Human ResourceManagement Diploma

Human Resource Management DiplomaWeek 1 10 April- 16 April / 2010Management Profile : 

Human Resource Management DiplomaWeek 1 10 April- 16 April / 2010Management Profile

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Content : Organization . Management. Managers. Work place challenges. 21 century work environment. Organization Behavior. Organization Theory.

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Collection of people work together in a division of labor to achieve a common purpose Organization Definition

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Open System Transforms Resource inputs from the Environment into product outputs The Environmental Provide The organization creates The environment consumes Workflows turn resources into output Resource Inputs People Money Material Technology Information Product Outputs Finished Good Service Consumer Feedback

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Productivity& Organizational Performance Productivity Performance Effectiveness Performance Efficiency Measure of the resource cost Associated with Goal Accomplishment Output measure of Task Or Goal Accomplishment Quantity& Quality Of work performance With resource utilization taken into account

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Productivity& Organizational Performance Effective but Not Efficient Goals Achieved But Resource Wasted Neither effective or efficient Goals not achieved Resource wasted in process Efficient but Not effective No wasted resource But Goals not achieved Effective and Efficient Goals achieved and resource well Goal Attainment High Low Good Poor Resource Utilization

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Management Process of planning, Organizing, leading, And controlling the use Of resource to accomplish Performance Goals

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ManagementFunctions Management Function

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Planning A process that includes defining goals, establishing strategy, and developing plans to coordinate activities.

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Organizing Determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

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Leading A function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts.

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Controlling Monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. Where we are (Measurement) How can Get On track again (Correction Where we planned to be Evaluation

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Layers of Management Operative management Business operations management Strategic management coordination and control of direct work competition, markets, resources long term planning, visions, ’reading’ the environment Institutional management legitimating, society, ’lobbying’

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Management Hierarchy strategic planning overall development and coordination of organization long time range of planning Top management

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Management Hierarchy Operative management Middle management and experts close to the actual processes short time range of planning development of their units and coordination between other same level units plant managers, region managers, business unit managers middle time range of planning

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Management Skills Technical skills Human skills Conceptual Skills The ability to apply specialized knowledge or expertise. The ability to work with, understand, and motivate other people, both individually and in groups. The mental ability to analyze and diagnose complex situations.

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Management Skills Top Management Low Management

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Management Roles Interpersonal Roles Informational Roles Decisional Roles How manager interact with other people How Manager exchanges and process Information How a manager uses information In decision making

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Management Roles Interpersonal Roles

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Management Roles Informational Roles

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Management Roles Decisional Roles

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Manager Managerial Activities Make decisions Allocate resources Direct activities of others to attain goals Person who supports and is responsible for the work performance of one or more other persons

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Effective Versus Successful Managerial Activities (Luthans) Traditional management Decision making, planning, and controlling 2. Communication Exchanging routine information and processing paperwork 3. Human resource management Motivating, disciplining, managing conflict, staffing, and training 4. Networking Socializing, politicking, and interacting with others

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Managers Types Top Management Middle Management Team Leaders Responsible for the performance of the organization as a whole or of one of its Major parts Reports to top managers and oversee The work of large department or divisions Formally in charge of teams or work units

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Manager Authority Matrix( ARCI) Accountability Responsibility Consulted Informed Requirements to show performance result to a Supervisor Responsible for meeting specific timelines deliverables Overlook every one who impacted by initiative Knowledge& expertise overall success of project

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Manager Responsibility Plan Meeting& Work schedule Clarify Goals High performance& Teamwork Recruit, Train, develop Recommend Pay Appraise performance Coordination

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Workplace Challenges Turbulent Environment , complex, demanding ways Information& Technology development Continuous Learning& Personal Development

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Twenty-One Century Work Environment Ethics Globalization Technology Knowledge Diversity Change

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Workforce Diversity Describe Differences In age, Gender, race, Ethnicity, religion, And sexual orientation In the workplace DomesticPartners Race Non-Christian NationalOrigin Age Disability Gender

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Diversity Trend IN Sociocultural Environment People of colors More Women are working People with disabilities Workers from nontraditional Families Age average is increased Religious Diversity is increasing

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Inclusivity& Multiculturalism Inclusivity Multiculturalism Involves pluralism And respect for diversity Which organization is open to anyone who can perform a job Regardless of race……….

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Diversity Barriers& Challenges Prejudice Discrimination Glass- ceilling Effect is an invisible barrier That limits career advance Of minorities Denies some people the Full benefits of Organizational Membership Display of negative, irrational attitude toward people different From one self

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Diversity Barriers& Challenges Dominant Culture: Hold Most top position. Present in all levels. Included in entry level. Minority Culture: Hold few top position. Distributed in lower middle levels. Included in entry level hiring

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Managing Diversity Affirmative Action Create upward Mobility for minorities And women Valuing Differences Build Quality Relationship with respect For diversity Managing Diversity Achieve full utilization of Diverse human resource

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Information Technology Use IT to meet the information needs of managers in daily decisions Customer Suppliers Strategic Partner IT Breaks Barriers Organization are Flatter as IT replaces Management level People, teams, and Departments are better connected by IT Supply chain management is improved by IT connections Customer relationship management is improved by IT Connection Supply chain management is improved by IT connections

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Knowledge Management Intellectual Capital Knowledge management Learning organization Able to continuously change And improve based on The lessons of Experience Process of using intellectual Capital for competitive Advantage Collective brainpower or shared knowledge of a workforce

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Discipline of learning organization Mental Models Personal mastery Systems thinking Shared vision Every one set aside way of thinking Every one becomes self aware and open to other Every one understand and agree to a plan of action Everyone learns how the whole organization work

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Globalization& International Management Is the worldwide interdependence Of resource supplies, product Markets And business competition

