Human Resource Management in a Multinational Context - Teamwork between Company Management and Human Resource Department
|
|
- Julia Strickland
- 8 years ago
- Views:
Transcription
1 Human Resource Management in a Multinational Context - Teamwork between Company Management and Human Resource Department Mag. Walter Sumetzberger Consultant and Partner of osb-international Human Resource Management in a Multinational Context 1 / 10
2 HUMAN RESOURCE MANAGEMENT AS A NON-DELEGABLE CORE TASK OF COMPANY MANAGEMENT From a systemic point of view, Human Resource Management is situated at the interface between the personal systems of the employees and the social system of a company. The specific difficulty in handling human resources lies in the paradoxical fact that a company even though it pays for it - has no direct access to the psychical performance of employees. The core function of Human Resource Management is therefore: to manage the paradox that work is the only factor of production which is, after the sale, not at the full disposal of the buyer (e.g. companies are unable to pin their employees down to certain motivational/performance levels). and to manage the uncertainty which is entailed with the availability of work The following figure shows the six areas of company management which must be constantly managed to guarantee that the organisational unit can survive: Figure 1: The Six Areas of Company Management Human Resource Management in a Multinational Context 2 / 10
3 Human Resource Management is one of the non-delegable core tasks of company management. Human Resource Management has to ensure staff ability and the willingness to perform. The central challenge is the dependence on human resources and the autonomy of those involved: The company's dependence on its staff increases because of the increased productivity requirements and the increasing importance of "knowledge" as a success factor. But the company cannot be sure of having the performance potential it purchased by merely binding staff contractually. The constant adjustment of staff and company interests and the balancing of expectations on both sides connected with it becomes a creative task that is relevant for competitive purposes with two central adjusting levers. The safeguard for willingness to perform emerges by designing an environment that supports the involvement of the staff in the interests of the company. This also includes promoting staff ability to perform with the corresponding instruments of staff selection and development. From the general manager's perspective, this concerns creating an environment that increases staff willingness and ability to perform on the basis of workable self-initiative. An International Human Resource Department can only support company management by this core task. The functions of Human Resource Management are to be performed in teamwork /in combination with the executive personnel of a company. The demand for Human Resource Services - and therefore the starting point for the co-operation between company management and the International Human Resource Department - will be substantially influenced: by market situation and infrastructure of the different countries in which the multinational enterprise is working by the organisational logic and the organisational culture of the company and the industrial sector in which the company is working, and especially in multinational enterprises, by the different values, (role-) norms and behaviours stemming from different cultural backgrounds, which determine the usual way to deal with human resource issues. Depending on the market situation and the infrastructure in the different countries, Human Resource Management has to build up staff and support personnel recruitment in growth markets to manage the availability of employees with a certain qualification level, e.g. management know how by recruiting managers from the local job market, by developing local high potentials in management training programs or by dispatching expatriates to develop and manage systems and models for different wage levels and industrial laws etc. The organisational logic and the resulting culture of a company can be described as the historically grown patterns which are important for the success and the survival of the company. Depending on industrial sectors, there are different success factors for a company. Financial institutions have other challenges than retailers or IT services. Speed of reaction, ability for innovation, delivering just-in-time, but also quality of products, reliability and customer trust in the company are success factors which are more important in one industrial sector than in another. That is why you meet different critical processes in each industrial sector; in one case a hierarchical structure of decision finding makes more sense, and in another case teams are necessary to deal with complex tasks near the point of sales. The current company culture is also influenced by the history of the company's foundation and the subsequent development. Is it a company founded by one famous person and the ownership still in the hands of descendants of the family or is it a widespread public company, has it great merits in pioneering specific new products Human Resource Management in a Multinational Context 3 / 10
4 is it a company with longstanding experience as a multinational corporation or is it a very young company making the first steps into other countries - all of these factors influence the culture of a company. There are a lot of studies describing different values, (role-) norms and behaviours stemming from different cultural backgrounds. The most well-known and quoted studies and descriptions are from Kluckhohn and Strodtbeck (1961), Hofstede (1980, 1991), Hall and Hall (1989), Adler (1997) and Trompenaars and Hampden-Turner (1998). In a rough summary, often used dimensions to describe the cultural orientation of a society are relationship with nature/world: dominant, harmony, subjugation relationship with people: universalism versus particularism, individualism versus collectivism, neutral versus affective, achievement versus ascription, uncertainty avoidance, power distance, masculinity versus femininity relationship with time: future, present or past orientation; monochronic versus polychronic relationship with space: private, public or mixed; specific versus diffuse Depending on the organisational logic and the organisational culture of the company, as well as on the different values, (role-) norms and behaviours stemming from different cultural backgrounds, companies have different patterns of managing the uncertainty which is entailed with the availability of work. FOUR VARIETIES OF HUMAN RESOURCE MANAGEMENT How Human Resource Management is pursued in a company depends on the condition or state of the company. You can distinguish from the type of decision making and the place of decision making in companies four varieties of Human Resource Management: Type of decision making Place of decision making Shift of responsibility to a certain position implicit PERSONNEL BOUNDED Certainty is created by membership and loyalty explicit ORDER- AND RULE-DRIVEN Certainty is created by rules Self-responsibility of persons or company sectors PERFORMANCE- AND RESULT-BASED Certainty is created by the experience of successful contributions NEGOTIATION- ORIENTED Certainty is created by communicative processes Figure 2: Four Varieties of Human Resource Management Personnel bounded Human Resource Management In this variety of Human Resource Management, companies absorb uncertainty in using family patterns to handle the incalculability of individuals. Affiliation to the social system is created by origin (relationship, acquaintance, same socialisation by vocational training, etc.). The basic contract is that by affiliation to the wider field of a family, the individual gets a secure and most likely permanent place which offers care and support. The company, in return, gets individuals with unlimited availability; it's not legitimate to demarcate from the company (= family) and the organisational expectations. Individuals have to justify if they do not fulfil the performance expectations. Human Resource Management in a Multinational Context 4 / 10
