Description
Presentation includes the challenges which are present before the management in today's world.
Challenges of management
•
The HR Managers of today may find it difficult because of the rapidly changing business environment and therefore they should update their knowledge and skills by looking at the organization's need and objectives. The HRM challenges are Managing the Vision: Vision of the organization provides the direction to business strategy and helps managers to evaluate management practices and make decisions. So vision management becomes the integral part of Man management in future. Internal environment: Creating an environment which is responsive to external changes, providing satisfaction to the employees and sustaining through culture and systems is a challenging task. Changing Industrial Relations: Both the workers and managers has to be managed by the same HRM Philosophy and this is a daunting task for the managers. Building Organizational capability: Even in the adverse circumstances the employees have to be made to live in psychological state of readiness to continually change. Job Design & Organizational structure: Instead of depending on foreign concepts we need to focus on understanding the job, technology and the people involved in carrying out the tasks.
•
•
•
•
•
•
Psycho-Social environment:
Nowadays employees participation required not only in performing job but also in democratizing and humanizing the institution.
• Employee Satisfaction: Managers should be aware of techniques to motivate their employees so that their higher level needs can be satisfied.
•
Modern technology:
There will be an unemployment due to modern technology and this could be corrected by assessing manpower needs and finding alternate employment.
•
Computerized Information System:
This is revolutionary in managerial decision making and is having impact on coordination in the organization.
GLOBALIZATION
• • • •
• • •
• •
World has gone flat, in space of few years firms which were competing with other companies down the street, compete with firms across the globe. There is no place for isolationism. The trend towards globalization has accelerated immensely. Organizations which do not have global mindset are not likely to survive. Managers need to balance the paradoxial demand. Managers need to think globally and act locally. Managers need to move and manage people, ideas, products, information around the world. Managers need to think about volatile political situations, global trade issues, fluctuating exchange rates and unfamiliar cultures. Managers need to learn and collaborate and manage diversity, intricacy and ambiguity in order to face globalization.
REDEFINING COMPETITION
• In 21st century business will be done through collaboration between companies. • It would be very tough for the companies and nations to control business single handedly.
• Companies for future will be both intercorporate and intercoalition.
• Managers need to partner on products, services, provisions, research & development or supply chain.
• Workforce Diversity • Embracing Diversity • Changing Demographics
•
Quality management (QM) – The constant attainment of customer satisfaction through the continuous improvement of all organizational processes.
Intense focus on the customer. Concern for continuous improvement. Improvement in the quality of everything the organization does. Accurate measurement. Empowerment of employees.
1. 2. 3. 4. 5.
•
Process reengineering – Asks managers to reconsider how work would be done and their organization structured if they were starting over.
• Changing workforce dynamics • Fewer skilled labor • Early retirement and older workers • Increased expectation of service quality • Customer- responsive culture
Empowering people
• The reshaping of the relationship between managers and employees. • Decision making is being pushed down to the operating level. • Using of self managed teams
ETHICAL BEHAVIOUR
• Ethics deal with what is good and bad, moral duties and obligations. • Code of conduct & discipline in organization. • There must be combination of sound management practices and vision of where to take the department. • Indulgence in unethical practices like inflate company profit, cash in lucrative stock option, taking bribes etc. must be penalised, punished strictly. • Managers need to create a ethicaly healthy climate for their employees to increase their productivity.
VERSATILITY & FLEXIBILITY
• With fast moving and changing time its very important for manager to match itsefl with changes • Managers need to get very dynamic for facing the challenge of changing environment. • Manager is counseled to shift, adapt, move back and forth, dominate or yield. • It is also known as situationalism.
MANAGING CHANGE
• Change has become a defining feature of contemporary organizations. • It is the key challenge for all organizations. • Some of the forms of change are cost reduction, redundancy, performance improvement. • Managers need to apply organizational change program. • Managers need to make modifications in organization goals, structure, objectives, attitudes and cultural values. • Managers face change because of ageing of organization and strategies for renewal and development. • Generally there are alterations in activities or tasks like changes in procedures and operations. • Large scale transformational changes are brought by rapid restructuring.
