HRM ASSIGNMENT To critically appraise the statement "Is HRM in Crisis" we need to define HRM. The most commonly used definition of HRM is given below. Meaning of HRM • HRM can be defined as the field of management which relates to planning, organizing, directing & controlling the functions of procurement, development, maintenance & utilization of labor force with a view to attaining organizational goals economically & effectively. Various thinkers have got various views as to what is the function of HRM in the workplace. Presented below are two models: HRM Models Walton views HRM as promoting the feeling of mutuality between management & employees; • Mutual Goal • Mutual Influence • Mutual Respect • Mutual Rewards • Mutual Responsibility Karen Legge views HRM as; • Tool to integrate people with strategic business plan • Tool to integrate people into an appropriate organization culture • Tool to obtain & retain people & use it as a competitive advantage Need For HRM • Increased complexity of organization & employment communication & a distinction between owners, managers & workers. • Decreased number of employers and self employed and enlarged size of work force • Enhanced need for training in view of increased requirement of specialized skills • Public interventions & legal complications in employer - employee relationships IS
Paul Cronan Case - Ethical Analysis This case involves a corporate response to AIDS in the workplace. The return to work of Paul Cronan, a person with AIDS, after a much-publicized lawsuit, led to a walkout of his coworkers
Paul Cronan Paul Cronan Case - Ethical Analysis This case involves a corporate response to AIDS in the workplace. The return to work of Paul Cronan, a person with AIDS, after a much-publicized lawsuit, led to a walkout of his coworkers. This case documents the circumstances, which preceded the work stoppage. Analyzing this case from Paul Cronan's supervisors point of view there are three main ethical issues to be considered: duty to protect the interests of the company, New England Telephone (NET); obligation to maintain the rights of the other employees; and duty to provide for the safety and privacy of Paul Cronan. There are ample examples throughout the reading to support identification of these three issues. It is evident that there is substantial interaction between Cronan and his supervisors in the early stages of his illness. Cronan contacted his first boss, Charlie O'Brian, asking for permission to leave work for a doctors appointment on three occasions. Cronan disclosed his illness to O'Brian on the third attempt to leave early from work. On his return to work he was instructed by his boss to see the company doctor. Later he contacted O'Brian, asking to be put on medical leave. Months later when he was well enough to return to work he contacted his new supervisor, Richard Griffin, who informed him that he needed a medical release to return to his job. He also asked
Management styles There are three main types of management styles. These are autocratic, consultative and democratic. Autocratic The autocratic management style is one where the manager is used to give instructions. They tell people what to do instead of asking for their opinion on the matter in hand. The manager is the only person contributing to the decision making process in the business. Consultative The consultative management style is where managers consult other people before making a decision. This management style is the opposite to autocratic. This type of management style wants to collect more sources of information and opinions before any final decision is made. To do this successfully the business will have good communication channels so that the employees are able to give their opinions easily. The consultative manager will have to have listening skills and also the ability to create the right sorts of channels to consult other people. Things such as newsletters team briefings or suggestion boxes could be introduced to gather employee's ideas and opinions. Democratic The democratic management style involves empowerment. Individual employees and teams are given the responsibility to make their own decisions. The individuals or team is then held responsible for the decisions that it chooses to make. The manager will have to feel comfortable with their
The Culture of Phones Galore Ltd Phones Galore Ltd has adopted a very autocratic style of leadership and has not been accustomed to the modern ways of running a private limited company. The current Managing Director of Phones Galore believes that the company is "one happy family". Contrary to this statement, the staff turnover is very high and the employees believe that the business is run very autocratically. There are five main branches within the company: * Production * Engineering * Accounts and Purchasing * Quality * Administration Arthur Dawley is the Managing Director and Head of Sales. However, currently Arthur has asked his nephew to take the role as Head of Sales. This is the first sign that the company's environment is in disorder. The Production and Quality managers have put forward ideas for improvements but have been ignored. Arthur from what the Production and Quality managers have said, only listens and consults to Walter the Accounts and purchasing manager. Arthur is believed to be autocratic but fair simultaneously. Walter was appointed Production manager when Phones Galore became and Private Limited Company. The involvement of staff is very limited as only Walter has an active part. The Managing Director does not involve staff when asking for improvements his methods are of a recluse. Currently he wants to improve the quality of the products but
This report sets out to first define what knowledge management is, Secondly show an overview of knowledge management tools and finally describe in detail the intranet ( as a Knowledge management tool) and evaluate its effectiveness in supporting
Knowledge Management Knowledge Management Tools Created by Miss Belete Contents Contents 1 . Introduction 2 2. Knowledge management 2 2.1 Knowledge management definition 2 2.2 Categories of Knowledge 2 3. Knowledge management tools 3 3.1 knowledge management tools definition 3 3.2 Goals of Knowledge management tools 3 3.3 Examples of Knowledge management tools 3 3.3.1 The distance learning information sharing tool (DLIST) 3 3.3.2 Web portals 4 3.3.3 Information retrieval engines 4 3.3.4 Intellectual Capital (IC) 5 3.3.5 Groupware 5 3.3.6 The Internet 5 3.3.7 Intranets 5 3.3.8 Data warehouse 5 4. Detailed description of Intranet as a knowledge management tool 6 4.1 Reasons for my choice 6 4.2 Definition of Intranet 6 4.3 Different uses of Intranets 6 4.4 Content of Intranet which assist in sharing knowledge 7 4.5 Advantages of Intranets as a Knowledge management tool 7 4.6 Disadvantages of Intranets 8 5. Conclusion 9 6. References 10 7. Appendix A, Evidence of referred journal materials 11 7.1 Figure 2, example of reference 1 11 7.2 Figure 3, Example of Reference 2 12 7.3 Figure 4, Example of Reference 3 13 7.4 Figure 5, Example of Reference 4 14 7.5 Figure 6, Example of Reference 5 15 7.6 Figure 7, Example of
