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1910361.pptxApproaches of managing people in an Organisation ABC
Introduction
Organization ABC is a garment selling company. The organization faces numerous challenges like communication, misinterpretation, cultural diversity, unethical practices, discrimination. The employees of the organization are unable to cope up with the innovation culture and there is lack of strategic management of people.
The managers of Organization ABC needs to think analytically, conceptually and strategically to find right solution and bring productive performance and growth in future.
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Strategic People Management, Innovation and Culture
Module 5
Key challenges for managing people like ethics, culture, diversity, strategic HRM and innovation which significant impact on short, medium and long-term performance.
Module 5.1
Complexities of ethics and culture, both organizational and national highlighted and the need for managers to understand underlying drivers and dimensions.
Module 5.2
Strategic view of how to manage the human resource and apply innovation. Managers should think strategically and be aware of the environment operating, its challenges and scopes. Indeed longer term resourcing and development needs are identified for future sustainability.
Module 5.1. Ethics, Cultural and Diversity
Ethics, Culture and diversity are intertwined for the values and features in a person’s personality (Dekker, 2016).
Ethics
Ethics are the principles, based on which the actions are taken as right or wrong (Jacob, Cheng, & Porter, 2015).
Managers need to balance the requirements of different shareholders in the organization and take ethical consideration seriously (McDonald, 2014).
Human Rights Commission Act, Anti-Discrimination Act, Health and Safety Act, Employment Act must be legislated by organizations and followed
For the purpose of managing people in terms of ethical practices it is required to treat employees suitably as per the right of employees laws.
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Ethics - What managers would do?
Managers of the organization should take suitable decisions to understand the values, culture, beliefs of employees
Training and support with motivating team will bring ethical practices (Paquin, 2013)
Diversified workforce initiative to work for meeting organization goals are suitable ethical practices to meet challenges (Nuttavuthisit & Thøgersen, 2017)
Approaches to ethical decision- making
Views of right or wrong must be taught from childhood by parents and teachers
Values and beliefs are sensitive issues which needs to be considered by managers (Siegel, 2017)
Culture of different countries and people from different regions needs to be understood before any new decision making
Discrimination and appraisal ratings should be done based on skills and performance.
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Cultural dimension and diversity
Organizational culture - organization’s learned and shared values, beliefs, behaviors and norms (Lai, 2018).
National culture – the values, beliefs, behaviors and customs shared by people from a particular nation or ethnic group (Lai, 2018).
Dealing with challenges of organizational culture
Managers should understand organizational culture and align workforce in that procedures (Idowu & Schmidpeter, 2015)
Various dimension’s to conduct research on organizational culture can be effective approaches
Diversity can be based on age, ethnicity, gender, religious, personality, sexual orientation, education, profession and more (Idowu & Schmidpeter, 2015).
Managers must have the knowledge and the experience to control and monitor diversified workforce to meet targets and bring productivity and team work.
Suitable communication both verbally and non-verbally will help employees to understand roles and retain workforce
Module – 5.2 Strategic People Management and Fostering Innovation
Managing people through bonding of people management practices and strategy of organization (Idowu & Schmidpeter, 2015)
Thinking strategically will help to attain competitive advantage and sustainability
Environmental analysis for identify future needs and challenges:
PESTEL analysis - macro-environment analysis
SWOT analysis – Strength, scope, threats and weaknesses detected through micro-environment analysis
The data collected after environmental analysis will allow accurate workforce planning, determining potential human resource needs and will:
Development of people and capabilities
Impact on employee lifecycle
Thinking organization’s need to attract right people
Managers should think systematically (Erbe, 2014)
Performance management system (Cooper, Peake, & Watson, 2016)
Training and development system
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Innovation
Innovation brings creativity and new ideas into making decisions to meet organization goals in a better way
Starts with identification of the problems or opportunities to be perused
Options, solutions and ideas are explored (Hemlin, Allwood, Martin, & Mumford, 2014)
Relevance of innovation for people management
Managers must create a culture of innovation (Cairns, 2017)
Continual encouraging people to look for new ideas (Anzola-Román, Bayona-Sáez, & García-Marco, 2018)
Bringing necessary changes in business and operation and making employees understand and aware of the positive impact of innovation
Module 6 - Organization, Systems and Legal Obligations
Organizations continually wants to grow and improve, adapting to the changing environment through different innovative work practices, dynamic business models, developing high performing cultures to increase productivity and growth.
