This document presents the KBlay Objective Criteria Model for development management. The model evaluates development policies based on whether their objectives emphasize social or economic development. Objectives focused on social development should be social-oriented, socially profitable, and socially responsive (SORP). Objectives focused on economic development should be business-oriented, market responsive, and economically measurable (BOMREM). These criteria allow for quick assessment of whether a policy's objectives appropriately target social or economic development.
Translation by Tania Patel. Sponsored by Concorde.nl
NEW Leadership is Servant-Leadership. This is the future!
Leaders should manage others based on trust, not power and control.
• They should collaborate with employees in the company to determine targets and moral values, and should allow teams to determine their own targets.
• They should practice collegial management, i.e. they should consult other managers and supervisors.
• They should ensure company teams are diverse, and be willing to accept statutory quota in order to achieve this diversity.
The study sought to evaluate the predominant leadership styles, the leadership effectiveness,
and the relationship between leadership effectiveness and innovation management of a group
of executives of several organizations.
Translation by Tania Patel. Sponsored by Concorde.nl
NEW Leadership is Servant-Leadership. This is the future!
Leaders should manage others based on trust, not power and control.
• They should collaborate with employees in the company to determine targets and moral values, and should allow teams to determine their own targets.
• They should practice collegial management, i.e. they should consult other managers and supervisors.
• They should ensure company teams are diverse, and be willing to accept statutory quota in order to achieve this diversity.
The study sought to evaluate the predominant leadership styles, the leadership effectiveness,
and the relationship between leadership effectiveness and innovation management of a group
of executives of several organizations.
Importance of a sustainable values framework for organizations and project ma...Fundação Getúlio Vargas
IMPORTANCE OF A VALUES FRAMEWORK FOR SUSTAINABLE AND SOCIALLY
RESPONSIBLE NEW WAYS OF WORKING (by Armando Kokitsu); ISO 26000; Another new trend that has been observed that reinforces what is been said here is the adoption of sustainability in project management.
-Journal of General ManagementVol. 26 No.2 Winter 2000SilvaGraf83
-
Journal of General Management
Vol. 26 No.2 Winter 2000
A Reappraisal ofHRM
Models in Britain
by
Pawan s. Budhwar
Human Resource Management is still struggling to find a strategic role.
For a better understanding ofthe subj ect, both management practitioners
and scholars need to study human resource management (HRM) in
context [1]. The dynamics of both the local/regional and international/
global business context in which the firm operates should be given a
serious consideration. Similarly, there is a need to use multiple levels of
analysis when studying HRM: the external social, political, cultural, and
economic environment; and the industry. Examining HRM out-of-context
could be misleading and fail to advance understanding. A key question is
how to examine HRM in context? One way is by examining the main
models of HRM in different settings. However, there is no existing
framework that can enable such an evaluation to take place. An attempt
has been made in this paper to provide such a framework and empirically
examine it in the British context.
This paper is divided into three parts. Initially, it summarises the
main developments in the field of HRM. Then, it highlights the key
emphasis of five models of HRM (namely, the 'Matching model'; the
'Harvard model'; the 'Contextual model'; the '5-P model'; and the
'European model' ofHRM). Lastly, we will address the operationalisation
of the key issues and emphases of the aforementioned models by
examining their applicability in six industries ofthe British manufacturing
sector. The evaluation highlights the context specific nature of British
HRM.
This introduction looks at the need to identify the core emphasis of
the main HRM models that could be used to examine their applicability in
different national contexts. Developments in the field of HRM are now
well documented in the literature [2, 3]. The debate relating to the nature
ofHRM continues today, although the focus of the debate has changed
over a period of time. At present, the contribution ofHRM in improving
Pawan S. Budhwar is Lecturer in Organizational Behaviour and
HRM at CardiffBusiness School, UK.
Journal of General Management
Vol. 26 No.2 Winter 2000
the firm's performance and the overall success of any organization
(alongside other factors) is being highlighted in the literature [4, 5].