5 Mutual predictability emerges on the basis of personnel availability versus personnel affiliation and security: give up demarcating from expectations of performance versus covering life risks. If this predictability is disappointed, a spiral of mistrust is created. Companies with this pattern of coping uncertainty between organisation and individuals have a strong personnel bounded, implicit Human Resource Management. Typical characteristics are: Access to the company takes place by relationship and acquaintance, by recommendations and connections. There are no public job offers or vacancies. There is no professional recruiting process. A intuitive audit sorts out job applicants, whether they fit to the company/family, whether they have the same stable smell Tasks are built around persons. Loyalty to the family is more important than professional qualifications Possibility for personnel development and qualification training is a reward for loyalty No explicit Human Resource Management instruments etc. Usually there is no explicit Human Resource function. The highest management level takes care of Human Resource Management in passing. Often there are only supporting positions for personnel administration. Performance- and Result-Based Human Resource Management Everyone is his own entrepreneur in the enterprise and committed to the entrepreneurial task. Effort and output have to meet the mark. If somebody does not bring the expected performance, he will be kicked out. Trust in the willingness to perform (individuals will bring the full effort) is the way to absorb uncertainty. Affiliation is caused by bringing the expected performance. Constant learning, quick acquisition of excellent know-how is also necessary. Commitment emerges for the vision of the company. The company gets the availability of the individuals for a promise of grandeur : You really can be proud working for this company. To be part of this great business also increases the market value of an employee. For the company, this means a permanent effort to renew this promise of grandeur and make sure that it is kept. Mutual predictability emerges on the basis of experience of successful performance versus the promise to be part of something great (which also increases the market value of an employee), trust in effort and entrepreneurship versus trust in the vision of the company. As long this mutual trust exists, each side goes all out. If trust fails, it leads to separation. Typical examples for this pattern of coping uncertainty are start-ups and companies in the pioneering phase. If the company applies the pioneering spirit in the long run, this pattern of Human Resource Management will survive. In companies which work with this pattern: flexible organisational and leading structures give room for a high level of self-organisation events for common experiences about building together something great are supported professional staff recruiting is a critical factor: clear task profiles and excellent assessments of potentials to find persons with the right qualification and willingness to perform the necessity of quick integration in the working process leads to instruments like mentorship programs for new employees a quick reaction to manpower requirements is usual. That means flexible models of employment, working time and payment, and instruments like management by objectives. long-term personnel development is not addressed. etc. Human Resource Management is a task of the company management. Specialised Human Resource functions provide services and instruments to increase the accuracy of recruitment, to speed up integration of new employees and to guarantee the flexibility of employment models. Human Resource Management in a Multinational Context 5 / 10
6 Order- and Rule-Driven Human Resource Management From the point of view of the company, the hope to create certainty is to submit individuals to rules. Desirable are routinely working processes, by which the company can be sure about certain and repeated results. The background is a mechanistic picture of human beings: only a part of the dimensions of an individual is taken into consideration. The company also submits itself to (internal and external) rules, and then conveys certainty about the durability of employment, career, etc. to the employees. The regulations also include the idea that in the remaining elbowroom, everyone can do what s/he wants. This individual elbowroom is part of the contract. And the company gets only a specific element of effort and performance. Mutual predictability emerges on the basis of submission to the rules of both sides company and individuals. The relationship between company and individuals is extremely instrumentalised. Therefore, identification with the organisation / the company is difficult. Typical examples are companies in the public sector, but also established, big global corporations. In companies with this pattern of Human Resource Management, there exist(s): bureaucratic structures for design and supervision of regulations a high level of written documentation (keeping the personnel file is one of the most important Human Resource Management tasks) differentiated Human Resource Management standards and instruments, which serve to formalise judgement, legitimation and supervision regulated careers and standardised personnel development models of payment with automatic jumps from stage to stage etc. The typical form of organisation is departments with Human Resource Management experts. Human Resource Management is delegated to these experts and to the works council. The Management has only to control deviations and to discipline. Negotiation-Oriented Human Resource Management The paradox that the company has no direct access to the psychical performance of employees, even though it has paid for it is a main issue in the managing process. Management does not delegate to deal with this uncertainty, but rather makes it a recurrent act of negotiation. Mutual predictability is created in the respective situation in negotiation processes, knowing the interdependence between company and individuals. The certainty lies in the quality of the communication processes. In companies with a pattern of negotiation-oriented Human Resource Management: staff recruiting, assessments of potentials, staffing decisions, etc. are common processes. there is a shared responsibility for personnel development between company management and individuals instruments are available which support negotiation and feedback processes (e.g. appraisal interviews, 360 feedback, etc.) experts are able to take on functions such as moderation, conflict mediation, coaching and consulting to support communication processes To handle the Human Resource Management processes is explicitly a task of the company management. Internal or external experts support the company management as service providers. Human Resource Management in a Multinational Context 6 / 10
