The Story Of Matthijs - 900 Words

Matthijs made Kyle stand and stripped off his remaining clothes, before gently placing Kyle’s chest atop of the bar stool. This positioned Kyle’s hungry hole directly in front of Matthijs’ dick shaft, while Kyle’s lips nursed once again upon Lars’s cockhead. Newly, realigned to nibble on Lars’s cock; Kyle heard Lars speak, â€Å"You like being a pig bottom? Do you want my Dutch protein?† Obediently, Kyle nodded yes as he gripped tighter and picked up the pace. Lars started making whimpering noises as he repeated, â€Å"Fuck.† Kyle knew Lars was on the brink. â€Å"Lars, stop be selfish. Now it’s my turn to join in,† spoke Matthijs. Kyle’s eyes rolled back as Matthijs’ raw spit-lube cock slid into his asshole. Between swallowing Lars’s dick and†¦show more content†¦As they hugged each other, Kyle had redressed and started down the private spiral staircase into the Spa, itself. Having just been pig-roasted by these two hot Dutch studs, Kyle was getting hornier by the minute as he walked by the Men’s Sauna. Kyle was no stronger to bathhouse antics, and just the scent of Nordic Spruce made Kyle’s dick start to bulge. What the fuck? thought Kyle. Kyle faced the Men’s Steam Room glass door, which had a muscle bound figure pressed against the glass. Dripping in sweat and in the darkness of the light, unrecognizable. It couldn’t be? But, I’ve seen that tattoo before, pondered Kyle in disbelief. Years ago while on a drunken binge, Brendan had a Celtic four-pointed knot tattoo inked below is navel and just above his pubes. Brendan’s muscular chest, torso and thighs adhered to the glass door, while someone from behind was unmistakably either rimming or fucking that bubble butt of his. This action caused Brendan’s impressive cockhead to mushroom upon the glass. Unexpectedly, Brendan’s dickhead burst white globs of cum. This combined with his sweat and the steam, started trickling down the glass door. Glued to the glass, Brendan’s jawbone moaned in silence. This sexcapade made Kyle horny by the second. Fuck, Kyle’s dick was ready to pop a load himself. I just knew it! pondered Kyle. Instead of dashing out of the Spa facility, Kyle located the nearest Men’s Room. Once he faced the urinal,Show MoreRelatedReading Fiction Is A Common Pastime That Is Enjoyed By People All Over The World1132 Words   |  5 Pagescompassionate as they feel for the characters in the story. In Why We Read Fiction, Lisa Zunshine states, â€Å"of the pleasures of reading novels is the enjoyment of being told what a variety of fictional people are thinking† (Zunshine 19). As one immerses themself in a novel, they are introduced to the different thoughts and feelings of each person. Before long, the reader may find themselves sympathizing for the characters as they embark on their journey. In Matthijs Bal and Martijn Veltkamp’s article, they stateRead MoreThe European Union ( Eu )2523 Words   |  11 Pageslast decade by pushing back against the west and trying to rise back up to its former super power status. It has done this partly through actions against various Eastern European countries that neighbor the EU such as the Ukraine. According to Matthij s and Kelemen (2015): Indeed, a resurgent Russia on Europe s doorstep has finally spurred the eu to action. Although member states had initially been split in their reactions to the Russian annexation of Crimea in March 2014, Moscow s continued interventionRead MoreEssay about Interracial Marriages Proposal3930 Words   |  16 Pagesmethods are not used. In-depth interviews however, provide valuable information for programs, particularly when supplementing other methods of data collection. It should be noted that the general rule on sample size for interviews is that when the same stories, themes, issues, and topics are emerging from the interviewees, then a sufficient sample size has been reached. Surveys also have a number of limitations.    The most serious weakness concerns the validity and reliability of    responses obtained to

Performance Management System Free Essays

Contents 1. Performance management on the benefits of a company or organization. 2. We will write a custom essay sample on Performance Management System or any similar topic only for you Order Now Examples and behavior of Performance management. 3. Performance Management Systems 4. Human Capital and Strategic Planning 5. Recommendations Performance management on the benefits of a company or organization. Successful organizations know that to win in today’s competitive marketplace they must attract, develop, and retain a talented and productive staff. Winning organizations get their competitive edge from a performance management system that communicates the organization’s vision and values, aligns individual and team performance goals with the organization’s strategic objectives, outlines career development paths for each team member, and provides ongoing feedback for staff development. We will guide you through the development of your Competency Based Performance Management System, customizing the program to reflect the unique needs of your organization. A Senior Consultant will work with your leadership team to develop a model that will maximize employee input, buy-in and utilization of the new review process. Performance management system training is a process that uses your employees to their full potential, developing the talents of the existing workforce as a cost-effective way to increase