Managers Of The Organisation example essay topic

There is no law about this, but organisations contain people. There is probably a book coming out with the compelling title of ' The People less Organisation', but it would only be eye-catching because of it would turn logic on its head. Organisations generate work for people. Managers and HR specialists must understand this thing called work.

Work can be translated into projects and into jobs. If done well, there will be enough people hired to do the work and for the organisation to reach its goals; usually to add value in the production of goods and services. If done well, the managers of the organisation will be able to understand the cost and the value that people bring to the organisation. A good manager, in this simple model, knows the work allocated to their part of the organisation, knows how it might change in the future, knows the capabilities of the people who may do the work; directly employed and indirectly.

The HR person allocated to support the manager should have the same understanding. Changes to business goals can be translated into work management, and then to the people resources required to complete the work (alongside other resource management plans). The Business Case for People The involvement of people means expertise in the engagement of their labour: direct employment, contractor, sub-contract. It means establishing a work culture: rules, standards of behaviour, performance management, resource standards, communication facilities and standards. It means establishing some measures of the work in cost and value terms. It means establishing some rules for major change, and some contingencies if change surprises you.

The HR Business Partner Earlier, the simple statement was made that HR must have the same understanding of the work in the organisation as the line managers. This is really a huge challenge for HR. Being a player at the strategy table is a one avenue to achieving this, and some HR business partner models emphasis that this is the main purpose in the role. However, strategic plans are made by people with influence, and knowledge (of the work, the culture, of engaging people resources economically) is the power behind such influence. The multiple roles of the HR Business Partner D Ulrich 1997 Ulrich's model of the front-line role of HR Business Partner combined the strategic with the tactical, and the HR knowledge manager with the HR architect. He suggested a multiple role model: Strategic Partner a role which encompassed the vision of where the organisation (its people and its work) were going to be in the future.

The HR contribution was to audit the organisation, to diagnose its strengths and weaknesses, and to translate strategy into actions. Change Agent a role where the HR contribution is to embed the concept that management exists to effect change. Whether the change is continuous improvement or dynamic, managers are engaged to make it so. Administrative Expert a role in which the HR contribution is first to engineer the HR processes to improve their efficiency, and then to engineer other processes to the same end. Employee Champion a role in which the HR contribution is advocate consultation when required, to preserve the natural and contractual rights of staff, to preserve the 'psychological' contract, and to design and support an environment where staff are motivated and committed.