Keywords: human resources management, HRM, motivation, diversity, communication, recognition, relationships, performance, economic growth, recruiting, candidates, creativity,
A project team can be developed by using effective communication, establishing trust among team members, managing conflicts in a constructive manner, and encouraging collaborative problem-solving. The main goal of team development is to help people work together more effectively to improve project performance (Schwalbe). This process is about creating an open, encouraging environment for your team and developing it into an effective, functioning, coordinated group (Heldman). This involves improving skills of team member performance in order to increase their ability to complete project activities; improving feelings of trust among team
Human Resource Management (HRM) is the terminology used to illustrate formal systems devised for the management of people within an organization. It is the method of managing an organization or company that is directly related to the employees of that particular organization. The success of a business often rely heavily on the performance of managing human resource. Maximizing the desires and benefits of an organization and helping a business grow by rewarding employees to help motivate and push them in their performance is one of the main aim of HRM. By doing this, it will have a positive impact on both the company and it’s entire organization.
‘Human Resource Management is a strategic approach to managing employment relations which emphasizes that leveraging people’s capabilities and commitment is critical to achieving sustainable competitive advantage or superior public services.’ (Bratton and Gold, 2012, p.7). Therefore, it is important to understand the concept of human resource management model and how does it work and influence organization. While many model of HRM emerged, soft and hard model are both most widely adopted (Truss, et al., 1997). Both soft and hard HRM model are emphasizing to integrate the HR policies with business strategic, but the main distinction is how organization sees individual, which is as resource in hard model or as human in soft
While some of these differences are the result of legitimate differences in their business strategy, business environment, organization, and the nature of their products, a frequent problem is the lack of a common framework of the best practices of product development. With extensive investment of time, an organization could develop the broad, internal expertise necessary to produce an effective improvement plan for product development. During the entire process from conceptualizing to the launch of new product;the activities of the production and marketing functions are as important as those of product development/design function. Many of these activities are interdependent and the new product design must fit in not only with the production and marketing functions of the company but also with a company’s marketing & operations strategies and the existing systems & policies.If a new design warrants change in these strategies or policies or systems , it needs the wholehearted concurrence of production & marketing functions.
Breadth and depth of knowledge and experience: Individuals from a particular subunit can bring a wealth of knowledge, expertise, and experience to the project. The knowledge has to be expanded so that even if the project crosses functional areas, an opportunity exists for individuals to learn from each other.
Society is full of creative minds that has help shaped our world. These creative minds have invented such things as electricity, automobile, television, and the development of new innovations that improves a generation. According to Hohenberg, Innovation commercialization is an important managerial challenge which depends heavily on the sales force for its success (Hohenberg 114). In the case of Sally Walden of ResinTech, a new innovation has been developed but not fully accepted. Walden is faced with evaluating the company’s present situation, what she should do with this new idea, and how her managers will decided whether or not to continue supporting her idea for the foam-dome concept.
RAD is one of the earlier types of Agile method and is somewhere in between prototyping and Agile methods. It focuses on rapid development while still adhering to waterfall’s structured approach to development. It was developed as a way to get products to the market or to a client as quickly as possible while still using traditional software development methods. Prototypes are created regularly and demoed to the clients in order to try to meet the needs of the client while still working quickly. There is heavy use of object-oriented programming in order to speed up development. Sometimes an unfortunate side effect of RAD development is that product quality is sacrificed for speed of development. RAD is often used for UI design and, as such, UI developers are often referred to as rapid access developers (Sanchez-Ramon, Sanchez-Cuadrado, & Garcia-Molina, 2010).
Product development process improvement and reengineering are concurrent events involving in-depth research to manage the process of product development mostly in process modeling. Improving intercommunication between the departments such as marketing and sales would ensure the process flows systematically. The management in the organization does not consult with the team before proceeding with their task such as before sending proposals. This shows lack of goodwill extension to the lower level staffers. The lacks of formal coordination within the departments result to unfinished tasks or tasks done by individuals and not the team.
Human resource management has frequently been described as a concept with two distinct forms: soft and hard. These are diametrically opposed along a number of dimensions, and they have been used by many commentators as devices to categorize approaches to managing people according to developmental-humanist or utilitarian-instrumentalist principles (Legge 1995 b).
There are a variety of ways to approach the management of human resources in an organisation. Nevertheless, any approach fits within the continuum between the broad approaches of “hard” and “soft” (J. Riley, 2012). That is, the human resource management approach in an organisation tends to adopt elements of both the “soft” and “hard” approaches. (Armstrong, M., 2009). Whatever the approach taken in an organisation, the human resource management function has to be in line with an organisation’s strategic goals.