7 DESIGNING THE TEAMWORK BETWEEN COMPANY MANAGEMENT AND HUMAN RESOURCE DEPARTMENT Regarding these four varieties of Human Resource Management, how can an International Human Resource Department design co-operation with the company management in a global corporation? This teamwork can be considered in terms of a business system: Customer Model WHO? Markets Target Groups Business Processes Organisational Structure HOW? FOCUS: more advantage for customer more efficiency Performance Supply Model Model WHAT? Core Services Marginal Services Figure 3: Business System of a Human Resource Department Customer Model of an International Human Resource Department For the customer model you have to answer questions such as: What is our market? In which region, which countries, which part of the global corporation are we working? (e.g. is this specific joint venture included or not?) Who are our target groups? Which level of company managers are our target groups? Which variety of Human Resource Management dominates in the (local) companies? What is the main pattern in our multinational corporation? Which patterns are changing? What are therefore the needs and requirements of our customers? What are the central challenges for the Human Resource Management? Maybe the varieties of Human Resource Management are different between parts of the corporation. For example, you have to deal with the fact that a young regional company in Eastern Europe, which is in a pioneering phase, opens up a new market practice Human Resource Management in a performance- and result-based way, but in the central headquarters an order- and rule-driven Human Resource Management is usual: Human Resource Management in a Multinational Context 7 / 10
8 Supply Model of an International Human Resource Department For the supply model you have to answer questions such as: Which principles are important for designing our services? Are there company strategies which determine our services? How do we design the division of labour between company management and the Human Resource Department? What are our core services? What are our marginal services? The following table shows the 10 Dimensions of Human Resource Management: 10 Dimensions of Human Resource Management A. Assessment of personnel needs, personnel planning and personnel controlling B. Personnel marketing, recruiting, selection C. Integration and initial qualifications D. Personnel development E. Potential development for leaders/managers and future leaders/managers F. Designing of compensation and employment models G. Personnel management in a narrow sense H. Personnel exit strategies I. Personnel administration J. Co-operation with works council and unions, concretising of legal and negotiation framework regarding basic conditions Figure 4: 10 Dimensions of Human Resource Management The table can give an orientation about core services and marginal services and help facilitate decisions regarding which task belonging to the specific dimension should be made by company management or by Human Resource Department. For certain issues (e.g. also for a special target group) you may have different service levels. Following the model of value disciplines of Treacy and Wiersema (1997) - customer intimacy, product leadership and operational excellence- you have to decide where you want to place your services in the service triangle. individual, customised Quick, easy, simple, cheap standardised Highly innovative, specific brand, product leadership Figure 5: Service Triangle In multinational corporations, you always have to find a balance between services based on local articulated requirements and services based on corporate-wide strategies. You also have to decide which services should be provided locally, centrally or bought externally. Human Resource Management in a Multinational Context 8 / 10
9 Performance Model of an International Human Resource Department For the performance model you have to answer questions such as: How do we have to design our organisational processes and structures to fulfil our services in an effective and efficient way? How can we find out the needs of our customers? How do we develop our services? How, together with the company management, do we put our services into action? Who is responsible, who makes resources available, etc.? How do we evaluate the results? Co-operation processes of Human Resource Management in a global corporation occur in a multinational context. This context will be substantially influenced by the following bundle of factors: The structural dynamics between organisational units (headquarter and subsidiary companies, etc.) The necessity to transcend distances, which equates with enforced mobility and virtuality in working together Differences in language Cultural differences regarding values, norms and behaviour To deal with structural dynamics between organisational units, Human Resource Departments must balance tensions between: centralised versus decentralised, e.g. the headquarter tries to implement standards, and subsidiary companies try to preserve as much autonomy and individuality as possible. Centralised Human Resource Departments often depend on subsidiary companies finding their offers interesting. Superiority versus subordination, e.g. in cases of mergers and acquisitions, the company which makes the take-over is more or less legitimated - suspected to colonise the foreign company. This causes mistrust and resistance. Human Resource Departments have to promote exchange and implement new communication platforms and processes. Different interests between locations and sites, e.g. competition about production orders or about functions as centre of competence. Human Resource Departments have to take care whether they want to be involved in these conflicts. Transcending distance means a lot of travelling or working together virtually. The risk of these new forms of communication is to produce misunderstandings and offences, because the used media work at very reduced dimensions of human communication. Human Resource Departments have to pay attention to the fact that to be successful, complex issues needs adequate complex communication channels. Using a foreign language increases the possibility of misunderstandings too. There already are cultural differences regarding values and norms; for example, every country has another idea regarding what constitutes a good manager or a high potential. In addition, language differences cause nuances to vanish. Sometimes the same word has different meanings (e.g. concept in English and Konzept in German). Questions and issues will be avoided, because people do not understand the relevance of the issue or do not know how to express themselves. Subsequently, this has an affect on attribution of competence or non-competence, the feeling of being dominated by a native speaker, or the level of commitment. Human Resource Departments have to be very careful and invest a lot of time to produce a common understanding. In co-operation processes, Human Resource Departments are often faced with cultural dilemmas (following Krewer (2000)) such as: Focus on group versus focus on individual: e.g. shall I provide the performance of a team or the performance of the best individual Importance of formal rules and functions versus strategies depending on local context and personal interests: e.g. I need detailed plans and clear commitments, but I do not want to cut down creativity and attention to local circumstances, which could lead to innovations. Human Resource Management in a Multinational Context 9 / 10
