The document discusses the historical development of human resource management (HRM) from early employer-employee relationships to modern strategic HRM approaches. It traces theories like scientific management, human relations studies, and total quality management that shaped HRM's evolution. More recent trends discussed include flexible labor arrangements, non-standard employment contracts, and strategic qualities of HRM like integrating HR policies with business strategy. The document also examines issues surrounding restructuring employment relations with new forms of work like virtual workplaces.
This document provides an overview of the historical development of human resource management (HRM). It discusses how HRM evolved from early employer-employee relationships through various management theories like scientific management and human relations. Key developments included increased employee collective action through trade unions and a shift from viewing employees as property to recognizing non-financial motivators. More recent trends discussed include strategic HRM, flexible labor arrangements, and the changing nature of employment relationships with greater precarity and non-standard contracts.
This document discusses the historical development of human resource management (HRM) from early employer-employee relationships to modern strategic HRM approaches. It covers several key developments and theories that shaped HRM thinking, including scientific management, human relations studies, Japanese management influences, and the rise of flexible employment. More recent trends discussed include the emergence of non-standard employment arrangements, virtual workplaces, and strategies by managers to maintain control over a more flexible and insecure workforce.
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.
Changing dynamics & sustainability in disruptive timesprachimba
This document summarizes key topics around dynamics, sustainability, and disruptive times. It discusses how organizations adapted their employee relations, hiring processes, and CSR initiatives during the COVID-19 pandemic. Many moved to virtual interviews and remote work, emphasizing technical skills and self-learning. Principles of protecting employees and serving communities were prioritized over processes. Innovation helped companies survive and consumers became willing to pay more for safety. Virtual yoga, puzzles, and children's storytelling sessions helped employees engage while working remotely.
The document summarizes classical management theories including scientific management, administrative management, and bureaucratic management. Scientific management focused on improving efficiency through tasks analysis, time-motion studies, and differential wages. Administrative management principles emphasized division of work, authority and responsibility, and discipline. Bureaucratic management was based on firm rules, hierarchies, and impersonal treatment of workers. Later, the human relations movement arose in response to classical theories, emphasizing that human factors are important for productivity and management style.
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
This document discusses the evolution of management theory over time. It begins with the Classical approach emerging in the 19th century in response to new industrial challenges. This includes Scientific Management by Taylor which aimed to optimize efficiency. It also discusses Administrative Management by Fayol and Weber's bureaucratic model. Later, the Human Relations approach focused on meeting worker needs. Behavioral Management studied how managers motivate employees. Modern approaches include Open Systems theory, Contingency Thinking, and lessons from Japanese management styles. Quantitative and information-based theories were also incorporated into management science.
Principle of Management lecture 05_classabir hossain
The document discusses the evolution of management thought from the pre-scientific period through classical, neo-classical, and modern theories. It covers key contributors and concepts including Taylor's scientific management principles, Fayol's administrative management principles, Weber's bureaucratic model, and the human relations movement led by Elton Mayo and the Hawthorne Experiments. The principles of management, importance of management theories, and criticism of scientific management are also summarized across multiple sections.
This document provides an overview of the historical development of human resource management (HRM). It discusses how HRM evolved from early employer-employee relationships through various management theories like scientific management and human relations. Key developments included increased employee collective action through trade unions and a shift from viewing employees as property to recognizing non-financial motivators. More recent trends discussed include strategic HRM, flexible labor arrangements, and the changing nature of employment relationships with greater precarity and non-standard contracts.
This document discusses the historical development of human resource management (HRM) from early employer-employee relationships to modern strategic HRM approaches. It covers several key developments and theories that shaped HRM thinking, including scientific management, human relations studies, Japanese management influences, and the rise of flexible employment. More recent trends discussed include the emergence of non-standard employment arrangements, virtual workplaces, and strategies by managers to maintain control over a more flexible and insecure workforce.
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.
Changing dynamics & sustainability in disruptive timesprachimba
This document summarizes key topics around dynamics, sustainability, and disruptive times. It discusses how organizations adapted their employee relations, hiring processes, and CSR initiatives during the COVID-19 pandemic. Many moved to virtual interviews and remote work, emphasizing technical skills and self-learning. Principles of protecting employees and serving communities were prioritized over processes. Innovation helped companies survive and consumers became willing to pay more for safety. Virtual yoga, puzzles, and children's storytelling sessions helped employees engage while working remotely.
The document summarizes classical management theories including scientific management, administrative management, and bureaucratic management. Scientific management focused on improving efficiency through tasks analysis, time-motion studies, and differential wages. Administrative management principles emphasized division of work, authority and responsibility, and discipline. Bureaucratic management was based on firm rules, hierarchies, and impersonal treatment of workers. Later, the human relations movement arose in response to classical theories, emphasizing that human factors are important for productivity and management style.
The document discusses the evolution of management thought from classical to modern theories. Classical theories included scientific management, administrative management, and bureaucratic management. Neoclassical theories arose in response to the human relations movement and Hawthorne experiments. Modern theories include quantitative approaches, systems approaches, and contingency approaches. Recent developments discussed are total quality management and the search for excellence framework.
