1. 1- The Difference Between Induction & Socialization
Induction is usually something quite specific like a short course or meeting the individuals with whom the newcomer will be working.
An induction program is usually short term and includes the more obvious and practical business such as the provision of a job description, safety procedures, grievance and discipline policies, and an internal telephone and directory.
Socialization is more long term and how the new comer makes sense of the business and their role within it.
It is much more about the unwritten rules of business, and of the organizational culture.

2. 2- Characteristics of Businesses:
They consist of a number of people.
The people who belong to them will share some values and views about the purpose of the business.
They will have incomes and costs, profits and losses.
Businesses come in all shapes and sizes, but have three factors in common: people, objectives and structure.
public or private.
differentiated according their primary motive is profit: for profit or non-profit businesses.

3. 3- Definition of Organizational Culture
“Culture is a pattern of beliefs and expectations shared by the organizational members. These beliefs and expectations produce norms that powerfully shape the behaviour of individuals and groups within the organization.” (Schwartz & Davis, 1981, p. 33)

4. Factors Influencing Organizational Culture
The influence of the dominant leader: vision, management style, personality
The history and tradition of business (how things have always been don)
The type of technology used
The industry or sector the business is in.
The customers of the business -who they are and what they expect
Company expectations
The types of information and control systems used
Polices and regulations
The reward system and the measurement of performance
How the business is organized and resourced
Goals, values, beliefs.

5. provide an outline of the official decision-making process.
4- Business Structures
A structure gives a business an identity and provides a framework for the allocation of roles and responsibilities.
All businesses have some sort of structure, depending on the product or service they provide, the history, size and culture of that business.
Most businesses have some sort of organizational chart,
show the relationships between different individuals and departments
provide an outline of the official decision-making process.
The shape of the chart can tell us much about the way in which the business works.

6. advantages of having a business structure
Enabling participation: will determine how all the relevant sections and parties join in its activities and influence its decisions.
Providing a framework for the allocation of responsibilities and authority.
Establishing an identify for the business, especially in allocating responsibilities for external contacts
Continuity and change: Many businesses deal with change and uncertainty..

7. 5-What are the responsibilities of business?
1. The responsibility of business is to build shareholder value
Businesses exist for the purpose of maximizing the wealth of shareholders. Nothing else counts.
2. The responsibility of business is to build long-term shareholder
value.
This is a longer –term approach than perspective 1 above. For example, businesses will be more successful if they:
treat employees fairly
build enduring, mutually supportive relationships with suppliers

8. What are the responsibilities of business? (Cont’d)
3) Businesses exist for the purpose of maximizing shareholder wealth.
3. The responsibility of business is to respect the rights of a range of stakeholders
This perspective proposes that businesses have a responsibility to a wide range of stakeholders including employees, customers, suppliers, local communities and shareholders.
4. The responsibility of business is to help to shape the society
. It proposes that businesses should be proactive in supporting good causes as it occupies influential position in society.

9. 6- business ethics Business Ethics Characteristics: Is about Values,
Usually involves dilemmas such as dishonesty.
Presents choices between competing value based principles.
Follows the widely-accepted laws of society.
Is very much denoted to morality and corporate social responsibility (CRS).
It is more than obeying the laws.
It is the concern of all types of organizations, not only profit seeking ones.

10. Why is business ethics important?
Businesses need to conform to the expectations of key stakeholders.
Business depends on society so it must respond to the needs of society.
Business can only operate effectively if certain norms are respected.
Business exercises considerable power over the lives of people.
Ethical behavior has an intrinsic value

11. In what ways do ethics relate to business
The relationship between ethics and business at the macro level:
At a macro (wide, strategic) level business ethics considers the overall framework within which business operates.
2-The relationship between ethics and the social and environmental impact of business:
Should businesses promote employment in local communities
Should businesses promote harmful products (e.g. alcohol )
Should businesses actively promote environmental practices such as recycled products, or should they only focus on maximizing profits ?
The relationship between business ethics and the personal conduct of business people.
It focuses on issues such as treating people fairly, behaving in an honest manner and respecting people’s dignity.

12. 7- Benefits of small businesses
SME sector plays a major role in creating employment, and new jobs.
SMEs can offer specialized services to customers. work as subcontractors on big projects.
SMEs are likely to have specialized knowledge of the local business
SMEs contribute to the local infrastructure through assisting in regional and local growth.
Smaller businesses maybe able to innovate in ways,less bureaucratic and more flexible in their response to customer demands.

13. 8- Douglas McGregor ( )
McGregor’s Theory X and Theory Y is one of the most well known motivational models in business studies.
Two different perspectives on individuals at work is illustrated:
The kind of people they are.
What managers need to do to keep them working.
Theory X managers
believe that workers are motivated only by money; they are lazy, dislike work and lack ambition and thus they need to be controlled.
Theory Y managers
believe that workers are motivated by many needs. They can take pride and responsibility in doing a good job. Mangers should trust workers and help them to their best.

14. 9- Taylorism
Is also referred to as the Scientific Management Approach developed by Fredrick Taylor in 1911.
Many businesses and jobs are structured along the objectives of:
Efficiency: achieved by increasing the output per work and reducing deliberate ‘under working by employees.
Standardization: of job performance, achieved by dividing up work tasks into small and clearly specified sub-tasks.
Discipline: achieved by establishing hierarchical authority. One key principle of discipline was a clear division between the responsibilities and tasks of workers and managers.

15. Criticisms of Taylorism Examples of businesses adopting this approach
It is a very naïve approach.
Taylorism represents a limited view of working.
Taylor’s idea that there was ‘one best way’ and that this approach would work in any business can create some bias.
Examples of businesses adopting this approach
The worldwide fast-food chain McDonald’s is scientific management in action.

