discuss the contributions of human resource tools and the strategies of organization effectiveness
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Organizational Effectiveness\n\nWhy is balancing such a difficult act for leaders and organizations to achieve these days? \n\nWhy do we waste precious energy struggling to become more independent while working in an interdependent environment?\n\nWhat if we could significantly improve individual and team productivity and organizational effectiveness with existing resources?\n\nBALANCE, ENERGY and ORGANIZATIONAL EFFECTIVENESS are key elements of successful business enterprises. \n\nThe HPS Mobile Enterprise™ was conceived as a metaphor representing the parts of an enterprise. A mobile – like any business - can be simple or extremely complex and can include few or many parts – shapes, sizes, color - which are all interconnected and, at least to some extent, interdependent. Changing (i.e. adding, eliminating, restructuring, etc.) any part can significantly affect the balance of the mobile and, ultimately, organizational effectiveness. \n\nWebster’s dictionary defines mobile as follows: adj. – 1. Capable of being moved or moving. 2. Changing readily in mood, expression, or appearance. 3. Enjoying or affording opportunities for change from one social status to another. – n A sculpture consisting of parts that move, especially in response to air currents. \n\nEXEMPLARY LEADERS ensure that all parts are balanced and energy is focused toward desired outcomes in order to maximize individual and team productivity and organizational effectiveness. Leadership Development\n\nEXEMPLARY LEADERS create and sustain an organizational environment and culture whereby: \n\nA compelling vision is established and sense of purpose is understood \nClear and timely communication occurs using effective voice systems \nEmployees are inspired to perform at their best and sustain their best performance \nKey talent retention is improved and employee attrition declines \nInnovation and creativity are fostered at all levels of the organization \nEmployee morale, motivation and satisfaction levels are improved \nSuperior customer service is delivered and competitive advantage established \nBusiness results reflect high-performance throughout the organization \nHuman Performance Strategies combines traditional cognitive intelligence (IQ) with non-cognitive intelligence (EI) to help leaders perform at their best and inspire the best from their people. Combining and leveraging these distinct competencies forms a foundation for leadership effectiveness and achieving full organizational potential. In simple terms: IQ + EI = 100% of POTENTIAL. Emotional Intelligence \n\nHuman Performance Strategies will soon introduce some exciting new research-based information regarding organizational effectiveness. This new concept is called ORGANIZATIONAL INTELLIGENCE and will underscore the significance of the HPS Mobile Enterprise™ to an even greater extent. \n\nEXEMPLARY TEAMS achieve and sustain high-performance levels on a consistent basis. High-performance teams do not evolve randomly or arbitrarily. Exemplary leaders must facilitate a progression of developmental stages to create the conditions for high-performance. Exemplary leaders understand and leverage this progression to improve individual, team and organizational performance. High-Performance Teams\n\nEXEMPLARY ORGANIZATIONS achieve and sustain maximum effectiveness or 100% of POTENTIAL. The TRUE POTENTIAL of an organization occurs when individuals and teams are aligned, energized and committed to accomplish or perhaps exceed business goals and objectives. Closing the GAP between the present and potential often translates to performance improvement and productivity gains enjoyed only by world-class enterprises. \n\nHuman Performance Strategies offers a fully integrated systems approach to improve individual and team productivity and organizational effectiveness. If you are interested in learning more about how world-class enterprises achieve and sustain 100% of POTENTIAL at the individual, team and
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here are some for you...\n\n1) Staff challenges\n2) Compensation\n3) Staff development\n4) Turnover of staff\n5) Governance with respect to lawsuits\n\n1) managers will have people issues, someone won't want to do their job correctly or will want to do it there way?  How is a manager supposed to deal with that?  HR should be there to help coach a manager through this.\n\n2) Compensation is usually handled in HR.  Let's face it...if people aren't getting paid they aren't going to be too happy so HR needs to not only make sure they're getting paid, but that the pay is equitable among all employyes\n\n3) Staff development - Why do people work?  Most work to pay bills, but often they work to grow and learn new things.  Become better at what they do which leads to better pay down the road.  HR should help lay out a development plan for employees through performance reviews, training, etc.\n\n4) Turnover is something HR needs to deal with.  What this means is figuring out why people leave their jobs?  How do they keep this under control.  Maybe they need to talk with a manager is keeps losing their employees.\n\n5) Lawsuits are inevitably going to happen.  What happens when someone is let go and they decide it was due to "wrongful termination"?  They'll typically hire a lawyer to sue the company.  The companies HR department will typically have to deal with this while working with the internal Legal department.\n\nHTH...
