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HUMAN RESOURCES MANAGEMENT - Coggle Diagram
HUMAN RESOURCES MANAGEMENT
POWER AND COMMAND
INFLUENCING ASPECTS IN DYNAMICS
How to distribute formal authority within the organizational structure is a fundamental decision to organize.
ESTABLISHMENT OF POWER AND COMMAND
Power sources
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.
Expert Power
Power that is based on the idea or concept that the influencer has specific knowledge or relevant experience that the influenced one does not have.
Coercive power
The negative side of the power of reward, which is based on the ability of the influencer to sanction the influenced
Referring Power
Power that is based on the desire of the influenced to be like the influencer or to identify with him.
Reward power
Has the ability to reward another person called the influenced, for following orders, which can be tacit or implicit.
Kotter Basic Characteristics for Power Management
They recognize the different costs, risks, and benefits of the five bases of power.
They know that each of the five power bases has its merits.
They are sensitive to the source of their power. He cares that his actions are congruent with people's expectations.
They have career goals that allow them to develop and exercise the power with which they feel comfortable.
They act mature and exercise self-control.
They understand that power is necessary to get things done, they feel comfortable exercising power.
Kanter's Basic Means of Obtaining Organizational Power
The visibility.
The relevance.
Extraordinary activities.
Sponsors.
INITIAL CONCEPTIONS
The organizational structure provides a stable, logical, and clear pattern of relationships within which managers and employees can work to achieve organizational goals.
MAINTENANCE OF POWER AND COMMAND
Bases of Formal Authority
Classic Position
The position of authority says that authority has its origin at a very high level and, from there, it passes down, lawfully, from one level to another.
Acceptance Position:
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.
Types of Authority
Staff Authority
The authority of teams of people who offer advice and services to line managers.
Functional Authority
The authority of staff department members to control the activities of other departments based on their relationship with specific staff persons.
Authority
A person's ability to exercise power as a result of qualities such as knowledge or positions,
Delegation
To delegate is to assign to another person the formal authority (legitimate power) the responsibility to carry out specific activities.
Advantages of Delegating
The more tasks managers can delegate, the more opportunities they have to aspire to and accept greater responsibility among higher-level managers.
leads to better decisions, or because employees who are closer to the point of action are likely to have a clearer view of the facts.
ACTIVITY PLANNING
HUMAN RESOURCES PROSPECTIVE
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 supportive relationships.
The Organizational Development Movement
A new concept of man, based on a greater understanding of his complex and changing needs, which replaces an extremely simplified, innocent and mechanical idea of man.
A new concept of power, based on collaboration and reason, which replaces a model of power based on coercion and threat.
HUMAN RESOURCES STRATEGY
Human Resources Systems
Human resource systems are the essential programs for recruiting, evaluating, remunerating and attending to the health, safety and well-being of the people of the organization
Performance management
it involves evaluating results against objectives and leading to performance improvement programs.
Compensation management
ensures that the compensation systems adopted by the company provide incentives to improve performance and compensation related to contribution and achievement.
Development of human resources
Human resources development programs respond to the requirements of the organization of effective and well-motivated people to achieve the expected results in the short term
Human Resources Planning
Human resource planning aims to define how many people the organization wants, but with a 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 the corporate culture.
Human Resources Relations
According to Peters and Waterman, to achieve productivity through people, you have to "treat them like adults, treat them with dignity and treat them with respect."
Organization of Human Resources
The organization of human resources refers to the achievement of success through organizational design and development, motivation, the application of effective leadership and the process of carrying the message of what the company intends to do and how to do it at all levels.
Employment of Human Resources
Human relations programs address individual problems and with workers collectively, as a member of unions or staff associations. Its purpose is to increase cooperation and trust and to involve employees more in company affairs.
PROJECTION OF HUMAN RESOURCES
Human resource management (HRM) is an approach to personnel management, based on four fundamental principles.
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 plans and objectives.
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.
Human resources are the most important assets that an organization has and its effective management is the key to its success.
HRM is a matter of integration: getting all members of the organization to participate and work together, with a sense of common purpose.
CRITICAL DEVELOPMENT FACTORS HUMAN RESOURCES POLICY
A human resources policy should cover what the organization wants in the following aspects:
Human resources application policies
Human resource feeding policies
IMPLEMENTATION OF ACTIVITIES
VISION OF THE COMPANY AS A SYSTEM
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.
Perfecting a System
A team is a well-tuned system; It consists of individual elements, which strive to achieve a common goal.
Perfecting each element separately destroys the effectiveness of the whole. For the organization to function as a whole, the components must cooperate with each other.
Cooperation: A Win-Win Situation
If the systems perspective is to prevail, organizations need to find new approaches capable of producing positive win-win results.
