BM HR 2.1-2.3 intro, organisational structures, leadership

Human Resource Management

management fuction of deploying and developing people within an org. to meet business objectives:

• training, development of employees

• recruitment, selection, induction

• performance management

Human Resource Planning

management process of anticipating and meeting organisation’s current and future staffing needs:

short term - existing demands (employing)

long term - forseeable future (historical data, demographic changes)

Poor HRP causes

expensive market analysis, low productivity, poor corporate image

Internal factors influencing HRP

strategy, finance, labour reaction, growth

External Factors influencing HRP

Demographic Change (working & dependent population, consumption & employment patterns)

Labour Mobility - extent to move, flexibility (geographical and occupational)

Net Immigration - economic growth (challenge, location, advancement, money, pride, security)

Flexitime

Part-time

Gig Economy

Demographic Change

birth, death rate, life expectancy, retirement, working women,

• working & dependent population effect consumption & employment patterns

Labour Mobility

extent to which people can move abroad (geographical), flexibility to change (occupational)

• costs, culture, expertise, family ties

Net Immigration

contributes to economic growth through tax, GDP, production

Change, Location, Advancement, Money, Pride, Security

Flexitime

employees work for core period and choose when to work during their remaining time:

• improves image, wellbeing, low travel, time, stress costs

• -ve - social isolation, distractions, reliance on ICT

• spurred in Covid (UK & USA) for parents, against industrialziation

Part time

labour flexibility, less working hours - entitled to lower renumeration, easy adjustments in working hours

-ve - low motivation, loyalty → poor productivity and high labour turnover (epxensive)

Gig economy

labour where workers are on short term and felxible contracts-

• on call/demand, independent, flexible (no hiring) - low cost

-ve - poor job security & fringe benefits (sick pay, health care)

Delegation

managers entrusting and empowering workers with authority to pass on control & decision-making authority (save time, but poor productivity if poor experiences)

Span of Control

number of people directly accountable to line manager

• the closer to the higher person in hierarchy, the wider the span of control

Wide span of control

democratic leadership with often share of control (low cost, few manager positions)

• effective communication, short chain of command

Narrow Span of Control

• autocratic leadership with many hierarchies and centralized decsion-making (quick)

• long chain of command (slow commu), more costly as more levels

Organziational Structure

the formal interrelationships & hierarchal arrangements of HR in organization

• demonstrates authority and responsibility

Levels of Hierarchy

org. structure based on ranking and degree of authority and responsiblity

Line Manager

person directly above an employee on next level responsible for daily management of subordinates

Chain of Command

formal li e of authority where communication is passed

• long in narrow, short in flat

Bureaucracy

execution of tasks governed by official & formal rules: highlights authority but limits innovation

• policies, standardised procedures, hierarchal structure

Centralisation

who is responsible for decisions - extent to which authority is concentrated

• trust, culture, size, attitudes

centralized - small group, no consultation of others: rapid, high control by qualified people

Decentralzied

authority and responsiblity for decision-making is shared allowing trust, motivation from employee and employers expertise

• loss of control, slow decision-making

Delayering

process of removing1+ levles in hierarchy to flatten structureL widens SoC, improves commu., empowerment

• change can cause stress, slow-decison-making in big teams

Matrix Structure

flexible method of organizing employees to temporarily work together on project allowing highly skilled & experience members to work together, break down tradiitonal commu. barriers

-ve - 2 line managers, difficult coordinations, time consuming

Organisational Charts

diagrammatic representation of organziation strucuture highlighting type of structure (hierarchy, SoC, chain of command)

Flat Organziational Strucutre

few levels, wide span of control

• democratic leadership, few managers (cost effective)

• eliminate them vs us culture

• empower workers, opportunities

Tall Organisational Structure

• many levels, narrow span of control

• bureaucratic and authocratic

• great opportunity for promotion (motivate)

• for specialized labour - high efficiency

• small teams - high control , teamwork

Organizational Structure arranged by

product - types of products, various subsidiaries

region - location, cutlure differences

function - operational orles (finance, HR)

project-based organization

a change in Organizational Structures where HR is orgnazied around particular projects

• high flexibility, adjust to market, strive to meet deadlines (productive), variety (motivate, experience)

• discontinuity - fewer opportunities to develop, close bond (isolation)

Shamrock Organisation

change in organziational structure where core of essential executives & workers supported by outside contractors and part-time help

1. core workers - full-time, multi-skilled proff. handle daily operations for survival and growth (high job security)

2. Peripheral Workers Workforce - part-time, temporarily, employed when needed: flexible, hire and fire: cost efficient

3. Contract Workers: not employed by org. but paid to ocmplete task, hired for expertise on CONTRACT (mama)

Leadership Management

decisons made using scientific (data, quantifiable, logical, clear, low risk) & intuitive (quick, low cost, beliefs) thinking management during decision-making

Management

practice of achieving objectives by using (non)human resources effectively, persuade to follow rules and finish task, short-term

Leadership

process of influencing and inspiring others to achieve task, foster motivation and hope, trust strategically for long term: challenge norms

Autocratic leadership

leader who makes all decisions, no delegation of responsibility (orders, clear chain of command, centralized)

• quick - crisis, unskilled workers

• ignore, little opportunity, resent leader, demotivate, poor image

Paternalistic leadership

leader treats employees liek family with father-like figure to act in bes interest of subordinates (loyal, obediant workers, but dictative in some cultures)

• +ve - perceive subordinates as highly capable (support)

• _ve - perceive poorly capable (control)

Democratic leadership

involves workers in decison-making process, consult staff first allow job satisfaction, motivation, decentralization

• delayed decisions, not for big workforce

Laissez-faire

leaders have minimal direct input in employees’ work, receive objective but make their own decisions to show trust, value but lack of supervision (slow decison-making)

Situational Leadership

choosing right leadership style for each situation, no single style

• depends on situation: CLOTS

• - culture, leader, organizational structure, task, subordinates