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Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. \nAs you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since these many of these topics are discussed in other sections of this leadership guide, this section will not go into topics previously discussed. \n\n Elements of Organizational Behavior \nThe organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from. \n \n Models of Organizational Behavior \nThere are four major models or frameworks that organizations operate out of:  Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. \n Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. \n Supportive - The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. \n Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.\n \nAlthough there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models. \nThe first model, autocratic, had its roots in the industrial revolution. The managers of this type of organization operate out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one "best" model. The collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.\n\n Social Systems, Culture, and Individualization \nA social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries...it exchanges goods, ideas, culture, etc. with the environment around it. \nCulture is the conventional behavior of a society that encompasses beliefs, customs, knowledge, and practices. It influences human behavior, even though it seldom enters into their conscious thought. People depend on culture as it
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research work in companies
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well..i'm doing a project on HR, the objective is how to maintain the company's core competence in a local private owned company. if you want further info, you can contact me at rita0687@yahoo.com.cn\n\nAlso, i have already finished a project on TQM,i dont know whether it is suitable to u. I have done a lot of research on it.\n\nPS: i dont need a ticket, give me the visa to germany first;-)
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Pass your GMAT \nScout Business Schools\nEnroll\nPay\nStudy\nGraduate\nGet Hired
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The best combination to use to overcome these five dysfunctions is to harbor an open and supportive and environment, preferably from Day one.  If you create a climate where teammembers feel it is open enough, they will be more willing to trust and surface issues/concerns that might prove detrimental to the team's success if not unearthed.  \n\nAbsence of trust, lack of communication and fear of conflict are a direct result of having an unopen environment.  Once you make efforts to remedy that, everything will start to clear up.  Avoidance of accountability and inattention to results are because the roles of the team members are not clarified.  Spend some time with the team clarifying roles, and explaining elevating goals to get everyone's buy-in.  People will avoid accountability and not care much about production results if they do not know what they are supposed to do or if they do not understand or care about the goal.
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Human resources will have to be up to date on diversity amongst the workforce. The Human Resources department will have to expand it's knowledge on the many different cultures and values to better accommodate it's employees, whether it's United States citizens going to work abroad or foreigners coming to work here in the US.
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Looking for better opportunities for advancement...\nMore opportunities to utilize skills...\nDifferent responsibilities...
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I'm not sure if they can do that but I would talk to the person in charge of Human Resources. There should be a department for that if you work with a large company, I'm not sure where you would go otherwise.
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Organizational Behavior is the study and application of knowledge about how people, individuals, and groups act in organizations. It does this by taking a system approach. That is, it interprets people-organization relationships in terms of the whole person, whole group, whole organization, and whole social system. Its purpose is to build better relationships by achieving human objectives, organizational objectives, and social objectives. \nAs you can see from the definition above, organizational behavior encompasses a wide range of topics, such as human behavior, change, leadership, teams, etc. Since these many of these topics are discussed in other sections of this leadership guide, this section will not go into topics previously discussed. \n\n  Elements of Organizational Behavior:\n \nThe organization's base rests on management's philosophy, values, vision and goals. This in turn drives the organizational culture which is composed of the formal organization, informal organization, and the social environment. The culture determines the type of leadership, communication, and group dynamics within the organization. The workers perceive this as the quality of work life which directs their degree of motivation. The final outcome are performance, individual satisfaction, and personal growth and development. All these elements combine to build the model or framework that the organization operates from. \n\n Models of Organizational Behavior \nThere are four major models or frameworks that organizations operate out of:  Autocratic - The basis of this model is power with a managerial orientation of authority. The employees in turn are oriented towards obedience and dependence on the boss. The employee need that is met is subsistence. The performance result is minimal. \n Custodial - The basis of this model is economic resources with a managerial orientation of money. The employees in turn are oriented towards security and benefits and dependence on the organization. The employee need that is met is security. The performance result is passive cooperation. \n Supportive - The basis of this model is leadership with a managerial orientation of support. The employees in turn are oriented towards job performance and participation. The employee need that is met is status and recognition. The performance result is awakened drives. \n Collegial - The basis of this model is partnership with a managerial orientation of teamwork. The employees in turn are oriented towards responsible behavior and self-discipline. The employee need that is met is self-actualization. The performance result is moderate enthusiasm.