Alongside these debates, a number of important theoretical
developments have taken place in the field of HRM. For example, a
number ofmodels ofHRM have been developed over the last 15 years or
so. Some of the main models are: the 'Matching model'; the 'Harvard
model'; the 'Contextual model'; the '5-P model'; and the 'European
model' ofHRM [6, 7]. All these models have been developed in the US
and the UK. These models ofHRM are proj ected to be useful for analysis
both between and within nations. However, the developers of these
models do not provide clear guidelines regarding their operationalisation
in different contexts. Moreover, it i ...
-
Journal of General Management
Vol. 26 No.2 Winter 2000
A Reappraisal ofHRM
Models in Britain
by
Pawan s. Budhwar
Human Resource Management is still struggling to find a strategic role.
For a better understanding ofthe subj ect, both management practitioners
and scholars need to study human resource management (HRM) in
context [1]. The dynamics of both the local/regional and international/
global business context in which the firm operates should be given a
serious consideration. Similarly, there is a need to use multiple levels of
analysis when studying HRM: the external social, political, cultural, and
economic environment; and the industry. Examining HRM out-of-context
could be misleading and fail to advance understanding. A key question is
how to examine HRM in context? One way is by examining the main
models of HRM in different settings. However, there is no existing
framework that can enable such an evaluation to take place. An attempt
has been made in this paper to provide such a framework and empirically
examine it in the British context.
This paper is divided into three parts. Initially, it summarises the
main developments in the field of HRM. Then, it highlights the key
emphasis of five models of HRM (namely, the 'Matching model'; the
'Harvard model'; the 'Contextual model'; the '5-P model'; and the
'European model' ofHRM). Lastly, we will address the operationalisation
of the key issues and emphases of the aforementioned models by
examining their applicability in six industries ofthe British manufacturing
sector. The evaluation highlights the context specific nature of British
HRM.
This introduction looks at the need to identify the core emphasis of
the main HRM models that could be used to examine their applicability in
different national contexts. Developments in the field of HRM are now
well documented in the literature [2, 3]. The debate relating to the nature
ofHRM continues today, although the focus of the debate has changed
over a period of time. At present, the contribution ofHRM in improving
Pawan S. Budhwar is Lecturer in Organizational Behaviour and
HRM at CardiffBusiness School, UK.
Journal of General Management
Vol. 26 No.2 Winter 2000
the firm's performance and the overall success of any organization
(alongside other factors) is being highlighted in the literature [4, 5].
Alongside these debates, a number of important theoretical
developments have taken place in the field of HRM. For example, a
number ofmodels ofHRM have been developed over the last 15 years or
so. Some of the main models are: the 'Matching model'; the 'Harvard
model'; the 'Contextual model'; the '5-P model'; and the 'European
model' ofHRM [6, 7]. All these models have been developed in the US
and the UK. These models ofHRM are proj ected to be useful for analysis
both between and within nations. However, the developers of these
models do not provide clear guidelines regarding their operationalisation
in different contexts. Moreover, it i ...
Chapter 6 The Concept Of People ManagementIntroduction ‘Pe.docxbartholomeocoombs
Chapter 6 The Concept Of People Management
Introduction
‘People management’ is increasingly being used as an alternative to ‘human resource management’. But it is not a synonym; it should not simply be a change to a more acceptable name. A philosophy of people management is required, based on the principle that employees should be regarded as people rather than as exploitable resources. Rawls (1973: 183) wrote that: ‘We must treat persons solely as ends and not in any way as means.’ Employee wellbeing is important. Evidence produced by Peccei (2004), PricewaterhouseCoopers (2008), Guest (2017) and Krekel et al (2019) of the Saïd Business School has shown conclusively that attention to wellbeing has a major impact on organizational performance as a result of improvements to the employee experience and higher levels of engagement, motivation and job satisfaction.
A people management system that embraces the principle stated above will cover the same areas as an HRM system but will apply them differently.
