Develop the people section of the business plan including expanded sections on human resources policies including attracting and keeping employees, structure (including team structures), culture, and decision-making models. This section can also include succession planning, incentives, and physical and environmental aspects of the organization. Introduction: Working for any organization can often focus on Vision, Mission, and Milestones to be achieved in the interest of the organization and forgoing the efforts and dreams of those that make it all happen the Employee. The achievements of the organization could not be accomplished if we did not have an environment that attracted and retained the right people with the right skills and talents and the motivation to want to work and do their best while adopting the mission that has been executed for the organization. Through this paper I will outline a proposed baseline starting point to build an organizational culture that supports its employees and provides resources to employees, recognition strategies, Human resource principles, an organizational structure, culture. In addition, with structured organization decision process for all to know, use it if inefficiencies identified and communicated to the organization decision makers to affect change for improvements. People have needs that need to be met before they can perform at their maximal potential some of these basic needs organizations can help meet are physiologic (cafeteria, bathrooms, water, clean environment free of toxic substances), Safety, remain out of harms way, appropriate safety equipment and environmental protection and respect of human rights), Belongingness (everyone needs the feeling of belonging), Esteem, ( people need to feel valued and recognized when they achieve successs) Self-actualization is where we would like everyone to be at this level people develop to one fullest, to actualize ones potential. To achieve self-actualization all other needs must be met. Human resources policies can affect the culture, environment, and health of the employees with good human resource policies good talented workers will want to stay. 1. Human resources policies attracting and retaining employees For the Human Resource (HR) policies will be constructed to treat the employees well so they will want to do their best in achieving organizational goals and recognition for their participation in the efforts to get there (mission process). Human Resource Principles Specific Practices Build and implement and HRM strategy Develop a shared philosophy for managing people Build systems and practices to implement the philosophy Hire the right people what you want Be selective Keep them Reward well Protect jobs Promote from within Share the wealth Invest in them Invest in learning Create development opportunities Empower them Provide information and support Encourage autonomy and participation Redesign work Foster self-managing teams Promote egalitarianism Promote diversity Be explicit and consistent about the organizations diversity philosophy Hold Managers accountable ? Basics human Resource Strategies ---- Table 7.1 Know that we need the right people, know what you need and want and be selective, there needs to be a thoughtfully crafted HR public statement that is made for managing people. As above if, HR policies are made to address individual satisfaction and meaning in work the organization profits from effective use of individual talent and energy. If, little focus is on employees than there is the tendency for the employee to withdraw, resist, or rebel. In this last statement, everyone loses. Proactive organizations execute multiple of High-involvement strategies for improving human resource management. Some approaches strengthen bond between individual and organization by paying well, offering job security, training staff and promotion from within, sharing the wealth of good works of organization successs and milestone completion; these techniques need to be followed with re-evaluation and adaptation as employees and organization goals change. 2. Structure (including Team Structures): Teams are a small number of people with complementary skills, who are committed to a common purpose, set of performance goals and approach for which they hold themselves mutually accountable. From our text, there are several determining factors that contribute to a successful team; What is the nature and degree of task-related interaction among individuals? What is the geographic distribution of unit members? Given a groups objects and constraints, where does autonomy reside? How is coordination achieved? Which word describes the required structure: conglomerate, mechanistic, or organic? What sports expression metaphorically captures the task of management: filling out the line-up card, preparing the game plan, or influencing the games flows. Bolman, L.G. & Deal, T.E. (2003) p. 103 Developing a political map is suggested (Pichault (1993) four steps for developing political maps: a. Determine channels of informal communication b. Identify principle agents of political influence c. Analyze possibilities for both internal and external mobilization d. Anticipate strategies that other are likely to employ Identify coalitions and key stakeholders that can support your position or assist in navigating the political map of the organization It is advantageous of any organization to have an outline of organizational structural assumptions. They may be listed as; i. Organizations exist to achieve established goals and objectives ii. Organizations increase efficiency and enhance performance through specialization and a clear division of labor iii. Appropriate forms of coordination and control ensure that