Michael Browne And Stuart M. Kelley's Book On Asking The Right Questions

In analyzing the concepts discussed in Human Resource Management, I have found an interesting mix of education and forethought into the role of a human resource manager. Many of the aspect of human resource management such as HR planning, recruitment and selection, as well as, human resources development and labor relations all play a significant role in the success of any organization. There are many benefits to the learning that has taken place in this course that has helped me better understand HRM and its roll that will shape not only my position in business now but for future

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.

The assignment for this week focuses on the team’s understanding of the goals and objectives of training program development and delivery. Team C summarizes the following highlights of this week’s discussions: determining organizational development theories and applications; differentiating between mentoring and executive coaching; identifying the major components of employee training; and comparing career development strategies.

The intend of this paper is to reflect upon my learning experience and feeling in taking the assessment test for Professionals In Human Resources or Senior Professional in Human Resources. The primary goal of this assessment was to assess my knowledge and capabilities pertaining to HR. In addition, it explores potential questions that might be asked on a certification exam. Although I scored adequately 58 out of 70, the assessment revealed some interesting things about how courses build on one another and my career choice as a HR professional.

This chapter introduces the literature works relating to training and development and how it has an impact on employee’s performance. It gives detailed explanation and clear idea on previous works by researchers in organizational politics to help in understanding the background information on which this research is based on. The chapter describes the concepts of training and development and the effects on employee performance and the gap in literature.

o “Burr decided to strengthen and enhance the leadership development training program.” (p.13) The idea was to train the top level managers, and then let them train the next level.

Top-level organizations have learned IC is essential to the mission. General Powell believes investment in people includes education and training. Training means leaders must show a willingness to work with people. Training is active and not passive leadership behavior. He stated, “In my career I’ve come across people who were terrible leaders because they had no

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).

3. You have been asked to advise a growing organisation which employs 75 people in office-based roles but which has no specialist, dedicated HR function. Managers are particularly keen to know how they can best evaluate the effectiveness of their HR activities and initiatives. Despite limited funds being available the organisation manages to provide some form of formal training and development opportunities for everyone each year, gives everyone an annual performance appraisal and seeks to involve staff through a consultative forum which all attend at least once a year. What advice would you give? Justify your answer.

With the “management centric” concept that is core strategy would be identify and recruit top level ethic minority managers from fortune 1000 companies to run and add value to his fund’s investments.

According to the book Asking the Right Questions, context in which words are used means that it refers to the writer's or speaker's background, traditional uses of the term within particular controversy, and the words and statements preceding and following the possible ambiguity. Therefore, different words can have different meanings depending on what the writer's stance and the facts they use to support their stance. For instance, one could say that the temperature out side was great today, it was sunny and bright. The problem with statement is that people have different opinions about that temperature feels "great" to them. Some people like it cold outside and some people like it hot. Also, if it is sunny and bright outside someone could

Most organizations do not follow-up on the benefits of training as regards staff performance. As a result of this they don’t take training and development as an important factor in organizational growth and survival. Most manages do not know how to assess the return on investment in training, nor are they equipped with the necessary management tools to monitor the decision making process of such investment. It has been discovered that training and development budget is the first cut when the organization is faced with difficulties because most of them are of the opinion that investment in the area of training and development is not linked to the bottom line of the business. Globalization and rapid technological development has changed the conditions for companies and increased competition in the world markets. The quality of a company’s human resources is the key driver for sustained top-level performance. It has become crucial to continually invest in human resource development in order to guarantee success in the global market. As earlier said, managers engage in minimal training thereby not giving quality training to their employees, this in turn affects the overall outcome of the training and the performance of the staff. Most organizations that have a competitive image see more reasons to train their workers than those who are on the lower rung of the ladder of recognition, but training and development is still needed to create a niche. In the light of the above,

Second of all, McCain and her HR teammates may need to be trained to learn more about business knowledge, such as markets, finance and so on. This knowledge can enhance HR’s strategic role in the organization. Training programs need to be designed and implemented to identify, coach and develop professional skills in HR.

One HR issue this article can be applied to is ineffective performance reviews and training for management. Many companies base their performance reviews around what a manager is doing wrong, but creating a more evidence-based survey focused around specific strengths a manger should excel in helps the corporation to be future-based. Like Google, the company can identify eight characteristics of good mangers and create the survey based around those eight pillars. If a manger is deficient in a certain category they can take classes to strengthen that specific characteristics rather than have to sit through a general training highlighting things they are already good at.

On the first day of class, I learned something critical. It is not always the case that employers should spend significant resources investing in every group of employees. Before this class, my assumption is that this is always the case. However, after spending time pondering this question, I saw that my initial response was grounded in emotion, not facts. There may be cases where companies may have cost-cutting strategies where employees have a lower impact on the company’s mission. Ever since the first day, there have been two themes I have seen in my reflections. First, becoming more self-aware about preconceptions I have on how things should be done. Second, replacing these preconceptions with tools and good HR theory that will allow me to practice Human Resources in a strategic manner.