The book “Organizational Behavior” by, MeShane, Olekalns, and Travaglione, offered a detailed training on different issues facing organizations; the main focus was teams and their management. Posting of chapters 4, 5&6 and 7 were the most interesting postings as far as I am concerned. The chapters discuss different issue of personnel management but give the topic different approaches. This paper gives a recoup the three online posting.
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Human resources management is one role of managers; it is concerned with people at work and their relationship with their employer. Well-managed human resources result into an orchestrate team. A company’s human resources department is responsible for looking at its staff’s welfare. The department is responsible for planning, deploying, employing, training, retaining, and dismissal of employees.
When employees get into an organization, there is a team spirit that they will adopt; this is dictated by the people and the organizational culture of their company. Managers and team leaders have the role of ensuring that there is a good culture that supports growth and staff motivation. In a recruitment process, successful candidates need to be oriented to their new environment; they need to learn the organizational culture and code of conduct of their new company. Organizations code of ethics defines how an organization responds to internal or external stimulus. In most organizations, they are in blueprints and an internal policy. They form part of organizational training needs. Organizations that uphold high respects for their code of ethics maintain good internal and external relations with their stakeholders
The three chapters are of the opinion that to enable employees perform their duties effectively, continuous training system and employee’s appraisal is important. It helps management establish areas that needs improvement. Some organizations have employees training as a continuous process to ensure that employees are up-to-date with the changes in the industry. Motivational measures should be put in place to ensure that employees are loyal to the organization and they work efficiently. This ranges from attractive salaries or/and benefits, to developing a good working environment. This ensures that employees are retained as assets in the organization.
The three posting are of the general opinion that leaders have the capability and driving power of their organization; they should understand what their teams want and endeavor to offer the best to them. Team spirit is attained when management retain good communication, mentoring, and training of his or her team members. Leaders should start by understanding the philosophy of their organization; by philosophy we mean that understanding what the organization has promised the stakeholders, what policies are there and the idea that the founders of the business hand.
With the ideas, which may be in the form of a historical analysis or corporate structure, the manager should bend back and see the attainment and misfortunes that the business has had in the past. Past failures should be on focus to facilitate managers know the areas that they need not to venture into as it had injured the organization in the past (MeShane, Olekalns and Travaglione 20-145).
An organization requires physical and human resources for its operations; personnel must be managed effectively to get high results from their intellectualism. The human resources department assisted by line managers has the mandate of ensuring that adequate employees are available at all times. It has the mandate of planning, deploying, employing, training, retaining, and dismissal of employees. When the department is undertaking this duty, it looks into quantitative and qualitative aspects. Qualitative means the right number of employees and qualitative means employees with right skills.
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MeShane, Steve. Olekalns, Mara. and Travaglione, Alan. Organisational Behaviour on the Pacific Rim Focus. Sydney: McGraw Hill Irwin, 2020.Print.