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DEFINITION OF MANAGEMENT

DEFINITION OF MANAGEMENT. Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims. TYPES OF MANAGEMENT.

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DEFINITION OF MANAGEMENT

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  1. DEFINITION OF MANAGEMENT Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.

  2. TYPES OF MANAGEMENT Management is classified into three branches in accordance with the type of resources it deals with, i.e.

  3. HRM HUMAN RESOURCE MANAGEMENT Human Resource Management is The branch of Management of The Human Resources

  4. EVOLUTION OF HUMAN RESOURCES MANAGEMENT • The industrial revolution • The emergence of free collective bargaining • Scientific management • US civil services commission • Private industry’s approach to personnel management • Human relations movement • The behavioral sciences

  5. DEVELOPMENT OF HRM

  6. GROWTH OF HUMAN RESOURCES MANAGEMENT • File Maintenance Stage. • Government Accountability Stage. • Organizational Accountability Stage. • Strategic Partner-ship Stage.

  7. Stage 1 Stage 2 Stage 3 Stage 4 File Maintenance Government Accountability Organizational Accountability Strategic Partner

  8. PRESENT CONCEPT OF HRM Human resource management in its present form is an approach to the management of people based on four fundamental principles. • Human resources are the most important assets of an organization. Their Management is the key to its success. • Success is most likely if the personnel policies and procedures are closely linked with, objectives and strategic plans. • The corporate culture and values, organizational climate and managerial behavior culture influences the achievement of excellence. This culture be managed. • HRM is concerned with integration. Getting all the members of the organization involved in working together with a common sense.

  9. HRM CONCEPT • It involves all the management decisions and actions that affect the nature of the relationship between the organization and employees i.e., Its HR. • It communicates the instrumental values about people and that people be viewed and managed as assets. • The development of trust between employees, managers and unions

  10. HRM CONCEPT • Human Resource Management is the responsibility of all those who manage people. • It is the management concerned with people at work and with their relationship within an enterprise. • It applies to all fields of employment. • It aims at achieving both efficiency and justice. • It seeks to brings together and develop into an effective organization, all the people of an enterprise, to make there best contribution to its success both as an individual and as member of working group. • It seeks to provide fair terms and conditions of employment and satisfying work for the employed.

  11. EMERGING TRENDS IN HRM • Three basic traditions. • Personnel Administration. • Labor Relations. • Organizational Development. • Changes in basic values of society. • Fundamental shift in ideology to the concern for the whole and not a part of community. • Concern with the rights of the managed not just the managers. • A shift towards greater concern for the systems of the organization. Contd..

  12. Employee involvement and union-management collaboration. • To identify problems and develop processes. • Increased emphasis on training and development activities, performance appraisal and improvement processes. • Competence and commitment issues given attention. • Traditional control on information flow giving way to more opennes to employees. • Shift from short term perspective to long term perspective to problems and their solutions. Contd..

  13. A concern for the outcomes not just the role and policies • Flexibility in application of HR policies to individuals and the business • Flexibility in control at the top to a more participative and collaborative management • Willingness to talk about the problems in organization • Change in attitudes towards conflicts • HRM concerned with the groups of shareholders, employees, the union and the government

  14. CURRENT PRESSURES AND DEMANDS ON HRM • Increased education of the work force. • More concern with career and life satisfaction. • Changing values of the work force. • Change in workforce demography.

  15. CURRENT PRESSURES AND DEMANDS ON HRM • Increased international competition. • Increasing complexity of size of organizations. • Slower growth, and receding advancement opportunity to employees. • Greater involvement of governments in human resource practices.

  16. HUMAN RESOURCES PHILOSOPHYOr(HR Contribution in Company growth & Success A firm’s HR philosophy is generally a broad statement about how it regards its people, the role they play in the overall success of a business, and how they are to be treated and managed. • Empowering people to drive to business from the closest point to the market. • Developing the skills to be the best in the business. • Building career opportunities. • Building teamwork. • Helping people succeed by the building an environment with high integrity, strong and consistent values, and continuous improvement. • Changing environment towards effective time management, cost consciousness and improving interaction for increasing productivity by proactive support to line managers.