\n \nAlthough there are four separate models, almost no organization operates exclusively in one. There will usually be a predominate one, with one or more areas over-lapping in the other models. \nThe first model, autocratic, had its roots in the industrial revolution. The managers of this type of organization operate out of McGregor's Theory X. The next three models begin to build on McGregor's Theory Y. They have each evolved over a period of time and there is no one "best" model. The collegial model should not be thought as the last or best model, but the beginning of a new model or paradigm.\n\n  Social Systems, Culture, and Individualization:\n \nA social system is a complex set of human relationships interacting in many ways. Within an organization, the social system includes all the people in it and their relationships to each other and to the outside world. The behavior of one member can have an impact, either directly or indirectly, on the behavior of others. Also, the social system does not have boundaries...it exchanges goods, ideas, culture, etc. with the environment around it. \nCulture is the conventional behavior of a society that encompasses beliefs, customs, knowledge, and practices. It influences human behavior, even though it seldom enters into their conscious thought. People depend on cultur
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http://www.hrmguide.net/hrm/chap1/ch1-links10.htm
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open the link below...u could find some stuff \n\nhttp://www-rcf.usc.edu/~usclrev/pdf/072603.pdf\n\nEmployee Development: Motivate Employee Participation :\n\nWhen companies think of employee development, they often search for training programs, educational seminars, coaching or the latest book that might offer ideas on what employees can do to sharpen skills or strengthen expertise. However, none of these programs will be effective if the organization lacks one critical success factor: individual motivation. An individual has to want to develop himself before any employee training and development program can be successful. \n\nSome say they’re "too busy." Some say they’re "already developed." Some blame the boss. Some like burying their heads in the sand, afraid of what they might learn about themselves. \n\nWhat can you do to help your employees achieve best performance? \n\nHere are some tips to help motivate the seemingly unmotivated and increase your organization’s overall performance. \n\n1. Target the highly motivated and strong performers. \n\nAll organizations have individuals who are highly motivated. They stand out more easily. They typically like challenges and welcome growth opportunities for themselves. Engage them in activities to help them get even better. The improved performance of the highly motivated will help raise the bar for your entire organization. Those who are less motivated will have to step up the pace. \n\n2. Focus on the future. \n\nRather than concentrate on performance areas that aren’t working for an individual, talk about possibilities for the future. It’s easier to become energized about new possibilities than dwelling on weaknesses. Determine the positive outcome that will occur if a change/improvement is made. For example, you might say, "We can reach more buyers if you can speak more frequently to groups. What can you do to hone your presentation skills to help secure more business?" Help employees keep their eye on the goal, not their ego. \n\n3. Open dialogue about desire. \n\nDiscussions about development should be positive and ongoing -- not limited to annual performance reviews. Let the individual lead. Rather than saying, "Here are areas you need to develop," ask "What would help you build on your strengths or increase your effectiveness?" When a particular approach has been identified, ask for commitment to follow-through. Create a culture where ongoing development is expected, encouraged and rewarded at all levels. \n\n4. Start at the top. \n\nExecutives should model the commitment to growth and development that they want to see throughout the organization. After all, many problems disguised as employee development issues actually reflect leadership deficiencies of the firm or organization. \n\nConsider using assessments of some kind to help employees gain a more objective perspective about them. Assessments can be helpful or destructive depending on how they are used. \n\nIn the end, it’s all about achieving what both the employees and what the organization wants. Be clear about what’s most important to both. \n\nAn employee development and training program is not something to be checked off on a checklist. The strongest organizations make employee development an integral part of their culture and strategies for success. They constantly seek new and innovate ways to engage their people in development opportunities to achieve best results.\n\n\nLeading\n\nAn organization has the greatest chance of being successful when all of the employees work toward achieving its goals. Since leadership involves the exercise of influence by one person over others, the quality of leadership exhibited by supervisors is a critical determinant of organizational success. Thus, supervisors study leadership in order to influence the actions of employees toward the achievement of the goals of the organization.\n\nSupervisors can learn about
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You could do either expert-lead evaluations, or user-focussed evaluations. Given that this is an assignment (and i therefore assume you have no budget constraints) then user-focussed testing would be the most effective method. \n\nEssentially you would get a bunch of people you have identified as being current, or possible users of the site (10-12 is normally enough) and then watch them whilst they perform various tasks that you have set them with the site. By asking them to think aloud whilst they go you can see and understand where they are having confusion in the process. \n\nAlternatively you could simply take one or 2 experts to look at the site and do either a heuristic evaluation or a cognitive walkthrough or some such evaluation method. These are all slightly different methodologies but effectively the same thing - some guy who supposedly knows a lot about usability uses the site and gives his expert opinion on where he thinks users might have issues.
