AHEMDABAD EXPERIMENT ..studies the interaction of social and technological changes...Conducted By A.K.RICE
He was from tavistock institute of human relation, London...
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Burke litwin change model - Organizational Change and Development - Manu Mel...manumelwin
The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.
Let’s take a look at how this change model can make the process easier.
Cool Products is expanding its packaged condiments business to Rajasthan and is establishing a new production unit in Kota. They are considering two candidates for General Manager: Mr. Varun Tyagi, a production manager with 10 years of experience in the food industry, and Mr. Avinash Kale, an MBA holder with excellent academics and a task-oriented leadership style. As a consultant, the document analyzes the strengths and leadership styles of both candidates to determine that Mr. Varun Tyagi, with his relevant experience, supportive behavior traits, and consultative leadership style, would be the best choice for GM.
The document outlines a framework for the human resource development (HRD) process consisting of four phases: needs assessment, design, implementation, and evaluation. It then provides details on each phase and principles for effective training design, including Bloom's taxonomy of learning domains (cognitive, affective, psychomotor). The cognitive domain categorizes learning into six levels from basic knowledge to higher-order thinking. Similarly, the affective and psychomotor domains each outline levels for developing attitudes and skills.
Organization development is an organization-wide, managed process using behavioral science knowledge to increase effectiveness. In the past, OD focused on short-term productivity and treated employees as costs rather than assets. Contextual trends impacting OD's future include more diverse, educated workforces; greater technology use like e-commerce; and networked, knowledge-based organizations. Going forward, OD will be more embedded in operations, technology-enabled, interdisciplinary, and concerned with continuous organizational improvement in diverse, global contexts. Managers and organizations will need more flexible, learning-oriented, collaborative employees and environments.
This document provides an overview of organisational behaviour. It discusses how OB seeks to understand individual, group, and organisational behaviour using scientific methods. Key topics covered include early management theories from Adam Smith to Frederick Taylor's scientific management. It also summarizes research from the Hawthorne studies and classical organisation theorists like Fayol, Weber, and Barnard. The document traces the development of OB from its classical roots to modern behavioural and contingency perspectives, noting changing challenges with globalization, diversity, and new forms of work and organization.
The document discusses organisational development through participation and empowerment. It defines participation as sharing decision-making power through representatives at different management levels. Participation aims to make management self-managed. Empowerment is defined as sharing power with employees. Empowered organisations decentralize decision-making, have flatter hierarchies, and give employees responsibility and freedom within guidelines. Participation and empowerment enhance each other and improve performance.
This document provides an overview of organizational development (OD) concepts that will be covered in a course presented by Naresh Sukhani. The objectives of the course are to understand OD concepts and their relevance, study issues and challenges of OD, understand the phases of an OD program, examine OD interventions, and discuss ethical issues. The syllabus will cover an overview of OD, organizational diagnosis and change, OD interventions, and OD effectiveness. Key intervention techniques that will be discussed include T-groups, survey feedback, process consultation, team building, and third-party conflict resolution.
Burke litwin change model - Organizational Change and Development - Manu Mel...manumelwin
The Burke-Litwin change model revolves around defining and establishing a cause-and-effect relationship between 12 organizational dimensions that are key to organizational change.
Let’s take a look at how this change model can make the process easier.
Cool Products is expanding its packaged condiments business to Rajasthan and is establishing a new production unit in Kota. They are considering two candidates for General Manager: Mr. Varun Tyagi, a production manager with 10 years of experience in the food industry, and Mr. Avinash Kale, an MBA holder with excellent academics and a task-oriented leadership style. As a consultant, the document analyzes the strengths and leadership styles of both candidates to determine that Mr. Varun Tyagi, with his relevant experience, supportive behavior traits, and consultative leadership style, would be the best choice for GM.
The document outlines a framework for the human resource development (HRD) process consisting of four phases: needs assessment, design, implementation, and evaluation. It then provides details on each phase and principles for effective training design, including Bloom's taxonomy of learning domains (cognitive, affective, psychomotor). The cognitive domain categorizes learning into six levels from basic knowledge to higher-order thinking. Similarly, the affective and psychomotor domains each outline levels for developing attitudes and skills.
