Relationship between Personality Traits and Choice of Career
Relationship between Personality Traits and Choice of Career. Personality refers to a unique set of characteristic patterns within an individual that work to influence their beliefs, motivations, emotions, behaviours and interaction with their environment (Goldberg, 1993). The study of the psychology of personality has been attempted by various researchers, whom have attempted to decipher the factors behind personality traits and their differing effects on individuals (Hussain, Abbas, ShahzadRelationship between Personality Traits and Choice of Career
Case Study: Hunter Douglas Group
programming assignment help This is a case study report to analyse how Hunter Douglas Group manages its human resource planning and how the activities involved in the human resource planning process contributes to the success, as well as to ensure future success, of this large multi-national organisation in line with its corporate vision, mission, core values, strategic planning and objectives. Human resource planning provides the means to accomplish the desired outcomes of the organisation and achieving objectives by ensuring that the organisation has the right number of quality people available to achieve objectives through strategy implementation. This is based on a close working relationship between the human resource practitioners and line managers in each company (business unit) of its decentralised organisational structure. The human resource practitioners serve as consultants to line managers concerning the people management implications of business objectives and strategies. Line managers, in turn, have the responsibility to respond to the business implication of human resource objectives and strategies. We also see that the environmental and contextual changes present a number of competitive challenges to this organization which requires its human resource management to be involved in helping to create and build new capabilities. The challenges include: Globalisation: the challenge is to move people’s ideas, products and information around the world to meet local needs. Technology: the challenge is to make technology a viable, productive part of the work setting Competition: in order to remain competitive and remain as a market leader, Hunter Douglas is aware of the importance of continuous training of its people. Economics: economic growth or lower interest rates cause the increase in spending and often increase in business opportunities. Changes in the labour market has an impact on the organisation’s ability to find and keep employees Workforce changes and ability to cope with change: these include resignations, terminations, leave of absences, death, change in employment status and retirement The success of a business is directly linked to the performance of those who work for that business and Hunter Douglas Group is fully aware of this as it believes in the power of learning and providing its employees growth opportunities to develop their skills. Hunter Douglas Group acknowledges that its employees’ commitment is the key ingredient to the Group’s continued growth and success. Hunter Douglas Group prides on the diversity and strength of its corporate culture that empowers its employees to build and run the business like their own businesses. The Hunter Douglas Group acts like a federation of entrepreneurial companies who think globally but act locally. The character and creativity of its 21,000 employees in 169 countries worldwide have built the dynamic and entrepreneurial company that the Group is today. With numerous benefits encouraging wellness and a work-life balance, Hunter Douglas Group regards its employees as its most valuable resource which is the key to the Group’s success. Background Corporate Mission and Core Values Corporate Mission: Hunter Douglas is the world’s market leader in manufacturing a wide range of innovative and quality architectural and window covering products. Hunter Douglas provides on-time delivery, reliable and friendly service at a competitive price. Its aim is to offer fulfillment to its staff and to secure a reasonable return to its shareholders. Core Values: Customer Oriented Putting customers first Providing reliable and friendly service. Achieving on-time delivery Innovation Seeking continuous improvement and new ideas to create value to our customers Striving for creative ways of doing our work better Teamwork Working together harmoniously to achieve common goals and objectives Integrity Honouring commitments to customers, staff and organisation Being sincere and truthful Communication Showing respect and understanding for each other Being frank, open and receptive Staff Well-Being Providing continuous training and development Recognising good performance Corporate Structure Board of Directors Hunter Douglas Group has a one-tier corporate structure. Under its Charter, the Board of Directors is responsible for the overall management and control of the Company. The Board is appointed by the shareholders at the annual General Meeting. The Board has four regular meetings per year and additional meetings as required. Board members may not be members of more than five boards of public companies. Independence The Board has six Members, of whom four are independent. It acts collectively by majority resolution. Functions The Board reviews the overall strategy, financial objectives, budgets, acquisitions, divestments, capital expenditures, currency and aluminium hedging, portfolio composition and returns, results and risks in the Company’s business. Audit and Compensation Committees The Board has an Audit and a Compensation Committee, whose members are independent. The Audit Committee reviews the Company’s accounts, internal controls and meets with the Company’s external Auditors twice a year. The Compensation Committee reviews the Directors’ and Officers’ compensation and stock options. Chairman, President
Human Nature Relationships Society Two Toolbox Approach Discussion
Human Nature Relationships Society Two Toolbox Approach Discussion.
Once again we’re going to imagine our ideal world that we began creating last week. This time, we’ll specifically think about issues of human-environment relationships, and what that relationship might be in an ideal world.How do you imagine what the relationship between humans and nature ideally should be, and how does that differ (if at all) from the actual relationship we currently have in our society? There’s little debate that we live in a society that is environmentally unsustainable in the long term. What kinds of cultural changes might lead to creating a more environmentally sustainable society (customs, norms, behaviors, beliefs, etc)? Thinking about the concept of the “two-toolbox” approach, how might this approach benefit the modern world? Is there anything from the examples discussed in the chapter (The Elder Brothers, the Australian Aborigines, the Dagara, the Lakota, the Hadza) that we could learn from, and/or incorporate into our culture?
Human Nature Relationships Society Two Toolbox Approach Discussion
its my homework question 1
its my homework question 1.
The concept of tian occurs in both Confucianism and Taoism, but means slightly different things to each. In two solid, well written paragraphs, explain the mean of tian within each tradition. If you use our textbook as souce, no need for a bibliography or works cited page. If you use any additional resources, please cite accordingly.Grading will be according to the general rubric. Submissions will be analyzed using SafeAssign.This assignment contributes to the following learning outcomes, among others.1. read, write and speak critically and effectively about religious issues.2. work maturely with diverse and conflicting religious views.1. identify the basic ideas, practices and institutions of five or more different religions8. analyze similarities and differences between religions and within the varieties within each religion studied.
its my homework question 1