  17. ORGANIZATIONAL STRATEGY Initiates the process of identifying strategic business needs and provides specific opportunities to them INTERNAL CHARACTERISTICS EXTERNAL CHARACTERISTICS STRATEGIC BUSINESS NEEDS Expressed in mission or vision statements and translated into strategic business objectives STRATEGIC HUMAN RESOURCES MANAGEMENT ACTIVITIES • Human Resources Philosophy expressed in statements defining business values and culture. • Human Resources Policies expressed as shared values (guidelines). • Human Resources Programs articulated as Human Resources strategic. • Human Resources Practices for leadership, managerial and operational roles. • Human Resources processes for the formulation and implementation of other activities. • Express how to treat and value people. • Establishes guidelines for action on people related business issues and HR program. • Coordinates efforts to facilitate change to address major people related business issues. • Motivates needed role behaviors. • Defines how these activities are carried out

  18. STRATEGIC HRM ACTIVITIES • HR Philosophy • HR Policies. • HR Programs. • HR Practices. • HR Processes. Responsibilities: • Staffing. • Retention. • Development. • Adjustment. • Managing Change.

  19. OBJECTIVES OF HRM DEPARTMENT BROAD OBJECTIVE TO OPTIMIZE THE USEFULNESS OF ALL WORKERS IN AN ORGANISATION SPECIAL OBJECTIVE TO HELP LINE MANAGERS MANAGE THOSE WORKERS MORE EFFECIVELY. The HR Department accomplishes this special objective through policy initiation and formulation, advice, service and control in resonance with line managers. THUS THE HR RESPONSIBILITIES ARE SHARED BY THE HR DEPARTMENT AND LINE MANAGERS.

  20. CRITICAL HR PROCESSES • Training and Development • Policies Implementation • Systems Update and Procedures Improvement • Practices and Processes Development • Knowledge, Skills and Abilities Development • Identification of Future Hr Requirement • Leadership Development

  21. HRM IN PAKISTAN • HRM in Pakistani Environment. • Current Trends Of HRM in Pakistan

  22. HRM IN PAKISTANI ENVIRONMENT Phase I • Labor Officers • Labor Welfare Officers Responsibilities • Day To Day Administration • Protection Against Violations • Labor Legislation • Security Phase II Administration Officers • Ex Army Personnel Or • Physically Robust Personalities

  23. HRM IN PAKISTANI ENVIRONMENT Phase III Multinationals • Brought Knowledge, Skills And Philosophy Of Personnel's Functions • Personnel Officers • Personnel Administration • Personnel Management • Employee Relations • Labor Relations Phase IV • Personnel & Industrial Relations Manager Phase V • Human Resources Management.

  24. CURRENT TRENDS OF HRMIN PAKISTAN • Multinationals. • Public Limited Companies. • Government and Semi Government. • Private Industry.

  25. ROLES OF HR MANAGER • Business Person. • Shaper Of Change. • Consultant to the Organization and Partner to Line Managers. • Strategy Formulator and Implementers • Talent Manager (ie.,Network With Professional Colleagues, Including Recruiters,line Managers, and Other Hr Professionals) • Asset Manager and Cost Controller (Based on Understanding Financial and Accounting Procedures.)

  26. CHALLENGES FACED BY HR MANAGERS • Changing Mix of Work Force. • Changing Personal Values. • Expectations of Employees. • Levels Of Productivity. • Demands and Government Regulation.

  27. HRM & PHILOSOPHY OF ISLAM • Authority and Responsibility. • Participative Management. • Rewards and Performance. • Equal Opportunities Concept. • Leadership. • Evaluation and Improvement. • Commitment and Motivation. • Balanced Approval.

  28. HR CONTRIBUTION IN COMPANY GROWTH & SUCESS • Empowering people to drive business to the market. • Developing the skills to be the best in business. • Building career opportunities. • Building team work. • Helping people to succeed by building an environment with high integrity, strong and consistent values and continuous improvement. • Changing environment towards effective time management, cost consciousness and improving interaction for increasing productivity by proactive support to line managers.

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