Mba Managing the Human Resource Assignment

1. Define and explain the significance of the term ‘derived demand’ as it applies to Strategic Human Resources Planning. (5 marks)

There are two approaches to organisational culture mainstream and critical, both will be evaluated and explored throughout. Starting with mainstream, Smircich defines mainstream organisational culture as ‘something that an organisation has’ (1983). When looking at culture through this perspective it is understood to be

As an umbrella brand name, the number of value chains and links existing between customers and the Virgin group of companies and between each of the Virgin operating businesses increase as Virgin continues to implement diversification and market extension strategies. Goodwill is built by the company’s core values and product/service offerings. Most importantly, Virgin has been capable of sustaining the same values across each of the companies. With recent critiques of elasticity and stretching, Virgin’s goodwill has slightly been tarnished. However, it will not be a hard task

This report therefore gives an analysis of the current culture of the organisation, referring to the present business practices and the values and ways in which the organisation is run. Despite the effectiveness of this current culture, and the challenges of ‘change’ of any sort, there

On the last (2010) census conducted on the population, it revealed that the Natives of the Virgin Islands was the minority, representing a little less than forty percent of the population number (DPU, 2015). This has shifted the cultural dynamic, where the day-to-day occurrences depicted a more individualistic. In so, the organizational culture is categorized by individuals that seek their

Coates, G. (1997) “Organisation Man – Woman and Organisational Culture” Sociological Research Online Volume 2 Issue 422 Dec 1997 14 Nov 2007 .

Within the field of management, the success and failure of the modern business organisation has been largely depicted by the intricate concept of culture. Organisational culture, a concept borrowed from borrowed mostly from anthropology typically is defined as a complex set of values, beliefs, assumptions and symbols that define the way in which an organisation conducts and manages its business (Barney 1986). Management is not just an act of change, but the responsibility for and control of a company or similar organisation (Willmott 1983). It is the management of organisational culture that merely drives the

The model emphasize on the vertical integration between the business strategy and HRM function. It promotes “Unitarism approach” i.e. managers and employees cannot have conflicting views as they are working to achieve the same goal and effective management of people will vary from organisation to organisation depending on organisation culture.

Virgin Group limited is a venture capital conglomerate founded in 1970 by Sir Richard Branson with interest in transportation, travel, mobile, financial services, media, music and fitness. It employs about 50,000 people in more than 30 countries, comprising of 300 companies and brand, with 11.5 billion pounds in revenue as at 2009, (Virgin website).

The following is an observation and analysis of the role an organization’s values play on the development and state of its culture. This analysis is based on five interviews of both male and female workers from a privately owned manufacturing company with annual revenues exceeding a billion dollars. In forming my conclusions, I will analyze the synthesis of data and draw from the classification and examples set forth in the “Workplace Culture and Socialization section of Volti’s “An Introduction to the Sociology of Work and Occupations” Volti (2008) as well as the National Defense University’s

In this assignment we are going to discuss how to manage workforce of organization through HRM. In organization why we need to mange workforce? How to achieve organization goal & its objectives through HRM? In organization what are challenges

Organization business plan could not occur without integrity, and implementation of high-level ethical consideration enhances company value and market competitive advantages. The company needs to take immediate decision with regard to the ethical consideration to enhance organization market advantages. Three alternatives have been identified to address the problem regarding

The Managing Human Resources class has been a great experience for me. My perception of HR has changed since we started the class. In the beginning of class, I thought all HR departments were the same as the only one I’ve ever experienced throughout my career; which happens to be with the Tennessee Wildlife Resources Agency (TWRA). I now understand HR can be much more and TWRA’s HR is not providing many of the services it could be. Unfortunately, TWRA’s HR is only delivering functional expertise, rather than strategic performance. I now understand there is a problem when HR departments are only providing functional expertise (Becker and Huselid 2009).

This assissment is going to be about Human Resource Management and it’s going to contain information about different perspectives of human resources management and what the role involves. . HRM system is based on HR system , both work together to the same way. The example is HR strategies defining the direction in which HRM intends to go. We got few models of HRM , one I want to describe is Guest’s Model of HRM. David Guest’s model of HRM has 6 dimensions of analysis :

HRM emerged in Australia during the 1980’s, with both the hard and soft approach being applied to the Australian workforce. Both focus on corporate performance, with the hard approach viewing employees as a commodity and emphasising “job standarisation, employee measurement and organisational values and priorities” (Balnave et al, 2009). The soft approach however has a “humanistic” view that emphasises employee empowerment as they work towards meeting organisational and personal objectives. With this in mind, the practices employed by the HRM approach have been “identified as crucial in developing sustainable competitive advantage for organisations. They include; selectivity in recruiting, equal employment opportunity, training and development, strategic rewards systems/pay for performance and dismissal” (Flanagan and Deshpande, 1996).