Curs11_managementul Resurselor Umane

8/13/2019 Curs11_managementul Resurselor Umane

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In ce sens strategic

'strategic' concerns the need for an explicit(two-way) linkage between the substantivenature of human resource managementdecisions and the substantive nature of theexternal, competitive strategy of theindividual organization.


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ConcepteDepartamentul de resurse umane reprezinta structura organizatieiabilitata sa puna n valoare toate celelalte resurse de care dispune

organiza]ia, n vederea atingerii obiectivelor strategice si imediate.

- personal, incluzand recrutarea, selectia, incadrarea sipromovarea, gestionarea cartilor de munca, evidenta salariatilor;

invatamant, cuprinzand pregatirea personalului, specializarea siperfectionarea acestuia;

salarizare stabilirea drepturilor salariale, motivare sipromovare;

normarea muncii elaborarea si revizuirea normelor de munca;

evaluarea performantelor salariatilor.


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Strategic leadership

Strategically aware Long-term strategic success requires that the

efforts of managers are co-ordinated. This is

the task of the chief executive or managingdirector of the whole organization and in turnof general managers of subsidiaries ordivisions in the case of large complexorganizations.

The acts in a co-ordinated way, the strategies

are communicated and understood


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Strategic leadership

Strategic leader must build and lead a team ofmanagers

Various styles: autocratic, entrepreneurial,

visionaries, or like Richard Branson not onlyidiosyncratic role models, but he is theorganization

Leader-manager- where the organizations isgoing, where they want to go and how theyare going to get there.


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Synergy

Synergy is either a path to sustained growth or a bridge too far fororganizations- returns tat are obtained from resources: should be combined to exceed theresults which would result if the parts were kept separate

Synergy effect 2+2 = 5

Three basic synergy opportunities: Functional sharing facilities, competencies, ideas and best practice Strategic complementary competitive strategies across a corporateportfolio Managerial compatible styles of management and values in differentfunctions and businesses


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Synergy Drucker: Doing the right things

Efficient management Effective leadership co-operation, sharing,

transfer and learning Facilitative structure which allows co-

operation and inhibits internal conflicts Supportive systems sharing and transfer Appropriate rewards parts of an

organizations can benefit from helping others


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Human Resource strategies The people contribution

Competent and committed people People strategic resources Successful companies: attract, motivate,

develop, reward and keep skilled managersand employees

Strategic changes supportive culture People used to get the best out of them, and

correspondingly rewarded Everything depends on people


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Leadership the orchestra metaphor Every member is a specialist

solo performance harmony (synergy) the role of the conductor

(strategic leader)

A single musician (weak link) can destroy aperformance; a chain is only as strong as its

weakest linkA successful organization people with appropriate

skills who can work together effectively


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People

Must be Committed (can be improved) Empowered people

Organizations more responsive to externalpressures

More cost-effective Team working, collaboration, horizontal

communications


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Employees encouraged to contribute ideas Work in teams which share and manage their

own work Extensive decentralization = freer to change

certain parameters and strategies


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The competitive strategies and the relative

importance of close linkages with customersin order to differentiate and provide highlevels of service


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Putting the right people in place and ensuring

that they are able to do their job, whichunderstand and own. In this way they feelimportant

In turbulent times empower people ResponsibilityEmpowerment is a powerful motivator as long

as it does not suddenly stop when the reallyimportant and interesting decisions have to betaken


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WAL-MARTs strategies for empowering people

Every project has a clear end-date Everybody must experience success There is no-blame culture and no victims By moving around, people = multiskilled People involved in several projects New ideas are tried out locally

People must think, react, break down barriers Philosophy track record + Empathy =

Credibility

Speed is everything


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Competent Cost-effective In sympathy with the aims of the

organizations

Where people grow, profits grow


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Involving and empowering people

The hard and the soft approach

Balance centralization and decentralization

Contrasting styles, but can be appropriate incertain circumstances


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Hard Human resource management

People = resource

Deployment and development of employees isdelegated to line managers

Scientific management principles and systems= useful, but used cautiously


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Soft Human resource management

Committed people, informed about mission,

strategies and current levels of success Involved in teams which collectively decide

how things are to be done Employees have to be trusted to take the right

decisions rather controlled at every stage

Soft HRM = create added value and sustainable

competitive advantage


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Manger competency


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Managers objectives

Successful organization = congruence between

the objectives of managers and those of theirsubordinates

People need objectives to direct their efforts if

they are not provided by the organization,they will create their own

Managers objectives depend on: Personal motives Their understanding and perception of what

the strategic leader expect them to contribute The culture of the organization


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Objectives;

SMART: specific, measurable, achievable,realistic, timescale

Managing people effectively = communicatingand interacting, having time for dealing withunexpected events


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Rewards


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Rewards = important motivator Other than money and promotion Responsibilities Team working Future rewards

Performance and evaluation system = open, fairand perceived as such


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Involving and motivating people

Money and position

The potential to contribute and achievethrough their job

Recognition for effort and success Promotion opportunities Interesting work responsability


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Knowing colleagues and subordinates and

understanding what motivates them There needs: achievement, power, affiliationSuccession issues - People developed constantly Team building - Shared and agreed objectives- a working language, or effective communications- The ability to manage both the tasks and the

relationships


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The learning organization


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The learning organization


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Information and information technology

The strategic value of information Information decision making Who needs the information: the structure and

culture of the organization should ensure thatmanagers who need information receive itand at the right time

Day (199) organizations do not know what

they know (information not transformed invaluable information)

Decision making and the interpretation of


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Decision-making and the interpretation ofinformation

Do managers perceive reality? Economic data

Counterintuitive behaviour

Lack of information, wrong interpretation

The strategic information challenge

Close to customersIn touch with the new developments, test ideas,

willingness to learn, sophisticated analyses


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Strategic success

Tracking events in the market and

environment, choosing responses andmonitoring outcomes

Making sure that important information from

the questioning and learning from emergentchanges is disseminated effectively

Adapting policies and procedures to better

guide future decision


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Cultura organizationala

Modelul de asteptari de baza pe care un grup le-ainventat, descoperit sau dezvoltat in cursul de invatarea rezolvarii problemelor de adaptare externa si

integrare interna si care a functionat indeajuns de binepentru a fi considerat valid, si ca urmare, a fi prezentatnoilor membri ca modul corect de a intelege, gandi sisimti in relatie cu respectivele probleme.

Edgar Scheincum se face treaba pe-aici


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Suma filozofiilor, valorilor, asteptarilor,atitudinilor si normelor= liantul organizatiei.

Cultura organizationala = modul in careorganizatia rezolva probleme pentru a-siatinge niste scopuri specifice pentru asupravietui pe termen lung. Un organism

holistic, determinat istoric, construit social sidificil de schimbat.

x organ grama sta


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x organ grama staCampania din Moldova

Seful stafului : Serafim UrecheanLoctiitori : cei patru ministri, Cosarciuc, Bujor, Oleinic,

OsipovDepartamentul Organizare : Vasile Balan

Departamentul Resurse Umane : Natalia CiobanuDepartamentul Mass-Media : Constantin Olteanu

Departamentul Juridic : Plesca Ion

Secretariat : Lilia IvasicoDepartamentul Strategie : Valeriu Cosarciuc


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l d


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Calendar campanie


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