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Improve Your Communication Skills\n\nRegardless of what business you are in – a large corporation, a small company, or even a home-based business – effective communication skills are essential for success.\n\n \n\nThe articles in this section of Mind Tools help you to understand effective communication, and then show you how to communicate your message in the best possible way. After completing this section, you should have a better understanding of how to communicate effectively – to individuals and groups, via spoken communications, written communications, and even electronic communications.\n\n \n\nThese articles are further supported by the additional resources found elsewhere on the Mind Tools web site.\n  \nEffective\nCommunication\nAnd Much, Much More...\n\nAdvertising has been excluded to enhance clarity, and sections have been formatted for ease of use.\n\nFind Out More >>\n\n \n\nThese include other important sections that help you be the best you can be, courses, book reviews, additional resources and more. Take a look around this Communications Skills section of the Mind Tools web site, and then take the time to view other sections, all researched and written by the Mind Tools staff who share a strong commitment to helping you achieve lifelong success and happiness.\n\n \n\nFind out what you need to know about Communication Skills in the articles below.\n\n\n\nIntroduction to Communication Skills - Why You Must Get Your Message Across\n\nMaking a Great First Impression\n\nThe Johari Window - Helping People Understand One-Another\n\n\nBetter Public Speaking - Ensure Your Words Are Always Understood\n\nWriting Skills - Before You Write It Down, Know This\n\n\nEffective Email - Communicate Clearly in the Technology Age \n\n\nIce Breakers - Setting the Scene for Productive Meetings \n\nRunning Productive Meetings\n\nWin-Win Negotiation\n\nSpeaking to an Audience - Communicate Complex Ideas Successfully\n\nActive Listening - Hear What People Are Really Saying\n\nPresentation Planning Checklist\n\nGuest Article: Ten Tips for Effective Email\n   \n\nPremium Member Tools: (How to become a member)\nCommunicating in a Crisis - Don't shut down communication.\nChunking - Grouping information so it's more easily understood.\nCommunicating Internationally\nCommunicating in Your Organization\nCommunications Planning - Getting the right message over, in the right way.\nConcept Attainment - Reaching a shared understanding of important ideas\n\nCrawford's Slip Writing Method - Gathering ideas from many contributors.\n\nCross Culture Communication - Collaborative efforts a must!\n\nThe Delphi Technique - Achieving well thought through consensus among experts.\n\nWhat's Empathy Got to Do With It?\n\nEmphatic Listening - Going beyond active listening.\n\nAvoiding GroupThink - Avoiding fatal flaws in group decision making.\n\nHeron's Six Categories of Intervention - Understanding how to help effectively.\n\nJargon Busting - Communicating without creating barriers\n\nNominal Group Technique - Prioritizing issues and projects to achieve consensus.\nQuestioning Techniques - Asking questions effectively\n\nRole Playing - Preparing for difficult conversations and situations.\n\nCreating a Value Proposition - Simply and clearly communicate the benefits of your product, service or idea
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To contribute and enhance my skills for _____(this position- name of position) towards the organisation.
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My favorite tool is Web CEO - http://www.webceo.com/cgi-bin/go/clickthru.cgi?id=fmdeveloper\n\nYou can also try wordtracker.com