Business / Management: Human Resource Management
Type of paper:
Business and Management
Format or citation style:
the third , forth and fifth topic.
each write about 400 words
I have some other requirements.
Write a sequence number in front of each point. Like” 1.0, 1.1,22.214.171.124″
And separate the three question
I mean, do not put the reference together
And you do not need to do content page
1.1 Human Resource Management
The most significant part of any production matrix is the human resource unit. Human resource management has been associated with so many definitions according to different scholars. According to Byers and Rue (2000), human resource management is a unit of management that is formulated to coordinate all employees and provide for them. Cole (2002) defines human resource management as a unit of management that is fretful with employees and their relationships in the organization and its aim is to achieve justice, fairness and efficiency.
1.2 Human Resource Management Functions
Programs of human resource departments in different organization vary simply because institutions are unique and their activities also vary. Responsibilities of individuals in an organization increase depending on the size of the company. The human resource department is involved in staffing and selection, analysis of jobs, appraisal Development and training, worker relations, and remuneration. For effective performance from employees, their abilities must match job description. Miss matches lead to poor performance turnovers and even absenteeism. Therefore, job analysis is done by the human resource department. Effectiveness of an organization is measured by the efficiency of their employees (Bratton & Gold, 2017). To achieve effectiveness as an organization, a thorough process of recruitment by the human resource unit is called for. Human resource departments are responsible for: creating and implementing policies, advising the company, quality control and they also offer services such as personnel research company recreational program.
Human resource departments require a leader who is knowledgeable on human resource affairs and activities. He should be a business person meaning that he should be concerned of how money in a company is being used and he should show the market and what consumers want. He should be a strategy partner, in that he should be involved in formulation strategies in the company. He should be able to create sense of urgency (Chelladurai & Kerwin, 2018). He should also recognize importance of team work and also be able to build good relationship with the other employees. A human resource leader should be a talent manager such that he is capable of identifying individuals with high potential. Lastly, a good human resource leader should be a cost controller and he can measure the effectiveness of his employees and the organization at large.
Critical Understanding of Intercultural Management
2.1 Intercultural Management
Intercultural management involves learning new things on daily basis whenever we interact with people from different cultures. Intercultural management is even taught in schools to give students a sense of both internationalization and globalization. The courses help students take a look of their culture and that of their friends and see how misunderstanding and confusion may arise. It sometimes become difficult to work with a multicultural team. For a community such as the Valencian, when an a company has employees who are from different countries its assumed that everything will eventually fall into place and they will be able to work efficiently with one another without any problems. They use the phrase “you will adapt, they will adapt”
Due to the geographical proximity of Europeans to other countries, they therefore grew up speaking several languages (Chelladurai & Kerwin, 2018). Their cultural norm gives then an added advantage when it comes to conducting businesses with people from different cultures. It is important for business professionals to understand that the existence of cultural differences.
2.2 Mistakes made by businesses in the United States when engaging in Intercultural Management
Many people an error of thinking that their area of expertise is enough to conduct business across cultures successfully. It is just not enough to have necessary business skills to circumnavigate in international business surroundings with ease (Brewster, 2017). The most common misconception by those conducting businesses in the United States is that management skills practiced in one’s own ethos are obviously transferable when applied in another cultural location. We have seen several cross-border negotiations and deals that do not push through because not enough meticulousness has been performed or the main players are not able to adapt readily to the trials that they experience, such as cross-cultural relations.
Let’s say you are an engineer and due to your efficiency at work, you have risen through the ranks and now you have been approached and asked to go to Chile to work on a conglomerate with another organization (Brewster, 2017). Since you enjoy the Latin culture, studied Spanish in college, and spent a semester in Spain, you figured that it would be easy for you to adjust to the Chilean culture. After settling your family in Chile and learn how to adapt to daily routines, once you get to your work station you realize what you signed up is not what you expected. Your expectations for competence, steadiness and accurateness differ from those of other employees or colleagues. It therefore becomes hard to accomplish company goals that you had set up before your trip simply because you struggle to interconnect and fit in with your colleagues.
Ability to Compare Contrasting Settings.
Education that is grounded on the conception of analytical human resource administration help business owners understand theoretical part of their business and also help them cultivate analytical skills that can be used in different business situations so that they are not left flat-footed when they move to an environment. The human resource should be in a position to compare different business situations and come up with solutions that best fit their organization.
3.1 Managing a Geologically Dispersed Team
Before videoconferencing, internet and email came into existence, teams required to be in the same physical setting for them to work efficiently. Nowadays, most people work with their colleagues from different cities, continents, buildings and even countries. Managing a team that is spread out could be challenging. When trying to manage such a team it is important to make them feel that they are fairly treated, prevent remote team’s members from being isolated and make sure that each team achieves its objective and also stay on track. It is also important to choose individuals with high qualities to be part of your team (Brewster, 2017). Self-motivated team members are more preferred to those who need constant encouragement. It’s not always that you will watch over a remote team, it is necessary that you team is open and honest such that they can come to you when they have issues
For a geographically dispersed team, it is key to define you team purpose. The goals of the team should be Smart, Measurable, Attainable, Relevant and Time bound. A team charter could be used to state the mission of the team, resources for the team and the responsibilities of each individual in the team. A team charter can be used to identify when a team is in trouble. It could be difficult to manage relationship between colleagues within an office space but it’s even much hard for a team that is geographically dispersed. As a human source manager you should watch out for some warning signs such as shortage of new ideas, unwillingness to engage in video and phone calls and short and abrupt emails.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Chelladurai, P., & Kerwin, S. (2018). Human resource management in sport and recreation. Human Kinetics.
Brewster, C. (2017). Policy and practice in european human resource management: The Price Waterhouse Cranfield survey. Taylor & Francis.