INTRODUCTION: In today’s competitive environment vertical mobility is an important issue. Vertical mobility refers to a person or group's movement up or down in an organizational hierarchy. Vertical mobility is commonly referred to as social mobility; yet vertical mobility can also refer to any movement up or down a hierarchy of any kind, not necessarily related to social status in the same way that social mobility is. In an organization, vertical mobility is considered to be an important human resource practice which is of two types; upward and downward. Upward vertical mobility refers to a person’s movement up the promotion ladder and while downward vertical mobility stands for demotion. Employee efficiency is an employee characteristic and relate to the speed and accuracy of an employee at the job task. Actual output of a person compared with the desired or planned output, expressed usually as a percentage …show more content…
A brand new 400-bedded 4-story block has been added to the hospital and is now fully operational. It is equipped with state of the art equipment including MRI and DSA. 1.2. SHIFA INTERNATIONAL HOSPITAL The Hospital was incorporated on September 20, 1987 as a Private Limited Company and converted into Public Limited Company on October 12, 1989. The first Shifa office was established at the residence of Dr. Zaheer Ahmad in sector F-8/3 of Islamabad. Later it was moved to a rental place in Blue Area (commercial buildings area in Islamabad), and finally the site office building was established in January 1988. The idea of developing a high class medical facility in Pakistan was conceived in New York, USA in the mid of 1985. The hospital’s team (founders and sponsors) kept expanding from all across the globe. By the time of its opening on June 26, 1993, it had crossed 400 plus sponsors, with a 500 million rupees equity. Till this time the Hospital has not borrowed a single rupee from any other
This report shows and examines the extent to which the concept of the managerial escalator fits into the work of a manager. For this report I interviewed two managers of my choice, I investigated whether I could identify the two managers as hybrids and to what extent the followed the managerial escalator. I also identified to what extent it is possible to identify a Managerial Gap with either Manager. At the end, I discover the strategies which the employing organization has utilized in order to support these Managers.
management should always strive to power downward to empower folks at all levels. A manager
Light, A., Ureta, M. (1995). Early- Career Work Experience and Gender Wage Differentials. Journal of Labour Economics. 13 (1), pp. 121-154 Retrieved from http://ideas.repec.org/a/ucp/jlabec/v13y1995i1p121-54.html#biblio
Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2012). Staffing organizations (7th ed.). New York, NY: McGraw-Hill.
Kroger’s formal communication structure or flow utilized within the chain of command defined by the organizations CEO uses the three formal channels and types of information that is conveyed in a downward, upward, and horizontal communication style. This is used by the top CEO, Rodney McMullen, in a downward style through the numerous chains of command, finally reaching all the way to the various store brands and store level management. Downward communication, comes from the top CEO level and is communicated down through the chains of command. An example of how culture has influenced Kroger’s downward communication can be seen in the use of videos posted by Kroger’s CEO. Upward communication is when messages come from the subordinate levels to higher in the organization’s management pyramid (Daft, 2012, p.579-580). An example of an upward and downward communication tool can also be seen on Kroger’s intranet in the form of a company blog.
The glass ceiling is an invisible barrier preventing women and minorities from advancing into upper management (Bell 67). Despite extensive legislation and the widespread implementation of equal opportunity policies, there is still widespread structural inequality and job segregation in organizations throughout the United States. "The level of the `glass ceiling' varies among organizations and is reflected in different employment patterns, hiring practices, and promotion plans" (Adler 451). The purpose of this paper is to provide background as well as a more in-depth analysis of the glass ceiling phenomenon and apply a human-capitalistic theorist perspective to the issues.
Boudreau, J. W. and Ramstad, P. M. (2003). Strategic HRM Measurement in the 21st Century:
Job mobility no longer carries the stigma once associated with job change, although it can be emotionally stressful. Corporate upheavals of the early 1990s and low unemployment rates during the last part of the decade have caused changes in job search and hiring practices. Companies, especially those in technology fields that are in dire need of qualified, skilled, and experienced employees, are driven to recruit workers away from their current employers. Workers, who see job mobility as a way to find work that is appealing, challenging, and offers growth potential, are viewing career change as a way to progress through the uncertainties of the workplace.
Human resource management (HRM) encompasses the activities of acquiring, maintaining, and developing the organization's employees (human resources). "The traditional view of these activities focuses on planning for staffing needs, recruiting and selecting of employees, orienting and training staff, appraising their performance, providing compensations and benefits, and making their career movement and development." HRM involves two aspects:...
Stitt-Gohdes, W. L. Career Development: Issues of Gender, Race, and Class. Columbus: ERIC Clearinghouse on Adult, Career, and Vocational Education, 1997. (ED 413 533)
In this case, the downward communication is a communication that flows from one of level a group or organization to a lower level is downward communication. When we think of managers communicating with employees, the downward pattern is the one we are usually thinking of. The most common forms of downward communication are job description, memos and e-mails from the CEO, policy statements, hiring and operating procedures, manuals and company publication. It is used by group leaders and managers to assign goals, provide job instructions, inform employees of policies and procedures, point out problem that need attention and offer feedback about performance. In many organizations, downward communication is often incomplete, inadequate, and inaccurate, as evidenced in the often-heard statement among organization members that “we ...
According to Parkinson’s Law the growth in the number of managers and hierarchical levels is controlled by two principles: (1) “An official wants to multiply subordinates, not rivals,” and (2) “Officials make work for one another (Parkinson 14).” Hence, managers are building an empire for themselves, a tall hierarchy. The higher the empire increases, the higher the managers position become in the organization.
Communication which flows from the superiors to subordinates is known as downward communication means a process of starting communication process from upper level to lower level. Group leaders and managers use it to assign goal, provide jod instruction, explain policies and offer other feedback about performance. Managers can do this in various ways such as via speeches, messages in newsletter, e-mails, leaflets, bulletin boards, memos and others. When the managers of the organization assign goals to their employees, they are using downward communication. The downward communication occurs when information and messages flow down through an organization's formal chain of command or hierarchical structure. In other words, messages and orders start at the upper levels of the organizational hierarchy and move down toward the bottom levels. Responses to downward communications move up along the same path.In an organization structure, the superiors utilize their abilities to attain the desired targets which mean that they may be engaged in issuing commands, directions and policy directives to the persons working under them at lower levels. When engaging in downward communication, managers must explain the reason why a decision was made. One study found employees were twice as likely to be committed to changes when the reasons behind them were fully explained. Although this may seem like common sense, many managers feel they are too busy to explain things or that explanations will “open up a big can of worms.” Downward communication is to provide relevant information, orders, instruction to subordinates. Downward communication is called as instruction type communication system.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.
Throughout the centuries, social class and mobility has always been a big concern for Americans. Today, social mobility has been known to be roughly the same over the past few decades. Social mobility, to begin with, is defined as a movement, either upward or downward, in social class. The social mobility is greatly influenced by the level of openness within a society, in which a person can gain their social status by their own efforts.