This document discusses the evolution of management theory over time. It begins with the Classical approach emerging in the 19th century in response to new industrial challenges. This includes Scientific Management by Taylor which aimed to optimize efficiency. It also discusses Administrative Management by Fayol and Weber's bureaucratic model. Later, the Human Relations approach focused on meeting worker needs. Behavioral Management studied how managers motivate employees. Modern approaches include Open Systems theory, Contingency Thinking, and lessons from Japanese management styles. Quantitative and information-based theories were also incorporated into management science.
Principle of Management lecture 05_classabir hossain
The document discusses the evolution of management thought from the pre-scientific period through classical, neo-classical, and modern theories. It covers key contributors and concepts including Taylor's scientific management principles, Fayol's administrative management principles, Weber's bureaucratic model, and the human relations movement led by Elton Mayo and the Hawthorne Experiments. The principles of management, importance of management theories, and criticism of scientific management are also summarized across multiple sections.
School of management thought -evolution of management thoughts by various contributors all the approaches - early classical approach , neo classical approach and modern approach .
1.frederick taylor, Scientific Principles of Management, Evolution of Mangem...PROF. PUTTU GURU PRASAD
Frederick Taylor developed the theory of scientific management in the late 1800s to early 1900s. He sought to optimize workflows and increase efficiency by conducting time and motion studies to determine the most efficient way for workers to perform tasks. His four principles of scientific management involved studying existing jobs, developing optimized methods, selecting workers suited to the new methods, and establishing performance standards with incentive pay. Scientific management revolutionized industry by increasing productivity without increasing hours or costs. However, it was criticized for being too focused on output and ignoring worker satisfaction. This led to the development of alternative management theories.
This document provides an overview of the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
The document discusses the evolution of management theories from the Industrial Revolution to modern times. It covers early theories like Scientific Management and the Hawthorne Effect. It also covers modern theories such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Ouchi's Theory Z, and Total Quality Management including Deming's 14 points. International management styles are also discussed, comparing practices in Thailand and Japan.
Here are the key differences between policies and procedures:
- Policies outline general guidelines and philosophies, while procedures provide specific step-by-step instructions.
- Policies explain the "why" behind actions, while procedures explain the "how".
- Policies allow for some flexibility, while procedures aim to standardize processes.
- Policies communicate values and culture, while procedures ensure tasks are completed consistently.
- Policies apply broadly, while procedures focus on specific routine tasks.
So in summary, policies provide the overarching framework while procedures operationalize policies into concrete workflows. Both are important for effective planning and management.
Management history module by usama tariqusama_tariq99
This document provides an overview of the history and major approaches to management. It discusses early examples of management from ancient structures like pyramids and the Great Wall of China. The major approaches covered are the classical, behavioral, quantitative, and contemporary approaches. The classical approach emphasized efficiency and scientific principles. The behavioral approach studies human behavior in organizations. The quantitative approach applies mathematical techniques to improve decision making, while the contemporary approach includes systems theory and contingency thinking.
This document summarizes two approaches to management: the systems approach and contingency approach.
The systems approach views an organization as an open system composed of interrelated subsystems like production and management. It emphasizes studying how all parts interact rather than in isolation. However, this approach is complex and its conceptual framework is abstract.
The contingency approach is situational - there is no universally best way to manage as organizations face different situations. An organization's structure must fit its environment and tasks. Effectiveness depends on properly designing the organization and leadership style to fit tasks and workers. Various contingency theories also relate effective decision making to situational factors.
Management involves utilizing available resources like people, money, materials, and machines to achieve defined objectives. It is a dynamic process that guides an organization. Management encompasses planning, organizing, leading, motivating, and controlling human efforts through the basic managerial functions of planning, organizing, coordinating, and controlling. Efficient management is essential for businesses to survive and grow in today's competitive environment.
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early theories like scientific management from Taylor and Fayol's administrative theory. Later developments included the quantitative approach, organizational behavior studies, systems theory, and contingency theory. Current trends addressed include globalization, ethics, diversity, entrepreneurship, e-business, knowledge management, and quality initiatives.
This slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.
Chapter 02 The Evolution of Management ThinkingRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document provides an overview of the evolution of management theories from the late 19th century to present. It discusses the classical theories including scientific management, bureaucratic management, and administrative management that emerged in the early 20th century focusing on efficiency. It then summarizes the neo-classical human relations movement and behavioral science approach. Finally, it outlines modern management theories including the quantitative approach, systems approach, contingency approach, and operational approach. The document is presented by different speakers and provides definitions and key contributors for each major stage in the development of management theories over time.
This document summarizes the evolution of management perspectives over time from the classical perspective in the late 19th century to more recent developments. It traces the development of scientific management, administrative principles, bureaucratic organizations, and humanistic perspectives. Later perspectives included management science, systems thinking, and contingency views of adapting management styles to organizational contexts. The human relations movement emerged from the Hawthorne studies focusing on positive treatment of employees. Maslow's hierarchy of needs and McGregor's Theory X and Y also influenced human resources perspectives.
Principles of management is a broad and general guideline for managerial decision-making and behavior of employees towards the organization.
At the most fundamental level, management is a discipline that consists of a set of five general functions: planning, organizing, staffing, leading, and controlling.
