Notes While Readings


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HRM:Personal Capital Greenbank, P. (2015) "Still focusing on the “essential 2:1”: exploring student attitudes to extra-curricular activities", Education + Training, Vol. 57 Iss: 2, pp.184 - 203 Paul Greenbank described the increasingly competitive graduate labor market (2015) of today. To stay competitive, the graduates should demonstrate "behavioral competence" along with a broad range of personal, performative and organizational abilities. The recruiters take to consideration the capacity of personal capital supplied from the soft currencies: skills, values and Personal traits and hard currencies: evidence from curricular and extracurricular activities (Greenbank, p.186, 2015). 
HRM: Hard vs. Soft Skills. Rao, M.S. (2013),"Blend hard and soft skills to fast-track a management career", Human Resource Management International Digest, Vol. 21 Iss 7 pp. 3 - 4 Rao (2013) discussed the role of the hard and soft skills in a business where hard skills have the tangible quality of the university knowledge and soft skills intangible as workplace-diplomacy, emotional intelligence, and behavioral skills. The junior executives need a lot of knowledge (hard skills), the middle-level leaders need equal amounts of knowledge and behavioral skills, the top-level managers need more soft skills than hard. Critique: Still the question is that the entry level managers also must have a vision and extracurricular experience which is neither hard nor soft skill. 
Management: The 7-S Framework of McKinsey & Company Waterman Jr., R, Peters, T, & Phillips, J 1980, 'STRUCTURE IS NOT ORGANIZATION', Business Horizons, 23, 3, p. 14,  To read a mission statement of any of the wineries many factors come to the forefront as soil, weather, expertise, professionalism, shipping, storing, delivering etc. Even a single factor can impact the taste of wine and a success of the business. The systemic approach can help diagnose businesses and can provide suggestion how to manage business change in alignment between style, skills, systems, structure, staff, strategy, and superordinate goals (shared values according to McKinsey & Company). 
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