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HUMAN RESOURCES MANAGEMENT (POWER AND COMMAND (MAINTENANCE OF POWER AND…

- - - - A form of power that is often used in a broader sense to refer to the ability of a person to exercise power as a result of qualities such as knowledge or charges, for example a judge. Specifically, formal authority is legitimate power. When it is said that someone is an authority in a certain field, it is required that the person knows a lot about the subject and, therefore, has expert power.
    - - Classical Position: The position d authority says that the authority has its origin at a very high level and, from there, passes down, lawfully, from one level to another.
      - Position of Acceptance: The other perspective of the origin of formal authority, the position of acceptance, considers that the basis of authority is in the influenced and not in the influential.
    - - Authority Staff: The authority of teams of people who offer advice and services to line managers.
      - Functional Authority: The authority of the members of the staff departments to control the activities of other departments based on their relationship with the specific staff.
  - - - John French and Bertrán Ravén have identified five sources or bases of power
        
        Legitimate Power: The power that exists when a subordinate or influenced recognizes that the influential has the right or ability to exert influence, within certain limits, also known as formal authority.
        
        Power of reward: Power that derives from the fact that a person, called the influencer, has the ability to reward another person called the influenced, to fulfill orders, which may be tacit or implicit.
        
        Coercive Power: The negative side of the power of reward, which is based on the ability of the influencer to sanction the influence.
        
        Expert Power: Power that is based on the idea or concept that the influencer has specific knowledge or relevant experience that the influence does not have.
        
        Power Referent: Power that is based on the desire of the influence to be like the influencer or to identify with him.
  - - - The way to distribute formal authority within the structure of the organization is a fundamental decision to organize. It is evident that the managers are able to take care of everything that has to be done to implement the strategic plan of an organization. Therefore, they decide to decide how much authority to delegate to lower-level managers or who are managers.
      - Kotter argues that managers who manage power successfully:
        
        They are sensitive to the source of their power. He worries that his actions are
        
        congruent with the expectations of the people. For example, not so much to apply the expert power of one field to another field.
        
        They recognize the different costs, risks and benefits of the five bases of power. They are based on any of the bases of power that are convenient for a specific situation or person.
- - - - Third, the corporate culture and values, the organizational climate and the managerial behavior that emanate from such a culture, will exert a primordial influence in the achievement of excellence. Therefore, that culture has to be managed, which means that organizational values may have to change or be reinforced by a continuous effort, starting from the top, to get those values accepted and observed in practice.
      - First, human resources are the most important assets an organization has and its 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 an important contribution to the achievement of corporate strategic goals and plans.
      - Fourth, the HRM is a matter of integration: getting all the members of the organization to participate and work together, with a sense of common purpose.
    - - HRM has its roots in the pioneering work of Peter Drucker and Douglas McGregor in the 1950s. In The Practice of Management (Heinemann, 1955), Drucker virtually invented goal-based management (APO). He said that: "Effective management has to direct the vision and effort of all managers toward a common goal." This concept of goal-oriented mission leadership is essential for HRM.
  - - - Despite having a somewhat idealistic nuance in this regard, the behavioral science movement made two useful contributions to HRM.
    - - A new concept of man, based on a greater knowledge of his complex and changing needs, which replaces an idea of man extremely simplified, innocent and mechanical.
      - A new concept of power, based on collaboration and reason, that replaces a model of power based on coercion and threat.
  - - - Remuneration management: ensures that the remuneration systems adopted by the company provide incentives to improve performance and rewards related to the contribution and achievements.
      - Performance management: involves the evaluation of the results with respect to the objectives and leads to performance improvement programs.
  - - - Policies are guidelines for action and serve to respond to issues or problems that can occur frequently and that make subordinates come without need
        before the supervisors so that they solve each case.
        
        Human resources policies refer to the way organizations aspire to work with their members to achieve organizational objectives through them while achieving their individual objectives.
- - - - In the case of some techniques, such as a more rigorous and frequent inspection, it is true that higher quality costs more. But now we know that, often, with an increase in quality costs are reduced.
        
        In the case of some techniques, such as a more rigorous and frequent inspection, it is true that higher quality costs more. But now we know that, often, with an increase in quality costs are reduced.
  - - - A team is a well-tuned system; It consists of individual elements, which struggle to reach a common goal. It is very easy to destroy this system. All that is needed is to have the members attack each other.
        
        The consequences of moving from a team-oriented approach to one focused on the individual were filmed for a television program about the direction of the fourth generation. When each member of the team rowed putting his best effort, the result was a real chaos
  - - - These include: improvement in customer satisfaction, increase in customer confidence, improvement in market reputation, improvement in market share.
        
        When talking about improvement activities, people usually think about operational improvements, and how to increase the execution of a certain marketing strategy.
  - - - A very generalized attitude is to grow up, or at least pretend that problems will disappear if employees comply more quickly or more correctly with their obligations. This concept of improvement leads us to blame problems. When a difficulty arises we do not stop asking "why" until we find the culprit. What is the result of this in practice? Not very good.
    - - Thinking in terms of the leverage points is decisive, both from a theoretical and practical point of view; there are organizations, divisions, departments and even individuals who are deceived into believing that they can handle twenty priorities at the same time.
- - - - Managers at all levels are finding that computerized information systems offer the information necessary for effective operation.
        
        These administrative information systems (MIS) are becoming indispensable, at high speed, for planning, decision making and control. The speed and accuracy with which managers can receive information about what is working well or what is malfunctioning will determine, to a large extent, how effective the control systems will be.
  - - - Although they have operations and objectives, the evaluation they receive in four senses will be evaluated: their quality, opportunity, quantity and relevance for the administration.
        
        Amount of Information. Managers can not make accurate and timely decisions if they do not have enough information.
        
        Quality of the information. The more accurate the information, the greater its quality and
        So much trust can managers place in it to make decisions.
        
        Opportunity of Information. To obtain effective control, corrective measures must be applied before the deviation from the plan or standard is too great.
        
        Relevance of Information Likewise, the information that managers receive must be relevant to their functions and tasks.
  - - - Decision Support Systems
        The Decision Support System (DSS) is an interactive computer system, easily accessible and operated, by people who are not computer specialists and use the DSS to help them plan and make decisions.
      - Electronic Data Processing
        When organizations started using computers they were used primarily to process data for a few functions of the organization, as a rule, accounting and billing. This also happens in colleges and universities
      - Administrative Information Systems are born
        The growth of EDP departments led managers to focus more on planning their organizations' information systems.
  - - - The informal communication network can be altered because the new MIS modifies the communication patterns. If the members of the organization prefer some of the existing informal mechanisms to gather and distribute information, they could oppose the establishment of the more formal channels of the new system.
        
        As we have seen, the way in which changes are designed and applied affects the amount of opposition that these changes will arouse. In general, when employees and managers make decisions about change together, there is a greater likelihood that they will be accepted.