the bottom line. These systematic training programs ensure the goals of your company are consistently met by each individual employee. Performance management helps evaluate each employee to see if he is in the right position, and a continued training program develops his skills to their highest level. Having a common goal among employees and management is what makes a company successful. Performance management system training teaches and develops these common goals. When you train your employees effectively, they know what is expected of them and need less monitoring. Employee morale is boosted when each employee feels she is adequately qualified for her job position. Positive morale has proven to increase productivity, which ultimately means higher profits for the business. Performance management includes employee appraisals as a necessary first step. Discerning how your employees currently perform helps you determine how you would like them to perform. You can then set the goals necessary to bridge that gap. You will create a checklist of what you want to assess in each employee, establish a deadline for completing the appraisals and determine how you will go about the evaluation. Performance management is all about motivating employees to do better, so these appraisals are an opportunity for supervisor and staff to mutually agree on goals that will help them succeed. Examples and behavior of Performance management. A management system is the framework of processes and procedures used to ensure that an organization can fulfill all tasks required to achieve its objectives. For instance, an environmental management system enables organizations to improve their environmental performance through a process of continuous improvement. An oversimplification is â€Å"Plan, Do, Check, Act†. A more complete system would include accountability (an assignment of personal responsibility) and a schedule for activities to be completed, as well as auditing tools to implement corrective actions in addition to scheduled activities, creating an upward spiral of continuous improvement. Also as in the aforementioned management system, an occupational health and safety management system enables an organization to control its occupational health and safety risks and to improve its performance by means of continuous improvement. A management system is a proven framework for managing and continually improving your organization’s policies, procedures and processes. The best businesses work as complete units with a shared vision. This may encompass information sharing, benchmarking, team working and working to the highest quality and environmental principles. A management system helps your organization to achieve these goals through a number of strategies, including process optimization, management focus and disciplined management thinking. Performance Management Systems Performance management is a discipline that aims at promoting organizational performance by managing the human capital of an organization. The know-how, skills and capabilities that inherent and used by workers in an organization are referred to as human capital. Human capital is an integral asset of any business, company or organization and many of them have concentrated their investments of human capital. Why are organizations interested in the development management and promotion of human capital? Is human capital becoming more and more relevant to organizations? Studies have indicated that there is a huge overt and covert influence of human capital on the performance of any organization and business and there has been intensive research on human capital as a factor in business and organizational performance. This is why organizations are increasingly empowering their human resource departments which deal with the human capital. It has been proved by various studies that any practice that promotes or enhances human capital influences organizational performance directly by molding organizational behavior and attitudes. Human capital also creates structural and operational focal points that improve efficiency. According to most business executives, people are the most integral assets in any organization because they are the ones that make the rest of the assets to function. They have proved that investment in people often lead to improved revenue and profit margins. However the problem that arises from this assertion is that human capital as an asset is not tangible. This means that is cannot be in any way captured in financial results and statement. This puts a challenge on the business executives to empirically prove that investments in the human capital adds positive value to an organization that results to the growth of the organization and additional, value to the shareholders. There are some indicators that can measure the effectiveness of human capital in a business. They include the image of the organization, popularity with headhunters, experience, satisfaction and loyalty but these signals are not efficient because they do not put a real estimate on the added value to the company. In simple terms, the influence of human capital on the growth of a business is something that cannot be easily documented quantitatively. This is what challenges business executives in their attempt to claim that people are the most important asset in any business. This complicates their quest for the organizations to allow more funding to enhance and promote