Organization development is an organization-wide, managed process using behavioral science knowledge to increase effectiveness. In the past, OD focused on short-term productivity and treated employees as costs rather than assets. Contextual trends impacting OD's future include more diverse, educated workforces; greater technology use like e-commerce; and networked, knowledge-based organizations. Going forward, OD will be more embedded in operations, technology-enabled, interdisciplinary, and concerned with continuous organizational improvement in diverse, global contexts. Managers and organizations will need more flexible, learning-oriented, collaborative employees and environments.
This document provides an overview of organisational behaviour. It discusses how OB seeks to understand individual, group, and organisational behaviour using scientific methods. Key topics covered include early management theories from Adam Smith to Frederick Taylor's scientific management. It also summarizes research from the Hawthorne studies and classical organisation theorists like Fayol, Weber, and Barnard. The document traces the development of OB from its classical roots to modern behavioural and contingency perspectives, noting changing challenges with globalization, diversity, and new forms of work and organization.
The document discusses organisational development through participation and empowerment. It defines participation as sharing decision-making power through representatives at different management levels. Participation aims to make management self-managed. Empowerment is defined as sharing power with employees. Empowered organisations decentralize decision-making, have flatter hierarchies, and give employees responsibility and freedom within guidelines. Participation and empowerment enhance each other and improve performance.
Organization development (OD) interventions are techniques used to implement planned changes to an organization's culture and structure. Some key OD interventions include sensitivity training, which helps participants understand their own behavior and that of others through group interactions. Survey feedback collects data through questionnaires and provides anonymous feedback to employees. Process consultation examines workflows, relationships, and communication channels to identify problems and strategies for improvement. Job enrichment, enlargement, and redesign are structural interventions that aim to change roles and responsibilities within an organization.
Elton mayo’s hawthorne experiment and it’s contributions toRajesh Pandey
Elton Mayo conducted the Hawthorne Experiments from 1924-1927 to study the impact of workplace factors like illumination on employee productivity. The experiments found that productivity increased even when illumination decreased, showing other social and psychological factors were more important. The experiments consisted of four parts: an illumination study, a relay assembly test, employee interviews, and a bank wiring test. Overall, the experiments demonstrated that factors like feeling valued, participation, and good social relations significantly increased employee motivation and productivity more than logical or economic factors alone.
Dunlop’s system theory (1958) – theories of industrial relations - industria...manumelwin
In this perspective, Dunlop analyzes industrial relations systems as a subsystem of society.
An industrial relations system at any one time in its development is regarded as comprised of certain actors, certain contexts, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace and work community.
This document discusses organizational culture and the OCTAPACE model. It defines organizational culture as shared assumptions, values and beliefs that influence employee behavior. The document then summarizes Nokia's culture, which focuses on values, performance-based rewards, growth opportunities, and work-life balance. It also outlines seven elements of culture. Finally, the OCTAPACE model for assessing culture is introduced, with openness, trust, confrontation, proactivity, autonomy, collaboration and experimentation described as key dimensions.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Quality of work life structural od intervention - Organizational Change an...manumelwin
Organizational improvement efforts.
Attempt to restructure multiple dimensions of the organization.
To institute a mechanism which introduces and sustains changes over time.
An increase in participation by employees and increase in problem solving between the union and management.
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
case analysis mahindra and mahindra and nokia (Trade unions)Sakshi Sharma
The document summarizes labor disputes and strikes at Mahindra & Mahindra's Nashik plant and Nokia Siemens Network in India. At M&M's Nashik plant, a strike occurred due to the suspension of two union leaders and disagreement over wage increases. Management wanted to increase production before addressing wages, while unions demanded higher wages than management offered. At Nokia Siemens, strikes in 2009 and 2010 occurred over low wage increases offered by management, which were eventually resolved through negotiations. In 2013, CITU-backed employees at Nokia Siemens went on strike over issues of union recognition and suspended workers.
The Hawthorne studies, which were conducted by Elton Mayo and Fritz Roethlisberger in the 1920s with the workers at the Hawthorne plant of the Western Electric Company, were part of an emphasis on socio-psychological aspects of human behavior in organizations.
Honda Motorcycles and Scooters India faced people management issues that led to unrest among workers. There were issues regarding Diwali gifts, movement sheets for breaks, perceived favoritism, and strict management. This caused workers to feel that policies did not understand their needs and formed a union. Over several months there were slowdowns, violence between workers and police, and shutdowns. Eventually a union was registered and concessions were made by management, improving relations.
hrd systems, processes, outcomes and organizational effectiveness Vidhu Arora
This document discusses HRD systems, processes, outcomes, and organizational effectiveness. It outlines five major HRD systems - career, work, development, self-renewal, and culture systems. Each system has its own subsystems. HRD processes center around the individual, role, teams, and organization. Key HRD outcomes include increased competence, commitment, collaboration and change readiness. Organizational effectiveness is defined as how well an organization achieves its intended outcomes and is important for non-profits in particular. Effectiveness is measured by productivity, costs, profits, growth, and image.
