Human Resource Frames

The case describes Clendenin’s multiple strategies for overcoming these difficulties. It Illustrates a range of management strategies for upward, lateral and downward influence in a complex organizational context, as well as the use of a number of innovative human resource management techniques.

I am very interested in a career field in Human Resources. For this paper, I interviewed Lillian Mannino who is a Human Resource and Personnel Manager at the UC San Diego Graduate School of Global Policy and Strategy. As a manager, Lillian serves as the link between the graduate school’s management and its employees. She is in charge of overseeing recruitment, employee relations, policy development, payroll, and benefits. Personnel management is a special branch of management that is focus on the concerns of employees at work and their relationship with the organization. Her educational experiences consist of a bachelor degree at UC San Diego in Management Science and a professional Human Resources certificate from UCSD Extension. She has been working in the academic administration for almost ten years and earned her current position as manager through climbing up the ladder. She started off working in this field as a student affairs officer then was promoted to an administrative specialist. Her prior work experience paved a path for her to build up professional experience as well as a solid network within the UCSD administrative system.

Complex organizations can offer different challenges while trying to move toward the same collective goal. In terms of the education industry we will consider all the stakeholders involved to be our organization at hand. Lee G. Bolman and Terrence E. Deal in their book, Reframing Organizations (2008) point out that, “complex organizations [have] made most human activities

Though the idea of working collaboratively is not a new one, the concept of professional learning communities (PLCs) has recently become very popular in education. During the summer of 2012, the Pasco County School District introduced the concept of PLCs into its schools in an effort to improve student learning in this era of increased educational scrutiny and accountability. Department heads suddenly found themselves relabeled PLC facilitators and called to attend two days of summer training meant to prepare them to lead PLCs once the school year began. The other PLC participants, the

Professional learning communities (PLCs) are communities of educators who work and meet together to collaborate. Their goal is to make sure students are learning the content everyone is teaching. A “highly effective” learning community involves educators who are willing to work with others. Educators who do not make excuses for why students are not learning, and they view growth as positive thing. In effective PLCs, staff members meet on a regular basis, these meetings can be formal and informal. One big takeaway is to ensure teachers are not working in isolation. Members of the PLC work with one another to analyze student work and data, and use that information to better serve those that are not meeting the objectives.

When PLC is in place teachers will set higher expectations on their student’s achievements. They will also encourage their students that they can reach such high demands while suppling them with the resources to reach their goal. Students will be confident that they can count on their teachers and lean on their peers when trying to achieve ambitions learning goals. Professional learning communities gives professional educators the opportunities to look deeply into the process of teaching and learning where they can learn how to become more effective in their work with their

In Phase 1, pre-training, Campbell’s CEO Institute teaches participants about leadership, formulating ideas and experiences and take time to reflect on what they have learned and apply it to all aspects of their lives. As the CEO, Conant was a motivator, “Doug is personally involved in all aspects—developing content, teaching, communicating with class members, and sharing lessons from his more than 30 years in business…….He’s all in. An active instructor, he’s fully present during the entire two-year journey” (Reardon, 2011). The program is developed internally which helps employees can build on their skills. The Institute accepts 20-24 participants per year and they must be nominated by their unit president or functional leader (Newell, 2011).

The human resource frame is known to operate from drastically different paradigms. Bolman and Deal (2013, p. 113) state that opposing paradigms are identified when an individual asks which statement is true; 1.) “Our most important asset is our people”, or 2.) “Organizations exploit people --chew them up and spit them out” (Bolman & Deal, 2013, p. 113).

Bolman and Deal (2013) argues organizations are viewed through four perspectives identified as frames:(a) structural frame (emphasizes specialized roles and formal relationships); (b) human resource frame (considers the needs of the individuals); (c) political frame (focuses on bargaining, negotiating, coercion, and compromise); and (d) symbolic frame (views organizations as cultures with rituals and ceremonies (Elrod & Roth, 2015). With regards to this week’s discussion, I will focus on the structural frame in the contexts of a higher education institution. Structural Frame Within higher education, the structural frame provides clarity to faculty, students, and staff with specific policies, procedures, and reporting relationships (“vertical coordination—top down hierarchy authority”) for completing tasks and achieving university goals. Our university is characteristic of highly developed mission-focused organizations with clear goals, well-defined roles (“differentiation”), and adequate coordination essential to the overall performance (Bolman & Deal, p.49).

Throughout our final semester of study at Maryville, our cohort has studied Peter Senge’s, The Fifth Discipline: The Art and Practice of the Learning Organization. Rather than set of management practices, the book describes how organizations, especially those that are sustainably competitive, know how to learn. These “learning organizations” are continuously learning how to work together, where the norm is producing their best. In the book, Senge identifies five essential elements, that when practiced together, create perfect conditions for an effective learning organization. These five practices are Personal Mastery, Mental Models, Shared Vision,

Organizations that strive to excel in aspects of innovation, competitiveness, and performance must have clearly defined core values that are executed by specific learning disciplines (Senge, 2010). Giesecke and McNeil (2004) stated, "A learning organization is an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behavior to reflect new knowledge and insights" (p. 55). In the pursuit of defining specific practices that would produce an ideal learning organization, Senge (2008) proposes five disciplines that include, "...systems thinking, mental models, personal mastery, shared vision, and dialogue" (p. 1). In this application paper I will analyze each of the five disciplines discussed by Senge (2008) and discuss how they can be applied in an organization such as the high school where I am currently teaching to address specific areas in need of improvement.

To work in the Human Resource management field you must maintain and improve the company by planning, implementing, and evaluating employee relations and human resource policies, programs, and practices. It is a challenging and yet rewarding field to work in. However, just like every business field, people who work in the human resource department face many challenges when it comes to discrimination.

Higher education managers should spend more time focusing on the significance of the system’s parts. Managers must not leave out unpleasant interactions that can transpire between the different system parts (Birnbaum, 1988). For example, employees can have a tremendous amount of skill but if they are ineffective at managing relationships with their fellow employees then there may be an increased potential for conflict. This can create obstacle that can make it very difficult to work together cohesively.

The purpose of this essay is to analyse and explain, using Human resources models, concepts and assumptions, how and why people are of value to organisations and how and why it is assumed that HRM/SHRM can contribute to company success through valuing and managing its employees.

Human Resource structure is administrative and common to all organizations, especially to the big company like Tianyang Food, a food production company in China. HR department act as the support for the organization in the likes of law, compensation, benefit, safety and health of the employees and the organization. However, the improper management from the HR structure can put the organization in a very difficult situation.