the human capital they claim is the most integral asset. The human resource management departments in organizations in Australia have realized that human capital needs additional support for the organizations to grow in terms of market share, competitive advantage and revenue base. The emphasis on human capital by businesses and organizations in Australia is based not only on conventional ideals of human capital but also on the contemporary knowledge and information based world of organizations. in a society which is becoming revolutionized by technology, the concept of human capital cannot remain static. For businesses to remain competitive and productive in this digital age, the workforce must therefore be equipped with the relevant skills to keep them at par with the dynamics of technology. This will ensure that things to do with on job training must be emphasized. Additional financial capital needs to be channeled towards the human resource departments to facilitate the training of the workforce. Human Capital and Strategic Planning Strategic decision making must precede the HR functions of the organizations because it is the strategic decisions made that will determine how the strategic functions will be carried out. An organization must therefore identify its missions and visions which must be articulated to all the shareholders. Clear visions and missions are very fundamental for the development of HR strategies because they have to be relevant with the literacy levels and the competencies of the employees who will have to face the challenge of delivering it. One of the problems faced by organizations is the development of unrealistic strategic plans that completely destabilize the HR functions. This is because at times there is absence of leadership competence that does not understand that there is an umbilical cord that connects the strategies with their relevance to the people who will be supposed to execute it. This is why the HR department must also be part of the strategic decision making process and the best way of helping in the making of the strategic decisions is by using its competencies model where the competencies of the already existing employees are factored in such that while most of the visions and missions being planned will be planned around the competencies and the creativity levels of the existing employees. This will minimize the need to make a complete overhaul or a reengineering that would be occasioned by strategic decisions that do not factor in the competencies of the employees. Where the strategic decisions go beyond the competencies of the existing HR, external recruitment would be the most appropriate HR function otherwise, internal promotions based on competencies and performance would be the most viable option as long as the competencies and the performance of the existing HR is factored in during the strategic decision making process (Bradford, 2000). The strategic plans can be easily realized using a HR team that is already acquainted with the practices of the organization meaning that the internal promotions would be the most viable HR practice especially when recruiting for middle level and top management positions. The use of the correct HR practices will enable an organization to adopt a holistic approach that will enable it to capitalize on the competitive market trends avoiding internal divisions and personal agendas that end up blocking the path to the realization of the strategic plans. Recommendations There are a few recommendations that will made that will help in the improvement of performance management systems 1. Firms should invest more in human capital because it is the single most important economic resource of any organization 2. The human capital should be availed with the necessary resources for them to be able to give firms a competitive advantage 3. Human capital should be included in the strategic decisions of a firm because they are the ones who will work on the strategies 4. A collective culture in should be enhanced in firms in order to give the human capital the correct working environment 5. There should be management and leadership styles that support and motivate the human capital to enhance its performance How to cite Performance Management System, Essay examples

Analyzing Management Practices of Oticon

Question: Discuss about the Analyzing Management Practices of Oticon. Answer: Introduction: The following report is going to analyze effective management plans of Oticon. Being one of the most impactful companies on the business of hearing aid manufacturing Oticon has developed its business to the new genre connecting to the internet thus extending the process of facility to the consumers. The Danish company was founded in the year 1904 and it has now become a giant in its own business sector. Hans Demant the founder of Oticon envisioned a certain change in the mindset of venturing of business. Dreaming of bringing the change in to the management system Oticon has been capturing the wide range of the market in the whole world. The global market of the company has turned in to an utter success. In order to analyze the management policies of the company one needs to develop a succinct concept pertaining to the basic understanding of te change management system. The paper is going to succinctly elucidate the effective change management system with the effective chances of the company and its management strategy. After