...intensified competition. For many, it is a case of simple survival. What makes this challenge so difficult is that the “secret weapon” of their fiercest competitors is based not so much on better product design, marketing ingenuity, or financial strength as on something much harder to duplicate: superior overall manufacturing capability. For a long time, however, many of these companies have systematically neglected their manufacturing organizations. Now, as the cost of that neglect grows ever clearer, they are not finding it easy to rebuild their lost excellence in production. In most of these companies, the bulk of their labor force and assets are tied to the manufacturing function. The attitudes, expectations, and traditions that have developed over time in and around that function will be difficult to change. Companies cannot atone for years of neglect simply by throwing large chunks of investment dollars at the problem. Indeed, it normally takes several years of disciplined effort to transform manufacturing weakness into strength. In fact, it can take several years for a company to break the habit of “working around” the limitations of a manufacturing operation and to look on it as a source of competitive advantage. In practice, of course, the challenge for managers is The past several years have witnessed a growing awareness among American managers of the central importance to competitive success of first-rate competence in the work of production...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...C Project Management Team roles C.1 Project Board The Project Board is appointed by corporate or Programme management to provide overall direction and management of the project. The Project Board is accountable for the success of the project, and has responsibility and authority for the project within the remit (the Project Mandate) set by corporate or Programme management. The Project Board is the project’s ‘voice’ to the outside world and is responsible for any publicity or other dissemination of information about the project. C.1.1 Specific responsibilities The Project Board approves all major plans and authorises any major deviation from agreed stage plans. It is the authority which signs off the completion of each stage as well as authorises the start of the next stage. It ensures that required resources are committed and arbitrates on any conflicts within the project or negotiates a solution to any problems between the project and external bodies. In addition, it approves the appointment and responsibilities of the Project Manager and any delegation of its project assurance responsibilities. The Project Board has the following responsibilities. It is a general list and will need tailoring for a specific project. At the beginning of the project: assurance that the Project Initiation Document complies with relevant Customer standards and policies, plus any associated contract with the Supplier agreement with the Project Manager on that person’s responsibilities...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Sandeep Krishnan Personnel and Industrial Relations Area D-18, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: sandeepk@iimahd.ernet.in Tel: ++91-79-26327816 Fax: ++91-79-26306896 Manjari Singh Personnel and Industrial Relations Area Wing 12-D, Indian Institute of Management, Vastrapur, Ahmedabad 380 015, Gujarat, India. Email: manjari@iimahd.ernet.in Tel: ++91-79-26324914 Fax: ++91-79-26306896 1 Abstract: A three-stage model for the process of strategic human resource management is developed in this paper. The three stages cover strategy formulation, implementation and evaluation. The inter-linkages in this dynamic model have been explored. The organisational factors that have enabling or deterring influence on the success of each of these three stages have been discussed. The paper highlights the key role played by HR professionals in these three stages. 2 STRATEGIC HUMAN RESOURCE MANAGEMENT: THREE-STAGE PROCESS AND INFLUENCING ORGANISATIONAL FACTORS Organisations are increasingly looking at human resources as a unique asset that can provide sustained competitive advantage. The changes in the business environment with increasing globalisation, changing demographics of the workforce, increased focus on profitability through growth, technological changes, intellectual capital and the never-ending changes that organisations are...
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...Executive Summary This report traces the evolution of the HR function from its traditional role of personnel management into what is known today as Strategic Human Resources Management (SHRM) and the role that devolution has played in this evolutionary cycle. From the research, it was observed that the devolution of HR responsibilities to line managers has enabled the HR function to take on a more strategic role as a business partner of the organization. It is also observed that devolution has benefited both line managers and employees alike by reducing bureaucratic red-tape and providing a faster approach to decision making and problem solving. The limitation of this report is that the negative aspects of devolution as noted by many researchers are not covered due to limitations in the length and scope of the assignment. Table of Contents No Title Page i Cover Page 1 ii Executive Summary 2 iii Table of Contents 3 1.0 Introduction 4 2.0 The Evolutionary Cycle of Human Resources 5 3.0 The Effects of Devolution towards Strategic Human Resources Management 11 4.0 Conclusion 14 5.0 References 15 1.0 Introduction In the last few decades, there have been extensive changes and transformations in the perspective of organizational behaviour as a whole. To quote Smilansky (1997), “organizational change has become a permanent state of affairs”. The rapid changes in the technology...
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...BSB 203/BALM 111/BCD 130 SMALL BUSINESS MANAGEMENT/PRINCIPLES OF MANAGEMENT CAT 1 Answer all Questions 1. To organize in an effective manner, managers have certain guidelines to use and make useful decisions. Explain the principles of organization that can be used by a manager. (10 marks) There are various principles that guide managers in their daily operations. They include: i. Principle of equity- this principle is geared towards ensuring all workers especially in a joint effort are treated equally to manage joint projects. This principle allows managers to develop standard ways of evaluating worker performance. ii. Esprit de corps-this is the principle that fights for unity and morale among workers. This principle allows the manager to develop motivational programs geared at motivating productivity and loyalty to the organization. iii. Principle of initiative-this principle advocates for managers to allow for initiative patterns that allow their employees to come up with new ways. The principle allows the manager to delegate duties and allow new techniques of handling problems. iv. Principle of remuneration-this principle should allow the manager develop a good payment system because money is an important motivator. We should never forget that there is no perfect remuneration system. v. Principle of unity of direction-this principle advocates for similar objectives for people conducting one task in a single plan. The manager is able to develop...