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
This document discusses downsizing strategies and their implications from a labor perspective. It defines downsizing as when management looks for ways to make an organization more efficient by reducing costs and size. There are three main downsizing strategies: workforce reduction through layoffs and buyouts; work redesign by eliminating roles and functions; and systemic changes by analyzing work processes from bottom to top. While downsizing aims to improve productivity, it can increase pressure and workload on surviving employees, potentially causing low morale. The document examines both the advantages, like motivation, and disadvantages, like confusion and hiring unskilled workers, of downsizing strategies from a labor point of view.
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
Action research - OD process - Organizational Change and Development - Manu...manumelwin
Dual purpose of action research:
Making action more effective.
Building a body of scientific knowledge around that action.
Action refers to: Programs and interventions designed to solve problems and improve conditions.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
- Management has evolved since ancient civilizations, as seen in large construction projects like the Egyptian pyramids that required organizing thousands of workers.
- Scientific management emerged during the industrial revolution to address low productivity, worker dissatisfaction, and labor unrest. It aimed to apply scientific principles to management.
- Frederick Taylor is considered the father of scientific management. He emphasized applying scientific methods to solve management problems rather than relying on trial and error. This included principles like job specialization, scientific worker selection and training, harmony between managers and workers, and maximizing output.
The document traces the evolution of management theories from pre-historic times through scientific management, classical organizational theory, human relations approach, quantitative approaches, systems approaches, contingency approach, and total quality management. It summarizes key contributors and concepts within each approach.
Organization development (OD) interventions are techniques used to implement planned changes to an organization's culture and structure. Some key OD interventions include sensitivity training, which helps participants understand their own behavior and that of others through group interactions. Survey feedback collects data through questionnaires and provides anonymous feedback to employees. Process consultation examines workflows, relationships, and communication channels to identify problems and strategies for improvement. Job enrichment, enlargement, and redesign are structural interventions that aim to change roles and responsibilities within an organization.
Elton mayo’s hawthorne experiment and it’s contributions toRajesh Pandey
Elton Mayo conducted the Hawthorne Experiments from 1924-1927 to study the impact of workplace factors like illumination on employee productivity. The experiments found that productivity increased even when illumination decreased, showing other social and psychological factors were more important. The experiments consisted of four parts: an illumination study, a relay assembly test, employee interviews, and a bank wiring test. Overall, the experiments demonstrated that factors like feeling valued, participation, and good social relations significantly increased employee motivation and productivity more than logical or economic factors alone.
Dunlop’s system theory (1958) – theories of industrial relations - industria...manumelwin
In this perspective, Dunlop analyzes industrial relations systems as a subsystem of society.
An industrial relations system at any one time in its development is regarded as comprised of certain actors, certain contexts, an ideology which binds the industrial relations system together and a body of rules created to govern the actors at the workplace and work community.
This document discusses organizational culture and the OCTAPACE model. It defines organizational culture as shared assumptions, values and beliefs that influence employee behavior. The document then summarizes Nokia's culture, which focuses on values, performance-based rewards, growth opportunities, and work-life balance. It also outlines seven elements of culture. Finally, the OCTAPACE model for assessing culture is introduced, with openness, trust, confrontation, proactivity, autonomy, collaboration and experimentation described as key dimensions.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Quality of work life structural od intervention - Organizational Change an...manumelwin
Organizational improvement efforts.
Attempt to restructure multiple dimensions of the organization.
To institute a mechanism which introduces and sustains changes over time.
An increase in participation by employees and increase in problem solving between the union and management.
Recruitment and Selection Summer Internship Project ReportRahul Maheshwari
The document provides a summary of an internship project on recruitment and selection processes at Videocon Industries Limited. It includes an introduction to the company and internship details. The objectives of the study are to understand Videocon's recruitment and selection procedures, identify areas for improvement, and analyze HR factors. As an intern, the individual's job duties involve supporting recruitment tasks like file updates, written exam coordination, and assisting new employees. The recruitment process involves needs assessment, candidate identification and screening, interviews, and onboarding. Overall, the environment is positive but some areas could be improved like expanding space for written exams.