People Management Defined
People management adopts a multi-stakeholder approach to managing the employment relationship. This recognizes the need to satisfy the interests of the owners (the shareholders) of a business or the requirements of those responsible for the operation of a public or voluntary sector organization. It also recognizes the interests of the management of the organization and the organization’s responsibilities to its suppliers and the public at large (the community). Equally, however, it recognizes the interests of the people the organization employs and acts accordingly. People are not simply treated as resources – commodities or disposable factors of production who exist to be exploited at the behest of the owners and management. People management aims to achieve a balance between the needs of employees and those of the other stakeholders. It pursues employment policies that are socially legitimate and produce benefits for both employees and employers. It avoids the temptation to look upwards and focus on the strategic (business) aims of the organization at the expense of the wellbeing of the people in the organization. It is concerned with the employee experience - everything that people encounter, observe and feel during the course of the employment from its beginning and onwards. Managing the employee experience is a 'bottom up' rather than a 'top down' process. The starting point is to gain understanding of how employees perceive their experience of working in the organization and, from that analysis, identify what needs to be done to deal with any issues and enhance that
experience.
Comparison between HRM and people management
A comparison of the characteristics of HM with those of people management is given in table 6.1
Strategic HRM
Strategic People Management
Focus on strategic fit (vertical and horizontal integration) but the stress is largely on vertical fit- SHRM as a means of furthering the interests of.
A Comparison of Five popular Models for Managing Business Changejehovah
Organizational change management (OCM) is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented, and that the lasting benefits of change are achieved. That is easier said than done.
Nevertheless, there are many management consultants, clinical psychologists and social scientists who have carried out extensive research on the dynamics of change and proposed models and frameworks to understand the same.
We present here a comparison of five popular models. By no means is this list complete. The complexity and unpredictability of human behavior will ensure that the field of change management will continuously produce more frameworks to study and more models to adopt.
Definition of business plan, the purpose of business plan, the important elements, and the standard format of the business plan. The characteristics of a good business plan, format and minimum requirement required by financial institutions and government agencies.
Importance of a sustainable values framework for organizations and project ma...Fundação Getúlio Vargas
IMPORTANCE OF A VALUES FRAMEWORK FOR SUSTAINABLE AND SOCIALLY
RESPONSIBLE NEW WAYS OF WORKING (by Armando Kokitsu); ISO 26000; Another new trend that has been observed that reinforces what is been said here is the adoption of sustainability in project management.
-Journal of General ManagementVol. 26 No.2 Winter 2000SilvaGraf83
-
Journal of General Management
Vol. 26 No.2 Winter 2000
A Reappraisal ofHRM
Models in Britain
by
Pawan s. Budhwar
Human Resource Management is still struggling to find a strategic role.
For a better understanding ofthe subj ect, both management practitioners
and scholars need to study human resource management (HRM) in
context [1]. The dynamics of both the local/regional and international/
global business context in which the firm operates should be given a
serious consideration. Similarly, there is a need to use multiple levels of
analysis when studying HRM: the external social, political, cultural, and
economic environment; and the industry. Examining HRM out-of-context
could be misleading and fail to advance understanding. A key question is
how to examine HRM in context? One way is by examining the main
models of HRM in different settings. However, there is no existing
framework that can enable such an evaluation to take place. An attempt
has been made in this paper to provide such a framework and empirically
examine it in the British context.
This paper is divided into three parts. Initially, it summarises the
main developments in the field of HRM. Then, it highlights the key
emphasis of five models of HRM (namely, the 'Matching model'; the
'Harvard model'; the 'Contextual model'; the '5-P model'; and the
'European model' ofHRM). Lastly, we will address the operationalisation
of the key issues and emphases of the aforementioned models by
examining their applicability in six industries ofthe British manufacturing
sector. The evaluation highlights the context specific nature of British
HRM.
This introduction looks at the need to identify the core emphasis of
the main HRM models that could be used to examine their applicability in
different national contexts. Developments in the field of HRM are now
well documented in the literature [2, 3]. The debate relating to the nature
ofHRM continues today, although the focus of the debate has changed
over a period of time. At present, the contribution ofHRM in improving
Pawan S. Budhwar is Lecturer in Organizational Behaviour and
HRM at CardiffBusiness School, UK.
Journal of General Management
Vol. 26 No.2 Winter 2000
the firm's performance and the overall success of any organization
(alongside other factors) is being highlighted in the literature [4, 5].
Alongside these debates, a number of important theoretical
developments have taken place in the field of HRM. For example, a
number ofmodels ofHRM have been developed over the last 15 years or
so. Some of the main models are: the 'Matching model'; the 'Harvard
model'; the 'Contextual model'; the '5-P model'; and the 'European
model' ofHRM [6, 7]. All these models have been developed in the US
and the UK. These models ofHRM are proj ected to be useful for analysis
both between and within nations. However, the developers of these
models do not provide clear guidelines regarding their operationalisation
in different contexts. Moreover, it i ...