P & O Processes Records Kept, Receipts, Booking Systems, databases, accident books Records kept, Receipts, databases P & O keep a database of the customers who have used the service each individual booking would have a record number; this is then used if they need to track a booking. The records are also paper based, when you make the booking a customer gets a copy of their reference number along with their tickets, sent to them in the post. The Strengths of this are the customers can be organised by surname and then if they wish to join the club, the staff can check the files for surnames and then see if the customer had been on more than five trips. The weaknesses, of this are Database's can be lost if the file is not either password protected or backed up. The paper based files may be lost if there was a fire. Booking Systems, P & O, have an online booking system where you will have to follow 5 steps;1, outward journey,2 return journey,3 options and upgrades,4 passenger info,5 payment. A paper based booking system is also kept, this includes the same information but instead kept directly with P & O, it is kept by the booking agent. The Strengths of this are the booking is made quickly and easily, the customer also knows all data is inputted by themselves. The weaknesses of this are a customer may not fully understand and therefore book the wrong time or
"Although all managers have to provide leadership, not all leaders provide management" In order to create a solid argument we must first define both management and leadership. Management can be explained as being tasks, a discipline and also people.1 Managers are also those that manage change and actually make things happen. Whereas leadership is influencing (or motivating) individuals or groups in order to carry out a certain task.2 If an individual can influence others it does not always mean that they can also plan, organise and control.3 It was also said "Management is doing things right; leadership is doing the right thing".4 In the early 19th century, the need for management was not too strong because organisations functioned in a simpler way. The span of control in the 1800's was much narrower than it is now. There has been roughly a 640% increase in the ratio of managers to subordinates. 5 This explains why there was a sudden surge in leadership and managerial theories cropping up in the 19th century. All managers must provide leadership in order to have a focus in the organisation. If there is no leadership, business would be very slow paced - because everything would be done 'by the book'. They must inspire, lead, set goals and achieve them with the aid of their subordinates. Leaders are those individuals that have arisen from a group of individuals because they
"Explain how contemporary changes in the technological, economic and socio-cultural environment of management are affecting the conduct of management"
"Explain how contemporary changes in the technological, economic and socio-cultural environment of management are affecting the conduct of management" The affects of contemporary changes in the technological, economic and the socio-cultural environment has been very vast and has greatly restructured the managerial process of planning, organizing, leading and control. By simply having a look around us and evaluating the twenty first century to the past decade, we can truly notice the substantial changes in technologic, economic and the socio-cultural environment of management. These changes have beyond doubt affected the ways in which managers of the twenty first century could and would plan, organise, lead and control to the managers of the past decade. There are always two sides to a coin; likewise there are several advantages and disadvantages of these contemporary changes to management. The major technological advancement evident has been immense usage of Information Technology in organisations. The innovation of the Internet and the World Wide Web has been the one of the key driving force to several major changes to the conduct of management. Economical changes in the past decade have been significantly substantial. With many organisations going global, managers need to gain global knowledge and experience in accordance with the countries in which the organisation decides
People and Organisations What are some of the effect of stress for both individual concern and for organisations that individual is a part of? To what extend should manager feel responsible for trying to help reduce this stress? Throughout centuries work stress have continued to rise dramatically in organisations. Researches show that employees stress by their own job insecurities in the face of massive downsizing and restructuring of organisations in order to be competitive on the global stage. Most research studies indicate a high correlation between stress and illness for individual in organisations. According to authorities in the Great Britain, as much as 70% of patients that are treated by general practitioners are suffering from symptoms originating from stress. Everyone experiences stress, however, each person responds to stress very differently. Their respond is dependent on how each person react to stress emotionally, mentally, and physically. There are, however, common effects of stress from most people on the physical and mental body. Guyton (1987)1 argues that "The Menchanison by which mental events can effect the body's capacity to marshal on immune response, mental state play a crucial point is that stress itself has not been show to be detrimental" 1. His argument suggests that a crucial point is that stress itself has not been shown to be detrimental.
Performance efficiency must be monitored constantly, and should be done via work studies. How can we best evaluate this activity in a most objective way?
Question 1) Performance efficiency must be monitored constantly, and should be done via work studies. How can we best evaluate this activity in a most objective way? Why it is so important to monitor constantly the performance efficiency? Because this efficiency can reduce costs, can increase the productivity in a hotel, can also satisfy more guests needs. That is why we have to monitor this efficiency and we have to try to increase it. But how can we actually do this? There are a lot of ways by which we can evaluate the performance efficiency - through work studies, through guests satisfaction, through our own perception through statistical analyses (percentage of labor/revenue). To evaluate the performance efficiency through guests satisfaction is may one of the best way! Why? Because guests have the inside look for the things that happen in the hotel. They will say if they like the performance in the hotel or not. They can say if the rooms are cleaned well or the chambermaids just pass through the rooms rushing for the next room! Or they can say if the service in the hotel restaurant is not too slow. The managers of the hotel can monitor the efficiency and by their own perceptions. It is not a very good way to measure the efficiency, because every manager has its own perceptions. But in some cases the managerial perceptions can be of much importance for the hotel's