10 Hierarchy and authority versus autonomy and participation: e.g. how can I act in my function as Human Resource Department in a responsible way, when I have no formal power and the expectations regarding hierarchy and participation are different? Pragmatic versus conceptual: e.g. how can I solve problems quickly and not neglect the development of a clear conceptual approach? Monochronic time orientation versus polychronic time orientation: e.g. how much structure do my procedures need to be well organised, and how can I be flexible for unexpected incidents and for parallel work flows? High context culture and implicit communication versus low context culture and explicit communication: e.g. how clear shall issues be addressed and clarified and how can I avoid that this is interpreted as impolite? Conflict orientation versus harmony orientation: e.g. in my function within the Human Resource Department, how can I react to the insufficient work of my partners? Task orientation versus relationship orientation: e.g. how much have I to invest for building and cultivating relationships, when urgent problems wait for a solution? Human Resource Departments in a multinational surrounding have to deal with these challenges so that no one side of these dilemmas is dominant, or else co-operation processes will fail. It is necessary to find flexible balances between the positions. Human Resource Management itself is challenging enough. In an multinational context, additional complexity arises. Dealing with this complexity cannot be reduced to a stringent model or simple advice. Necessary is a complex mindset to develop more sensitivity for what happens in the co-operation between company management and Human Resource Departments. References Adler, N.J. (1997) International dimensions of organizational behavior. Cincinnati, Ohio: South West College Publishing Garbsch, M., Vater, G., Sumetzberger, W., Wimmer, R. ( ) osb-international Research Project Human Resource Management. unpublished material, Vienna Hall, E.T. and Hall, M.R. (1989) Understanding cultural differences. Yarmouth Hofstede, G. (1980) Culture s Consequences: International Differences in Work-Related Values. Beverly Hills, CA: Sage Hofstede, G. (1993) Cultures and Organizations: Software for the Mind. London: Mc Graw-Hill Kluckhohn, F. and Strodtbeck, F.L. (1961) Variations in Value Orientation. New York: Row, Peterson and Company Krewer (2000) Managing international projects. How to promote co-operation of multicultural project groups A workbook introducing experiences, cases, self tests, advice, links. Authors edition, Saarbrücken, Hamburg Treacy M. and Wiersema F. (1997) The discipline of market leaders. Perseus Books Group Trompenaar F. and Hampden-Turner Ch. (1998) Riding the Waves of Culture. Understanding Diversity in Global Business. New York: Mc Graw-Hill Human Resource Management in a Multinational Context 10 / 10
BC Public Service Competencies
BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using
More informationInterviews management and executive level candidates; serves as interviewer for position finalists.
Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,
More informationMBAProgramme. The College of The Bahamas
c o u r s e o u t l i n e MBAProgramme The College of The Bahamas Year 1 Fall Financial/Managerial Accounting (3 credits) Introduces students to the financial and managerial accounting disciplines; develops
More informationASSESSMENT CENTER FOR IDENTIFYING POTENTIAL PROJECT MANAGERS: A CHANCE FOR SYSTEMATIC HUMAN RESOURCE DEVELOPMENT
ASSESSMENT CENTER FOR IDENTIFYING POTENTIAL PROJECT MANAGERS: A CHANCE FOR SYSTEMATIC HUMAN RESOURCE DEVELOPMENT Dipl. Psych. Ingo Heyn, ALLIANZ LEBENSVERSICHERUNGS-AG, Germany, 1999 Paper for the 6th
More informationAnalysis of opportunities, barriers and requirements of SME Partnerships for Innovative Energy Services
Analysis of opportunities, barriers and requirements of SME Partnerships for Innovative Energy Services June 2015 Co-funded by European Union Stefan Amann and Klemens Leutgöb e7 Energie Markt Analyse GmbH
More informationManagerial Competencies (if any) (see attached Annex)
RECRUITMENT PROFILE Profile: Human Resources Major Duties and Responsibilities 1. Responsible for the interpretation and application of the Staff Rules, regulations and procedures ensuring uniform application
More informationMANAGEMENT COURSES Student Learning Outcomes 1
MANAGEMENT COURSES Student Learning Outcomes 1 MGT 202: Business Professions 1. Describe and use the elements of effective decision making research, assessment and consequence. 2. Apply elements of effective
More informationMANAGEMENT AND MARKETING
MANAGEMENT AND MARKETING The Department of Management and Marketing comprises some 18 full-time members of staff, academic and administrative, and over 2,000 students are currently registered for modules
More informationManagement and Marketing Course Descriptions
Management and Marketing Course Descriptions Management Course Descriptions HRM 301 Human Resources Management (3-0-3) Covers all activities and processes of the human resources function that include recruitment,
More informationThe "Alignment" Theory: Creating Strategic Fit
20 MANAGEMENT DECISION 29,1 T he organisation and its competitive situation should be viewed not as separate, interdependent entities but as just different influences in the same global environment. The
More informationRevised Body of Knowledge And Required Professional Capabilities (RPCs)
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
More informationPEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ
PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of
More informationTHE DEVELOPMENT OF AN INTERNATIONAL BUSINESS STRATEGY
THE DEVELOPMENT OF AN INTERNATIONAL BUSINESS STRATEGY DeRuiter Consultancy International Market & Investment Surveyors A STEP-BY-STEP APPROACH TO DEVELOPING A BUSINESS STRATEGY FOR INTERNATIONAL GROWTH
More informationGLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director
GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department
More informationChoosing Human Resources Development Interventions
Choosing Human Resources Development Interventions JP Singh Singh argues that top management should examine the managerial culture of the group and the organization before introducing change through human
More informationChallenges of Intercultural Management: Change implementation in the context of national culture
12-ICIT 9-11/4/07 in RoC Going for Gold ~ Best Practices in Ed. & Public Paper #: 07-08 Page- 1 /7 Challenges of Intercultural Management: Change implementation in the context of national culture Prof.