-
Journal of General Management
Vol. 26 No.2 Winter 2000
A Reappraisal ofHRM
Models in Britain
by
Pawan s. Budhwar
Human Resource Management is still struggling to find a strategic role.
For a better understanding ofthe subj ect, both management practitioners
and scholars need to study human resource management (HRM) in
context [1]. The dynamics of both the local/regional and international/
global business context in which the firm operates should be given a
serious consideration. Similarly, there is a need to use multiple levels of
analysis when studying HRM: the external social, political, cultural, and
economic environment; and the industry. Examining HRM out-of-context
could be misleading and fail to advance understanding. A key question is
how to examine HRM in context? One way is by examining the main
models of HRM in different settings. However, there is no existing
framework that can enable such an evaluation to take place. An attempt
has been made in this paper to provide such a framework and empirically
examine it in the British context.
This paper is divided into three parts. Initially, it summarises the
main developments in the field of HRM. Then, it highlights the key
emphasis of five models of HRM (namely, the 'Matching model'; the
'Harvard model'; the 'Contextual model'; the '5-P model'; and the
'European model' ofHRM). Lastly, we will address the operationalisation
of the key issues and emphases of the aforementioned models by
examining their applicability in six industries ofthe British manufacturing
sector. The evaluation highlights the context specific nature of British
HRM.
This introduction looks at the need to identify the core emphasis of
the main HRM models that could be used to examine their applicability in
different national contexts. Developments in the field of HRM are now
well documented in the literature [2, 3]. The debate relating to the nature
ofHRM continues today, although the focus of the debate has changed
over a period of time. At present, the contribution ofHRM in improving
Pawan S. Budhwar is Lecturer in Organizational Behaviour and
HRM at CardiffBusiness School, UK.
Journal of General Management
Vol. 26 No.2 Winter 2000
the firm's performance and the overall success of any organization
(alongside other factors) is being highlighted in the literature [4, 5].
Alongside these debates, a number of important theoretical
developments have taken place in the field of HRM. For example, a
number ofmodels ofHRM have been developed over the last 15 years or
so. Some of the main models are: the 'Matching model'; the 'Harvard
model'; the 'Contextual model'; the '5-P model'; and the 'European
model' ofHRM [6, 7]. All these models have been developed in the US
and the UK. These models ofHRM are proj ected to be useful for analysis
both between and within nations. However, the developers of these
models do not provide clear guidelines regarding their operationalisation
in different contexts. Moreover, it i ...
Chapter 6 The Concept Of People ManagementIntroduction ‘Pe.docxbartholomeocoombs
Chapter 6 The Concept Of People Management
Introduction
‘People management’ is increasingly being used as an alternative to ‘human resource management’. But it is not a synonym; it should not simply be a change to a more acceptable name. A philosophy of people management is required, based on the principle that employees should be regarded as people rather than as exploitable resources. Rawls (1973: 183) wrote that: ‘We must treat persons solely as ends and not in any way as means.’ Employee wellbeing is important. Evidence produced by Peccei (2004), PricewaterhouseCoopers (2008), Guest (2017) and Krekel et al (2019) of the Saïd Business School has shown conclusively that attention to wellbeing has a major impact on organizational performance as a result of improvements to the employee experience and higher levels of engagement, motivation and job satisfaction.
A people management system that embraces the principle stated above will cover the same areas as an HRM system but will apply them differently.
People Management Defined
People management adopts a multi-stakeholder approach to managing the employment relationship. This recognizes the need to satisfy the interests of the owners (the shareholders) of a business or the requirements of those responsible for the operation of a public or voluntary sector organization. It also recognizes the interests of the management of the organization and the organization’s responsibilities to its suppliers and the public at large (the community). Equally, however, it recognizes the interests of the people the organization employs and acts accordingly. People are not simply treated as resources – commodities or disposable factors of production who exist to be exploited at the behest of the owners and management. People management aims to achieve a balance between the needs of employees and those of the other stakeholders. It pursues employment policies that are socially legitimate and produce benefits for both employees and employers. It avoids the temptation to look upwards and focus on the strategic (business) aims of the organization at the expense of the wellbeing of the people in the organization. It is concerned with the employee experience - everything that people encounter, observe and feel during the course of the employment from its beginning and onwards. Managing the employee experience is a 'bottom up' rather than a 'top down' process. The starting point is to gain understanding of how employees perceive their experience of working in the organization and, from that analysis, identify what needs to be done to deal with any issues and enhance that
experience.
