Managing a human service organization and managing a business often overlap. Managing a human service organization and managing a business can require the same skills from both territories. Managing a business and an organization can be different because some organization can be private own causing it to be manage different from a business. The different between managing a human service organization and managing a business is the goal and the mission. I know of a private own organization which I’m familiar with I think it well managed, but I think the organization could improve by excepting funds from the government. The company get its fund all through donations. I think the organization manage their staffing effectively all their staff
Pynes, Joan. Human Resources Management for Public and Nonprofit Organizations: A Strategic Approach. 4th ed. San Francisco: Jossey-Bass, 2013. Kindle.
Human Services workers must have some other qualities as well in order to successfully complete their position in this career. Some of these are but not included are; effective listening and communication, effective organization skills, and good working relationship with others. As I considered Reamer (2006), he goes on...
The field of human service consists of particular goals and objectives of human needs, and it promotes improved services delivery systems by addressing the overall quality of life of service population. Similarly, Human service delivery system focuses on how human service professionals approach their work. While encompassing a broad range of idea, Human service is a unique useful and purposeful discipline aiming to assist human needs and communities through an interdisciplinary knowledge base. Human services professional is a generic term for people who hold professional and paraprofessional jobs, and it concerns to improve the quality of life of people, accessibility, accountability, and co-ordination among professional and agencies in service
The culture of a human service organization (HSO) impacts the managers, workers, clients, and all entities interactions. Culture is created and influenced by varies aspects and can be positive, negative, or a combination of the two. This paper will discuss the impact of culture and learning within an organization, and how it relates to supervision, personality differences as well as risk and safety as it relates to culture.
Changing Roles. Traditionally, HR has been an administrative position-processing paperwork, benefits, hiring and firing, and compensation. However, recently HRM has moved from a traditional to a strategic role, the emphasis is on catering to the needs of consumers and workers. Before, HR was seen as the enemy and employees believed that HR’s main purpose was to protect management. Now, the position requires HRM to be more people oriented and protect their human capitol, the staff. In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century.
In remember that organizations attempt to assimilate into the values, institutions, and expectations of society at large. Organizations attempt to get people who are not its members to support its goals, whether to buy products, donate funds, support public education, or whatever. Organizations are not likely to last long if they attempt to stand alone and are ignorant of or unresponsive to their environment.
In this report will cover the importance of having a close relationship between an organisation’s HR strategy and business strategy along with the difficulty to determine the impact of an organisation’s human resource strategy on organisational performance.
Personnel Management and Human Resource Management (HRM) are very similar and many would say interchangeably, for example on help-wanted adverts or in job descriptions (.....). However this is not entirely true, although the difference may be very subtle they are slightly different.
The success of any business organization, in the challenging environment of the new millennium, lies in the effective human resources management (HRM) practices. Effective control of human resources provides the companies with a reliable competitive advantage (Mazen & El-Kayaly, n.d.). Similarly the human resources management practices in the health care sector are more important for the effective health care delivery of any health care system. There is also a remarkable effect of globalization of goods and services on the country’s approaches to...
The HR policies followed by Google have proved to help the company flourish drastically over the years.
Contrary to traditional beliefs, recognition and integration of the link between human resource (HR) strategy and business strategy, or rather, strategic human resource management (SHRM) can contribute to the success and establishment of a business. The first half of this report will draw attention to and examine the importance of having a close relationship between the two named strategies. Bratton and Gold (2007), suggest that SHRM can improve performance by connecting the strategic goals of the business to the HR functions. Be it in a management or academic literature, the proactive nature of SHRM allows the business to have a significant edge given the volatility of the market due to advancement in information systems, globalisation and many other factors. Having said these optimistic accounts, this report will also examine the reasons as to why it can be tedious to determine the influence of human resource strategy on business performance.
Over the past twenty years, public institutions has been faced with challenges of implementing strategies which will enable the organizations to perform in such a way that will lead it into a competitive advantage. Strategic Human Resource Management (SHRM) in the public sector is and has always been the driving influential notion to appear in the study of business and management. Strategic Human Resource Management (SHRM) improves performance and production of an institution, and when institutions employs personnel practices such as internal profession hierarchy, performance evaluation, performance-based rewards, etc. they are more able to accomplish its goals of program service delivery utmost concern.
Multi-National Companies (MNCs) are large corporations which have at least two business units in another country. These companies have offices in different countries and a centralized global office, which controls all other offices. Nike, Coco-Cola, Wal-Mart, Mc Donald’s etc are some of the famous MNCs. MNCs while setting up of offices in different countries have recognised the strategic importance of Human Resource Management(HRM) functions, as HRM plays a vital role in shaping and controlling the international operations.
There are many differences between human resource management and personnel management which are; “The personnel management approach tends to attach much importance to norms, customs and established practices, whereas the human resource approach gives importance to values and mission.” (Bright Hub PM, 2012) HRM is always motivating and looking at a way to improve their employees so that they can help the organisation as much as possible whereas in personnel management instead of looking how employees could be developed they just look at the relationship between employees and employers. The (Account Management Economics, 2009) website in addition reminds us that another difference is that in Human Resources involves their employees in decision making whereas in personnel decisions can only be made by managers and they have to follow the rules and regulations. The website (difference between.net, 2014) states personnel is reactive which means that they are not motivating their employees but they are still doing a lot which is making the organisation successful and Human Resource is proactive because they are constantly trying to develop their employees.
Both Human Resource Management and Personnel Management can be broadly described as the management of people or “people management”. This is because both functions fit the definition “all the management decisions and actions that directly affect or influence people as members of the organization rather than ‘job holders’”