the 90s, Oticon has changed its mode of business looking in to the market structure. After the financial crisis of the company in the year 1990, Oticon has brought in to account the process of change and innovation. The case study follows a certain account pertaining to the appointment of the president Lars Kolind in the year 1980 that has led to a certain change in terms of its business management. Lewis Change Management Theory has been taken in to certain consideration with the effective changes in terms of creating a scope of future business growth. According to Lewin, change is certainly a common thread running through businesses. It does not vary on the basis of size, industry and age of the business. Lewins change management model has three basic stages The first stage, the unfreezing one engages preparing the organization for the acceptance of the change. The organization addressed for the change needs to accept the necessity of it thus giving way to the greater understanding of the issues. So far the concept is concerned there is a clear understanding of how the change is addressed by the leaders and how the concept o change is encapsulated to the organizational members. The second stage that is the change resolves the perplexities of the customers and the people working in an organization. New directions are demonstrated to both the external and internal stakeholders of the company so as to specify the process and what change is required to bring n to operation. It includes transition from personal to collective level. As a matter of fact this has to be taken in to certain consideration with the effective chances with a positive approach. The third stage refers to refreezing. It refers to the basic changes and the execution of such change that has already been planned. As a matter of fact, this change refers to the outward movement of the organization. It ensures the effectiveness of the change that has already been planned. With proper incorporation of the organizational figures this can be taken in to certain consideration with the help of the basic understanding of the entire case pertaining to the basic understanding of the entire case that has to be taken in to certain consideration with the effective changes. In this stage the organizational leader needs to ensure that the change is still prevalent and the relevance al seeds to be taken in to consideration. As a matter of fact, it leads to the greater understanding with the effective case pertaining to the change management. Concept and Theories of Change Management: Organizational Change Management refers to the certain changes that need to be taken in to account for the development and growth of an organization. According to Tripon Dudu, it is quite complex and difficult to define organizational change management. However, the scholars have afforded to define it in their own ways. According to them, this has been a easier struggle with the effective chances pertaining to the effective cost and operations management system. The change management system is associated with the operational changes. However, comparison of the operational change to the organizational change is often placed with a holistic idea of collectivism, change of in the working competency of the individuals. As a matter of fact, change in the mode of the individuals and change in the level of competency of the working staff of an organization has the positive attitude and approach toward the basic understanding of the cases pertaining to the entire case that has to be taken i n to certain consideration with the effective leadership and coordinating facilities. Since organizational change is nothing but the state o shift or transition between the current state and a newer state having the vision of organizational growth thus ensuring profit maximization the shift needs to be a positive one. The dynamic concept of OCM was first addressed by the post modern industrialists during the 80s. Oticon during the 90s: After having been appointed as the president of Oticon, the first objective that was driven to Lars Kolind was to internationalize the business. This case study provided pertains to the leadership quality of Kolind. Kolind as an organizational leader focused on the human resource management to bring the change in action. The prime objective of the president was to define job roles to the each and every individual associated with the organization. As a matter of fact, it leads to the greater understanding of Kolind who broadened the scope of organizational culture. During the 90s Otcon faced the greatest o the wrath of financial crisis. Many of the business scholars say that the motif of executing the change led to a certain fall of sales and market convincement. 