Business Administration - parte 2

People Planet Pro (Prosperity)

Sustainable development = minimizes pollution and resource depletion, ensuring that future generations will have vital resources.

Corporate social responsibility (CSR)

• The idea that business has obligations to society pursuit of profits
• The responsibility of enterprises for their impact on society

Stakeholder Theory

The stakeholder theory is one of the most used theories in managerial studies. It explores the dynamic and complex interplay between a company and its network of stakeholders. This theory assumes an explicit systemic approach: "a stakeholder can be defined as 'any group or individual who is affected by or can affect the achievement of an organization's objectives'".

Ed Freedman invented the stakeholders' model, which is different from the input-output model.

Input-output model stakeholder model

It is important to understand the stakeholders' needs.

Type of engagement:

• Consult - limited two-way engagement

1. Organize - asks questions, stakeholders answer (focus group and meetings)
2. Negotiate
3. Involve - two-way or multi-way engagement: learning on all sides but stakeholders and organization act independently
4. Collaborate - two-way or multi-way engagement: joint learning, decision making and actions
5. Empower - new forms accountability; decisions delegated to stakeholders, stakeholders play a role in governance

Human Resource Management

From 1980s companies start managing calling them PERSONAL, not HR (Human Resource)

Human Resource Management is a specialized function of planning how to obtain employees, oversee their training, evaluate them, and compensate them.

Major differences between personnel management and human resource management:

• Personnel management - deals with the workforce within the enterprise
• Human Resource management - focuses on the best possible use of the enterprise's manpower

1. Workers as tool or machines whereas human treats workers as an important asset of the organization.
2. HRM is the advanced version of personnel management.
3. Decision making is slow.
4. Decision making is comparatively fast.
5. Piecemeal distribution of incentives.
6. Integrated distribution of incentives.
7. The basis of job design is the division of work.
8. Employees are divided into groups or teams for performing any task.
9. Negotiations are based on collective bargaining with the union.
10. Less need for collective bargaining as individual union leader contracts exist with each employee.
11. Pay is based on job evaluation.
12. Pay is based on performance evaluation.
13. Focused on ordinary activities, such as employee hiring, remunerating, training, and harmony.
14. Focused on treating employees as valued assets, which are to be valued, used, and preserved.

HRM Skills: service delivery information, organization design, organizational development, resourcing and talent planning, learning and talent development, performance and reward, employee engagement.

1. Employee relations, leading HR, insights strategy and solutions
2. To achieve a high level of job satisfaction and dedication among employees
3. Attract, develop, and retain employees to perform the jobs necessary to accomplish organizational objectives
4. Plan for staffing needs
5. Recruit and hire workers
6. Provide for training and evaluate performance
7. Determine compensation and benefits
8. Oversee employee separation

Hard HRM focuses on acquiring, deploying, and dispensing human resources in order to gain a competitive advantage through quantitative aspects. It pays attention to the needs of the workforce, regardless of whether they are full-time or part-time, temporary or contract staff. All potential employees must be nurtured and developed, and programs that pay attention to the behavioral aspects of people should be implemented.

at work-Identify workforce needs so you can recruit and manage as are developedyou need to (including hiring staff or making others redundant). The main features approach are:

• Treats employees as an essential resource in your business — if not the most important one of all
• Little business transparency
• Progressive outlook
• Lower wages
• The so HRM model focus is for the needs of your staff
• Little to no empowerment of employees including rewards and motivation
• Appraisal systems that focus on good and bad performance
• A more old-fashioned style of leadership
• Open and transparent business model with good communication

MORE CONTROL

• Competitive pay, relying on salary benchmarking and bonus packages
• Employee empowerment
• Appraisal systems that identify training opportunities and professional development
• Democratic type of leadership

HIGHER EMPLOYEE MORALE

RECRUITING — the process of attracting appropriate applications for an organization

on’s job

Forecas ng supply and demand

• Turnover rate — the percentage of the workforce that leaves every year
• Employee reten on — e orts to keep current employees
• Succession planning — workforce planning e orts that iden fy possible replacements for speci c employees,usually senior execu ves
• Con ngent employees — non-permanent employees, including temporary workers, independent contractors, andfull- me employees hired on a proba onary basis

Job DESCRIPTION

Job SPECIFICATION

A statement of the tasks involved in a given job and the condi ons under which the holder of a job will work best for a given job-including the skills, educa on, and previous experience that the job requires

