MAPS Essay Example | Topics and Well Written Essays - 3500 words

MAPS - Essay Example The organisation secured a substantial new contract that can create 850 new jobs in the next two years but has to live up to the avowed standard of customer service. The company specializing in management services to businesses and the general public has a turnover of 40 million and employs a staff of 1400 (fifteen years ago the company employed 3500 people) in 4 divisions in different locations in the North East of England. The special techniques and management systems the company developed made it an attractive 'outsourcing' destination for business services from a broad customer base including engineering and construction industries. Increasing operational costs and the advent of information technology altered the business scenario and dwindled contracts. In order to ward off staff lay offs, the company opened its services to the general public. The services include the contract purchase of telecommunications time, gas, electricity and oil sold at a premium. However the business remained unprofitable and the company had to continually discharge staff in spite of many re-structuring activities. 2.1 MAPS' human resource management: Human resource development according to Armstrong (2003 523) is "concerned with the provision of learning, development and training opportunities in order to improve individual, team and organisational performance." One of the axioms of huma... Training employees to develop necessary skills Evaluating, motivating and rewarding performance Resolving or avoiding conflict situations Creating an atmosphere of security (psychological contract) and equitable opportunities A properly implemented human resource management system ensures attracting and retaining the right talent, motivating the workforce, developing workforce skills and resolving or avoiding conflict situations to achieve organisational goals cost effectively. Marchington et al. describe the best HRM practices as: Employment security and internal promotion Selective hiring and sophisticated selection Extensive training, learning and development Employee involvement and voice Self-managed teams/teamworking High compensation contingent or organisational performance Reduction of status differentials/harmonisation (2003 179) 2.2 Selection and recruitment: The absence of an HRM department at MAPS is stark. The company has no rational organisational structure. It has four divisions: operations, supporting services, (which lumps together finance and accounts, estates management like maintenance, security, porters and catering, internal information technology and personnel services), information technology services and marketing and sales. These divisions are located in different parts of the country making intra-divisional co-ordination very difficult. Each division has devised its own system for recruiting, negotiating pay structures and staffing. The largest and most important of the divisions viz., 'operations' employing a staff of 950 has the most ad hoc recruitment policies. Operational managers recruit staff either from within the organisation or without, based on the exigencies of work. The

Visitor management (Heritage sites) Essay Example | Topics and Well Written Essays - 2000 words

Visitor management (Heritage sites) - Essay Example tions are majorly designed with strategic tools and approaches to improve visitors’ experience within a particular heritage tourism site (Shackley, 2009). The primary objective of this study is to develop a critical understanding about the different types of strategic processes of managing visitors in global cultural heritage sites. In this regard, the essay tends to identify the strategic directions as well as different managing and controlling tools or approaches used by the organisations or managing committees to offer exceptional visiting experience to each group or individual customers in the heritage sites. In relation to the modern competitive scenario in the tourism business industry, the process of managing visitors especially in the heritage sites ranges from cultural to urban destinations. According to the recent visitation and conservation strategies of the global destinations, there are numerous objectives to why the process of visitor management has been recognising as an increasingly important area to be undertaken by the groups responsible to manage visitors in the heritage sites. World Heritage Sites (WHS) conserve an Outstanding Universal Value (OUV) with adequate authenticity and integrity that grasp the attention of the visitors irrespective of their geographical locations. Therefore, the WHS can be widely accepted as a core and the most valuable drivers in the tourism industry to generate major financial contribution in the global economy. In this regard, the key purpose of the management departments in the WHS is to ensure that the nominated properties are effectively p rotected for bringing major economic and socio-cultural development on the present and the future generation (Leask & Fyall, 2006). In relation to the recent changes in the pace of globalisation, an effective management of the WHS includes a strong cyclic process with long-term and day-to-day activities with the aim of protecting and conserving wellness of the nominated