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...Management is as diverse as one’s fingerprint and no two managers in the same situation will necessarily have the same approach, thought processes, or outcomes. There are many managers in the business world. Some examples are: finance managers who are geared toward the financial success of the company, purchasing managers, who deal with product management and there are human resource managers, who deal with policy, procedures and employee relations. Each of these managers has a specific job function in the company. Management roles vary within a company and can also vary based upon departmental functions. This paper will discuss the three basic components in managerial roles, interpersonal and individual performance, develop employees, and plan and allocate resources. These roles will help the manager to identify the stage competency of the employee and how much the employee is ready to maintain and grow in his / her career development. Interpersonal managers provide direction and supervision for the employee and the company as a whole. The interpersonal manager’s character typically includes leadership function as a figurehead, motivator and directional authority. Most of the successful interpersonal managers have acquired their skill sets through experience and engaging with employees, peers, and superiors over time. Senior management lecturers Deepa Sethi and Manisha Seth reference Peter Hartley’s definition of interpersonal skill, “Hartley (1999, p. 20) defines interpersonal...
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...property rights and top management on it. 2. Consider any major strategic changes in your organization. Explain the shift in importance of one/two departments as a result of such changes. 1. Explain about your current job and the stage where it creates maximum value? What are the reasons? Also identify untapped opportunity for value creation from other stages of value creation My current organization designs, develops, manufactures and services integrated power systems for use in the air, on land and at sea. They are one of the world’s leading producers of aero engines for large civil aircraft and corporate jets. They are the second largest provider of defence aero engines and services in the world. For land and sea markets, reciprocating...
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...Human resource management Table of Contents Introduction 3 Task 1 3 1.1 Distinguish between personnel management and human resource management (P1) 3 1.2 Assess the functions of human resource management of Tesco (P2) 4 1.3 Evaluate roles and responsibilities of the line mangers of Tesco (P3) 5 1.4 Analyze impact of the UK legal and regulatory framework on human resource management (P4) 5 Task 2 6 2.1 Analyze the reasons for human resource planning for Tesco (P5) 6 2.2 Outline the stages involved in planning Tesco’s HR recruitments (P6) 6 2.3 Compare the recruitment and selection process of Tesco and Toyota (P7) 8 2.4 Evaluate the effectiveness of recruitment and selection techniques of Tesco and Toyota (P8) 8 Task 3 9 3.1 Assess the link between motivational theory and reward (P9) 9 3.2 Evaluate the process of job evaluation and other factors determining pay (P10) 9 3.3 Assess the effectiveness of reward systems in two different work contexts (P11) 10 3.4 Examine methods that being used by businesses to monitor employee performance (P12) 11 Task 4 11 4.1 Identify the reasons for cessation of employment with Tesco (P13) 11 4.2 Describe employee exit procedures of Tesco and Toyota (P14) 12 4.3 Consider the impact of the UK regulatory framework on employee cessation agreements of Tesco (P15) 12 Conclusion 12 Reference 13 Introduction Human resource management is way of directing and executing the workforces of the organization in...
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...CEO, solving of the organization problem, and evaluating the organizational programs, etc. More definitions on public relations have been determined. These are several definitions of public relations from some experts as follow: Otis Baskin, et.al stated that “Public relations is a management function that helps achieve organizational objective, defines philosophy, and facilitate organizational change. Public relations practitioners communicate with all relevant internal and external publics to develop positive relationships and to create consistency between organizational goals and social expectation.”. While Cuplit in Ihut Murni Aritonang, et.al defined that “Public Relations is the management function that establishes and maintains mutually beneficial relationships between an organization and the public on whom its success or failure depends.” Another definition defined by Fraser P. Seitel in Ihut Murni Aritonang, “The goal of effective public relations is to harmonize internal and external relationships so that an organization can enjoy not only the goodwill of its public, but also stability and long life.” From definitions above, we can conclude that public relations is a management function that communicate vision, mission, values and...
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...pushed managers to adopt skillful ways to strengthen and enhance efficient organisational functions. The effectiveness of an organisation’s employment of its resources as well as their tactical maneuvers must be related to the motivation and quality of the organizations work force (Pettinger, 2006). Carmarthen Building Supplies ltd is teaming with varying elements of communication problems, pre established organisation’s cultural environment and lack of sufficient team work. Given the f knowledge and experience that the new general manager, Gareth Jenkins, has on organisation and management, and its accompanying features on the importance of communication, culture and teamwork, he sets on a path to change the tide. Gareth Jenkins must confront a number of communication, cultural and team work challenges bedeviling the company at the moment. Underlying the influence of organisational culture on a firm’s communication and team dynamics is the fundamental leadership function. The function of a leader within the organisation is to steer the body towards realisation of a cooperative goal, but within a system of social authority and incentive framework (Schein, 2010). Carmarthen Building Supplies ltd, as a going concern is an organization fragmented into different levels administration, warehousing, customer sales, and part time cleaner. All these function are under the direct control and management of the managing director. Within the system, team dynamics, organisational culture and...
