(1) Creating a dynamic framework for human resource management is needed to address organizational changes like decentralization, outsourcing, and globalization. Complex systems theory provides a lens to understand organizations operating far from equilibrium.
(2) HR management can be modeled using normal (Gaussian) distributions which favor centralization and order, or power-law (Pareto) distributions which enable decentralization and error tolerance. Different distributions lead to divergent approaches to fractals, rules, self-organization, emergence and adaptation.
(3) While the average approach seems optimal, reality often favors outliers. A fluid dynamic framework allows HR to support organizational change by recognizing when normal or power-law distributions better fit organizational realities
Is your organization nimble and responsive to change? Do you have a plan for enhancing your change capacity? Are you building internal change management teams, methodology, governance models, competencies?
All projects and programs are designed to deliver lasting and successful change. Yet research on project management confirms that most projects fail to meet the triple constraint (time, budget and scope) and fail to deliver the expected ROI. The most important barriers to success are "soft", people-related factors such as sponsorship, communication and culture. These are more important than "hard" factors such as resources, business process, and technology. This presentation covers the linkage between change management practice and project success, provides tips on diagnosing and addressing resistance to change, presents a framework to understand the factors affecting change capacity (skill and motivation), and describes the key roles, deliverables and best practices for change management within the project lifecycle.
Dynamic human resource environment factorsSandeep Gupta
dynamic human resource various environment factors which describe how these 10 factors gives impact on human resource management.here also mention about 5 parties,ways of human resource outsourcing .
Is your organization nimble and responsive to change? Do you have a plan for enhancing your change capacity? Are you building internal change management teams, methodology, governance models, competencies?
All projects and programs are designed to deliver lasting and successful change. Yet research on project management confirms that most projects fail to meet the triple constraint (time, budget and scope) and fail to deliver the expected ROI. The most important barriers to success are "soft", people-related factors such as sponsorship, communication and culture. These are more important than "hard" factors such as resources, business process, and technology. This presentation covers the linkage between change management practice and project success, provides tips on diagnosing and addressing resistance to change, presents a framework to understand the factors affecting change capacity (skill and motivation), and describes the key roles, deliverables and best practices for change management within the project lifecycle.
Dynamic human resource environment factorsSandeep Gupta
dynamic human resource various environment factors which describe how these 10 factors gives impact on human resource management.here also mention about 5 parties,ways of human resource outsourcing .
Managing workforce diversity hr management od interventions - Organization...manumelwin
Managing workforce diversity: Important trends, such as the increasing number of women, ethnic minorities, and physically and mentally challenged people in the workforce, require a more flexible set of policies and practices.
HR management od interventions - Organizational Change and Development - Man...manumelwin
Goal Setting: This change program involves setting clear and challenging goals. It attempts to improve organization effectiveness by establishing a better fit between personal and organizational objectives.
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D
It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
The process used to generate the power of Appreciative Inquiry is the 4-D Cycle:
Discovery - Dream - Design - Destiny
Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.
Dynamic Language For Dynamic Organization: The Role Of Human Resource ManagementTobias Scholz
Organizations act in increasingly dynamic environments. In order to sustain and achieve competitive advantage under that condition, it becomes essential to tread a path of dynamization. However, what exactly is dynamization? Does it evolve automatically according to the changing environment or has it to be shaped intentionally? In this paper, we will focus on the decisive role of human resource management in the change towards dynamization. If human resource man- agement is the incubator for any intentional change towards dynamization, it needs an appropri- ate instrument. This instrument is a “dynamic language”, influencing dynamization success by the power of words. We will propose four specifications that will help human resource manage- ment to tackle the process of dynamization through language.
Managing workforce diversity hr management od interventions - Organization...manumelwin
Managing workforce diversity: Important trends, such as the increasing number of women, ethnic minorities, and physically and mentally challenged people in the workforce, require a more flexible set of policies and practices.
HR management od interventions - Organizational Change and Development - Man...manumelwin
Goal Setting: This change program involves setting clear and challenging goals. It attempts to improve organization effectiveness by establishing a better fit between personal and organizational objectives.
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D
It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
The process used to generate the power of Appreciative Inquiry is the 4-D Cycle:
Discovery - Dream - Design - Destiny
Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.
