chapter1 human resource management
1． There are basic functions all mamagers perform: planning, organizing,staffing,leading,and controlling. These represent what is often called the management process.
2． Staffing,personnel management,or human resource management is the function focused on in this book. It includes activities like recruiting, selecting, training, compensating, appraising,and developing.
3． HR management is very much a part of every line manager’s responsibilities. These HR responsibilities include placing the right person in the right job, orienting, training, and compensating to improve his or her job performance.
4． The HRmanager and his or her department carry out three main functions.First,the manager exerts line authority in his or her unit and impied authority elsewhere in the organization’s HRobjectives and policies are coordinated and implemented. And he or she provides various staff services to line management; for example, the HR manager or department assists in the hiring, training, evaluating, rewarding, promoting, and discipling of employees at all levels.
5． Changes in the environment of HR management are requiring HR to play a more major role in organizations. These trends include growing work force diversity, rapid technological change, globalization, and changes in the nature of work such as the movement toward a service a service society and a growing emphasis on education and human capital.
6． Trends like globalization and technological innovation are changing the way firms are managed. For example, the traditional pyramid-shaped organization is giving way to new organizations are the norm; work is increasingly organized around teams and processes; the bases of power are changing; managers in the future will not “manage”, and manages today must build commitment. Changes like these mean that organizations must depend more on self-disciplined and highly committed employees.
7． One consequence is that HR management must be involved in both the formulation and the implementation of a company’s strategies, given the need for the firm to galvanize employees into a competitive advantage.
8． We defined strategic human resource management as “… the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility…” we view HR as a strategic partner in that HRM works with other top managers to formulate the company’s strategy as well as to execute it.
Key terms
Management process line manager staff(service)function
Human resource staff manager globalization
Management implied authority functional control
2． Staffing,personnel management,or human resource management is the function focused on in this book. It includes activities like recruiting, selecting, training, compensating, appraising,and developing.
3． HR management is very much a part of every line manager’s responsibilities. These HR responsibilities include placing the right person in the right job, orienting, training, and compensating to improve his or her job performance.
4． The HRmanager and his or her department carry out three main functions.First,the manager exerts line authority in his or her unit and impied authority elsewhere in the organization’s HRobjectives and policies are coordinated and implemented. And he or she provides various staff services to line management; for example, the HR manager or department assists in the hiring, training, evaluating, rewarding, promoting, and discipling of employees at all levels.
5． Changes in the environment of HR management are requiring HR to play a more major role in organizations. These trends include growing work force diversity, rapid technological change, globalization, and changes in the nature of work such as the movement toward a service a service society and a growing emphasis on education and human capital.
6． Trends like globalization and technological innovation are changing the way firms are managed. For example, the traditional pyramid-shaped organization is giving way to new organizations are the norm; work is increasingly organized around teams and processes; the bases of power are changing; managers in the future will not “manage”, and manages today must build commitment. Changes like these mean that organizations must depend more on self-disciplined and highly committed employees.
7． One consequence is that HR management must be involved in both the formulation and the implementation of a company’s strategies, given the need for the firm to galvanize employees into a competitive advantage.
8． We defined strategic human resource management as “… the linking of HRM with strategic goals and objectives in order to improve business performance and develop organizational cultures that foster innovation and flexibility…” we view HR as a strategic partner in that HRM works with other top managers to formulate the company’s strategy as well as to execute it.
Key terms
Management process line manager staff(service)function
Human resource staff manager globalization
Management implied authority functional control
tonghb
2005-06-02 16:54:12
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