It is the strength that comes from melding multiple perspectives, and how an organization defines strategies shapes if not predicts, and company’s response to the changing workforce. The manager’s strategies and behavior affect organizational operations, productivity, growth, and success because the effects of employees’ morale can lead to reduced profits for the company. “It can be suggested that the process of product positioning and global brand management help for acquiring competitive advantage for a company in a global markets” (Ekmekci, 2010, p. 7). The manager’s attitudes are essential, and attitudes affect the efficiency of an organization. Understanding individuals’ values within a business will help the manager to understand the emotions behind the values, which will substantiate manager’s success.
This paper is intended to give an overall view of how important Human Resources re to a organization, by looking at the people involved, the laws that effect, and the methods used in Human resource management. PEOPLE With today's workforce becoming increasingly diverse and organizations doing more to maximize the benefits of the differences in employees, Human Resource managers are fast becoming a driving force in an organizations prosperity and vitality. “Around the world, managers are beginning to recognize that human resources deserve attention because they are a significant factor in top-management strategic decisions that guide the organization’s future operation.”(Ivanacevich 2007) HRM has been identified as one of three crucial elements a firm must have to be effective. According to the text the other two are: (1) mission and strategy, and (2) organizational structure. Organizations rely on HR managers seek out and hire individuals who will fit into the plan outlined in the other two elements.
HR brings the business perspective while other departments (management, finance) are looking directly at numbers. HR knows people and how to enhance human capital and make the right personnel investments. When properly used, HR can have significant changes and positive results on and with a company due to its knowledge and existing capabilities. In order for HR to make significant contributions, as aforementioned, they need to be allowed to and be worked with by management to achieve common goals (Hults,
Effective talent management strategies should be aimed at promoting and enhancing the talent that add value towards achieving organizational objectives. Talent management can help in achieving optimal level of success and in retaining the high performing workforce. This report aims to explain and analyze the importance of talent management strategies within a certain company, by both looking at the current and future need. TM strategy and its importance to TNNB In a knowledge-based economy where labour is typically the largest expense, getting the people strategy part of the business is important, making finding and keeping talent a constant challenge. With changing market conditions, shifting workforce demographics and new ways of working, effective talent management is what separates the high-performing companies from the low-performing ones.
In today’s changing business environment, Performance review’s and or appraisals of employees is very necessary in order to boost motivational levels and obtain future productivity. It is proven that timely mentoring, may be a way to quickly improve performance and also help energize and motivate employees to contribute their best. In modern organisations, where people usually work in global teams and have multiple roles, it has been said that the best ideas often come from people external to the structure, to which the employee reports (Aguinis, 2009). For this purpose the formal and informal feedback process and planning of it is very crucial for management to employ in their organisation.
Leadership and management, both necessary components of a successful business are fundamentally different in their approaches to dealing with the company’s future, networking employees with purpose, and the methodology with which each approaches seeing that the task at hand be accomplished. All three of these differences are resultant from focus on change by leaders and focus on order and consistency by management. With regard to the future of the company, a competent manager will make detailed plans to ensure that the company maintains a specific standard of performance by adhering to policy, and budgeting accordingly so that these plans can come to fruition. On the other hand, leaders tend to play a more visionary role. They seek to make changes in the company so that it may gain a competitive advantage amongst other companies of similar purpose.
In order to sustain difficulty, the organization must transform practices in order to be successful as well, having effective leadership to guide employees through those difficult and unwanted changes. The idea that emotional competencies can positively impact workplace outcomes has led an emotional intelligence (EI) to explode as a hot topic among management practitioners (Farh, Chien, & Tesluk, 2012, p.11). Emotional Intelligence with leader process provides the framework for individual to characterize their abilities, behavior, and performance contributing to their organization. Emotional perception encourages efficiency and effectiveness in the work environment theorized by employees. Emotional Intelligence framework is the opportunity to examine the mechanism and boundary that have the form of the relationship between employee and organization.
Organizational Behavior Terms and Concepts Summary Organizational behavior is a key concept which managers need to fully understand to have a successful department and organization. Along with the having a good repose with employees; managers need to have an understanding of the environment and goals of the organization he or she works in. Since companies are now growing into a more global organization, the need for proper communication is necessary for managers in order for the organization to understand the diverse culture within the company. Managers today have to either take charge or become leaders or he or she may not advance to the next level in management. Essay With corporate organization’s growing to a more global market; managers have to change the way they view his or her organization.
Organization change occurs when business strategies or major sections of an organization are altered.” This means that areas of an organisation progress from one position of action to another in the attempt to improve an areas efficiency or ability. The motivation for change can greatly impact on the support of those involved, this could be due to extrinsic factors such as financial gain or intrinsic factors such as ethical practise, this motive however must be strong enough and required with a realistic view for success will promote support from those in the organisation who care for the causation of the change. Those it does not affect will often be ambivalent to the effort required to make the change. To decide on the action needed to be taken before implementing any change requires great amounts of thought and consideration as each change made is a potential risk for an organisation and some changes may mean interference or conflict between departments of the organisation thus creating an inharmonious mechanism which in turn can seriously affect the performance of an organisation. It is a common analogy that an organisation or business is like a clock, with varying cogs and mechani... ... middle of paper ... ...ement Model - Change Management Training from MindTools.com.
In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their goals. Far too often, the Human Resources (HR) function is nominal thus they are not as quick to respond to the rapid rate of change. When “this occurs, companies may be perpetuating or even creating barriers to fully leveraging their human capital. Organizations can begin the process of removing these barriers by assessing the Human Resources function and its alignment with business objectives” (Wert & Liwanag , 2002).