Comparison between HRM and people management
A comparison of the characteristics of HM with those of people management is given in table 6.1
Strategic HRM
Strategic People Management
Focus on strategic fit (vertical and horizontal integration) but the stress is largely on vertical fit- SHRM as a means of furthering the interests of.
A Comparison of Five popular Models for Managing Business Changejehovah
Organizational change management (OCM) is a structured approach in an organization for ensuring that changes are smoothly and successfully implemented, and that the lasting benefits of change are achieved. That is easier said than done.
Nevertheless, there are many management consultants, clinical psychologists and social scientists who have carried out extensive research on the dynamics of change and proposed models and frameworks to understand the same.
We present here a comparison of five popular models. By no means is this list complete. The complexity and unpredictability of human behavior will ensure that the field of change management will continuously produce more frameworks to study and more models to adopt.
Definition of business plan, the purpose of business plan, the important elements, and the standard format of the business plan. The characteristics of a good business plan, format and minimum requirement required by financial institutions and government agencies.
1. THE KBLAY OBJECTIVE CRITERIA MODEL FOR DEVELOPMENT MANAGEMENT
(KBlay OCM 2016)
Summary
SORP = Social‐oriented, Socially Profitable and Socially Responsive
BOMREM = Business Oriented, Market Responsive and Economically Measurable
Details
This simple but radical and rich model is intended to serve as a quick field toolkit for
development practitioners reviewing and appraising development policies and their
objectives thereof in corporate and public sectors.
This model springs from my definition of development authored in 2009 under “New
Development Concepts and Definitions” which defines development as a change for the
better founded on four pillars. Here, development refers to changes in the socio‐cultural, socio‐
economic, socio‐environmental and politico‐psychological conditions of a people for the better so
that the people realise an improvement in their standard of living. Note the four pillars (dimensions)
identified:
socio‐cultural
socio‐economic
socio‐environmental
politico‐psychological
Note also the emphasis on the word people; for it is the concept of development of the impacted
people, or the target beneficiaries (people) that matters most. It is what they see and accept as
change in their lives for the better that is of essence as development. It is not what the benefactor
and its implementing agents conceive as development that matters most.
Development, to be meaningful, has to be a tandem change. For example, an isolated positive
change in socio‐economic condition that results in unmitigated negative environmental change
cannot be described as development because it leaves the people worse off than they were before
the change.
This quadri‐positive change model imposes a robust project impact assessment to ensure that
project impacted people, or target intervention beneficiaries do not suffer deterioration in their
well‐being. The four pillars are hereafter condensed into two as Social Development and
Economic Development.
No matter where and by whom a development policy is generated, if it has to bring about
development, it can only manifest in two basic forms: Social or Economic, or both in tandem
even for a better outcome. And the accompanying policy objectives need to underline the
particular character of the policy.
2. The objective criteria for social development policy characterise it as social‐oriented,
socially profitable and socially responsive (SORP). In this context, the residual approach
relates to anything which is not economic.
The objective criteria for economic development policy characterise it as business (growth)
oriented, market responsive and economically measurable (BOMREM).
Like SMART (which stands for Specific, Measurable, Achievable, Realistic and Time‐bound)
for Goal Template word, SORP and BOMREM are the Objective Criteria words or toolkit for
development policy managers and consultants. They are encouraged to profusely apply
SORP and BOMREM to gauge the responsiveness of policy objectives to economic and social
development in policy review and appraisal assignments.
Ketiboa Blay is a socioeconomic development management specialist with outstanding
expertise in baseline research; community needs assessment, community development
planning; and projects, programmes and policy technical review and evaluation. He has
considerable expertise also in conflict management. As a non‐denominational Christian
evangelist, Mr Blay is also a peacebuilder.