More informationEntrepreneurship & Business Management N4
Oxbridge Academy effortless excellence in education Entrepreneurship & Business Management N4 Study Guide Preview CONTENTS TOPIC 1: THE CHALLENGES OF ENTREPRENEURSHIP 1.1 Defining the concept entrepreneur
More informationMaster of Entrepreneurship (M.A.) at SRH University Berlin. Program Overview. Prof. Dr. Ronald Glasberg WS 2012/13 STATE APPROVED UNIVERSITY
at SRH University Berlin Program Overview WS 2012/13 STATE APPROVED UNIVERSITY Table of Content I_Program Concept o Aims/Methodology o Target Audience o Admission Criteria II_Program Structure o Overview
More informationLEADERSHIP COMPETENCY FRAMEWORK
LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for
More informationMANAGEMENT AND MARKETING
MANAGEMENT AND MARKETING 2013/2014 academic year Timetables can be accessed at http://timetable.ucc.ie/1314/department.asp Click on Management and Marketing For information on building codes click on:
More informationProfessional Outsourcing Report. Managing Shared Services. Independent editorial sponsored by:
Professional Outsourcing Report Managing Shared Services Independent editorial sponsored by: Principles of governance Whether they are in the public or private sectors, shared services demand good governance.
More informationECTS equivalent. Any special criteria PGDip International Marketing 120 60 Students undertake 120 credits from taught modules 4. Exit award.
PROGRAMME APPROVAL FORM SECTION 1 THE PROGRAMME SPECIFICATION 1. Programme title and designation International Marketing 2. Final award Award Title Credit value ECTS equivalent MSc International Marketing
More informationYour Specialist Recruitment Consultancy For Finance & Controlling
Your Specialist Recruitment Consultancy For Finance & Controlling Bernhard von Treuenfels Founder of the TreuenFels Group, born in Brazil in 1952, Business Economist, MBA (INSEAD, Fontainebleau) Executive
More informationGuide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
More informationDevelop «D» Execution & Change Management
Develop «D» Execution & Change Management Dr. Abdurrahman Baş Fall 2013 www.abdurrahmanbas.com Contents Three Core Processes of Execution Forces for Change Principles of Change Five Activities Contributing
More information15 December 2015. Policy for the Definition and Coordination of the Iberdrola Group and Foundations of Corporate Organisation
15 December 2015 Policy for the Definition and Coordination of the Iberdrola Group and Foundations of Corporate Organisation Content 1. General Principles 3 2. Definition of the Corporate and Governance
More informationCulture and Its Impact On Challenges Facing Law Firms
Culture and Its Impact On Challenges Facing Law Firms Copyright 2009 John Boyd This article discusses law firm culture, and key challenges facing firms today including attracting and retaining top professionals,
More informationSarajevo,2008.god.p.32 2 Ibid,p.34. 1 Zećir H.,Senad S.,Dženan K., Organisation, Faculty of Economics in
INTERNAL FACTORS OF ORGANIZATIONAL STRUCTURE Mr.Elida Cirikovic c_elida@hotmail.com Abstract In order to realize the mission of business organization, which is the reason of its existence, it requires
More informationCross-cultural Differences in Management
Cross-cultural Differences in Management Tagreed Issa Kawar Princess Sumaya University for Technology P. O. Box: 1438 Al-Jubaiha 11941 Amman Jordan Abstract This research aims at studying cross-cultural
More informationCross-Cultural Adaptability of Organizational Change Interventions
Cross-Cultural Adaptability of Organizational Change Interventions Charles A. Rarick Barry University Michelle Olin Polytechnic University of the Philippines Gregory Winter Saint Leo University ABSTARCT
More informationProject Management connected to Creativity and Entrepreneurship
Project Management connected to Creativity and Entrepreneurship Elisabeth.Kjellstrom@fek.lu.se Department of Business Administration School of Management and Economics University of Lund, Sweden Interaction
More informationTable of Contents. 1. Organisation and Management (5 ECTS) 1.1. Management
Table of Contents 1. Organisation and Management (5 ECTS)...1 1.1. Management...1 1.2. Personnel Management...2 1.3. Recruitment and Selection...2 1.4. Information Management...2 1.5. Career Planning...2
More informationWhat is the psychological contract and does it matter?
