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human resources management - Coggle Diagram

- - - - Human resources management (HRM) is an approach to personnel management, based on four fundamental principles: • First, human resources are the most important assets that an organization has and their effective management is the key to its success. • Second , that success is more likely to be achieved if personnel policies and procedures are closely linked and make a significant contribution to the achievement of corporate strategic plans and objectives. • Third, the corporate culture and values, the organizational climate, and the managerial behavior that emanate from such a culture will exert a primary influence on the achievement of excellence. Therefore, that culture has to be managed, which means that organizational values may have to change or be reinforced through a continuous effort, starting from the top, to get those values to be accepted and observed in practice. • Fourth, HRM It is a matter of integration: getting all members of the organization to participate and work together, with a sense of common purpose
  - - - The Behavioral Science Movement The behavioral science movement rose to prominence in the 1960s. It was founded by writers such as Maslow, whose hierarchy of human needs put self-satisfaction or self-actualization at the top of the pyramid, and Likert, who developed the integrated principle of supporting relationships. According to this principle, the members of the organization, in the light of their values and expectations, should consider their work as a support and a contribution to the creation and maintenance of their own sense of value and personal importance.
  - - - Human Resource Planning Human resource planning aims to define how many people the organization wants, but with particular interest in the kinds of people it needs, both now and for the future in terms of their expertise and how they fit into corporate culture.
- - - - If we start from the premise that a system is a set of interrelated elements, with the same purpose, we can say that this principle can be applied to any team of individuals or processes that we want to make work as a system. If we want to run our organizations efficiently, we must begin to think in terms of relationships rather than individual components. One aspect of such relationships is found in Deming's 1950 representation of the organization as a system. There is some information provided by the providers, the steps and processes by which the results are perceived. From them we seek feedback to design and redesign what the work is done, and by consumers, who our products and services.The diagram that we present below contains concepts that are lost in the traditional hierarchy, and reminds us of the need to take into account the workflow between functions and departments, as well as the fact that customers are the reason for our existence. The impact of this point of view is decisive
  - - - Benefits of a Quality Management System There are some obvious rewards for an organization that can consistently meet or exceed the requirements of its customers, these include: improved customer satisfaction, increased customer trust, improved reputation market share, improved market share From the internal perspective of an organization, some benefits would be the following: reduction of rework, lower costs, lower inventory, less frustration on the part of the employee (associated with recurring and rework problems) Although these rewards are obvious, it would be necessary to take a more detailed look at the organizational value. When talking about improvement activities, people generally think of operational improvements, and how to increase the execution of a certain Marketing strategy. Quality management systems usually focus on the execution of strategies. They are not explicitly directed to the development of these. Some consider this a difference from such systems. However, the most important thing is to perceive that there is a limitation and act according to the circumstances
- - - - Collection of Information Information systems allow managers to control the way they carry out their activities. If you were to see a new Toyota in a showroom, you would find that the car has a sticker attached to the window, produced by a computer, which displays the price and information from the Environmental Protection Agency (EPA). its acronym in English). Your Toyota dealer probably has a computerized inventory system that will tell you if cars are available with the options you want, perhaps even the color you've dreamed of. In the event that you need financing, the bank's computer can help the seller quickly check his credit and close the sale. From the largest company to the most modest local auto dealer, the computer plays a vital part in controlling business operations. Managers at all levels are finding that computerized information systems provide the information necessary for effective operation. These management information systems (MIS) are rapidly becoming indispensable for planning, decision-making and control. The speed and accuracy with which managers can receive information about what is working well or what is working poorly will determine, to a large extent, the effectiveness of the control systems.
  - - - The Decision Support System (DSS) is an easily accessible and operated interactive computer system run by non-computer specialists who use DSS to help them plan and make decisions. The use of DSS is expanding, as recent advances in machines and computer programs allow managers and other designated employees to have "online" or "real-time" access to MIS databases. The widespread use of microcomputers has allowed the fronts to create their own databases and manage information, electronically, as they need it, instead of having to wait for the reports issued by the EDP / MIS department. Although MIS reports are still needed to monitor current operations, DSS allows for less structured use of databases, as needs arise for special decisions.