INFLUENCE OF CLASSICAL AND HUMAN RELATIONS APPROACHES IN MANAGEMENT TODAYChukwuka Cyril Nwachukwu
This document discusses the influence of classical and human relations approaches to management today. It summarizes key classical management theories including Taylor's scientific management, Fayol's administrative theory, and Weber's bureaucracy theory, which focused on efficiency and productivity. It also discusses some drawbacks like not considering worker well-being. The human relations approach is then covered, including Maslow's hierarchy of needs theory and Hawthorne studies showing increased motivation when workers feel valued. The human approach considers psychological and social factors to influence worker behavior for increased productivity.
Management thought developed from practical experience and was later influenced by other fields of study. Early theories included pre-scientific approaches, classical theories from Taylor, Fayol and Weber, and behavioral theories focusing on human and social factors. Modern theories view organizations dynamically and respond to environmental changes. They include quantitative analysis, systems thinking, contingency approaches accounting for different situations, and operational theories examining organizational processes.
The evolution of_management_theory_9_18_06_uploadKuan-Yin Cai
The document summarizes the evolution of management theories from early management thought to modern approaches. It traces developments from classical approaches like scientific management to more modern theories like the learning organization. The document also discusses whether Western theories are fully applicable in non-Western contexts like Asia and the Philippines. It proposes a "Pinoy Management Theory" that incorporates informal organization and behavioral styles within a formal Philippine organizational context.
Historical Background of Management
Explain why studying management history is important.
Describe some early evidences of management practice.
Discuss why division of labor and the Industrial Revolution are important to the study of management.
List six management approaches.
Scientific Management
Define scientific management.
Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
Explain how today’s managers use scientific management.
This document summarizes the evolution of management thought from classical to modern perspectives. It discusses early theorists like Taylor who developed scientific management, Fayol who proposed administrative management principles, and Weber who described bureaucratic management. It also covers the human relations movement sparked by the Hawthorne Experiments and behavioral science approaches. Later, systems thinking, quantitative analysis, and contingency approaches emphasized adapting to different situations. Overall, the document presents an overview of the historical development and integration of various management theories.
Human resource management involves planning, organizing, directing, and controlling the procurement, development, compensation, integration, maintenance, and separation of human resources to accomplish organizational objectives. It is a series of integrated decisions that form employment relationships and contribute to an organization's ability to achieve its objectives. HRM is concerned with managing people and ensuring that an organization is made up of motivated people committed to helping the organization achieve its goals.
Here are the answers to the quiz questions:
1. True
2. True
3. Scientific Management Theory
4. True
5. Controlling involves measuring actual performance against the standards and taking corrective actions.
6. Support and advise
7. TATA Group
8. False
9. True
10. False (Moonlighting is having a secondary job, job shadowing is observing someone on the job)
School of management thought -evolution of management thoughts by various contributors all the approaches - early classical approach , neo classical approach and modern approach .
1.frederick taylor, Scientific Principles of Management, Evolution of Mangem...PROF. PUTTU GURU PRASAD
Frederick Taylor developed the theory of scientific management in the late 1800s to early 1900s. He sought to optimize workflows and increase efficiency by conducting time and motion studies to determine the most efficient way for workers to perform tasks. His four principles of scientific management involved studying existing jobs, developing optimized methods, selecting workers suited to the new methods, and establishing performance standards with incentive pay. Scientific management revolutionized industry by increasing productivity without increasing hours or costs. However, it was criticized for being too focused on output and ignoring worker satisfaction. This led to the development of alternative management theories.
This document provides an overview of the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
The document discusses the evolution of management theories from the Industrial Revolution to modern times. It covers early theories like Scientific Management and the Hawthorne Effect. It also covers modern theories such as Maslow's hierarchy of needs, McGregor's Theory X and Y, Ouchi's Theory Z, and Total Quality Management including Deming's 14 points. International management styles are also discussed, comparing practices in Thailand and Japan.
Here are the key differences between policies and procedures:
- Policies outline general guidelines and philosophies, while procedures provide specific step-by-step instructions.
- Policies explain the "why" behind actions, while procedures explain the "how".
- Policies allow for some flexibility, while procedures aim to standardize processes.
- Policies communicate values and culture, while procedures ensure tasks are completed consistently.
- Policies apply broadly, while procedures focus on specific routine tasks.
So in summary, policies provide the overarching framework while procedures operationalize policies into concrete workflows. Both are important for effective planning and management.
Management history module by usama tariqusama_tariq99
This document provides an overview of the history and major approaches to management. It discusses early examples of management from ancient structures like pyramids and the Great Wall of China. The major approaches covered are the classical, behavioral, quantitative, and contemporary approaches. The classical approach emphasized efficiency and scientific principles. The behavioral approach studies human behavior in organizations. The quantitative approach applies mathematical techniques to improve decision making, while the contemporary approach includes systems theory and contingency thinking.
This document summarizes two approaches to management: the systems approach and contingency approach.
The systems approach views an organization as an open system composed of interrelated subsystems like production and management. It emphasizes studying how all parts interact rather than in isolation. However, this approach is complex and its conceptual framework is abstract.
The contingency approach is situational - there is no universally best way to manage as organizations face different situations. An organization's structure must fit its environment and tasks. Effectiveness depends on properly designing the organization and leadership style to fit tasks and workers. Various contingency theories also relate effective decision making to situational factors.