What is the psychological contract and does it matter? Neil Conway Birkbeck University of London 1 Contents 1. Importance of the psychological contract 2. Defining the PC 3. History of the term 4. Strengths
More informationImplementation of a Quality Management System for Aeronautical Information Services -1-
Implementation of a Quality Management System for Aeronautical Information Services -1- Implementation of a Quality Management System for Aeronautical Information Services Chapter IV, Quality Management
More informationTHE PSYCHOLOGICAL SOCIETY OF IRELAND
W&OP Acc criteria May 09 THE PSYCHOLOGICAL SOCIETY OF IRELAND CUMANN SÍCEOLAITHE ÉIREANN GUIDELINES FOR THE ACCREDITATION OF POSTGRADUATE ACADEMIC COURSES IN WORK AND ORGANISATIONAL PSYCHOLOGY DATE: MAY
More informationBuilding Safety on the Three Cultures of Aviation
Building Safety on the Three Cultures of Aviation Robert L. Helmreich, Ph.D. Professor and Director University of Texas Aerospace Crew Research Project Austin, Texas, USA Effective efforts to achieve safety
More informationORGANIZATIONAL CULTURE - AN ESSENTIAL FACTOR FOR INCREASING THE COMPETITIVENESS OF A COMPANY
ROMANIAN ACADEMY COSTIN C. KIRIŢESCU NATIONAL INSTITUTE OF ECONOMIC RESEARCH ORGANIZATIONAL CULTURE - AN ESSENTIAL FACTOR FOR INCREASING THE COMPETITIVENESS OF A COMPANY Thesis Coordinator Prof. Univ.
More informationDefining Human Resources Moving to Strategic HR
Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8,
More informationGlobalization and its Effect on International Business
Globalization and its Effect on International Business Andrea Herrmann Wilkes-Barre, PA 18702 Andrea.Herrmann@simona-america.com The ongoing globalization increases the overall need for knowledge of cultural
More informationGraduate Diploma in. Management. (Grad.Dip.Mgmt)
cmi-ireland.com T: 01 492 7070 Graduate Diploma in Management (Grad.Dip.Mgmt) CMI Page 1 Graduate Diploma in Management About the Course CMI have teamed up with the ICM Institute of Commercial Management
More informationDESCRIBING OUR COMPETENCIES. new thinking at work
DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE
More informationOrganization architecture and profitability. Organizational architecture. Organizational architecture. Organizational architecture
13-1 Organization architecture and profitability Organizational architecture 13-2 Totality of a firm s organization, including structure, control systems, incentives, processes, culture and people. Superior
More informationAPES 320 Quality Control for Firms
APES 320 Quality Control for Firms APES 320 Quality Control for Firms is based on International Standard on Quality Control (ISQC 1) (as published in the Handbook of International Auditing, Assurance,
More informationEducation Module for Health Record Practice. Module 7 - Administration and Management of the Health Record Department
Education Module for Health Record Practice Module 7 - Administration and Management of the Health Record Department The health record officer must meet the leadership challenge in his/her quest to develop
More informationROMANIAN - AMERICAN UNIVERSITY. School of Domestic and International Business, Banking and Finance
Invest in People! Project co-financed by European Social Fund through the Sectoral Operational Programme Human Resource Development 2007 2013 Priority Axis: 1. Education and training in support for growth
More informationROMANIAN - AMERICAN UNIVERSITY School of Domestic and International Business, Banking and Finance
Invest in People! Project co-financed by European Social Fund through the Sectoral Operational Programme Human Resource Development 2007 2013 Priority Axis: 1. Education and training in support for growth
More informationProgramme Curriculum for Master Programme in Entrepreneurship
Programme Curriculum for Master Programme in Entrepreneurship 1. Identification Name of programme Master Programme in Entrepreneurship Scope of programme 60 ECTS Level Master level Programme code Decision
More information55+ PEOPLE AND ENTREPRENEURSHIP: A THEORETICAL FRAMEWORK AND INTERVIEW GUIDE
55+ PEOPLE AND ENTREPRENEURSHIP: A THEORETICAL FRAMEWORK AND INTERVIEW GUIDE Introduction Introduction In the light of demographic change it becomes more and more important for cities and regions in the
More informationUniversity of Turku HUMAN RESOURCES POLICY
University of Turku HUMAN RESOURCES POLICY Publisher Turun yliopisto Layout Mirja Sarlin Suomen Yliopistopaino Oy Uniprint 2012 University of Turku HUMAN RESOURCES POLICY Approved by the Board 28 March
More informationHuman Resources Management Program Standard
Human Resources Management Program Standard The approved program standard for Human Resources Management program of instruction leading to an Ontario College Graduate Certificate delivered by Ontario Colleges
More informationPERFORMANCE DEVELOPMENT PROGRAM
PERFORMANCE DEVELOPMENT PROGRAM Document Number SOP2009-056 File No. 08/470-02 (D009/8429) Date issued 16 September 2009 Author Branch Director Workforce Unit Branch contact Strategic Projects Coordinator
More informationpm4dev, 2007 management for development series Project Management Organizational Structures PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS
pm4dev, 2007 management for development series Project Management Organizational Structures PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology
More information1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION
1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority
More informationCourse Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky
Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students
More informationStrategic human resource management toolkit
19 205 Strategic human resource management toolkit The purpose of the toolkit is to provide the basis for conducting a strategic review of human resource management practices in order to develop and implement
More informationJULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN
DEPARTMENT OF HUMAN RESOURCES JULY 1, 2010 JUNE 30, 2013 STRATEGIC PLAN Introduction Human resource strategies are institutional efforts to support people (leaders, faculty and staff) to contribute to
More informationAccording to their level of determination, projects can be categorized into a hierarchy of human rational activities:
1 Basics 1.1 Project and Project Management Basics 1.1.1 Perception of Projects Projects are undertakings characterized by the uniqueness of their entire features and conditions. The lack of previous experience
More informationInternal Marketing from a Marketing Manager s perspective
Internal Marketing from a Marketing Manager s perspective Date: 28 April 2011 By: To: Assignment: Angela Shaw Student ID 01105264 Penny Robson Massey University Part 1 Individual Assignment Written Report
More informationA guide to strategic human resource planning
A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall
More informationCriteria for the Diploma Qualifications in Business, Administration and Finance at Levels 1, 2 and 3
Criteria for the Diploma Qualifications in Business, Administration and September 2011 Ofqual/11/5051 Contents The criteria... 4 Introduction... 4 Aims... 4 Themes... 5 Structure... 5 Foundation level...
More informationManagement of Change and Organizational Development. Batch: FO_J11_01 Subject: Management CS Foundation Programme The ICSI Ahmedabad Chapter
Management of Change and Organizational Development Batch: FO_J11_01 Subject: Management CS Foundation Programme The ICSI Ahmedabad Chapter Meaning of Change Change may be defined as a variation in the
More informationCertificate IV in Frontline Management
MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB40807. BENEFITS OF TRAINING Effective training
More informationCareNZ Job Description GENERAL MANAGER HUMAN RESOURCES
CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information
More informationWEEK SIX Performance Management
WEEK SIX Performance Management Performance Management: objective-setting and systematic performance review Monitoring Performance: control/monitoring systems, absence control and the design of disciplinary
More informationScheme of Work Units 1 and 2: Setting up a Business and Growing as a Business an Integrated Approach
GCSE Business Studies Scheme of Work Units 1 and 2: Setting up a Business and Growing as a Business an Integrated Approach Copyright 2012 AQA and its licensors. All rights reserved. The Assessment and
More informationEXECUTIVE MASTER IN. Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders.
EXECUTIVE MASTER IN CORPORATE COMMUNICATION Increasing corporate value in today s complex digital world through reputation management and communication with stakeholders. COURSE DESCRIPTION At a Glance
More informationSTRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY
STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic
More informationINTRODUCTION THE 2ND EUROPEAN YOUTH WORK CONVENTION
INTRODUCTION This Declaration, prepared within the framework of the Belgian Chairmanship of the Committee of Ministers of the Council of Europe, is addressed to the Member States of the Council of Europe,
More informationINTRODUCTION 1 STRUCTURE AND APPROACH 1 CONTEXT AND PURPOSE 2 STATEMENT OF PURPOSE 3
June 2007 Table of Contents INTRODUCTION 1 STRUCTURE AND APPROACH 1 CONTEXT AND PURPOSE 2 STATEMENT OF PURPOSE 3 3 Standard 1: Statement of purpose 3 Standard 2: Written guide to the adoption service for
More informationMBA 6001, Organizational Research and Theory Course Syllabus. Course Description. Prerequisites. Course Textbook. Course Learning Objectives.
MBA 6001, Organizational Research and Theory Course Syllabus Course Description Examination of organizational theory and managerial concepts of human behavior in organizations. Topics include theoretical
More informationThese Paradigm Shift within the Successful Change Management
These Paradigm Shift within the Successful Change Management Andrea TAKÁCS Istvan Szechenyi University, Doctoral School of Regional-and Economic Sciencesepartment andrea.takacs23@gmail.com In a change
More informationManagement Consulting Boutiques and Global Markets
Management Consulting Boutiques and Global Markets Antonella Negri Clementi * Abstract Boutique consultancy firms operate in global markets in selected areas in which they hold the strongest competencies
More informationAll available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA.