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Globalization& International Management Profits Customer Supplier Capital Offer expanded profits potential Offer new markets to sell products Offer access to financial resource Offer access to needed raw material labor Offer access to lower labor costs

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Ethical Behavior & Value Accepted as right or good in the context of a governing morale code Are broad beliefs about what is or is not appropriate behavior

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Levels of Corporate Culture Observable Symbols Ceremonies, Stories, Slogans, Behaviors, Dress, Physical Settings Underlying Values, Assumptions, Beliefs, Attitudes, Feelings

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Values, Loyalty, and Ethical Behavior Ethical Climate inthe Organization Ethical Values and Behaviors of Leaders

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Values across Cultures: Hofstede’s Framework Power Distance Individualism vs. Collectivism Masculinity vs. Femininity Uncertainty Avoidance Long-term and Short-term orientation

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Change Management For every change there are associated cost Some Obvious Some Hidden

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Managing Planned Change Goals of Planned Change: Improving the ability of the organization to adapt to changes in its environment. Changing the behavior of individuals and groups in the organization. ChangeMaking things different. Planned ChangeActivities that are intentional and goal oriented. Change AgentsPersons who act as catalysts and assume the responsibility for managing change activities.

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Change Reaction cycle Effect on Productivity Change Introduction Expected change Enhancement Shock Denial Anger Bargaining Depression Acceptance

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Sources of Individual Resistance to Change Individual Resistance Habits Security Economic Factor Selective Information Fear Of the Unknown

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Sources of Organizational Resistance to Change Organizational Resistance Structural Inertia Limited focus of change Group Inertia Threats to establish Resource allocation Threats to establish Power relationship

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Organizational Behavior Organizational behavior (OB) A field of study that investigates the impact that individuals, groups, and structure have on behavior within organizations, for the purpose of applying such knowledge toward improving an organization’s effectiveness.

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Complementing Intuition with Systematic Study Systematic study Looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Provides a means to predict behaviors. Intuition “Gut” feelings about “why I do what I do” and “what makes others tick”.

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Organization Behavior Discipline

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Contributing Disciplines to the OB Field (cont’d) SociologyThe study of people in relation to their fellow human beings.

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Contributing Disciplines to the OB Field (cont’d) Social PsychologyAn area within psychology that blends concepts from psychology and sociology and that focuses on the influence of people on one another.

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Contributing Disciplines to the OB Field (cont’d) AnthropologyThe study of societies to learn about human beings and their activities.

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Challenges and Opportunities for OB Responding to Globalization Increased foreign assignments Working with people from different cultures Coping with anti-capitalism backlash Overseeing movement of jobs to countries with low-cost labor Managing people during the war on terror. Managing Workforce Diversity Embracing diversity Changing U.S. demographics Implications for managers Recognizing and responding to differences

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Challenges and Opportunities for OB Improving Quality and Productivity Quality management (QM) Process reengineering Responding to the Labor Shortage Changing work force demographics Fewer skilled laborers Early retirements and older workers Improving Customer Service Increased expectation of service quality Customer-responsive cultures

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Challenges and Opportunities for OB Improving People Skills Empowering People Stimulating Innovation and Change Coping with “Temporariness” Working in Networked Organizations Helping Employees Balance Work/Life Conflicts Improving Ethical Behavior Managing People during the War on Terrorism

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Basic OB Model, Stage I An abstraction of reality.A simplified representation of some real-world phenomenon. Individual Behavior Organization System Analysis Group Level

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Dependent Variable A response that is affected by an independent variable (what organizational behavior researchers try to understand). X Y

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Dependent Variable Productivity Effectiveness Efficiency Absenteeism A performance measure that includes effectiveness and efficiency Achievement of goals. The failure to report to work. Meeting goals at a low cost. Turnover The voluntary and involuntary permanent withdrawal from an organization.

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Job satisfaction Organizational citizenship behavior Job satisfaction A general attitude (not a behavior) toward one’s job; a positive feeling of one's Job resulting from an evaluation of its characteristics Discretionary behavior that is not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization. A general attitude (not a behavior) toward one’s job; a positive feeling of one's job resulting from an evaluation of its characteristics Dependent Variable

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IndependentVariables Can Be Independent variable The presumed cause of some change in the dependent variable; major determinants of a dependent variable. Independent Variable

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Independent Variable

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Organization Theory is the set of propositions (body of knowledge) stemming from definable field of study which can be termed organizations science (Kast&Rosenzweig1970).

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Organization Theory

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Two Organization Design Approaches Organizational Change in the Service of Performance

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Organizational Dimensions High Formalization 1 - 4 5 - 6 7 - 10 Low Formalization High Specialization 1 - 4 5 - 6 7 - 10 Low Specialization Tall Hierarchy 1 - 4 5 - 6 7 - 10 Flat Hierarchy Product Technology 1 - 4 5 - 6 7 - 10 Service Technology Stable Environment 1 - 4 5 - 6 7 - 10 Unstable Environment Strong Culture 1 - 4 5 - 6 7 - 10 Weak Culture High Professionalism 1 - 4 5 - 6 7 - 10 Low Professionalism Well-Defined Goals 1 - 4 5 - 6 7 - 10 Poorly-Defined Goals Small Size 1 - 4 5 - 6 7 - 10 Large Size Modern 1 - 4 5 - 6 7 - 10 Postmodern

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Contingency Approaches to the Measurement of Organizational Effectiveness External Environment Resource Inputs Organization Internal activities and processes Product and Service Outputs Resource-based approach Internal process approach Goal approach

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A Framework of Interorganizational Relationships

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Any Question Thank You

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Human Resource Management DiplomaWeek 1 17 April- 23 April / 2010Quality Management System