Coping with Temporariness
• Workers need to continually update their knowledge and skills • Workers are in a state of flux. • Organizations are in state of flux too. • Managers and employees must learn to live with flexibility ,spontaneity, and unpredictability.
SPEED & AGILITY
• World of competition has changed from 5 day cricket match to 20-20 match. • Its no longer sufficient to develop and innovate new products and technologies.
• What has become more important is that to develop these in much shorter time period.
• Time to produce and time to market has become a significant competitive factors. • Managers need not only be smarter but faster too so that tastes and demands are met at shortest possible time.
Re-engineering
•
•
Reengineering is radical redesign of an organization's processes, especially its business processes. Rather than organizing a firm into functional specialties (like production, accounting, marketing, etc.) Re-engineering is the basis for many recent developments in management. The cross-functional team management information systems supply chain management knowledge management systems groupware and collaborative systems customer relationship management
CRITICISM
• Reengineering has earned a bad reputation because such projects have often resulted in massive layoffs. This reputation is not altogether unwarranted, since companies have often downsized under the banner of reengineering. Further, reengineering has not always lived up to its expectations. The main reasons seem to be that: • Reengineering assumes that the factor that limits an organization's performance is the ineffectiveness of its processes (which may or may not be true) and offers no means of validating that assumption. • Reengineering assumes the need to start the process of performance improvement with a "clean slate," i.e. totally disregard the status quo
P
CRISIS MANAGEMENT
• A crisis is a major, unpredictable event that threatens to harm an organization and its stakeholders. Although crisis events are unpredictable, • Crisis can affect all segments of society – businesses, churches, educational institutions, families, non-profits and the government and are caused by a wide range of reasons.
• Three Most common elements of crisis management are a)threat to the organisation b)element of surprise c)short decision time
•
The practice of crisis management involves attempts to eliminate technological failure the development of formal communication systems
? It helps to avoid or to manage crisis situations and is a discipline within the broader context of management. ? Crisis management consists of skills and techniques required to assess, understand, and cope with any serious situation, especially from the moment it first occurs to the point that recovery procedures start. • • Crisis management consists of methods used to respond to both the reality and perception of crises such as a Crisis Management Plan. Crisis management also involves establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms. It consists of the communication that occurs within the response phase of emergency management scenarios
•
Sudden Crises, such as fires, explosions, natural disasters, workplace violence, etc; Smoldering Crises, problems or issues that start out small and could be fixed or averted if someone was paying attention or recognized the potential for trouble; such as the longrunning problem Proctor & Gamble used to have with their former corporate logo, that included a half-moon and stars, which critics would claim were symbols of devil-worship, calling for boycotts. Hostile Takeover Terrorist Attack Copyright infringement Vehicular fatality Information sabotage Product tampering Workplace bombing Natural disaster that destroys organizational office Computer tampering Product/service boycott Work-related homicide Malicious rumor Hazardous material leak Plant explosion
•
TALENT MANAGEMENT
•
•
• • • • • •
Talent management refers to the process of developing and integrating new workers, developing and keeping current workers and attracting highly skilled workers to work for your company. Talent management in the context does not refer to the management of entertainers. Talent management is a process that emerged in the 1990s and continues to be adopted, as more companies come to realize that their employees’ talents and skills drive their business success. These companies develop plans and processes to track and manage their employee talent, including the following: Attracting and recruiting qualified candidates with competitive backgrounds Managing and defining competitive salaries Training and development opportunities Performance management processes Retention programs Promotion and transitioning
•
The term talent management means different things to different people. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated. This term is usually associated with competency-based human resource management practices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors).
•
•
Talent management is also known as HCM (Human Capital Management), HRIS (HR Information Systems) or HRMS (HR Management Systems) Companies that are engaged in talent management human capital management are strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and move employees through the organization. This term also incorporates how companies drive performance at the individual level (performance management).
doc_984580921.pptx
Presentation includes the challenges which are present before the management in today's world.
