Professional Documents
Culture Documents
1
Topics to be covered
Behavioral Sciences
– Linkage with HRM
Organization
- Certain percepts / lowest common denominator
Strategy
– Difference between strategy and tactics
– Different levels of strategy
– Strategy in fast changing world: mechanistic vs complex
paradigm
HRM
– Definition
– Its relevance
– Its interface with strategy
– Major areas
2
Behavioral Sciences: Involves systematic analysis
and investigation of human behavior studied
through experimental and observational methods.
Organiz ational Behavior:
Ex: Understanding human beings.
– your project team member, and what makes him tick
– the set of relationships surrounding you and your team
member, including authority relationship
– small-group dynamics, working together to accomplish
well defined tasks
– Organization as a whole: its culture, processes and
ways of doing things that affect you, your member, the
relationship and the small project team of which both of
you are a part.
3
Motivation
6
Motivation
Job Performance?
8
Topics to be covered
Behavioral Sciences
– Linkage with HRM
Organization
- Certain percepts / lowest common
denominator
Strategy
– Difference between strategy and tactics
– Different levels of strategy
– Strategy in fast changing world: mechanistic vs complex
paradigm
HRM
– Definition
– Its relevance
– Its interface with strategy
– Major areas 9
What is an Organisation:
– Collective
– Purpose
• Brings together an array of resources and applies their
specialisations to a common end-product.
10
I. Business organisation:
11
II. Purpose of a business
Is it solely for profit?
– Employment is a contract.
– Entails expectations from each
party.
14
Employment
Employment: nature of relationship between
individual and firm has components that makes it
different from other contractual relationship
17
Effective Manager?
Good
Effective and efficient:
Effective, but not goals achieved
Performance efficient: and resources well
Effectiveness some
How well are
used: area of high
resources wasted
productivity
Goals being
attained?
Neither effective nor Efficient but not
efficient: effective:
goals not achieved; No wasted
Area of true resources, but goals not
resources wasted in the
managerial achieved
success process
Poor
Performance efficiency Good 20
How well are resources being used?
V. WHAT IS MANAGEMENT ?
Role of a manager (resource
based view)
Finance Plan
Infrastructure Acquire
Machines Deploy
Manager
Manpower Monitor
Vendors Assess
Clients Develop
Permits…….. Exit
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Management – as science, politics,
control and practice.
Organization
- Certain percepts / lowest common denominator
Strategy
– Difference between strategy and tactics
– Different levels of strategy
– Strategy in fast changing world: mechanistic vs
complex paradigm
HRM
– Definition
– Its relevance
– Its interface with strategy
– Major areas
23
What is strategy?
25
Strategy: its three levels
- corporate
values
financial goals
non financial goals
- competitive
how a firm competes in a
given industry
- functional
marketing
financial
research
operations
HR, and so on.
26
Strategy development process:
Competitive advantage
Low cost Uniqueness
Organization
- Certain percepts / lowest common denominator
Strategy
– Difference between strategy and tactics
– Different levels of strategy
– Strategy in fast changing world: mechanistic vs complex
paradigm
HRM
– Definition
– Its relevance
– Its interface with strategy
– Major areas
29
hRm
Focus people as resources to be utilised
like any other resource:
management as a control
31
hrM
Management of people - Looks at
sophisticated ways of enhancing
performance thro’ forms of control that
are based on commitment rather than
compliance
Management as a politics
• “Commitment” strategies to ensure that
employee give an organisation its
competitive advantage.
• Needing to be managed ? To be
motivated to produce the best.
32
Hrm
Focus on people as complex and valuable
members or stakeholders of the firm.
Management as a practice
• To be attracted, retained and developed.
• The sum of people’s knowledge and
expertise, and social relationship has the
potential to provide non substitutable
capabilities that serve as competitive
advantage.
• Characteristic of resource – value, rarity,
inimitability, non substitutability – drive
the competitive advantage.
Ex: knowledge worker 33
HRM is…..