Grid organizational development - comprehensive OD interventions - Organiza...manumelwin
Designed by Robert R. Blake and Jane S. Mouton.
Six phase program lasting about 3-5 years.
An organization can move systematically from the stage of examining managerial behavior and style to the development and implementation of an ideal strategic corporate model.
case analysis mahindra and mahindra and nokia (Trade unions)Sakshi Sharma
The document summarizes labor disputes and strikes at Mahindra & Mahindra's Nashik plant and Nokia Siemens Network in India. At M&M's Nashik plant, a strike occurred due to the suspension of two union leaders and disagreement over wage increases. Management wanted to increase production before addressing wages, while unions demanded higher wages than management offered. At Nokia Siemens, strikes in 2009 and 2010 occurred over low wage increases offered by management, which were eventually resolved through negotiations. In 2013, CITU-backed employees at Nokia Siemens went on strike over issues of union recognition and suspended workers.
The Hawthorne studies, which were conducted by Elton Mayo and Fritz Roethlisberger in the 1920s with the workers at the Hawthorne plant of the Western Electric Company, were part of an emphasis on socio-psychological aspects of human behavior in organizations.
Honda Motorcycles and Scooters India faced people management issues that led to unrest among workers. There were issues regarding Diwali gifts, movement sheets for breaks, perceived favoritism, and strict management. This caused workers to feel that policies did not understand their needs and formed a union. Over several months there were slowdowns, violence between workers and police, and shutdowns. Eventually a union was registered and concessions were made by management, improving relations.
hrd systems, processes, outcomes and organizational effectiveness Vidhu Arora
This document discusses HRD systems, processes, outcomes, and organizational effectiveness. It outlines five major HRD systems - career, work, development, self-renewal, and culture systems. Each system has its own subsystems. HRD processes center around the individual, role, teams, and organization. Key HRD outcomes include increased competence, commitment, collaboration and change readiness. Organizational effectiveness is defined as how well an organization achieves its intended outcomes and is important for non-profits in particular. Effectiveness is measured by productivity, costs, profits, growth, and image.
This document discusses team interventions and effective teams. It defines intervention as entering a system of relationships to help groups or persons. It distinguishes between work groups and teams, noting that teams have greater interdependence and interaction. The document outlines steps for team interventions, including identifying at-risk members, holding intervention team meetings, beginning interventions, and requesting further testing if needed. It also lists characteristics of effective teams and components like positive culture and recognition.
This document discusses downsizing strategies and their implications from a labor perspective. It defines downsizing as when management looks for ways to make an organization more efficient by reducing costs and size. There are three main downsizing strategies: workforce reduction through layoffs and buyouts; work redesign by eliminating roles and functions; and systemic changes by analyzing work processes from bottom to top. While downsizing aims to improve productivity, it can increase pressure and workload on surviving employees, potentially causing low morale. The document examines both the advantages, like motivation, and disadvantages, like confusion and hiring unskilled workers, of downsizing strategies from a labor point of view.
Human resources interventions focus on managing employees effectively and efficiently while facilitating organizational change. This includes goal setting, performance reviews, rewarding systems, career planning and development, managing diversity, and ensuring employee well-being. A career consists of a sequence of jobs held over a lifetime, including establishment, advancement, maintenance, and withdrawal stages. Career planning involves setting personal career goals and examining alternatives, while career development comprises organizational practices that help employees implement their career plans.
Action research - OD process - Organizational Change and Development - Manu...manumelwin
Dual purpose of action research:
Making action more effective.
Building a body of scientific knowledge around that action.
Action refers to: Programs and interventions designed to solve problems and improve conditions.
The term organizational development was coined by Richard Beckhard in the mid-1950s.Organizational development is an acronym of two words i.e., organization and development
- Management has evolved since ancient civilizations, as seen in large construction projects like the Egyptian pyramids that required organizing thousands of workers.
- Scientific management emerged during the industrial revolution to address low productivity, worker dissatisfaction, and labor unrest. It aimed to apply scientific principles to management.
- Frederick Taylor is considered the father of scientific management. He emphasized applying scientific methods to solve management problems rather than relying on trial and error. This included principles like job specialization, scientific worker selection and training, harmony between managers and workers, and maximizing output.