Challenges of management
•
The HR Managers of today may find it difficult because of the rapidly changing business environment and therefore they should update their knowledge and skills by looking at the organization's need and objectives. The HRM challenges are Managing the Vision: Vision of the organization provides the direction to business strategy and helps managers to evaluate management practices and make decisions. So vision management becomes the integral part of Man management in future. Internal environment: Creating an environment which is responsive to external changes, providing satisfaction to the employees and sustaining through culture and systems is a challenging task. Changing Industrial Relations: Both the workers and managers has to be managed by the same HRM Philosophy and this is a daunting task for the managers. Building Organizational capability: Even in the adverse circumstances the employees have to be made to live in psychological state of readiness to continually change. Job Design & Organizational structure: Instead of depending on foreign concepts we need to focus on understanding the job, technology and the people involved in carrying out the tasks.
•
•
•
•
•
•
Psycho-Social environment:
Nowadays employees participation required not only in performing job but also in democratizing and humanizing the institution.
• Employee Satisfaction: Managers should be aware of techniques to motivate their employees so that their higher level needs can be satisfied.
•
Modern technology:
There will be an unemployment due to modern technology and this could be corrected by assessing manpower needs and finding alternate employment.
•
Computerized Information System:
This is revolutionary in managerial decision making and is having impact on coordination in the organization.
GLOBALIZATION
• • • •
• • •
• •
World has gone flat, in space of few years firms which were competing with other companies down the street, compete with firms across the globe. There is no place for isolationism. The trend towards globalization has accelerated immensely. Organizations which do not have global mindset are not likely to survive. Managers need to balance the paradoxial demand. Managers need to think globally and act locally. Managers need to move and manage people, ideas, products, information around the world. Managers need to think about volatile political situations, global trade issues, fluctuating exchange rates and unfamiliar cultures. Managers need to learn and collaborate and manage diversity, intricacy and ambiguity in order to face globalization.
REDEFINING COMPETITION
• In 21st century business will be done through collaboration between companies. • It would be very tough for the companies and nations to control business single handedly.
• Companies for future will be both intercorporate and intercoalition.
• Managers need to partner on products, services, provisions, research & development or supply chain.
• Workforce Diversity • Embracing Diversity • Changing Demographics
•
Quality management (QM) – The constant attainment of customer satisfaction through the continuous improvement of all organizational processes.
Intense focus on the customer. Concern for continuous improvement. Improvement in the quality of everything the organization does. Accurate measurement. Empowerment of employees.
1. 2. 3. 4. 5.
•
Process reengineering – Asks managers to reconsider how work would be done and their organization structured if they were starting over.
• Changing workforce dynamics • Fewer skilled labor • Early retirement and older workers • Increased expectation of service quality • Customer- responsive culture
Empowering people
• The reshaping of the relationship between managers and employees. • Decision making is being pushed down to the operating level. • Using of self managed teams
ETHICAL BEHAVIOUR
• Ethics deal with what is good and bad, moral duties and obligations. • Code of conduct & discipline in organization. • There must be combination of sound management practices and vision of where to take the department. • Indulgence in unethical practices like inflate company profit, cash in lucrative stock option, taking bribes etc. must be penalised, punished strictly. • Managers need to create a ethicaly healthy climate for their employees to increase their productivity.
VERSATILITY & FLEXIBILITY
• With fast moving and changing time its very important for manager to match itsefl with changes • Managers need to get very dynamic for facing the challenge of changing environment. • Manager is counseled to shift, adapt, move back and forth, dominate or yield. • It is also known as situationalism.
MANAGING CHANGE
• Change has become a defining feature of contemporary organizations. • It is the key challenge for all organizations. • Some of the forms of change are cost reduction, redundancy, performance improvement. • Managers need to apply organizational change program. • Managers need to make modifications in organization goals, structure, objectives, attitudes and cultural values. • Managers face change because of ageing of organization and strategies for renewal and development. • Generally there are alterations in activities or tasks like changes in procedures and operations. • Large scale transformational changes are brought by rapid restructuring.
Coping with Temporariness
• Workers need to continually update their knowledge and skills • Workers are in a state of flux. • Organizations are in state of flux too. • Managers and employees must learn to live with flexibility ,spontaneity, and unpredictability.