Management involves utilizing available resources like people, money, materials, and machines to achieve defined objectives. It is a dynamic process that guides an organization. Management encompasses planning, organizing, leading, motivating, and controlling human efforts through the basic managerial functions of planning, organizing, coordinating, and controlling. Efficient management is essential for businesses to survive and grow in today's competitive environment.
The document outlines the historical development of management theories from ancient times to modern approaches. It discusses early theories like scientific management from Taylor and Fayol's administrative theory. Later developments included the quantitative approach, organizational behavior studies, systems theory, and contingency theory. Current trends addressed include globalization, ethics, diversity, entrepreneurship, e-business, knowledge management, and quality initiatives.
This slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.
Chapter 02 The Evolution of Management ThinkingRayman Soe
Richard L. Daft addresses themes and issues directly relevant to both the everyday demands and significant challenges facing businesses today. Comprehensive coverage helps develop managers able to look beyond traditional techniques and ideas to tap into a full breadth of management skills. With the best in proven management and new competencies that harness creativity, D.A.F.T. is Management!
This document provides an overview of the evolution of management theories from the late 19th century to present. It discusses the classical theories including scientific management, bureaucratic management, and administrative management that emerged in the early 20th century focusing on efficiency. It then summarizes the neo-classical human relations movement and behavioral science approach. Finally, it outlines modern management theories including the quantitative approach, systems approach, contingency approach, and operational approach. The document is presented by different speakers and provides definitions and key contributors for each major stage in the development of management theories over time.
This document summarizes the evolution of management perspectives over time from the classical perspective in the late 19th century to more recent developments. It traces the development of scientific management, administrative principles, bureaucratic organizations, and humanistic perspectives. Later perspectives included management science, systems thinking, and contingency views of adapting management styles to organizational contexts. The human relations movement emerged from the Hawthorne studies focusing on positive treatment of employees. Maslow's hierarchy of needs and McGregor's Theory X and Y also influenced human resources perspectives.
Principles of management is a broad and general guideline for managerial decision-making and behavior of employees towards the organization.
At the most fundamental level, management is a discipline that consists of a set of five general functions: planning, organizing, staffing, leading, and controlling.
INFLUENCE OF CLASSICAL AND HUMAN RELATIONS APPROACHES IN MANAGEMENT TODAYChukwuka Cyril Nwachukwu
This document discusses the influence of classical and human relations approaches to management today. It summarizes key classical management theories including Taylor's scientific management, Fayol's administrative theory, and Weber's bureaucracy theory, which focused on efficiency and productivity. It also discusses some drawbacks like not considering worker well-being. The human relations approach is then covered, including Maslow's hierarchy of needs theory and Hawthorne studies showing increased motivation when workers feel valued. The human approach considers psychological and social factors to influence worker behavior for increased productivity.
Management thought developed from practical experience and was later influenced by other fields of study. Early theories included pre-scientific approaches, classical theories from Taylor, Fayol and Weber, and behavioral theories focusing on human and social factors. Modern theories view organizations dynamically and respond to environmental changes. They include quantitative analysis, systems thinking, contingency approaches accounting for different situations, and operational theories examining organizational processes.
The evolution of_management_theory_9_18_06_uploadKuan-Yin Cai
The document summarizes the evolution of management theories from early management thought to modern approaches. It traces developments from classical approaches like scientific management to more modern theories like the learning organization. The document also discusses whether Western theories are fully applicable in non-Western contexts like Asia and the Philippines. It proposes a "Pinoy Management Theory" that incorporates informal organization and behavioral styles within a formal Philippine organizational context.
Historical Background of Management
Explain why studying management history is important.
Describe some early evidences of management practice.
Discuss why division of labor and the Industrial Revolution are important to the study of management.
List six management approaches.
Scientific Management
Define scientific management.
Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth.
Explain how today’s managers use scientific management.
This document summarizes the evolution of management thought from classical to modern perspectives. It discusses early theorists like Taylor who developed scientific management, Fayol who proposed administrative management principles, and Weber who described bureaucratic management. It also covers the human relations movement sparked by the Hawthorne Experiments and behavioral science approaches. Later, systems thinking, quantitative analysis, and contingency approaches emphasized adapting to different situations. Overall, the document presents an overview of the historical development and integration of various management theories.
Human resource management involves planning, organizing, directing, and controlling the procurement, development, compensation, integration, maintenance, and separation of human resources to accomplish organizational objectives. It is a series of integrated decisions that form employment relationships and contribute to an organization's ability to achieve its objectives. HRM is concerned with managing people and ensuring that an organization is made up of motivated people committed to helping the organization achieve its goals.
Here are the answers to the quiz questions:
1. True
2. True
3. Scientific Management Theory
4. True
5. Controlling involves measuring actual performance against the standards and taking corrective actions.
6. Support and advise
7. TATA Group
8. False
9. True
10. False (Moonlighting is having a secondary job, job shadowing is observing someone on the job)
The document discusses the definitions and concepts of human resource management compared to personnel management, outlining HRM's broader scope that views all personnel functions as interrelated and emphasizes a more dynamic, developmental approach concerned with both organizational and individual goals. Several theorists and their perspectives on management are also reviewed, showing the evolution of considering human and behavioral factors not just structure. Finally, a comparison highlights the differences between the more functional, administrative focus of personnel management versus HRM's encompassing, flexible, participatory stance.
