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Sport management is the field of business dealing with sports and recreation. [1] Sports management involves any combination of skills that correspond with planning, organizing, directing, controlling, budgeting, leading, or evaluating of any organization or business within the sports field. [2]
Employee retention is the ability of an organization to retain its employees and ensure sustainability. Employee retention can be represented by a simple statistic (for example, a retention rate of 80% usually indicates that an organization kept 80% of its employees in a given period).
While turnover includes employees who leave of their own volition, it also refers to employees who are involuntarily terminated or laid off. In the case of turnover, HR's role is to replace employees, while positions vacated through attrition may remain unfilled. Employee churn refers to the total number of attrition and turnover cases combined.
Sports communication can be defined as "a process by which people in sport, in a sport setting, or through a sport endeavor, share symbols as they create meaning through interaction". [1] This field encompasses the study of interpersonal and organizational communication (both verbal and non-verbal) among participants within a sport (players ...
When new management took over, they offered everyone their old jobs back, and I accepted. ... and gave me 3 complex tasks from his side business totally unrelated to my skills and position in the ...
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...
Needs assessments in the training and development context often reveal employee and management-specific skills to develop (e.g. for new employees), organizational-wide problems to address (e.g. performance issues), adaptations needed to suit changing environments (e.g. new technology), or employee development needs (e.g. career planning).
The staff do not need supervision and are highly skilled which allows management to take the hand’s off approach and leave the problem solving, and decision making to the staff. [1] Variations of this style include the delegative style and what is referred to as bossless environments or self-managed teams.