others. HR has yet to give sufficient attention to the capability of the function to deliver against the added value promise. This book looks at the developments that have brought HR to its present position. It sets out a vision of where HR might be headed, including a definition of its role and activities. It identifies a number of challenges that HR will have to face if it is to be effective. These include not just skills, but problems with structures and relationships with stakeholders, be they line managers or employees. The authors also highlight ways of monitoring HR performance and of demonstrating its value. It all adds up to an authoritative reference guide for all HR directors seeking to define their role and future aims, for those new to the function on the challenges they will face, and for senior executives on what they should expect the added value to be from their HR function.
Organizational leaders, governments and trade unions all agree that learning is fundamental to organizational and economic success. The question is how it should best be supported. The Handbook of Work Based Learning delivers a compelling answer to this question. Learning needs to be based in the realities of organizational life. This unique, groundbreaking handbook provides a definitive guide to the set of strategies, tactics and methods for supporting work based learning. The three main parts of the Handbook, which focus in turn on strategies, tactics and methods, are written for both the learner and the professional developer alike. Each includes a description of the process (strategy, tactic or method), provides examples of what it looks like in action, explains the benefits and the likely limitations and provides a set of operating hints for applying the process. Nothing has been neglected, so alongside detailed descriptions of what to do and how to do it, the authors have included the Declaration on Learning, created by thirteen of the major figures in the field of organizational learning, a section guiding you towards routes for gaining qualifications, along with a well-researched set of references and further reading.
Andrew Hayes makes available in this book a popular and up-to-date account of the archaeology of Britain an Eire, while skilfully avoiding the danger of over-simplification.
This is the second volume in a four-volume series aimed at guiding the pharmaceutical industry toward sustainability. After analyzing and exposing some of the backward and ill-conceived notions that guide the present state of the industry, this volume presents key theories and new, groundbreaking solutions for re-thinking the processes involved in the engineering of pharmaceuticals and offers a fundamental paradigm shift. The 4 volumes in this ambitious project are: • Volume 1: Practice, Analysis, and Methodology • Volume 2: Theories and Solutions • Volume 3: Applications for Mental Disorder Treatments • Volume 4: Applications for Physical Disorder Treatments This ground-breaking set of books is a unique and state-of-the-art study that only appears here, within these pages. A fascinating study for the engineer, scientist, and pharmacist working in the pharmaceutical industry and interested in sustainability, it is also a valuable textbook for students and faculty studying these subjects.
Our traditional ways of looking at economics, business and politics are not fit for purpose. The causes of the recent crisis were behavioural and international, but our measures are superficial and financial, recorded at a national or company level. This is combined with a fervent quest for endless ‘growth’, no matter how unsustainable. Theory has to catch up with reality. Many books chart different courses for economic and business management but New Normal, Radical Shift is different. Using examples from international organizations around the world, it analyses not only the business model that failed, but challenges wider economic and political beliefs that employees’ interests always conflict with those of managers and business owners. Neela Bettridge and Philip Whiteley argue that the right messages about good practice in business struggle to be heard, not because of indifference or inertia, but because dysfunctional philosophies are still supported not only within business and business schools, but also within political circles and by trade unions, NGOs and others campaigning for workers’ rights. The central belief of the ‘old normal’ is that profits are made by exploiting workers and the environment. In this book the authors’ arguments - all supported by exemplary case studies -demonstrate that this belief is false, opening up enormous possibilities in a ‘new normal’ of enhanced working lives, environmental protection and business success.
The pharmaceutical industry is one of the most important industriesin the world, offering new medicines, vaccines, and cures to aglobal population. It is a massive industry, worthy of a deepand thorough examination of its processes and chemistry, with aview toward sustainability. The authors describe what is andisn't truly sustainable, offering a new approach and a newdefinition of the sustainability of pharmaceutical and chemicalengineering and the science behind it. This is a cutting-edgework, aimed at engineers, scientists, researchers, chemists, andstudents.
As medical technology advances and severely injured or ill people can be kept alive and functioning long beyond what was previously medically possible, the debate surrounding the ethics of end-of-life care and quality-of-life issues has grown more urgent. In this lucid and vigorous book, Craig Paterson discusses assisted suicide and euthanasia from a fully fledged but non-dogmatic secular natural law perspective. He rehabilitates and revitalises the natural law approach to moral reasoning by developing a pluralistic account of just why we are required by practical rationality to respect and not violate key demands generated by the primary goods of persons, especially human life. Important issues that shape the moral quality of an action are explained and analysed: intention/foresight; action/omission; action/consequences; killing/letting die; innocence/non-innocence; person/non-person. Paterson defends the central normative proposition that ‘it is always a serious moral wrong to intentionally kill an innocent human person, whether self or another, notwithstanding any further appeal to consequences or motive’.
Washington DC is home to the largest collection of free museums in the world as well as one of America's finest zoos, making it a great destination for families. This guide provides in-depth information on the monuments of the National Mall and the museums of the Smithsonian, including the National Air and Space Museum -- allowing families to plan a visit that best suits their interests and time schedule. Included are easy routes to help families find their way through the National Cemetery at Arlington, the metropolitan area's historic neighbourhoods, and the recently restored U Street theatre district. Entertaining and educational day trips within easy driving range from Washington, such as Gettysburg and other Civil War sites, Annapolis, and exciting amusement parks, encourage parents to personalise their family trip and create a tailor-made holiday that everyone will enjoy. Maps of the metro system make navigating the city a snap for parents with children in tow.
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