Because today's corporations are more technically capable and economically more efficient than their predecessors, the typical organization of the twenty-first century will be reformed into one where owners and workers are one in the same, and it will also be a boundary less organization. A boundary less organization is one in which the widespread use of teams, networks, and similar structural mechanisms means that the boundaries separating organizational functions and hierarchical levels are reduced and more permeable. The high performance boundary less organization will place employee needs and expectations alongside the needs of the organization. The deal for employees and the organizational context and climate in which they will work have to be right if employees are to commit to the company and provide the high performance required of them (Holbeche 33). The increased skill level of workers is also becoming very important. In most high paying positions, it is necessary for workers to not only have the educational background necessary to accomplish their tasks, but they must also demonstrate the skills needed to be successful. Jobs that were traditionally considered technical positions, such as the job of a courier, now require a strong technical component and the use of computers and other electronic devices. At the same time, the semiskilled and unskilled jobs that employed masses of workers are disappearing at a rapid pace (Boyett and Snyder). The corporations of the twenty-first century are employee owned through pension plans, stock options, participation contracts, and other avenues. The Stockholders have the ability to select the managers and board members to run the company and the "open book" attitude is... ... middle of paper ... ... Horizon, 1998. 6(2), 1 409 http://horizon.unc.edu/projects/seminars/OTH/Boyett-Snyder.html Kleiner, Art. "Twenty First Century Organizations: Four Plausible Prospects." Global Business Network. November 1995. www.gbn.com Holbeche, Linda.2004. "HR and the high performance organization." Strategic HR Review.3, January/ February 2004: 32-35. Ulrich, D. (1997). Human Resource Champions: The Next Agenda for Adding Value and Delivering Results. Boston: Harvard Business School Press. Willax, Paul. June 2001. `Fluid' is the Word in 21st Century Organizational Structure. American City Business Journals. http://www.bizjournals.com/louisville/stories/2001/06/25/smallb2.html?t=printable
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
Mathis, R. L., & Jackson, J. H. (2010). Human resource management (13th ed.). Mason, OH: Thomas/South-western
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
Knouse, S. B. (2005). The Future of Human Resource Management: 64 Leaders Explore the Critical HR Issues of Today and Tomorrow. 58(4), 1089-1092.
It was once a common belief that if employees worked hard, showed up on time and followed the rules that they would be guaranteed a job for life. However, over the last decade there have been changes in the workplace. There are two main causes for this change. The changes in the work place in the twenty-first century are being caused by advancements in technology and expansions in globalization through the Internet.
Greenwood, R., & Miller, D. (2010). Tackling Design Anew: Getting Back to the Heart of Organization Theory. Academy of Management Perspectives, 24 (4), 78-88.
Fisher, C., Schoefeldt, L., & Shaw, J. (1996). Human resource management. (3rd Edition). Princeton, NJ: Houghton Mifflin Company.
Iveta, G. (Mar. 2012). Human Resources Key Performance Indicators. Journal of Competitiveness. Vol. 4, Issue 1. Retrieved from http://www.cjournal.cz/files/89.pdf
4) Tokesky, George C; Kornides, Joanne : ‘Strategic HR Management is vital’( Personal journal, December 1994 v 73 n 12 p 115.
Jones, G. R. (2010). Organizational theory, design, and change. 6th Ed. Upper Saddle River, NJ: Prentice Hall
According to Hatch and Cunliffe (2006), there are three major perspectives about the study of organization theory (OT): modern, symbolic interpretive, and postmodern. Each of these perspectives comes with its own assumptions and methodologies. Hatch and Cunliffe provided an introduction text about the concepts and characteristics of the three OT perspectives. Tsoukas and Knudsen also compiled a comprehensive handbook summarizing all facets of the meta-theoretical perspectives. In this post the writer will discuss the basic concepts of three perspectives, present Hatch and Cunliffe’s reasons why a multiple perspectives approach to organization theory is important, and compare Tsoukas and Knudsen’s introduction to the Hatch and Cunliffe introduction in their books.
Graetz, F, Rimmer, M, Lawrence, A, Smith, A 2002, Managing organizational change, John Wiley & Sons Australia, Queensland.
In Today’s world, the composition and how work is done has massively changed and is still continuing to change. Work is now more complex, more team base, depends greatly on technological and social skills and lastly more mobile and does not depend on geography. Companies are also opting for ways to help their employees perform their duties effectively so that huge profits are realized in the long term .The changes in the workplaces include Reduction in the structure of the hierarchy ,breakdown in the organization boundaries , improved and better management tactics and perspectives and lastly better workplace condition and health to the employees. (Frank Ackerman, Neva R. Goodwin, Laurie Dougherty, Kevin Gallagher, 2001)