This document provides an overview of managing people and human resource management (HRM). It discusses the evolution of personnel management to HRM, key differences between the approaches, and models of HRM including the Michigan and Harvard models. Contemporary perspectives on HRM are examined, including whether a universal best approach exists or if HRM practices depend on the specific organization and context. The role of HRM in achieving competitive advantage and being hard versus soft is also debated.
Management involves planning, organizing, leading and controlling organizational activities and resources to achieve goals. There are several management theories that provide frameworks for how to best approach management functions. Scientific management focused on efficiency through time studies and differential pay rates. Classical management identified core management processes. Behavioral management emphasized human factors and motivation. Systems theory views organizations holistically with interdependent parts. Contingency theory says the best approach depends on situational factors.
The document discusses the key concepts of human resource management (HRM) and personnel management (PM). It defines HRM as the effective use of human resources to achieve organizational goals and enhance performance. The history and evolution of HRM is outlined, moving from craft systems to scientific management to a human relations approach. The functions of HRM include recruitment, training, compensation and benefits administration, employee relations, and more. HRM is presented as strategic and goal-oriented while PM is more operational and problem-solving focused. The objectives of HRM policies, procedures and programs are to achieve organizational and individual goals through the effective management of human resources.
Human Resource management intrduction.pptxsiprath22402
Human resource management (HRM) is the practice of recruiting, hiring, deploying and managing an organization's employees. HRM is often referred to simply as human resources (HR). A company or organization's HR department is usually responsible for creating, putting into effect and overseeing policies governing workers and the relationship of the organization with its employees. The term human resources was first used in the early 1900s, and then more widely in the 1960s, to describe the people who work for the organization, in aggregate.
HRM is employee management with an emphasis on employees as assets of the business. In this context, employees are sometimes referred to as human capital. As with other business assets, the goal is to make effective use of employees, reducing risk and maximizing return on investment (ROI).
The modern term human capital management (HCM) is often used by large and midsize companies when discussing HR technology.
This document provides an overview of human resource management (HRM). It begins by outlining the key learning objectives which are to introduce HRM concepts, review management theories and compare HRM to personnel management. It then discusses how HRM deals with selecting, training, developing and reviewing employees. The document contrasts HRM with the historical approach of personnel management and emphasizes that HRM views employees as assets rather than costs. It concludes by noting how HRM aims to balance organizational and individual needs through flexibility, work-life balance policies and participation in decision making.
Strategic human resource management (SHRM) involves aligning an organization's human resource strategies with its business strategies. SHRM focuses on integrating HR programs, policies, and practices to support organizational goals. It aims to provide direction for decisions about recruitment, training, performance management, compensation, and employee relations. SHRM seeks to deploy people in a way that enables the organization to gain a competitive advantage. An important component of SHRM is ensuring a fit between the HR strategy and the overall business strategy, as well as internal consistency among various HR activities. The objectives of SHRM include ensuring the availability of a skilled workforce and providing direction to meet both business and employee needs through strategically aligned HR practices.
1. Management Thought and OB for class_e9e5e7207065ef2d126b5f4bec407fea.pptxStarAngel16
The Hawthorne studies conducted in the 1920s and 1930s investigated the impact of physical working conditions like illumination on worker productivity. The studies found that productivity increased with changes but later increased even more when conditions were returned to normal. This revealed that social and psychological factors like feelings of importance, belongingness and cooperation among workers positively impacted productivity more than physical conditions alone. The studies highlighted the importance of the human element in organizations.
Training Presentation on Human Resource Management with basic approaches and theories for Students and professionals to understand the basic concept of HRM.
Human Resource Management refers to policies and practices involved in managing an organization's employees, including recruiting, training, rewarding, and evaluating staff. The key aspects of HRM are the personnel, welfare, and industrial relations functions. The objectives of HRM are to help the organization achieve its goals and provide well-trained, motivated employees with job satisfaction. Globalization is affecting HRM through factors like increased employee rights, deregulation, international business mergers and alliances, and a focus on knowledge, innovation, and skills over products.
The Evolution Of Management Theory.pptxSHAWNTAKAONA
Management theories have evolved over time from classical approaches focusing on structure and authority to more modern approaches considering people and external environments. Early theories included scientific management, bureaucratic management, and human relations approaches. Contemporary theories view organizations as open systems influenced by internal and external factors, with no single optimal approach but instead contingency-based solutions dependent on each organization's unique situation. The evolution of management theory continues as the business environment changes.
This document provides an overview of nursing management concepts taught in Nursing 105. It begins with house rules for the class and key concepts in management such as planning, organizing, directing, controlling, staffing, and budgeting. Traditional theories of management from the 1900s to the present are discussed, including scientific management, bureaucratic model, and human relations. Contemporary approaches like systems theory and contingency perspectives are also introduced.
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,
The document provides an assignment for a human resource management consultant to advise a company on restructuring their HR practices to compete globally. It includes:
1. Identifying strategic issues for the board of directors and critically examining the company's HR system using SHRM theories.
2. Proposing a training strategy to create a high-performance organization and a strategic HR implementation plan covering areas like recruitment and performance management.
3. Examples of potential HR challenges companies may face including developing digital skills in a retail workforce and addressing staffing shortages in industries like healthcare.
Classical management theory emerged in the early 20th century as organizations looked for ways to increase productivity and profits. It includes scientific management, administrative management, and bureaucratic management. Scientific management focused on finding the most efficient ways to perform tasks. Administrative management defined management functions and the division of labor. Bureaucratic management emphasized standardized rules, impersonality, and hierarchy. Later theories emphasized behavioral factors, quantitative analysis, systems thinking, and contingency based on situational factors. Overall, the document provides an overview of several important management theories that developed over the 20th century from a classical and mechanistic view to considerations of human and situational factors.
This document provides an introduction to the topics that will be discussed in a lecture on human resource management (HRM). It will cover the definition of HRM, the history and functions of HRM, HR policies and procedures, the emerging role of HRM, the role of HR executives, and challenges for HR professionals. It will also discuss strategic HRM.
1. Human resource management involves utilizing human resources effectively to achieve organizational and employee objectives.
2. HRM departments pursue objectives like helping the organization achieve its goals, providing motivated employees, and managing change.
3. HRM activities include staffing, rewards, employee development, and employee relations. These activities are performed by HR specialists and operating managers.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
1. LOOKING BACK, MOVING FORWARD:
THEHR JOURNEY TO TRANSFORMING
ORGANISATIONS
Andrew Jemedze
2. HISTORICAL DEVELOPMENTS OFHRM
The employer had to develop new ways of dealing with these large groups of people.
However the industrial revolution is said to have brought changes in the employer/
employee relationships – from servant/master relationship to situations of industries
and mass employment ofpeople
Hamurabi the law giver has been cited as one of the earliest propounders of HRM.
There is no universal agreement as to when HRM started.
3. HISTORICAL DEVELOPMENTS OFHRM
MANAGEMENT THEORIES
•Macgregor
•Peters
•RosabethKantor
•MagaretWhitley
•KurtLewin
JAPANESECOMPETITION.
STRATEGIC HRM
The emergence of theflexible
organization and nonstandard
employment
COTTAGE INDUSTRIES
• (SocialDarwinism)
COTTAGE INDUSTRIES
• (Social Darwinism)
SCIENTIFIC
MANAGEMENT
• (F Taylor)
HUMAN RELATIONS
• (Elton Mayo/ Hawthorne
studies)
TOTAL QUALITY
MANAGEMENT (TQM)
• socio technical approach
MANAGEMENT THEORIES
•Macgregor
•Peters
•Rosabeth Kantor
•Magaret Whitley
•Kurt Lewin
JAPANESE COMPETITION.
STRATEGIC HRM
The emergence of the flexible
organization and non standard
employment
4. DARWINISM THEORIES
(SURVIVAL OF THE FITTEST)
The employers were the fittest – the
employee theweaker
The employer was merely employing
as thefitter
Employees were at his mercy being
the weaker
It was by divine right that they found
themselves at the mercy of the
employer – so employees were made
to believe.
There were however some employers
who felt that the foregoing was
wrong so they employed social
workers who dealt with therelations.
They provided free housing, fairer
rewards, better working relations-
this was not by the agitation of the
workers but by the generosity of
employers.
However bringing together of large
numbers of employees brought about
the creation of TRADE UNIONISM
hence, the voice of the employees to
fight for better workingconditions.
The concern by some employers
about improving productivity also
played a part – hence a number of
studies were done – the important
ones being those done by Frederick
Taylor which period came to be called
ScientificManagement.
5. Believed in one best way of
working by studying people
at work and recording
which culminated in to
“time and motion studies”
A process where work is
broken down into smaller
tasks and finding best ways
of carrying themout.
People were trained to
work that best way aswe
would presently refer to as
“star/high performers”
People were motivated
according to F Taylor solely
by rewards – hence his
assertion that output be
tied to rewards
The social niceties at work
were unknown
There is still a lot of this in
today’s work processes.
Other researchers started
looking at other ways of
improving production and
t h e s e s t u d i es are
collectively called Human
Relations.
SCIENTIFIC MANAGEMENT
6. They held that rewards are not the
sole motivators
Employees need much more for
them to bemotivated
Some of the notable studieswere:
•Hawthorne studies – Elton Mayo
•Maslow
Some of these studies were started
by engineers who wanted to
investigate the ideal illumination
levels to improve output. The
amount of light did not change
productivity.
However, they concluded that
human beings are gregarious animals
whichmeans:
•People are motivated by the desire to belong to
a specific group or collegialityand
•Desire to contribute and recognition by the
bosses
•The need forachievement
Therefore, jobs must meet theabove
needs for employeemotivated.
HUMAN RELATIONS
7. SOCIO TECHNICAL STUDIES – TAVISTOCK
STUDIES
Disbanded the digging of
coal and shovelling it and
introduced a conveyor belt
after experiencing high
levels of absenteeism and
health problems.
8. TOTAL QUALITY MANAGEMENT
One of the features of business is
building quality into productsand
systems rather than inspecting
quality into products.