All available Global Online MBA routes have a set of core modules required to be completed in order to achieve an MBA. Those modules are: Building High Performance Organisations Management and Organisational
More informationHR WSQ Qualifications. Certified HR Professional Programmes
Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevant
More informationCross-Cultural Management IBU 5011
Raimund Hudak Office hours: upon request E-mail: raimund.hudak@synesis.com Cross-Cultural Management IBU 5011 Syllabus Summer Term 2015 Time: 13:45-17:00 Room: W4.1.06 Begin: March 18, 2015 ECTS-Credits:
More informationLEADERSHIP DEVELOPMENT FRAMEWORK
LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,
More informationTo find out how your organisation is currently managing diversity. iii. How is my organisation managing diversity?
iii. How is my organisation managing diversity? To find out how your organisation is currently managing diversity in the workplace, take the Diversity Management Assessment. The assessment does NOT measure
More informationWhat you will study on the BA(Hons) Business Administration (online)
What you will study on the BA(Hons) Business Administration (online) Module details Level 4 The Business Professional (Part 1 & 2) (Online) 4FBS1119/ 4FBS1120 The module provides you with a series of academic
More informationUNIDO. Competencies. Strengthening Organizational Core Values and Managerial Capabilities
Competencies Part One Strengthening Organizational Core Values and Managerial Capabilities Enquiries regarding the UNIDO Competency model can be addressed to S.Gardelliano@unido.org Contents Message from
More informationPay and Performance in the Republic of Zambia 1
Pay and Performance in the Republic of Zambia 1 Performance Standards and Enhanced Salaries Real wage reductions incite a vicious cycle of demotivation and under-performance, which may in turn be used
More informationWe work for your future
We work for your future Atlas Consulting s vision is to be the leading provider of consulting expertise in the Accounting, Taxation,Administration and Financial marketplace, delivering premium value to
More informationPosition Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development
Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible
More informationScottish Languages Review 3
Scottish Languages Review Issue 19, Spring 2009, 1-10 1 The Competitive Advantages of Language Education and Cultural Knowledge for Graduates Hans J. Bosscha BA (Hons) Management & Marketing Abstract This
More informationHow To Write A Clinical Psychology Course
APS COLLEGE OF CLINICAL PSYCHOLOGISTS COURSE APPROVAL GUIDELINES Updated, November 2006 1. General Introduction and Principles The College of Clinical Psychologists of the Australian Psychological Society
More informationDepartment of Management
Department of Management Course Student Learning Outcomes (ITM and MGMT) ITM 1270: Fundamentals of Information Systems and Applications Upon successful completion of the course, a student will be able
More informationInternational Business Programme, Bachelor Course Descriptions 2015-2016
International Business Programme, Bachelor Course Descriptions 2015-2016 The following course descriptions briefly describe the course contents, how many credits the course is worth, if the course is given
More informationAn Evaluation of Entrepreneurship Education Programme in Kenya
An Evaluation of Entrepreneurship Education Programme in Kenya Gichana James Ongwae E-mail: gichanajamesongwae@yahoo.com Telephone Number: 0735244986 Postal Address: P.O. Box 1241-00200 City Square, Nairobi
More information3.0 BACHELOR OF COMMERCE. 100 Series. BBA 100: Business Studies
3.0 BACHELOR OF COMMERCE 100 Series BBA 100: Business Studies Introduction and definition of business, Interaction between business firms and society. Aim, Forms of business ownership: such as sole-proprietorship,
More informationJanuary 2016. Communications Manager: Information for Candidates
January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The
More informationEntrepreneurship Bootcamp Business Planning Essentials
Entrepreneurship Bootcamp Business Planning Essentials 2008 BDO Dunwoody LLP Chartered Accountants and Advisors BDO is the fifth largest accounting and consulting firm in the world with over 95 offices
More informationD 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.
1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within
More informationCertificate III in Government PSP30112 Description
Certificate III in Government PSP30112 Description This generalist qualification covers entry-level competencies for a career in the public sector, with a particular focus on meeting the ethical and legislative
More informationPerformance Management. Ch. 2 The Evolution of the Concept of Management Control
UNIVERSITY OF PAVIA Performance Management Ch. 2 The Evolution of the Concept of Management Control Chiara Demartini mariachiara.demartini@unipv.it Master in International Business and Economics Structure
More informationVPQ Level 6 Business, Management and Enterprise
VPQ Level 6 Business, Management and Enterprise VPQ Level 6 Certificate in Business, Management and Enterprise The VPQ Level 6 Certificate in Business, Management and Enterprise is a 30 credit qualification.
More informationCODE OF ETHICS AND PROFESSIONAL CONDUCT. indracompany.com
CODE OF ETHICS AND PROFESSIONAL CONDUCT indracompany.com CODE OF ETHICS AND PROFESSIONAL CONDUCT Ever since this business project was born, Indra has shown its commitment towards integrity and professionalism
More informationTake the right steps 9 principles for building the Risk Intelligent Enterprise
Take the right steps 9 principles for building the Risk Intelligent Enterprise Contents 9 principles for building a Risk Intelligent Enterprise 2 The Risk Intelligent Framework 4 1. Is risk a threat or
More informationHow To Manage A Contract
Contract Management Checklist Preparation This section deals with laying good foundations before a contract is let. The contract should be actively managed. You should have a plan for doing this, which
More informationCross-cultural management
Cross-cultural management An introduction 1 1.1 Some basic concepts Management is more than just running an entity What is culture? Specific case of businessrelated cultures. Cross-culture is not necessarily
More informationADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT
114 Management and Economics ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT Jaroslav NEKORANEC Jaroslav.Nekoranec@aos.sk Lenka NAGYOVÁ lenka.nagyova@mil.sk
More information