1990 is considered to be the period of transition of Oticon. During the transition period the grip from the market was loosened thus entailing the downward movement of profit graph. Kolind focused on the structural change and emphasized on the change in the mode of studying the market. His motif was not captivated within the concept of making only money through mere manufacturing process. Study of market segmentation was taken in to consideration as one of the strongest weapons of creating the effective market change. Implementing the Change in the System: The process of revival has been quite interesting in terms of making it effective with the changes made during the years. The process of revival was burdened upon the basic changes with the help of the entire case pertaining to the understanding of the real sense. As a matter of fact, perception of bringing technology in to account has been taken in to certain usage with the help of the entire case pertaining to the basic changes with the effective chances. Persistency in the model of the change management is the basic model in terms of making it understandable so as to find out how new chances are interpreted. Acceptance of technology with the effective changes has been taken in to consideration. The then president of Oticon had realized that the business of the company was entirely associated with technological improvement. As a matter of fact, this leads to the greater understanding of the effective chances to accept the implementation of technological usages. However, the time pe riod of the 80s did not find effective level of acceptance in terms of technological usages. The change process: Think the unthinkable In Oticon, problems mounted to a level where it was apparent that fundamental steps had to be taken. The first of them was the selection of their new CEO, Lars Kolind, who was provided with full accountability for bringing in the changes within the organization. After a period of rationalization for two years along with lessening of costs, sales and administration cost were slashed by 20 per cent with the new CEO suggesting a broader package of innovative and radical proposals. All these were bundled into a seven page memo, known as the Think the Unthinkable that was written by new CEO, disseminated to all the staffs in the 1990 March. Recruiting Kolind as the president of Oticon has been the key driver with the company developing in a growing market for attaining better results. Another key driver is the consistence of the apparition and strategy along with the way it has been positioned through the involvement of the entire workforce, explaining not only the alterations but also th e justification (Williams, 2013). Some of the changes that were suggested were: Augmenting the competitiveness through proper utilization of resources related to human and technology in effective manner, thereby lessening the overhead costs that exceeded the real cost of production. Substituting the structure of hierarchical job with project based organization with each of the employees being involved in number of cross-functional and cross-organizational projects at the same point of time. Discarding the conventional managerial jobs and featuring the managerial ability to the project groups or to the individual employees. Assisting the physical mobility through creation of an open office space where each person would be having a cart or a trolley that can be moved around the office. On the other hand, as per Albach et al., (2015), there were presence of certain opposed forces as after thorough investigation, the CEO realized that there was not much they could do better than to compete. Actual skills along with competencies were not adaptable to the new structure and therefore the culture required a change. Resistance to change was stated to be a limiting factor as they had to struggle in transforming the organization from a technology based one to a knowledge based. A two-phased change: Lars Kolind has been famous for his perception of spaghetti organization. His commencement of work with Oticon was greeted with the company being in deep trouble and needed some sort of miracle for survival. Oticon has been a conventional, slow moving and departmentalized company, where Lars knew radical changes was essential in steering the company back on track (Hayes, 2014). Lars was instrumental in centralizing the decision making process for radically cutting costs and making the company profitable again. The Building Phase: Even though the first few years of Lars approach was successful, he understood that his style of leadership would not take Oticon forward. He felt the time is appropriate for change in further growing the business of Oticon. The change that Lars brought in his style of leadership and within the company was a remarkable feat. The things that he did during the cost-cutting phase was completely opposite of what he did during the building phase. During the second phase, he approved on the new style of leadership, a style that would be beneficial in stimulating innovation, creativity and proper initiative (Sutherland, 2013). He strived hard in stimulating the bottom up change within the company for renewing itself, positioning certain ground rules in places like removal of managerial positions along with formal job titles, employees becoming associates, associates continually being encouraged in learning fresh skills, with communication becoming the center of the new method. Lars believed in conversations rather than communicating through mails with offices being designed for the same. Leadership style of Lars Kolind: Leadership can be defined as focusing on setting a track and improving on the strategies required for moving in that same direction through creation of a vision. Their much focus has been on supporting people, communicating the fresh direction and generating coalitions dedicated towards getting there. Lars Kolind can be stated as a visionary leader making use of the transformational advancement in motivating his employees for delivering as per his vision (Matos Marques Simoes Esposito, 2014).. He had the ability