HRM is the set of philosophies, processes and
procedures that a company uses to manage:
34
HRM is…..
The entry and exit processes in the firm:
• Training vs Development
Learning is a relatively permanent change in behavior that occurs as
a result of experience. Internalising and not acquiring facts.
38
HRM is…..
seeking alignment of the employment system
of a firm with the
• strategy,
• internal context, and
• nature of the circumstances (external
context) that an firm faces.
Acquisition of
Internal
employees External
40
Changing contexts
41
Characteristics of present day workers
Knowledge technologists:
• Their work is based on substantial amount of
theoretical knowledge which can be acquired
only through formal education, not through
apprenticeship
• Their job require putting formal knowledge to
work, and
• Continual updation of knowledge throughout
their working lives to keep it current for their
work.
47
New forms of organisations
48
New forms of organisations
49
New forms of organisations
50
New forms of organisations
• Virtual workplace:
51
Newer ways of working in organisations
• Social responsibility:
53
HR Strategy
54
The Harvard Model (1984)
Stakeholder
interests
-Shareholders
-Management
-Employee groups
-Government
-Community Human Long term
-Unions Human resource resource consequen
management outcomes ces
policy
choices -Commitment
Strategy -Individual well-
-Competence
-Employee being
-Congruence
Internal/external -Organisational
influence -Cost
contexts effectivenes
-Human resource effectiveness
-Workforce s
flow
characteristics -Societal well-
-Reward systems
-Business strategy being
-Work systems
and conditions
-Management
philosophy
-Labour Market
-Union strength
-Task technology
-Law and societal 55
• What do HRM professionals do?
• What affects what they do?
• And, how do HR professionals do
what they do?
56
Skills
Three related dimensions of HRM
•Communication
Functions •Legal
•Power
•Instructional
•Planning
•Interpersonal
•Staffing
•Cognitive
•Developing
•Technical
•Motivating
•Maintaining
•Managing
relationships HR
•Managing strategy
change
•Evaluating Matching Ps
•Exit Philosophy
Policies
Programmes
Practices
Processes
Contingencies
57
The components of the ideal human
organisation
Alignment of HR processes
to create ideal culture and
mindset to achieve strategy Strategy
Core Organisation
processes structure
58
The performance of the system is not the sum of its parts, but product of their interactions.
The strategic HR planning
process
Analysis of
Critical success factors
Trends
(threats, opportunities) Strategy
Human organisation
Organisational initiatives
59
Strategy: Planned vs
emergent
• Mechanistic models:
– Assumes that the future can be
known, predicted and to some
extent controlled by managers
– Emphasis is on intention – strategic
intent, stability and return to
equilibrium.
– Success depends on extensive
planning and design, accurate
anticipation of resistance to change
and overcoming
rational, linear, planned such
process,resistances.
where risk is
measured, evaluated and implemented 60
Strategy: Planned vs
emergent
• Complex models:
– Assumes that the future cannot be predicted
with any degree of certainty; instead it
emerges with its own distinctive properties
through random or unexpected events.
– Emphasis is on managing the show with
imperfect information, and at various levels
with high degree of accountability; nobody
has the “whole picture”.
– Success depends on tapping the ideas of
various groups of people, as they are in
touch with customers and changing
marketplace. Seemingly adhoc activities are
driven by people who have a sense of
advisingownership of ideas
and modifying being and
the direction put the
into practice.within
boundaries
which effective, improvised, self organized solutions can evolve. 61
Competitive advantage
-organisational capability: represents the
business’s ability to manage organisational
systems and people in order to match customer
and strategic needs. Ex: restaurant
64
Strategizing using Complex paradigm:
65
Complex paradigm and knowledge
worker:
autonomous entities. Control tendency may
backfire, instead advising, guiding and
mentoring helps
generally have external points of reference,
that is, in contact within the organisation and
its ecosystem. Thus, outside-in approach is
expectable.
centralised decision making is passe when
the world changes fast, distributed decision
making at variety of levels is needed.
66
Complex paradigm:
Leader: