From the online class "Nonprofit Management" from the Loyola School of Social Work, Chicago, Tom Tresser, Instructor. Presentation by Prof. Ivan Medina.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
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LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
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1. Introduction and Key Concepts of Sustainability
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2. •According to Adi Godrej,
“all corporate strengths are
dependent on people.”
3. Human Resource Management
• ‘The real sources of competitive leverage are
the culture and capabilities of your organization
that derive from how you manage your people.’
4. Points to Ponder
• Definition and Concept of HRM
• History of HRM
• Functions of HRM
• HR Policies and Procedures
• Emerging Role of HRM
• Role of HR Executives
• Challenges to HR Professionals
• Strategic HRM
5. Human Resource Management
• “HRM is the function performed in
organizations that facilitates the most
effective use of people to achieve
organizational and individual goals.”
– Ivancevich and Glueck
6. History of HRM - 1
• Scientific Management Approach (mid 1900s) –
– Study of motion and fatigue
– ‘one-best-way’ to accomplish the task
– Piece-rate system
– Welfare programmes
– Failed to bring behavioural changes and increase in
productivity
• Human Relations Approach (1930-40)
– Effect of social and psychological factors
– Relations and respect High Productivity
7. History of HRM - 2
• Human Resources Approach (1970s)
– Principles
• Employees are assets
• Policies, programmes and practices - help in work and
personal development
• Conducive environment
8. Challenges of HRM
• Individuals differ from
one another
• Customization of
stimulation and
motivation
• Demanding personnel
10. Functions of HRM - 2
Operational
Employment HR Development Compensation Mgt Employee Relations
HR Planning
Recruitment
Selection
Placement
Induction
Performance
Appraisal
Training
Management
Development
Career Planning and
Development
Job Evaluation
Wage and Salary Admn
Incentives
Bonus
Fringe Benefits
11. Emerging role or HRM
• Value of Human Resource
• Competitive advantage
• Human Resource
Accounting – It is
measurement of the cost
and value of people for an
organization
12. ROLE OF HR EXECUTIVES
• Service provider
• Executive
• Facilitator
• Consultant
• Auditor
13. Challenges to HR Professionals
• Worker productivity
• Quality improvement
• The changing attitudes of workforce
• The impact of the government
• Quality of work-life
• Technology and Training
16. MAIN POINTS OF CHAPTER
Organizational Structure and Human
Resource Management
Formal and Informal Organizations
Tall and Flat Organizational Structures
Responsibility, Authority and
Accountability
Line and Staff Functions
Human Resource Management and other
Organizational Functions
17. Mechanistic Vs organic
organization
Rigid structure
Employees are tied
by rules &
regulations
High degree of
centralization
Suitable for
operating in static
environment
Decision-making is
done by superiors
Ex:Public sector in
the pre-reforms era
Flexible structure
Employees are not
tied by rules &
regulations
Decentralized style
of management
Suitable for
operating in dynamic
environment
Decision-making is
done by junior level
employees also
Ex: Marico`s Saffola
19. Tall Vs Flat structure
CMD
ED ED ED
GM GM GM
CM
CM
Manager
Manager
Officer
Officer
Executive
Executive
TALL
STRUCTURE
COO
PM PM PM PM
Team
Lead
Team
Lead
Team
Lead
Team
Member
Team
Member
Team
Member
Team
Member
FLAT
STRUCTURE
20. RESPONSIBILITY, AUTHORITY &
ACCOUNTABILITY
Responsibility:
It is the obligation of a manager to carry out the
duties assigned to him.
Authority:
It refers to the right to give orders and
the power to exact obedience from others in
the process of discharging responsibility.
Accountability:
The employee's answerability on using
the authority in discharging the responsibility
is termed accountability.
21. LINE AND STAFF FUNCTIONS
Departments or
employees of a
firm that perform
core activities
Contributes directly
to the business of
the firm
Ex: Manufacturing
and Marketing
departments
Departments or
employees of a
firm that perform a
support function
Contributes
indirectly to the
business of the
firm
Ex: HR and
Finance
departments
22. Line & Staff Relationship
Traditional concept
Service oriented firm
Which are line and staff functions
Both needs to support each other
23. Line staff conflict
Different perception
HR professional to bring change
Understand market & organization
Be empathetic
Build trust and transparency
Win – win approach
24. The Role of Human Resources
Department
As a specialist
As a facilitator
As a change agent
As a controller
25. HUMAN RESOURCE MANAGEMENT
AND OTHER ORGANIZATIONAL
FUNCTIONS
Product & HR
Production & HR
Marketing & HR
Management Techniques & HR
Organization structure & HR
26. summary
Organizational Structure and Human
Resource Management
Formal and Informal Organizations
Tall and Flat Organizational
Structures
Responsibility, Authority and
Accountability
Line and Staff Functions
Human Resource Management and
other Organizational Functions
29. Point to ponder
Definition of Human Resource
Planning
Objectives of Human Resource
Planning
The Process of Human Resource
Planning
Managing the Forecasted
Demand/Surplus
Growing Importance of Human
Resource Planning
30. Opening case
• HRP??? NO, Thank you
• A reputed south Indian university appointed 218 people
on temporary basis and paid them Rs 750/month later
increased to 1575/month.
• University already had surplus of these employees eating
away 22% of budget allocation
• 33% of temporary staff already working for 10 years
– No laid down procedure for recruitment or appointment, go to vice
chancellor and get your name scribbled on it and your are taken in
31. • They then realised the guilt of violating Equal Remuneration
Act and supressing human rights
• What to do with this 218 temoparay staff...??
• University can dismiss services of 33% as there have been
breaks in their services. Will they take it?????
• While 67% of temporary staff, university can not terminate
them, as there were no breaks
• University decides to regularize their services, with 50
available vacancies
• This would cost the university an exra expenditure of Rs 30
lakh/year. And 1.2 crore for rest remaining...
33. HRP defined
•Process of anticipating and
making provision for the
movement of people into,
within, and out of an
organization
34. Objectives of HRP
• To maintain
• To forecast
• To optimize
• To utilize
Right Cost
Right Skills
Right number
Right Time
35. HRP at different
planning levels
Corporate – level planning
Intermediate – level planning
Operations planning
Planning short-term activities
36. Organizational plans
and objectives
Identify future human
resource requirements
Compare with the
current HR inventory
Determine the redundant
numbers
Determine the numbers,
levels & criticality of vacancies
Analyze the cost & time involved
in managing the demand
Analyze the cost & time
required for managing surplus
Retrench
Choose the resources &
methods of recruitment
Redeploy
HUMAN RESOURCE
PLANNING MODEL
37. Assessing current human
resources and making
inventory
• Job analysis
• HR inventory – HRIS
• Generate a fairly accurate
picture existing situation
38. Forecasting
• Compare future needs with
current availabity
• Analyze companies change
plan
• Forecasting methods used
are Time Series Analysis,
Regression Analysis and
Productivity Ratios
39. Matching the inventory with
future requirements
• If the current inventory
exceeds the future
requirements
• Natural attrition cannot bring
down resource to match
• What to consider then????