Dynamic Language For Dynamic Organization: The Role Of Human Resource ManagementTobias Scholz
Organizations act in increasingly dynamic environments. In order to sustain and achieve competitive advantage under that condition, it becomes essential to tread a path of dynamization. However, what exactly is dynamization? Does it evolve automatically according to the changing environment or has it to be shaped intentionally? In this paper, we will focus on the decisive role of human resource management in the change towards dynamization. If human resource man- agement is the incubator for any intentional change towards dynamization, it needs an appropri- ate instrument. This instrument is a “dynamic language”, influencing dynamization success by the power of words. We will propose four specifications that will help human resource manage- ment to tackle the process of dynamization through language.
Creating a Dynamic Framework for Human Resource Management
1. Creating a Dynamic Framework for
Human Resource Management
Within Organisational Change
Colloquium on Organisational Change and Development
Bern, 13.09.2012
Tobias M. Scholz
Chair for Human Resource Management
and Organizational Behavior
University of Siegen
2. Need for Change
“As companies face an information
explosion and an unprecedented need
for flexibility in a rapidly changing
marketplace, the corporate model is in
the midst of a complete makeover.“
(Barabási, 2003:201)
But: Organisations still tend to define and solve problems
based on simplification, predictability, equilibrium and
linearity (Marion, 1999)
Furthermore: Organisations are forced to focus on the
human factor (Pfeffer, 2010)
Tobias M. Scholz pmg.uni-siegen.de 2
3. Need for Change in Human Resource Management
• Self Positioning
Strategic Business Partner (Lawler/Mohrman, 2003)
Specialized Service Partner (Greer et al., 1999)
• Shift in the Organization
Decentralization (Moore et al., 2003)
Outsourcing (Griffiths, 2005)
Temporary Teams (Schreyögg/Sydow, 2010)
Disolving Borders (Chesbrough, 2003)
Virtual Teams (Maznevski/Chudoba, 2000)
• Changes in Environment
Globalization (Feiock et al., 2008)
War for Talents (Michaels, et al. 2001)
Information Overload (Edmungs/Morris, 2000)
Cultural Interconnectedness (Clerkin, 2011)
Search for Dynamic Framework
Applicability of Complex Systems
Tobias M. Scholz pmg.uni-siegen.de 3
4. Features of Complex Systems (Cilliers, 1998)
• Complex systems consist of a large number of elements
• These elements interact dynamically.
• Interactions are rich; any element in the system can
influence or be influenced by any other
• Interactions are nonlinear.
• Interactions are typically short range.
• There are positive and negative feedback loops of
interactions.
• Complex systems are open systems.
• Complex systems operate under conditions far from
equilibrium.
• Complex systems have histories.
• Individual elements are typically ignorant of the behavior of
the whole system in which they are embedded.
Tobias M. Scholz pmg.uni-siegen.de 4
5. Metaphors for Organisational Change (Eoyang, 2011)
• Fractals are fragmented geographical objects persisting of
smaller copies of the complete structure (Mandelbrot, 1982).
• Simple rules are also called minimum specifications and
can result into system-wide patterns (Wolfram, 2002).
• Self-organized criticality alludes to the general tension in
an organization that holds it in some gravity (Bak, 1996).
• Emergence means the process of pattern creation through
interaction amongst members that differs to general patterns
formed in an organization (Garnier et al., 2007).
• Adaptation means the fit of an organisation to the
environment and therefore has to adapt evolutionarily to
internal and external patterns (Siggelkow, 2002).
Tobias M. Scholz pmg.uni-siegen.de 5
6. Distributions
Barabási, Albert-László,
The Architecture of
Complexity, in: IEEE
Control Systems Magazine
27 (4/2007), 33-42.
Tobias M. Scholz pmg.uni-siegen.de 6
7. Human Resource Management under the assumption of
normal distribution or power-law distribution
Tobias M. Scholz pmg.uni-siegen.de 7
8. (1) Fractals
• Gaussian Fractals Centralization
– All different HR functions aspire toward a common
system.
• Paretian Fractals Decentralization
– Sub systems differ and fit towards the HR functions.