SPEED & AGILITY
• World of competition has changed from 5 day cricket match to 20-20 match. • Its no longer sufficient to develop and innovate new products and technologies.
• What has become more important is that to develop these in much shorter time period.
• Time to produce and time to market has become a significant competitive factors. • Managers need not only be smarter but faster too so that tastes and demands are met at shortest possible time.
Re-engineering
•
•
Reengineering is radical redesign of an organization's processes, especially its business processes. Rather than organizing a firm into functional specialties (like production, accounting, marketing, etc.) Re-engineering is the basis for many recent developments in management. The cross-functional team management information systems supply chain management knowledge management systems groupware and collaborative systems customer relationship management
CRITICISM
• Reengineering has earned a bad reputation because such projects have often resulted in massive layoffs. This reputation is not altogether unwarranted, since companies have often downsized under the banner of reengineering. Further, reengineering has not always lived up to its expectations. The main reasons seem to be that: • Reengineering assumes that the factor that limits an organization's performance is the ineffectiveness of its processes (which may or may not be true) and offers no means of validating that assumption. • Reengineering assumes the need to start the process of performance improvement with a "clean slate," i.e. totally disregard the status quo
P
CRISIS MANAGEMENT
• A crisis is a major, unpredictable event that threatens to harm an organization and its stakeholders. Although crisis events are unpredictable, • Crisis can affect all segments of society – businesses, churches, educational institutions, families, non-profits and the government and are caused by a wide range of reasons.
• Three Most common elements of crisis management are a)threat to the organisation b)element of surprise c)short decision time
•
The practice of crisis management involves attempts to eliminate technological failure the development of formal communication systems
? It helps to avoid or to manage crisis situations and is a discipline within the broader context of management. ? Crisis management consists of skills and techniques required to assess, understand, and cope with any serious situation, especially from the moment it first occurs to the point that recovery procedures start. • • Crisis management consists of methods used to respond to both the reality and perception of crises such as a Crisis Management Plan. Crisis management also involves establishing metrics to define what scenarios constitute a crisis and should consequently trigger the necessary response mechanisms. It consists of the communication that occurs within the response phase of emergency management scenarios
•
Sudden Crises, such as fires, explosions, natural disasters, workplace violence, etc; Smoldering Crises, problems or issues that start out small and could be fixed or averted if someone was paying attention or recognized the potential for trouble; such as the longrunning problem Proctor & Gamble used to have with their former corporate logo, that included a half-moon and stars, which critics would claim were symbols of devil-worship, calling for boycotts. Hostile Takeover Terrorist Attack Copyright infringement Vehicular fatality Information sabotage Product tampering Workplace bombing Natural disaster that destroys organizational office Computer tampering Product/service boycott Work-related homicide Malicious rumor Hazardous material leak Plant explosion
•
TALENT MANAGEMENT
•
•
• • • • • •
Talent management refers to the process of developing and integrating new workers, developing and keeping current workers and attracting highly skilled workers to work for your company. Talent management in the context does not refer to the management of entertainers. Talent management is a process that emerged in the 1990s and continues to be adopted, as more companies come to realize that their employees’ talents and skills drive their business success. These companies develop plans and processes to track and manage their employee talent, including the following: Attracting and recruiting qualified candidates with competitive backgrounds Managing and defining competitive salaries Training and development opportunities Performance management processes Retention programs Promotion and transitioning
•
The term talent management means different things to different people. To some it is about the management of high-worth individuals or "the talented" whilst to others it is about how talent is managed generally - i.e. on the assumption that all people have talent which should be identified and liberated. This term is usually associated with competency-based human resource management practices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits (demonstrated through defined behaviors).
•
•
Talent management is also known as HCM (Human Capital Management), HRIS (HR Information Systems) or HRMS (HR Management Systems) Companies that are engaged in talent management human capital management are strategic and deliberate in how they source, attract, select, train, develop, retain, promote, and move employees through the organization. This term also incorporates how companies drive performance at the individual level (performance management).
doc_984580921.pptx