The document traces the evolution of management theories from pre-historic times through scientific management, classical organizational theory, human relations approach, quantitative approaches, systems approaches, contingency approach, and total quality management. It summarizes key contributors and concepts within each approach.
Frederick Taylor's scientific management theory focused on optimizing work tasks for higher efficiency through time studies and establishing performance standards. Henri Fayol emphasized organizing work and developing principles like division of labor, authority and responsibility. Behavioral management theorists like Douglas McGregor proposed that workers are not inherently lazy and that managers should allow freedom and initiative. Modern management theories include systems theory, which views organizations as open systems interacting with their environment, and Maslow's hierarchy of needs theory on motivating workers.
This document provides an overview of human resource management (HRM). It discusses the history and evolution of HRM from personnel management. Key points include:
- HRM has evolved from a focus on administrative personnel functions to a more strategic approach integrated with organizational goals.
- Theories like scientific management, behavioral science and systems theory influenced the development of HRM concepts.
- HRM development stages include welfare/administrative, personnel management incorporating training/staffing, and the modern strategic HRM approach.
- HRM models like Harvard model emphasize strategic choices in response to organizational needs within the external context.
- The roles of HRM involve meeting current and future labor needs through workforce planning,
This document discusses organizational innovation and change. It defines the three main types of innovation as process, technical, and administrative innovation. It also outlines the characteristics of a learning organization and the five building blocks that make up a learning organization: shared leadership, culture, strategy, organization design, and use of information. Finally, it describes the process of organizational change and the four main approaches to change: technology-based, redesign, task-based, and people-oriented.
This document provides an overview of the development of major management theories discussed in Chapter 2. It begins with a roadmap that outlines the historical background of management and the development of theories such as scientific management, general administrative theory, and the human relations school. It then discusses each theory in more detail, including their major proponents and implications. The document concludes by examining current trends and issues in management such as globalization, diversity, and quality management.
This document summarizes training and development practices at PTCL and Telenor in Pakistan. It discusses that training is needed to save time, money, and effort. It outlines the stages of training as reaction, learning, behavior, and results. PTCL and Telenor conduct on-the-job and off-the-job training using methods like mentoring, role playing, and simulations. PTCL has its own training centers while Telenor conducts both in-house and outsourced training. Both companies analyze training needs and evaluate the impact of training on employee performance.
This chapter introduces organizational behavior and defines it as the study of how individuals and groups act within organizations and how organizations respond to their environments. It discusses three levels of analysis - individual, group, and organizational. The chapter also explores the four main functions of management and outlines challenges organizations face from changes in technology, globalization, diversity, and work relationships. It concludes with a brief history of the field, covering scientific management, Hawthorne Studies, and McGregor's Theory X and Y.
The document discusses continuous evaluation components for an MBA student named Neha Agrawal studying at Atmiya Institute of Technology & Science. It provides details about the institute such as it was founded in 1994 and is headed by Ashok Parakh. It is part of the Champalal Group which manufactures, exports, and supplies refined edible and industrial grade salt. The document also outlines the institute's values of adhering to an ethics-based system and providing work satisfaction to employees. It aims to improve product quality and innovate through constant research.
This document discusses the evolution of management theories including scientific management, administrative management, systems approach, and contingency approach. It provides details on scientific management pioneers like Taylor and the Gilbreths and their contributions like time and motion studies. It also summarizes Taylor's 14 principles of management and administrative theory. Finally, it describes key concepts of the systems approach in viewing an organization as an open system that interacts with its external environment.
Anuja organiations study at unipower transformerLibu Thomas
This document summarizes an organizational study presentation about Unipower Transformer Pvt Ltd, an ISO-certified company that manufactures transformers and other electrical equipment. The presentation covers the company's background, departments, management structure, strengths, weaknesses, and suggestions. The main objectives of the study were to understand the company's functions, structure, policies, and address any issues. Key findings include a lack of canteen facilities and need for more administrative staff. The conclusion is that the study helped understand each department's workings and the relationships within the organization.
The platform would allow employees to (1) access learning resources and provide feedback, (2) notify employees of company events, and (3) submit and review ideas to improve processes. It aims to improve internal communication, provide e-learning, acquire employee insights, and track participation in CSR activities. The platform could also serve as a knowledge base for problem-solving and documenting work processes. It would support continuous improvement through a point system tracking submitted ideas. The estimated costs are Rs. 2 lakh for requirements, Rs. 15 lakh for development, and Rs. 25,000 annually for running and maintenance. Potential challenges include
Group No. 2 presented on HR and strategy at Tata Power. Key points include:
- Tata Power has ambitious plans to grow capacity to 25 GW by 2017 through diverse projects in India and other countries.