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...Noor rahman In this essay I will be discussing the various stages a group of individuals may go through when becoming a team and how conflict can be evident and overcome during the process. Teams go through stages of development. The most known structure for a team’s stages of development was developed by Bruce W. Tuckman. The four stages he described: forming, storming, norming and performing are a helpful structure for recognising a team’s behavioural patterns. Stage 1: forming This is the stage in which the group gets together the team will get to know its goals, directions roles etc., during this stage100 the team members are usually exited to be part of the team at the same time they could feel anxious about if they will fit into the team and where there performance can take them. Bruce W. Tuckman described this stage as; “Groups initially concern themselves with orientation accomplished primarily through testing. Such testing serves to identify the boundaries of both interpersonal and task behaviours.” Stage 2: storming The team will start to move towards its goals, however during this stage disagreements about goals, expectations, roles and responsibilities will be openly expressed. This could then lead to a conflict as members may express frustration about constraints that slow the teams progress, this will lead to further arguments and the team could become critical of the teams original mission or goals. During this process conflict will be evident. The...
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...MEMORANDUM TO: Executive Management FROM: Michelle Collins DATE: May 26, 2014 SUBJECT: New Company Department and Team Leadership CC: Board of Directors As the organization grows, it depends more and more on the employees and the management they receive. As such, the use of teams seems like the best course of action to achieve the goals and vision of the company. Of utmost priority is the productivity of the employees on the team and therefore, the personalities of the team members must be reviewed to ensure they function in the roles that best match their outlook. To measure the efficiency and effectiveness of the employees, or their productivity, each should be reviewed with regard to their level of comfort with others; are they internal processors or external processors (Robbins, S., & Coulter, M., 2012, p. 373)? Additionally, are they more intuitive or more observant? As each person’s personality plays a crucial role in a team, the correct job for each must be decided in order to keep the team member engaged and interested in the long-term goals. A challenge to the group dynamic is the development of the group. The normal stages of development include the forming stage in which we are currently engaged. The next expected stage is that of the storming stage where conflict may arise as the hierarchy of the group comes into view. The final three stages include the norming stage, the performing stage and finally the adjourning stage. Working with this group...
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...HHUMAN RESOURCE MANAGEMENT SUBMITTED TO: - SAUD SUBMITTED BY: - HAMZA IQBAL SUBMISSION DATE: - 30-AUG-2011 CONTENTS 1 Introduction……………………………………………………………………………………………… The process of hiring and developing employees so that they become more valuable to the organization. Human Resource Management includes conducting job analyses, planning personnel needs, recruiting the right people for the job, orienting and training, managing wages and salaries, providing benefits and incentives, evaluating performance, resolving disputes, and communicating with all employees at all levels. Examples of core qualities of HR management are extensive knowledge of the industry, leadership, and effective negotiation skills. Formerly called personnel management. 2 LO 1:- Understand the difference between……………………………………………………………....3 1.1 Distinguish between personnel management and human resource management and discuss the historical development and changing context in which they operate……………………………………3 1.2 Assess the role, task and activities of the human resources practitioner……………………………5 1.3 Evaluate the role and responsibilities of line managers in human resource practices……………….5 1.4 Analyze the impact of the legal and regulatory framework in human resource management………5 LO2:- Understand how to recruit employees……………………………………………………………... 2.1 Analyze the reasons for human resource planning in organization…………………………………… 2.2 Outline the stages involved in planning Human Resource...
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...Global Journal of Human Resource Management Vol.3, No.3, pp.58-73, May 2015 Published by European Centre for Research Training and Development UK (www.eajournals.org) HISTORY, EVOLUTION AND DEVELOPMENT OF HUMAN RESOURCE MANAGEMENT: A CONTEMPORARY PERSPECTIVE Kipkemboi Jacob Rotich1, Moi University, School of Human Resource Development, Department of Development Studies, P.o Box 3900-30100, Eldoret, Kenya. ABSTRACT: Various attempts have been made towards tracing the historical development of the discipline of Human Resource Management (HRM). However, these initiatives have largely been concentrated on certain specific periods of time and experiences of specific countries and regions such as Australia, the USA, the UK and Asia (Nankervis et.al, 2011; Kelly, 2003; Ogier, 2003). This paper attempts to document the entire history of the discipline of Human Resource Management from a holistic perspective. The evolution and development of HRM will be traced right from the pre-historic times through to the postmodern world. Major characteristics in the evolution and development of HRM will also be examined and documented. KEYWORDS: Human Resource Management (HRM), evolution, history INTRODUCTION Defining Human Resource Management (HRM) According to Armstrong (2006) Human Resource Management (HRM) is defined as a strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively...
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