Current report aims to present and analyze the relationship between three particular aspects of business operations: business environment, marketing and human resources.
The targets of the study – as set in its beginning – have been fully achieved. The most important elements of the above frameworks are presented below;
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The growth of businesses in the modern market is depended on their ability to face the market’s pressures – as these pressures are reflected to the delays and the difficulties each organization faces when trying to secure its position towards its rivals. Current paper is important for the following reason: it explains the potential relationship among key organizational aspects, such as business environment, marketing and human resources. Moreover, it clarifies the terms under which the above frameworks can be developed. At this point, the reference to the theories and the techniques used for promoting organizational growth – especially in regard to the above frameworks – has been considered as necessary for highlighting the following issue: organization is a complex entity – meaning its processes but also its needs. For responding to the needs of organizations, as parts of the business environment in all markets worldwide, theorists and researchers have developed appropriate theoretical and practical models. It has been proved that the management of critical organizational factors can be based on tools and theories which have similar characteristics; however, the level at which these theories and techniques are effective is not standardized. The literature published in the specific organizational sectors, those mentioned above, has been carefully reviewed – as possible....
It has been proved that the management of critical organizational factors can be based on tools and theories which have similar characteristics; however, the level at which these theories and techniques are effective is not standardized. The literature published in the specific organizational sectors, those mentioned above, has been carefully reviewed – as possible. It has been proved that even if business operations are likely to be equally addressed – in terms of their needs – there are organizational sectors which are likely to attract more the attention of organization’s management team – for example HR needs are often set as a priority when designing the organizational plans while other aspects of the organization are not given equal attention, for example, the marketing of the firm’s products/ services. Such phenomenon is explained by the following fact: all firms are likely to be based on certain sectors/ operations. These sectors are not equal, in terms of their contribution in the development of daily organizational tasks. For instance, employees are traditionally considered as being the most important organizational asset; however, today, the role of employees within organizations has been changed – not only financially. The theories, models and techniques presented below reflect this inequality but at the same time they highlight the following problem: the monitoring on the firm’s practices is often problematic, meaning that employees are not always aware of their obligations towards the organization. The use of the theories, models and techniques suggested above could help to the increase of effectiveness of organizational plans – since the planners of the
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The study just simply tries to show someone the importance of integrating the concept of managing human resources, most importantly in the event of expansion of the firm which specifically would include alignment and substantial change in the process. Managing human resources is such a complex activity in an organization.
Human resources management or department in any organization is responsible for offering and explaining benefits, managing health and safety issues of the company, advising on special work programs, data handling related to employees, motivation of employees by offering incentives and handling all sorts of complaints against the workers or management.
According to (Deb, 2006:46-51) argues that the company has a structured process for selection and recruitment so as to ensure that they have the right number of people in the right jobs and at the right time. As a result it attracts applicants for both the managerial and operational roles.
It would seem the most likely comparable sampling approach used in the Middlemist article is the probability sampling (Rosnow & Rosenthal 199-200). In the sense that the selection of the men relied on the probability of the random men who may enter the restroom were only used in their study.
(operating under UK's local authority administration). Example selected is educational service.
We shall begin our discussion of the above quoted views of Hooley, Broderick and Moller with a brief look at the firm to try to understand what motivates its actions and behaviour.
According to him, his company’s employees very often entered into conflicts with the management and thus the HR department very much focused on the job satisfaction of employees. For this, its main role was to
owever, often organizations are unable to engage their employees in the organization’s activities and employees are only involved up to the extent of performing their job, which they often do half-heartedly (Zheng et al, 2010).
If the employees of an organization are not
Moreover, it also comprises of partner networks in 40 countries that enhanced its portfolio and brand image to a significant extent. Due to which, the organization of Vodafone is recognized as the second largest telecommunication providing organization in the entire
The industry, which this organization serves, requires knowledgeable and competitive employees who can provide the best possible solution to the people who seek their assistance. To gain competitive advantage in the industry, the organization needs to have highly trained employees who have significant knowledge about the medicinal issues.
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