There is needto recognise the
employee an importantelement
who must be treated as a
customer because it is through
them that you produce quality
products for yourcustomers
Another key element of TQM is
employee empowerment with
responsibility to take decisions
related to their work as they are
the ones who deal directly with
customers. (moments oftruth)
9. MANAGEMENT THEORISTS
There is a recognition that people
are eager to achieve – set goals
and people will be eager to
achieve them (Mcgregor, Peters
In search ofexcellence)
Rosabeth Moss Kantor – believes
in breaking the glass ceiling as
she wr ite s a b ou t he r
achievement and success both in
business and academia. (study of
the response of share price to a
change inCEO)
Margaret Whitley – believed in
presence of order in the
apparent chaos that we see and
therefore, man’s ability to live in
the chaos and achieveresults.
Kurt Lewin – well known for
teams, change andstrategy.
10. THE JAPANESECOMPETITION
They have outperformed the western inmany
ways
This has generated lots of interest to find out
how the Japanese doit.
They found thefollowing:
•In Japan people are employed into an organization than
into a job – does the person fit into the culture of the
company?
•Psychological contract of employment is very strong in
Japan to the extent that there was once no employment
turnover
•There was very high use of work teams
•There was high level of investment in employee training
and development
•There was extensive jobrotation
11. HRM
Is like other elements of management and is
an ever developing discipline which borrows
its principles and theories from a number
behavioural science disciplines inparticular:
• Psychology
• Medicine
• Sociology
• Economics
• Social anthropology
12. IS HRMTHE SAME AS PERSONNEL MGT?
HRM vs. PersonnelMngt
Personnel
management
activities tend to
be disconnected
and conductedas
independent
processeswhereas
stresses thateach
activity should
form part of the
whole process of
people
management.
Within HRM there
is greater stresson
the role of line
managers in
managingtheir
personnel
management is
viewed as a
specialistfunction.
Traditional
interest tothe
most senior
managers.
Traditional
Personnel mgtis
operational,
personnel focusedon
managers tend to technical skillsand
have littlepower or functionswhereas
own people – prestige whereas HRM approaches
HRM in perspective whereas traditional HRM is of strategic relatesall
employee matters
to business
strategy in a
comprehensive
and organizedway.
HMRis aimed at
achieving
competitive
advantage of an
organization
HRM is proactive throughthe
and TPM is reactive development ofa
highly committed
skilled workforce
while TPM focuses
on status
maintenance.
13. WHAT IS STRATEGIC HUMAN RESOURCES
MANAGEMENT (SHRM)?
In doing so you accordingly transform the HR department into a consultant department.
Modern HR believesin devolving HRM competences to the line managers
Line managers can make or break the HR strategies as they are always with the people –
they should therefore have the skills/competencesin HR management
Specific terms when talking about strategic HRM are:
Integration – to what extentare our HR practices and competences
considered in the strategic direction of the organization.
Devolvement – to what extent are HR practices competently carried
out by linemanagers.
14. Beliefs & Assumption ofHRM
It’s the HR which gives organizations their
sustainable competitive advantage.
TheAIM of HRM is not mere compliance with
rules but building employeecommitment
Employees are carefully selectedand
developed
15. STRATEGIC QUALITIES OF HRM
T o p m a n a g e m e n t
involvement in HRM is
necessary.
Because of the above
beliefs and assumptions
HR decisions are of
strategic importance
HR policies should be
integrated into the
busine ss str ate g y
(external integration)
There is need to
internal inte
which is the exte
wh i ch th ere
co mp lemen tari
a m o n g t h e H R
functional areas
Because of the above
beliefs and assumptions
HR decisions are of
strategic importance
Top management
involvement in HRM is
necessary.
HR policies should be
integrated into the
business strategy
(external integration)
There is need to
achieve internal
integration which is the
extent to which there is
complementarity
among the HR
functional areas
16. FLEXIBLE LABOUR AND NON STANDARD
EMPLOYMENT
Towards a more poorly compensated
insecure workforce
Strategic positioning
standardThe emergence of non
employment arrangements.
The emergency of non standard reward
systems and Employee ValueProposition
17. FLEXIBLE LABOUR & NONSTANDARD
EMPLOYMENT
FL– often thought as:
•Part time
•Temporary and selfemployment
Also includes:
•Freelancing
•Sub contracting
•Outsourcing
•Home working
•Franchising
•Zero hourscontracts
•Fixed Termcontracts
•Seasonal working
•Flexi time
18. FLEXIBLE LABOUR & NONSTANDARD
EMPLOYMENT
The common
feature hereis
uncertainty is
HIGH
Can be referredto
as Precarious
employment
FL– give the
employer scopeto
make rapid short
term adjustments
to the supply of
labour inresponse
to changes in
demand.
Over the yearssaw
the proliferationof
the flexible
organization –
core and
peripheral staff
(the resourcing
strategy is
changing)
The common
feature here is
uncertainty is
HIGH
Can be referred to
as Precarious
employment
FL – give the
employer scope to
make rapid short
term adjustments
to the supply of
labour in response
to changes in
demand.