16. 10- Selection methods Selection method Aim of this method Advantages
Disadvantages
1) Interviews
Determining whether the candidate is interested in the job and competent to do it
Explaining the work of both the business and the job and establishing expectations on both sides
Provide an opportunity for both parties to find out more about each other and decide whether or not they want to work together
Too subjective: individual biases get in the way of an objective assessment of an individual’s abilities.
2) Tests
Measuring competence in literacy or numeracy, or personality
Reduce some of the inherent subjectivity of the interview method
Ensuring that they are valid and reliable
3) Assessment centre
Using a number of selection techniques in combination
Showing candidates abilities from different angles (e.g. interpersonal skills, team working skills, IT competence, etc.)
High cost

17. 11-Process/Steps of Assessing People at work:
Description
Process
It is the most crucial aspect of HRM. It involves the process of ensuring that staff are motivated, pursuing common goals, have knowledge & skills to do their job properly and can contribute in a way to the impact of the overall performance of the business.
Performance Management
The key to managing and developing staff performance is to have a clear idea of what the job holder needs to do to be effective.
Step One: Assessing Performance
Performance standards can be difficult to define and apply consistently.
Some aspects of performance can be objective, quantitative and some can be subjective, qualitative ones. (see next slide for details)
Feedback on performance is also very important
Step Two: Setting standards
The appraisal formalizes the feedback and performance assessment that has already take place, looking back and reviewing performance and looking forward to future opportunities.
Step Three: Performance Appraisal
Development: any experience or process that extends peoples’ skills or abilities. Personal development involves self confidence, self awareness, and knowledge to the learning organisation
Step Four: After Assessment

18. 12- Stakeholders Characteristics of Stakeholders:
Stakeholders are people, or groups, who have a legitimate interest in the activities of businesses and other organizations in their society.
Internal stakeholders: shareholders, employees, managers.
External include customers, suppliers, funders and competitors.
Different stakeholders have different interests,

19. Stakeholders and their expectations
Primary Expectations
Secondary Expectations
Owners
Financial Return
Capital growth
Employees
Pay
Work satisfaction, training, social integration.
Customers
Supply of goods/services
Quality
Creditors
Creditworthiness
Security
Suppliers
Payment
Long-term relationships
Community
Safety & security
Contribution to the community
Government
Compliance
Improved competitiveness

20. 13- The External environment
Is the world in which the business operates.
It is a large and ever-changing place which is made up of other organizations, employees, suppliers, customers, and other stakeholders.

21. 14- SWOT analysis
The aim of any SWOT analysis is to identify the key internal and external factors that are important to achieving the objective.
Internal factors – The strengths and weaknesses of a business arise from its internal environment; that is, resources and their use, structure, culture, and the different business functions.
External factors – The opportunities and threats presented by the external environment to the organization.

22. 15- Dimensions (factors) are helpful in identifying the type of structure within a business:
Specialization: the extent to which specialized tasks and roles allocated to individuals who work in the business.
Standardization: the extent to which a business has standard procedures.
Formalization: the extent to which rules, procedures, instructions and so on are written down or formalized.
Centralization: the extent to which decision making and authority are located at the top of the hierarchical structure and/ or at the centre of the business if there is more than one site.
Configuration: the shape of the role structure, whether the chain of command is long or short

23. 16- Hofstede’s Five Dimensions
Explanation
Dimensions
The extent to which less powerful members within a country expect and accept that power is distributed unequally
Power Distance
In an individualistic society, people are expected to look after themselves and their families. In business this is reflected in employment contracts based on hiring and firing. In more collective societies, people are more concerned for others and the culture is based around more cohesive groups, which offer protection in exchange for loyalty.
Individualism/
Collectivism
This refers to the degree to which gender roles are distinct and adhered within the society; in high femininity societies, social gender roles overlap.
Masculinity/
Femininity
This is concerned with the extent to which the members of a society feel threatened by uncertain and unknown situations.
Uncertainty Avoidance
This refers to the extent to which long- termism and short- termism appear to be the dominant approach. Long term stresses perseverance short term involves greater emphasis on quick results.
Confucian/
Dynamism

24. 17- Support for small business start-Up
Building an enterprise culture.
Encouraging a more dynamic start-up market
Building the capability for small business growth
Improving access to finance for small businesses
Encouraging more enterprise in disadvantaged communities and under represented groups
Improving small businesses’ experience of government services.
Developing better regulation and policy.

25. 18- Abraham Maslow ( )
Maslow suggests that motivation is based on our psychological needs.
When our needs are unmet, we experience tension that we try to put right. We behave in ways that satisfy our needs
All people are motivated by the same things, but there are different levels of needs.
When one set of humans needs are met in the hierarchy, they work harder to fulfill the next level.
Self-actualization
Esteem
Social Belonging
Safety
Physiological
Maslow’s hierarchy of needs

26. Abraham Maslow (1908-1970) (Cont’d)
Example of how meeting Maslow’s needs might be
translated into HRM policies
HRM policies for Meeting such Needs
Different Needs
Good working conditions, attractive salaries, subsidized housing.
Physiological
Private health insurance, safe working conditions ‘no redundancy ‘policy
Safety
Company sports and social clubs, office parties, barbeques, etc.
Relationships
Regular positive feedback, prestige job titles.
Esteem
Challenging job assignments, encouraging creativity
Self actualization

27. 19- Factors that could impact on motivation
Individual: such as age, education, ability and personality.
Social: work relationships and the opportunity to interact with people at work, either formally or informally.
Cultural: underlying beliefs, attitudes and values
Organizational: the nature and size of the business, the types of management and supervisory styles, the working conditions, the type of technology that is used, business policies and procedures.
Environmental: including economic, social, technical, and governmental influences.