in making the best use of his personality for motivating his faction to forgo their self-interest in favor of Oticon. The managers also played down their role to a greater extent in delivering the vision of their leader. Simple procedures were being implemented for opening projects like the approval of one senior manager is enough along with the most impacted managers shifting from the hierarchical construction to a more project based organization (Goetsch Davis, 2014). This obscured changes within their behavior for attracting the best possible staff in their team and retaining the same. Oticon made the most conscious of decisions in treating their employees as certain responsible adults like the assumptions made in Theory Y. McGregor preserved that there exists two human nature views: one a negative outlook- Theory X; and another the positive view- theory Y. In case of Oticon, under a capaable leadership of Lars Kolind, it has always been the positive observation of human nature, like eager in increasing the responsibility level, staffs keen on sharing their views and using enough creativity to generate something unique. This can only be possible if the leader is stated to be a visionary one, making use of transformational advancement. Implication: Oticon has been a company that witnesses enough success during the 70s and 80s before getting into trouble. It depicts the fact that organizational and technological changes are intertwined in nature, along with the importance of the clear strategic viewpoint while instigating a turnaround. It illustrates the fact that knowledge based organizations have the ability in revealing formerly unexploited human resources through the changing of the working circumstances and the managerial technique. The professionalization of the project managers has been illustrating the ways Oticon has been stressing the biggest possible distance to conventional concepts of management. There have been mix feelings among the employees of Oticon with many expressing that the conventional management issues still exists, of things like hierarchy does not exist, but is present in some way or the other. `There are certain pros and cons to the spaghetti management style of organization arrangement at the time of developing of an individuals career. The unthinkable proved more realistic and thriving. The firm depicted that it could be successful financially, having an exciting and self-motivated organization at the same time. However, certain adjustments of the fundamental organizational design were being made. For example, the movable workstation idea was comprehended, retaining of the project groups, now supported by proficient project Management Company. Recommendation: As it has been discussed in the aforementioned analysis the CEO has no doubt worked for the advancement of the technological interference in the business method. He has also focused on the improvement of production. This is how the basic change in the project management plan has to be taken in to certain consideration with the effectiveness of leadership quality. However, some setbacks have been detected while going through the case history. The lacuna liesin the fact that the two phased method could have been devised separately so as to drive the organizational change in to effectiveness. Since, sudden revamp could have brought down the single lined focus of the company in to multiple objective methods; it could have been taken in to consideration with the effective changes. On the other hand, the necessity of turnaround could have been focused much earlier that could have averted sudden risk of the company. This risk management plan was taken under certain consideration with the ef fective changes. Conclusion: It can thus be concluded that change management is indispensible for any organization that can ensure improvement and overall development of the company. Change management involves greater leadership quality. Kolinds leadership quality has no doubt excelled the production level and marketing impact of the company. The transformative leadership quality lay within him has been effective in driving the organization to utter success. He did not stick to one single phase of his leadership quality rather he has changed his perception about the era in which he was working. This is how it has been proactively impactful to the business management method that has affected the entire mode of marketing and sales category. Reference: Albach, H., Meffert, H., Pinkwart, A., Reichwald, R. (Eds.). (2015).Management of permanent change. Springer Fachmedien Wiesbaden. Goetsch, D. L., Davis, S. B. (2014).Quality management for organizational excellence. Upper Saddle River, NJ: pearson. Hayes, J. (2014).The theory and practice of change management. Palgrave Macmillan. Hechanova, R. M., Cementina-Olpoc, R. (2013). Transformational leadership, change management, and commitment to change: A comparison of academic and business organizations.The Asia-Pacific Education Researcher,22(1), 11-19. Matos Marques Simoes, P., Esposito, M. (2014). Improving change management: How communication nature influences resistance to change.Journal of Management Development,33(4), 324-341. Sutherland, K. (2013). Applying Lewin's change management theory to the implementation of bar-coded medication administration.Canadian Journal of Nursing Informatics,8(1-2). Williams, C. (2013).Principles of management. South-Western Cengage Learning.