Over the years saw
the proliferation of
the flexible
organization – core
and peripheral
staff (the
resourcing strategy
is changing)
19. FLEXIBLE LABOUR & NONSTANDARD
EMPLOYMENT
FL– is mainly
used by
management as
part of forward
looking plan
which relates
labour use
patterns to
business
objectives
Characteristics:
- certain social
groups areover
represented –
women with
dependent
children, young
workers, those
nearing
retirement,
ethnic
minorities
Quality and
choice ;-others
argue both
workers and
employers
enjoy benefits
of FL
The trend is
non standard
employment is
on theincrease
3 dayworking
week
Increase use of
artificial
intelligenceand
ICT relatedjobs
20. LABOUR MARKET REGULATION
Differences between
countries concerns their
labour market regulation
both legal andvoluntary
Managers must influence
both the legal and
voluntary conditions
21. MANAGERIAL STRATEGIES AND ISSUES OF
CONTROL
NSE have undermined
and eroded formal and
rule bound modes of
recruiting, mobilizing
and disciplininglabour.
There has been an
increase in outsourcing,
s u b c o n t r a c t i n g ,
networking
Such developments
weaken Standard forms
of employment
How them management
maintain control in the
face of this ne w
dispensation
22. SOCIETAL CONTEXTS – THE NEW HR
PHILOSOPHY
Social processes within
labour and work places
are shaped and influenced
by relationships between
economic institutions and
the wider social systems.
The major movements are
influences from welfare
systems, family structures
and gender relations.
These provide frameworks
for entitlements and
obligations which explains
why certain NSE flourish in
one country than the
other.
This is changing the face
of EVP
23. RESTRUCTURING EMPLOYMENT RELATIONS
The standard economies of
time- working week, day etc
are now being challenged and
employment relations are
changing
Mostwages are time based
What in ‘normal’ about
normal workingtime?
Wages are paid for the
duration of employment
rather than for the duration of
theperformance
Thewage is usually paidfor
non workingperiods eg. Sick p
e ri o ds , h o l i d a y s ,
interruptionsetc
All these suggest a normal
workingarrangement
Therefore it is exchange of
employment time as opposed
to actual workingtime.
It follows therefore three
scenarios are possible in
managinglabour:
• Normal working time
• Abnormal working time
• Non working time
Generally employees are paid
for both working time and
non workingtime
One is paid for bothto work
and not towork
24. VIRTUAL WORK PLACE
People who perform
paid work at a distance
relying on technology
The indian ICT case and
t h e C h i n e s e
manufacturing case
The externalization of
professional work
25. TOWARD A MORE POORLY COMPENSATED
WORKFORCE
Family friendly workplaces
There is an increase in dual earner
couples, female headed households
bringing to the fore work/family
conflicts.
Employers are responding with
friendly working arrangements
The factory clock is in the process of
becoming aligned with the cycles of
workers personal lives
FL – provide a JIT arrangement of
resources and in other economies it is
the employers pushing forit
As we have JIT inve ntor y
management, product so is the
concept of JITpersonnel management
26. TOWARD A MORE POORLY COMPENSATED
WORKFORCE (CONT’D)
Longtermemploymentareeroding andthe
“disposable employee’ is becomingmore
common
Workersarefeelingmoreinsecurein their
jobs
Quite a lot of workers arehappier withthe
NSE despitepayinglowerbutit gives themthe
independencetheyneedin theirlives
Employers areextendinglabourcontrol
through increasinginsecurity
27. ORGANIZED FLEXIBLE PRODUCTION (THE
ASIAN MIRACLE)
Research i n the
winning formula for
their success
In addition to other
reasons for the success
was the organization of
production in these
economies
Research in these
economies has focused
on issues outside the
or g anization lik e
economic growth etc
and has neglected the
prime issues of their
competitive advantage
Issues like demand and
supply oflabour,
Research in the
winning formula for
their success
In addition to other
reasons for the success
was the organization of
production in these
economies
Research in these
economies has focused
on issues outside the
organization like
economic growth etc
and has neglected the
prime issues of their
competitive advantage
Issues like demand and
supply of labour,
28. NEW MANAGERIALSTRATEGIES
Seeking more flexibleemployment
• Divide labour into threegroups
• GroupA – regular employees with long term employment based on the long term accumulation of job ability. Have
job security and promoted to supervisory and managerial positions.
• Group B :Professional specialties valued for immediate use but without expectation of long term employment.
• Group C:employees with more flexible patterns of employment
Moving towards performance relatedpay
• Aligning labour costs to companyperformance
• Eliminating the risk of labour costs going out of sink with company performance
• Wage system based on performance and effort
• Performance contractingarrangements
Seeking to diminish Group Aemployees
• Transfer policy
• Labour optimization initiatives
• Job design andredesign
• Mechanization
• Multi skilling andup-skilling
• Group cooperation's employment – shared labour
29. NEW MANAGERIALSTRATEGIES
Moving towards performance relatedpay
• Aligning labour costs to companyperformance
• Eliminating the risk of labour costs going out of sink with company
performance
• Wage system based on performance and effort
• Performance contractingarrangements
Seeking to diminish GroupA employee
• Transfer policy
• Labour optimization initiatives
• Job design andredesign
• Mechanization
• Multi skilling andup-skilling
• Group cooperation's employment – shared labour