– Through interaction key visions emerge through
combination and adaptation
Centralization Decentralization
Order Disorder
Attack Tolerance Error Tolerance
Convergence Divergence
Adjustment to the Average Adjustment to the Outliers
Tobias M. Scholz pmg.uni-siegen.de 8
9. (2) Simple Rules
• Gaussian Simple Rules Order
– Many rules (distinct and precise)
– Maintain core competencies of HRM
– Order leads to a constant adaptation
• Paretian Simple Rules Disorder
– Only few rules (general and minimalistic)
– Different parts of HR have different rules
– General rule: All processes need to exist
– Leads to increased interaction between different parts
Centralization Decentralization
Order Disorder
Attack Tolerance Error Tolerance
Convergence Divergence
Adjustment to the Average Adjustment to the Outliers
Tobias M. Scholz pmg.uni-siegen.de 9
10. (3) Self-Organized Criticality
• Gaussian Self-Organized Criticality Attack Tolerance (Albert et al., 2000)
– HR and sub systems are reaching for similarity
– HR functions can be resumed by other sub-systems
– Removal of HR functions without replacement can be done often
• Paretian Self-Organized Criticality Error Tolerance (Albert et al., 2000)
– HR and sub systems are striving away from similarity
– Errors will not spread towards over sub systems
– Other sub system will fill in, but not adapt the error
Centralization Decentralization
Order Disorder
Attack Tolerance Error Tolerance
Convergence Divergence
Adjustment to the Average Adjustment to the Outliers
Tobias M. Scholz pmg.uni-siegen.de 10
11. (4) Emergence
• Gaussian Emergence Convergence
– Interaction with different sub systems leads to merging
– Alignment of functions
– Emergent processes quickly spread through the HR
• Paretian Emergence Divergence
– Divergence trigger a variety of emergent processes
– Spreading leads to competition and slow spreading
Centralization Decentralization
Order Disorder
Attack Tolerance Error Tolerance
Convergence Divergence
Adjustment to the Average Adjustment to the Outliers
Tobias M. Scholz pmg.uni-siegen.de 11
12. (5) Adaptation
• Gaussian Adaptation Adjustment to the Average
– Selection of functions that handles the majority of
processes or tasks
– HR functions seek similarity and majority
– Outliers could be better
• Paretian Adaptation Adjustment to the Outliers
– Adaptation towards the necessary processes
– Improvements could only benefit one extreme, not
majority
– Different processes adapt constantly
– Could lead to an arms race Centralization Decentralization
Order Disorder
Attack Tolerance Error Tolerance
Convergence Divergence
Adjustment to the Average Adjustment to the Outliers
Tobias M. Scholz pmg.uni-siegen.de 12
13. Dynamic Framework
• Path needs to be chosen, based on the information within
an organization
• With distribution HRM can support and implement Change
within an organisation
• Both distributions lead to different chances and obstacles
• Fitting distribution is essential and constant surveying
• Average seems “more right” but reality speaks different
(e.g. high potentials, cultural diversity)
Fluid Human Resource Management
Tobias M. Scholz pmg.uni-siegen.de 13
16. References
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Andriani, P., & McKelvey, B. 2011. Managing in a Pareto world calls for new thinking. M@n@gement, 14(2): 89-118.
Bak, P. 1996. How nature works: The science of self-organized criticality. New York: Copernicus.
Barabási, Albert-László, 2003. Linked: How Everything is Connected to Everything Else and What It Means for Business, Science, and Everyday Life. London:
PLUME Books.
Barabási, A.-L. 2007. The architecture of complexity. IEEE Control Systems Magazine, 27(4): 33-42.
Chesbrough, H.2003. Open innovation. Boston, MA: Harvard Business School Press.
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Edmunds, A. & Morris, A. 2000. The problem of information overload in business organisations: a review of the literature, International Journal of Information
Management, 20(1), 17-28.
Eoyang, G. H. 2011. Complexity and the dynamics of organizational change. In P. Allen, S. Maguire, & B. McKelvey (Eds.), The SAGE handbook of
complexity and management: 317-332. Thousand Oaks: SAGE.
Feiock, R. C./Jae Moon, M./Park, H. J., 2008. Is the World Flat or Spiky? Rethinking the Governance Implications of Globalization for Economic Development.
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Garnier, S., Gautrais, J., & Theraulaz, G. 2007. The biological principles of swarm intelligence. Swarm Intelligence, 1(1): 3-32.
Greer, C. R./Youngblood, S. A./Gray, D. A., 1999. Human Resource Management Outsourcing: The Make or Buy Decision. Academy of Management
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Lawler, E. E./Mohrman, S. A., 2003. HR as a Strategic Partner: What Does it Take to Make it Happen. Human Resource Planning 26(3), 15-29.
Liu, Y./Slotine, J./Barabási, A., 2011. Controllability of Complex Networks. Nature 473, 167-173.
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Marion, R. 1999. The edge of organization: Chaos and complexity theories of formal social organizations. Thousand Oaks: SAGE
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Michaels, E., Handfield-Jones, H., & Axelrod, B. 2001. The war for talent. New York: McGraw Hill.
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Schreyögg. G., & Sydow, J. 2010. Organizing for Fluidity? Dilemmas of New Organizational Forms. Organisation Science, 21(6), 1251-1262.
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