Human Resources Management

Course overview Haga clic para modificar el estilo de subttulo del patrn

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Central Themes
(1)

How to think systematically and strategically about aspects of managing the organization's human assets

(2) What really needs to be done to implement these policies and to achieve competitive advantage through people course 3/4/12 HRM MBA 22

SOURCES ADVANTAGE

OF

COMPETITIVE

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Systems Perspective

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Trade unions Occupational health & safety Organizational Development Motivation Occupational Stress Leadership Group Performance Others

Individual Group Perspective Selection

Compensation Performance Appraisal Training & development

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Systems Perspective Individual foccus

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Classical Areas
Compensation Strategy Job Analysis Job Descriptions Interviewing & SelectionTechniq ues

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Classical Areas

Job description Job Profile Training methodology

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Classical Areas

Evaluation Disciplinar y Actions Developm ent

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Classical Areas
Layoff Outplaceme nt

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Classical Areas +
Occupation al Health & safety

Labor Relations

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SOURCES ADVANTAGE

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COMPETITIVE

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Its a Dynamic System Based on the Corporate Strategy

OHS Conflict Managemen t Communica tion Strategy

Labor Unions

Culture Change Mergers 3/4/12 HRM MBA course Downsizing 1212

Systems Perspective

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Trade unions Occupational health & safety Organizational Development Motivation Occupational Stress Leadership Group Performance Others

Individual Group Perspective Selection

Labor Relations Compensation Performance Appraisal Training

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OD Definition
Organization Development is a systematic application of behavioral science knowledge to the planned development and reinforcement of organizational strategies, structures, and processes for improving an organizations effectiveness.
Cummings & Worley, 1993
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ure Poor alignment to organizations strategy t uc str n tio iza n Po ga or or qua Low productivity te lity ria le rop ora p m ap or In Po
ks as dt ne sig de ly or Po
oals g ear l Unc

Start Point

at iz an Interpersonal conflicts rg n O o pm lo e le Inappropriat ve t aMBAship style 3/4/12 HRM der course e

Organizatio ni

Intergroup conflict
ce an rm o

m ea rt oo P

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Models and theories

Contd..

The Burke-Litwin Model of Organizational Change

Warner Burke

Chang e

First order change (Transactional change)

Second order change (Transformational change) OD interventions directed towards structure, management practices, and systems (policies & procedures) result in first order change. OD interventions directed towards mission and strategy, leadership, and organization culture result in second order change. 3/4/12 HRM MBA course

Systems Theory
Organizations are open systems in active exchange with their environment
David A. Nadler

The Congruence Model 3/4/12

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Action s
Interventions are the actions taken to produce desired changes. Four conditions that give rise to the need for OD interventions:
1.

2.

3.

4.

The organisation has a problem (corrective action to fix it) Organization sees an unrealized opportunity (enabling action to seize the opportunity) Features of organization are out of alignment (alignment action to get things back in sync) Yesterdays vision is no longer good enough (action for new vision actions to build necessary structures, processes and culture to make new vision a reality)

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Interventio ns
1. 2. 3.

4. 5. 6. 7. 8. 9.

Diagnostic Team-Building Education, Training & Development Structural Process Consultation Coaching and Counseling Life and Career Planning Planning and Goal Setting Strategic Management

Each of these families of interventions includes many activities

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Other Interventions
Organization Transformation Organizational Culture Learning Organization Total Quality Management Visioning and Future Search Business Process Reengineering Quality of Work Life
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Teaching Methodology

Case studies Role play Individual project Group project In class exercises Reading Material Discussion Written Exam MBA course HRM
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