diverse efforts of individuals and units mesh. iii. Organizations work best when rationality prevails over personal preferences and extraneous pressures iv. Structures must be designed to fit an organizations circumstances (including its goals, technology, workforce, and environment). v. Problems and performance gaps arise from structural deficiencies and can be remedied through analysis and restructuring. In conjunction with the political and communication structures to define work breakdown structures, roles and responsibilities will remove ambiguity and frustration for employees not knowing where to concentrate their energy toward the organizational mission and goals. These charters or defined responsibilities contribute to job satisfaction and professional as well as personal growth. We can use the basic structure to anticipate team tensions and have contingencies to reduce these group dynamics. 1. Function groups based on knowledge of skill, 2. Units created on the basis of time, as shift (day, swing, or graveyard shift) 3. Groups organized by product; detergent versus bar soap, wide-body versus narrow body aircraft 4. Groups established around customers or clients 5. Grouping around place or geography, such as regional offices in corporations or Government agencies or neighborhood schools in different parts of the city 6. Grouping by process; a complete flow of work The people structure matches talents and people to tasks, jobs, or procedures to be performed. This will increase work satisfaction and efficiency due to the perception that the tasks are enjoyable or rewarding or individuals receive recognition for work well done. 3. Culture: Organizational culture sets the tone for environmental behavior and performance to develop an organizational culture in wanting to create a culture to foster greater financial returns and high performance. Specific cultural attributes will foster success in the right environments. Building and having innovation mindset is the company is necessary. Empowering employees to come up with new ideas and to pilot them is another one, so you have to have the sense that youre not going to be punished if you fail. To achieve a good culture you need those that follow the rules, than challenge them, or if they challenge them, it has just to propose innovation in the way that the work is done to create more efficiency. Organizational strategies to create positive organizational cultures and are successful have traits such as; Trust in management: a commitment to excellence; and a companys focus on the customer, but not at the expense of operational success. 4. Decision making models (includes succession planning, incentives, and physical and environmental aspects of the organization). Decision making models need to be defined in standard operating procedures for references and expectations and predictability of the process. Workloads need to be allocated by resource leveling, differential or integration to available resources skills and talents. Performing controls to evaluate action plan effectiveness, time lines, budgets, decisions are contributing to an increase in customer, staff satisfaction. In complex organizations communication matrix structures are required to communicate program, project performance and status as well as crosscutting responsibilities if one project finishes early allowing for redeployment of freed resources. Lateral communication network can facilitate timely designation of resources while increasing communication between departments, groups, teams, and outside suppliers. Compliance can be assisted with incentive programs as simple as personal recognition. Mission statements or remodeling the organizations mission and the goals within should be communicated throughout the institution for opportunities for feedback and analysis of intra-organizational affects as well as extra-organizational affects or influences to changes in mission. This can also be achieved with a comprehensive risk analysis prior to execution of any organizational changes. Five Steps to developing a payoff table: a. List all the alternatives b. List the future consequences of each alternative c. Identify the payoffs associated with each combination d. Assess the degree of certainty that these combinations will materialize e. Decide on a decision criterion Conclusion: The most affective strategic planning for improvement is to improve managerial aims of the management that over time have demonstrated improvement overall. Considerations to any changes or strategy implementation need to have evaluated short-term, long-term gains and long-term costs to these changes. Decision criterion has many models but a flat hierarchy allows for less bureaucracy and quick decision-making. Risk analysis are valuable to anticipate the unexpected with contingency plan (The only bad plan is no plan at all) for direct and indirect consequences, legal liabilities, personnel quality of life changes, and how customer satisfaction will be affected. As Benjamin Franklin stated: if you fail to plan; you are planning for failure. Bibliography Ther*Abrams, R. (2003). The successful business plan. (Fourth deluxe binder Ed.). Palo Alto, CA: The Planning Shop. Bolman, L.G. & Deal, T.E. (2003). Reframing organizations: Artistry, choice, and leadership (3rd Ed.). San Francisco: Jossey-Bass. MacKenzie, G. (1996). Orbiting the giant hairball: A corporate fools guide to surviving with grace. New York: Viking. Senge, P.M. (2006). HYPERLINK en.wikipedia.org/wiki/The_Fifth_Discipline \o The Fifth Discipline The Fifth Discipline: The art and practice of the learning organization . New York: Doubleday
Posted on: Fri, 09 Jan 2015 03:03:45 +0000
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