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Human Resource Management Essay HRM Strategy and Organisational Change With the pressures of intensive competitive forces throughout the textiles manufacturing industry radical organisational changes need to be confronted and adopted by Tenrose.
Its pressures have mainly come from the increased competition from cheaper overseas manufacturers along with new and established local competitors. The closure of Textile which was based in Leicester resulted in concerns in relation to strategic human resource management linked with organisational changes.
As a result the traditional personnel management model and lack of established policies dealing with the training of staff which because of the strong power of trade unions historically within the UK generated critical challenges for the company.
The traditional personnel management model focused on controlling or namely it can be suggested that the origins of personnel management lie in the exercising of power over workers. Therefore it is workforce centred model, Torrington et al, In contrast HRM is directed at management in viewing employees as an important strategic resource for an organisation with a significant emphasis being put on planning, monitoring, motivating and mediation rather than control orientated functions alone, Torrington et al, Accordingly these organisational changes and external competitive environmental forces forced Tenrose to adopt a strategic HRM approach in solving emerging conflicts and issues Definition of hrm essay to employees in particular during the organisational change process it was undergoing.
Torrington, Hall and Taylor suggest that human resource management is about getting the right people to work in the most productive way in the positions most suited to their abilities. In order to reduce long-term costs which is able to create competitive advantages, HRM activities are held to be those which focus on the quality of the human resource available such as the maintenance Definition of hrm essay know-how expertises and specialists.
However based on the old personnel management model Tenrose rarely engaged in formal employee training programs which reflected its organisational culture and management style as a traditional organisation rather than one which could be called a learning organisation. Obviously the most important trends in terms of globalisation and developments in new technologies require Tenrose to compete internationally thus it is useful to consider human resource management strategically in a national context along with the organisational culture.
Building Corporate Culture and Leadership Leadership is defined as the process of influencing others in a manner that enhances their contributions to the realisation of group goals, Haslam, However as a traditional textile manufacturer the management team in Tenrose tended to be demographically focused on such characteristics as gender, age and background in the composition of its employees.
The upper management team in one of its subsidiaries was composed completely of men while the production team were mostly women. In addition the management style rarely drew attention to creating leadership units among or in subsidiaries.
The changing external environment though has caused new challenges and shaped the nature of management styles in terms of leadership in Tenrose. At this stage the use of technology generated challenges correspondent to the pay levels of staff as well as within the information transformation process between management teams and employees.
In addition the pace of globalisation generates new demand for leadership in managing people from different backgrounds. Therefore in order to take advantage of internationalisation in that Tenrose more and more cooperates with international partners it can be said to be essential for the human resource management team to adopt a leadership strategy and recruitment drive sensitive to diverse background within the company and its international partners.
The environment in which people work in not only refers to the physical entity but also includes intangible elements in terms of organisational culture. This can be defined as the pattern of basic assumptions that a given group of people has invented, discovered or developed in learning to cope with external adaptation to environments and internal integration of members, Schein, Therefore building a strong organisational culture is an essential part of the strategic HRM planning for Tenrose.
Particularly the closure of Textile resulted in high anxiety levels among employees ranging from the management team to production staff. The different organisational cultures in different subsidiaries to some extent led to conflicts between management members in their transformation from old Textile managers with other local management teams.
As such then the leadership form and organisational culture were important elements of the organisational change process. The starting point in building organizational culture should always be the building of processes of communication.
In considering the expanding and developing strategies exploited by Tenrose, the building up of a strong organisational culture and leadership style will play a vital role in adapting to revolutionary change and balancing the conflicts and problems arising out of these changes to the physical organisational architecture.
Building team work An organisation is composed of individuals who are organised in certain ways in order to achieve organisational objectives. However some organisations put stress on team working while others focus more on individual work activities, Brooks, The impact of globalisation has increased diversity within the workforce and the development of new technology requires a more effective model of team working for the company.
Additionally with the aim of creating innovations in new technological based economies companies have also begun to concentrate on Individualism in order to encourage creativity within employees, Nonaka, However this style in terms of organisational behaviour largely depends on the cultural context within which an organisation is situated.
Tenrose as a traditional UK manufacturer is characterised by high-dependent relationship among its employees both within subsidiaries as well as between different organisations. The success of Japanese companies who exploited team working in order to create competitive advantage has had an important influence on strategic HR management activities in UK companies.
This is because group work is defined as a security and protection of collective work, Brooks, In this way efficiencies are able to be created by team working and the sharing of information and knowledge.
For example individual performance which is based on financial rewards can be improved through cooperation with team members. Additionally team working can be a basis for improved efficiency in production systems especially when difficulties related to the adoption of new technology occur.
Here team support will help the production line solve problems effectively and quickly. Advantages of team working in Tenrose are also linked with the radical organisational changes in that learning is a key element in building a new corporate culture.
Employee development and Training In general national VET and training in the UK has failed to deliver the skills base which companies require to gain competitive advantages, Stewart, Comparing the Cultures of The Ik, The Pomo Indians, and The Nayar Society of Southern India - Comparing the Cultures of The Ik, The Pomo Indians, and The Nayar Society of Southern India The three cultures I have chosen to talk about in this essay are ‘The Ik’ culture, ‘The Pomo Indians’ and The Nayar Society of Southern India’ The Ik is a culture from Northern Uganda.
Essay on the Limitations of Human Resource Management Essay # Definition of Human Resource Management: Human resource management may be defined as a set of policies, practices and programmes designed to maximise both personal and organisational goals.
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Human resources are the most valuable and unique assets of an organization. The successful management of an organization's human resources is an exciting, dynamic and challenging task, especially at a time when the world has become a global village and economies are in a state of flux.
The scarcity of talented resources and the growing expectations of the modern day worker have further. Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization.
Human Resource Management can also be performed by line managers. Human Resource Management is the organizational.
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