Topic 1. Managerial Function

Transcription

1 Topic 1. Managerial Function Human Resource Management Vera Butkouskaya - Additional materials

2 Content 1.1. Organization: a definition, types, structure, strategy, mission, resources. Human resource management (HRM): a. concept and functions Environmental trends and future HRM challenges Managing tourism companies

3 1.1 Organization definition, types, structure, strategy, mission, resources

4 Organization an organized group of people with a particular purpose, such as a business or government department.

5 Types of Organizations corporations, governments, non-governmental organizations, political organizations, international organizations, armed forces, charities, not-for-profit corporations, partnerships, cooperatives educational institutions.

6 Hybrid Organization A hybrid organization is a body that operates in both the public sector and the private sector simultaneously, fulfilling public duties and developing commercial market activities.

7 Voluntary Association A voluntary association is an organization consisting of volunteers. Such organizations may be able to operate without legal formalities, depending on jurisdiction, including informal clubs. Non-profit organization.

8 Organizational structure Hierarchical / Bureaucratic structures Flat structures Functional structure Divisional structure Matrix structure Flatter Flat Flatarchies Network (Boundaryless) structures

9 Hierarchical / Bureaucratic structures

10

11

12 Functional

13 Divisional

14

15 Bureaucratic (or hierarchical) organizational structure

16 Flat structures

17

18

19

20 Flat organizational structure

21 Network (Boundaryless) structures

22

23 Boundaryless (or network) organizational structure

24 Strategy

25 Mission The mission statement should guide the actions of an organization, spell out its overall goal, provide a path, and guide decision-making. It provides "the framework or context within which the company's strategies are formulated".

26

27 Resources

28 Resources of Organization Physical Resources (Things) Financial Resources (Money) Intellectual Resources (Knowledge and Information) Human Resources (People)

29 1.2 Human Resource Management: concept and functions

30 Related issues What is Human Resources Management (HRM)? What are the key fields of action in HRM? HRM strategy.

31 HRM functions

32 HR Functions Work flows and Job analysis Recruitment and Selection Onboarding and Orientation Performance management Training and development Compensation and Rewards Specialized HR roles: Safety Diversity Labor relationships HRIS

33 HRM Landscape - Main Content Human resources challenges and strategies Work flows, Job analysis and design Staffing (Recruitment, Selection, Onboarding ) Performance Appraisal Investment in skills (Training and Development) Compensation (fix salaries, pay for performance, efficiency salaries and benefits) Managing turnover

34 Human Resource Management (HRM) All planned and controlled activities of an organization to build and maintain the relation between employees and organization in order to meet both business objectives and employee expectations.

35 HRM strategy

36 Related issues

37 Strategic Priorities

38 Company strategy - HR strategy

39 Selection of Strategies to Increase Firm Performance No HR strategy is good or bad in and of itself Effects on firm performance depend on how well it fits with other environmental factors, if the HR strategies reinforce one another rather than work at cross-purposes.

40 Key- and Second-order Functions of organizations

41 Defenders vs. Prospectors in HRM strategies Defenders are conservative business units that prefer to maintain a secure position in relatively stable product or service areas instead of looking to expand into uncharted territory. Defenders tend to be highly formalized, emphasize cost control, and operate in a stable environment. Prospectors emphasize growth and innovation, development of new products, and an eagerness to be the first in new-product or market areas, even if some of these efforts fail. The prospector s strategy is associated with flexible and decentralized organizational structures, complex products (such as computers and pharmaceuticals), and unstable environments that change rapidly.

42 1.3- Environmental Megatrends and future HRM challenges.

43 Related issues Which megatrends determine future challenges in HRM?

44 Demography Demographic changes in Germany

45 Value change Value change

46 Value change From hand-work to knowledge work

47 Innovation Innovation in new products development

48 WEB 2.0 Web 2.0

49 WEB 2.0 and New Technologies How do WEB 2.0 and Technologies influence HRM practices? The rise of telecommuting. The ethics of proper data use. Electronic monitoring. Medical testing. An increase in egalitarianism.

50 Globalization The growth of export and import

51 Globalization How do globalization influences HRM practices? Worldwide company culture Worldwide recruiting. A virtual workforce. The global enterprises. Wage competition.

52 Megatrends determine future Challenges in HRM

53 1.4 Tourism business industry

54 Types of Tourism Business The service industries which benefit from tourism transportation services, such as airlines, cruise ships, and taxicabs; hospitality services, such as accommodations, including hotels and resorts; entertainment venues, such as amusement parks, casinos, shopping malls, music venues, and theatres.

55 Types of Tourism and Tourists Health or medical tourist Business tourist Education tourists Adventure tourists Cultural tourist Eco-tourists Leisure tourist Religious tourist Sport and recreation tourist Backpacking or youth tourist Special Interest Tourist (STI) Incentive tourists

56 Definitions

57 Telecommuting jobs - without specific location, on distance jobs. Egalitarianism - the doctrine that all people are equal and deserve equal rights and opportunities. Outsourcing - Subcontracting work to an outside company that specializes in and is more efficient at doing that kind of work.

58 Decentralization - Transferring responsibility and decision-making authority from a central office to people and locations closer to the situation that demands attention. Downsizing - A reduction in a company s workforce to improve its bottom line. Span of Control Number of levels in Hierarchy.

59 Productivity - A measure of how much value individual employees add to the goods or services that the organization produces. Ability - Competence in performing a job. Motivation - A person s desire to do the best possible job or to exert the maximum effort to perform assigned tasks. brain drain - The loss of high-talent key personnel to competitors or start-up ventures.

60 Readings Book Gomez-Mejía, L., D. Balkin; and R. Cardy, Managing Human Resources, Pearson, 8th edition, 2015 Chapter I: Meeting Present and Emerging Strategic Human Resource Challenges