Alterna ve Work Arrangements

• FLEXTIME
• TELECOMMUNICATING
• JOB SHARING

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Managing a Diverse Workforce

SEXISM —

Discrimina on on the basis of gender

GLASS CEILING — An invisible barrier that can be attributed to subtle discrimina on keeping women and minorities out of the top posi on in business

SEXUAL HARASSMENT — Unwelcome sexual advances, request for sexual favors, or other verbal or physical conduct of a sexual nature within the workplace

Organisa on — Is the way a business follows its goals by using a par cular pa ern of structure, people, tasks and techniques. How various company sub-units (managers, employees, plants, o ces, machineries) are arranged and managed.

Organiza onal Design — A company’s employees need a stable and understandable framework within which they can work together toward organiza onal goals (way to work, way what to do = know where to go, know what to do)

Organisa onal structure: a framework that enables managers to divide responsibili es, ensure employee accountability, and distribute the decision-making authority — hierarchy, grouping and formaliza on

Centralization and Decentralization:

Centralization refers to the concentration of decision-making authority at the top levels of an organization, while decentralization refers to the delegation of decision-making authority to lower levels of an organization.

Coordination:

Coordination refers to the process of ensuring that different parts of an organization work together effectively to achieve common goals.

Organizational Chart:

An organizational chart is a diagram that shows how employees and tasks are grouped and where the lines of communication and authority flow.

Agile Organization:

An agile organization is a company whose structure, policies, and capabilities allow employees to respond quickly to customer needs and changes in the business environment.

Core Competencies:

Core competencies are activities that a company considers central and vital to its business, emphasizing the strengths of the company.

Work Specialization:

Work specialization refers to training employees to know what they have to do in their specific roles and responsibilities.

Chain of Command:

Chain of command refers to a pathway for the flow of authority from one management level to the next, either vertically or horizontally. It provides specialized work.

Line Organization:

Line organization refers to a chain of command system that establishes a clear line of authority flowing from the top down.

Line-and-Staff Organization:

Line-and-staff organization refers to an organization system that combines a chain of command with specialized staff positions to support the line functions.

1. Chain of command: has a clear chain of command but that also includes functional groups of people who provide advice and specialized services
2. Span of management: the number of people under one manager's control - span of control
3. Line relation: superior-subordinate relationship
4. Line employees: directly responsible for achieving specific tasks
5. Staff employees: aid and support line employees in their work (accounting, legal counsel, public relations, payroll, cafeteria)
6. Centralisation: Decision-making authority at the top of an organization
7. Decentralisation: Decision-making authority to employees in lower-level positions
8. Departmentalisation: grouping people within an organization according to function, division, matrix or network
9. Unit grouping:
   • By input (function, skills): the organization uses to produce its products and services
   • By output

ELEMENTARY STRUCTURE

grouping workers according to the similarity in their skills, resource use, and expertise

FUNCTIONAL STRUCTURE

grouping departments according to similarities in product, process, customers, or geography

DIVISIONAL STRUCTURE

individual companies are connected electronically to perform selected tasks (functional and divisional patterns for a small headquarters organization)

MATRIX STRUCTURE

employees are assigned to both a functional group and project team simultaneously

NETWORK STRUCTURE

individual companies are connected electronically to perform selected tasks (virtual organization)

Team

two or more people who share a mission and collective responsibility as they work together to achieve a goal

Quality of team members: reliability, communicates constructively, listens actively, active participant, shares openly and willingly, pitches in to help, exhibits flexibility, shows commitment to the team, problem-solver, respectful and supportive manner

Task force

a committee

Committee

a group of people appointed for a specific function or task

Virtual

teampeople from several departments who a team that may become a permanent a team that uses aretemporarily brought together to address a part of the organiza on, with regularly communica on technology tospeci c issue recurring tasks bring together geographicallydistant employees to achievegoals

FLAT ORGANIZATION‘Boss-free’ — working with super smart, talented colleagues in a free-wheeling,innova ve environment — no bosses, no middle management, no bureaucracyFlatarchies

Business strategy‘A strategy is the determina on of the long-run goals and objec ves of an enterprise and the adop on of courses ofac on and the alloca on of resource necessary for carrying out these goals’ - Chandler‘Compe ve strat