Module 6
Discusses practicalities in the successfully designing organizations and managing people.
Module 6.1
Three organizational aspects which can both hinder and help organizational effectiveness, organizational design and structure, bundling of HR practices into systems and employment law.
Module 6.2
The second part of this module serves as a subject summary and guiding
students in developing their people management capabilities.
Module 6.1-Organisation, Systems and Legal Obligations
Organisational Design & Structure
Organizational structure are the groupings of functions and who reports to whom.
Formal organizational structure in which the official structure of organization
Informal organizational structure in which the unofficial relationships
Robbins et al (2009) identify six characteristics of organizational structure:
1. Work specialisation refers to the dividing work activities into tasks
2. Departmentalisation means the grouping of jobs and roles
3. Chain of command is reflecting lines of authority
4. Span of control are the optimum number of employees a person can manage
5. Centralisation or decentralisation deals with the decision making
6. Formalisation are the extent to which employees are guided by rules and processes
Both the formal structure and informal structure like maintaining suitable and systematic work procedures, team work along with maintaining suitable relationship with different stakeholders are required to be maintained by managers.
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Types of organisational structures
Functional
Divisional based on product, geography, customers or processes
Matrix
Team
Network
Boundary-less organizations
Managerial role
Managers must consider various human resource sub-systems impact and relate to each other
Human resources needs to be divided as per skills and roles to be performed by managers
Creating high performing culture, improving performance management sub-system will only provide a partial benefit
Functional structure are based on the different functions carried out like accounts, sales, marketing, designing etc. Team structure is based on the team enrolled for specific tasks to conduct. Matrix structure is mixed based on high and low requirements of the organization. Network is connection of the different functionalities and systems of departments. Boundary less are structure with no specific divisions mentioned.
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Legal Obligations / Employment Law
Managers must also comply with the various forms of legal rules and government registration procedures mentioned in for carrying out business activities
Covering equal employment opportunity and anti-discrimination, harassment and bullying legislation will be effcetive strategy (Cowden & Bendickson, 2018).
Managers must understand how workplace relations system works in every country (Tony, 2014)
Employment laws like Health and safety Act, Risk Management Act, Equal Opportunity Act, Equal Pay Act are required to be legislated as per legal rules for effective business managing and meeting challenges. Employees feel safe in a working environment with all the legal procedures and employment laws followed by orgnaizations.
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Building People Management Capability and Subject Summary
Core Management Skills
Technical skills are the expertise required to perform a task (Cairns, 2017)
Human or Interpersonal skills – ability to work with and cooperate
Conceptual skills – analytical thinking and problem solving abilities (Cooper, Peake, & Watson, 2016)
Managers Development Needs
Start with the personal testing
Questioning the different goals
Values and passion needs to be identified
Describing personal values style and passion (Cowden & Bendickson, 2018)
Knowing team
Understanding intention of every team member
Motivating and building good relationship
Identifying key stakeholders (Tony, 2014)
Managers should be efficient to:
Improving and understanding organization strategic decision
Organizational culture meeting goals or not
Knowledge of policies and procedures of organization (Tony, 2014
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References
Anzola-Román, P., Bayona-Sáez, C., & García-Marco, T. ( 2018). Organizational innovation, internal R&D and externally sourced innovation practices: Effects on technological innovation outcomes. Journal of Business Research,, 233-247.
B. Miner, J. (2015). Organizational Behaviuor4: From Theory to Practice. New Jersey: Routledge .
Cairns, G. (2017). Can Design Inform Effective Social Innovation? The Design Journal , 725-734.
Cooper, D., Peake, W., & Watson, W. (2016). Seizing Opportunities: The Moderating Role of Managerial Characteristics on the Relationship between Opportunity‐Seeking and Innovation Efficacy in Small Businesses. Journal of Small Business Management, 1038-1058.
Cowden, B., & Bendickson, J. (2018). Impacts of regulatory focus and institutions on innovation. Management Decision, 939-954.
Dekker, S. (2016). Just Culture Balancing Safety and Accountability. London: CRC Press.
Erbe, N. D. (2014). Approaches to Managing Organizational Diversity and Innovation. Hershey: IGI Global.
Hawkey, D., & Webb, J. (2014). District energy development in liberalised markets: situating UK heat network development in comparison with Dutch and Norwegian case studies. Technology Analysis & Strategic Management, p.1-14.
