Building a Smoothly Functioning Team in an Organizational Environment - A study by Artur Victoria

The development of an organization structure which can create, adapt to, and prosper with change represents a major challenge to the human resources executive and the chief executive officer. The problem is not one of developing appropriate objectives; most companies do this reasonably well, and a number of examples have been presented. The problem seems to revolve around the development of an organization design to meet these objectives. More is involved here than merely shuffling titles from block to block on paper or following the principles described in the preceding chapter. This is not to minimize their importance, because they are necessary. But the manager is dealing with human resources and with variations in individual availability, competence, personality, and goals. He must organize these into a logical structure that most effectively utilizes each key individual knowledge, talents, and energy. Thus building the organization structure is fundamental to building a smoothly functioning team in an organizational environment that stimulates and motivates rather than stifles or depresses. leia todo o artigo

The Importance of Human Resource Development - A study by Artur Victoria

In a highly competitive business, even a strong market position cannot be held or improved with mediocre people. It takes the best people, continually giving their best, to attain challenging but achievable goals. It takes people with superior education, training, and experience who are interested in maintaining the initiative in the face of carefully calculated business risks to stay on top of the competitive heap.

It takes people with pride in workmanship who carefully apply their skills and disciplines to produce a marketable product of fine competitive quality on time and within carefully controlled costs. It takes first-line supervisors who are very much aware of the influence they have over their people and who by their example influence them to do their jobs more effectively. leia todo o artigo

The Human Resources Executive - A study by Artur Victoria

The human resources executive emerges as an internal consultant, a business effectiveness agent for purposeful and progressive change. His background of training and development point to a generalist orientation as contrasted with the more narrowly focused point of view of a specialist.

Modern management at top organizational levels is beginning to recognize the need for high-level staff help in the solution of corporate problems-a great many of which can be traced to deficiencies in human resource management. Thus, though the staff role of the human resources executive used to be restricted to policy formulation and routine, traditional personnel activities, general management now looks to him to take an active role in stimulating change. His role as passive onlooker is a thing of the past. leia todo o artigo

Roles For Human Resources Specialists - A study by Artur Victoria

The formulation of human resources strategy and policies specialists should act as advisors to and educators of top management. It is important that all of general management, and most especially top management, are human resources literate. But being a general manager usually means being literate about a lot of stuff and an expert on rather little, and unless the CEO or the division (or business unit or regional) chief has a human resources background, she is unlikely to be a working force expert. Some of human resources management is pretty straightforward common sense. Take, for instance, the design and redesign of performance appraisal systems. Given the number of different goals that performance appraisal serves, it is common sense how to achieve an appropriate balance. It's even harder to anticipate all the feedback effects that a change in performance appraisal practices will bring. leia todo o artigo

Human Resources - Writing the Perfect Job Description - A study by Artur Victoria

Most top managers must restructure existing jobs. Few have the luxury of designing totally new organizations. However, whether designing a new organization or restructuring an old one, the basic concepts of job definition apply and have proved effective. The key variable is that the top manager be seriously concerned with organization development in the restructuring process. In restructuring, more attention will necessarily be given to the development of new roles and working relationships of incumbents than would be necessary if a totally new management team were being assembled.

The top manager should be concerned first of all about the jobs of those who report to the first and second levels, and he should require that a job analysis be conducted at each level. Often, organizations are restructured, titles are revised, and appointments are made without an analysis of job objectives and results, especially of the people reporting to the second and third levels of management or supervision. Frequently companies that are reorganized do not produce the expected improvement in results. leia todo o artigo