- The company focuses on customer centricity and developing a culture of pride, ownership, and fun through programs like Leher and Laser.
- Tata Power provides extensive training and development programs and unique benefits and practices like priority for employees' children.
- HR faces challenges in managing growth, change, and a diverse workforce while building capabilities and standardizing practices. Decentralization and flexibility are recommended.
Engage, Communicate & Act: Getting the most from your TeamSean Fletcher
This whitepaper provides an overview of the Engagement Diamond and the Cycle of Engagement as the key mechanisms to engage, communicate and act to get more from your team, branch, department, organisation or board
The document discusses training and development in organizations. It covers identifying training needs through organizational, task, and individual analysis. Training benefits include increased productivity, less supervision, job satisfaction, and skills development. Training methods can be on-the-job like mentoring or off-the-job like simulations and role playing. After training, evaluation is important to assess the impact on individual and organizational performance.
This document outlines the key aspects of personnel management including:
- Defining the personnel function as planning, organizing, directing, and controlling the procurement, development, compensation, and separation of human resources.
- Describing the role of the personnel manager in managing personnel records, benefits, and research.
- Explaining the challenges of a changing workforce, personal values, productivity, and government demands.
- Detailing approaches to personnel management including mechanical, paternalism, and social systems.
- Discussing organizing the personnel unit via departments and line/staff relationships.
- Explaining personnel planning through decision making, programs/policies, and standards.
- Outlining methods to control the personnel unit like
The document summarizes HR policies at Coca Cola, including policies around training, wages, leaves, medical facilities, mentoring, recruitment, performance appraisal, compensation and benefits, employee relationships, and safety. New employees receive special training and are paired with experienced employees. Employees receive competitive wages and various facilities and benefits. The company fosters a good work culture and motivates employees through various programs.
This document outlines various topics related to organizational theory, including key concepts, structural designs, principles of effective organization, and case studies. Some of the main topics covered include:
1. Organizational theory concepts like focus on task performance, motivation, and adjusting to the external environment.
2. Principles of effective organizational design like structure, motivation, and adapting to changes.
3. Case studies on designing customer-centric organizations, organizing across borders, matrix structures, centralization vs decentralization, and organizing for innovation.
4. New approaches to organization theory like systems theory, socio-technical systems, and knowledge-based organizations.
In 3 sentences or less, this document provides an overview
The document discusses the objectives and process of training and development programs in organizations. The objectives are to increase efficiency, employee morale, human relations, and organizational viability while reducing supervision. The process involves determining training needs through organizational, task, and employee analyses. It also includes establishing objectives, selecting training methods, implementing programs, and evaluating outcomes. Key factors for effective training are top management support, qualified trainers, and understanding learning styles.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
2. AHMEDABAD EXPERIMENT
• Conducted By A.K.RICE
• He was from tavistock institute of human
relation, London
• Study time period was three years
• The company employed 8,000 workers
• Experiment studies the interaction of social and
technological changes
4. PROBLEMS IDENTIFIED
• Modern technology raised numerious social and
psychological problems
• Personal and with in the group
• Lack of internal group structure
• Lack of division of work, no clear cut authority
• Lack of proper bonus and incentives
• Lack of participation from management side
5. • Lack of skill
• Lack of new people
• Informal relations were very strong
6. CHANGES WERE INTRODUCED
• Participative management
• Proper division of work
• Proper incentives and salary
• Bonus for workers
• Clear cut hierarchy was set-up between management
and employees
• Fresh appointment were done
7. • Policies regarding promotion and discipline
were improved
• Three branches were opened- purchasing,
manufacturing and sales
• Control departments were setup- hr , finance
and research and development
8. FINDINGS OF THE STUDY
• Educate the people first
• Consider their background and emotions
• Technological change should be slow
• Change in management
• Improve your promotion policies
10. • Proper guidelines and they should be in
written format
• Improved the physical conditions
• Proper facilities to workers
• Short out the problems together
• Minimum interference in their personal
considerations
12. • Tried to set-up a research and development
department
• A proper feedback was necessary
• Authority was given to expert people
• Separation of functions