Managers, as a team, acknowledge the need to constantly improve the efficiency of the system as a whole.
COMPETITIVE FRAMEWORK
The ARH's operating environment is what distinguishes it from other areas of the organization.
Managing human resources is very different from managing any other resources of the organization because it involves some difficulties, among others: it has to do with means and not with ends
DIVERSITY OF ACTIVITIES
Benefits of a Quality Management System
Reduced rework, lower costs, lower inventory, less frustration on the part of the employee (associated with recurring and rework problems).
Improved customer satisfaction, increased customer trust, improved market reputation, improved market share.
BALANCE AUTHORITY - RESPONSIBILITY
The Best Opportunities Are Offered by the System
It is important to note that many organizational problems stem from the same root causes. Therefore, the more deeply we carry out our search, we will be able to solve or prevent more problems and we will also improve more quickly.
Level 2
Correct the process. Modify the process that allowed the problem to arise; devise means to prevent recurrence.
Level 3
Correct the system. Change the system that allowed the faulty process (the one that gave rise to the faulty product or service) to operate with these faults.
Level 1
Correct the final product. Correct without delay the problems that appear in the final product or that occur during the provision of a service.
How to Use Leverage Points
Thinking in terms of leverage points is decisive, both from a theoretical and a practical point of view; There are organizations, divisions, departments, and even individuals who delude themselves that they can handle twenty priorities at the same time.
Organizations that can focus on one, two, or three of the most important leverage points are more successful.
Most customer complaints relate to only a few products or services
Budget overruns are due to just a few factors.
Most of the effects or errors of a process occur only in some of its steps.
Almost all income comes from a few clients or types of clients.
What is a Quality Management System?
The goal of a quality management system is simple: to ensure that an organization consistently meets customer requirements.
common features in most of those systems.
Since consistency in results is of paramount importance, quality management systems focus on the coherence of the work process
They emphasize preventing mistakes rather than relying on stopping and reacting to them.
They cover a large number of activities in the organization.
Recognizing that many systems will not be 100% effective in prevention, emphasis is also placed on corrective action for problems encountered.
In this sense, quality management systems are “closed circles”. These include detection, feedback, and correction.
Finally, most of these systems include measurement elements to increase their effectiveness or identify problems..
Benefits of a Quality Management Systems
There are some obvious rewards for an organization that can consistently meet or exceed the requirements of its customers.
Increase in customer trust.
Improvement in the market reputation.
Improvement in customer satisfaction.
Improvement in market share.
From the internal perspective of an organization some benefits would be the following
Lower inventory
Less frustration on the part of the employee, associated with recurring and delayed problems.
Lower costs
Reduction of rework
ACTIVITY CONTROL
CRITICAL FACTOR ANALYSIS
Information Opportunity
For effective control, corrective measures must be applied before the deviation from the plan or standard becomes too great.
Amount of Information
Managers cannot make accurate and timely decisions without sufficient information.
Quality of the information
The more accurate the information, the higher its quality and the more confidence managers can place in it to make decisions.
Relevance of the Information
Likewise, the information that managers receive must be relevant to their functions and tasks.
INFORMATION GATHERING
Information systems allow managers to control the way they carry out their activities.
Managers at all levels are finding that computerized information systems provide the information necessary for effective operation.
EXPERIENCE AND KNOWLEDGE
Opposition to a new MIS can be a nightmare for Administrator G.W. Dickson and Johnn K. Simmons identify five basic factors that determine whether and to what extent there is opposition to installing a new MIS.
Does the MIS alter the informal system?
The informal communication network can be altered because the new MIS modifies communication patterns.
Does the MIS represent a challenge for specific individual characteristics?
People who have been working in the organization for many years have “learned the tricks” and know how to do things with the existing system.
Does the MIS alter established departmental borders?
The installation of a new MIS can produce changes in several units of the organization.
Is the MIS supported by the culture of the organization?
If senior managers maintain open communication, resolve complaints and generally establish a culture of high trust throughout the company
Do the employees have a way to express their opinion regarding the installation?
As has been seen, the way changes are designed and applied affects the amount of opposition these changes will arouse.
CONTINUOUS REPLANTATION
MIS will be understood as a formal method that makes it possible to make available to managers the exact and timely information they need for an easier decision-making process; as well as to effectively carry out the planning, control and operations functions of the organization.
Administrative Information Systems are born
The growth of EDP's departments led managers to focus more on planning the information systems of their organizations.
Decision Support System
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.
Electronic Data Processing
Given the specialized skills required to handle expensive, complex, and sometimes temperamental equipment, computers were located in departments by electronic data processing (EDP).